Why does this matter? People commit deeply to their work only when they can connect it to what matters most to them personally. The firm’s success has to feel personal. As Gallup puts it, “Purpose becomes personal when a person is doing what they do best to further what they care about most.” That’s when you earn true commitment and discretionary effort.

When the firm’s success is personal, people willingly push through the inevitable challenges of this profession. For instance, deadlines and productivity pressure are relentless. Add the strain of balancing personal and family life, while managing the expectations and personalities of colleagues and clients, and it can feel overwhelming. The sacrifices are real. The stress is real. And people need to believe it all counts for something.

This is exactly where leaders must step up. Leaders answer the question: Why are we doing this? What’s it for? If you’re silent, people will fill in the blank themselves, and too often the conclusion is, “To make the partners richer.” That’s not inspiring. It’s deflating.

So ask yourself: Have you given your team a compelling, purposeful “why”? Do you even have one? Or are they mostly hearing, “Keep your head down, get through busy season, and stop complaining”?

Leadership isn’t about driving production. It’s about making purpose unmistakable.