The term job purpose permeates my writing. It’s not lost on me that some readers will be asking, “What’s the point of articulating a job role’s purpose? Isn’t this just a theoretical exercise with little or no application or benefit inside the real world of work?” That’s a question that,
In this 3-part blog series, I will attempt to demystify popular misconceptions related to fostering a purpose-driven workforce. The first post in the series examined the fallacy that organizational purpose is equivalent to environmental sustainability, corporate social responsibility, and other noble causes. In the second installment, I revealed the difference
In this 3-part blog series, I will attempt to demystify popular misconceptions related to fostering a purpose-driven workforce. The first post in the series examined the fallacy that organizational purpose is equivalent to environmental sustainability, corporate social responsibility, and other noble causes. In the second installment, I will clarify the
Too many well-intentioned consultants and business leaders conflate organizational purpose with environmental sustainability, corporate social responsibility, and other noble causes. They do the same with employees’ life purpose and their purpose at work, in hopes of aligning the two. And they often overlook the distinction between the organization’s mission, vision,
After a 20-year career with Marriott, in 2006 I ventured into a second act speaking, writing, and consulting, primarily on the topic of customer service. Over the years, I’ve read dozens of business books to glean insights and keep abreast of trends. Two books have shaped my post-Marriott service philosophy
For many years, I’ve gone on record saying that the reason you and I, as customers, consistently receive predictably poor customer service is because exceptional customer service is voluntary; employees don’t have to deliver it, and most don’t. It’s true. While there are things that employees have to do, providing
I was talking with my daughter about a friend of hers who had applied to work at the reception desk of a local health club. Her friend anxiously rehearsed the organization’s mission statement in order to recall it during her job interview. She got the job and later shared that,
I routinely ask groups of managers, by a show of hands, how many would consider themselves to be a purpose-driven leader at work. I see a lot of hands. Next, I ask how many would consider themselves to a values-driven leader at work. Sensing a trap, audience members are more
“That business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.” This Peter Drucker quote is a driving force in my work with clients to identify, instill, and reflect purposeful actions and behaviors that will attract and retain
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