Every CEO Needs a Coach

As CEO, your job is to create great value. More than any other person, your impact as CEO is the single biggest predictor of your company’s success. Perform in the upper 20% of CEOs and you’ll generate a nearly 3X greater return to shareholders than the average performer.

Yet sustaining top performance and value creation is not so easy. Today’s environment is riskier and more challenging than just a decade ago. You operate in a volatile, uncertain, complex, and ambiguous world, where disruptive technology abounds, talent is scarce and shifting, new business models and competition threaten the status quo, and social unrest, a pandemic, and the climate crisis loom. You have a lot of weight on your shoulders. To help you navigate this treacherous terrain, can you benefit by having a CEO coach, whose sole goal is to help you become more successful in work and life?

Every top performer has a coach. World-class athletes, musicians, and entertainers all have coaches. Best-in-the-world performers hire coaches to help them improve their games, become better and stay on top. It’s the same for smart CEOs.  Eric Schmidt, former chairman and CEO of Google said, “The best advice I ever got was from John Doerr (chairman of venture capital firm Kleiner Perkins) who said to get a coach.” A CEO coach sees you with a different set of lenses, making suggestions and offering insights that help you create great impact.

 

Your CEO coach’s only agenda is a desire to see you operate at your best and succeed. Your coach is a confidant who plays a role no other stakeholder can play. Board members, direct reports, or well-meaning spouses aren’t coaches as they have their own agendas. Your coach sees your greatness, beliefs, and blind spots. Listening carefully, your coach learns your biggest challenges and opportunities. Your coach asks thoughtful questions, explores options, and offers perspective and wise insights.  Your coach helps you learn new skills and strengthen your relationships. Your coach shows you how to grab hearts and minds. Your coach will teach you how to connect with, persuade and inspire others to act. Your coach encourages and inspires you to become your best.

When you get better, everyone around you gets better. You serve as a role model for others to grow and lift their games, too. That’s a powerful way of building a team of high performing, value creating leaders.

What to look for in your CEO coach? Your coach must understand your context, bringing senior level executive experience in your industry sector along with a track record of success working with CEOs on the topics where you seek assistance. Your coach must clearly describe what you can expect working together and provide examples and references of client success stories that resonate. Your coach must always keep your discussions confidential. Finally, your coach must be a good personal fit with you. The chemistry has be right.

Every CEO needs a coach. When you select and engage with an outstanding CEO coach, and commit to do your work, the benefits you’ll receive can be enormous. You’ll gain a brainstorming partner, a confidant, a trainer, a sage, and a motivator, who’ll help you thrive. So, you become better – in work and life – creating great value for yourself and all your stakeholders.

What Do Exceptional CEOs Do Differently? Where Do You Fall on the Scale?

As CEO, your job is to create great value. More than any position, your impact is the single biggest predictor of your firm’s success. What you control accounts for up to 45% of company performance. In an increasingly volatile world, your impact will become even more important in the future.

Every CEO has six key responsibilities they must embrace. Exceptional CEOs think and act differently as to how they carry out their responsibilities.  Finally, we have a self-assessment tool that measures your performance on these areas.  It’s called Your CEO Check Up. It takes about 10 minutes to complete on-line, it is confidential, you get your results instantly, and best of all, it’s free.

How you perform matters – a lot.  You can be a boost for your company or can set it back.  The risks are high. With CEO turnover on the rise, fail to create the value you must and you’ll be shown the door.

 How about you? Are you winning or losing? Every CEO has blind spots. What’s the risk if you don’t perform to your full potential? What price will you pay?

With results in hand, you’ll want to know how to create the value you must. For more on the mindsets and CEO practices that drive value, you’ll need Your CEO Resource Guide.  It’s full of valuable insights and information, its downloadable and it is free, too.

When you get better, everyone gets better. Go to YourCEOCheckUp.com, take the self- assessment and get your results. Then, go to YourCEOResourceGuide.com to discover what you can do to raise your game and put yourself on the path of becoming the exceptional, value-creating CEO you are meant to be.

Creating by Extracting

In a world that gets more complex by the day, sometimes great things can best be created by extraction. By making things simpler.

If you are in northern New Mexico and hear a tap-tap-tap, it just might be Ra Paulette. Paulette is an American cave sculptor who lovingly and intentionally digs into and scrapes sandstone – solidified sand dunes, which were once the shores of an ancient sea – in order to transform the material into elaborate artistic spaces inside mountains.

For the past 25 years, with only his dog as company, he’s been scraping and shaping the New Mexico sandstone into man-made art caves.

Working alone, he uses hand tools to do his work: picks, shovels, scrapers, mirrors, and a wheelbarrow. There is no dynamite, no drills, no sledgehammers, no generators, no power tools or conveniences of any kind. It’s a grueling, arduous process and the manual labor is backbreaking.

Describing himself as “simply a man who has found his passion,” Paulette is not an architect, he has no degree in sculpture, and he is not a structural engineer. He prepares no drawings or blueprints to guide his efforts. He calls himself an “intuitive engineer” and feels like an archaeologist, uncovering something that is already there by creating space through extraction.

Ra digs horizontally into a hill or mountain, about fifteen to twenty feet, and then he breaches the ground to open a hole on the top of the cave for sunlight. He can feel the empty space. And he digs and creates what he calls “the juxtaposition of opposites.” You enjoy a sense of being underground with streaming light – it creates a perception trick. There is intimacy in being in a cave with high walls, with columns and arches sometimes 30 to 40 feet high. Light floods in.[i]

These wilderness shrines are massive in scale and poetic in design. He finishes the caves with scallops, molded curves, smooth ledges, inlaid stones, narrow pods, and crusty ledges. He wants his work to take your breath away in its magnificence.

He believes his work is magical. He’s totally obsessed with cave sculpting. When he’s engaged on a project, he thinks about it all day long. He dreams about his cave when he sleeps. He’s passionate about his calling.

Ra doesn’t do it for the money. Over the past 25 years, he’s sculpted over a dozen caves, each about the size of a house. A project takes at least nine hundred hours, but it may take two years or more to complete. He charges about fifteen dollars per hour for the project. And now in his late sixties, he acknowledges he doesn’t have much time to continue his art. His work was chronicled in Cavedigger, a documentary that was so unique it was nominated for an Academy Award.[ii]

He describes his caves as celebrations that create transformative experiences. They are an aesthetic adventure. He seeks to open people’s feelings. He views his caves as hallowed places and healing retreats. They are sanctuaries for prayer and meditation where transformations occur. He hopes that visitors to his sculpted caves will come in and find the solitude that he experiences. To find a sense of peace and purpose. To share a sacred moment when they can gain a deeper understanding of themselves and life.

 

Ra Paulette’s gift: His ability to visualize what could be and to create space from extraction.

Ra’s purpose: To give others a deeper understanding of themselves.

Committed to living an expressive life, Ra doesn’t put any energy into being a success in the world. But he does put all of his energy and passion into living a life of purpose.

How does Ra define creating impact?

By creating healing retreats to discover peace and purpose through extraction. 

Less is often more. How can you create something remarkable by making things simpler? By extracting?

[i] Ra Paulette, Wikipedia, https://en.wikipedia.org/wiki/Ra_Paulette.

[ii] Cavedigger documentary, Ra Paulette, Jeff Karoff, Journeyman Pictures, 2013.

Encouraging Purpose in Your Children

Eighteen months into the pandemic, it may be more important than ever to encourage purpose in our children.

Forty years ago, after graduating high school, you either went to work at the factory, joined the military, enrolled in vocational school to learn a trade, or entered college. The options were pretty straightforward and there was an implicit “deal” of what you could expect from each choice. Graduates made their decision and could more or less follow their paths to a middle-class life.

Today, young people have limitless options. That is both exciting and terrifying. What’s missing is they’ve got no clear answers. As young people think a lot about their futures, this lack of clarity too often creates anxiety and depression. They see a volatile and uncertain world that feels scary and threatening.

For far too many youngsters, the stress is too much to handle. The National Institutes of Health reports one in three of all adolescents ages 13 to 18 will experience an anxiety disorder. Other studies show a sharp rise in depression among teens and young adults over the last decade.[i]

While there are a number of reasons that drive the increase in anxiety and depression of young people, worry about the future contributes to their decline in mental well-being.

If ever there was a time for parents to get connected with their kids and help them, it’s now. This is where parents need to step in. An excellent source for parents and caring adults is William Damon’s book, The Path to Purpose: How Young People Find Their Calling in Life. Damon is a Stanford University professor on adolescence.[ii]

Damon writes, “In our interviews and surveys, only about one in five young people in the 12-26-year age range express a clear vision of where they want to go, what they want to accomplish in life, and why. The largest portion of those we interviewed – almost 60% – may have engaged in some potentially purposeful activities, or they may have developed some vague aspirations; but they do not have any real commitment to such activities or any realistic plans for pursuing their aspirations. The remaining portion of today’s youth population – almost a quarter of those we interviewed – express no aspirations at all. In some cases, they claim that they see no point in acquiring any.”

He describes four groups of young people.

The Disengaged express no interest in purpose, and they made up 20% of the sample of twelve hundred young people between 12 and 26.

The Dreamers consisted of 25% of the sample. Dreamers had ideas about purposes but had done little or nothing to actively try out their ideas.

The Dabblers were those who had engaged in some activities that were potentially purposeful but showed few signs of committing themselves to these pursuits over time. Dabblers represented 31% of the sample.

Finally, those who found something meaningful to dedicate themselves to, sustained this interest over a period of time, and expressed a clear sense of what they were trying to accomplish and why, made up 20% of the group. He described this group as the Purposeful.

If you have young people in the world you care about, which group do you believe they fall into today?

As a parent or caring adult, there is an opportunity you have to assist your children discover their purpose.

The hectic lifestyles of many parents spill into the lives of children. With everyone on the go, family interactions fray and face-to-face connections decrease. When parents do try to help their kids, their suggestions are usually tactical in nature, offering no strategy. Statements like, “Get good grades,” don’t provide useful direction or clarity to the “Why?” and “What kind of work will I do when I get older?”

Damon believes that if young people had a goal in mind and then went to college or other post-high school training with that purpose in mind, taking classes to prepare themselves for achieving it, saying, “Here’s what I need to do in order to fulfill my dream,” that would be a much superior approach than simply saying, “Get the degree and figure out why later.”

When young people have a destination, the right decisions along their journey become clearer. Without purpose, being a good kid can feel like an arbitrary list of things to do and not do. With purpose, doing the right thing is clear because it’s in service of a greater goal.

Damon writes, ““Once a young person has taken on a purposeful quest, his or her personality begins to be transformed by the activities and events of the quest. Out of necessity, the youngster acquires such capacities as resourcefulness, persistence, know-how, and a tolerance of risk and temporary setback. Character virtues such as diligence, responsibility, confidence, and humility get a boost from the experience of making a commitment to a challenging purpose and seeing it through. What’s more, literacies of all kinds (verbal, mathematical, cultural) develop in ways that extend well beyond anything previously learned in the youngster’s home or classroom.”

What can you do to help young people discover their purpose?

Start by being a good role model. When you convey your individual purpose and your values, and how you chose those, that’s a great start. Share the meaning you get from your work. Your job does more than pay the bills. What is it that you do that makes the world a better place, contributes to the common good, or makes someone happy?

For instance, how did you know you wanted to raise a family? At what point did you know you wanted to be a marketing manager, a police officer, a principal, a __________? Share the meaningful experiences from your life and your setbacks that helped you gain this insight. Whatever your purpose is, discuss how you knew it was your calling and how it contributes to your everyday life satisfaction. When your children see you living a life of purpose, impact, and joy, they’ll be encouraged to do the same. Tell them your purpose story.

If you regret not following your dreams, don’t shy away from relaying those lessons learned to your children. This may help them gain knowledge from your experience.

Share with your children that what they do matters. While they get told what to do a lot at school and home, this will change over time. They have the personal power to make decisions and take actions. They will be able to make decisions and will be called on to make a difference. They can make the world a better place. If they don’t make a difference somewhere to someone, life isn’t going to feel very meaningful. The choices they make and the actions they take matter. People cannot have a sense of purpose until they know how much they matter. When young people have the confidence to know they matter, they can begin to imagine their purpose in life.

Realize you aren’t the creator of your child’s purpose. You don’t create purpose and passion for your kids any more than you can create their personality. What you can do is to gently ask questions about their opinions and interests. You can expose them to new things and see how they respond. You can introduce options. You can encourage them to go deeper to experience and learn more about topics that resonate. Pay attention to what drives them to keep learning. If a teen loves writing stories, and is challenged to write more to improve, encourage that passion. Their talent and interest could help them find a life of purpose that is right for them.

Create a safe environment for dialogue. Dinners, watching the news together, and trips in the car each offer organic situations that lend themselves to discussing topics that are important to your youngster. You can ask them why their topics of interest fascinate them. It’s better to have small, frequent conversations, too. This is a process, not a one and done discussion.

Avoid questions like “What do you want to do with your life?” Instead, ask non-intimidating questions such as, “When was a time you helped someone?” or “What do you think your best qualities are?” “What kinds of things do you really care about and why?” “What does it mean to have a good life?” “What does it mean to be a good person?”

Let your kids know they have unique gifts. Describe the gifts you see them possessing and have a dialogue with them to get them to hear their perceptions of their gifts. Explore ideas with them about how they might use their gifts at school, in extracurricular activities, at volunteering opportunities, and in the future.

Identify and discuss examples of purposeful young people. Sometimes it is useful to have an example or two of young people who have discovered their purpose. While everyone has their own path to discovering purpose, Damon’s book has several examples of young people who have followed their purposes and have made a difference. The story of Ryan Hreljac, was particularly inspiring.

Ryan learned at age 6 in school that many people in Africa had a hard time getting access to clean water. Ryan began doing chores to raise money to build a well, which led to other fund-raising activities. Within twelve months, he had raised $2,000, which was the cost to build a well. He sent the money to Water Can, and a well was drilled in northern Uganda, alongside a public school. Two years went by and he raised $61,000 to build wells. His story was picked up on The Oprah Winfrey Show.

His parents helped him set up a registered charity, Ryan’s Well Foundation, to educate school children about water issues and to get more people involved in fundraising and well digging. A number of years later, the foundation brought clean water to nearly 900,000 people in sixteen developing countries through nearly 1200 water and sanitation projects.

Not everyone will create a purpose like Ryan’s Well Foundation, which has such a far-reaching impact. Yet everyone can have a purpose that has an impact in the world, even in small ways. Educating and inspiring your child with stories like Ryan’s can be the spark that lights the flame.

Encourage volunteer work. Volunteer work is a wonderful way to finding something meaningful. When teens experience the personal satisfaction from doing something that makes a difference in the world, they develop their personal beliefs and values, which leads to healthy development and a sense of purpose. Resources such as DoSomething.org can connect teens to volunteer opportunities.

Introduce your children to trusted adults who can be mentors. If they express an interest in a profession or field, think of who you can introduce them to who has some experience in their area of interest. Maybe you can’t describe what it is like to be a trial lawyer – but your cousin, the trial lawyer can. Your doctor can speak to the process of preparing for and getting accepted to medical school and the path to becoming a physician, if that is an area of interest. Connecting them with trusted mentors outside the home is very powerful. Damon identified twelve youngsters who were highly purposeful in his book. Every one of them had a mentor outside the home.

Help them develop an entrepreneur’s mindset. Encourage an entrepreneurial attitude by supporting them in stepping outside their comfort zone into the world around them. Maybe it is an after-school club or activity, a part-time job, or exploring the local community with friends. Maybe it is to fundraise for a special cause, to sign up for a camp, or to study abroad. You never know what might stick. Think about taking a mindset that is about “offense” and not “defense.” It’s about developing a growth mindset with empowering beliefs. Encourage your child to take on challenges and healthy risks when trying new activities.

Damon writes, “Cultivating an entrepreneurial spirt means encouraging the following attitudes: 1. The ability to set goals and make realistic plans to accomplish them; 2. An optimistic, can-do attitude; 3. Persistence in the face of obstacles and difficulties; 4. A tolerance – or more, even an appetitive – for risk; 5. Resilience in the face of failure; 6. Determination to achieve measurable results; and 7. Resourcefulness and inventiveness in devising the means to achieve those results.”

Show optimism. Stay optimistic about their future while helping them be resilient. They will experience adversity along their journey. Their beliefs about adversity are what drives the consequences of the adversity. There is always a better way to look at a setback than as a failure. Setbacks are the lessons to get you closer to your purpose and desired destination. That’s a mindset of optimism and resilience.

