Man’s Search for Meaning: What Viktor E. Frankl teaches us about culture?

The haunting image of Auschwitz Birkenau concentration camp on my visit to Poland in 2018. Viktor E. Frankl was imprisoned here, and this was the basis for his book Man’s Search for Meaning.

“Those who have a ‘why’ to live, can bear with almost any ‘how’”

— Friedrich Nietzsche (1889)

The Reality of People, Teams and the Workplace 

Let’s be honest — leading a team today is about more than hitting targets or running smooth operations (or at least it should be if it’s progressive).  People want more from their work than just a salary — they want purpose. They want to feel like what they do matters and to have meaning.  Firstly, this requires organisations to think and behave differently if they want to reap the rewards and secondly it asks a leader or manager to go beyond a conversation about “did you achieve your KPI’s?” or “did you complete the task today?”, it becomes one of understanding the person behind the employee.  This is where organisational culture kicks in!! 

My Covid-19 Lockdown 

The points about ‘meaning’ and ‘purpose’ really made me reflect on my own life five years ago - Amid the Covid-19 pandemic in 2020 and a six-week lockdown I found an awe inspiring read by Viktor E. Frankl titled Man’s Search for Meaning.  In some ways it was meant to be, here I was locked down for an undetermined amount of time at a beach house (“bach” in Kiwi lingo) on the North Island of New Zealand with my ex-in-laws (imagine that!!). At the same time, I had been made redundant from my job, my relationship had ended with my ex-partner (and mother to my daughter) and here we were in the middle of pandemic…it was a stressful and a trying to time to say the least.  While it pales into insignificance to Dr Frankl’s experiences the irony of being locked down and finding this book was not lost on me.  

Viktor E. Frankl - Man's Search for Meaning

Viktor E. Frankl (1905–1997) was an Austrian psychiatrist, neurologist, and Holocaust survivor whose groundbreaking work in psychology continues to inspire millions. As the founder of logotherapy, Frankl believed that the search for meaning is the central force in human life—an idea shaped by his harrowing experiences in Nazi concentration camps in both Auschwitz and Dachau.  Prior to this I had been to Dachau near Munich (2014) and Auschwitz near Krakow (2018) on overseas trips but was not aware at the time that Frankl himself had been captive at these concentration camps. His seminal book, Man's Search for Meaning, blends memoir and philosophy, offering profound insights into human resilience. Frankl argues that even in the direst circumstances, individuals can find purpose through love, work, and the attitude they choose in suffering. He continued that humans are fundamentally motivated by a “will to meaning” — the desire to find purpose and meaning in life, even in the face of suffering.

In a workplace or organisational context 

In a workplace or organisational context, this translates powerfully: people are most engaged, resilient, and motivated when they feel their work has genuine meaning and aligns with a deeper purpose beyond just profit, KPI’s or routine and mundane tasks.

Relating Frankl’s teachings to organisations, workplaces, teams and people:

• Purpose matters: Employees need to know why their work matters — not just what they do.

• Values-driven culture: Having clear organisational values that connect to human dignity, growth, and contribution helps employees feel their daily work is meaningful.

• Resilience and motivation: When challenges arise (like tight deadlines, conflicts, or setbacks), teams anchored in shared meaning are more resilient — they see obstacles as part of a bigger journey, not just frustrations.

• Empowerment through autonomy: Frankl believed meaning is discovered individually, not imposed. Similarly, great organisational cultures allow employees to connect their own personal values to their work, encouraging autonomy and initiative.

In practice, this means:

• Clearly articulating a mission that resonates logically and emotionally, not just operationally.

• Creating opportunities for employees to reflect on and share why their work matters to them.

• Ensuring leadership models have purpose-driven behaviour — showing that decisions are not made purely for efficiency, but for values and human impact.

• Recognising not just achievement, but meaningful contribution.

In short: A culture built on meaning fuels motivation, connection, and resilience — exactly what Frankl taught was essential for human flourishing, even in the most extreme circumstances.

Lessons from Man’s Search for Meaning — and how to apply them:

1. People need purpose, not just tasks.
   How to apply: Always link work back to a bigger mission or purpose. Regularly remind teams how their efforts contribute to something meaningful — for customers, the community, or the broader vision.

2. Meaning builds resilience.
   How to apply: When facing challenges, encourage teams to focus on what can still be achieved, learned, or contributed. Frame setbacks as part of a meaningful journey, not just as failures.

3. Choice and attitude matter.
   How to apply: Empower employees to choose how they approach challenges. Promote a culture where attitude, creativity, and ownership are valued just as much as outcomes.

4. Values-driven culture is essential.
   How to apply: Make sure the organisation’s values are real and lived, not just posters on a wall (artefacts). Embed them in decision-making, hiring, leadership behaviour, and recognition.

5. Each person finds meaning differently.
   How to apply: Recognise diversity and personalise leadership. Understand what drives individual team members — their passions, goals, and strengths — and help them align their roles with their personal sense of meaning.

To listen to the full audio book Man’s Search for Meaning click the video below: