Aaron Hurst on The Purpose Economy

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There are some people that make their
work just another thing they have to do,

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and there are those that make their
work something that they want to do.

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Welcome to Working on Purpose with your
host Elise Cortez. In our program,

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we provide guidance and inspiration from those
people who have found deeper meaning and

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personal connection to their work life.
It's beyond nine to five. It's working

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on purpose. Now Here is your
host, Elise Cortez. I'm your host,

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Elise Cortez. Journey from Dallas,
Texas, which is home base for

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me. This program is all about
helping people more meaningfully and productively connect with

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their work and equipping leaders to cultivate
meaning and purpose in the workplace to elicit

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passion inspired contribution and persevering performance within
the organization. So I seek down and

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bring on guests with a particular perspective, experience, or expertise that I think

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contributes to or expands this conversation.
And as a management consultant and social scientist

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drawn the meeting and work identity research
I've been doing over the last fifteen years,

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as well as from my consulting,
speaking and work developing work forces across

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the globe, I hope you caught
the show last week. It was fantastic.

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If you missed it live, you
can always catch a via a recorded

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podcast where you are on the air
with Air with Hugh Welsh, who was

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the President and General Council of DSM, the largest life sciences and material sciences

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company you've never heard of, as
he likes to say, we talked about

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how this twenty one twenty one thousand
employee, twelve billion dollars company is entirely

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purpose led and performance driven, and
has been for at least the last eleven

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years. With their CEO at the
Helm, Hugh shared how being purpose led

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has contributed to the highest employee engagement
rates in the industry and the highest shareholder

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value they've ever had. He also
shared how living the company's purpose completely governs

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how they make strategic investments across the
globe, like creating a nutritious food program

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in Rwanda and cleaning up the Pacific
Ocean garbage pile. Turns out, working

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from purpose is good for the bottom
line as well, so with us this

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week is Aaron First. He is
the foremost expert on the science of purpose

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at work. He's the author of
the Purpose Economy that brought global awareness to

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the rise of the fourth economic error
in history, the Purpose Economy. He

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is the CEO and co founder of
Imperative, the technology platform for leaders in

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the New Economy. Previously, as
the founder of tap Root Foundation, Aaron

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catalyzed fifteen billion dollars of pro bonus
service market. He joins it to Day

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from Seattle, Washington. Aaron,
Welcome to Working on Purpose. It's a

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pleasure to be with you. This
is great. It is great, and

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I have to tell you. Let's
just start by getting the obvious out here.

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You've embarrassed me publicly. Aaron.
You know how I'm excited to find

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that out. I brought your book
with me The Purpose Economy, on my

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vacation to Australia and New Zealand.
I read it with such zeal and gusto

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that as I was highlighting and xuberantly
gyrating to your points, people and the

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planner look at me like there's something
wrong with her? What's she doing over

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there? So thank you for that
the sky marshal arrest you. I wish

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then that would have put me in
the topper of the trip right there,

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but no, sadly no, I
just got the looks that I'm crazy,

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which I am, but but I
was so right right, I was so

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rivetted with what you came up with
and Masson, as I read that,

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that's when I reached right out to
and set Aaron, would you please come

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on my show? So thanks for
that and if the work is amazing,

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Eron, I want to just snuggle
up in that mind of yours. So

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let's let's get to it, shall
we. Sounds great? Okay? So

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you know that book that you wrote
is I think it's incredibly well written and

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it's just full of interesting history and
research from your own work at tap Roots.

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So before we get into the book
itself, can we start with how

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and while you found a tap Root
before you started imperative? Absolutely, and

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thanks for the kind words, and
it's great to hear at the book really

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resonated with you put a lot of
put a lot of energy into books,

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so it's really it means a lot
to hear that being read and that people

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are getting value out of it.
So thank you for sharing that. Yeah.

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I don't even know where to begin, at least in a lot of

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ways, so I tap Rood foundation
to me largely stemmed from starting my career

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after college working in education in Chicago
and really seeing that nonprofit organizations working in

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inner city education, we're just hitting
a wall in terms of their ability to

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make an impact. They had great
visions, but they had a long time

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ago given up on actually achieving those
visions, and it's sort of fallen into

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this almost poverty mentality around what was
possible and what could be done. And

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as someone who was at the time
twenty one facing a long career ahead of

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me, just sort of step back
and said, I can't sort of work

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in the sector and working for organizations
that are so inspiring but falls so short

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year after year after year, and
decided that I really wanted to go figure

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out how is it that organizations are
able to scale and actually attrieve their vision?

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And this is nineteen ninety seven,
and to me, the best place

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to go figure that out was Silicon
Valley, and I moved there. I

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worked in two startups, both of
which were under ten people at the time,

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and stayed there for two years a
little over two years each and saw

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them scale to several hundred people each, and in that process really came to

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understand how organizations scale, how they're
actually able to be on a trajectory to

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do something groundbreaking and at a large
scale. And you know, the most

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obvious answer is money, and I
think I could have figured that out after

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about thirty seconds. But the piece
that really inspired the start up the Tabard

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Foundation was realizing that what these startups
did is they hired the functional talent they

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needed before they needed it. They
brought on the senior marketing people, the

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senior tech people, the senior HR
people to lay the runways so that the

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organization could take off. Whereas the
nonprofits I had worked in, they never

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hired those people and if they did
their way after they needed them and the

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planet already skidded off the runway and
was just trying to sort of survive.

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And realized that we not only had
a financial crisis and the nonprofit sector,

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but we actually had a talent gap
and there was a need to be able

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to figure out how to help these
nonprofits get access to the marketing, tech,

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HR, finance, you know,
other skills and resources that you know,

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you and I know copanies take for
granted. And that really was the

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start of the Tafford Foundation started calling
on companies and individuals to not just donate

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their time to do traditional volunteering,
but saying, you know, where nonprofits

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really needs you is not cleaning up
a park, it's building their website,

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it's designing their strategic plan. So
brilliant and lots of things you set in

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there that I resonate with and part
of it for me, as I said

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in my introduction, have been very
fascinating with people to find meaning in their

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work and where they are themselves in
terms of their identities, and so now

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add the strategic piece to that,
I'm really interested. So thank you for

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that that. I was fascinated to
hear about what you had done with taff

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Root, and I do want to
talk more about where you're doing it imperative

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a little bit later, but I
want to dive into the book next if

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we can. Okay, So in
the first and foremost are and you distinguish

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in the book that developed nations like
the US have experienced four distinct economies in

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the last few centuries, and I
was very interested in how you laid them

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out, the agrarian, industrial information
and now the purpose economy, and that

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they all build on each other.
So first, can you help us understand

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for those of us or those in
the crowd who've never heard that term purpose

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economy? What is it? And
how did it come about? Yeah?

