Discovering Purpose: My Journey Through Listening and Finding the "WHY"

When beginning a new chapter with any organization, an incoming CEO’s first steps often include an extensive “listening tour.” This phase, intended to get a grasp on the organization’s pulse, typically involves a whirlwind of meetings, interviews and feedback sessions.

Last year, I embarked on my Academy listening tour with an eagerness to understand my new community. The approach was methodical: To gather input from all corners of the Academy, address grievances and identify the overarching goals for the profession, as well as the personal goals of individual practitioners. I heard complaints about past decisions, frustrations with outdated models and general discontent that had been brewing over time. I learned the "who's" — the key players in the community — and the "what's" — the various issues plaguing the organization.

Yet as I sifted through this myriad of feedback, one fundamental question seemed to elude the conversations: the "why."

This question of "why" might sound abstract, but it is critical. Simon Sinek’s concept of the Golden Circle, which outlines the importance of starting with “why,” provides profound insights into this dilemma. According to Sinek, understanding "WHY" — the purpose, cause or belief behind an organization — is crucial. The "WHY" serves as the foundation for everything an organization does, and when articulated clearly, it aligns and motivates members, staff and other constituents.

My listening tour at the Academy had predominantly focused on the "What" and the "How," but I needed to delve deeper into the "Why." The dissatisfaction and the numerous suggestions I heard were valuable, but they lacked the context of the organization’s purpose. What drove the Academy’s mission?

Determined to find this missing piece, I turned to the Academy's historical records — and in that endeavor, I stumbled upon Articles of Incorporation from a century ago. I saw the spark as I finally found the answer I had been searching for!

The 1924 Articles of Incorporation outlined the organization's original mission with a clarity that resonates even today: "The object for which it is formed is to bring about closer cooperation among dietitians and between dietitians and workers in allied fields; to improve conditions and raise the standard of dietary work."

This document described a vision of serving a community need, fostering innovation and creating opportunities for its members. It encapsulated a commitment to excellence and a dedication to meaningful impact. The language might have been formal, but the essence was timeless: This organization was founded to make a difference, and that purpose is still relevant.

Reconnecting the Academy with its core purpose was a pivotal moment. Our "why" is not just a historical artifact, but a living, breathing principle — and the flame that can guide us into the future. It also underscores a vital lesson for all leaders: While understanding the operational, legal and managerial aspects of an organization is essential, the true compass lies in ensuring that every step taken, every activity, every initiative and every resource is in harmony with the organization's foundational mission, and ultimately leads to a more unified vision for the future.

In the next installment of The Noodle, I will share why effective leaders must keep an eye on the future — by embracing innovation, proactively seeking new opportunities and transforming strategies, and positioning their organizations for long-term success and resilience in an ever-changing landscape.

In the meantime, I am inviting you to apply to my inaugural CEO Advisory Panel, which will consist of 10 dedicated individuals to bring experience, insights and fresh ideas to our leadership discussions.

Criteria for Selection:

1. Organization Membership: Applicants must be members of the Academy at the time of acceptance.
2. Change Management Experience: I am looking for individuals with experience in change management, whether seasoned professionals or emerging practitioners.
3. Diverse Experience Levels: The panel will include both newer practitioners and seasoned experts, ensuring a rich exchange of ideas.
4. Varied Pathways: I value diverse educational and career backgrounds, including traditional, second careers and interdisciplinary pathways.
5. New Leadership Talent: This is a great opportunity for those new to the Academy’s leadership pool.
6. Effective Communication: Panelists should be comfortable engaging in candid, respectful conversations.

This panel will play a pivotal role in advising on strategic initiatives and contributing to the future direction of the Academy. I look forward to the dynamic discussions and innovative solutions that will emerge from this diverse group.

Until next time,

Wylecia