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 Cortes. 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 Cortes. I'm your host,

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Elise Cortes, joining 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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the meeting and work and 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 workforces across the

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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 if you have recorded podcast

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where you're on the air with Air
with Hugh Welsh, who was the President

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and General counsel of DSM, the
largest life sciences and material sciences company you've

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never heard of, as he likes
to say, we talked about how this

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twenty one thousand thousand employee, twelve
billion dollar company is entirely purpose led and

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performance driven, and has been for
at least the last eleven years. With

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their CEO at the Helm, Hugh
shared how being purpose led has contributed to

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the highest employee engagement rates in the
industry and the highest shareholder value they've ever

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had. He also shared how living
the company's purpose completely governs how they make

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strategic investments across the globe, like
creating a nutritious food program in Rwanda and

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cleaning up the Pacific Ocean garbage pile. Turns out, working from purpose is

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good for the bottom line as well. So with Us with Us this Week

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

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

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

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

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New economy. Previously, as the
founder of Taproot Foundation, Aaron catalyzed fifteen

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billion dollars of pro bonus service market. He joined it today from Seattle,

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Washington. Aaron, Welcome to Working
on Purpose. It's a pleasure to be

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with you. This is great.
It is great, and I have to

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tell you, let's just start by
getting getting the obvious out here. You've

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embarrassed me publicly, Aerin you know
how I'm excited to find it out.

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I brought your book with me,
The Purpose Economy, on my vacation to

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Australia and New Zealand. I read
it with such zeal and gusto that as

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I was highlighting and exuberantly gyrating to
your points, people in the planner are

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

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So thank you for that. The
sky marshall arrest you, and I

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wish then that would have put me
in the top 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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riveted with what you came up with. And as soon as I read that,

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that's when I reached right out to
you and said, Aaron, would

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you please come on my show?
So thanks for that, and the work

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is amazing, Aaron. I want
to just snuggle up in that mind of

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

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Okay, So you know that book
that you wrote is I think it's incredibly

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well written and it's just full of
interesting history and research from your own work

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at tap Roots. So before we
get into the book itself, can we

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start with how and why you founded
tap Root before you started Imperative. Absolutely,

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and thanks for the kind words,
and it's great to hear it.

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The book really resonated with you put
a lot of energy into books, so

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

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

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

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So Taproot foundation to me largely from
starting my career after college working in intercity

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education in Chicago and really seeing that
nonprofit organizations working in inner city education were

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just hitting a wall in terms of
their ability to make an impact. They

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had great visions, but they had
a long time ago given up on actually

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achieving those visions, and it'd sort
of fallen into this almost like poverty mentality

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around what was possible and what could
be done. And as someone who was

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at the time twenty one facing a
long career ahead of me, just sort

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of stepped back and said, I
can't sort of work in the sector and

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working for organizations that are so inspiring
but fall so short year after year after

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year, and decided that I really
wanted to go figure out how is it

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that organizations are able to scale and
actually achieve their vision? And this is

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nineteen ninety seven, and to me, the best place to go figure that

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out was Silicon Valley, and I
moved there, worked in two startups,

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both of which were under ten people
at the time, and stayed there for

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two years a little over two years
each, and saw them scale to several

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hundred people each, and in that
process really came to understand how organizations scale,

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how they're actually able to be on
trajectory to do something groundbreaking and at

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a large scale, and you know, the most obvious answer is money,

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and I think I could have figured
that out after about thirty seconds. But

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the piece that really inspired the start
of the Tabard Foundation was realizing that what

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these startups did is they hired the
functional talent they needed before they needed it.

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They brought on the senior marketing people, the senior tech people, the

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senior HR people to lay the runway
so that the organization could take off,

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whereas in the nonprofits I'd worked in, they never hired those people, and

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if they did, they were way
after they needed them and the plane had

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already skid it off the runway.
It was just trying to sort of survive.

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

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

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

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

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you know, you and I know
companies take for granted. And that really

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was the start of the Tapert Foundation. Started calling on companies and individuals to

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not just donate their time to do
traditional volunteering, but saying, you know,

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where nonprofits really need you is not
cleaning up a park, it's building

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their website, it's designing their strategic
plan. So brilliant, and lots of

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things that you said in there that
I resonate with and part of it for

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me, as I said in my
introduction, have been very fascinated that people

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find meaning in their work and where
they are themselves in terms of their identities,

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and so now add the strategic piece
to that, I'm really interested.

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So thank you for that. I
was fascinated to hear about what you had

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done with Taffrut, and I do
want to talk more about where you're doing

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it imperative a little bit later,
but I want to dive into the book

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next if we can, okay.
So in the first and foremost, Aaron,

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you distinguish in the book that developed
nations like the US have experienced four

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distinct economies in the last few centuries, and I was very interested in how

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you laid them out, the agrarian, industrial information and now the purpose economy,

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and that they all build on each
other. So first, can you

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help us understand for those of us
or those in the crowd who have never

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heard that term purpose economy, what
is it and how did it come about?

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Yeah? Absolutely, so I geek
out on this stuff, so I'll

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try to keep with that. Let
get too So my uncle actually was a

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PhD candidate at Stanford in the seventies
and coined the term information economy in his

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dissertation and showed how we had actually
made that shift from a guarian to industrial

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to now an information economy. And
I really was fascinated by this idea that

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these economies emerge over time. And
a lot of times people talk about this

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economy of that economy, they're talking
about micro economies that are subsets of the

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broader economy. So there might be, you know, a skills economy,

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you might have a volunteer economy,
you might have a communications economy, of

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all these sort of sub economies,
but there's these macro economies that are eros

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and time that define the fundamental organizing
principles for labor and consumption. Value creation

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happens. So you start with the
agrarian economy, where you know, people

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went from being nomads to figuring out
how to farm. You started having people

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have land rights and owning land,
and you started seeing the emergency of something

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called a job, which didn't exist
before then, and people basically who own

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land were able to get people who
didn't to work that land because that was

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the only way that they could survive
or make a living. And there was

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a z when we saw the rise
of slavery, et cetera. And this

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economy value is all about land and
land ownership, land control. It then

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evolved into the industrial economy where we
learned and how to create machines that could

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enable to do things from flying to
driving to building factories, et cetera.

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And this was a fundamental shift to
where raw materials became sort of the core

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the core value and the nature of
work changed again. We saw people were

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now sort of moving into cities,
there was much more of it. There

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was the rise of organized labor.
There was much more of a consciousness about

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the idea of workers' rights. We
also saw an in cremendous amount of abuse

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during that, you know, 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, et cetera. You know,

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telephones, this is all built on
this information economy that started, you

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know, well over one hundred years
ago, but really sort of came to

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be the dominant economy about fifty years
ago. And this economy, the core

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values actually became increasingly the employee because
of the knowledge worker was what was enabling

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information to the technology be building for
information to be shared, and we shifted

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the role in the economy from the
sort of manufacturing model to one in which

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employees were actually the source of value
creation. And what we've seen as a

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natural evolution of that now is that
people are more and more empowered, and

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they're looking at their lives and they're
wanting something more from their work now that

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they've sort of at the center of
the equation and they're really looking for purpose

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and fulfillment. And that's changing how
they're looking for work. It's changing what

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

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the whole equation for the workforce as
we move into this purpose economy. And

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then secondly, it's really changed consumption. If you look at where the bulk

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of innovation and growth is happening in
the economy, that's new. It's coming

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out of people's need for fulfillment,
the development of communities, the development of

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people being able to make an impact
and people able to grow. So the

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Purpose Economy the book sort of the
core thesis is that we're now in the

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

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information economy, this is an incredible
time to be alive and to be able

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

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is new we'll build together. Gorgeous, Aaron, What a way to recap

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a lot of centuries of time there. What else I remember if I think

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I've got this right, and correct
if I'm wrong when I think I remember

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you writing about too, is that
the two thousand and eight recession also ushered

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in a need for stability in ourselves
versus employers and pretty more meaning at things

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that maybe maybe within our control.
Do I have that right? No,

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absolutely, And if you think about
the old the old model around work,

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as people generally had a profession or
a job, and they had that through

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

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

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

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define themselves based on who they are, not just their profession. And then

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to your point, in the two
thousand and eight recession, we had a

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whole generation that came into the job
market unable to enter that market with a

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clear sense of identity around profession,
role, or industry and had to figure

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

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they had a cynicism from seeing the
banking industry implode. You're building off

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of also, you know nine to
eleven, seven years earlier, where I

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

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

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

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

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thousand and eight, that really was
a think galvanizing sort of year for much

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of this change, and I think
a lot of people can point to that

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year is being very pivotal for them, myself included. I tried to start

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a startup around that time. Eron. 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

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

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

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I especially into this conversation. But
also what's happening in the news these days

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is really the rise of women in
the workforce, because in sure the old

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economies, 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 weren't 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 seen 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 into corporations now
the top talent is women. And then

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secondly, all the work that then
has to be outsourced because they're no longer

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playing that domestic role. Now are
actual jobs that have money that is being

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transactive, which is suddenly making this
massive economy actually visible to everyone and not

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invisible as it was in the past. So the changing role of women in

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society is one of the largest causes
for this change. And what we've found

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is that women are fifty percent more
likely to embrace purpose than men when it

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comes to work, and that many
of the sort of attributes we see associated

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with that are actually much more aligned
with what the research is showing creates an

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effective workforce. So to me,
the purpose economy a large degree is the

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women's economy, and I think it's
the first economy that really is an economy

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that's designed around optimization of women versus
men. Well, of course, you

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know, I find that fascinating in
part because I'm a woman and too,

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I'm a single woman. I'm divorced, and I'm on my own and I

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take care of myself and my work
is very important to me. So and

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I think how you described how the
work that we had been doing previously is

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now being transacted and therefore money has
exchanged just really fascinating. Part of how

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things changing so I know there's a
lot more we can pull out of your

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arm, but let's grab a quick
break, real quick. I'm Elise Cortes,

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your host Win on the air with
Aaron Hurst, the foremost expert on

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

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your desire for impact, personal growth
and community is changing the world. 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, and joins 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 the personal and social purpose of
it. See with us. Will be

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right back. Alis Cortes is a
speaker and engagement and development catalyst. She

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

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

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

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to speak to your organization, please
visit her at www dot Elisecortes dot com.

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She would welcome the opportunity to help
get your eployees working on purpose.

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This is working on Purpose with Elise
Cortes. To reach our program today,

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send an email to a Lease Alise
at Aleascortes dot com. Now back to

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working on Purpose if you're just joining
us. My guest is Aaron Hurst,

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the foremost expert on the science of
purpose at work and author of The Purpose

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Economy, How your desire for impact, personal growth, and Community is changing

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

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platform for leaders in the New economy. He and Imperative are also one of

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the organizers of the Purpose twenty thirty
conference on October twenty fifth in Phoenix,

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Arizona, where I do get to
a ten. I'm looking forward to it.

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

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

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you have a very distinct definition of
purpose in your book that I thought

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

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

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and community. Can you tell us
why all three of those ingredients are

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important? Absolutely? So, it's
interesting. I actually went and I think

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one of the great things that working
at the Tapert Foundation was just the access

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

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

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personal purpose statements. And many of
you, and at least you may have

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

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

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

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and looked at hundreds and thousands of
them, started to really understand the components

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that defined someone's purpose through that lens. So you know, one was really

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around community or impact. You need
to in your purpose feel like you're fundamentally

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at work making and impact towards something. You feel like your work matters,

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you have a sense of significance from
that work, and that that's at the

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core of your purpose. Secondly,
you know it really has to do with

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your values and really at the core, like what is it that you believe

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is the set of values about how
the world progresses? The funnel set of

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values about what you believe is right
or wrong, because that impacts sort of

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your purpose and how you want to
go out into the world and the judgments

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that come with that. And then
finally, which is around growth, and

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it's really around craft, which is
there is the superpower that you bring into

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the world to go about creating that
change in alignment with those values. So

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purpose is really multi dimensional because just
talking about impact is simplistic. Just talking

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about values would be too simplistic.
And you know what has been the trend

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and modern workforce is just focus about
focusing on your craft and strengths leaves out

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the human aspect of your work.
So when we bring to other purpose now

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from a science perspective and helping people
will act on it, that's really bring

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those three components together. And that's
sort of the sort of next iteration of

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our understanding, building even off of
what was in the book in the last

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few years based on more and more
research. I love all of that,

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Aaron, So this reminds me.
I spoke to a group of women a

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few weeks ago, and I spoke
about, of course, the importance of

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being able to discover and work from
their their their purpose, and one of

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the young women in the crowd said
to me, she asked the whole crowd

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actually, and then addressed it to
me. She said, well, hold

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on here, why does it even
Why does it matter that? Why is

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purpose so important? And you're talking
about what I'm getting from it as an

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individual? You know, why is
that so important? And I gave her

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a response. But before I share
what I what I said, would you

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say, why does purpose really matter
for individuals? Oh? My god?

