It’s amazing what makes the news these days! The top US CEOs redefined the purpose of their companies to look beyond profit to be profitable, they exist not only for their investors, but for their employees and stakeholders.
Last year, purpose got an unlikely hero: Larry Fink, BlackRock’s CEO. “Purpose” he explained “is not the sole pursuit of profits but the animating force for achieving them. Profits are in no way inconsistent with purpose — in fact, profits and purpose are inextricably linked.”
Game. Set. Match. It’s time to move the conversation from “what are we here for?” to “how do we make it real”.
I’m at the helm of the purpose journey at Globocorp. We started a couple of years ago. For me “success” will come when my employees quote not Larry Fink but that well-known Canadian wordsmith, Mr. Bieber, the “other” Justin. As I lead our purpose rollout, I imagine all our people singing as they walk into the office or plant:
…you’ve blessed me with the best gift
That I’ve ever known…
…You give me purpose
OK, that might be a stretch.. but it warms my heart to imagine it. It helps me to visualise us giving our people a reason to keep keeping on.
Gartenberg and Serafin, point to three hurdles that might block a company’s journey:
- the short-term outlook of an investor base,
- incentives – putting value creation in the right place
- leadership and the culture you establish through unwritten rules.
I don’t know of any company that has managed to embed their purpose through a snazzy campaign or by engraving it into every door. It only happens when living up to your purpose is measured in everyday wins.
Living the purpose, means employees – at al levels – consider the impact of their choices on the whole spectrum and how they align to the company’s ultimate goal. Last year, we started running purpose presentations at Globocorp. I saw how, time and again, people left our purpose “workshops” and then went on about their business in the exact same way. Nothing had changed. So I worked with our head of People, Hugh Mann, to change our incentives and with our CEO to help be a star role model. Still… I didn’t see the change I needed. Changing the routine is much harder than rising to meet extraordinary challenges, because we always tend to return to the norm. This much I’ve learned.
we introduced simulations
through a game,
and I watched our teams flourish.
I saw them have facilitated discussions about the choices they made, their motivations and impact. The teamwork, the fun, the real-life scenarios and, voilà! The learning sticks.
We are still on a journey, cultural transformation is a long process but I am starting to hum Mr. Bieber as I go into work.
If you want to know more about the Globocorp journey and how we can bring this workshops to your company, get in touch!