Far from being touchy-feely concepts touted by motivational speakers, purpose and values have been identified as key drivers of high-performing organizations.
In Built to Last, James Collins and Jerry Porras reveal that purpose- and values-driven organizations outperformed the general market and comparison companies by 15:1 and 6:1, respectively.
In Corporate Culture and Performance, Harvard professors John Kotter and James Heskett found that firms with shared-values–based cultures enjoyed 400% higher revenues, 700% greater job growth, 1,200% higher stock prices and significantly faster profit performance, as compared to companies in similar industries.
In Firms of Endearment, marketing professor Rajendra Sisodia and his coauthors explain how companies that put employees’ and customers’ needs ahead of shareholders’ desires outperform conventional competitors in stock-market performance by 8:1.
Leaders who have a clearly articulated purpose and are driven to make a difference can inspire people to overcome insurmountable odds, writes Roy M. Spence Jr. in It’s Not What You Sell, It’s What You Stand for.
https://www.global-cg.com/wp-content/uploads/logo-gcg.svg00dlwpadminhttps://www.global-cg.com/wp-content/uploads/logo-gcg.svgdlwpadmin2012-04-20 12:34:192023-03-17 12:35:20Purpose-Driven Leadership: The Bridge to What Truly Matters
Every person in an executive role is expected to exercise wisdom in their decisions. However, senior leaders are often more concerned with meeting the numbers and therefore fail to come close to being astute over the long term.
https://www.global-cg.com/wp-content/uploads/logo-gcg.svg00dlwpadminhttps://www.global-cg.com/wp-content/uploads/logo-gcg.svgdlwpadmin2011-04-17 12:38:472023-03-17 12:39:3210 Myths about Motivating People …and the Real Truth
Purpose-Driven Leadership: The Bridge to What Truly Matters
Far from being touchy-feely concepts touted by motivational speakers, purpose and values have been identified as key drivers of high-performing organizations.
Leaders who have a clearly articulated purpose and are driven to make a difference can inspire people to overcome insurmountable odds, writes Roy M. Spence Jr. in It’s Not What You Sell, It’s What You Stand for.
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In Search of Executive Wisdom
Every person in an executive role is expected to exercise wisdom in their decisions. However, senior leaders are often more concerned with meeting the numbers and therefore fail to come close to being astute over the long term.
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10 Myths about Motivating People …and the Real Truth
If employees lack motivation, don’t be too quick to blame them. Managers and organizational practices are often the problem’s source.
In The Truth about Managing People (FT Press, 2007), Stephen P. Robbins, PhD, examines 10 common myths about motivation.
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