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Any other like four hours on that
one, Okay? So I was like,

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the uh, I think if you
look at it from a stific standpoint,

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why it matters is that, at
the end of the day, the

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

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is fulfillment. And fulfillment is based
on an actual neurological chemical reactions, So

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we gain a sense of fulfillment when
we have serotonin, oxytocin, and dopamine

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firing in our brains. It creates
that reward that is what we call fulfillment,

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and we don't all get fulfillment from
the exact same things. Our purpose

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actually helps to navigate to define how
we approach work in a way in which

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those neurotoxins as neurochemicals are released that's
specific to us So when you know your

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sense of purpose, when you are
aware of that in your day to day

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work, you're aligning and optimizing your
work to basically maximize the degree to which

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you're getting that fulfillment from your work. That leads to a whole range of

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outcomes. When in the studies we've
done, people who are working with purpose,

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working that on align and outperformed and
outmeasured their peers in every single category

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we've studied. So, whether it's
about making money, whether it's about becoming

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a leader, whether it's about becoming
exceptional what you do, whatever it is

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that you care most about, it
work as a measure of success. When

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you're operating in alignment with your purpose, your odds of getting there are substantially

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better and you're much more likely to
be fulfilled, which then just quickly you

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bring home, which affects your kids, it affects your family, and it's

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it creates a whole stew of goodness. I love that at stew of goodness.

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I love that well, And that
is pretty much what I said,

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but I said it very differently.
What I said to her is I said,

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well, if you're going to make
an impact in the world, the

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energy has to start from someplace,
and that energy is you and if you

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aren't in what you're describing to me, is also speaks to intrinsic motivation.

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Right, Nobody has to tap you
on the shoulder to say to do it.

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It's within you and it comes out. So I love the way that

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you presenced all of that, Aaron, that that was the response that I

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showed given Okay, youre is more
powerful mine just explaining a science behind it.

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Okay, Well, well so let's
go on then to maybe the social

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purpose here. I think this is
really intriguing for the work that both you

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and I do. But the idea
of what do you mean by purpose economy

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organization? Yep, absolutely so.
You know, just like in the previous

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economies, you can think about immediately
an agrarian business, you can think about

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an industrial business, and you can
think about an information economy business. You

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know, what does a purpose economy
business look like? And we really define

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it in two different ways. One
is tied to how it's serving its customers

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and with its customers. Is it
fundamentally sort of driving fulfillment for them in

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one way or another? Is it
aligning with what we know generates well being

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a fulfillment for you know, for
people. And then the second one has

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to do with its role as an
employer and is it a culture where there's

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the psychological safety, where there's the
employee self discovery and self awareness, where

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there's the organizational purpose. It creates
a culture where people are able to thrive

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and where people are truly valued as
human beings. So it's really two sides

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of that equation. You've got to
have both how you're interacting with human beings

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as customers and then your human beings
that are behind your walls. Boy,

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if that doesn't describe the conversation that
I had last week with Hugh Wells from

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DSM, I don't know what does. And yeah, that's sounds like,

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yeah, he really talked about how
the organization is really all about conducting itself

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first to be able to serve people
across the globe, not from the vantage

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point of just making money that wasn't
enough, and in so doing, to

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really really enroll employees to lean into
their place of how they were connected to

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that purpose, which is, as
you said before, incredibly fulfilling. Absolutely,

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and if you think about if you
think about that, it's not a

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pure no organization is purely one thing
or another. If you think about the

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largest, most successful information economy companies, they still did a lot of industrial

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

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that 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

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

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their culture, how's their culture being
defined? Mm hmmm, Well, so

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here we are talking about the kind
of things that show up well for an

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organization here. But I'm interested in
how you might somebody's on the somebody's listening

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to this conversation wondering, well is
that us or how do we know if

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we're actually working from purpose? So
what signs are symptoms mind a leader or

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someone who works for our company see
that would alert them to this need to

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address purpose in the organization. Yeah, I mean, I don't know.

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If you're a Star Wars fan,
Star Wars is always the easiest way for

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me to understand it is that when
you're working with purpose, it really is,

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you know, the light side of
the forest versus the dark side of

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the force. For those of you
that are Star Wars fans. If you

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think about what that means, when
you're working with purpose, you're operating out

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of a sense of abundance, You're
not operating off of a sense of scarcity.

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You're operating with a sense of personal
self worth and not operating out of

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a sense of low self worth.
You're operating out of seeing potential in people

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and inspiring people to realize that potential
versus using fear as a tactic to try

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to get people to do things or
extrinsic motivations as your sole sort of driver

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of that, you're really creating a
culture where you feel like you're seen and

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you're able to see other people for
who they truly are. And a lot

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of it which actually I was raised
of Jewish descent but raised Buddhist, and

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a lot of the Star Wars mythology
comes out of the Jewish tradition. But

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this whole idea of letting go of
attachment, I think when you really are

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working with purpose, you're focused on
what truly matters and your sense of attachment,

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there's something you let go of,
and that's where you're able to let

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go of a lot of the fear
that I think causes a lot of cultures

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to go to the dark side of
the forest. Aaron, we have to

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have you back on the show just
to talk about your whole background and how

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that mind of yours has developed.
It's fascinating that you have a Jewish background

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and you grew up Buddhist. That's
fascinating, interesting and I love that.

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I mean I could geek out all
over the place on that as a social

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scientist. So Standley might have to
come back for that. But before we

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

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some of the work that you and
your team do it Imperative. I know

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that you're a leadership development platform for
the purpose economy, but it's always interesting

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

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

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is for two fronts. One as
our research arm which is really around understanding

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the science of fulfillment and advancing our
understanding as a society about fulfillment and purpose.