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Absolutely, so I geek out on
this stuff, so I'll try to keep

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for that. Let's get too So
my uncle actually was a PhD candidate at

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Stanford in the seventies and coined the
term information economy in his dissertation and showed

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how we had actually made that shift
from agrariant to industrial to now an information

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economy. And I really was fascinated
by this idea that these economies emerge over

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time. And a lot of times
people talk about this economy of that economy,

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they're talking about micro economies that are
subsets of the broader economy. So

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there might be skills economy, you
might have a volunteer economy, you might

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have a communications economy, of all
these sort of subconomies, but there's these

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macroeconomies that are eras and time that
define the fundamental organizing principles for labor and

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consumption. Value creation happens. So
you start with the agrarian economy, where

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you know, people went from being
nomads to figuring out how to farm.

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You started having people have land rights
and owning land, and you started seeing

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the emergence of something called a job, which didn't exist before then, and

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people basically who own land were able
to get people who didn't to work that

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land because that was the only way
that they could survive or make a living.

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And there was a where we saw
the rise of slavery, etc.

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And this economy of value was all
about land and landownership, land control.

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It then evolved into the industrial economy
where we learned and how to create machines

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that could be able to do things
from flying to driving, to building factories,

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etc. And this was a fundamental
shift to where raw materials became sort

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of the core, the core value
and the nature of work changed again.

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We saw people were now sort of
moving into cities, there was much more

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of it. There was the rise
of organized labor. There's much more of

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a consciousness about the idea of workers
rights. We also saw a incremendous amount

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of abuse during that. You move
into the information economy that my uncle sort

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of pointed to. We saw the
shift happen again where the shift became about

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information and that innovation change all was
about information, information flow, whether that

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was news. You think about modern
day technology, etc. You know telephones,

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this is all built on this information
economy that started well over one hundred

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years ago but really sort of came
to be the dominant economy about fifty years

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ago. And this economy, the
core values actually became increasingly the employee because

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of the knowledge worker was what was
enabling information to the technology be building for

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information to be shared, and we
shifted the role in the economy from the

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sort of manufacturing model to one on
which employees were actually the source of value

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creation. And what we've seen is
a natural evolution of that now is that

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people are more and more empowered and
they're looking at their lives and they're wanting

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something more from their work now that
they've at the center or the equation and

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they're really looking for purpose and fulfillment. And that's changing how they're looking for

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work. It's changing what jobs they
stay in, it's changing how they approach

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their works, changed the whole equation
for the workforce as we move into this

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purpose economy. And then secondly,
it's really changed consumption. If you look

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at where the bulk of innovation and
growth is happening in the economy, that's

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new. It's coming out of people's
need for fulfillment. The development of communities,

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the development of people being able to
make an impact and people able to

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grow. So the purpose economy the
book through the core thesis is that we're

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now in the early days of this
new economy, and just like with the

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rise of the information economy, this
is an incredible time to be alive and

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to be able to innovate and to
grow because much that is old will disappear

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and much that is new we'll build
together. Gorgeous, Aaron, what a

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way to recap a lot of centuries
of time there? What else I remember

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if I think I've got this right
and correctly if I'm wrong, what I

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think I remember you're writing about two
was that the two thousand and eight recession

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also ushered in the need for stability
in ourselves versus employers and pretty more meaning

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at things that maybe maybe within our
control. Do I have that right?

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No? Absolutely, And if you
think about the old should the old model

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around work is people generally had a
profession or a job, and they had

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that through their whole career, and
that gave them a sense of purpose and

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identity. When we started to see
that old model fall apart with the end

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of the industrial economy and into the
information economy, people started to see a

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need to define themselves based on who
they are, not just their profession.

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And then to your point, the
two thousand and eight recession, we had

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a whole generation that came into the
job market. You're unable to enter that

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market with a clear sense of identity
around profession or role or industry and had

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to figure out a way to define
who they were without that. On top

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of that, they had a cynicism
from seeing the banking industry implode you're building

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off of Also, you know nine
to eleven, seven years earlier, where

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I think many people also just questioned
sort of what are we all about?

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They talked about, you know,
what is the role I'm playing in the

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change in the world. So you
had all these different variables that were making

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an impact, and there's many more
than that. But to your point about

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two thousand and eight, that really
was a I think galvanizing year for much

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of this change. I think a
lot of people can point a that year

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as being very pivotal for them,
myself included. I tried to start a

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startup around that time here, and
we can see how that went right.

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In your book, you talk about
ten drivers in the new perverse economy,

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and of course we can't get to
all of them, but I would love

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for you to maybe speak on a
couple of those that you think are especially

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pertinent to this conversation. Well,
i'll tell you about the one that I

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especially into this conversation. But also
it's happening in the news these days is

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really the rise of women and the
workforce, because in sure the old economies,

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women were really not at the core
of the workforce, and much of

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the work that women did in a
traditional sense, so you think about the

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traditional female roles in the house hold, those more considered part of the economy,

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like the work taking care of kids, cleaning the house, etc.

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We're all considered outside the economy because
there are women's work, and therefore the

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male economists didn't count it in the
economy. What we've see now is two

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different major trends happening around this.
One is more and more women are working

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in the workforce, and in fact
they're actually dominating professional schools now and much

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of the entry level in two corporations
now and the top talent is women.

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And then secondly, all the work
that then has to be outsourced because they're

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no longer playing that domestic role.
Now our actual jobs that have money,

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that are that is being transactive,
which is suddenly making this massive out of

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the economy actually visible to everyone and
not invisible as it was in the past.

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So the changing role of women in
society is one of the largest causes

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for this change. And what we've
found is that women are fifty percent more

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likely to embrace purpose than men when
it comes to work, and that many

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of the sort of attributes we see
associated with that are actually I'm much more

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aligned with what the research is showing
creates an effective workforce. So to me,

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the purpose economy a large degree is
the women's economy, and I think

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it's the first economy that really is
an economy that's designed around optimization of you

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know, women versus men. Well, of course, you know, I

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find that fascinating in part because I'm
a woman. In two I'm a single

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woman, I'm divorced, and I'm
on my own and I take care of

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myself and my work is very important
to me. So and I think how

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you described how the work that we
had been doing previously is now being transacted

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and therefore money is exchanged, just
really fascinating. Part of how things you're

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changing, So I know where there's
a lot more we could pull out of

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her. But let's grab a quick
break, real quick. I'm Elise Cortes,

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your host who went on the air
with Aaron Hurst, the foremost expert

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on the science of purpose at work
and the author of The Purpose Economy,

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How your desire for impact, personal
growth and community is changing the world.

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He is the CEO and co founder
of Imperative, the technology platform for leaders

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in the New economy. Enjoins today
from Seattle, Washington. We've been talking

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about just what is the purpose economy. After the break, we'll talk more

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about but the personal and social purpose
of it. See with us. We'll

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be right back. Elise Cortez is
a speaker and engagement and development catalyst.

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She designs and delivers professional development,
leadership and engagement workshops and can bring her

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expertise to your organization. She will
help ignite meaningful development within your workforce that

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will increase employee engagement, performance and
retention. To learn more or to invite

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Elise to speak to your organization,
please visit her at www dot Elise Cortez

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dot com. She would welcome the
opportunity to help get your imployees working on

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purpose. This is Working on Purpose
with Elise Cortez. To reach our program

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today, send an email to Elise
ali Se at Elise Cortez dot com.

