Future-proofing your organisation: developing well-rounded leaders

Many organisations have created a talent base that is skilled in a narrow area of expertise, but not prepared for upper management

In a 2017 post for AMBITION, Juliette Alban-Metcalfe talks about developing a learning culture in organisations, stating: ‘We can’t afford to maintain the silos we’ve built up and ignored for years.’ In this statement, she challenges us as learning and development professionals to address a very important issue, developing well-rounded leaders.

For years, we have helped people develop expertise around specific jobs. However, the need to expand the knowledge, skills, and abilities of our future leaders is often neglected. We’ve created a talent base that is skilled in a narrow area of expertise, but not prepared for upper management.

It is said that by 2030, baby boomers will be completely out of the workforce. So we, as L&D departments and professionals, need quickly to rectify the silos of specialists we’ve created by broadening the role-specific training of the past in order to address the workforce needs of the future. 

Our challenge is to develop a new generation of company leaders capable of making well-rounded and well-informed decisions. So what types of things should we be helping employees to learn, and how?

Many employees don’t know the strategy of their organisation. They are so focused on their individual job that they miss the big picture.

Competitor knowledge is something we’ve seen particularly lacking. People get caught short in being able to ‘sell’ their products and services as the best choice in comparison to their competitors. In an ideal world, all employees would understand their company mission, vision, strategy, and competitive advantage.

Few individuals understand their company’s business model, and how it makes money. Understanding how the company makes money helps individuals make better decisions regarding expenditure, negotiations, investments, and more. 

Continuous improvement is a concept that every individual should embrace. There is always a better way to do something and each individual should be responsible for ensuring that their job is done in the most logical, efficient and ethical manner. Continuous improvement helps a company make incremental improvements over time, and achieve ‘breakthrough’ improvements.

A stakeholder is someone with a positon on a topic, so they can be anyone. Knowing who the stakeholders are helps employees to ‘see the big picture’ and make better decisions.

The next question is: ‘How do we help employees acquire this kind of knowledge and skill?’ Knowing and doing are different things. Also, learning opportunities need to be structured to ensure real-world, on the job experiences.  

One idea that is rarely used is job rotation. Anyone who aspires to lead in an organisation should work in at least three different areas of the business. 

Unfortunately, most companies reserve their rotational programmes for ‘high potentials’. A better approach would be to create an immersion programme for all employees, so that everyone has a more rounded view of the organisation. This will help in retention as well as educating employees about their role.

Most people leave an organisation because they feel there is no growth or advancement for them. But what if they were able to identify their own future role? Participating in a rotational programme could inspire them to contribute to the organisation in many ways.

Organisations must focus on developing well-rounded individuals who can take the organisation into the future. The future success of our companies depends on it. 

Nanette Miner is the Founder and Managing Consultant for The Training Doctor, LLC, a learning design firm.

Surviving and thriving in your post-university life

How can you ensure you don’t end up in a job for which you’re overqualified? HelloGrads co-founder, Sophie Phillipson, offers some practical steps

After years in education, we all look forward to the photo opportunity that is graduation. But beyond the gowns and mortarboards, there is a lingering sense of dread – the unknown is just around the corner.

The charmed walk into jobs and graduate schemes, others look to PhDs or gap years. The best advice you’ll ever get is this; even if you aren’t sure what you want to do for a living, the more preparation and planning you can squeeze in before you leave education, the better your first taste of the real world will be.

The risk of overqualification in your future employment

Research from the UK’s Chartered Institute of Personnel and Development (CIPD) found that graduate overqualification is a particular problem for the UK, compared to the rest of Europe, with 58.8% of UK graduates in non-graduate jobs – a figure only exceeded by Greece and Estonia. That means the risk of under-employment – doing a job you’re overqualified for – is high.

How to boost your prospects of securing the right job

The good news is there are some practical steps that can be taken before the training wheels come off.

1. Prime your CV

Life can get hectic at university, especially in the final few months. Finals loom, essays are due and the question of ‘what happens afterwards?’ keeps getting pushed back to deal with what is right in front of you. So kickstart your post-university prep before the final semester. In fact, there are plenty of things you can do from day one.

