High-Performance Companies Operate from Deep Purpose

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W FOURCY Radio. What's working on
Purpose? Anyway? Each week we ponder

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the answer to this question. People
ache for meaning and purpose at work,

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to contribute their talents passionately and know
their lives really matter. They crave being

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part of an organization that inspires them
and helps them grow into realizing their highest

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potential. Business can be such a
force for good in the world, elevating

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humanity. In our program, we
provide guidance and inspiration to help usher in

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this world we all want Working on
Purpose. Now, here's your host,

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doctor Elise Cortez. Welcome back to
the Working on Purpose program. Thanks for

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tuning in again this week. I'm
your host, Doctor Elise Cortes joining a

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live from Dallas, which is home
base for me. If you don't know

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me yet, I'm a management consultant
specializing in meaning and purpose, organizational lago

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therapist, inspirational speaker, social scientist, and author. My team and I

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help companies discover and articulate their purpose
to embed it into their culture and operations.

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We work with forward thinking or forward
reaching organizations to develop inspirational leaders who

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create cultures where people actually want to
come to work and do their best.

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And we provide programs like the Grab
Your Gusto that enable individual team members to

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discover and unlease their passion and purpose
at work to catalyze fulfillment, engagement,

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and productivity. You can learn more
about us at how we Can Work Together

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at Eliscoortes dot com. With us
today is doctor Ronja Gulati. He's a

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professor at Harvard Business School and an
expert on leadership strategy and organizational growth.

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Until recently, he chaired the Advanced
Management Program, the school's flagship Senior Leader

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executive program. He has authored seven
books in including Deep Purpose, The Heart

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and Soul of High Performance Companies,
which we'll be talking about in today's program.

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He joined us today from Boston,
Doctor Galani Galati, Welcome to Working

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on Purpose. Thank you, Doctor
Corte. It's a pleasure to be here

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with you today, and I'm delighted
to have a chance to talk to you

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and your listener. Thank you well. As you know, as we spoke

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at that before we got on air. I absolutely loved your gorgeous book.

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I've read it of courses I'm prone
to do cover to cover, take copious

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notes, and I learned from you. So I'm really excited to share this

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really astounding work with with our listeners
and viewers across the world. So let's

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start with the superficiality piece, shall
we, right. One of the things

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that you say so well in your
book is you talk about purpose, and

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of course I add in the meeting
piece for that matter, are entirely overly

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and improperly used. And you said
that most leaders think of purpose functionally or

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instrumentally, regarding it as a tool
they can wield. Just say more about

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that. So I think, first
of all, I was dying to have

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a one word title of my book, somehow to be the right thing to

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do right. I wanted to call
it purpose. But the more I wrote

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this book. The more I researched
it, and I went through eighteen companies

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and almost two hundred and fifty individuals, I discovered that I couldn't call it

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purpose because there was such a misunderstanding
and misuse of the word purpose. I

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myself was confused. To be honest
with you, if you told me five

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years ago, Ranja, you're going
to write a book on deep purpose or

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purpose, or I told you you're
crazy. No way. To me,

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purpose was mission statements more paper.
You kind of put it out there and

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you forgot about it. You didn't
do much with it, and so once

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in a while parade it. You
know, you showed two investors and or

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you're having your annual report, or
in some motivational speech, you pull it

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out there, you put it on
the walls. It's like it's decoration.

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And that to me then I realized
that I had to get to deep purpose.

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I had to work my way through
superficial purpose first. And even superficial

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purpose came in many so I had
all these people say, oh, yeah,

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we're purpose driven, and I would
say, like, well, show

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me how. And it was really
confusing for me, at least because I

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saw a number of instances where on
face value, they look purpose driven.

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The more you do it prove though
you discovered it wasn't. Yeah, And

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I think it's the sad part,
though, is they don't get any of

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the benefits of having a purpose tare
and then it's a self fulfilling prophecy because

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then you say, well it isn't. It's a useless thing anyway. And

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that's why I say they use it
instrumentally because they think it's a management tool,

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but more like tokenism than anything else. Mm hm, Well, I

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like your definition much much better.
So we will be reading from some of

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your book because it's just so beautifully
written. But I really appreciate that the

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way you contrast that what you refer
to as deep purpose. Leaders think of

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purpose as something more fundamental and existential
statement that expresses the firm's very reason for

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being. Rather than simply pursuing a
purpose, these leaders projected faithfully out onto

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the world and in their hands.
Purpose serves as an organizing principle that shapes

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decision making and bind stakeholders to one
another. That sounds much better to me.

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Well, thank you for that,
but I'll shout out. But I

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will say one thing is as I
even reflect on that, I feel I

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didn't clearly unpack two very key ideas
that are kind of blended in there into

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one. The first is and that's
on the cover of the book. By

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the way, finding a cover of
a book that is called a purpose is

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impossible, Trust me, I understand
purpose in there is very deliberate a compass.

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I saw that. I thought the
same thing before we got on air.

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Yeah. That so. The first
way in which people use purpose is

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as an orienting system. It's a
way that orients where we are. It

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forces us to ask the question why
do we exist? Through the why you

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are able to sharpen your strategic positioning? What where do we want to play?

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Where do we not want to play? What markets do we want to

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sell, Which stakeholders we want to
support? How are we thinking about our

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business in a multi stakeholder world we're
in today. It just forces clarity and

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in stormy waters it gives you orientation
the way it compassed us for ancient mariners.

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Onwards. The second part, though, which is very distinct, is

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purpose as an operating system. And
the idea here is that purpose is a

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way in which things get done,
meaning how employees relate to the organization,

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how your suppliers relate to the organization. It's the system we are using to

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connect with each other. Now,
the classical system of organizing, which has

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been unfortunately dominated by an economic perspective, which is that the firm is a

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nexus of contracts. Right, everyone
is contractually engaged with the organization. So

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I'm in a contract with you.
You know, you pay me and I

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give you my time. So it's
all about contracting my time. And you

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create what I would call our very
inert you know, alienated organizations when we

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do that. And so how do
you create an operating model where the connection

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the way you described even your own
very purpose if you will, I was

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listening early on, is about creating
a workplace where people feel connected in a

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different way to the organization. So
the operating system is very distinct from the

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compass idea, Yes, I totally, I completely see that. And as

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we go, we're going to keep
peeling this. This is just there's so

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much stepth that you have in your
book that I of course, that's what

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I what I crave and love and
want to bring out to our listeners and

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help educate the world and bring people
along so you're coming with and you're the

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one, you're the one spearheading us
on. So you go on to say,

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and it just gets better, is
you you actually found a study and

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then data study of your own.
Of course, you did with companies that

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have gone through unusually deep with purpose, and that they and that they treated

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purpose as an existential intention that informed
every decision practicing process. They adopted purpose

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as their operating system, as you
just said, perceiving it as a vital

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animaty force with near spiritual power.
That's so important, near spiritual power.

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People get freaked out about that.
And as a result, they navigated that

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the tumultuous terrain of multi stakeholder capitalism
for more definitely than most, increasing value

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for all stakeholders including investors over the
long term. So there's really important things

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there. The spiritual piece and the
long term piece is all really important.

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It doesn't get talked about. So, you know, I think the world

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the reason I say you have to
be all in is the world has become

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a very cynical place today. It
has, yeah, especially around purpose,

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because so many companies have borne through
the purpose charat right, what washing I

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mean? You know, Sata notos
had a purpose. By the way,

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you should read Setanos's purpose, You
should read Enron's purpose, should pharmaceuticals purpose.

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We all invoked this kind of nobility
of intention. We are beautiful,

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we are responsible, we wanted to
a better way. Look at what's happening

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to Spotify this week, right,
that's not a case study to watch or

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Facebook. Right. When companies kind
of parade a purpose and unfortunately you see

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a lot of this in some of
the tech sector right now that they're suddenly

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emerging that everyone has been talking about
a purpose, but it doesn't really mean

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much. How do we take purpose
seriously and break this cycle of distrust to

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one way people actually buy into you? And you know you if I look

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at the companies, I looked at
large and small companies, and so to

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me it was fascinating. I first
saw it in small companies that start to

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grow fast. You know, the
founder has a belief. And it wasn't

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just the ben and Jerry's and the
Patagonias of the world. Right. I

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was looking at Gotham Green, I
was looking at One Mighty Male, I

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was looking at Livongo. I'm looking
at companies that are fast growth and when

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the founder either the company grows up
and suddenly they're lamenting the loss of something.

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And I wrote an article called the
Soul of a startup because they were

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calling it in soulful term, like, oh, it's something you know,

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it's nostalgia about something was there.
I was like what? And I discovered

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after some digging, one of the
pillars they lost was purpose. That's how

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that connection to purpose so small growing
too large. You can see that happening.

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Yeah, But then I saw large
companies doing it. I mean the

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classic example is Microsoft with Satanandela,
but I also saw it at Lego.

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I also saw it at Etsy.
So it was not just small companies engage

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in a purpose exercise. Okay,
So that gives us a lot more depth.

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And then there's another piece here yet
still that we haven't talked about.

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That we haven't that I haven't heard
many people. Actually I haven't heard anybody

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talk about it this way. You
also add one more element to this,

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doctor Coladi, and that is this
notion of adding in moral values to the

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purpose piece, the purpose statement.
So that is that when I see that,

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I recognize that by other companies that
I've seen that I believe our practicing

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and operating through the purpose. But
I've never heard anybody outright talk about the

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importance of embedding moral values into the
purpose piece. Well, I think it's

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really interesting what has happened about the
segregation of economic life from a human life.

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And somewhere along the way, in
this pursuit of shareholder value maximization,

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we came to a belief system that
businesses have no role to play in anything

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to do with society. Yet,
lie, I'm neutral. I don't want

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to because that social stuff gets political
very quickly, and we don't want business

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involved in politics, even though they
are heavily involved in politics. But we

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go through this kind of idea that
no, no, no, I'm not

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taking a stance on this loaded issue. I think society has shown us and

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individuals us that's not acceptable. Sitting
on the sidelines is not a stance.

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Not acceptable. Take a position,
right, you saw about Delta Airlines had

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to take a position when it came
to voting rights or other issues, very

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very challenging issues, you know,
and companies take a hit for it,

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right Levi Strauss taking a stand on
gun rights, or CBS taking a stand

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on tobacco. So you suddenly start
to see society pushing companies to have a

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stance on these issues. The word
moral creates makes people queasy because somehow it's

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somehow gotten this bad rap. You
see. I think we have to understand

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that organizations have to come to realize
they have to have both goals. I

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want to deliver profit. I want
to deliver returns for my shareholders. Absolutely

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no, And well let's talk about
that too. Purpose and profit. I

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want to come to that because that's
another using source. But along with goals,

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there is duties and responsibilities we have. We're not just tax paying,

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obeying the laws. It is more
than that, and society expects more of

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us. And you can see the
Business Roundtable rewriting their purpose statement and saying

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we have to take a stance on
sustainability. You can see Larry Finke's influential

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letters. Really, you know,
advising public company CEOs, you got to

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take a stance and purpose becomes a
kind of proxy or a litmus test.

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By the way, and also,
are you thinking long term not just short

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term or just by the quarter?
Yeah? Yeah, So how do you

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bring all these ideas together? My
goals, my duties, my long term

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vision, my short term vision.
How do I deal with other stakeholders in

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my community and society. All this
gets kind of wrapped around into this purpose

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idea. And I think the part
I think is important to understand. This

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is something I've realized after finishing.
A purpose of a company is not a

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purpose statement, right, So we
kind of somehow and say, oh yeah,

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purpose means having a purpose statement.
And you know, it's a really

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interesting financial pand a great article.
I love the title. It was called

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the Baffling Search for Purpose in Purpose
Statements. That's excellent. And a cruder

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version of that was an academic who
wrote an article about more than a decade

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ago called sex Lies and Mission Statements. So, you know, I think

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we have to understand that leaders need
to be able to articulate a purpose which

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may have to then become a statement. So there's a one liner that Microsoft

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did right best Buy and some of
them had to revise it over time.

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Best Buy has been through four Microsoft
has been through three of them. Johnson

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and Johnson has a credo. They've
kept the original credo, but they've evolved

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it over time. I've seen it. So I think the question is how

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do we go beyond a statement?
How do we make it real how do

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we bring it alive? Yeah,
that's we're going to talk more about that

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and believe it or not, we've
brought got to our first break. It

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goes by so fast. I'm your
host, Alice Cortes. We rure near

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with doctor ron J. Golati.
He's the author of Deep Purpose, The

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Heart and Soul of High Performance Companies. We'd be talking a bit about his

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work and his research, what he's
learned about companies who practice seed purpose.

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After the big We're going to hear
more about how they actually pull it off.

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Stay with this will be right back. Doctor Elise Cortes is a management

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consultant specializing in meaning and purpose.
An inspirational speaker and author, she helps

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companies visioneer for greater purpose among stakeholders
and develop purpose inspired leadership and meaning infused

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cultures that elevate fulfillment, performance,
and commitment within the workforce. To learn

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more or to invite a lease to
speak to your organization, please visit her

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at Elisecortes dot com. Let's talk
about how to get your employees working on

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purpose. This is working on purpose
with doctor Elise Cortes. To reach our

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program today or to open a conversation
with a lease send an email to a

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lease a Lisee at a lease Coortes
dot com. Now back to working on

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Purpose. Thank you for staying with
us, and welcome back to the program

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if you're just joining us. My
guest today is doctor ron J. Golate.

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He's the professor at Harvard Business School
and an expert in leadership strategy and

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organizational growth. He's the author of
Deep Purpose, The Hard and Soul of

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High Performance Companies. I'm your host, doctor Releas Cortes. So why I

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talked about now we have to talk
about how we operate this with this stuff.

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So one of the things that you
talk about in your book that I

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again have not heard anybody address,
is the notion of how you handle trade

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offs when you're working from purpose.
So you talk about as you forge trade

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offs and communicate them by explaining how
they connect to and support the purpose.

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Being explicit. Being explicit builds cohesion, giving meaning to the sacrifices stakeholders are

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making, and further reinforcing the field
of meaning emanating from the purpose, which

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is just gorgeous, Ronj. It's
just gorgeous. Yes, well, thank

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you, doctor Cortez. I want
to just say first things, purpose equals

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profit. Let me be very This
is not charity. This is something that

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I had to come to realize.
A lot of people think of purpose as

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CSR, which is a side show. So I put a foundation in place,

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We do a little outreach in the
community, you know, we whatever

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whatever. Once in a while there's
a tragedy. We kind of also put

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out some money, and we have
a ear mark budget we have ahead of

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CSR. Purpose is working from the
core of the business, not in some

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side show on the margins or periphery
of the business. Right now, once

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you bring purpose into the center of
what you're doing, into the very business

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itself, now you're thinking, I
have to make some messy choices, and

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I have an article coming out next
week and have a business review which is

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called the messy messiness of purpose.
Because people somehow came out with this idea,

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this is what also okay, people
say, oh, purpose means win

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win, I win, and you
win, everybody wins. And some people

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have gotten really offended by this win
win notion because they have come to this

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notion that purposes win win needs.
Businesses only do good things when they make

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money doing them, So show me
the money. And I'm happy to write

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your check. Is there a brand
value in it for me? Is there

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something in it for me? So
I'm only going to play in that sweet

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spot where social benefit and commercial benefit
intersect. And I found purp and I'm

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reacting, And a lot of it
is think about individuals right now. You

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know some people who are purposeless,
if I may say so, are people

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or don't have one yet. We
tend to go through life reacting to the

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circumstances coming at us. We make
choices based on expeditious kind of short term

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immediate thinking. Do I go left? Do I go right? Am I

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gonna eat Chinese or Italian? Today? You know? So I'm kinda like

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I'm making my choices. When we
have a purpose, we become much more

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proactive. And when we communicate that
purpose, other people in our orbit understand

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us better. And then if we
use purpose as a compass when we make

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trade offs and choices, it allows
us to be very clear. Look,

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I'm sorry I can't help you,
but but I got to explain to you

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this is my purpose right now is
to do this, and I can't do

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anything else for you right now.
I learned this actually in an interesting way

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One of the companies I looked at
was a company called Orsted, and Orsted

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is a company that completely reinvented itself
as a green energy company in a little

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more than a decade. And the
chairman said to me, he said,

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you know, purpose allowed us to
make demands of our stakeholders. Instead of

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reacting to our stakeholders, we could
tell them I'm sorry, this is what

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I need from you. Remember,
I'm trying to be and you open a

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pathway. Because I'm not going to
be green overnight. It's going to take

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me a decade to get there,
so my journey is going to be messy

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along the way. So listen,
cut me some slack and help instead help

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me, partner with me, collaborate
with me, as opposed to kind of

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making my life difficult. Mm hmm. So how do we create a model

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of engagement with the world at large
around a common belief? And you know

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it's when it works, but it
really works. But I think you have

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to convince the skeptics who still can't
get over the idea. This sounds just

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too good to be it's too good
to be true. I'm sure you've you

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know, you work with so many
companies around this topic. I'm sure one

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of the first things you encounterbelon.
Yeah. Oh, I've been laughed at

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many times. Oh yes, well, but you know, so here's a

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here's an essential ingredient which I wanted
to get to next. It's being idealistic.

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So one of the other great things
you say, and I have to

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read this past because it's just gorgeous, is you say deep purpose leaders are

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the best kind of idealists, struggling
endlessly to marry their dream seeking with the

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realist hard edge. The injection of
reality doesn't pollute idealism, but rather it

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enables people with lofty ideals to actually
improve human existence. And here's the greatest

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paradox of them all, and bending
idealism's are to accommodate the messiness and imperfection

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of commerce. Deep purpose leaders ultimately
do generate more value for everyone. Understanding

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and pursuing such value creation to the
fullest can empower more leaders to do the

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hard, never ending, but ultimately
fulfilling work of bringing purpose to life.

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Yeah. So, you know,
I have to say that I was so

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fortunate in this inquiry to encounter some
extraordinary leaders, and you know, extraordinary

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leaders, and I think For me, that was really profound because I found

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that there is a different way to
lead, a different way to imagine our

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organizations. And I want to come
to the great resignation in a second with

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you as well. But you know, I mean I met John Olinto.

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John or Linto is the founder of
One Mighty Male, which is a flour

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mill that is trying to really reimagine
how we even source flour, how we

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process flour, how we then produce
flower based products that are health good for

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us and not causing all kinds of
other side effects. And at the same

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time, how are we going to
be embedded in our community, how do

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we provide food for the schools in
our neighborhood which are not so fortunate,

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how do we create the member and
locating where we do? And that was

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not his first venture, right,
he had a first one. He found

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it be lot good, so he
did be good. And this I mean

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I wouldn't have met him otherwise or
sat in Nadella Microsoft for extra and each

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of them talks about their personal journey
into this topic. They talk about where

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they came from, because if you
understand their own personal story, you understand

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what they're doing and why Satiya says
that, you know, a defining moment

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for him was his son, who
was born with cerebral policy and it forced

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him to develop a deep sense of
empathy and understanding of the world. Right.

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I talked to Nien Chaudhry the Sea
of Panera, who tragically lost two

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children to a rare genetic disorder,
one of whom died as a teenager like

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you know, and slowly over a
couple of years, how that shaped who

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he is. So tragedy shapes some
of us where we came from, shapes

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and that purpose then says, you
know, I think I can create an

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environment where others thrive. I'll do
a shout out to, you know,

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Arianna Huffington with her whole new venture
called Thrive Global. I mean, the

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word thrive has so much to say. And I think if you look at

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the Great Resignation or whatever we're calling
it, so this is another one right

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now, right, the Great Resignation, My God, people are leaving.

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You know what the answer is,
the answer is we've got to pay them

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more. In fact, CNN called
it the Great Upgrade. An upgrade.

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Okay, fine, I agree.
There are many occupations that desperately need an

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upgrade, and I'm so glad we
are doing that upgrade. But I think

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people want more than money. I
think it's completely agreed. Yeah, completely

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agree. Money for sure, everyone
wants to get paid. But we're not

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human beings. We're not coin operated
monkeys. You know, put a coin

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in me and I'll do a dance
for you. We have other aspirations to

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and I think in COVID we've all
come encountered death, illness, fear in

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a very very close way. And
as you think about that, what happens

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is that we become we expect more
of our lives, we expect more of

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our work. I think it's the
great rethink. To me, what's going

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on is the great rethink of life
and work. Now we leaders, what

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are we going to do about that? M M? And I actually I'm

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writing my next book as well,
and we'll be addressing that as well.

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So I have clients that but literally
there are people are just flying out the

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doors, and so we're working with
them to be able to address that.

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So you talk about four distinct benefits
in your book that about purpose that I

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think can really help, right,
And I'm completely with you, doctor Golatti

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that it's not necessarily about the money. There's so many other factors well being

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and do they care about you?
And is this work meaningful? And my

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part is something that that's bettering the
world? Right? So do you talk

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about four benefits? One of them
is directional, so you speak to each

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of these four for us and kind
of bring them to life for us.

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So absolutely, and doctor or I'm
so glad that you know you and I

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are observing similar dynamics over here.
People will recognize this. So I talked

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about the four benefits because of this
purpose profit connection. So there's a huge

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effort underway among academics, consultants,
and even finance people about trying to correlate

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purpose and performance. Yes, can
purpose explain ten year, five year te

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total shareholder return? Can it correlate
to growth and patenting or something or the

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other? And even how do you
measure purpose in the first place. That's

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a pretty messy endeavor to begin with. I'm part of that effort. So

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I'm involved in a project where we're
going to have large sample data on this

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topic. But I said, okay, I'm talking to people. I want

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to ask them how can purpose?
I ask them, is purpose good for

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your business. And then the answer
was universe. At least the company that

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I looked at was resounding yes,
I said how, And through those conversations

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I discovered four pathways. The first
is the most obvious one. People show

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up to work differently if you're people
buy into purpose. But if they buy

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into and then I have a whole
discussion how do you get them to buy

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in? If people buy into purpose, then you're going to have an inspired

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workforce, not even an engaged,
but inspired workforce, and that's a whole

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different level of productivity. Agreed.
The second one is also obvious. Marketing.

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You will have talked about purpose branding
that you know, customers are increasingly

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trusting of brands that stand for something
bigger than themselves, So we have a

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reputational element to it. There's a
third element, and the third element is

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is relational how do you connect to
your community of stakeholders suppliers and I have

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examples of that. And then the
last one is the directional how you use

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it as an orienting system. So
I wanted to carve out and show now

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there are some companies doing all of
them. One of them is a Swiss

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company called Bueler nobody here will have
heard of Buela, but every one of

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you has been touched by Buler at
some point in time because they make equipment

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that is the largest provider of equipment
that processes a lot of the grain in

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the world. The milling machines.
Right, they process lentils right or by

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the way, chocolates also, they
have a chocolate process. If you are

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eating Linch chocolates or Nestlet chocolates,
you know, so you have a lot

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of products that are touched by that. And pasta pasta processing machines. So

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they if you eat pasta, most
likely you've been touched by them. And

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they said, okay, first of
all, food is a major contributor to

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greenhouse gas emissions. Okay, we're
going to make our machines more efficient,

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so there isn't there's less waste,
and we'll make them more energy efficient.

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But all impact is going to be
fractional. The biggest energy footprint of food

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comes from besides, of course vegetarian
and non where we'll go to the plant

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based protein is a different conversation is
waste. Now, we because of our

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place in the food value chain,
we know all of the players, every

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one of them buys our machines.
Okay, we're going to bring them all

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together. First, what's our purpose? Our employees better buy in to our

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purpose. We're here to make the
world a better innovating for a better world.

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How are we going to do that. We're going to bring our whole

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value chain together, everybody together for
a convening event, and we'll talk about

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why it's important and what can we
all do about it. We're going to

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bring in experts. So how do
you engage broader I think to understand that

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and then drive performance. Is it
going to help their performance? Absolutely?

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So I think we have to recognize
that purpose is good for business well and

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then yes, and then we got
to we have to actually learn how to

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say that well. Right. So
one of the other great things that you

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talk about is the importance of communicating
the purpose with and just the way that

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you describe that so compelling. So
would you say a little bit more about

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the Hey, these deep purpose leaders
describe their purpose. So I thought it

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was fascinating doctor about is because you
know, I can talk about strategy,

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I can talk about my goals,
I can talk about a lot of things.

408
00:30:14.240 --> 00:30:17.319
I can talk about my mission statement, I can talk about vision statement,

409
00:30:17.440 --> 00:30:22.000
I can talk about culture. How
do you talk about purpose, especially

410
00:30:22.039 --> 00:30:26.359
further down in the organization. And
there's a there's data showing there's an exponential

411
00:30:26.400 --> 00:30:32.400
decay in purpose understanding in organizations,
done by a colleague of mind, George

412
00:30:32.400 --> 00:30:37.279
Serafim, as well as by McKenzie
showing this exponential decay in organizations when it

413
00:30:37.279 --> 00:30:41.559
comes to purpose. And so you
say, okay, what's the leader's job?

414
00:30:41.680 --> 00:30:42.920
How are you going to communicate this? Because people I saw do you

415
00:30:42.960 --> 00:30:48.400
are cynical saying oh God another one
of the slogans? And usually and you

416
00:30:48.519 --> 00:30:53.160
want a purpose statement that is expansive
and ambitious and as aspirational. But at

417
00:30:53.160 --> 00:30:59.279
the same time, the more inspiring
and is the less concrete it is.

418
00:30:59.400 --> 00:31:04.200
So how do you connect inspiring,
expansive with concrete? And I found that

419
00:31:04.240 --> 00:31:14.319
the masterful leaders are amazing communicators and
they do it through storytelling. They understand

420
00:31:14.359 --> 00:31:18.000
what we academics like to call it
narrative, right, So they build a

421
00:31:18.079 --> 00:31:22.680
narrative, they build a story and
they lay it out as a story in

422
00:31:22.720 --> 00:31:26.920
their personal story. So you know, if you read an article by Indra

423
00:31:26.920 --> 00:31:30.160
A. NUIs in the Harbor distr
View last year where she talks about what

424
00:31:30.200 --> 00:31:33.319
she did at PEPSI. You know, she tells it as a story,

425
00:31:33.359 --> 00:31:37.240
like about her story and how growing
up as a child, you know,

426
00:31:37.400 --> 00:31:40.720
there was no water in the house
and her mother had to get up at

427
00:31:40.759 --> 00:31:44.599
three am to get one bucket for
each child, so everyone had one bucket

428
00:31:44.640 --> 00:31:48.279
of water. And what does that
mean? Growing up? Means that we

429
00:31:48.519 --> 00:31:52.599
have to really think about water conservation, especially in water scarce regions. And

430
00:31:52.960 --> 00:31:56.440
one of the biggest consumers of water
is companies like Pepsi. So how do

431
00:31:56.480 --> 00:32:00.160
we need to think about the environment, about community, what is the role

432
00:32:00.200 --> 00:32:04.279
we play? That's a self story. Then it's like us we as a

433
00:32:04.319 --> 00:32:08.519
collective, we need to do something
about it. And one of the leaders

434
00:32:08.559 --> 00:32:14.200
at PEPSI at the time was Frank
Cooper, and Frank told me he said

435
00:32:14.759 --> 00:32:21.000
it was complete surround sound performance.
So I think you have to understand how

436
00:32:21.279 --> 00:32:28.079
we engage with our community and purpose
is good for business, but how you

437
00:32:28.119 --> 00:32:32.319
communicate it now because people have to
buy it now. Even then I have

438
00:32:32.359 --> 00:32:35.599
to say, doctor Poutter, I
thought I had it cracked. They told

439
00:32:35.599 --> 00:32:40.839
a good story, but even discovered
another wrinkle to this, which was surprising

440
00:32:40.880 --> 00:32:45.960
to me. And I was a
little confused at first. A lot of

441
00:32:45.960 --> 00:32:50.960
them would make that employees start to
do exercises about asking about their own personal

442
00:32:51.039 --> 00:32:57.119
life purpose. Another leader that I
got to know was Matt Breitfelder, who

443
00:32:57.160 --> 00:33:00.279
was at black Rock at the time
and now he's the head of HR at

444
00:33:00.319 --> 00:33:06.079
Apollo and Matt had this exercise rolled
out where everyone had to think about their

445
00:33:06.079 --> 00:33:10.599
personal purpose. And I saw this
actually also at Microsoft. Yes, you

446
00:33:10.680 --> 00:33:14.720
might have got in the book.
Yes. And then I started KPMG,

447
00:33:14.799 --> 00:33:16.559
where they have every employee to write
out why do I come to work?

448
00:33:16.599 --> 00:33:21.519
And I was like, why do
that? What company stuff? He said?

449
00:33:21.759 --> 00:33:24.839
And Matt explained it beautifully to me. He said, people will only

450
00:33:24.920 --> 00:33:30.359
resonate with a company purpose when they
themselves feel a purpose in their own lives.

451
00:33:30.279 --> 00:33:37.119
Yes, yes, unlock. Oh, I'm not going to let you

452
00:33:37.200 --> 00:33:38.880
go. You know that. Right, We've got to grab a quick break,

453
00:33:38.880 --> 00:33:40.680
but I am not letting you go. You can run, but you

454
00:33:40.680 --> 00:33:44.720
can't hide. I'm very fast on
my feet. I'm your host, Doctor

455
00:33:44.799 --> 00:33:47.519
Lequotest. We run on the air
with doctor Ronja Galati. He's the author

456
00:33:47.559 --> 00:33:52.000
of Deep Purpose, The Heart and
Soul of High Performance Companies. We've been

457
00:33:52.000 --> 00:33:54.279
talking about the gist of his book
and his work. After the break,

458
00:33:54.279 --> 00:33:58.279
we're to talk more about how to
treat those human beings that are inside the

459
00:33:58.359 --> 00:34:15.239
organization, powering the purpose, seeing
what this will be right back. Doctor

460
00:34:15.239 --> 00:34:21.440
Elise Cortes is a management consultant specializing
in meaning and purpose. An inspirational speaker

461
00:34:21.480 --> 00:34:25.719
and author, she helps companies visioneer
for greater purpose among stakeholders and develop purpose

462
00:34:25.800 --> 00:34:31.119
inspired leadership and meaning infused cultures that
elevate fulfillment, performance, and commitment within

463
00:34:31.159 --> 00:34:35.639
the workforce. To learn more or
to invite a lease to speak to your

464
00:34:35.760 --> 00:34:39.440
organization, please visit her at elisecortes
dot com. Let's talk about how to

465
00:34:39.440 --> 00:34:50.480
get your employees working on purpose.
This is working on Purpose with doctor Elise

466
00:34:50.519 --> 00:34:53.559
Cortes. To reach our program today
or to open a conversation with Elise,

467
00:34:53.719 --> 00:35:00.639
send an email to Alise A.
L Se at elisecortes dot com. Now

468
00:35:00.880 --> 00:35:07.199
back to working on Purpose. Thanks
you for staying with us, and welcome

469
00:35:07.239 --> 00:35:10.119
back to working on Purpose if you're
just starting the program. My guest today

470
00:35:10.199 --> 00:35:15.000
is doctor Ronte Golatate. He's the
professor at Harvard Business School and an expert

471
00:35:15.000 --> 00:35:19.239
on leadership Strategy and Organizational Growth is
the author of Deep Purpose, The Heart

472
00:35:19.280 --> 00:35:22.559
and Soul of High Performance Companies.
I'm your host, doctor Les Cortes.

473
00:35:22.159 --> 00:35:25.480
So part of the reason that I
am so attracted to this field, doctor

474
00:35:25.519 --> 00:35:30.519
Golotti, is is that to me, the pursuit and as it is so

475
00:35:30.679 --> 00:35:35.519
aspirational, right, it really calls
us to be our best when we go

476
00:35:35.599 --> 00:35:38.159
down this purpose path. And so
it's really hard work, right, this

477
00:35:38.719 --> 00:35:42.039
is not for the faint of heart. And one of the things that you

478
00:35:42.079 --> 00:35:45.639
talk about in your book that I
think is really critical is you talk about

479
00:35:45.679 --> 00:35:50.519
how deep purpose leaders bind organizational purpose
to team members' personal growth and development and

480
00:35:50.639 --> 00:35:57.880
just how riveted they are on celebrating
the uniqueness of each human being and elevating

481
00:35:57.920 --> 00:36:00.280
that it's just it's beautiful. The
way you talk about that, will you

482
00:36:00.320 --> 00:36:06.360
give us more more depth into that
view on how purposelys are helping steward the

483
00:36:06.360 --> 00:36:10.800
growth of their employees. So,
you know, I have to say,

484
00:36:12.679 --> 00:36:17.760
Kathleen Hogan, the CHR O of
Microsoft, said it really well. She

485
00:36:19.280 --> 00:36:22.960
describes it as the following. She
says, you don't really work for Microsoft

486
00:36:22.119 --> 00:36:29.960
until Microsoft works for you. Oh, and you have to reflect on that

487
00:36:30.000 --> 00:36:32.880
statement because I at first was confused
and what that means, because I thought,

488
00:36:32.920 --> 00:36:37.039
oh what even Microsoft works for you? And the idea was we want

489
00:36:37.079 --> 00:36:43.960
to elevate your life, right,
and if we can't help elevate your life,

490
00:36:44.800 --> 00:36:49.920
then you know you shouldn't really be
here. Now ask yourself what's behind

491
00:36:49.960 --> 00:36:52.079
that? So the first thing is
I want Now if you say I want

492
00:36:52.119 --> 00:36:54.400
to climb Mount Everest and I want
to go bicycling and I don't want to

493
00:36:54.400 --> 00:36:57.280
shop the work, then that's not
for you. This is not a free

494
00:36:57.320 --> 00:37:00.440
for all that you know we're giving
you a blank check and need to show

495
00:37:00.480 --> 00:37:04.039
up to work. No, we
want to align what we do, our

496
00:37:04.199 --> 00:37:07.920
purpose with your purpose, and we're
going to do our best to bring connection

497
00:37:07.039 --> 00:37:13.119
there. Our job is to empower
with the world through technology. If you

498
00:37:13.280 --> 00:37:17.239
have an idea of something you believe
right, even if it doesn't make Microsoft

499
00:37:17.320 --> 00:37:22.559
much money, we'll consider it.
So John Kahan, one of the employees

500
00:37:22.559 --> 00:37:27.159
of Microsoft, had a very tragedy
He lost a child to SIDS, and

501
00:37:27.239 --> 00:37:30.239
so his team on their own got
together and that you know, we need

502
00:37:30.239 --> 00:37:34.199
to find a way to help researchers
understand SIDS better. And they found that

503
00:37:34.239 --> 00:37:37.400
the data for it was fragmented all
over the world. They use, of

504
00:37:37.440 --> 00:37:39.320
course Microsoft as zerr and they were
going to bring all the data together,

505
00:37:39.960 --> 00:37:44.440
put it out there in public source
to the Children's hospital in Seattle and said

506
00:37:44.760 --> 00:37:47.639
researchers, here is the data to
help you. Now that was the pure

507
00:37:47.679 --> 00:37:54.440
I would say social project. But
they also help employees discover commercial projects that

508
00:37:54.559 --> 00:38:00.079
are connected to their personal being,
right, and how do you do that?

509
00:38:00.320 --> 00:38:04.400
So it's about finding commercial and social
and the intersection of the two.

510
00:38:04.519 --> 00:38:07.360
Now, such a will be kidding
you, and he said that, he

511
00:38:07.639 --> 00:38:10.639
said himself that I'm not kidding that
shareholders matter. We can only do these

512
00:38:10.679 --> 00:38:15.360
things that we are also delivering for
shareholders. Right. I want to go

513
00:38:15.480 --> 00:38:21.119
back to this confusion that purpose somehow
means I am sorry not making money because

514
00:38:21.159 --> 00:38:23.480
I'm so busy going stuff, because
my purpose is make the world better.

515
00:38:24.800 --> 00:38:32.880
I think it's also about human aspiration. M I firmly believe now, and

516
00:38:32.920 --> 00:38:40.920
I'm really feeling that the one positive
outcome of COVID is it's elevated our expectations

517
00:38:42.039 --> 00:38:50.320
of life. Yes, oh yes, and in that process and life includes

518
00:38:50.400 --> 00:38:58.760
work, And so I am pleased
for those people who are willing to say

519
00:38:59.760 --> 00:39:04.679
if this job doesn't speak to me, this company doesn't speak to me.

520
00:39:05.920 --> 00:39:07.719
I'm not going to belong here.
And Neil Young said it beautifully. He

521
00:39:07.760 --> 00:39:10.719
said, believe I don't want to
pick on Spotify. I don't know enough

522
00:39:10.719 --> 00:39:15.880
about it. But look at the
words it's gonna eat your soul. Yeah.

523
00:39:16.039 --> 00:39:21.559
Right, So you know, you
start to see people making those kinds

524
00:39:21.599 --> 00:39:24.199
of statements, right, saying that, hey, you should expect more out

525
00:39:24.239 --> 00:39:30.719
of the place you work and you
better feel that personal connect. How do

526
00:39:30.800 --> 00:39:34.960
I feel a sense of pride of
where I work? Right? And how

527
00:39:35.000 --> 00:39:37.480
do I feel more engaged? Now
this is not I want to be very

528
00:39:37.480 --> 00:39:39.639
clear, and this is you can
say this is just general Diffuse. I

529
00:39:39.679 --> 00:39:43.559
work for the World Wildlife Fund,
so I feel good about myself and so

530
00:39:43.679 --> 00:39:46.079
all the Red Cross and I feel
good. No, it also translates into

531
00:39:46.119 --> 00:39:52.519
what I do every day. So
is the organization trusting enough to empower me

532
00:39:52.760 --> 00:39:59.800
to feel like I am doing something
meaningful in the actual work I also do.

533
00:40:00.639 --> 00:40:05.119
So it's across the board. Does
that make sense? I mean it

534
00:40:05.159 --> 00:40:07.800
does, and you actually, for
you the phrase that you use is caring

535
00:40:07.880 --> 00:40:13.679
leaders. You're actually referring to them
as caring. I've had. This show's

536
00:40:13.679 --> 00:40:16.079
been on air for seven years now, and so I've had amazing conversations with

537
00:40:16.119 --> 00:40:20.840
people. We've treated a lot of
subjects, including, of course the importance

538
00:40:20.880 --> 00:40:23.960
of developing emotional intelligence and you know, doing using that in your leadership,

539
00:40:24.119 --> 00:40:28.920
and also this notion of job purposing
right and social purpose in your in your

540
00:40:29.000 --> 00:40:31.639
job, in your work. So
yeah, I mean, I really appreciate

541
00:40:31.719 --> 00:40:36.960
your perspective that COVID has elevated what
we expect of life, and I want

542
00:40:36.960 --> 00:40:39.320
to be part of champion that hire, which is why I bring people like

543
00:40:39.360 --> 00:40:43.880
you on my show. Well,
thank you. I must say caring leadership

544
00:40:43.920 --> 00:40:47.079
is not my phrase. It comes
from another really impressive individual I had a

545
00:40:47.159 --> 00:40:52.000
chance to meet, and that was
Pete Carol Cattle Seahawks. Okay, they

546
00:40:52.000 --> 00:40:54.360
didn't have a good season this year, but we let that pass. But

547
00:40:55.679 --> 00:41:00.320
is it bad model of coaching?
When he began doing it was quite radical

548
00:41:00.360 --> 00:41:04.719
in the NFL. Now other coaches
also do it, and it was this

549
00:41:04.920 --> 00:41:09.000
simple idea that I care about you
as a person. You're not just a

550
00:41:09.000 --> 00:41:14.079
worker bee, You're not a number, you're not a player, You're not

551
00:41:14.280 --> 00:41:16.280
like if you And by the way, doesn't mean he's not demanding. If

552
00:41:16.280 --> 00:41:21.039
you don't deliver, he's going to
trade you or let you lose. But

553
00:41:21.360 --> 00:41:23.960
he said, while you're here,
I'm not going to just be directing you.

554
00:41:24.039 --> 00:41:29.239
I actually want to know you as
a whole human being. Who are

555
00:41:29.320 --> 00:41:34.400
you? Why are you here on
this planet? And that's engaging in that

556
00:41:34.519 --> 00:41:40.000
personal dialogue and invites them to think
about their own purpose and builds a deeper

557
00:41:40.039 --> 00:41:44.760
connection with your coach. So,
if we are going to be leaders as

558
00:41:44.760 --> 00:41:49.440
coaches, which everyone talks about,
what does it really mean? And I

559
00:41:49.480 --> 00:41:53.039
think this notion that you want to
get to know people as whole human beings.

560
00:41:53.079 --> 00:41:59.880
We all want to feel like we
are valued for who we are,

561
00:42:00.960 --> 00:42:06.199
not for just the job we do. Absolutely, and I know this from

562
00:42:06.239 --> 00:42:08.480
the years of work that I've done
an employee engagement work, Surveying that and

563
00:42:08.480 --> 00:42:14.440
studying that is most the most critical, the most commonly referred to element of

564
00:42:14.480 --> 00:42:20.679
what drives engagement connection, et cetera
is being valued and appreciated. And I

565
00:42:20.760 --> 00:42:22.760
must tell you I wrote an article
published about a month ago in the Harvard

566
00:42:22.760 --> 00:42:28.480
businesso You called what do your Black
Executives Really Want? And it was co

567
00:42:28.559 --> 00:42:35.280
authored with my good friend and colleague
Frank Cooper, who's the chief marketing officer

568
00:42:35.280 --> 00:42:45.400
at Black Rod, and we interviewed
several dozen young black professionals, all of

569
00:42:45.440 --> 00:42:50.400
whom came out of elite background,
elite universities, and an elite company is

570
00:42:50.400 --> 00:42:54.400
the best of the best, meaning
every company is doing DEI and doing all

571
00:42:54.480 --> 00:43:01.159
that. And I was shocking for
us to hear that very few of them

572
00:43:01.320 --> 00:43:07.599
would recommend their place of employer to
any other black professional to come as work

573
00:43:07.639 --> 00:43:12.599
there. And one of the themes
there were several we talk about and I

574
00:43:12.639 --> 00:43:16.159
hope you'll read it. I would
love to read it. Yeah, was

575
00:43:16.199 --> 00:43:22.880
this idea around caring? Mhm,
does my boss really care about me as

576
00:43:22.880 --> 00:43:24.800
a person? What are my aspirations, what are my ambitions, what are

577
00:43:24.800 --> 00:43:30.360
my constraints? What do I need
help with? You talk about and we

578
00:43:30.480 --> 00:43:37.360
use we use all the right words
a mentory support this. But caring is

579
00:43:37.400 --> 00:43:43.320
a very simple and yet a very
difficult idea. It is it so is

580
00:43:44.920 --> 00:43:46.639
all right, So we're coming close
to at the edge of the show.

581
00:43:46.679 --> 00:43:50.280
And the last thing we have to
talk about, which is so critical,

582
00:43:50.280 --> 00:43:52.719
it's toward the end of your book. Here is you say, as powerful

583
00:43:52.719 --> 00:43:58.079
as purpose is when fully mobilized,
it remains fragile. So how do we

584
00:43:58.159 --> 00:44:01.320
how do we steward this beautiful thing
called purpose? Deep purpose? So look,

585
00:44:01.360 --> 00:44:05.760
it happens to us individually too,
right. We may have a purpose

586
00:44:05.800 --> 00:44:07.360
in our lives, but then we
get derailed. If something happens in our

587
00:44:07.400 --> 00:44:09.360
lives, we get whack left,
right, center, or we have an

588
00:44:09.360 --> 00:44:12.920
opportunity comes up and we say,
O, I forget the purpose. I

589
00:44:13.000 --> 00:44:16.119
gotta go for that. So we
all have our kind of hiccups and roadblocks

590
00:44:16.199 --> 00:44:21.039
or whatever you want. But companies
I found fascinating, and I actually saw

591
00:44:21.079 --> 00:44:25.840
this in iconic companies that once upon
a time were you know, put on

592
00:44:25.880 --> 00:44:30.760
a pedestal, Johnson and Johnson like
Trideau. And then you have about twenty

593
00:44:30.840 --> 00:44:36.719
years ago, a decade of scandal, you know, shutdown of factories,

594
00:44:36.920 --> 00:44:40.159
the CEO having to apologize in front
of Congress, fines and you're like,

595
00:44:40.280 --> 00:44:45.719
what went wrong? Oh, you
look at Boeing and the seven thirty seven

596
00:44:45.760 --> 00:44:51.159
Max scandal. Boeing was a really
proud engineering company on the frontier of safety

597
00:44:51.199 --> 00:44:55.199
and aviation. What went wrong?
And so everyone said, oh, it's

598
00:44:55.199 --> 00:44:58.360
the culture, you know, it
must be the culture, and culture,

599
00:44:58.440 --> 00:45:02.159
yes, for sure, but I
think if you really probe deeper, it

600
00:45:02.239 --> 00:45:08.280
was also kind of a you lose
your way purpose and and so. And

601
00:45:08.360 --> 00:45:13.440
I also saw this especially in founder
led company where the founder who personifies a

602
00:45:13.519 --> 00:45:17.000
company and then leaves and in some
cases they come back. And when they

603
00:45:17.000 --> 00:45:20.079
come back, you know, look
at what Howard Schultz said when he came

604
00:45:20.119 --> 00:45:23.599
back to Starbucks many years ago.
He said Starbucks has lost its soul.