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Now back to working on Purpose if
you're just joining us. My guest is

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Aaron Hurst, the foremost expert on
the science of purpose at work and author

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of The Purpose Economy, How your
desire for impact, personal growth, and

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Community is changing the world. He
is the CEO and co founder of Imperative,

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the technology platform for leaders in the
new economy. He and Imperative are

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also one of the organizers of the
Purpose twenty thirty conference on October twenty fifth

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in Phoenix, Arizona, where I
do get to attend. I'm looking forward

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to it. We've been talking about
just what is the purpose economy. Next,

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we want to get into the personal
and social aspects of this. So,

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Aaron, you have a very distinct
definition of purpose in your book that

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I thought was really interesting. I'd
read a lot about purpose and meaning and

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such, and yours is very specific
and you indicate it must include impact,

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personal growth, and community. Can
you tell us why all three of those

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ingredients are important? Now? Absolutely
so, It's interesting actually went and I

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think one of the great things are
working at the Tepper Foundation was just the

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access to data and to people that
we had and started to really study purpose

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based on what I saw. Executive
coaches have been doing with people for decades

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creating personal purpose statements, and many
of you, and at least you may

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have gone through the experience as well, have gone through these sort of workshops

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and weeks and weeks of work to
really come up with a personal purpose statement

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that defines your purpose in a way
that inspires you. And as I studied

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those and looked at, you know, hundreds and thousands of them, started

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to really understand the components that defined
someone's purpose through that lens. So you

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know, one was really around community
or impact. You need to in your

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purpose feel like you're fundamentally at work
making impact towards something. You feel like

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your work matters, need to have
a sense of of significance from that work

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and that that's at the core of
your purpose. Secondly, you know,

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it really has to do with your
values and really at the core, like

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what is it that you believe is
the set of values about how the world

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progresses? The funnel set of values
about what you believe is right or wrong,

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because that impacts sort of your purpose
and how you want to go out

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into the world and the judgments that
come with that. And then finally,

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which is around growth, and it's
really around craft, which is there is

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the superpower that you bring into the
world to go about creating that change in

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alignment with those values. So purpose
is really multidimensional because just talking about impact

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is simplistic. Just talking about values
would be too simplistic. And you know

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what has been the trend and modern
workforce is just focusus about focusing on your

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craft and strengths leaves out the human
aspect of your work. So when we

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bring the other purpose now from a
science perspective and helping people will act on

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it, that's really bring those three
components together. I mean, that's sort

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of the sort of next generation of
our understanding. I'm building even off of

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what was in the book in the
last few years, based on more and

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more research. I love all of
that, Aaron, So this reminds me.

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I spoke to a group of women
a few weeks ago, and I

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spoke about, of course, the
importance of being able to discover and work

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from their their their purpose and one
of the young women in the crowd said

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to me, she asked the whole
crowd actually, and then addressed it to

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me. She said, well,
hold on here, why does it even

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Why does it matter that? Why
is purpose so important? And you're talking

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about what I'm getting from as an
individual? You know, why is that

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so important? And I gave her
a response. But before we share what

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I what I said, would you
say, why does purpose really matter for

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individuals? Oh? My god?
Another like four hours on that one,

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Okay, So I just like the
I think if you look at it from

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a short scific standpoint, why it
matters is that at the end of the

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day, the number one thing we
want from work, besides this compensation and

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be paying the bills, is fulfillment. And fulfillment is based on an actual

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neurological chemical reactions, So we gain
a sense of fulfillment when we have serotonin,

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oxytocin, and dopamine firing in our
brains. It creates that reward that

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is what we call fulfillment, and
we don't all get fulfillment from the exact

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same things. Our purpose actually helps
to navigate to define how we approach work

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in a way in which those neurotoxins
and neurochemicals are released. That's specific to

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us. So when you know your
sense of purpose, when you are aware

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of that in your day to day
work, you're aligning and optimizing your work

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to basically maximize the degree to which
you're getting that fulfillment from your work.

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That leads to a whole range of
outcomes. When in the studies we've done,

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people who are working with purpose,
working at alignment and outperformed and outmeasured

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their peers in every single category we've
studied. So, whether it's about making

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money, whether it's about becoming a
leader, whether it's about becoming exceptional what

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you do, whatever it is that
you care most about at work, as

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a measure of success, when you're
operating in alignment with your purpose, your

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odds of getting there are substantially better
and you're much more likely to be fulfilled,

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which then just quickly you bring home, affects your kids, it affects

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your family, and it's it creates
a whole stew of goodness. I love

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that. It's stew of goodness.
I love that well. And that is

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pretty much what I said, but
I said it very differently. What I

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said to her is. I said, well, if you're going to make

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an impact in the world, the
energy has to start from someplace, and

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that energy is you and if you
aren't in what you're describing to me as

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also speaks to intrinsic motivation, right, nobody has to tap you on the

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shoulder to say to do it.
It's within you and it comes out.

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So I love the way that you
presence to all of that. Aaron,

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that that was the response that I
should given. Okay, yours is more

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powerful minds just explaining of science behind
it. Okay, well, well so

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let's go on then to maybe the
social purpose here. I think this is

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really intriguing for the work that both
you and I do. But the idea

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of what do you mean by purpose
economy organization? Yeah? Absolutely, So

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you know, just like in the
previous economies, you can think about immediately

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like an agrarian business, you can
think about an industrial business, and you

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can think about an information economy business. You know, what does a purpose

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economy business look like? And we
really define it in two different ways.

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One is tied to how it's serving
its customers and with its customers. Is

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it fundamentally sort of driving fulfillment for
them in one way or another, is

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it aligning with what we know generates
well being an fulfillment for for people.

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And then the second one has to
do with its role as an employer,

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and is it a culture where there's
the psychological safety, where there's the employee

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self discovery and self awareness, where
there's the organizational purpose that creates a culture

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where people are able to thrive,
and where people are truly valued as human

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beings. So it's really two sides
of that equation. You've got to have

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both how you're interacting with human beings
as customers and then your human beings that

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are behind your walls. Boy,
if that doesn't describe the conversation that I

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had last week with Hugh Welsh from
DSM, I don't know what does.

