Leading for a Legacy: Purpose-Driven Leadership for CEOs

With U.S. employee engagement and satisfaction reaching an 11-year low in 2024, CEOs can no longer afford to focus solely on quarterly performance or operational excellence if they want to leave a legacy, said executive advisor and author Louis Upkins at a recent CEO Academy Executive Session. 

Upkins challenged top leaders to think beyond metrics and consider the human impact of their leadership. “Legacy isn’t something you leave behind,” Upkins said. “It’s something you build daily. And it starts at the top.” 

Here are some key takeaways from the conversation with Upkins that can guide CEOs to be more purpose-driven and impactful in their organizations.

Purpose Is a Practice 

Purposeful leadership is a strategic lever, not just a moral ideal, said Upkins, who advises Fortune 500 CEOs, cultural influencers, and global changemakers. “The most successful leaders I work with don’t just drive profits,” he said. “They drive trust.”

That trust starts with a clearly defined “why.” When CEOs lead with clarity of purpose aligned with both their personal values and business objectives, it creates downstream effects across the organization: stronger engagement, deeper loyalty, and a more resilient company culture. 

That kind of leadership requires CEOs to regularly re-examine their own beliefs, recalibrate their intent, and communicate their vision with consistency. “It’s not about changing your core values,” Upkins said. “It’s about how you deliver them in a way that today’s stakeholders — employees, customers, boards — can believe in.”

Aligning with the Board: Respect, Not Resistance

One of the biggest roadblocks to purpose-driven leadership isn’t internal doubt — it’s boardroom misalignment. CEOs often face tension between short-term financial performance and long-term impact. Alignment starts with mutual respect, according to Upkins.

“Boards have a governance responsibility. CEOs have an execution mandate,” he said. “But when communication breaks down, strategy suffers.”

Upkins urged CEOs to proactively engage boards in strategic dialogue, not just data dumps. When purpose becomes part of board-level conversations, CEOs are better positioned to make bold, lasting moves without being constrained by fear of short-term optics.  

“Success comes when both parties align on how to get there, not just what needs to be done,” he said.

Leadership Is Lived, Not Left

Leaders often treat “leaving a legacy” as a process that starts when their career ends. But Upkins argued the opposite: Legacy is built in every conversation, decision, and reaction, especially during adversity. “Your legacy isn’t your exit. It’s how you lead now,” he said.

“Try living for a living,” he advised. “So many CEOs chase legacy but forget to be present.” 

That presence isn’t just about visibility, Upkins said. It’s about character. Employees don’t remember your last quarterly update. They remember how you showed up during a crisis, how you treated people who were lower in the org chart, and how you honored your values when it was inconvenient.

“Talent gets you there, but character keeps you there,” he said.

Vulnerability Is a Strategic Asset

The executive suite can be a lonely place, Upkins explained. CEOs are expected to be the calmest in the storm, the most composed in the boardroom, and the most optimistic in uncertainty. That isolation, Upkins warned, is unsustainable.

“Many CEOs sit in silence,” he said. “They can’t talk to their board, their teams, or even their families.”

Creating space for vulnerability isn’t a sign of weakness; it’s a mark of wisdom. That’s why Upkins encouraged CEOs to build private circles of trust: advisors, mentors, and peers who offer honest feedback without judgment. These safe spaces — like CEO Academy itself — aren’t indicators of indulgence . Rather, they’re risk mitigation tools for leaders navigating the weight of influence and responsibility.

Build with Intention, Lead with Humanity

When asked what he most wanted CEOs to remember, Upkins said, “If we can just honor humanity consistently — inside our companies, at the boardroom table, and in our own homes — we won’t just lead great companies. We’ll leave behind cultures that endure.”