This episode examines the emerging “meaning deficit” – the collapse of coherence, trust and belonging that is driving anxiety, polarisation and disengagement across societies. Lindsay Hooper and Marc Kahn ask a blunt question: why are so many people struggling to find meaning, and what does that imply for leaders operating in fractured systems? The guests explore how meaning is routinely distorted or weaponised – through consumerism, identity politics, polarised narratives and corporate purpose statements designed more for control than authenticity. They discuss why meaning has become a n instrument of manipulation, and why leaders can no longer rely on abstract mission statements or moral appeals. At the same time, they argue that meaning can be rebuilt – but only through grounded, experience-based connection: shared spaces, honest dialogue, and engagement that starts with people’s real constraints and self-interest. The conversation challenges leaders to see themselves as designers of the conditions in which genuine purpose, agency and accountability can emerge. In partnership with the University of Cambridge Institute for Sustainability Leadership (CISL) and Investec. Key Quotes “Meaning is a human need, not a luxury - and leaders ignore it at their peril.” - Lindsay Hooper “We’re meaning-making creatures, but today much of the meaning we create is strangely self-destructive.” - Sudhanshu Palsule “People move when they experience the issue inside their own lives - not because someone tells them what should matter.” - Richard Springer “Leadership is the craft of creating spaces where people can connect, feel seen, and take accountability together.” - Gillian SecrettShape Key Takeaways 1. Meaning is a human need – and vacuums get filled dangerously. When people lack genuine meaning, they reach for substitutes that can become socially harmful. Leaders who ignore this create space for cynicism, fragmentation and manipulation. 2. Corporate purpose is often performative – and people see through it. Purpose becomes meaningful only when it reflects real choices, empathy and accountability. Otherwise it functions as managerial control dressed up as inspiration. 3. Self-interest drives behaviour – and must be treated as legitimate. People engage when issues connect to their lived experience, not abstract ideals. Understanding real constraints, motivations and identities is essential to unlocking collective action. 4. Shared meaning requires shared space – supported by rules and dialogue. Rebuilding connection across difference depends on structured engagement where people can challenge, be challenged and still stay in the conversation. 5. Change builds from winnable actions – and leadership’s role is to enable them. Momentum comes from tangible wins at local or organisational level. Leaders’ work is to create the conditions for agency, connection and co-created purpose – not to impose a narrative. Credits Presented by: Lindsay Hooper, Chief Executive, CISL Marc Kahn, Chief Strategy & Sustainability Officer, Investec Produced by: Carl Homer (Cambridge TV) & Alexa Sellwood Executive Producer: Gillian Secrett In partnership with: Investec Listen and Subscribe: Available on all major podcast platforms or visit the Leadership Hub on the CISL website or Investec Focus for more episodes and insights. Disclaimer: The views in this podcast are those of the contributors and do not necessarily represent those of CISL, the University of Cambridge or Investec and should not be taken as advice.