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And yeah, yeah, he really
talked about how the organization is really all

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about conducting itself first to be able
to serve people across the globe, not

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from the vantage point of just making
money that wasn't enough, and in so

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doing, to really really enroll employees
to lean into their place of how they

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were connected to that purpose, which
is, as you said before, incredibly

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fulfilling. Absolutely, And if you
think about If you think about that,

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it's not a pure No organization is
purely one thing or another. If you

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think about the largest most successful information
economy companies, they still did a lot

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of industry work. If you think
about purpose, some of these companies that

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are more part of the purpose economy, they're still heavily using information technology,

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They're still doing a significant amount of
industrial production. I think it's about where

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they're seeing their growth, where they're
seeing their value, and how does their

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culture, how's their culture being defined? Well, so here we are talking

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about the kind of things that show
up well for an organization here. But

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I'm interested in how you might somebody's
on the somebody's listening to this conversation wondering,

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well is that us or how do
we know if we're actually working from

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purpose? So what signs or symptoms
mind a leader or someone who works for

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our company see that would alert them
to this need to address purpose in the

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organization. Yeah, I mean,
I don't know. If you're a Star

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Wars fan, Star Wars is always
easiest way for me to understand it is

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that when you're working with purpose,
it really is, you know, the

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light side of the force versus the
dark side of the force. For those

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of you that are Star Wars fans, if you think about what that means,

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when you're working with purpose, you're
operating out of a sense of abundance,

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You're not operating off of a sense
of scarcity. You're operating with a

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sense of personal self worth and not
operating out of a sense of low self

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worth. You're operating out of seeing
potential in people and inspiring people to realize

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that potential versus using fear as a
tactic to try to get people to do

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things or extrinsic motivations as your sole
driver of that, you're really creating a

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culture where you feel like you're seen
and you're able to see other people for

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who they truly are. And a
lot of it which actually I was raised

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of Jewish descent but raised Buddhists,
and a lot of the Star Wars mythology

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comes out of the Jewish tradition.
But this whole idea of letting go of

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attachment, I think when you really
are working with purpose, you're focused on

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what truly matters, and your sense
of attachment, there's something you let go.

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Oh, that's where you're able to
let go of a lot of the

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fear that I think causes a lot
of cultures to go to the dark side

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of the force. Aaron, we
have to have me back on the show

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just to talk about your whole background
and how that mind of yours has developed.

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It's fascinating that you have a Jewish
background and you grew up Buddhists.

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That's fascinating, interesting, and I
love that. I mean I could geek

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out all over the place on that
as a social scientist, So standby.

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I might have to come back for
that. But before we do, but

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before we move on to that,
I really want to hear about some of

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the work that you and your team
do it imperative. I know that you're

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a leadership development platform for the purpose
economy, but it's always interesting to hear

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how if you can kind of share
with our listeners, what do you do

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for organizations? How do you help
them? Yeah, so I Imperative overall

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two fronts. One is our research
arm which is really around understanding the science

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of fulfillment and advancing our understanding as
a society about fulfillment purpose. The commercial

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side of our work is working with
employers to help activate purpose in their cultures.

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I mean, we now have a
very clear business case for purpose and

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companies are asking not why do we
do it, but how do we do

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it? And Imperative as a very
simple platform. And what we've done is

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taken all the research and data science
that have developed and created an employee assessment

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that helps each employee very quickly understand
what their psychological purpose drivers are, helps

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them formulate that purpose statement, It
helps them see how that purpose impacts everything

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from their relationships to how they want
to grow, to the impact that they

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want to make, so they can
start to chart their career based on their

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purpose, not based on other people's
purpose. And this platform is being used

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by or a hundred companies at this
point, and it's typically being used in

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career development and leadership development and manager
development programs. Much like you know,

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historically you may have viewed as one
of the sort of core instruments of the

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information economy, like strengths Finder was
one that has continues to be very prevalent.

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This is sort of the next generation
that enables a discovery of someone at

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a much more human level than just
simply looking at them as a set of

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skills or tools. And it's been
great just to see how it's changed people's

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perception of themselves, people's sense of
what career paths are possible, how it's

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opened up conversations between people, whether
it's a manager to someone on their team,

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between two peers on an executive team, to really focus in on what

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truly matters and showing up as whole
people and what that does to our earlier

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conversation, To change your culture to
be one on which it's not about fear,

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it's not about scarcity, it's about
a sense of celebrating each person but

408
00:28:41.359 --> 00:28:47.440
working towards a collective good. Well, you're reminding me just really quick here.

409
00:28:47.680 --> 00:28:49.119
When I go and speak on the
research that I did around loads and

410
00:28:49.160 --> 00:28:52.880
engagement, I found fifteen unique ways
that people experience meeting in their work in

411
00:28:52.920 --> 00:28:56.559
relation to their identity. And when
I speak on that, errand I'm wondering

412
00:28:56.599 --> 00:28:59.920
if the same thing happens to your
riding says. What happens is they go,

413
00:29:00.039 --> 00:29:02.160
oh, Wow, here's my mode
that I'm experiencing. Wow, and

414
00:29:02.200 --> 00:29:04.359
there's these other fourteen. I had
no idea those kinds of other ways of

415
00:29:04.680 --> 00:29:08.799
how people connect to work exist and
Wow, I might like to experience one

416
00:29:08.839 --> 00:29:12.359
of them instead. And so there's
this notion that I think a lot of

417
00:29:12.400 --> 00:29:17.400
people will walk through life thinking that
this is however it is that they're experiencing

418
00:29:17.440 --> 00:29:21.079
work connected to it is the same
for everyone else, and it just isn't.

419
00:29:21.119 --> 00:29:23.799
So it's limiting as well. I
gotta believe that you completely find that

420
00:29:23.839 --> 00:29:27.000
all the time too. Yeah,
I think on different variables, right,

421
00:29:27.079 --> 00:29:32.599
So give you one examples. We've
found that among purpose driven leaders there's really

422
00:29:32.599 --> 00:29:37.880
three different flavors of this and that
traditionally we've only as a society celebrated or

423
00:29:37.920 --> 00:29:40.920
acknowledged one, which is the impact
driven leader. It's the person who's driven

424
00:29:40.960 --> 00:29:44.039
by the question of how do I
make an impact? What is the impact

425
00:29:44.039 --> 00:29:47.319
I want to make? This is
usually a very inspiring leader. It's the

426
00:29:47.319 --> 00:29:49.359
person it typically gets the press.
It's the person and we often talk about

427
00:29:49.359 --> 00:29:52.319
when we talk about a purpose driven
leader, but it's really only a third

428
00:29:52.400 --> 00:29:59.119
of purpose driven leaders of that mindset. The other two are values driven leaders

429
00:29:59.160 --> 00:30:02.200
who ask the question or what is
the right thing to do? Which isn't

430
00:30:02.200 --> 00:30:04.319
always impact, it's what is the
right thing to do? How do we

431
00:30:04.359 --> 00:30:07.920
do this with integrity? How do
we always do the right thing? And

432
00:30:07.960 --> 00:30:11.839
these are very often CEOs and leaders
who are able to operate across many different

433
00:30:11.839 --> 00:30:17.279
issues, and they're known for integrity
and building cultures where others can innovate and

434
00:30:17.319 --> 00:30:21.079
where there's a deep mutual respect.
And then the final one is craft driven

435
00:30:21.160 --> 00:30:23.920
leaders, which are people for whom
the journeys as important as a results,

436
00:30:23.920 --> 00:30:27.160
and it's about how do we do
this well, what is the right way

437
00:30:27.200 --> 00:30:33.720
to do this? And they create
exceptional cultures of craftsmanship, exceptional cultures around