Be patient. Discovering purpose is not a single event – it’s a process. Young people will go at their own pace. Remind them that life is an ongoing process of change. It’s OK not to have an answer right away on purpose, as it takes experience and time. Remind your youngsters that you are there to support them and love them no matter what.

While you can provide guidance on different routes to travel, and you can introduce options and allow exploration within safe limits, they’ll sort through choices to determine what is best for them. With your support and interest, they’ll discover their purpose in time. This process of encouraging purpose will put them on a path to creating a life of impact.

[i] Anxiety and Depression in Adolescence, 2017,

https://childmind.org/report/2017-childrens-mental-health-report/anxiety-depression-adolescence/.

[ii] The Path to Purpose: How Young People Find Their Calling in Life, William Damon, Free Press, 2008.

How Mike Sievert Fumbled T-Mobile’s Massive Security Breach Crisis: Mobile Provider CEO Fails The Three Rules of Crisis Management

A cyberattack that exposed the personal information of more than 53 million people, including names, addresses, dates of birth, social security numbers and driver’s license information of current and previous customers was reported to T-Mobile, the US’s second-largest mobile service provider, on August 13.  This is the fourth known data breach at T-Mobile since 2018.

On August 15, T-Mobile reported an investigation of a security breach was underway. On August 26, John Binns, a 21-year-old American living in Turkey, shared in an interview with the Wall Street Journal that he was the hacker behind the security breach. Binns described his entry point into the cellphone carrier’s data center and how he accessed more than 100 servers. Binns said, “… their (T-Mobile) security is awful.”

Fourteen days after becoming aware of the massive security breach, and one day after the WSJ interview, CEO Mike Sievert finally went public on August 27. Sievert stated, “We didn’t live up to the expectations we have for ourselves to protect our customers.” Sievert’s public post on the company’s website included news of T-Mobile’s plan to partner with two consulting firms to prevent future cybersecurity disasters, a two year offer of free identity protection services and instructions for resetting PINs and passwords.

Nowhere in his public statement did Sievert explain why the breached confidential personal information was not encrypted. Nowhere in his public statement did Sievert – as CEO – take personal responsibility for the security breach.  Nowhere in his public statement did he acknowledge the inconvenience and potential pain his customers and former customers might suffer as a result of their private data being breached.

With 90 million customer accounts, the damage to the T-Mobile brand with this fourth breach in three years could be massive. The damage to Mike Sievert’s personal brand may also be massive. Time will tell.

Last week, the Federal Communications Commission announced an investigation into this latest T-Mobile failure. Two years ago after their data breach failure, $3.5 billion consumer credit reporting Equifax, entered into a $700 million settlement with US officials. With over $68 billion in revenue in 2020, what will be the fine T-Mobile will pay for their lapse of security?

At some point in time, every company faces a crisis. These are the moments that can define companies, brands and CEOs.  Three steadfast rules should govern CEOs when mistakes are made and things go wrong. They are:

  1. When a crisis arises, the CEO must be front and center, seen as personally managing the crisis. While T-Mobile knew of the breach on August 13, it took two weeks, a day after the hacker went public, for Sievert to issue a public statement.
  2. When the crisis arises, the CEO has to acknowledge the issue and accept personal responsibility. When Sievert finally issued his public statement, he didn’t comment on the headaches and problems for millions who had name, address, SSN, date of birth and driver’s license numbers compromised. A statement on the company’s website two weeks after T-Mobile learned of the cyberattack, doesn’t cut it as a heartfelt personal apology to impacted customers.
  3. Most importantly, when crisis occurs, the CEO needs to overcorrect. When Johnson and Johnson experienced the Tylenol murders, the CEO pulled product and developed tamper-resistant packaging. When Wal-Mart experienced a fatal shooting in its El Paso, TX store, it stopped selling handguns and ammunition. What did T-Mobile do? They offered assistance on how to change your pin and password and a couple of years of identity protection service. Could something more financially meaningful for loyal customers be offered? A free month of service? A free phone upgrade? A generous gift card? Something meaningful to show “we care” to valuable customers.

The old adage about life, “It’s not what happens to you but how you react to it that matters,” holds true for CEOs and companies that stumble.

While Sievert whiffed on CEO rules 1 and 2 of crisis management, there’s still time to salvage rule 3 by overcorrecting. The window of opportunity is quickly closing. Will Sievert recover and handle T-Mobile’s latest crisis in a way that protects his company’s brand, restores confidence to customers and shareholders and bolsters his leadership?

Here’s an opportunity for Mike Sievert. It’s time to pivot. How about taking personal responsibility for the mess and recovery? How about providing a heartfelt, deep apology to those who have been affected? And how about overcorrecting by doing right by your customers?  Following the three rules of crisis management will help Mike Sievert and his Team Magenta shift the story, boost stakeholder confidence and ensure this latest crisis doesn’t go to waste.

 

Nothing is Impossible!

Terry and Sue Hitchcock met in college and they married shortly thereafter. They enjoyed the classic American Dream. Living in suburban Minneapolis, Terry worked as an executive and Sue stayed home to manage the household. By their mid-forties, they were happy, in love, and busy raising three children.

Then the unthinkable happened. Sue received a diagnosis of breast cancer. Sadly, the spread of the cancer was aggressive and her treatment was unsuccessful. Sue passed away mere months after her diagnosis.

After Sue died, Terry was thrust into single parenthood—cooking, clothing, and caring for his three young kids. Three days later, Terry lost his job and income.

Times were tough. And Terry’s eyes were opened to the plight of single parents. Finally, twelve years after Sue’s passing, he had to do something.

It was 1996, and at age fifty-seven, Terry didn’t recognize the old man in the mirror anymore. His fire was gone.

He wasn’t what you’d call athletic. But he used to challenge himself by entering the local 5K every year. He always came in last. And six months after having a heart attack, and never having run more than this annual 5K, Terry Hitchcock made a decision that would change his life forever.

He got the idea from a Canadian man—Terry Fox, a man who lost his leg to cancer and did something extraordinary in 1980.

This young nineteen-year old decided that what he was going to do was to attempt to run from east to west, across Canada, to raise money for cancer research. After one hundred forty-three days of running, and almost thirty-five hundred miles across Canada (24.5 miles a day), Terry had to leave the highway because the cancer that had taken his leg was now in his lungs. Throughout his run, he raised over twenty-four million dollars to combat cancer. Terry passed away some eight months later. To date, his foundation has raised close to one billion dollars for cancer research.

Inspired by Terry Fox, Terry Hitchcock decided to honor Sue and shine a light on the struggles that thirty-five million American single parents and their children experience. Hitchcock decided to run again. He wasn’t going to go on just any run. He wanted to go on a two-thousand-mile odyssey from St. Paul to the Olympic Games in Atlanta![i]

Terry commented, “I knew that the Olympics were going to be held in Atlanta and two of my three children were born there. The Olympics represent going beyond and doing the impossible. I thought, ‘Well maybe what I could do is run toward Atlanta and maybe do the equivalent of at least a marathon a day. I think I’ll run to the opening ceremonies of the Olympics.’ Since I’m a dreamer, I could tell the story of what I’m doing and help raise awareness for single parents and their children.”

“No runner that I ever met said that I could do this,” Terry said. “They would say it was humanly impossible. Every doctor said, ‘You just can’t do this,’ because while I was training, I had a heart attack halfway through. My cardiologist said, ‘Don’t do this. You won’t live to tell your story.’ So all those things were against me, but I just felt with my own faith that this was something I should do—that when I completed it, it’s a story for the ages.’”

Despite the odds, Terry hit the streets running with a small team of friends and family. Soon enough he realized just how difficult the journey would be.

His plan was to run slowly, but for a long time, about eight hours a day. Yet when he finally set off he wasn’t prepared for the pain-filled realities of running the road.

Terry reported, “First of all, the pounding that you put your body through is incredible. Halfway down to Atlanta, both my ankles were fractured and my left kneecap also had a fracture. I was in pain every day and just had to learn to bear it and run above it.”

He thought about quitting each and every day. “Actually, it was probably many times during a day. It was very hard.” And it only got harder as I ran farther south into warmer temperatures. “

Worst yet, after thirty days of running, his team began to disband. “Five of the six said, ‘We’re going to go home,’ because it wasn’t fun. It was very hard work. They were young and they missed their friends. The thirty-first day I’m standing on the side of the road with a trailer going home, and beside me is my oldest son Christian. He is looking at me saying, ‘Dad, I’m not going to leave you.’ It seemed like Chris and I against the world.”

