Is Your Company Purpose Truly Part of Your Culture – or Just Marketing?
“The purpose of human life is to serve, and to show compassion and the will to help others.” -Albert Schweitzer, German theologian, philosopher, physician, medical missionary
Many companies say they have a purpose and support a good cause. They’ll write a cheque or do some things. But I’ve found that few actually live it. Few are able to connect to their company purpose in a way that the people in the organization are directly experiencing the purpose…seeing it, hearing it and talking about it.
When it comes to purpose, I’ve noticed three types of companies:
- No purpose beyond profit – it’s just about making money
- Say they are purpose led, and say all the right things. But if you look at the actions behind the behaviours and actions, it’s about money
- Truly purpose led, with a cause that drives the company ahead. It shows up in the leaders DNA, and in everything they do.
I’ve seen the difference a purpose-led organization can have on a company - how it makes the work much more meaningful and impactful.
One company is my client Chicago-based Medix, a leading provider of workforce solutions for healthcare, science and IT industries.
A few years ago we defined that the core purpose of the company is to “positively impact lives”. It means that every day, and in every way, they truly strive to make a real difference for the talent they represent, their clients and their internal team – and to strengthen the communities they touch.
It’s so far from marketing – it’s who they are.
And CEO Andrew Limouris has an amazing gift to bring this purpose to life in a way I’ve never seen leaders do. It is exceptionally powerful.
Once he had company leaders participate in a team-building exercise to build bicycles for kids – without instructions. When they’d finished the difficult challenge, they were surprised when the conference room doors opened. In walked a group of kids who had never owned bikes in their life - ready to receive them from the executive team.
Another time, the executive quarterly planning session took place in Phoenix where the company had raised money to buy a house for a veteran, in support of Jared Allen’s Homes for Wounded Warriors project. When the house was completed, we held a team meeting in the veteran’s backyard. The man and his wife spent the evening with us, telling stories of what they had been through. At the end of the night, the veteran gave Andrew one of his service medals, in gratitude for helping them.
This year, to celebrate the achievements of exceeding their financial targets, and annual priorities set a year ago, Andrew held our three-day planning meeting in Punta de Mita, Mexico. One of those days was carved out for a purpose experience, to visit Refugio Infantil Santa Esperanza, a children’s shelter just outside Puerto Vallarta. (We worked ‘til almost midnight every day in order to get this done, and then in the evening to wrap up our work, after we got back from the shelter. Worth every moment.)
Of course, we had all packed an extra bag full of clothes and school supplies for the kids.
But Andrew took it to a whole other level. When setting up the visit he asked how else could we positively impact them? What did they need? A doctor, a dentist, an eye doctor?
They needed a dentist, bedding, dish soap and laundry detergent. So we hired two dentists, and bought at least 40 sets of sheets and pillows, and other supplies at Walmart. Andrew also arranged for the woman who was the cook and maid in our villa to come and join the experience as well.
We set up a mini carnival and other games, and had a wonderful experience with the kids. They all saw a dentist who cleaned and extracted teeth, and arranged to do more work where needed. And the dentists were so touched, and so thrilled to be a part of it they did it for free!
Remember, we are emotional beings who rationalize things. If a purpose is approached rationally, it’s not that powerful. But creating experiences where people feel the intent of that purpose is extremely powerful for those you help – and the people in your company.
We could have just written a cheque for a few thousand dollars – but we did so much more, and are better for it. I’ll tell you why in the next blog.
Core Purpose with Power
“You give but little when you give of your possessions. It is when you give of yourself that you truly give.” - Kahlil Gibran, Lebanese-American artist, poet, writer
In my last blog, I talked about Medix, one of the companies I work with that is truly core purpose led, and an experience we recently had helping at a children’s shelter in Mexico.
As a team we expected it to be great – but it was really, really difficult – and a reminder of how much easier it is for us to create a thriving life because of the environment we grow up in.
We went with a vision of what an orphanage would be like. We expected to see kids like in the movie ‘Annie’ - for the kids to look different. But they looked like kids in my neighbourhood, like my kids – not like ‘orphans’. They were so normal it was heartbreaking.
Heartbreaking, because we realized that these kids - ranging from a year old to 13 – are without their parents. Their parents are lost to them, have been taken from them, or are in jail.
Heartbreaking, because these bright kids are growing up in a system that makes it extremely difficult for them to succeed.
Heartbreaking, because we were only there for one day to play soccer, and bouncy castle, and have fun. And then we got to go home.
We are all products of our environment – and are so fortunate to be born into one that helps us to thrive. That gives us access to different types of learning, role models and opportunities and support.
It’s tough. These people don’t even have easy access to laundry soap, or clothes – to medical supplies or a dentist.
Anything we think is a challenge pales in comparison to what they have to deal with.
I’ve been on crews that support homeless people in Vancouver’s downtown east side, and helped build houses for families in Mexico. These experiences are very grounding. They remind me of what’s most important - and to be incredibly grateful for what I have.
The kicker? When you do these things, it’s fun! You couldn’t tell who was getting more out of it – the kids or us.