One of the best ways to enhance a CV is to get involved with, or run, a society, particularly if it bears some relevance to your chosen career path. Be it student media, young entrepreneurs, LGBTQ or debating, there’s either a society to be joined, or a gap for one to be started.

Not only will you meet interesting people, pick up new skills and potentially participate in big events, but it’s a golden opportunity to become more employable while enjoying yourself.

Likewise, hobbies and sports can demonstrate that you’re passionate, a team player, disciplined or dynamic.

2. Network

One of the biggest concerns we hear from new graduates is that they’ve left university without having any idea about what they want to do thereafter.

Having an idea of your career mapped out is sometimes half the battle, but this doesn’t mean Googling job titles – you need to start talking to people. There is no better way of understanding a job, or an industry, than to speak to someone on the frontline.

Spread the word among family and friends. If you stumble across a contact with an interesting job, send them a message or arrange a call and ask about what they do. Most people will be flattered to be asked.

If you don’t know anyone, try professional networking on LinkedIn. Search relevant content, read all you can, and try to strike up a conversation with someone in an industry that appeals to you.

Check out careers events taking place at your university. Dress smarter than the average student for these, as this is an opportunity to speak to industry insiders, glean useful knowledge, and make your mark.

Also, look at local employers. Can you start making relationships with small businesses in the same city while still at university, either by offering your skills as a temp or by doing some work experience between classes?

3. Great expectations

Speak to career coaches, professionals, graduates, or anyone with a job and they’ll all tell you your degree doesn’t define your career or your route to success.

Take the late billionaire Donald Fisher, who studied business at UC Berkeley. It was decades after he left his studies, and with no retail experience, that he founded Gap aged 40 because he couldn’t find jeans that fitted him. Dexter Holland completed a master’s in molecular biology then suspended his PhD studies to pursue his passion project which became the internationally-acclaimed punk rock band, The Offspring.

No one’s life or career is a well-structured race to the top. If you prepare properly and take the necessary steps to give yourself the best chance – as you’ve already done by investing in higher education – then, trust me, things will work out. But effort is required to make the transition easier.

By the time you leave higher education, you should already know how to solve problems, work hard, focus and really get stuck into a project. But you can make your way into the ‘real world’ much simpler with some thought and planning.

Sophie Phillipson is co-founder of student and graduate support site HelloGrads, which offers help and advice on careers, life and finances to those leaving university.

Why old business paradigms no longer work

The way we do business is changing. As a result, that the old paradigm of ‘win-lose’ is dying out, and anyone still operating in this way looks set to become obsolete. 

Our ability to survive this shift depends on our skill at adapting to the environment – the basis of Evolutionary Theory. 

Survival of the fittest is not about being the strongest, biggest or fastest, but it is about what is the best ‘fit’ for the environment. When the environment changes, the fittest adapt, they are the survivors. 

You might think that if a company isn’t in the business of creating something that can be digitalised, they don’t need to worry. You’d be wrong. In the cultural evolution of our time, organisations need to be aware of the changes so they don’t disappear.

Every era of humanity has cultural shifts where the mass population decides that something previously ignored is no longer acceptable, such as the trafficking of slaves. As we advance as a society, the overlooked become something the majority of the developed world disapproves of. 

Now, the vast accumulation of wealth, without consideration for others, is on the list of activities that are no longer acceptable.

The next phase of humanity is about being decent. It’s about knowing we are consistently doing right by other people – and ourselves. If you think this is just limited to political opinions and parenting, think again. 

The businesses who fail to acknowledge this shift, from win-lose to win-win, will fail to survive and those that are among the first, will thrive. It’s about clearly demonstrating your commitment to being a force for good – in your company, your community, and on your planet. That in itself is a beautiful opportunity, where you can create a lot more than monetary wealth, get to raise kids who aren’t embarrassed by your unethical policies, are proud of what you do, and don’t have to be begged to visit your deathbed to hear your dying regrets.  

This is why you have to pass all your decisions through the win-win filter.

