Project Management

When Purpose Listens: Co-Creation as a Path to Living Alignment

From the Support to Develop Blog
by
This blog addresses management-related topics and has three areas of focus: 1. Technical skills; 2. Competencies in the field of interpersonal relations and communication (including personal organization and delegation, leadership, teamwork, conflict resolution, conducting meetings, and negotiation); and 3. Strategy (including diagnosis, strategic guidelines, and implementation).4.Technology
Career Development | Interpersonal Skills | Leadership | Strategy | Talent Management | show all posts

About this Blog

RSS

Recent Posts

Does Integration Need an Integrator?

Before We Rebuild, What Must We Take Apart?

When Locally Valid Decisions Become Globally Incoherent

When Yesterday’s Solutions Become Today’s Constraints

PMBOK 8 Recognizes Integration. How Is Integrative Responsibility Allocated When Leadership Is Distributed?

Categories

Agile, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Career Development, Governance, Governance, Governance, Governance, Governance, Governance, In, Integration Management, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, Interpersonal Skills, le, lea, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, Leadership, or, Organizational Project Management, Program, Program Management, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Strategy, Sustainability, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management, Talent Management

Date

linkedin twitter facebook Request to reuse this  


Complementary post to Pillar 5 – Purpose & Impact

A purpose that listens is a purpose that lives.

A recent comment in this series captured it perfectly:

“Purpose gains strength when it is not only redefined by leaders but revalidated through the voices of employees, partners and communities.”

And that changes everything.
Because a purpose only becomes living when it is no longer imposed, but co-owned, co-created, and revalidated by those who live it daily.

In regenerative leadership, purpose is not a sentence on a wall
It’s a living cycle of alignment, legitimacy, and shared meaning.

This demands strategic humility:

  • Creating space for genuine dialogue
  • Involving people who were once only executing
  • And embracing the idea that listening to the context can reshape direction — without betraying essence

Practical example:
In a Portuguese business group expanding internationally, the original vision was:
“Bringing Portuguese excellence to the world.”
But once local teams in Mozambique and Brazil were invited to co-design the strategic shift, the purpose was enriched to:
“Growing with — not just in — each culture.”
Excellence remained a core value, but it was no longer something to export, it became something to build together.
 

That shift in mindset transformed partnerships, communication, and even KPIs.
It didn’t just align, it regenerated.

Revalidating purpose with those who live it is a core practice in the final phase of the RCPCV™ cycle: Verify.
Because regenerative coherence only exists when purpose listens, not just speaks.

And in your organization:
Is purpose just direction… or also dialogue?

This post is part of the series The 11 Keys to Regenerative Leadership


Posted on: October 06, 2025 09:01 AM | Permalink

Comments (1)
Please login or join to subscribe to this item
avatar
Kwiyuh Michael Wepngong
Community Champion
Financial Management Specialist | US Peace Corps Yaounde, Centre, Cameroon
Thanks for this emphasis. If "A purpose that listens is a purpose that lives." is true and of which it s, then it suffices to say that the quickest way to kill a purpose is to stop listening

Please Login/Register to leave a comment.

ADVERTISEMENTS

"I have taken more good from alcohol than alcohol has taken from me."

- Winston Churchill

ADVERTISEMENT

Sponsors







Newsletters

Sep 9: Becoming the 'Top Gun' of Your Project
Sep 2: Busy is Not a Symptom of Ambition
Aug 26: Stop Writing Status Reports

See all newsletters