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The commercial side of our work is
working with employers to help activate purpose

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in their cultures. I mean,
we now have a very clear business case

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for a purpose and companies are asking
not why do we do it, but

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how do we do it? And
imperatives a very simple platform, and what

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we've done is taken all the research
and data science that have developed and created

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an employee assessment that helps each employee
very quickly understand what their psychological purpose drivers

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are, helps them formulate that purpose
statement, It helps them see how that

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purpose impacts everything from their relationships to
how they want to grow, to the

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impact that they want to make,
so they can start to chart their career

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based on their purpose, not based
on other people's purpose. And this platform

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is being used by one hundred companies
at this point, and it's typically being

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used in career development, leadership development, and manager development programs. Much like

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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 strength 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 in 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

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working towards a collective. Good.
Wow, you're reminding me just really quick

410
00:28:47.279 --> 00:28:49.079
here. When I go and speak
on the research that I did around loads

411
00:28:49.079 --> 00:28:52.839
and engagement, I found fifteen unique
ways that people experience meaning and their work

412
00:28:52.839 --> 00:28:56.519
in relation to their identity. And
when I speak on that, Aaron,

413
00:28:56.079 --> 00:28:59.680
I'm wondering if the same thing happens
to your riding says. What happens is

414
00:28:59.720 --> 00:29:02.079
they go, oh, Wow,
here's my mode that I'm experiencing. Wow,

415
00:29:02.119 --> 00:29:04.279
And there's these other fourteen I had
no idea those kinds of other ways

416
00:29:04.279 --> 00:29:08.839
of how people connect work exist and
wow, I might like to experience one

417
00:29:08.839 --> 00:29:12.319
of them instead. And so there's
this notion, and I think a lot

418
00:29:12.359 --> 00:29:17.440
of people walk through life thinking that
this is however it is that they're experiencing

419
00:29:17.440 --> 00:29:19.720
work and connected to it is the
same for everyone else, and it just

420
00:29:19.880 --> 00:29:22.880
isn't. So it's limiting as well. I got to believe that. You

421
00:29:22.960 --> 00:29:26.799
completely find that all the time too. Yeah, I think on different variables,

422
00:29:26.880 --> 00:29:30.880
right, So give you one examples. We've found that among purpose driven

423
00:29:30.920 --> 00:29:36.599
leaders there's really three different flavors of
this and that traditionally we've only as a

424
00:29:36.599 --> 00:29:40.160
society celebrated or acknowledged one, which
is the impact driven leader. It's the

425
00:29:40.200 --> 00:29:42.400
person who's driven by the question of
how do I make an impact? What

426
00:29:42.519 --> 00:29:45.680
is the impact I want to make? This is usually a very inspiring leader.

427
00:29:47.119 --> 00:29:48.640
It's the person that typically gets the
press. It's the person and we

428
00:29:48.720 --> 00:29:52.720
often talk about when we talk about
a purpose driven leader, but it's really

429
00:29:52.799 --> 00:29:56.359
only a third of purpose driven leaders
of that mindset. The other two are

430
00:29:57.160 --> 00:30:00.519
values driven leaders who ask the question
more what is the right thing to do?

431
00:30:00.759 --> 00:30:03.920
Which isn't always impact, it's what
is the right thing to do?

432
00:30:04.039 --> 00:30:07.119
How do we do this with integrity? How do we always do the right

433
00:30:07.200 --> 00:30:11.880
thing? And these are very often
CEOs and leaders who are able to operate

434
00:30:11.880 --> 00:30:15.559
across many different issues, and they're
known for integrity and building cultures where others

435
00:30:15.599 --> 00:30:19.440
can innovate and where there's a deep
mutual respect. And then the final one

436
00:30:19.480 --> 00:30:23.440
is craft driven leaders, which are
people for whom the journeys as important as

437
00:30:23.440 --> 00:30:26.559
the results, and it's about how
do we do this well, what is

438
00:30:26.599 --> 00:30:32.319
the right way to do this?
And they create exceptional cultures of craftsmanship,

439
00:30:32.400 --> 00:30:36.960
exceptional cultures around sort of the beauty
of the work itself. And I think

440
00:30:36.960 --> 00:30:40.759
a lot of people don't realize that
they may be a purpose driven leader,

441
00:30:40.759 --> 00:30:45.039
but because they aren't an impact driven
leader, that they thought that they didn't

442
00:30:45.079 --> 00:30:48.359
count in the definition. So just
trying to have that much more inclusive definition

443
00:30:48.400 --> 00:30:52.279
of purpose based on truth. I
love that all of that, and I

444
00:30:52.279 --> 00:30:57.079
appreciate you distinguished impact values and craft
driven. Some of those same themes,

445
00:30:57.079 --> 00:31:00.400
of course came with from my research
too, and I do want stand the

446
00:31:00.440 --> 00:31:03.599
importance of each of them, and
certain of the craft driven piece Aaron,

447
00:31:03.680 --> 00:31:10.039
that piece of really taking seriously the
beauty and ongoing development of your craft is

448
00:31:10.039 --> 00:31:12.519
important for a lot of people and
is certainly very purposeful. No, and

449
00:31:12.559 --> 00:31:18.079
I think the industrial information economy tried
really hard to remove that from the workplace.

450
00:31:18.200 --> 00:31:21.240
It was all about efficiency, and
it was about the ends justifying the

451
00:31:21.319 --> 00:31:25.000
means, and people who wanted to
do things well, and most cultures were

452
00:31:25.000 --> 00:31:27.519
seen as slowing down the process.
But if you go back hundreds and hundreds

453
00:31:27.519 --> 00:31:33.039
of years and you think about operating
in a small village and the traditional jobs

454
00:31:33.079 --> 00:31:36.599
you'd find in a small village,
so much of where we gained value is

455
00:31:36.640 --> 00:31:40.400
actually through that process of the quality
of the work. You think about an

456
00:31:40.480 --> 00:31:44.160
artist, I would say an artist
is purpose driven even though there's no sort

457
00:31:44.160 --> 00:31:47.279
of necessary impact. It's the craft
itself. And I think we've lost that

458
00:31:47.319 --> 00:31:52.079
in our society. I think that's
part of what's coming back now. I

459
00:31:52.160 --> 00:31:56.279
hope so, because I will certainly
celebrate that. AMT right. Okay,

460
00:31:56.359 --> 00:31:59.960
let's grab our last break here,
Aaron. I'm Alice Cortez, your home

461
00:32:00.000 --> 00:32:02.119
HOSTO on the air with Aaron Hurst, the foremost expert on the science of

462
00:32:02.160 --> 00:32:06.960
purpose at work and the author of
the Purpose Economy, How your desire for

463
00:32:07.000 --> 00:32:09.799
impact, personal growth and community is
changing the world. He is the CEO

464
00:32:09.839 --> 00:32:14.680
and co founder of Imperative, the
technology platform for leaders in the New Economy,

465
00:32:14.680 --> 00:32:16.640
and joins us today from Seattle,
Washington, we've been talking a bit

466
00:32:16.640 --> 00:32:20.839
about how personal and social purpose shows
up. After the break, we're going

467
00:32:20.880 --> 00:32:22.519
to talk about moving markets and some
of the work that he's doing to build

468
00:32:22.519 --> 00:32:25.640
a community around his conference. Stay
with us, we'll be right back.