438
00:30:33.319 --> 00:30:37.240
sort of the beauty of the work
itself. And I think a lot of

439
00:30:37.240 --> 00:30:41.240
people don't realize that they may be
a purpose driven leader, but because they

440
00:30:41.240 --> 00:30:45.480
aren't an impact driven leader, that
they thought that they didn't count in the

441
00:30:45.480 --> 00:30:48.160
definition. So just trying to have
that much more inclusive definition of purpose based

442
00:30:48.200 --> 00:30:53.440
on truth. I love that all
of that, and I appreciate you distinguished,

443
00:30:53.480 --> 00:30:57.319
impact values and craft driven. Some
of those same themes, of course

444
00:30:57.319 --> 00:31:00.240
came up with my research too,
and I do stand the importance of each

445
00:31:00.279 --> 00:31:03.960
of them, and certainly the craft
driven peace Aaron, that piece of really

446
00:31:04.000 --> 00:31:10.839
taking seriously the beauty and ongoing development
of your craft is important for a lot

447
00:31:10.880 --> 00:31:14.880
of people, and it's certainly very
purposeful. No and I think the industrial

448
00:31:14.960 --> 00:31:18.440
information economy tried really hard to remove
that from the workplace. It was all

449
00:31:18.440 --> 00:31:22.839
about efficiency, and it was about
the ends justifying the means, and people

450
00:31:22.839 --> 00:31:25.839
who wanted to do things well,
and most cultures were seen as slowing down

451
00:31:25.839 --> 00:31:29.279
the process. But if you go
back hundreds and hundreds of years and you

452
00:31:29.319 --> 00:31:33.960
think about operating in a small village
and the traditional jobs you'd find in a

453
00:31:33.000 --> 00:31:37.799
small village, so much of where
we gained value is actually through that process

454
00:31:37.880 --> 00:31:41.880
of the quality of the work.
You think about an artist, I would

455
00:31:41.920 --> 00:31:45.160
say an artist is purpose driven,
even though there's no sort of necessary impact.

456
00:31:45.240 --> 00:31:48.039
It's the craft itself. And I
think we've lost that in our society,

457
00:31:48.400 --> 00:31:52.440
and I think that's part of what's
coming back now. I hope so,

458
00:31:52.640 --> 00:31:56.519
because I will certainly celebrate that.
Amen. Right, Okay, let's

459
00:31:56.519 --> 00:32:00.160
grab our last break here, and
I'm Elist Cortez your host Udonnier with Aaron

460
00:32:00.240 --> 00:32:04.680
Hurst, the foremost expert on the
science of purpose at work and the author

461
00:32:04.759 --> 00:32:07.640
of The Purpose Economy, How your
desire for impact, personal growth and community

462
00:32:07.720 --> 00:32:12.079
is changing the world. He is
the CEO and co founder of Imperative,

463
00:32:12.279 --> 00:32:15.920
the technology platform for leaders in the
New Economy and joins it today from Seattle,

464
00:32:15.960 --> 00:32:19.519
Washington. We've been talking a bit
about how personal and social purpose shows

465
00:32:19.559 --> 00:32:22.319
up. After the break, we're
going to talk about moving markets and some

466
00:32:22.400 --> 00:32:24.440
of the work that he's doing to
build a community around his conference. Stay

467
00:32:24.440 --> 00:32:29.480
with us, we'll be right back. Elise Cortez is a speaker and engagement

468
00:32:29.480 --> 00:32:35.480
and development catalyst. She designs and
delivers professional development, leadership and engagement workshops

469
00:32:35.559 --> 00:32:39.279
and can bring her expertise to your
organization. She will help ignite meaningful development

470
00:32:39.319 --> 00:32:45.440
within your workforce that will increase employee
engagement, performance and retention. To learn

471
00:32:45.480 --> 00:32:49.359
more or to invite Elise to speak
to your organization, please visit her at

472
00:32:49.480 --> 00:32:53.880
www dot Elise Cortez dot com.
She would welcome the opportunity to help get

473
00:32:53.920 --> 00:33:06.359
your employees working on purpose. This
is working on Purpose with Elise Cortez.

474
00:33:06.839 --> 00:33:12.359
To reach our program today, send
an email to Elise ali se at Elise

475
00:33:12.440 --> 00:33:19.240
Cortez dot com. Now back to
working on Purpose. If you're just tuning

476
00:33:19.240 --> 00:33:22.319
in, my guest is Aaron Hurst, the foremost expert on the science of

477
00:33:22.319 --> 00:33:24.960
purpose at work and the author of
The Purpose Economy. How You Were Desire

478
00:33:25.000 --> 00:33:30.240
for impact Personal growth and community is
changing the world. He is the CEO

479
00:33:30.319 --> 00:33:32.839
and co founder of Imperative, the
technology platform for leaders in the new economy.

480
00:33:34.240 --> 00:33:37.920
He and Imperative are also one of
the organizers of the Purpose twenty thirty

481
00:33:37.960 --> 00:33:42.480
conference on October twenty five, twenty
eighteen, in Phoenix, Arizona. I'm

482
00:33:42.480 --> 00:33:45.920
your host, Elise Cortez. So
before we get into a bit more about

483
00:33:45.960 --> 00:33:49.640
that conference that I just mentioned,
i'd love it if you could share,

484
00:33:49.640 --> 00:33:52.240
Aaron. It's always interesting for people
who maybe a hearing this idea of the

485
00:33:52.240 --> 00:33:54.839
purpose economy for the first time,
they might think of it as being very,

486
00:33:55.160 --> 00:34:00.720
very squishy and abstract. So can
you give us an example of maybe

487
00:34:00.720 --> 00:34:04.759
a before and after that you've worked
with a company. If you don't want

488
00:34:04.799 --> 00:34:07.440
to give away their identity it doesn't
make sense, that's great, but just

489
00:34:07.480 --> 00:34:09.559
to help us understand what did it
look like before you began working with a

490
00:34:09.599 --> 00:34:15.079
company and what did it look like
afterwards. Yeah. Absolutely, And we're

491
00:34:15.119 --> 00:34:16.960
not a consultancy, so it's not
a question of like working with them on

492
00:34:16.960 --> 00:34:21.719
like a broader, broader strategy.
It's really around the talent side of what

493
00:34:21.760 --> 00:34:25.480
they're doing and activating purpose in these
in these programs, So you know,

494
00:34:25.480 --> 00:34:31.199
without sharing a specific client by name, just talk about or generally what we've

495
00:34:31.320 --> 00:34:36.119
seen. What we've seen. Some
of the most successful work has actually been

496
00:34:36.280 --> 00:34:38.719
around onboarding of new employees. So
at least you've just been hired by a

497
00:34:38.760 --> 00:34:44.320
new company, it's your first day. How is that company sending you a

498
00:34:44.360 --> 00:34:49.239
message around the fact that you know
your purpose matters and that purpose is something

499
00:34:49.239 --> 00:34:52.880
that's core of this culture. So
having that employee take our purpose assessment,