“Crossing the finish line at Centennial Park in Atlanta, knowing that I had just finished almost twenty-one hundred miles—and I was still alive—that made it all worth it.”

Terry’s run required running slightly over a marathon a day for seventy-five days—an average of twenty-eight miles per day.

It has shown me, in no uncertain terms, that I am here on this earth to ‘teach,’ to show others that their ‘daily marathons’ are possible to get through each day, that nothing is really impossible, that one’s own personal faith is the strength we all need to help run our marathons, and that I am simply a vehicle to make a difference for others.

Terry Hitchcock’s purpose is this: I am here on this earth to show others that their daily marathons are possible to get through each day and that nothing is really impossible.

Years after his run, the late producer and director Tim Vandesteeg completed a documentary called My Run, narrated by Academy Award winner Billy Bob Thornton. My Run won 10 awards. Hitchcock also wrote a book telling his story, A Father’s Odyssey.[ii]

The story of Terry Hitchcock is more than a story about a man running multiple marathons; it’s about the daily marathons every one of us runs.

When you’re faced with obstacles, you have a choice.

If a fifty-seven-year-old man with no athletic ability can run a marathon a day for seventy-five consecutive days, then just imagine what you can do!

You can give up or you can keep pushing. It’s your decision.

As Terry Hitchcock shows, “Nothing is impossible.”

[i] “The Man Who Ran to Atlanta,” Euan Kerr, MPR News, April 16, 2010 https://www.mprnews.org/story/2010/04/16/my-run.

[ii] “My Run Q&A with Terry Hitchcock,” https://www.beliefnet.com/inspiration/interviews/my-run-terry-hitchcock-and-the-faith-to-endure.aspx.

Leaders Are the Force Multiplier for Impact

As a leader, it’s your job to get results, to create value and impact in a sustainable way. Your job is to inspire your followers by your example. To get everyone aligned. To help each person become their best. Do these things and you are a value creator. You create great impact. Fail to do these things and you are a value destroyer.

As a leader, are you performing like this? Are you a value creator or a value destroyer?

Consider these statistics about the state of leadership today:

  • Fewer than 20% of leaders have a strong sense of their own individual purpose.[i]
  • Only 49% agreed they get to use their strengths to do what they do best every day.[ii]
  • 58% of workers trust strangers more than their own boss.[iii]
  • 60% of workers have left a job or would leave a job over a bad boss.[iv]
  • 65% of workers say they’d take a new boss over a pay raise.[v]
  • 70% of employees are disengaged at work.[vi]
  • 75% say their bad boss is the worst part of their workplace.[vii]
  • 79% don’t feel appreciated by the boss.[viii]
  • 83% of US workers suffer from work-related stress. The main source of stress at work is their boss.[ix]

These are damning findings about the state of leadership. These shared perceptions point to a leadership crisis. If you are a leader, the odds are you’ve got a problem. Flip these statements around and try them on yourself? What would your people say about you?

To compound the leadership effectiveness problem, there is a leadership shortage. With baby boomers retiring and leaving the workforce, companies are worried about the readiness of other leaders to succeed the departing ones.

In the 2019 Global Human Capital Trends report, Deloitte reported: “Eighty percent of executives rate leadership as a high priority for their organizations. But only forty-one percent think their organizations are ready to meet their leadership requirements.”[x] A leadership crisis combined with a leadership shortage is a disaster. But it is also an opportunity for you, if you are committed to becoming the best leader you can be and creating great impact.

How’s your self-awareness? Most leaders are unaware of how they impact others. Seventy-five percent of leaders think they are in the top ten percent of leadership. That’s statistically impossible. The bottom fifty percent of the class at Harvard Medical School couldn’t be in the top ten percent of their profession either. For leaders, this means sixty-five percent are delusional. When was the last time you completed a 360-degree feedback assessment of yourself?

You may have been a leader for many years. You may be smart with a high IQ. You may have considerable expertise and experience in your industry. You may have an MBA from a top-tier school. You may point to your track record of promotions and results and believe you’ve been successful. Perhaps. Those are the hallmarks of twentieth century success. What made you successful in the past is no assurance you’ll be successful in the future, if you don’t reinvent. The rules for leading have changed.

Would your followers say you don’t have a sense of your individual purpose? Do your team members trust strangers more than you? Do they feel unappreciated? Are they disengaged? Do they suffer from stress you have induced?

If you answered “yes’ to any of the questions above, you are failing as a leader. Any question that you have answered “yes” is due to the way people are treated by you and the environment you create.

Where do you stand?

As the leader, you’ve been given a gift. The gift of leadership is a privilege. When you lead others, and do it well, it is the most noble of professions. It’s a responsibility and an opportunity. There is no other occupation where you can help so many others learn and grow. It provides you, as the leader, the opportunity and the responsibility for making an indelible contribution to the lives of your followers. As a bonus, you get to be recognized for your team’s achievements and impact when you succeed.

To thrive and flourish in these times, in today’s hypercompetitive, volatile and uncertain world, where virtually every company is reinventing its business model and the way it operates due to technological disruptions, relentless competition, shifting demographics, and generational preferences, you have to reinvent yourself. Unfortunately, few leaders are reinventing themselves. If you aren’t reinventing yourself, learning and growing continuously, you’ve got a problem. Your career, your earnings, your dreams—they are all at risk.

Save yourself, and you will save a thousand around you.”

Saint Seraphim of Sarov

To reinvent as a leader is to consciously transform how you operate, connect, and lead so you can stay relevant and energized, capable of creating maximum value.

The question is, how do you do this?

You start by serving your people extraordinarily well. To help them be successful at work and in their lives.

Here are the new rules of leadership:

  1. Your #1 Role is to Lead by Example

You dictate all behavior, not by your orders or mandates, but by your example.

Why is this so important? Because people learn by mimicking. It’s a “monkey see, monkey do” world. As the leader, everyone is always looking at you. You are always on stage. People don’t go as fast as they can. They only go as fast you, the leader. Your speed determines the speed of your pack. That is why you have to be excellent in everything you do.

As the leader, you have to be the most positive, the most purposeful, the most passionate, the most productive, and the most impactful. You need to be the most disciplined, the most consistent, the most authentic, the most service-driven, the most committed to learning, the most committed to growth, and the most committed to reinvention.

Think about Usain Bolt, who won the gold medal and set the world record in the 100 meters in the 2012 London Olympics. He ran the 100 meters in only 9.63 seconds. Not only did Bolt set the record, but the silver and bronze medalists both finished the race under 9.8 seconds, the first time in history for the top three finishers. When Yohan Blake and Justin Gatlin, the silver and bronze medalists, were asked how they ran so fast, they answered, “Trying to catch Usain.” Bolt didn’t just win the 100 meters in 2012. He won gold in the 100 meters and 200 meters in 2008, 2012 and 2016. He is the only sprinter in history to have ever done so.[xi]

The speed of Usain Bolt—the leader—determined the speed of the pack. He set the pace, the standard, for the competition. He raised everyone’s games. His competitors ran faster because of him. As the leader of your group, you have to do the same.

Do you hold yourself to the highest standard, like Usain Bolt did in the sprints? Do you expect excellence of yourself? You must hold yourself to the highest standard first before you can hold your team members accountable for excellence.

When you fly on a plane, the flight attendant in her pre-flight instructions reminds you that in case of an emergency, you must put the oxygen mask on your face first before helping others. The same is true for creating impact. You’ll need to gain clarity of your purpose, gifts, strengths, and passions first. You will need to recraft your role and turbocharge your productivity first so that you can create great value and impact. Then, show and coach others so they discover and excel, too.

People want to commit to a purpose, to people, profit, and the planet. People want to be inspired. Leaders who operate with purpose, passion, and productivity are a company’s force multiplier. They are the untapped source of value for most companies because only a few leaders are operating to create value and impact. Most are managing for output and maybe engagement.

Are you leading like the leader you would want to follow? Where do you need to improve, learn, grow, and reinvent? What commitments have you made to become your best and create great impact?

  1. Reinvent Yourself

To reinvent yourself as a leader, start by creating and articulating your individual purpose, your values and then living them with integrity.

