Every Role Matters: Building a Value-Centric Culture in the Public Sector
Connecting roles to purpose for stronger public impact
Happy Tuesday, Transformation Friends. Another week, another opportunity to go Beyond the Status Quo.
Let’s start today with a simple thought experiment:
Imagine walking your organization’s (virtual) halls and casually asking people this simple question, “What do you do?”
How would they respond?
Stop reading for a minute and really think about this question (don’t cheat)!
Did your people answer by
describing their daily tasks, or
how their work matters and helps your mission?
Why is this important?
How employees see and describe their roles says a lot about your organization’s values and how well they align with the mission. A value-centric culture can motivate every member of an organization to see their work as part of a larger mission. While this concept is often highlighted in the private sector, it is equally, if not more, important for public sector organizations. Fostering a sense of purpose among employees in the public sector, where missions usually revolve around service and societal improvement, can significantly enhance effectiveness and impact. In fact, it’s a major part of Heintzman and Marson’s Public Sector Value Chain model, which I’ve written about in many articles (see this list).
That’s the premise of today’s article. We’ll start with a well-known anecdote involving a famous US President and a janitor at NASA and use this to explore the importance of value-centric cultures in the public sector. A clear and inspiring mission can unify diverse roles, outline the steps to establish and maintain such a culture and discuss the crucial role of leadership in this process.
Grab your morning coffee, and let’s get started.
The NASA Janitor Story
The story of the NASA janitor is a nice illustration of how every role within an organization, no matter how seemingly insignificant, contributes to its larger mission.
To put it into historical context, President John F. Kennedy delivered his famous “We Choose to Go to the Moon” speech in September of 1962, where he set the ambitious goal of putting an American on the moon and returning them safely to Earth before 1970. At this point in history, the US was well behind the USSR in the Space Race. Kennedy’s proclamation was a big surprise and a huge push. It’s, in fact, where the term “Moon-Shot” was born. His speech galvanized the nation, providing a clear, compelling vision that united and motivated the country.
As the story goes, during a subsequent visit to the NASA Space Center, Kennedy met a janitor carrying a broom down the hallway. The President casually asked the janitor what he did for NASA, and the janitor replied,
“I’m helping put a man on the moon.”
Stop for a moment and think about that and how you visualized your people’s response.
(While the exact historical accuracy of the story is sometimes debated, let’s not let facts get in the way of a good story!)
It is a powerful anecdote about how the janitor saw beyond his daily tasks and understood how his work contributed to NASA’s ambitious goal of landing a man on the moon. The janitor’s response encapsulated a deep sense of purpose and connection to this broader goal, embodying the idea that every role is vital to achieving the organization’s objectives.
It highlights a crucial aspect of successful organizations: the ability to instill a shared mission that resonates with every employee. This sense of purpose can transform mundane tasks into meaningful contributions, fostering a culture where everyone feels connected to the larger objective. In NASA’s case, this unified vision was critical in achieving one of humanity’s most significant milestones.
The story also serves as a reminder of the power of leadership in communicating and reinforcing a vision.
What Does a Value-Centric Culture Look Like?
A value-centric culture is one where employees understand the why behind their work. It goes beyond job descriptions and tasks. People in these environments understand their roles in terms of outcomes, not inputs. They talk about who they help, what problems they solve, and why their work matters.
In these cultures, purpose is embedded in the everyday. Meetings, updates, performance reviews, and even informal conversations reference the organization’s mission and the value being delivered. Employees feel proud of their contributions and know how their work fits into the broader picture.
Most importantly, value-centric cultures aren’t accidental: they are built and maintained intentionally through stories, systems, and leadership that reinforce a shared sense of purpose.
Why This Matters in the Public Sector
Public servants serve the public good, steward public funds, and address complex societal challenges. Yet the connection between daily work and public outcomes can sometimes feel distant, especially for those who don’t work on the front lines.
This is where a value-centric culture becomes especially important. When public servants see how their work improves lives, directly or indirectly, they are more likely to feel motivated, engaged, and committed to excellence. It humanizes the bureaucracy, making work feel personal and purposeful.
A payroll clerk, ensuring that benefit payments are accurate and timely, is helping families meet their basic needs. A procurement officer navigating a complex contract enables critical digital service delivery. A project manager streamlining internal processes frees up capacity to better serve Canadians.
These connections need to be made visible and reinforced.
Building the Culture: Five Practical Steps
Creating a value-centric culture is a continuous practice built on intention, trust, and visibility. Here are five steps public sector leaders can take to bring this culture to life:
Tell meaningful stories: Share real examples of how the work makes a difference. Stories make purpose tangible.
Encourage reflection: Help people think about how their role contributes to the mission. Ask, “Who benefits from your work?”
Recognize contributions: Celebrate achievements at all levels, especially those that align with mission impact.
Integrate purpose into routines: Make space in meetings, reviews, and onboarding to discuss value and outcomes.
Model the mindset: Leaders should consistently frame their public value, not just tasks or outputs.
The Role of Leadership
Leaders set the tone for the culture.
They shape the conversations, highlight what matters, and reinforce how success is defined. If leaders talk only about deadlines and deliverables, that’s what people will prioritize. However, that mindset will take root when they speak about public good, service, and mission.
Leadership in a value-centric culture means:
Framing work in terms of its impact on people.
Listening to and amplifying employee stories that reflect the mission.
Holding space for conversations about purpose, not just performance.
Reinforcing that every role, no matter how small, contributes to the whole.
This doesn’t require charisma or perfection. It requires consistency, authenticity, and an unwavering focus on the people we serve.
Wrap Up
So, next time someone asks, “What do you do?” how will YOU answer? Would you list your duties or describe your role in delivering value to others?
When employees at all levels see their roles through the lens of purpose, the organization becomes stronger, more resilient, and more capable of serving the public good.
That’s the heart of a value-centric culture.
Now go ask folks around you: “What do you do for XXXX (department, branch, division, etc…)?” And see what they say.