Recently, I was a guest on a podcast with Wanda Wallace. She posed some great questions, including one about how to connect every job role, including support roles that operate behind the scenes, to the organization’s purpose. In reflecting on the question, I am reminded of three priorities: Relevance trumps
For decades, leadership luminaries such as Abraham Zaleznik and John Kotter have examined the differences between managers and leaders. Managers were labeled with terms like “order” and “consistency,” while leaders were celebrated with terms like “visionary” and “inspirational.” When the lists isolating the differences appeared side-by-side, the contrast communicated that
This is the final article in a 4-article series that explores each of the Four Questions leaders must ask to reveal the total job role to employees, connect daily work activities to organizational purpose, and inspire the collective pursuit of a common aspirational goal. The act of contemplating and responding
This is the third article in a 4-article series that explores each of the Four Questions leaders must ask to reveal the total job role to employees, connect daily work activities to organizational purpose, and inspire the collective pursuit of a common aspirational goal. The act of contemplating and responding
This is the second article in a 4-article series that explores each of the Four Questions leaders must ask to reveal the total job role to employees, connect daily work activities to organizational purpose, and inspire the collective pursuit of a common aspirational goal. The act of contemplating and responding
This is the first in a 4-article series that explores each of the Four Questions leaders must ask to reveal the total job role to employees, connect daily work activities to organizational purpose, and inspire the collective pursuit of a common aspirational goal. The act of contemplating and responding to
In the 21st century, there is an expectation that corporations, once aloof from societal issues, take a stand on matters that are relevant to their purpose and values. Regardless of whether they are known for being socially or environmentally progressive, boardrooms are embracing environment, social, and governance (ESG), corporate social
I recently read another article that counseled leaders to seek input through surveys and focus groups to ensure that the resulting organizational purpose statement is inclusive of the feedback and priorities of current and prospective employees, customers, vendor partners, investors, and other stakeholders. This is really bad advice. Articulating organizational
Over the past several years I have read dozens of books and articles on finding purpose in our work. Much of the counsel presents some version of aligning your purpose in life with a vocational pursuit. Doing so, it’s suggested, will allow you to contribute a valuable service for which
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