Show your people how to connect their purpose with the collective purpose of your business. They likely don’t know their gifts (what others perceive) and talents. They may not know what they’re blessed with. Help them discover their purpose, gifts, and talents. They’ve likely lost touch with their passions. How about helping them find their passions?

Leaders with purpose who communicate this purpose to their followers inspire their people to be[xii]:

  • 8 times more likely to stay at the company;
  • 2 times more likely to have higher job satisfaction; and
  • 70% more satisfied with their jobs.

Virtually everyone wants purpose and meaning in their work and life.

DeVry U Career Advisory Board studied millennials’ attitudes regarding their work. They found that seventy-one percent of millennials ranked finding meaningful work as one of the top three key elements they used to evaluate their success. Thirty percent reported it as the single most important element. It was also reported that they were willing to sacrifice more traditional career comforts in pursuit of more meaningful work.[xiii]

Once people have a sense of their individual purpose, how about helping them express their purpose through their work and showing them how to identify and apply their passions and energy? As purpose is defined and they get more passionate about their work, how about showing them how to be more productive using the OKR productivity system to get more done with less effort? So they can create greater value.

People who aren’t purposeful, passionate, and productive simply don’t increase their value or their company’s value.

Need more proof? Deloitte Insights reported that “purpose-driven” companies tend to have thirty percent higher productivity and forty percent higher levels of retention.

  1. Get Everyone Aligned

The leader makes the difference between success and failure as to whether the team, company, or country succeeds or fails. As the leader, you are the one who can draw out extraordinary efforts of people or you can be the cause of your team’s downfall. High performance is only made possible through alignment—it’s your job. A talented team of people that lacks alignment and focus loses.

As work becomes increasingly digitized and information is ubiquitous, the role of managers and leaders as coordinators of work has largely disappeared. The challenge now is creating alignment as you are leading virtual teams, working under flexible arrangements, managing multi-generational and diverse groups, and supporting the flow of knowledge.

How do you align? You get alignment by everyone understanding the vision, purpose, and values of the company. Everyone must understand how their role contributes to the greater purpose of the company. Get everyone on the same page about the Objectives and Key Results to be achieved, and also how their OKRs support the company. Communicate how decisions are made and who has decision rights. Help your team members understand the impact their contributions have on the company. This will foster a feeling of purpose, belonging, and connectedness. Practice transparency. That’s what alignment is all about.

Few employees are adding the value they are capable of creating. It’s your job to help them contribute more, to add more value, and to become better versions of themselves.

  1. Help People Become Their Best

When you encourage your people to define and communicate their purposes, ignite their passions, and turbocharge their productivity, you are on your way. Help them grow professionally and personally. Understand and help them achieve their dreams.

Matthew Kelly, author of The Dream Manager, writes, “If you want employees to contribute heart and mind to the enterprise, then you must commit heart and mind to helping them achieve their dreams—to develop as persons who not only serve today’s customer with verve but are in a position to move on and move forward in the crazy-getting-crazier world in which they are imbedded.”[xiv]

“The key to creating an ownership culture is getting to people’s hearts. You have to get to people’s pride.”

Joe Kaeser, CEO, Siemens

Tom Peters writes in his brilliant book, The Excellence Dividend: Meeting the Tech Tide with Work that Works and Jobs that Last, about the importance of a leader helping others become their best versions of themselves. He shares his Corporate Mandate 2018: “Your principal moral obligation as a leader is to develop the skill set of every one of the people in your charge (temporary as well as semi-permanent) to the maximum extent of your abilities and in ways that are consistent with their ‘revolutionary’ needs in the years ahead. The bonus: This is also the #1 profit maximization strategy!”[xv]

Is that your principal moral obligation as a leader?

Here are two questions for you to consider:

 Does everyone who works under you grow as people?

 While working under you, do they become better, wiser, more purposeful, passionate, more energetic, more productive, and better able to create greater impact?

A powerful way to connect with and coach your followers is to implement a regular meeting to build individual responsibility, the W-5 (Work in 5 directions) meeting. A W-5 session offers a powerful opportunity to promote self-accountability and professional development. The five directions of work are: customer, direct reports, peers, manager, and self-development.

When you hold these sessions every week – or at least – every other week, in the right spirit, you’ll hold your team members accountable only when they don’t hold themselves accountable. The goals of these meetings are to develop your team members, help them learn and grow, commit to constant improvement and commit to achieving maximum impact.[xvi]

The purpose of this forty-five minute meeting is to discuss the team member’s OKR performance, and how she’s growing and learning. It is the team member’s responsibility to schedule and lead the meeting. She explains how she is meeting and exceeding the requirements in each of the five directions, and a plan to correct any deficiencies. She brings up specific co-workers with whom she frequently interacts, the quality of the interaction, and the strength of the working relationship. She covers successes and failures, shortcomings and accomplishments.

The two of you identify specific areas in which you can assist. The spirit is open and non-judgmental, and the coaching is honest and collaborative. Look for ways to encourage, support, and recognize her. After the team member nears the end of the discussion with you, ask how you can help her achieve results—support her. Ask questions such as the following:

  • What are you working on? How are your OKRs coming along?
  • What’s getting in your way?
  • What are the roadblocks you face?
  • How can I best help you be more successful?
  • How are you growing and developing to achieve your career goals?

“Three things every human being wants most: to be seen, heard, and understood.”

Oprah Winfrey

Think team members don’t want W-5 sessions? According to PwC, 60% of employees—and 72% of millennial employees—desire feedback daily or weekly. A study conducted by Adobe showed that 80% of office workers want immediate, in-the-moment feedback.[xvii]

A Workhuman 2019 global employee survey, “The Future of Work is Human,” revealed that team members who check in with their manager at least weekly are more than twice as likely to trust their manager.[xviii] W-5s are the linchpin of continuous performance management, the leader’s moment for rich conversation, feedback, and recognition.

In addition to promoting self-accountability and strengthening alignment, the W-5 meeting gives you as a leader, a power platform for recognizing and energizing your people. Perhaps no human need is more neglected in the workplace than feeling valued. The need for significance in work is a manifestation of our inborn hunger for meaning in our lives. People have a genuine hunger to be recognized, respected, and genuinely cared about. That’s your job, leader. As they operate by purpose and perform, remember what people really want. To feel good and validated. There are two things people can’t give themselves: personal attention and appreciation. The number one reason companies lose top talent is that they didn’t feel appreciated.

“The only thing more powerful than sex and money is praise and recognition.”

Mary Kay Ash

As the leader, are your recognizing and appreciating your people sufficiently?

Twenty-five percent? Or one hundred percent? Think about each of your team members. Most of them can probably “meet expectations” with two hands tied behind their back. They can easily perform ordinary, satisfactory work. That takes maybe 25% of their effort.

What about the other 75%? Are you getting the other 75% of their capability, too?

Getting the other 75% is voluntary and is entirely based on you. It’s based on how well you inspire them. How do you get the other 75%? Give them a challenge. Invite them to operate with purpose to create a great impact and to tackle huge dreams. Coach, praise and recognize them.

Whose List Will You Be On?

One last thought, when the people who have worked under you put their list of “Best Bosses” together, who’s list will you be on? What is your legacy in the collective minds of your followers – both current and past? Is that legacy what you’d like it to be? Would they say you are among the best leaders they ever worked for? Did you help them learn, grow, and become their best as people? Did you help them live better lives? Did you touch their lives indelibly?

Reinvent yourself, leader. Lead by example. Get all aligned. Help others become the best versions of themselves. Do this and you’ll be a massive value creator. You’ll create great impact.

 

[i] “From Purpose to Impact, Nick Scott and Scott Snook,” Harvard Business Review, May 2014,

https://hbr.org/2014/05/from-purpose-to-impact.

[ii] Only 49% agreed…, “2019 Human Capital Trends Study,” Deloitte Insights, 2019,

https://www2.deloitte.com/content/dam/Deloitte/cz/Documents/human-capital/cz-hc-trends-reinvent-with-human-focus.pdf.

[iii] “Workplace Trust – 58% Trust Strangers More Than Their Own Boss,”

https://www.onemodel.co/blog/workplace-trust.

[iv] “Your best employees are leaving,” Randstad USA, August 28, 2018

https://rlc.randstadusa.com/press-room/press-releases/your-best-employees-are-leaving-but-is-it-personal-or-practical.