500
00:34:53.280 --> 00:34:57.639
in that assessment's customized to that employer, so it actually says, given your

501
00:34:57.639 --> 00:35:00.480
purpose, this is why our company
values that purpose, and here's how we're

502
00:35:00.480 --> 00:35:05.039
hoping you can bring that purpose to
work every day. They then are able

503
00:35:05.039 --> 00:35:07.280
to go in and sit down with
their their new manager and their new team

504
00:35:07.360 --> 00:35:12.320
and to really quickly pack their job
and refine on that job so that it

505
00:35:12.400 --> 00:35:15.079
really fits sort of who they are, and to get to know the people

506
00:35:15.079 --> 00:35:19.039
on their teams so much more quickly, so build that psychological safety that enables

507
00:35:19.039 --> 00:35:22.800
them to perform much more quickly.
So when you start to see that happen

508
00:35:22.880 --> 00:35:25.760
over onboarding class, you know one, two, three, four, five,

509
00:35:25.960 --> 00:35:30.639
six, you start building a whole
language around purpose Internally, and you

510
00:35:30.679 --> 00:35:35.079
start to build connections between people where
there's a lot more psychological safety, and

511
00:35:35.079 --> 00:35:39.440
you start to see through that psychological
safety teams are much more consistently hitting their

512
00:35:39.440 --> 00:35:45.360
goals innovating driving change because psychological safety, the research has shown over and over

513
00:35:45.400 --> 00:35:51.239
again, is really the key to
success. And yet most programs and most

514
00:35:51.239 --> 00:35:53.880
of the work done by hr TO
data is actually made psychological safety harder,

515
00:35:53.920 --> 00:35:59.719
not easier. Yes, I know
exactly what you mean, Aaron, because

516
00:35:59.719 --> 00:36:02.239
of the world that I do consulting
with the organizations, the fear factor within

517
00:36:02.360 --> 00:36:07.239
organizations is so palpable. Sometimes it's
just really really frightening and scary. And

518
00:36:07.480 --> 00:36:12.159
to imagine that every day people are
dangling themselves into this kind of a pond,

519
00:36:12.800 --> 00:36:14.960
right, and then back to your
point, and then taking it back

520
00:36:14.960 --> 00:36:17.719
home, and then it impacts their
families, their children, and their communities.

521
00:36:17.760 --> 00:36:22.000
And oh, it's definitely work well
worth doing. Yeah. Yeah.

522
00:36:22.039 --> 00:36:27.280
And another example that just what we
found a lot of companies were reading the

523
00:36:27.280 --> 00:36:30.199
purpose economy. They're going out and
hiring marketing agencies that came up with an

524
00:36:30.239 --> 00:36:35.000
organizational purpose, and they would spend
a million dollars defining it. They put

525
00:36:35.000 --> 00:36:38.039
it on their website, they'd laminated
and put it all over the walls and

526
00:36:38.039 --> 00:36:42.679
it just wasn't sticking. And what
we found was that the problem was they

527
00:36:42.719 --> 00:36:45.119
weren't connecting it down to individual purpose. It was only operating up in the

528
00:36:45.159 --> 00:36:49.960
clouds at the organizational level. And
we've increasing in working with companies that when

529
00:36:50.000 --> 00:36:52.559
they roll out purpose for the first
time in their company, they're doing that

530
00:36:52.599 --> 00:36:57.599
with our platform, so that each
individual understands that connection and they see why

531
00:36:57.639 --> 00:37:00.519
the organization's purpose and there's fits together. And I think that's one of those

532
00:37:00.519 --> 00:37:05.480
places where you really see the magic
and you ensure the purpose actually has legs.

533
00:37:07.480 --> 00:37:09.199
I completely agree with that, And
in fact, one of the things

534
00:37:09.199 --> 00:37:12.639
that Hugh said on the show last
week is and when I asked him about

535
00:37:12.639 --> 00:37:16.159
how how did it show up within
DSM, he said, the place buzzes

536
00:37:16.599 --> 00:37:20.800
yep, exactly. Who doesn't want
to work in a place like that?

537
00:37:22.719 --> 00:37:24.320
Well, so I want to move
on next if we can here. And

538
00:37:24.320 --> 00:37:27.960
one of the things I appreciated about
the way you organize your book is you

539
00:37:28.000 --> 00:37:30.719
talk to us about what is the
purpose economy. You go into the personal

540
00:37:30.719 --> 00:37:32.599
piece of it, the social piece
of it, and you've got a whole

541
00:37:32.639 --> 00:37:37.760
section there about then moving markets,
which I think is really really fascinating,

542
00:37:37.760 --> 00:37:42.320
and this this really gets gets to
see the impact here. So will you

543
00:37:42.360 --> 00:37:45.559
say a little bit about the opportunity
you see in the purpose economy to shape

544
00:37:45.559 --> 00:37:49.519
and build markets. Yeah, I
mean if we just think back to what

545
00:37:49.719 --> 00:37:52.760
markets have changed and which new markets
emerged with the information economy, I mean,

546
00:37:52.760 --> 00:37:55.880
it's it's startling. I mean,
the whole companies that we thought were

547
00:37:55.880 --> 00:38:00.559
the bedrock, the blue shift companies
fell off the face of the earth,

548
00:38:00.639 --> 00:38:06.280
and new ones emerged quickly that became
massive organizations. You saw a whole new

549
00:38:07.199 --> 00:38:10.039
sub economies emerged. I mean,
think about all the change that happened with

550
00:38:10.159 --> 00:38:14.559
the information economy, and the same
thing is happening again with the purpose economy,

551
00:38:14.599 --> 00:38:19.239
where old companies that aren't able to
adapt or falling off, new ones

552
00:38:19.280 --> 00:38:22.800
are emerging and through the way in
which we're working to change markets is shifting

553
00:38:22.880 --> 00:38:27.519
rad I mean, great example that
my wife is the head of global sustainability

554
00:38:27.519 --> 00:38:30.480
to Amazon, and just thinking about
that as an industry that did not exist

555
00:38:30.719 --> 00:38:34.280
that long ago. I mean,
it exists at a very small scale,

556
00:38:34.639 --> 00:38:38.400
and just how that's turned into an
entire economy sub economy around sustainability and energy

557
00:38:38.440 --> 00:38:45.039
and everything from how we manufactured to
how we use energy, etc. And

558
00:38:45.039 --> 00:38:49.599
what I do in the book is
I share the research I did because at

559
00:38:49.639 --> 00:38:52.119
Tapered I was starting to get frustrate
because I felt like, Okay, they're

560
00:38:52.119 --> 00:38:54.400
helping all these nonprofits of their marketing
to tech their HR, but we're not

561
00:38:54.440 --> 00:38:59.480
really seeing progress on the broader social
issues. And I started doing research to

562
00:38:59.519 --> 00:39:05.239
look at when there was human intervention
to create social change, what actually caused

563
00:39:05.239 --> 00:39:07.440
that change? Because I saw so
many people working to create change, but

564
00:39:07.480 --> 00:39:12.079
they each started as if there was
no existing playbook or there was any precedent

