Work, Up Close: Lessons on Meaningful Work from a Values-Driven Organisation

Work, Up Close. Real perspectives on the experience of work. A Dear Team Series.

Issue 01

We speak to Ina Babic, Editor of Vegetarian Living NZ, on how purpose and alignment give work direction and significance.

Ina Babic edits a magazine about plant-based living. On the surface, her world looks very different from the average workplace. But the way she talks about purpose, contribution, and what keeps people energised has a lot to teach any leader trying to build a team that genuinely cares about the work they do.

In this first edition of Work, Up Close, we sit down with Ina to explore what happens when work is shaped by a clear sense of why and what organisations of any kind can learn from that.

Dear Team (DT): What drew you to editorial work, and what do you find most meaningful about the work you do?

Ina Babic (IB): What initially drew me to editorial work was the opportunity to tell stories that matter. Through Vegetarian Living NZ, we're able to share stories about people and businesses that are helping shape a more compassionate and sustainable way of living.

What I find most meaningful is seeing the impact those stories can have. Whether it's a plant-based business gaining visibility or a reader feeling inspired to make a change in their own life, those moments remind me that editorial work can genuinely contribute to positive change.

DT: The magazine focuses on values around lifestyle and sustainability. How does having a clear purpose shape the way people engage with the work?

IB: Having a clear purpose changes everything. When people understand the "why" behind what you're doing, the work tends to resonate on a much deeper level. With Vegetarian Living NZ, readers know that the magazine exists to support a shift towards more plant-based living, for the benefit of animals, people, and the planet.

Because of that shared purpose, the engagement often goes beyond simply reading an article. People write to us and tell us how a piece influenced their choices. It becomes less about content and more about being part of a broader movement.

DT: Creative work often involves deadlines, collaboration, and constant ideas. What helps people stay motivated and energised in that kind of environment?

IB: Creative work definitely comes with its fair share of deadlines, especially in publishing, where everything works to a schedule. What helps is having a strong sense of purpose behind the work. When people feel that what they're doing contributes to something meaningful, it naturally fuels motivation. I also think our contributors tend to share similar values and ideas because of that common purpose, which makes the creative process feel collaborative rather than pressured.

DT: Publications like yours often build strong communities around shared values. What lessons might workplaces learn from that sense of connection?

IB: One thing I've learned through the magazine is how powerful shared values can be in bringing people together. When people feel aligned around a purpose, collaboration tends to happen naturally.

For workplaces, that might mean being clearer about the impact they want to have beyond profit. People increasingly want to feel that their work contributes to something worthwhile. When organisations communicate that clearly and create opportunities for people to feel part of the bigger picture, it often leads to stronger engagement and a more connected culture.

DT: If organisations want to create work that feels meaningful for their people, what do you think they should focus on?

IB: I think it starts with authenticity. People can usually tell when values are genuine and when they're simply part of a marketing message. Organisations that clearly define their purpose and consistently act in alignment with it tend to create environments where people feel proud of the work that they do.

It's also important to give people a sense that their contribution matters. When they can see how their work connects to a wider mission, whether that's sustainability, community wellbeing, or innovation, it can transform the way they experience their role.

 The Takeaway

When Ina reviews an article for publication, she isn't just checking grammar or structure. She's weighing whether the story will move a reader to reconsider a choice, inspire a small business, or nudge someone a little closer to a more considered way of living. The task is editing. The experience of it is something much larger.

That gap between what a role is and what it means is where engagement lives.

People aren't motivated by responsibilities alone. They're motivated by understanding how their contribution connects to something beyond the immediate task. When that connection is visible and consistent, work shifts from something people do to something people care about. Ownership follows. So does initiative, collaboration, and the kind of discretionary effort that no job description can mandate.

What Vegetarian Living NZ illustrates is that this clarity doesn't happen by accident. It's built through authentic, consistent alignment between stated values and everyday decisions. When every editorial choice visibly reflects the magazine's mission, the team doesn't need to be reminded why the work matters; they can feel it.

The question for leaders isn't whether purpose matters. It's whether the purpose you've articulated is actually visible in the day-to-day experience of your people. Most organisations have values on a wall. Fewer have values in the work itself.

Does your team know how their contribution connects to your organisation's bigger picture - and can they feel it?

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Work, Up Close is a series from Dear Team featuring conversations with diverse voices across our community. Through these interviews, we explore different perspectives on employee experience - from belonging and leadership to wellbeing and beyond - and what workplaces can learn from them.

Interested in being part of the series? We'd love to hear from you - hello@dearteam.co.nz