[v] “65% of workers say they’d take a new boss over a pay raise,” Ty Kiisel, Forbes, https://www.forbes.com/sites/tykiisel/2012/10/16/65-of-americans-choose-a-better-boss-over-a-raise-heres-why/#3afbe44176d2.

[vi] “70% of employees say they are disengaged at work. Here’s how to motivate them,” World Economic Forum, November 4, 2016,

https://www.weforum.org/agenda/2016/11/70-of-employees-say-they-are-disengaged-at-work-heres-how-to-motivate-them/.

[vii] 75% say their bad boss is the worst part of their workplace, “8 Unsettling Facts About Bad Bosses,” HuffPost, December 6, 2017,

https://www.huffpost.com/entry/8-unsettling-facts-about-_b_6219958.

[viii] “79 Percent of Employees Quit Because They Are Not Appreciated,” Todd Nordstrom, Inc., September 19, 2017,

https://www.inc.com/todd-nordstrom/79-percent-of-employees-quit-because-theyre-not-ap.html.

[ix] “42 Worrying Workplace Stress Statistics,” The American Institute of Stress, September 25, 2019,

https://www.stress.org/42-worrying-workplace-stress-statistics.

[x] “Leading the social enterprise: Reinvent with a human focus,” “2019 Human Capital Trends Study,” Deloitte Insights, 2019,

https://www2.deloitte.com/content/dam/Deloitte/cz/Documents/human-capital/cz-hc-trends-reinvent-with-human-focus.pdf.

[xi] “Athletics at the 2012 Summer Olympics – Men’s 100 meters,” Wikipedia,

https://en.wikipedia.org/wiki/Athletics_at_the_2012_Summer_Olympics_–_Men%27s_100_metres.

[xii] “Leaders with purpose who communicate this purpose to their followers…” The Human Era @Work: Findings from the Energy Project and Harvard Business Review, 2014,

https://uli.org/wp-content/uploads/ULI-Documents/The-Human-Era-at-Work.pdf.

[xiii] How the Recession Shaped Millennial and Hiring Manager Attitudes About Millennials’ Future Careers, Career Advisory Board, DeVry University, 2011,

https://www.careeradvisoryboard.org/content/dam/dvu/www_careeradvisoryboard_org/Future-of-Millennial-Careers-Report.pdf.

[xiv] The Dream Machine, Matthew Kelly, Hachette Book Group.

[xv] The Excellence Dividend: Meeting the Tech Tide with Work that Works and Jobs that Last, Tom Peters, Random House.

[xvi] “Torpedo Annual Reviews Try W-5 Instead,” Chuck Bolton, Upsize Magazine,

http://www.upsizemag.com/business-builders/torpedo-yearly-reviews.

[xvii] “5 Employee Stats You Need to See,” Maren Hogan, February 2016,

https://business.linkedin.com/talent-solutions/blog/trends-and-research/2016/5-Employee-Feedback-Stats-That-You-Need-to-See.

[xviii] The Future of Work is Human: Findings from the Workhuman Analytics & Research Institute Survey, 2019,

https://www.workhuman.com/press-releases/White_Paper_The_Future_of_Work_is_Human.pdf.

Bringing Your Company’s Purpose To Life: 4 Steps to a Purpose-Driven Client Experience

In our recent post, you discovered that purpose is the secret ingredient of extraordinary companies. If you’ve done the work, you reflected on the questions to unlock that noble purpose statement for your company. You’ve committed to a higher purpose and you and your team members are genuinely passionate about making a difference in the marketplace. You believe in the good work your firm does. Your company’s products and services make people’s lives and the planet better.

With this noble and honorable purpose statement now in place, here’s the big question for you:

How do you bring your purpose to life?

With great care and on-going commitment, you design both a purpose-driven client experience and a purpose-driven team member (employee) experience.

Let’s focus today on the purpose-driven client experience. Why? As iconic leadership expert Peter Drucker stated, “The purpose of business is to create and keep a customer.”  When you operate with purpose when serving your clients, something remarkable can happen.

Here are the four keys for creating a purpose-driven client experience.

  1. Define your brand position

Step one is to create a concise statement that details how your firm differs from and is better in meeting your client’s needs than your competitors. The following are reflection questions to create your brand position statement:

  • What do we do better than anyone else in the world?
  • What difference has our product or service made in the lives of our clients?
  • When would and wouldn’t they use our brand vs the competition?
  • What is the emotional benefit we provide our clients?
  • How do we make them feel?
  • What would they lose if we ceased to exist?
  • As we serve our clients, what makes our hearts sing?

Example: The Bolton Group LLC is the #1 resource to guide medical technology, life sciences and healthcare CEOs in creating massive value so their stakeholders thrive.

Make sure all team members know, understand and can articulate your brand position statement with clients, so clients know your firm is unique.

  1. Create a one-liner making your client the hero

Step two is to make your client the hero of the story. Your role, and that of your brand is not to be the hero, but the guide.  Your client doesn’t want another hero. They want to be the hero of their story.

What is success to your client? How do your clients wish to feel and what do they want? Your job is to help your client solve their biggest problem and/or capitalize on their biggest opportunity. What role will you play in your client’s journey? Create a one-liner of how you and your brand will make the client a hero.

Example: I’m Chuck Bolton, the guide who helps medtech, life sciences and healthcare CEOs thrive. Making you the hero of your magnificent story.

  1. Use the clock model to strengthen client touch points

Now is the time to do a brand audit  – an assessment of the positive and negatives – of every point where your firm connects with the client. Each component influences your client’s perception of your firm and each component must be supportive of your company purpose.  This is where you adjust and clean up any problems.

A useful model to conduct this exercise is to think of a clock.  To what extent is each component reflective of your company’s purpose? Which needs to be adjusted in order to be consistent with purpose? Which component is doing well and is consistent with purpose?

Pre-purchase. A client enters your brand world at the pre-purchase stage, think 12 to 4.  Pre-purchase components include advertising, tradeshows, social media, public relations, events and sponsorships.

Purchase is 4 to 8 on the clock. The components include distribution, packaging, store design, user reviews, financing, user generated reviews.

Post-purchase is 8 to 12. The components include customer service, loyalty programs and warranty programs.

How to strengthen your client touch points?

First, put your client in the center. What is most important to them?

Secondly, look at the client experience holistically around the brand. Does your purpose get reflected like you intend?

Thirdly, look at your competitors. What can you learn from them?

Fourth, Where is your firm’s opportunity to stand out? Where is the world headed? Where’s the greatest variance? With your limited capital, where can you be world-class in your sector? Where can you gain the greatest return on investment with shifts you make to your client touch points?

When Apple launched Apple Stores in 2001, many were skeptical of these expensive and airy retail stores that just displayed a few products. Experienced consumer electronic chains like Gateway, CompUSA and others were in decline.  But the customer experience Steve Jobs and team wanted was not to have metal boxes thrust at their customers. They believed there was power in focusing on the pre-purchase touch points, allowing customers to try out and learn about the products. When customers experimented and learned, they could see the potential the products had in empowering their lives in the future. They would develop an emotional connection, and sales would follow. Apple took a decidedly different approach than their competitors. As they prepared for the launch of Apple Stores, they asked a more empowering question: How do we enrich lives?

As they visualized the experience of their clients, they developed the following statements to guide their efforts in the creation of the stores:

  • A store that enriches lives has a non-commission sales floor. Instead of clerks or sales people, it would hire geniuses and concierges.
  • A store that enriches lives hires for empathy and passion.
  • A store that enriches lives greets you as you step foot inside.
  • A store that enriches lives let you play with the products.
  • A store that enriches lives is located where people live their lives.

Better questions led to better innovations. The vision to enrich lives served as the Apple Stores’ True North. Enriching lives still remains at the heart of the company’s mission.  The more technologically advanced our society becomes, the more we need to go back to the basic fundamentals of human connection. Empathy is one of the greatest creators of positive energy.

Once you’ve completed your clock model to identify and strengthen client touch points, defining your brand identity, you can create an explicit purpose-driven client story to serve as a narrative for how you’ll treat your clients moving forward. Just like Apple did with their stores. Now it’s your turn to create that purpose-driven client story.

  1. Construct your purpose-driven client story

Create a story of how you and your brand make your client a hero.

