Why the Best Leaders Are Chief Meaning Officers

Source: pixabay / RonaldCandonga

Jack Welch, the iconic former CEO of General Electric, once said that the role of a leader is to be the organization’s Chief Meaning Officer. This wasn’t just a catchy phrase—it was a powerful call to action. Welch understood something fundamental about leadership that is only now being supported by a growing body of research: the most effective leaders don’t just manage tasks or drive results—they infuse their teams and workplaces with meaning.

Meaning is not a luxury at work—it’s a necessity. And in times of burnout, disconnection, and economic pressure, the leaders who understand this truth are the ones who will thrive and take their people with them.

The Science Behind Meaning at Work

Let’s start with the data. A 2016 MIT Sloan Management Review study found that leaders play a decisive role in either cultivating or destroying meaningful work. Employees reported that meaning came not from perks or pay but from autonomy, relationships, and a sense of contributing to something greater—all of which leaders can nurture or sabotage.

Digging deeper, Michael Steger and colleagues published a foundational study in Purpose and Meaning in the Workplace (2013), showing that transformational leaders—those who clearly articulate vision and align work with shared values—significantly increase employees’ sense of purpose and fulfillment. These aren’t soft, feel-good outcomes; they’re linked to retention, creativity, and performance.

And then there’s the work of Craig Pearce and Charles Manz, published in The Leadership Quarterly (2005), which found that leaders who act as “meaning makers” help employees interpret events through a values-based lens. This builds psychological resilience and clarity—a critical combination in complex, fast-moving environments.

So, the evidence is clear: Leaders who communicate meaning—not just objectives—bring out the best in their people.

Leadership as Storytelling

When we talk about the Chief Meaning Officer, we’re also talking about the Chief Storyteller. Leaders construct narratives that bind organizations together—stories about mission, values, and the kind of people “we” are.

But here’s where many leaders stop short.

They tell stories about the organization, but neglect the most important story of all: the personal narrative that each employee carries with them. A truly impactful leader doesn’t just broadcast purpose—they connect it to the individual stories of the people they lead.

Because meaning isn’t just about the company vision. It’s about the stories people tell themselves about who they are, where they come from, and what matters to them.

From Meaning to Purpose

Let’s take a step back and define what we’re talking about.

Meaning is how we interpret the past. It’s our cognitive map—our identity, our beliefs, the story we tell ourselves about ourselves.

Purpose is how we move forward. It’s the set of actions that light us up in the present and future.

And here’s the key: people with a strong sense of meaning—people who feel that they were “enough” in the past—are more likely to joyfully step into purpose. They carry that sense of enoughness with them. They don’t act out of fear or scarcity. They act out of connection.

That’s why understanding your employees’ personal narratives is mission-critical.

Bringing It to Life: A Leader’s Job in Action

I saw this play out firsthand in my own medical practice. We weren’t immune to hard times—staffing shortages, financial strain, burnout. But the way we pulled through wasn’t just grit—it was meaning.

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The Meaning Deficit at Work

One of our nurses was deeply connected to her identity as a caregiver. Her mother had been a nurse, and as a child she would accompany her to the clinic, watching her mother treat community members with compassion and skill. That memory—that story—was the root of her meaning.

When we faced long hours or low morale, I would remind her (and myself) why she had chosen this path. We weren’t just checking vitals or updating charts. We were continuing a legacy. That sense of meaning gave her the strength to continue with purpose.

Another example: our medical biller. He remembered his family going bankrupt from medical debt when he was a child. That pain stayed with him. He didn’t become a biller for the money—he did it to protect others from the same fate. He cared deeply about coding claims correctly so patients wouldn’t be unfairly charged or denied coverage.

When the job got frustrating—long calls with insurance companies, piles of paperwork—I would sit with him and remind him why both him and I were doing it. Not for the paycheck. For the families he was helping avoid financial ruin. That sense of personal meaning gave him resilience.

Leadership as Personal Meaning-Making

So yes, leaders must tell compelling stories about their organizations. But more importantly, they must listen to the stories their people carry—and then help them connect those narratives to purposeful action.

Being a Chief Meaning Officer isn’t about slogans on walls or mission statements in brochures. It’s about looking someone in the eye and knowing why they are here—and then helping them remember that on the hardest days.

When people feel that their personal history is honored and their future purpose is real, they show up differently. They show up with energy. With compassion. With meaning.

And that’s the kind of leadership the world needs more of.