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A fundamental task of leadership is telling a “Big Story” or “master narrative” that critiques the status quo and issues a rallying cry toward a desired future. One narrative model is to interweave “self, us, and now.” That involves telling stories of defining moral decisions in your life, defining “choice points” for the organization, and highlighting a current challenge and a strategy for addressing it.
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Deep Purpose directly addresses many of the pressing leadership questions of our time—including how to weigh financial performance and societal impact, how to talk about purpose most effectively, how to establish a strong culture, and how to successfully have individualist and inclusive...
When pursuing deep purpose, leaders orient their organizations existentially around the ‘North Star’ of purpose, articulating a conscious intent to conduct their business in a more elevated way.
Convenient Purpose is when organizations talk about making the world better because it makes it easier to recruit, retain, and motivate employees or market to customers, but their practices are detached from that rhetoric.
Workers are attracted to companies and stay at them when they feel like they’re connected to a motivating purpose, surveys have shown. And so managers have turned to “purpose” as a tool to deploy amid challenges recruiting and retaining talent over the past year.
Personification—The departure of a founder can leave a company adrift if the new leadership doesn’t succeed in looking both back and forward.
Four ways that deep purpose delivers superior business performance:
Knudstorp discovered a mantra carved in wood during Lego’s early days, “Only the best is good enough,” and used the phrase to evoke the continuous improvement needed to turn the company around. A forward-looking purpose rooted in an organization’s history carries extra weight.
Individuals thrive when they can identify their own personal purpose and express it through their work. Seattle Seahawks coach Pete Carroll is known for welcoming nonconformity among players, focusing on their individual performance, and forging trusting relationships with them.
With an organization unified around purpose, there is greater trust and momentum. That allows for increased employee autonomy and focus on loosening tight bureaucratic structures to allow for collaboration across the company.
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The triangle of Strategy, Purpose, and Culture.
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