469
00:32:27.000 --> 00:32:31.279
Alis Cortes is a speaker and engagement
and development catalyst. She designs and delivers

470
00:32:31.279 --> 00:32:37.039
professional development, leadership and engagement workshops
and can bring her expertise to your organization.

471
00:32:37.279 --> 00:32:43.319
She will help ignite meaningful development within
your workforce that will increase employee engagement,

472
00:32:43.400 --> 00:32:46.359
performance and retention. To learn more
or to invite Elise to speak to

473
00:32:46.440 --> 00:32:52.160
your organization, please visit her at
www dot Elisecortes dot com. She would

474
00:32:52.200 --> 00:33:04.559
welcome the opportunity to help get your
employees working on purpose. This is working

475
00:33:04.599 --> 00:33:08.440
on Purpose with Elise Cortes. To
reach our program today, send an email

476
00:33:08.480 --> 00:33:16.000
to a lease Alise at aliscortes dot
com. Now back to working on Purpose.

477
00:33:17.480 --> 00:33:21.319
If you're just tuning in. My
guest is Aaron Hurst, the foremost

478
00:33:21.359 --> 00:33:24.160
expert on the science of purpose at
work and the author of The Purpose Economy.

479
00:33:24.240 --> 00:33:28.839
How You Are Desired for Impact,
Personal growth and community is changing the

480
00:33:28.839 --> 00:33:31.680
world. He is the CEO and
co founder of Imperative, the technology platform

481
00:33:31.680 --> 00:33:35.839
for leaders in the New Economy.
He and Imperative are also one of the

482
00:33:35.960 --> 00:33:39.799
organizers of the Purpose twenty thirty conference
on October twenty fifth, twenty eighteen,

483
00:33:39.839 --> 00:33:45.720
in Phoenix, Arizona. I'm your
host, Elise Cortes. So before we

484
00:33:45.759 --> 00:33:47.799
get into a bit more about that
conference that I just mentioned, i'd love

485
00:33:47.799 --> 00:33:52.119
it if you could share Aaron's always
interesting for people who maybe hearing this idea

486
00:33:52.119 --> 00:33:54.480
of the purpose economy for the first
time, they might think of it as

487
00:33:54.480 --> 00:34:00.400
being very, very squishy and abstract. So can you can you give us

488
00:34:00.440 --> 00:34:04.359
an example of maybe before and after
that you've worked with a company, if

489
00:34:04.400 --> 00:34:06.480
you don't want to give away their
identity, does some make sense, that's

490
00:34:06.519 --> 00:34:08.800
great, but just to help us
understand what did it look like before you

491
00:34:08.840 --> 00:34:14.039
began working with a company and what
did it look like afterwards. Yeah.

492
00:34:14.239 --> 00:34:16.199
Absolutely, And we're not a consultancy, so it's not a question of like

493
00:34:16.280 --> 00:34:21.599
working with them on like a broader
strategy. It's really around the talent side

494
00:34:21.599 --> 00:34:25.360
of what they're doing and activating purpose
in these in these programs. So you

495
00:34:25.400 --> 00:34:30.199
know, without sharing a specific client
by name, just talk about for generally

496
00:34:30.800 --> 00:34:35.960
what we've seen. What we've seen
some of the most successful work has actually

497
00:34:35.960 --> 00:34:38.639
been around onboarding of new employees.
So at least you've just been hired by

498
00:34:38.679 --> 00:34:44.239
a new company, it's your first
day. How is that company sending you

499
00:34:44.280 --> 00:34:49.440
a message around the fact that your
purpose matters and that purpose is something that's

500
00:34:49.480 --> 00:34:53.400
core to this culture. So having
that employee take our purpose assessment, in

501
00:34:53.440 --> 00:34:58.000
that assessment's customized to that employer,
so it actually says, given your purpose,

502
00:34:58.079 --> 00:35:00.800
this is why our company values that
purpose, and here's how we're hoping

503
00:35:00.840 --> 00:35:05.159
you can bring that purpose to work
every day. They then are able to

504
00:35:05.199 --> 00:35:07.639
go in and sit down with their
new manager and their new team and to

505
00:35:07.679 --> 00:35:12.239
really quickly, you know, pack
their job and refine that job so that

506
00:35:12.280 --> 00:35:14.840
it realally fits sort of who they
are, and to get to know the

507
00:35:14.840 --> 00:35:17.559
people on their teams so much more
quickly, so you build that psychological safety

508
00:35:17.559 --> 00:35:22.440
that enables them to perform much more
quickly. So when you start to see

509
00:35:22.440 --> 00:35:24.880
that happen over you know, onboarding
class, you know one, two,

510
00:35:24.920 --> 00:35:29.400
three, four, five, six, you start building a whole language around

511
00:35:29.440 --> 00:35:32.760
purpose internally, and you start to
build connections between people where there's a lot

512
00:35:32.800 --> 00:35:37.400
more psychological safety, and you start
to see through that psychological safety teams are

513
00:35:37.480 --> 00:35:43.199
much more consistently, you know,
hitting their goals, innovating, driving change

514
00:35:43.440 --> 00:35:46.400
because psychological safety, the research has
shown over and over again, is really

515
00:35:46.480 --> 00:35:51.840
the key to success. And yet
most programs and most of the work done

516
00:35:51.840 --> 00:35:57.679
by HR to date has actually made
psychological safety harder, not easier. Yes,

517
00:35:57.840 --> 00:36:00.119
I know exactly what you mean,
Aaron, because of the world work

518
00:36:00.159 --> 00:36:05.079
that I do consulting with organizations,
the fear factor within organizations is so palpable.