565
00:39:12.239 --> 00:39:16.400
in the past. And after reviewing
just hundreds and hundreds of examples of social

566
00:39:16.519 --> 00:39:22.199
changed, realized there were really only
five strategies that were used, and it

567
00:39:22.239 --> 00:39:24.840
didn't find the same example where less
than three of them were utilized. And

568
00:39:25.800 --> 00:39:30.119
the books real lays out what those
are and how to think about if there's

569
00:39:30.159 --> 00:39:32.639
a change you want to make in
the world in this new economy, how

570
00:39:32.639 --> 00:39:36.800
to do that in a very systemic, systematic way so that you're much more

571
00:39:36.840 --> 00:39:39.480
likely to be successful. And to
your point, we're really using this as

572
00:39:39.480 --> 00:39:45.599
a frame for our conference that's coming
up in a month, and really trying

573
00:39:45.639 --> 00:39:51.159
to work to change an issue that
you and I were were passionate about,

574
00:39:51.159 --> 00:39:55.920
which is fulfillment and the workforce.
Well, well let's talk about that next,

575
00:39:55.960 --> 00:40:00.719
if we can. I was really
really intrigued Aaron when I I discovered

576
00:40:00.760 --> 00:40:02.800
that you that you were hosting this
this conference, and I think I might

577
00:40:02.800 --> 00:40:07.320
have mentioned you. I had planned
on hosting my own conference to convene people

578
00:40:07.360 --> 00:40:09.559
around the topic because I think it's
really important and the more brilliant minds we

579
00:40:09.599 --> 00:40:12.559
can get on at, the better
the outcome, it seemed to me.

580
00:40:12.599 --> 00:40:14.920
And then when I saw Years,
I was like, heck, he's got

581
00:40:14.960 --> 00:40:17.800
a bigger bus. I think I'll
just join us. So welcome on board.

582
00:40:17.800 --> 00:40:20.800
We're excited to have you on board. Thank you, thank you.

583
00:40:20.840 --> 00:40:23.440
I'm so excited I can hardly stand
it. But first, let's talk about

584
00:40:23.440 --> 00:40:27.159
the title. You I know a
little bit about this, but I don't

585
00:40:27.159 --> 00:40:30.800
want to give this spoiler purpose twenty
thirty So why the name? Yep.

586
00:40:31.400 --> 00:40:36.000
So A lot of conferences are about, you know, sharing best practices.

587
00:40:36.039 --> 00:40:37.559
They are about getting people to get
up in front of a stage and talk

588
00:40:37.599 --> 00:40:40.360
about how great they are and their
latest ideas, and I'm guilty of being

589
00:40:40.400 --> 00:40:44.800
that person many times. What I
wanted to do here is very different,

590
00:40:44.800 --> 00:40:51.719
which is to actually put a purpose
behind this convening, and that is really

591
00:40:51.760 --> 00:40:53.920
around fulfillment at work. We did
a study a couple of years back and

592
00:40:54.000 --> 00:40:59.400
found that only about a third of
the workforce is fulfilled at work, and

593
00:40:59.440 --> 00:41:02.400
we think that a lot of what's
creating problems for individuals, organizations, and

594
00:41:02.480 --> 00:41:07.320
society. We think that flipping that
from a third to two thirds would ratify

595
00:41:07.480 --> 00:41:14.199
change every issue in our society.
That this is sort of the key letter

596
00:41:14.360 --> 00:41:17.719
for creating broader change, and we're
really passionate about figuring out how do we

597
00:41:17.760 --> 00:41:22.480
make that change. So Purpose twenty
thirty is a shared vision to say that

598
00:41:22.519 --> 00:41:24.800
by twenty thirty we want to have
achieved that we want to go from a

599
00:41:24.880 --> 00:41:29.719
third to two thirds of the workforce
being fulfilled. And the goal of the

600
00:41:29.719 --> 00:41:34.920
conference is every year to measure our
progress and to do a full day design

601
00:41:34.920 --> 00:41:38.079
studio where we come up with new
ideas where I want to experiment doing in

602
00:41:38.079 --> 00:41:40.840
the following year to figure out how
to crack this nut, and then come

603
00:41:40.880 --> 00:41:45.239
back and see how we did,
create new goals, etc. And every

604
00:41:45.320 --> 00:41:47.480
year creating a snowball so that hopefully
more and more people come every year,

605
00:41:49.119 --> 00:41:52.360
and that by twenty thirty we've seen
really a fundamental change to how we approach

606
00:41:52.400 --> 00:41:58.440
work, especially in this country.
I really appreciate how you situated the promise

607
00:41:58.599 --> 00:42:02.400
of that convening there, Aaron,
and that I do completely agree with you

608
00:42:02.440 --> 00:42:07.920
that if we could impact that one
third that's only fulfilled at work and bring

609
00:42:07.920 --> 00:42:10.000
it to at least two thirds,
it would it would fundamentally alter the whole

610
00:42:10.039 --> 00:42:15.800
course of all the waves, socially, economically, familiarly. I just so

611
00:42:16.480 --> 00:42:20.000
see that. And then I think
you also say in your book, like

612
00:42:20.039 --> 00:42:23.800
I talk about is the GALP Organization
says that across the globe, only fifteen

613
00:42:23.960 --> 00:42:29.000
percent of the whole the global warforce
is fully engaged in enthusiastic about their work.

614
00:42:29.039 --> 00:42:31.920
So eighty five percent is not here
in states as you say, it's

615
00:42:32.039 --> 00:42:36.199
it's better it's more like thirty five
percent. But if we could impact that,

616
00:42:36.480 --> 00:42:38.000
I certainly stand for that. That's
what I'm up for in life,

617
00:42:38.000 --> 00:42:43.239
and so I appreciate that. That
is I didn't realize that was what you

618
00:42:43.280 --> 00:42:45.199
were up to, And now I'm
even more excited to come. Well,

619
00:42:45.199 --> 00:42:47.800
it actually goes a step further.
So we're we've just been doing an eighteen

620
00:42:47.840 --> 00:42:54.159
months study with PwC and CCP out
of New York and really looking at what

621
00:42:54.199 --> 00:43:00.360
we see is a shift from the
idea of engagement to fulfillment and seeing change

622
00:43:00.360 --> 00:43:02.360
happened. So engagement was very much, to your point, something that Gallup

623
00:43:02.440 --> 00:43:07.360
is focused on coming out of the
information economy as a definition, and it

624
00:43:07.440 --> 00:43:10.239
really helped progress our thinking about work, but it's still based in a power

625
00:43:10.320 --> 00:43:15.400
dynamic and an understanding about the role
of work in our lives that's not actually

626
00:43:15.480 --> 00:43:19.760
based on what we know in science. What we're really looking at is fulfillment,

627
00:43:19.840 --> 00:43:22.960
which is really about something that's much
more of the responsibility that the individual

628
00:43:23.400 --> 00:43:28.599
than it is the organization. And
it's a really different way of thinking about