It has to be from the inside-out, because the way you treat your employees, your investors, your customers, and the planet, is increasingly related to your profitability.

At the very centre of a true win-win is honesty, absolute transparency, and open communication. Those who can approach business with honesty in order to create genuine win / win outcomes, are the fittest, and they will survive. Applying this outlook to every situation may take some time at first, but it gets easier with practice – and it will ensure that your decisions are future friendly, and allow you to shift smoothly into this new paradigm of business.

Michelle Lowbridge is an author of numerous books, and a business owner.

Comfortably numb: the peril of a plateau

A plateau in business is really an invisible state of decline, unwittingly fuelled by those at the top. Leading out of it involves innovation, transparency, values-led decisions and sustainability, argue Khurshed Dehnugara and Claire Genkai Breeze

‘Hello… Is there anybody in there? Just nod if you can hear me. Is there anyone at home?’

Does the above quote from Pink Floyd’s hit Comfortably Numb ever resonate with you and your workplace?

We have defined this comfortable numbness as a ‘plateau’: when a business or economy reaches a certain point in its growth trajectory and, while not failing, has become stagnant. 

Putting this into the context of a natural metaphor, a stagnant pond cannot support life; it is dying, poisoned, unhealthy and toxic. In short, both metaphorically and literally, the plateauing, stagnant organisation could be toxic as well. 

Crisis versus plateau
Companies, operating in the volatile ‘new normal’ of the business world will face crises, opportunity, highs and lows. Threat is a now a constant reality and, as a result, businesses are becoming increasingly proficient at managing through crises. 

In the short term, at least, crises can generate positive opportunities. 

They bring a degree of drama which energises the leadership population  and galvanises entire workforces into action. This crisis mentality can engage teams and spur their inner heroes, mobilising them into fight-or-flight mode, where the adrenaline is pumping and making them feel good about themselves. This often leads to great results. For the short term.

For most businesses today, however, there are the plateaus; businesses are failing to achieve growth. Many of these organisations remain in this state, with their only response being to keep generating modest profits through cutting costs; for instance, achieving a 0% sales growth but 2% or 3% profit growth each year, which keeps the city happy and the board and the all-important shareholders satisfied. There is no profit warning, so no real problem, right? Wrong. 

This cost-cutting phenomenon is nothing more than a metaphorical anaesthetic, numbing the pain, dulling the ache, keeping the proverbial wolves from the door – but it is lobotomising the business of the innovation, creativity or passion it desperately needs.

Its people – and leaders – are internally dissatisfied; they see no way through this fog. They are comfortably numb.

This is a financial plateau. Often underneath this is a cultural plateau – in which employees are bumbling along in silos, disengaged and counting the minutes until home time. There may also be a leadership plateau – an habitual state of not focusing attention on real change and, quite simply, not feeling the need to.

Plateaus produce a compelling, but largely unconscious, dominant logic in the minds of leaders as well as employees. This creates a perceived safety zone between the pendulum swing of modest profits and cost cutting. 

However, beneath the financial plateau is a plateau of the imagination. 

In this instance, people in the organisation cease to be able to imagine another way of doing things, or a place of business where purpose, boldness, creativity and innovation lie at the core of the culture and are not the exception. 

The cultural and leadership plateaus that cause, and result from, this failure of imagination are a threat to vitality, invention and wellbeing. They create a workforce of comfort seekers and cynics; they create an illusion of activity when really the business
is engaged in a sophisticated game of killing time. 

Killing time for what? Killing time until employees can reach the top of the organisation, pay their mortgages, achieve promotion or just pluck up the courage to leave their job and focus on something that would genuinely engage them. If these feel like strong and unpalatable statements, they need to be. A plateau is really a decline.

The trouble with crises
It is easier to strategise around a crisis than a plateau because there is a consolidated and absolute focus on getting a problem sorted. A crisis is often more about recovering after a difficulty rather than maintaining or sustaining growth.