519
00:36:05.199 --> 00:36:08.960
Sometimes it's just really really frightening and
scary to imagine that every day people

520
00:36:08.960 --> 00:36:13.719
are dangling themselves into this kind of
pond, right, and then back to

521
00:36:13.760 --> 00:36:15.559
your point, and then taking it
back home, and then it impacts our

522
00:36:15.599 --> 00:36:21.280
families, their children, and their
communities. And oh, it's definitely work

523
00:36:21.360 --> 00:36:24.519
well worth doing. Yeah. Yeah. And another example that just what we

524
00:36:24.559 --> 00:36:28.440
found a lot of companies were reading
the purpose economy. They're going out and

525
00:36:28.519 --> 00:36:32.280
hiring marketing agencies that came up with
an organizational purpose and they would spend a

526
00:36:32.280 --> 00:36:37.840
million dollars defining it. They put
it on their website, they'd laminated and

527
00:36:37.840 --> 00:36:40.039
put it all over the walls,
and it just wasn't sticking. And what

528
00:36:40.079 --> 00:36:44.599
we found was that the problem was
they weren't connecting it down to individual purpose.

529
00:36:44.960 --> 00:36:47.320
It was only operating up in the
clouds at the organizational level. And

530
00:36:47.360 --> 00:36:51.360
we've increased something and working with companies
that when they roll out purpose for the

531
00:36:51.360 --> 00:36:53.639
first time in their company, they're
doing that with our platform, so that

532
00:36:53.679 --> 00:36:59.480
each individual understands that connection and they
see why the organization's purpose and there's fits

533
00:36:59.519 --> 00:37:01.639
together. And I think that's one
of those places where you really see the

534
00:37:01.679 --> 00:37:07.719
magic and you ensure the purpose actually
has legs. I completely agree with that,

535
00:37:07.880 --> 00:37:10.119
And in fact, one of the
things that Hugh said on the show

536
00:37:10.159 --> 00:37:15.599
last week is when I asked him
about how did it show up within DSM,

537
00:37:15.639 --> 00:37:19.920
he said, the place buzzes yep, exactly. Who doesn't want to

538
00:37:19.920 --> 00:37:23.119
work in a place like that?
Indeed, well, so I want to

539
00:37:23.119 --> 00:37:25.480
move on next if we can here. And one of the things I appreciated

540
00:37:25.519 --> 00:37:28.920
about the way you organize your book
is you talk to us about what is

541
00:37:28.960 --> 00:37:30.760
the purpose economy. You go into
the personal piece of it, the social

542
00:37:30.760 --> 00:37:35.679
piece of it, and you got
a whole section there about then moving markets,

543
00:37:35.719 --> 00:37:39.079
which I think is really really fascinating
and this really gets to see the

544
00:37:39.159 --> 00:37:44.079
impact here. So will you say
a little bit about the opportunity you see

545
00:37:44.079 --> 00:37:47.119
in the purpose economy to shape and
build markets. Yeah, I mean if

546
00:37:47.119 --> 00:37:52.480
you just think back to what markets
have changed and which new markets emerged with

547
00:37:52.519 --> 00:37:55.239
the information economy, I mean it's
startling. I mean, the whole companies

548
00:37:55.239 --> 00:38:00.000
that we thought were the bedrocks,
the blue chip companies fell off the face

549
00:38:00.119 --> 00:38:05.400
of the earth, and new ones
emerged quickly that became massive organizations. You

550
00:38:05.440 --> 00:38:08.960
saw a whole new sub economies emerged. And think about all the change that

551
00:38:09.039 --> 00:38:14.559
happened with the information economy and the
same things happening again with the purpose economy,

552
00:38:14.599 --> 00:38:19.280
where old companies that aren't able to
adapt or falling off, new ones

553
00:38:19.320 --> 00:38:22.880
are emerging and through the way in
which we're working to change markets is shifting

554
00:38:22.920 --> 00:38:27.559
rat I mean, great example that
my wife is the head of global sustainability

555
00:38:27.559 --> 00:38:30.519
at Amazon, and just thinking about
that as an industry that did not exist

556
00:38:30.760 --> 00:38:34.440
that long ago, I mean,
it exists at a very small scale,

557
00:38:34.639 --> 00:38:38.440
and just how that's turned into an
entire economy sub economy around sustainability and energy

558
00:38:38.480 --> 00:38:44.519
and everything from how we manufacture to
how we use energy, et cetera.

559
00:38:45.920 --> 00:38:49.079
And what I what I do in
the book is I share the research I

560
00:38:49.079 --> 00:38:51.480
did because at Taprit I was starting
to get frustrated. I felt like,

561
00:38:51.480 --> 00:38:53.639
Okay, we're helping all these nonprofits
that they're marketing at tech their HR,

562
00:38:54.039 --> 00:38:58.400
but we're not really seeing progress on
the broader social issues. And I started

563
00:38:58.719 --> 00:39:02.840
doing research to look at when there
was human intervention to create social change,

564
00:39:02.960 --> 00:39:07.360
what actually caused that change because I
saw so many people working to create change,

565
00:39:07.360 --> 00:39:10.360
but they each started as if there
was no existing playbook or there was

566
00:39:10.400 --> 00:39:15.239
any precedent in the past. And
after reviewing just hundreds and hundreds of examples

567
00:39:15.320 --> 00:39:21.800
of social change, realized there were
really only five strategies that were used,

568
00:39:21.840 --> 00:39:24.639
and I didn't find the same example
where less than three of them were utilized.

569
00:39:24.679 --> 00:39:29.880
And the books are lays out what
those are and how to think about

570
00:39:29.880 --> 00:39:32.199
if there's a change you want to
make in the world in this new economy,

571
00:39:32.519 --> 00:39:36.400
how to do that in a very
systemic, systematic way so that you're

572
00:39:36.480 --> 00:39:39.199
much more likely to be successful.
And to your point, we're really using

573
00:39:39.239 --> 00:39:45.239
this as a frame for our conference
that's coming up in a month, and

574
00:39:45.039 --> 00:39:50.880
really trying to work to change an
issue that you and I are was passionate

575
00:39:50.920 --> 00:39:55.639
about, which is fulfillment in the
workforce. Wow, well let's talk about

576
00:39:55.639 --> 00:39:59.760
that next, if we can.
I was really really intrigued, Aaron,

577
00:40:00.000 --> 00:40:02.880
I discovered that you were hosting this
conference, and I think I might have

578
00:40:02.960 --> 00:40:07.639
mentioned to you I had planned on
hosting my own conference to convene people around

579
00:40:07.639 --> 00:40:09.599
the topic because I think it's really
important, and the more brilliant minds we

580
00:40:09.639 --> 00:40:12.559
can get on at, the better
the outcome, it seemed to me.

