The Power of Meaning in High-Performance Systems

Scottie Scheffler, the world’s No. 1 golfer, recently stunned the sports world by publicly wondering aloud, “What’s the point of it all?” in a championship press conference. He candidly spoke of victories that last only minutes and of a sport he loves, but that does “not fulfill the deepest desires of [his] heart.” For someone who has achieved the pinnacle of his profession, his genuine words reveal a deeper truth: high achievement does not guarantee inner purpose, happiness, or meaning. 

Meaning: The Inner System That Sustains Excellence 

Viktor Frankl (1963) wrote that people can endure almost any “how” if they have a “why.” The existential psychotherapist Irvin Yalom (1980) echoed that meaning is not a luxury but a psychological necessity, especially under pressure or loss. For high performers, mastery and results often bring external validation, which disappears quickly unless anchored in a deeper sense of purpose and identity. 

At the individual level, meaning functions as a personal system: a framework of values, relationships, and purpose that allows someone to adapt and thrive under stress. Research shows that when people perceive their work as meaningful, they exhibit higher engagement, resilience, and creative adaptability (Pratt & Ashforth, 2003). Without that inner system in place, even the most accomplished performers risk falling into burnout or emptiness despite external success. 

Scheffler’s press conference was a rare moment of candor that illustrated this vividly. Despite multiple major wins and substantial career earnings, he admitted that winning “felt awesome for about two minutes - then life just moved on.” He added that he would “rather be a great father than a great golfer” if the sport ever interfered with his family life. It was a reminder that success without meaning is often empty. 

Bringing Purpose Back Into Performance 

For high performers, creating or reconnecting with meaning requires intentionality. That process often includes: 

• Mapping values and identity beyond performance: Defining what truly matters, not just what earns external validation. 

• Aligning daily action to the deeper “why”: Ensuring energy is directed toward what sustains meaning long term. 

• Developing emotional literacy: Building the capacity to reflect and regulate emotions under pressure so performance doesn’t overshadow purpose. 

When an internal system of meaning is created, performance becomes more sustainable, creative, and fulfilling.

When Individual Systems Shape Collective Ones 

While this work starts with individuals, it scales to organizations and leadership cultures. A team or company is essentially a system of systems, and when too many individuals lose connection to meaning, the collective can become fragile. Engagement and innovation slow down, and pressure becomes corrosive instead of catalytic. 

Leaders can strengthen organizational systems by: 

• Modeling purpose and meaning at the top: Demonstrating alignment between values and action. 

• Embedding reflective practices into culture: Linking performance with values on a systemic level. 

• Investing in coaching and consulting: Anchoring both individuals and teams in a purpose, not just output. 

Research consistently shows that meaning-centered systems outperform those that rely solely on metrics or control (Carton, 2018; Aguinis & Kraiger, 2009). In this way, tending to meaning isn’t just personal work: it’s a strategic imperative for collective excellence. 

Scheffler’s question - “What’s the point of it all?” - should be central for anyone operating in high performance. For individuals, meaning is the inner system that contributes to sustaining excellence, well-being, and satisfaction for years rather than moments. For organizations, it can be the foundation of long-term adaptability and legacy. 

If you are producing at the highest level but the results feel empty or fleeting, the solution may be to build, or rebuild, a system of values and meaning that connects what you do to why it matters. 

References 

Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451–474. 

Carton, A. M. (2018). “I’m not mopping the floors, I’m putting a man on the moon”: How NASA leaders enhanced the meaningfulness of work by changing the meaning of work. Administrative Science Quarterly, 63(2), 323–369. 

Frankl, V. E. (1963). Man’s search for meaning. Beacon Press. 

Pratt, M. G., & Ashforth, B. E. (2003). Fostering meaningfulness in working and at work. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 309–327). Berrett-Koehler. 

Yalom, I. D. (1980). Existential psychotherapy. Basic Books.