Remember, the giver often receives more than the receiver. That’s why these things are so powerful.
PS If you are ever in the Puerto Vallarta area, volunteer to help out at the children’s shelter – or send supplies or make a donation to support those who live and work there. You’ll be glad you did.
Your Business Purpose: No Small Potatoes
“When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible.” - Howard Shultz, Chairman, CEO of Starbucks
Years ago when I first heard people talking about business purpose and core values I used to think it was fluff - and genuinely a waste of time.
The truth is, for most companies it is. What they say is their purpose and mission is mumbo-jumbo - just trying to sell more stuff. And their core values end up as interesting ideas they’re not accountable to.
Twenty years later I now see why I was so cynical about purpose and core values. It’s because the examples I witnessed weren’t authentic, heartfelt and connected – they were just marketing,
Purpose can’t be dictated. It has to be clearly articulated at the top - and needs to pour out of the DNA of the company. It has to be inside you. It’s about soul and culture.
Save the Potato. Feed the World, Better
I’ve been really fortunate to work with some amazing companies that genuinely try, through their purpose and values, to articulate the truth about who they are and what they believe in.
One example I’d like to share with you is the Little Potato Company. Angela Santiago and her dad started their company because of a passion for potatoes - and a belief that if they showed the world what potatoes used to look like and taste like, we’d love them again.
This may sound funny to you but I’ve been in meetings when Angela and her executives talk about potatoes – and I’ve felt emotional. Seriously! I didn’t grow up on a farm, nor are potatoes one of my passions in life - and I wanted to be a part of what they were doing - to be around people who felt that way about anything.
Angela’s been working on the idea of purpose – on crafting their story - for more than five years - and now it’s masterful. They really believe in their purpose, and put a lot of effort into making sure it’s clear in their company – that everyone understands it. So they recently created a company purpose video to encapsulate what they stand for and believe in, as a company.
The video is 100% true and authentic to them, so are the conversations in the boardroom – that often include many of the people in the video; not actors – family, employees and growers.
I’ve witnessed that, in her heart and her family’s DNA, potatoes are an important part of this world. They truly believe that this delicious, nutritious and efficient food crop is one of the ways we can feed the world better.
Business Becomes Easier
Once you articulate what’s in the heart and soul of the entrepreneur who started the business – what they’re trying to achieve – business, through this filter, becomes easier.
Decisions are obvious.
People become aligned.
You hire people who connect to it.
Your company comes to life, as employees understand their part in a greater good.
You likely have an equally powerful story – and it’s a shame if you’re not telling it.
I hope Angela and the Little Potato Company inspires you. In an upcoming post Angela Santiago talks about finding their purpose and the difference it makes in her company.
Mark Cuban on Weekly Reports
I was fortunate to spend an hour with Dallas Maverick’s owner and Shark Tank star Mark Cuban, before a Maverick’s game in the American Airlines Center.
From the many interesting things he talked about, my ears perked up when someone asked him how he stays on top of all the companies he’s invested in: 70 alone on Shark Tank, and another 75 he’s no longer as active in – plus all his direct reports in the Mavericks.
Weekly reports: One Week at a Time
“It’s very easy,” he answered. “Everybody sends me a weekly report. It needs to be weekly, and you need to tell me the bad news first. If you don’t tell me the bad news, you’re fired.”
He said he needs to know where the risks are - where to pay attention - and where to help out.
Andrew Grove, the founder of Intel, also talks about the power of weekly reports in his book High Output Management.
I used to feel bad about asking people for weekly reports because I read them very quickly - and I know they took a lot of energy to write. Now I get it.
The report benefits the writer most: to organize their thoughts, to contemplate their week, and to think about how they can be better next week. Weekly reports are the ultimate self-management tool - and a great motivator because people want to make sure they’ve made progress.
And the reader gets perspective on where the person is at, and to see how they can help.
Test out the challenge below, and learn more about accountability here.
The Pitfalls of Hiring Charming People
Is the charming person you're about to hire truly capable - or just capable of charming you?
Merriam-Webster defines "charm" as:
- the chanting or reciting of a magic spell: incantation
- a trait that fascinates, allures, or delights. Compelling attractiveness.
Be very skeptical about hiring charming people.
The most mis-hired personality style I’ve seen is that of the charming person.
A great example is from a Canadian CEO I worked with years ago who told me about a new executive assistant he’d just hired. He said, “She was so impressive, I hired her on the spot.”
“No-o-o!”
We mistake charm for capability.
The best executive assistants in the world are smart, technical, systems-and-processes people who keep others organized. They are clever technicians, not cheerleaders. Although likeable, they are not like the typical charming salesperson that makes you want to hire them on the spot.
He hired a charming cheerleader with a wonderful personality – and not much more.
I’ve seen it again and again. Now when I meet someone charming, a flashing red light goes off in my brain. I know I’m going to like them, and that my judgement will be clouded: I assume they’ll be good at their job.
In reality, they are simply very good at getting people to like them. And that’s dangerous.