581
00:40:12.639 --> 00:40:15.000
And then when I saw yours,
I was like, heck, he's got

582
00:40:15.000 --> 00:40:17.840
a bigger bus. I think I'll
just join his. So welcome aboard.

583
00:40:17.840 --> 00:40:21.039
We're excited to have you on board. Thank you, thank you. I'm

584
00:40:21.079 --> 00:40:23.519
so excited I can hardly stand it. But first, let's talk about the

585
00:40:23.880 --> 00:40:27.440
title. I know a little bit
about this, but I don't want to

586
00:40:27.519 --> 00:40:31.559
give the spoiler purpose twenty thirty.
So why the name? Yep? So

587
00:40:32.119 --> 00:40:36.960
A lot of conferences are about sharing
best practices. They are about getting people

588
00:40:37.000 --> 00:40:38.400
to get up in front of a
stage and talk about how great they are

589
00:40:38.480 --> 00:40:42.679
and their latest ideas. And I'm
guilty of being that person many times.

590
00:40:43.239 --> 00:40:45.679
What I wanted to do here is
very different which is to actually put a

591
00:40:45.800 --> 00:40:52.039
purpose behind this convening, and that
is really around fulfillment at work. We

592
00:40:52.079 --> 00:40:55.800
did a study a couple of years
back and found that only about a third

593
00:40:55.840 --> 00:41:00.880
of the workforce is fulfilled at work, and we think that a lot of

594
00:41:00.880 --> 00:41:05.400
what's creating problems for individuals, organizations, and society. We think that flipping

595
00:41:05.400 --> 00:41:10.039
that from a third to two thirds
would radically change every issue in our society.

596
00:41:10.320 --> 00:41:15.119
That this is sort of the key
letter for creating broader change, and

597
00:41:15.239 --> 00:41:20.039
we're really passionate about figuring out how
do we make that change. So Purpose

598
00:41:20.039 --> 00:41:23.000
twenty thirty is a shared vision to
say that by twenty thirty we want to

599
00:41:23.119 --> 00:41:27.559
achieve that we want to go from
a third to two thirds of the workforce

600
00:41:27.960 --> 00:41:31.679
being fulfilled. And the goal of
the conference is every year to measure our

601
00:41:31.719 --> 00:41:36.280
progress and to do a full day
design studio where we come up with new

602
00:41:36.280 --> 00:41:39.480
ideas where I want to experiment doing
in the following year to figure out how

603
00:41:39.519 --> 00:41:43.239
to crack this nut, and then
come back and see how we did create

604
00:41:43.639 --> 00:41:45.679
new goals, etc. Every year, you know, creating a snowball so

605
00:41:45.719 --> 00:41:50.159
that hopefully more and more people come
every year and that by twenty thirty,

606
00:41:50.199 --> 00:41:53.599
we've seen really a fundamental change to
how we approach work, especially in this

607
00:41:53.639 --> 00:42:00.760
country. I really appreciate how you
situated the promise of that convening there,

608
00:42:00.880 --> 00:42:05.280
Aaron, and that I do completely
agree with you that if we could impact

609
00:42:05.400 --> 00:42:07.679
that one third that's only fulfilled at
work and bring it to at least two

610
00:42:07.679 --> 00:42:14.320
thirds, it would fundamentally alter the
whole course of all the waves, socially,

611
00:42:14.400 --> 00:42:19.000
economically, familiarly. Just I so
see that, and I think you

612
00:42:19.039 --> 00:42:22.639
also say in your book, like
I talk about is the Galop Organization says

613
00:42:22.639 --> 00:42:27.079
that across the globe, only fifteen
percent of the whole globe the global workforce

614
00:42:27.199 --> 00:42:30.039
is fully engaged in enthusiask about their
work. So eighty five percent is not

615
00:42:30.800 --> 00:42:34.239
here in states, as you say, it's better, it's more like thirty

616
00:42:34.239 --> 00:42:37.800
five percent. But if we could
impact that, I certainly stand for that.

617
00:42:37.800 --> 00:42:40.119
That's what I'm up for in life, and so I appreciate that.

618
00:42:40.119 --> 00:42:44.239
That is I didn't realize that was
what you were up to, and now

619
00:42:44.239 --> 00:42:46.280
I'm even more excited to come.
Well, it actually goes a step further.

620
00:42:46.320 --> 00:42:52.000
So we've just been doing an eighteen
month study with PwC and CECP out

621
00:42:52.000 --> 00:42:55.840
of New York and really looking at
what we see as a shift from the

622
00:42:55.880 --> 00:43:00.760
idea of engagement to fulfillment and seeing
change happens. So engagement was very much

623
00:43:00.760 --> 00:43:04.639
to your point, there was something
that Gallup is focused on coming out of

624
00:43:04.639 --> 00:43:08.000
the information economy as a definition,
and it really helped progress our thinking about

625
00:43:08.039 --> 00:43:13.360
work. But it's still based in
a power dynamic and an understanding about the

626
00:43:13.440 --> 00:43:15.920
role of work in our lives that's
not actually based on what we know in

627
00:43:15.960 --> 00:43:21.679
science. What we're really looking at
is fulfillment, which is really about something

628
00:43:21.679 --> 00:43:24.679
that's much more of the responsibility that
the individual than it is the organization.