“We see our customers as invited guests to a party, and we are the hosts. It’s our job every day to make every important aspect of the customer experience a little bit better.” Jeff Bezos, Amazon

There are eight steps to the purpose-driven client story:

  1. Who is your client and what do they want? What is their definition of success? How can you enrich their lives?
  2. What’s your client’s biggest problem? What price do they pay when they suffer from the problem? What is the benefit when that problem gets fixed? What are the stakes? How are their lives enriched?
  3. Your client meets a guide – you armed with your brand, products and/or service – who brings both empathy and the authority to fix the client’s problem.
  4. You give them a plan. As your client’s guide, you have a proven process (a product or service) that when your client implements, will fix their problem and make their life better.
  5. You call them to action. Clients are people and people are often reluctant to try new approaches. You remind them of the price they pay when the problem is prolonged. You describe the future benefit from accepting the call to action. You invite them to take action, on what will become a transformational journey for them.
  6. That ends in a success. With your client, you create a vivid picture of what success will look like when the work is completed. The desired future state.
  7. That helps them avoid failure. You remind the client they will not face the downside of their problem when they are guided by you and use your proven process.
  8. That helps them transform. When they follow you and implement their plan, change happens. They become better at their work, their company gets better, their stakeholders benefit and they transform, becoming a better person, too.

As a firm that has a noble purpose and a commitment to improving the lives of people, there is no doubt you have knowledge of compelling client stories, even if you haven’t organized it exactly in this purpose-driven client story format. As a next step, write out your “customer as hero” stories, using this eight-step framework. If you have sub-brands or different product offerings, you will want to create a hero story for each brand, division or product.

These stories should be widely shared within in your firm, so everyone understands how the company’s purpose is brought to life as you serve your clients.

As you engage your clients today and in the future, share your client stories and use the client story framework directly with them, engaging them in the questions and in creating the story of their success and transformation.  Your clients will feel your commitment to making them the hero of their stories. The effect will be a magnetic pull toward you and your company and will set you apart from your competition.  As the guide, you make the client the hero of the story – every time.

Four powerful keys for bringing your purpose to life as you serve your clients

  1. Define your brand position
  2. Create a one-liner making your client the hero
  3. Use the clock model to strengthen client touch points
  4. Construct your purpose-driven client story

Implementing these four ideas is an impactful approach in making certain your clients experience your firm’s unique, noble purpose. These ideas bring your purpose to life for your clients – the most critical external stakeholder to sustaining your company’s long-term success.

Using Your Purpose Story to Pivot

When you read her bio and then meet her, you can’t help but being impressed with Rachel.

In her early 50s, she’s Ivy-League educated, has an MBA from one of the top business schools in the world, speaks multiple languages and holds a senior level global role for a leading healthcare company. With her educational and career background, it’s no surprise that she’s smart and strategic. But a high IQ doesn’t always transfer to high emotional intelligence, or EQ. Rachel is both self-aware and socially aware. Polite, well-spoken and empathetic, she brings the right combination of heart and head, the right ingredients to one day become the CEO of her $2 billion global company.

But Rachel had a problem.

After three years, she had doubts her company was right for her.  As we got to know one another, she confided she wasn’t feeling good about the company, she’d lost her passion and wanted to get her juice back.  When she experienced the nagging feelings her company may not be the right fit, she’d stuff them away, and immerse herself deeply in her work.

She described her boss, the CEO, as “old school, low energy and fear-based, who didn’t like open debate.” His presence created, in her words, a “certain toxicity.” She rationalized that she had a big role and was expected to get results, that she was paid well, and that every company and every boss brings both positives and negatives. She wondered, “Is it me? Can I thrive in a place where I can’t communicate with my boss and the team with complete candor and openness?”

She worked hard and felt a little cheated that she could not find more joy in her work, particularly given the effort she invested. She sensed the CEO may not have had complete confidence in her and she was concerned she might fail in his eyes and be asked to leave.

I asked Rachel if she had defined her purpose. Purpose is the overarching principle that gives your life meaning. It’s the forward-pointing arrow, that gives you clarity and helps you get out of bed in the morning. She said she hadn’t given much thought to purpose of late. I provided Rachel some materials on discovering her purpose and that’s where her story begins. Rachel describes below in her own words, in her purpose story, how she uncovered her purpose and how it led her to make some important changes in her life.

“When I was 23 years old, I wanted to see the world and do something physically challenging. Many of my classmates who I had studied abroad with in China traveled to Tibet and raved about it. So a year after graduating from college, and after doing some research, I signed up with an Australian expedition company to do a thirty-day hike in the Himalayas. Traveling on my own, I signed up to join a group of ten other individuals, all strangers to me, ranging in age from twenty-somethings to couples in their thirties and forties. There was one couple in their late forties. I was the only American among this group of Aussies. We had one guide, a bunch of mules who did the heavy lifting, and a handful of sherpas.

“The first few days I was filled with energy and excitement and we trekked an average of thirteen miles each day. As each day went by, my energy and excitement started to wane. The poor sleep, severe altitude sickness, the lack of a warm shower or bath, and eating the same food (mutton, nonetheless) slowly, but surely, chipped away my energy. Little had I appreciated the luxury of standing under a shower with hot water pouring down on me. Little had I appreciated the feeling of being clean, head-to-toe. Little had I appreciated biting into a juicy watermelon or a hot New York-style pizza. Thirty days later, after having summited five mountains ranging from ten to fifteen thousand feet, each time with altitude-induced head-bursting migraines, and only sponge-bathing in a pure, frigid glacial stream, I not only appreciated all of these life luxuries but actually couldn’t stop thinking of them. It didn’t help that at day twenty, a kerosene tank leaked on the food, resulting in much of the food being discarded. At that point, I learned to appreciate the mutton that I was so tired of as we had to settle with only dahl, rice, and potatoes for the last ten days. By the time we stumbled into the city of Leh, more than three hundred miles away, I was simultaneously thoroughly worn out and fatigued, and deeply proud of my accomplishment, having discovered a deep well of tenacity and potential.

“I dug deep into my reserve and courageously faced each day when I had no choice but to tackle the day’s trek. I found that I had resilience to keep going. Our group was out in the middle of nowhere, among nature’s majestic mountains, lush and fertile landscape, and stark and barren scenery, sometimes not seeing another soul outside of our expedition group for nearly a week. I experienced the forces and beauty of nature and was humbled and awed by its power. I learned that it’s when we are pushed to the limits of discomfort, sometimes on the brink of feeling broken, that we have the opportunity to open ourselves up and tap into our reserve to unleash our strength. These lessons from my expedition have stayed with me and carried me into day-to-day life, helping me to navigate through life’s twists and turns. It has taught me that power and strength come through vulnerability and openness to move toward the unknown. And this experience confirmed that by embracing discomfort, changes, and new experiences, I am able to surprise myself in discovering the potential that exists within me.

“This experience helped clarify my purpose statement: To courageously dig deep to unleash potential as powerful as Nature. Today I live that purpose in all aspects of my life. I have the confidence to shape my future—and whatever circumstances are thrown my way—when I reflect on my trek in the Himalayas and my purpose.

“The process of clarifying my purpose and identifying my passions caused me to reflect deeply on my career. I’ve been fortunate to have led companies in the healthcare products sector. About three years ago, I joined a new company to oversee its North American business. After a successful two year run in my first assignment, I was asked to take on even bigger role at the company. On paper, it was an impressive role. I had great responsibility with many people reporting into me, I was compensated well, and served as a valuable member of our company’s executive team.

“But I felt something was missing. I wasn’t passionate about the company or its culture. The company was very different from the company where I had thrived. It was hierarchical, traditional, and low energy, run by a CEO who verbally encouraged the opinions of others but his actions didn’t support the verbal encouragement. People operated within an environment of fear, and therefore they aspired to “fly under the radar.” The climate could be described as collegial at the surface level, but honest, open debate where the best ideas win wasn’t truly welcomed or encouraged.

“While there were many positive aspects of the company, I knew this was not the environment or culture for me to thrive long term. I had known this for some time deep inside my soul, but I ignored those feelings, and had grown numb to the situation by throwing myself into my work. My team and I delivered results and put points on the board, while I overlooked the uneasiness of not really fitting in. I was unable to fully commit myself to this company.

“As I embarked on the journey to define my purpose, and reflected on my experience in the Himalayas and how I had lived my life, I strove to operate by courageously digging deep to tap into my potential and live powerfully. That was the true me. And being honest with myself—while I had the big job and the trappings that went along with it—I wasn’t living true to my purpose and values. It was at that time that I knew I needed to find a different environment so I could flourish and then help others flourish, too.