605
00:45:24.840 --> 00:45:28.480
Steve Jobs when he came back,
had the same thing to say as well.

606
00:45:29.000 --> 00:45:37.559
So there's something about organizations that is
this kind of elusive but profound thing

607
00:45:37.760 --> 00:45:43.440
that we might call having a purpose, and that becomes an orienting system.

608
00:45:43.840 --> 00:45:47.239
I want to remind you again,
purpose is profit, it's not. And

609
00:45:47.320 --> 00:45:51.920
I think I wish people would understand
that that Look, here's a way to

610
00:45:52.119 --> 00:45:57.519
drive growth, achieve great success,
and build a humane work environment where people

611
00:45:57.519 --> 00:46:00.800
want to come to work. What's
not with that sounds good to me?

612
00:46:01.159 --> 00:46:05.480
And I think you have been doing
that. I think is as I look

613
00:46:05.519 --> 00:46:07.719
at what you've been doing, that's
kind of the path you've been on,

614
00:46:07.760 --> 00:46:14.519
trying to get organizations to transform themselves
into the workplace where everybody wants to come

615
00:46:14.519 --> 00:46:17.280
to work. Yes, that's what
I've been up to, and Bula did

616
00:46:17.320 --> 00:46:21.840
that. I saw Bula in just
a couple of years of doing this kind

617
00:46:21.880 --> 00:46:25.199
of purpose efforts, they became among
the top most desirable places to work in

618
00:46:25.239 --> 00:46:30.760
Switzerland. It works, I know, I believe you. It works.

619
00:46:30.440 --> 00:46:35.639
I'm men. So we're at the
end already, doctor Golotti. It happens.

620
00:46:35.639 --> 00:46:37.639
It goes by so fast. You
know. The show is listened to

621
00:46:37.719 --> 00:46:39.880
white people across the world, and
they are out to join us to help

622
00:46:39.880 --> 00:46:43.559
develop workplaces where people actually want to
come to work, do their best,

623
00:46:43.679 --> 00:46:45.000
and we do business that better is
the world? What would you like to

624
00:46:45.079 --> 00:46:50.920
leave us with today? I hope
all of us should expect more out of

625
00:46:50.960 --> 00:46:55.119
our lives. We should expect more
out of our work. Don't sell yourself

626
00:46:55.239 --> 00:47:00.719
short. As one young person I
interviewed, who is a deeper leaders said

627
00:47:00.760 --> 00:47:05.800
to me, I had to ask
myself what is my time worth? And

628
00:47:05.880 --> 00:47:08.480
the moment I did the math and
I said to myself, that's crazy.

629
00:47:08.519 --> 00:47:12.639
I'm selling myself short. And then
she said, what's the right number?

630
00:47:12.639 --> 00:47:16.880
And she said, there is no
number. How do I know? Allow

631
00:47:16.960 --> 00:47:23.400
myself to aspire to make a difference
in the world, have an impact and

632
00:47:23.480 --> 00:47:29.079
of course be paid well, so
I'm not saying it's not getting paid practical

633
00:47:29.119 --> 00:47:32.400
idealism. How can we reconcile those
things in our lives? And I hope

634
00:47:32.400 --> 00:47:37.199
we expect more out of our jobs, more out of our lives and use

635
00:47:37.280 --> 00:47:40.920
purpose as the way into it smashing
way to finish, Doctor Galatti, I

636
00:47:42.039 --> 00:47:44.639
thank you so much for joining me. You are a gift to the world.

637
00:47:45.800 --> 00:47:47.119
So nice of you to say thank
you. I'm really grateful for the

638
00:47:47.119 --> 00:47:52.119
opportunity to share my ideas here and
I feel really fortunate to have had students

639
00:47:52.199 --> 00:47:57.079
who nudged me to study this topic
and really nudged me to do that,

640
00:47:57.199 --> 00:48:00.199
and for all the leaders who share
their time with me to share their stories.

641
00:48:00.719 --> 00:48:05.960
Thanks absolutely absolutely here here. If
you want to learn more about doctor

642
00:48:06.039 --> 00:48:07.400
ron J. Galotti, his books
are the work he does, you can

643
00:48:07.400 --> 00:48:10.599
start. There's two places I'm going
to send you. One is his book

644
00:48:10.760 --> 00:48:15.079
site, which is deeppurpose dot net. The other is his own personal site,

645
00:48:15.360 --> 00:48:19.519
Ronjgalotti dot com. Let me spell
that for you. It's r A

646
00:48:19.800 --> 00:48:23.840
n J A Y g U l
A t I dot com. Last week,

647
00:48:23.840 --> 00:48:27.119
if you missed the live show,
you can always catch a re recorded

648
00:48:27.159 --> 00:48:30.199
podcast. We were on there with
doctor Nathaniel Sincer talking about his book The

649
00:48:30.239 --> 00:48:35.719
Confident Mind, a battle Tested Guide
to Unshakable Performance. Next week, we'll

650
00:48:35.719 --> 00:48:38.000
be on there with Lori Van talking
about the real problems of burnout in the

651
00:48:38.000 --> 00:48:42.840
workplace and how many employees in this
period of the Great Resignation are looking for

652
00:48:42.880 --> 00:48:45.159
companies to work for who will honor
their wellbeing. See you there. Remember

653
00:48:45.199 --> 00:48:47.920
that works at least a third of
our life. So let's work on purpose.

654
00:48:51.599 --> 00:48:54.039
We hope you've enjoyed this week's program. Be sure to tune into Working

655
00:48:54.079 --> 00:48:59.280
on Purpose featuring your host, doctor
Elise Cortes, each week on W four

656
00:48:59.360 --> 00:49:04.400
C. Why Together, We'll create
a world where business operates conscientiously, Leadership

657
00:49:04.440 --> 00:49:07.880
inspires and passion performance, and employees
are fulfilled in work that provides the meaning

658
00:49:07.920 --> 00:49:12.719
and purpose they crave. See you
there, Let's work on Purpose.