A case in point is Samsung. In October 2016, just weeks after launching its flagship smartphone, the Galaxy Note 7, the company had to recall more than three million devices after reports of overheating and exploding batteries. One clever PR strategy later and some Samsung super fans are still holding on to their Note 7s despite the risk. Given strong customer satisfaction with the product line, plus loyalty to other Samsung products, this customer base looks set to put the Note 7 fiasco behind it quite quickly.

Another example is Volkswagen. According to Harvard Business Review, less than two months after a scandal broke around Volkswagen cars’ high emissions in 2015, German consumers were already ready to forgive the company and look past its transgressions In a national survey, 65% of respondents believed that Volkswagen still built outstanding cars and that the emissions scandal was overblown. Less than a year later, the company had returned to profitability.

There is strategic merit in distinguishing crisis from plateau. 

During a crisis, businesses experience the behaviour from their people that they would expect all the time: excitement flares up, employees shine, and then, as quickly as it sprang up, this enthusiasm fades away.

Businesses generate a lot of discretionary effort in crises; lots of high-level communications, collective responsibility, increased collaboration, more truth telling, more focus on customer, very high levels of support and a ‘can do’ attitude. 

But some organisations ‘manage by crisis’ all the time due to the misguided belief that this management strategy keeps people mobilised. The tragic reality is that this is neither helpful nor sustainable over the long term. In fact, this type of initiative will run out of potency fast and, if leaders declare a crisis every few months, then the impact of it declines over time.

Boom and bust 
Considering the logic of organisational history, companies in the past would typically move through a cycle of massive change, steady state, then massive change, then steady state. The aim was to get through these waves as efficiently as possible and businesses became experienced at catching up and repairing gaps, to return, eventually, to where they wanted to be. Corporates that were good at change management were celebrated, but change management sometimes equates to nothing more than an illusion to keep people active, productive and focused.

The low-growth environment of the past decade has partly contributed to an acceptance of plateaus in productivity and growth. But a plateau is a long burn; an unseen issue within the business that can be easily disguised. It is a major challenge, but it is insidious because its damage will only be noticed when measured over a long period.

A well-supported decline?
We’re going to throw a spanner into the works here, because after defining the plateau, we want to argue that the plateau doesn’t, in fact, exist. It is an artificial state of mind. 

If the only way business leaders can generate any positive results is through cost cutting, then their business, essentially, is not plateauing. The ‘plateau’ is nothing more than an invisible state of decline – unwittingly fuelled by those at the top. It is an illusion – a cloak of artificial buoyancy that props up a lack of positive activity. 

So, with that in mind, our definition of what has commonly been described as a ‘plateau’ in corporate life is, perhaps more appropriately, ‘a well-supported decline’. 

This decline occurs when organisations stop challenging their limiting assumptions or constraints. They’re creating results through deficit rather than innovation and, in a psychological era of austerity, it’s understandable how this subconsciously unfolds within business.  

The hollowing effect
If businesses continue in this stasis for long enough, they become hollow. 

Their core values, purpose, culture is removed and this often manifests itself through people movement. 

Senior executives typically remain in a role for no more than three or four years; they simply become part of the hollowing mechanism coming to believe ‘cost cutting is what we do here’. 

In large organisations, whole generations of leaders often leave within months of each other, simply because they’re unable to shift or lead the business away from decline. In other words, instead of companies making difficult changes or hard decisions, leaders who don’t make a difference are moved on. 

As a result, these businesses don’t disappear – the cycle merely starts all over again. Leading a business in a state of gradual decline is much harder work than leading a business through a crisis. Some leadership teams are ‘relieved rescuers’ when a crisis comes along, adopting the mentality ‘right we know what we are doing here, let’s roll up our sleeves and get on with it…’

Leading through a crisis
Waking up the organisation up in a crisis is easy – you don’t need to tell people too much about it as they usually already feel the heat from the metaphorical flames. The clichéd burning platform is screaming at you so there little analytical is skill required to diagnose the challenge ahead.  

Crises respond well to the traditional hierarchy of status and power. Leaders want people to act immediately without too much deliberation when a command is given. So, divide up the tasks between the team, project manage, communicate quickly and regularly, and make sure everyone knows where you are up to by establishing crisis management teams for employees outside of their day-to-day work.