“Being clear about my purpose and my passions allowed me to take the courageous next step of resigning. I transitioned with honesty and integrity, leaving the people and position in a good place. This departure gave me an unexpected sense of relief. As I embarked on my search, I felt a sense of great optimism about what the future held. While I was a bit uncertain as I began the journey, and I didn’t know my exact destination, I had a strong sense of where I was headed. I believed I would know the destination when I saw it. I was confident I’d find the place where I could dig deep courageously to unleash potential as powerful as nature, and where I could create impact and value for myself and others. I was confident I’d be able to help others be successful and grow in an open and transparent environment. I had great faith the best was yet to come.”

Now, six months later, after writing her purpose story, Rachel found her dream job. She accepted the chief executive officer role of a smaller, privately-held company in the women’s health industry. She’s passionate about the space, the company, and culture, and she is confident she will make a meaningful difference in growing and shaping the future of this company. She states, “Had I not clarified my purpose and my plan to create impact, there is no way I would be in this role today.”

When you’re clear about your purpose, it serves as your north star. When you write and share your purpose story, it’s healing and liberating. Sharing your purpose story is the most generous thing you can do.  Sharing your purpose statement and story will inspire others to write and share theirs, too. Live by your purpose and purpose story, that’s the recipe for living a life of great impact. Just like Rachel.

What’s the #1 Thing a CEO Should Do to Create Clarity?

Define a clear company purpose. Operate by that purpose. Align and mobilize others to operate by purpose.

For individuals, your purpose is the overarching guiding principle that gives your life meaning. It’s your unique definitive statement about the difference you are trying to make in the world.

It’s no different for companies. Purpose is the company’s definitive statement it is trying to make in the world. It’s the secret ingredient of extraordinary companies.  CEOs, business unit presidents and owners are well-served making their organization’s purpose front-and-center for all stakeholders.

Why would you want to define your organization’s purpose? In challenging times, a statement of purpose can serve as your company’s rudder. Purpose makes decision-making easier, drives deeper employee and customer engagement along with more fulfillment and happiness.  When it is clear, companies look at problems, opportunities and the world through the lens of their purpose. Having a clear purpose benefits your top team, your people, your customers, your ownership group and your other stakeholders, too.

During the pandemic, your people, customers and others have likely felt adrift. Let your purpose serve as your North Star. A well-defined purpose grounds your stakeholders, enabling them to focus on issues and problems with a sense of hope and meaning.  As businesses reconsider working arrangements and their roles in promoting diversity, equity and inclusion, these initiatives benefit from being tightly led and aligned with your company’s purpose.

No organization or company is too big or small, too young or old, or too specialized or too commoditized to have a purpose.  Every company is capable of having a purpose – and should!

A well-defined purpose statement provides the following:

  • A clear reason for being in business and serving – other than financial performance – that your people and other stakeholders can grab hold of today and in the future.
  • The difference you are trying to make that betters the world.

Purpose is a path to high performance. Here are additional reasons a company should develop and operate by their unique purpose. Consider the proofs:

  • Only 53% of employees feel their organizations were effective or very effective at creating meaningful work.[1]
  • 70% of US adults say it is important to them that their actions help make a positive difference in the world.[2]
  • Purpose is so important to people, 9 of 10 people are willing to earn less money to do more meaningful work. On average, the pool of American workers said they’d be willing to forego 23% of their entire future lifetime earnings in order to have a job that was always meaningful.[3]
  • Companies with high levels of purpose outperform the market by 5-7%, grow faster and have higher profitability. [4]
  • Studies have shown that stock values of purpose-driven organizations outperform others within the same space from 133 to 386%. The research of Jim Collins and Jerry Porras looked back to 1926 and found that purpose-driven companies performed 15 times better than the overall stock market since that time. [5]
  • Companies that choose to put their employees and their customers first are outperforming conventional competitors (who have an eye almost exclusively on profit and shareholders) in stock market performance on the order of 8 to 1. [6]

A powerful purpose statement connects with the heart as well as the head. There should be an emotional, ethical and rational appeal that emanates from a well-defined purpose. It expresses your company’s impact on the lives of stakeholders – employees, customers, shareholders, suppliers, the community and the environment.

Some people get purpose mixed up with vision, mission and values. Purpose trumps vision and mission!

A purpose statement is the unique definitive state about the difference your company attempts to make in the world. A vision statement confirms what the company wishes to be like in the future. A mission statement describes what the business is here to do. The business the company is in. It’s objective is internal to provide a focus for leaders and tea members. Values describe how people are expected to behave and operate in pursuit of the vision and mission. While vision, mission and values are important, a firm’s purpose is key. Purpose steers the ship. Vision, mission and values may change over time, but a purpose never does.

Here are examples of company purpose statements:

Bosch: Invented for life, we want our products to spark enthusiasm, improve quality of life, and help conserve natural resources.

BMW: To enable people to experience the job of driving.

Charles Schwab: A relentless ally for the individual investor.

IAG: To help people manage risk and recover from the hardship of unexpected loss.

ING: Empowering people to stay a step ahead in life and business.

Kellogg: Nourishing families so they can flourish and thrive.

REA Group: To make the property process simple, efficient and stress free for people buying and selling a property.

Southwest Airlines: To give people the freedom to fly.

Wal-Mart: Save people money so they can live better.

To craft a purpose statement for your company, start asking questions. You’ll want to reflect on the reason for the company’s existence, who it benefits and the unique contribution it makes to the world.

Consider reflecting on and answering the following questions:

  • Why does our company exist? Why was our company created?
  • Why does our company do what we do in the here and now?
  • What are the “jobs-to-be-done” we do for our customers/clients? What are the functional benefits of the “jobs-to-be-done” we do? What are the emotional benefits of these “jobs-to-be-done” we do? What is the ultimate value we create for our customer?
  • Why is that important?
  • What is unique about us?
  • What is our “superpower” that allows us to make a distinctive contribution to the world?
  • How do we operate when we’re at our best?
  • If our company were no longer here, what would our customers/clients miss? What would other stakeholders miss?

Now it’s your turn to create your organization’s purpose statement. Gather your colleagues. Keep it to a sentence. Capture your firm’s uniqueness. Capture what you do that is a competitive advantage, without being too concrete or too abstract. Get started!

It may be useful to create several drafts with an expanded group of team members.  What are the “red threads” of your company’s uniqueness that shine through?  Can you find one purpose statement that makes your heart beat a little faster? That captures the essence of what your firm is all about? If you can’t, you’ve got more work to do. If you have, congratulations!

Now the challenging part begins. How will you bring that purpose statement to life? Having it on a poster on a wall or on a coffee cup doesn’t do it justice. Your people will need to internalize your purpose, and be able to recite it if you were to call them at 3 am (not suggesting this test). Once you’ve landed on your purpose, you will want to evaluate current company practices to see if they pass “the purpose test”, too. It should be used when tackling an issue where a decision must be made. Alternative choices should be weighed using the purpose.  “If I choose option A, is that consistent with our purpose? How about if I choose option B?”

If you don’t have a defined purpose, you are missing a huge opportunity to lift up the performance of your people and company in so many areas. CEOs who take the time to clarify and operate by purpose don’t regret the decision. Leading by purpose makes work and life so much simpler.

In upcoming posts, I’ll share more ideas for bringing that purpose statement to life.

For more information on purpose, check out bestselling book, Reinvent Your Impact: Unleashing Purpose, Passion and Productivity to Thrive

[1] Deloitte Insights – 2019 Human Capital Trends – From Employee Experience to Human Experience: Putting Meaning Back to Work

[2] Gallup Workplace – What Millennials Want is Good for Your Business – Jennifer Robinson, March 22, 2019

[3] Shawn Achor, Andrew Reece, Gabriella Rosen Kellerman and Alexi Robichaux – Harvard Business Review, November 6, 2018

[4] Top CEOs Have Realized Companies Need a purpose Beyond Profit – Claudine Gartenberg and George Serafeim, Aug 20, 2019, Harvard Business Review

[5] Leading from Purpose: Clarity and the Confidence to Act When it Matter Most – Nick Craig

[6] It’s Not What You Sell, It’s What You Stand For: Why Every Extraordinary Business is Driven by Purpose – Roy Spence