629
00:43:28.599 --> 00:43:34.719
workplace culture and about the employee value
proposition. So we did listening tour across

630
00:43:34.800 --> 00:43:37.559
eight cities, did interviews about one
hundred executives, and then did a survey

631
00:43:37.639 --> 00:43:42.920
of the US workforce and we're unveiling
all those results at the conference. And

632
00:43:43.000 --> 00:43:46.440
you know, we asked Americans questions
like would you rather be engaged or fulfilled

633
00:43:46.480 --> 00:43:50.880
at work? We looked at the
performance of people who were fulfilled versus those

634
00:43:50.920 --> 00:43:52.599
that were engaged. We looked a
tenure, we looked at a whole number

635
00:43:52.639 --> 00:43:55.639
of variables, and I think part
of we're trying to catalyze with this initial

636
00:43:55.679 --> 00:44:01.079
conference is a shift away from engagement
as a friend and towards fulfillment. No,

637
00:44:01.239 --> 00:44:04.559
I'm so on your bus for that
then, And I think that really

638
00:44:04.599 --> 00:44:07.519
also speaks to the notion of meaning. And I don't know if you know.

639
00:44:07.719 --> 00:44:12.840
I think her name is Emily Esfahani
Smith. She distinguished. Yeah,

640
00:44:12.880 --> 00:44:16.079
she distinguishes, you know, why
we're so obsessed with happiness when rather meaning

641
00:44:16.079 --> 00:44:20.880
would be much more interesting to get
her arms around. And I completely agree

642
00:44:20.880 --> 00:44:22.360
with her. So, I think
that's kind of along the lines of what

643
00:44:22.360 --> 00:44:25.280
you're saying, if I've got that
right, absolutely. I think that's often

644
00:44:25.320 --> 00:44:29.559
talk about being a parent as the
definition of what meaning is. It's not

645
00:44:29.559 --> 00:44:31.440
always happy, it's not always fun, but it's deeply meaningful, and that's

646
00:44:31.440 --> 00:44:37.960
the way work should be as well. I completely agree. Well, we're

647
00:44:37.960 --> 00:44:42.760
getting close to time here to finish
our ready, errand so is who should

648
00:44:42.760 --> 00:44:45.039
come to your conference? Who do
you think should show up to your conference?

649
00:44:45.480 --> 00:44:51.239
Yes, this event is really for
people who are actively working to advance

650
00:44:51.320 --> 00:44:57.000
fulfillment in the workforce. It's leaders
of human resources and talent at companies who

651
00:44:57.000 --> 00:45:02.079
are looking to really redesign that work, as well as consultants and others who

652
00:45:02.119 --> 00:45:07.800
are working to help spread best practices
among organizations. So you know, the

653
00:45:07.800 --> 00:45:10.679
first year it's it's designed is a
design studio, So it's very much focused

654
00:45:10.840 --> 00:45:15.760
on people who are wanting to roll
at their sleeves and like really participate and

655
00:45:15.760 --> 00:45:17.679
people who can actually make commitments coming
out of it. We're gonna tat it

656
00:45:17.760 --> 00:45:21.760
like the Clinton Global Initiative, where
at the end of it, everyone needs

657
00:45:21.760 --> 00:45:22.960
to make a pledge of what they're
going to do to advance the field.

658
00:45:23.039 --> 00:45:29.000
So the people who comm need to
be prepared to actually do something afterwards.

659
00:45:30.000 --> 00:45:31.920
I so love that. I'm completely
with you. I promise that I will

660
00:45:31.960 --> 00:45:36.480
make my pledge and hold my feet
to the fire. Love it. Okay,

661
00:45:36.559 --> 00:45:39.199
So in our last little bit of
time here, Aaron this knowing that

662
00:45:39.239 --> 00:45:44.280
this show is something that enjoys global
listenership, and it's really designed to help

663
00:45:44.280 --> 00:45:47.400
people more meaningfully and productively connect with
their work and also equip leaders across the

664
00:45:47.400 --> 00:45:51.800
globe to create an environment for that
to happen. What would you like to

665
00:45:51.840 --> 00:45:55.159
leave our listeners with I've done One
thing for me is just to be courageous

666
00:45:55.360 --> 00:45:59.840
and really looking at who you are
as a human being and what really matters

667
00:45:59.840 --> 00:46:02.000
to you, and letting go of
you know, what other people expect of

668
00:46:02.079 --> 00:46:05.960
you, what you've been told your
whole life you need to be or that

669
00:46:06.039 --> 00:46:08.119
identity and really thinking about who are
you, what is the impact you want

670
00:46:08.119 --> 00:46:13.199
to make, what are the values
that you know you really hold deer when

671
00:46:13.239 --> 00:46:16.320
you think about your worldview, and
what is a craft that's superpower that you

672
00:46:16.360 --> 00:46:21.480
know you have to add value And
to have the courage to really define your

673
00:46:21.519 --> 00:46:24.719
path along those lines, and that's
going to be really the rescue for success

674
00:46:24.719 --> 00:46:28.840
going forward, especially with the amount
of change going on and workforce, our

675
00:46:28.880 --> 00:46:31.440
skills are going to need to constantly
change. We're going to see such rapid

676
00:46:31.599 --> 00:46:36.920
adaptation. But if we're clear on
what our purpose is, we will be

677
00:46:37.360 --> 00:46:42.559
wildly successful in that that new reality. Here here in another Amen, Aaron,

678
00:46:42.639 --> 00:46:45.119
I want to thank you heartily for
joining me on the air. I've

679
00:46:45.119 --> 00:46:47.920
been so looking forward to this conversation. I cannot wait to meet you and

680
00:46:47.960 --> 00:46:52.400
the rest of the crew there in
Phoenix enter Tober twenty fifth for your Purpose

681
00:46:52.400 --> 00:46:57.719
twenty thirty conference. Thank you for
being our guest, Absolute pleasure. If

682
00:46:57.760 --> 00:47:00.519
you want to learn more about Aaron
Hurst and the work key this team are

683
00:47:00.519 --> 00:47:07.480
doing it imperative, visit their website. It's imperative dot com. That's imperative

684
00:47:07.880 --> 00:47:10.559
dot com. Imperative dot com.
Join us next week when we talk with

685
00:47:10.559 --> 00:47:15.679
Rebecca Bales from Luminal Learning. I
am a certified consult with Luminal Learning products,

686
00:47:15.719 --> 00:47:17.599
and we'll be talking about how both
of us use these assessments to develop

687
00:47:17.679 --> 00:47:22.519
leaders and coach executives to contribute their
best See you there. Remember that works

688
00:47:22.519 --> 00:47:25.599
at least a third of our life, So let's work on purpose. We

689
00:47:25.760 --> 00:47:30.800
hope you've enjoyed this week's program.
Be sure to tune in to Working on

690
00:47:30.840 --> 00:47:36.960
Purpose featuring your host Alice Cortez,
each week on the Voice America Empowerment Channel.

691
00:47:37.480 --> 00:47:39.639
This week, find your life's purpose
at work.