629
00:43:25.519 --> 00:43:30.400
And it's a really different way of
thinking about workplace culture and about the employee

630
00:43:30.480 --> 00:43:36.280
value proposition. So we did listening
tour across eight cities, did interviews with

631
00:43:36.280 --> 00:43:38.559
about one hundred executives, and then
did a survey of the US workforce and

632
00:43:38.559 --> 00:43:43.679
we're unveiling all those results at the
conference. And you know, we asked

633
00:43:43.679 --> 00:43:47.559
Americans questions like would you rather be
engaged or fulfilled at work? We looked

634
00:43:47.599 --> 00:43:52.000
at the performance of people who were
fulfilled versus those that were engaged. We

635
00:43:52.000 --> 00:43:53.559
wrote a tenure, we looked at
a whole number of variables, and I

636
00:43:53.599 --> 00:43:58.480
think part of what we're trying to
catalyze with this initial conference is a shift

637
00:43:58.679 --> 00:44:01.760
away from engagement as a friend and
towards fulfillment. Oh, I'm so on

638
00:44:01.800 --> 00:44:05.679
your bus for that then, And
I think that really also speaks to the

639
00:44:05.760 --> 00:44:08.039
notion of meaning. And I don't
know if you know. I think her

640
00:44:08.119 --> 00:44:13.800
name is Emily as Fahani Smith.
She distinguished. Yeah, she distinguishes,

641
00:44:14.119 --> 00:44:16.639
you know, why we're so obsessed
with happiness when rather meaning would be much

642
00:44:16.679 --> 00:44:21.159
more interesting to get her arms around. And I completely agree with her.

643
00:44:21.199 --> 00:44:22.960
So I think that's kind of along
the lines of what you're saying, if

644
00:44:22.960 --> 00:44:27.000
I've got that right, absolutely.
I think that's often talk about being a

645
00:44:27.039 --> 00:44:30.280
parent is the definition of what meaning
is. It's not always happy, it's

646
00:44:30.320 --> 00:44:31.920
not always fun, but it's deeply
meaningful, and that's the way it works

647
00:44:31.920 --> 00:44:37.880
should be as well. I completely
agree. Well, we're getting close to

648
00:44:38.079 --> 00:44:43.280
time here to finish already, Aaron, So is who should come to your

649
00:44:43.280 --> 00:44:45.639
conference? Who do you think should
show up to your conference? Yeah?

650
00:44:45.679 --> 00:44:51.880
So this event is really for people
who are actively working to advance fulfillment in

651
00:44:51.880 --> 00:44:58.039
the workforce. It's leaders of human
resources and talented companies who are looking to

652
00:44:58.199 --> 00:45:04.039
really redesign that work, as well
as consultants and others who are working to

653
00:45:04.039 --> 00:45:07.239
help spread best practices among organizations.
So, you know, the first year

654
00:45:07.679 --> 00:45:12.960
designed as a design studio, so
it's very much focused on people who are

655
00:45:13.480 --> 00:45:15.639
wanting to roll up their sleeves and
like really participate in people who can actually

656
00:45:15.639 --> 00:45:19.239
make commitments coming out of it.
We're going to treat it like the Clinton

657
00:45:19.280 --> 00:45:22.079
Global Initiative, where at the end
of it, everyone needs to make a

658
00:45:22.079 --> 00:45:24.519
pledge of what they're going to do
to advance the field. So the people

659
00:45:24.519 --> 00:45:30.000
who come need to be prepared to
actually do something afterwards. I so love

660
00:45:30.000 --> 00:45:32.639
that. I'm completely with you.
I promise that I will make my pledge

661
00:45:32.639 --> 00:45:36.760
and hold my feet to the fire. Love it. Okay, So,

662
00:45:36.880 --> 00:45:39.719
in our last little bit of time
here, Aaron this knowing that this show

663
00:45:39.800 --> 00:45:44.719
is something that enjoys global listenership,
and it's really designed to help people more

664
00:45:44.760 --> 00:45:47.800
meaningfully and productively connect with their work
and also equip leaders across the globe to

665
00:45:47.880 --> 00:45:52.159
create an environment for that to happen. What would you like to leave our

666
00:45:52.199 --> 00:45:55.519
listeners with? I think one thing
for me is just to be courageous and

667
00:45:55.639 --> 00:45:59.920
really looking at who you are as
a human being and what really matters to

668
00:45:59.920 --> 00:46:04.159
you, and letting go of what
other people expect of you, what you've

669
00:46:04.119 --> 00:46:06.880
been told your whole life you need
to be or that identity, and really

670
00:46:06.920 --> 00:46:08.440
thinking about who are you, what
is the impact you want to make,

671
00:46:08.440 --> 00:46:14.480
What are the values that you really
a hold dear when you think about your

672
00:46:14.519 --> 00:46:17.639
worldview, and what is a craft
that superpower that you have to add value

673
00:46:17.719 --> 00:46:22.480
and to have the courage to really
define your path along those lines, and

674
00:46:22.679 --> 00:46:27.079
that's going to be really the rescue
for success going forward, especially with the

675
00:46:27.119 --> 00:46:29.719
amount of change going out and workforce. Our skills are going to need to

676
00:46:29.760 --> 00:46:34.599
constantly change. We're going to see
such rapid adaptation. But if we're clear

677
00:46:34.639 --> 00:46:38.480
on what our purpose is, we
will be wildly successful in that new reality.

678
00:46:39.800 --> 00:46:44.599
Here here and another Amen, Aaron, I want to thank you heartily

679
00:46:45.000 --> 00:46:46.480
for joining me on the air.
I've been so looking forward to this conversation.

680
00:46:46.599 --> 00:46:50.519
I cannot wait to meet you and
the rest of the crew there in

681
00:46:50.559 --> 00:46:53.480
Phoenix on October twenty fifth for your
Purpose twenty thirty conference. Thank you for

682
00:46:53.519 --> 00:46:58.880
being our guest. Absolute pleasure.
If you want to learn more about Aaron

683
00:46:58.960 --> 00:47:00.920
Hurst and the worre Key and this
team are doing it Imperative, visit their

684
00:47:00.960 --> 00:47:06.800
website. It's imperative dot com.
That's I M P E R A T

685
00:47:07.320 --> 00:47:10.199
I v E dot com, imperative
dot com. Join us next week when

686
00:47:10.199 --> 00:47:14.679
we talk with Rebecca Bales from Luminal
Learning. I am a certified consult with

687
00:47:14.719 --> 00:47:16.679
Lumina Learning Products, and we'll be
talking about how both of us use these

688
00:47:16.719 --> 00:47:21.760
assassins to develop leaders and coach executives
to contribute their best. See you there.

689
00:47:21.800 --> 00:47:23.119
I remember that workers at least a
third of our life, So let's

690
00:47:23.119 --> 00:47:29.559
work on purpose. We hope you've
enjoyed this week's program. Be sure to

691
00:47:29.599 --> 00:47:34.639
tune in to Working on Purpose,
featuring your host Alis Cortes, each week

692
00:47:34.760 --> 00:47:39.440
on the Voice America Empowerment Channel.
This week, find your life's purpose at work