Why Purpose Matters - Your Crescendo

START WITH WHY PURPOSE MATTERS TO ME | AS A LEADER | TO MY COMPANY

THE BUSINESS CASE FOR PURPOSE-MINDED PROFESSIONALS AND LEADERS There is growing research and empirical evidence that has substantially contributed to understanding purpose as it relates to American workplaces, careers and business. In most cases, their findings help us understand the perspective of professionals that have engaged Your Crescendo and it’s purpose programs. Some are highlighted below.

TO ME

Predictive indicators of US workforce performance and wellbeing:

47% more likely to be promoters of their employers. BRAND AMBASSADORS

ELITE PROFESSIONALS 28% of the workforce is Purpose-Oriented meaning they define the role of work in their lives primarily as a source of personal fulfillment and a way to help others.

20% longer expected tenure. RETENTION

50% more likely to be in leadership positions. LEADERSHIP

64% higher levels of fulfillment in their work. FULFILLMENT PROFESSIONAL GROWTH

LEADERS

VIBRANT

IMPACT

MVPS Purpose-Oriented Workers are consistently the most valuable workers.

RESULTS Purpose-Oriented Workers have better outcomes than their peers.

They grow personally and professionally at work.

They are dynamic, curious and self-advocates.

They experience their work as making an impact.

They are more likely to be leaders .

Source: IMPERATIVE 2015 PURPOSE WORKFORCE INDEX www.imperative.com/index

ENGAGEMENT

POWER

COURAGE

CAMARADERIE

EMPLOYEE SATISFACTION

Purpose deeply engages us.

Purpose helps us navigate the Goldilocks Syndrome .

Purpose gives us personal power .

Purpose makes us courageous and resilient .

Purpose helps us engage others .

Source: http://www.transformleaders.tv/why-connecting-to-purpose-makes-us-better-leaders/

PURPOSEFUL LEADERSHIP MINDSETS In an effort to support leaders to discover their genius, The Leveraging Genius Institute identified eight distinct mindset themes. One of the most common being a PURPOSEFUL THEME (in 82% of leaders) with two major subcategories

Impact on the World

God / Spirituality

... leaders, when achieving their highest accomplishments, displayed two predominant mindset themes: “Purposeful” and “Other People.”

... a person’s “mindset in any moment impacts their mood, their clarity of thinking, their sense of strength and wellbeing, and their ability to influence others to accomplish great things.”

Source: HOW PURPOSEFUL MINDSETS DRIVE PERFORMANCE http://www.gapinternational.com/assets/base/gap/pdf/ 148-31_GeniusReport_R9.pdf

AS A LEADER

Focusing on purpose rather than profits builds business confidence and drives investment.

20% say leadership fails to set an example for the rest of the organization by truly living the organizations purpose. STEWARDSHIP

81% of respondents say their stakeholders trust their leadership team. TRUST

74% say their investors are confident in the company’s growth prospects over the next year. BUSINESS GROWTH

82% of respondents (executives and employees) work for an organization with a strong sense of purpose say they are confident that their organization will grow this year , compared to 48% of those who do not have a strong sense of purpose.

CONFIDENCE

Source: DELOITTE CULTURE OF PURPOSE BUILDING BUSINESS CONFIDENCE , DRIVING GROWTH http://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/us-leadership-2014-core-beliefs-culture-survey-040414.pdf

TO MY COMPANY

MILLENNIALS

CUSTOMERS

STRATEGY

CLARITY

Mission can be measured . MEASUREMENT

Mission drives loyalty across generations.

Mission fosters customer engagement .

Mission improves strategic alignment .

Mission brings decision making clarity .

Source: http://www.gallup.com/businessjournal/167633/why-company-mission-driven.aspx#2

WHY PURPOSE MATTERS TO EXECUTIVES

89% of executives say strong sense of collective purpose drives employee satisfaction EMPLOYEE SATISFACTION

84% say it affects our ability to transform CHANGE MANAGEMENT

80% say it drives customer loyalty REVENUE

Source: THE BUSINESS CASE FOR PURPOSE https://hbr.org/resources/pdfs/comm/ey/19392HBRReportEY.pdf

2016 ON PURPOSE C O N F E R E N C E

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