The leaders’ role is often to act as a container around the crisis in a bid to stop panic, keep calm and project an in-control image. The brief is to make the difficulty go away, recover and return to order with perceptions of security, as quickly as possible.

Leadership energy during a crisis is characterised by endurance: grit your teeth, get through it even if you have to collapse on the other side. This is one of the reasons that it isn’t a sustainable, long-term strategic choice. 

Leading out of a ‘plateau’
Waking the organisation up to a well-supported decline, a ‘plateau’, is an altogether subtler act. It is an act of observation, looking differently at what is reality rather than what we imagine it or wish it to be. 

This is an act of courage and responsibility; a process of leaders being comfortable with their vulnerability and saying ‘we don’t know’. The diagnosis here is mostly about identifying and surfacing the repeating patterns of behaviour that are keeping the business stuck and circular in its leadership activities. 

Leadership action in a ‘plateau’ has an experimental nature to it: trial and error, probing, testing and learning; finding some data and bringing it back to the table for examination. It involves applying all of the organisation’s efforts to the day-to-day work, and not separating from it through analyses. The day to day is where the insidious patterns exert themselves and where they need to be disturbed.

Authority at this time emerges from how the system organises itself around the leader, how the individual is connected to others and how much they trust in their team, the culture and the corporate vision. This is because new performance needs leaders to disrupt the system and to disturb it first. After this, a leader needs to take a stand to achieve breakthroughs, bearing in mind that this tactic may be received by the establishment as something ridiculous that feels ‘out of sync’ with the way the business is currently tracking. 

Leaders in a plateau display anxiety in a different way to what is needed in the crisis. They put themselves at risk, but at the same time need to create a sense of psychological safety so that others will want to step out and join them on the precipice. They must quickly become experts in dealing with disappointment, loss of hope, resignation, and perhaps most importantly, resisting invitations to return to the past. 

Conclusion
So, in short, do we live in a business world led by people who love a crisis but are so comfortably numb the rest of the time that they embrace a plateau with open arms? 

In terms of energy and ongoing momentum, anything that looks like a straight line on the balance sheet is actually a decline. The flat line causes a decline in energy, expectation, imagination, belief in possibility and desire. Over time (and perhaps unnoticed) all the people with any energy and purpose start to leave. 

Those with more of a personal investment in the organisation will stay until their own needs are met, but ultimately the effect on the overall organisational system is one of intransigence and self-justification. 

Austerity is the fiend that appears to be the friend of growth – when the real solution to leading from plateau to profit is innovation, transparency, values-led decisions and sustainability. 

Retaining leadership energy in a plateau has a different feel to leading through growth or indeed crisis. And, if you’re reading this and you feel comfortable in your business performance, you should ask yourself if this is, in fact, merely a placebo effect of numbness?

Shouldn’t we, as leaders, always be uncomfortable? If not, how can we possibly be agile enough to innovate perpetually? 

Now is the time for leaders to be savvy, strategic and take a sustainable, long-term view. Great plateau leadership will ebb and flow and leaders need to know when to rest and when to up the intensity. 

But the challenge must be moderated by encouraging teams and peers, in order to keep up the momentum – because the cloaked nature of the plateau can make the finishing line seem a long way away. 

Khurshed Dehnugara and Claire Genkai Breeze have been Partners at Relume Ltd. since 2000. Specialists in coaching senior executives to be challengers of the status quo, their clients are listed corporations worldwide. 

They are authors of The Challenger Spirit – Organisations That Disturb The Status Quo (2011) and Flawed but Willing – Leading Large Organisations In The Age of Connection (2014). 

Investing in your personal purpose to become a better leader

It’s time for our personal purpose to step into the light and shape our leadership style, writes Laura Wigley

Purpose. Our plan. Our life. Our mission. The thing we wake up for every day. At work, thanks to a revived focus on creating a great working culture – imbued with vision and a reason for being – we focus heavily on the business purpose: its mission, its values. 

Yet personal purpose, the thing that drives everything we do as individuals, is often left at the wayside and seen as something that should only be focused on outside of work, if at all. 

