If there was ever any doubt that humans ache for purpose, you can confidently set it aside, thanks to a group of inmates two hours south of St. Louis, Missouri, in the South Central Correctional Center.
In this federal prison, where inmates serve long sentences at the highest level of security and pose the greatest threat, you might assume purpose doesn’t have a home. Why would it? There’s nothing for inmates to do but bide their time and, for some, try to find forgiveness. Yet, others have sought a higher purpose: A small but earnest band of prisoners work together to sew quilts for foster children.
Under the tutelage of an inmate whose mother made quilts, these unlikely newcomers to the program first learn to cut squares and gradually work their way up to creating their own masterpieces, which ultimately arrive on the foster child’s birthday. (Their work is the subject of a documentary short The Quilters.)
It’s remarkable to think that these inmates may, for the first time since their sentencing, be dedicating their waking hours to someone other than themselves—and with incredible focus and creative energy. In some cases, they stay awake at night planning quilt patterns and imagining fabrics based on their recipients’ preferences.
When the inmates first learned that the foster children would be the recipients of these quilting efforts, they were deeply moved and highly motivated by the program’s purpose.
It’s a not-so-subtle reminder of the patterns currently visible in the workplace. A new Korn Ferry international study on 2025 workplace trends reports that purpose at work matters more than ever.
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Why? A trend has surfaced: Organizations are slashing middle management—and in some cases, eliminating it altogether—due to belt-tightening under an uncertain economy and other external pressures. As a result, companies leave employees directionless. Middle managers play a critical role as cultural torchbearers, and without them, employees feel less engaged and unattached to purpose.
This most affects the newest generation of employees, because mentorship remains essential—even as hybrid and remote work become more common. Organizations must be deliberate about either reconstituting or substituting the mentorship and guidance that middle management traditionally provides—and they must be creative in how that happens now.
It goes without saying that another reason companies are experimenting with flatter structures is that middle-management positions are increasingly difficult to fill and retain. These roles are demanding and bear the heavy burden of organizational change. Without a strong internal bench, grooming leaders with institutional knowledge and relevant experience becomes even harder.
The inmates who work under their skilled quilter and fellow prisoner’s guidance already anticipate how difficult it will be once he’s released. Who will step into his role, carry the cultural torch, and protect this safe haven of meaningful work? One inmate shared how he must project a tough façade outside the sewing room walls. Inside the sewing room, he can let his guard down—and be creative and purposeful.
Whether it’s within the walls of South Central Correctional Center or inside an organization in Anytown, USA, purpose is more important than ever. And a middle manager who keeps the flame alive may just be the difference between a team that simply functions and one that thrives with intentionality and heart.
Derek J
Hi Walt, this post strikes home and I want to dig deeper. I found some content on Korn Ferry’s website that highlights the “missing managers” insight, but did not see the international study. Is this publicly available? If so, could your webmaster include a link on this post? Thank you for the work you do, I find your blog posts always insightful and refreshing!