It’s dangerous because we fall in love with the person and don’t scrutinize enough.
It’s dangerous because they are fun. They paint a beautiful story. They persuade us to get excited about new ideas and initiatives. Because we like and trust them, we give them a lot of responsibility. We let them run with very bad decisions. And often they make a very big mess because the idea was based on getting people excited, rather than good strategy.
I’ve seen executives do major damage in a companies because of this.
Companies need charming people in the right role – and need to leverage them on the team for their gifts. Otherwise, we give them credit for things they don’t have - and set them up to fail.
Match the gifts with the requirements (and few jobs do), and you’ve found the right person.
If the job is only about being charming you’ve found the right person. But if you really need strategy, detailed execution, analysis, then assume it’s not there - and search twice as hard to prove otherwise.
We make hiring mistakes for other reasons:
- When we talk to someone from a well-known, reputable company, we get ‘brand blind’. We assume they are very good at their job – and stop looking for proof of their capability. We forget that every company has amazing, mediocre and horrible people.
- When a partner or colleague recommends someone to us, we stop looking for proof of capability.
- When a person was educated at a very good school, we stop looking for proof of capability.
The things that get us to drop our filters are the very reasons they should be increased – the reasons we should be more skeptical.
Learn more about leadership accountability and alignment here.
Which Critical Business Metric Will Get Everyone Marching to the Same Beat?
“Coming together is a beginning; keeping together is progress, working together is success.” - Henry Ford
Is your entire company marching to the same beat of the drum? Or is everyone making their own music as they go?
As simple as it sounds, getting people aligned to focus on a common vision and goal is actually straightforward – but it’s extremely rare to find it actually happening in a company. Lots of people talk about it – very few can pull it off.
Most people treat rallying themes with a typical “Rah rah! To the moon!” complete with posters and t-shirts - and three weeks later, no one has a clue what’s happening.
And traditionally when an executive team goes away on retreat for ‘strategic planning sessions’, everyone else wonders what they’re doing (other than golfing and having a good time). Even if the team works really hard, nobody else ever sees the output, and or understands the direction. Their daily work doesn’t change – even when dramatic changes are planned.
All For One
A few years ago, as I was interviewing 50 CEOs around the world for a book project called “Scaling Up” (an update to the Rockefeller Habits), I found that many of them used these quarterly or annual themes, and learned a lot in the many examples they shared.
One of my favourite mechanisms to get people in a company – whether 30 or 3000 – marching to the same beat is something called a Critical Number, made popular in a book called “The Great Game of Business” by Jack Stack.
In the book, he gives an example when he went to turn around factories. He got the front line people focused on what matters most, and not only taught them the details of financial statements - and how they could impact them - he got them aligned around a common rallying cry - a Critical Number that everyone drove towards.
This is one of the most effective leadership and execution tools I know - and it can be a daunting task!
So when we work with companies, we make sure we identify a single Critical Number that the executive team is engaged around and driving towards – and a tactical, operational initiative to make sure the entire organization is aware, and doing their part to make it happen.
Plan for Success
Because we’ve been involved in 100s of successful themes (and some abysmal failures), we know which business metrics work and which don't. Here are examples of some Critical Number themes we’ve chosen that have had notable impacts on our client’s organizations:
- High Five: Aiming for five items or more per transaction
- Route 66: Decrease cash conversions days from 96 days to under 66, during the quarter
- 1000 Little Pieces: Drive sales by ensuring each department is focused on processing 1000 units a day: Sales to sell, production to make, shipping to ship, and accounting to invoice
- 57 New Friends: Find 57 new customers over the course of the quarter
- I Love the 90s: Improve mystery-shopping scores from the lower 70s to at least 90%
- A Team: Get at least 60% A players on the team by the end of the year
- Bin-It: Eliminate wasteful actions: things that waste 15 minutes or 15 euros on a weekly basis for anyone in the company (The City Bin Co., Ireland)
- 600: Generate 600 referrals during the year, from internal staff and existing customers (ProService Hawaii)
- Happy Handovers: Every customer is absolutely thrilled when they take possession of their apartment (measured by the Net Promoter Scores). (Ashiana Housing, India).
All the goals were achieved because everyone was aware of the target, fought to achieve it, and felt like they won when they did.
Build muscle
It starts with a great strategy – and it’s all about discipline and phenomenal execution.
It doesn’t work because you picked the right number, or because you had a cool name. It works because there’s a discipline and rigour to breathe life into it on weekly basis - so that everyone sees the progress, and feels like they are winning. And if they don’t do their part, they are inspired and pulled along by the momentum of others.
Weekly recognition or reward is important. And, at the end, when the goal is achieved, the team – or the whole company - celebrates together.
The benefit extends beyond the theme time frame because the true value is in the strong muscle of alignment and achievement that the organization builds, time after time.
There’s nothing like the feeling of an organization in sync, marching to the beat of the same drum – winning and getting stronger.
PS - We love to help companies find, achieve and celebrate their Critical Numbers so if you need help, call us.