Читать книгу Leading with Noble Purpose - McLeod Lisa Earle - Страница 7

Compare the typical “let's rally around earnings” message with the words of these leaders:

● Ryan Holmes, Founder and CEO of Hootsuite, the social media management system that has exploded globally, kicks off their Town Halls saying, “We're more than a social media company. We empower our clients to turn their messages into meaningful relationships.”

● Steve McHale, the CEO of Explorys, the health care intelligence cloud company that has built one of the largest clinical data sets in the world, says, “We unlock the power of big data to improve healthcare for everyone.”

● Bruce Poon Tip, founder of Toronto-based G Adventures, who has become the global leader in adventure travel, says, “Our business model transcends our products. We're not just a travel company, We help people discover more passion, purpose, and happiness.”

As you read the statements these leaders use to describe their businesses, ask yourself, Who would you rather work for? A boss who tells you that your sole purpose is to deliver earnings for shareholders? Or a boss who tells you that your true and noble purpose is to make a difference in the lives of your customers?

These three leaders have absolute clarity about how they make a difference in the lives of their customers, as does every member of their organizations. The results speak for themselves:

● Hootsuite has grown 56,000 percent over the past five years. That is not a typo – fifty-six thousand percent. Even after their initial explosion, in the last 24 months they have more than doubled their business.

● Explorys has experienced unprecedented growth year-over-year. The year after they launched their purpose with their team, they grew revenue by 53 %. They now work with 26 major healthcare networks, delivering care to 50 million unique patients at 360 hospitals.

● Bruce Poon Tip and his team of “Global Purpose Specialists” (the name adopted by his sales force) have grown revenue by 25 percent every year for the 25 years they've been in business. They're now a $400 million company. Since implementing Noble Purpose in 2013, they've accelerated their growth rate to 35 percent.

These leaders are early adopters. They're also our clients. You'll read more about how these three leaders and others have driven exponential growth, leveraging the power of purpose. For now, think about the way these leaders talk about their businesses.

You can tell a money story, or you can tell a meaning story. Think about your own business. Is the driving question, How can we make more money? Or, is the driving question, How can we make a difference to our customers?

As a leader, you're the one who tells your team why the organization exists. In Selling with Noble Purpose, I said, “If you treat your customers like a number, they'll return the favor.” Now, we'll take it a step further. If you treat your employees like a line item, they'll pay you back in kind. They'll regard you, their jobs, your customers, and your entire organization as expendable resources, something they dispose of the moment something better comes along. Instead of emotional engagement, you'll be left with a transactional relationship, which will permeate every aspect of your organization, including your relationship with customers.

The internal conversation becomes the external conversation. When your story is exclusively focused on financial metrics, you drive towards mediocrity. It's counterintuitive. It's also true. Internal financial metrics do not create a competitive differentiation. A story about profit, revenue, and share price will never jump-start innovation, improve customer service, or inspire employee loyalty.