The world of work continues to change, with the challenges of work-life balance and operating in a connected world two of the most significant for employers. Should we, as leaders, bring our personal purpose to work? It is the norm to integrate work and home lives? Realistically, businesses only talk about the future in business or leadership terms. But perhaps organisations should be supporting us, as leaders, to think more widely and to define our life purpose? Should they be helping us to achieve the balance we desire and encouraging us to view our work as part of something bigger?

The argument for alignment

I believe the answer is a resounding ‘yes’. Unfortunately, however, given the way most businesses are currently organised, there is no opportunity to achieve this deep self-exploration. There is no moment to be mindful of who we are and what we stand for. Yes, we’re encouraged to have a leadership purpose – how we want to be seen as a leader or to define our authentic leadership style – but this is rarely considered alongside personal purpose. If businesses want to create and motivate brilliant leaders and to deliver a sustainable leadership pipeline, this has to change. For me, defining personal purpose is the most important thing you can do for your own personal development, because investing time here will ensure all subsequent decisions can be based on a clear rationale and will support the achievement of long-term goals. 

I would also argue that, for organisations, providing this deep support and guidance for their leaders is one of the most effective, long-lasting investments they can make. Ensuring leaders are clear about what they stand for as an individual can be the foundation for ongoing, self-driven development, engagement and motivation. It also has the potential to help the business stand out from the crowd: going beyond everyday corporate thinking when investing in their people. 

Sure, it’s difficult to see a direct return on investment and there is a risk that people will leave the organisation following such exploration, but creating this type of clarity is a direct way to promote engagement right to the top of Maslow’s Hierarchy of Needs and to increase discretionary effort. It reminds me of that much-quoted dialogue been a fictional CEO and his financial director. ‘What if we invest in them and they leave?’ asks the latter; the CEO responds: ‘What if we don’t and they stay?’

Leadership purpose versus personal purpose 

As US politician Sharron Angle once said: ‘There is a plan and a purpose, a value to every life, no matter what its location, age, gender or disability.’

Everyone has a driver that gets them out of bed in the morning, whether it’s raising their family; giving something back to society; achieving career success or some other personal purpose. It’s personal purpose that motivates you. It’s the reason you do the things you do. It could centre around family, friends, health, career or spirituality but it will be unique to each of us. Some may realise their purpose early on, others a little later. But, eventually, everyone will find they have an in-built compass guiding them towards something that resonates and rewards them. 

By contrast, not everyone will develop a leadership purpose. Leadership purpose comes about only when someone has a desire to lead others. Once you become a ‘leader’, whether that’s on the sports field, in business or in a war zone, you’re typically encouraged to define your leadership purpose or vision, describing what it looks, sounds and feels like. This purpose focuses on how you wish to lead; what’s important to you in your leadership style; the sort of leader you’d like be seen as. 

In my opinion, a leadership purpose is not sustainable or rewarding on its own. No matter how good a leader you are, if you’re not also tapping into or fulfilling your broader personal motivations, it’s not going to fulfil you in the long run. Over time, this may prevent you achieving your potential in work or life.

A thought here: I don’t believe it’s wrong to invest all your time and energy in your career, as long as you’re mindful of the trade-offs you’re making in other areas of your life. You must ensure you’re focusing on the things that mean the most to you, deriving motivation and satisfaction from your work, and embracing the ‘imbalance’ rather than seeing only the sacrifices made. 

In an interview with the CoFounders Lab, Storenvy founder, Jon Crawford, summed this up perfectly, saying: ‘Work, sleep,
family, fitness or friends – pick three. It’s true. In order to kick ass and do big things, I think you have to be imbalanced. I’m sure there are exceptions, but every person I’ve seen riding on a rocket ship was imbalanced while that ship was being built. You have to decide if you really want it.’

The ideal, however, is perfect alignment: leadership purpose which encompasses personal purpose to create a balance in both work and life.

How to achieve the balance

The route to achieving a perfect balance is not simple. It’s not something you can achieve alone and it’s certainly not something that can be achieved in a day. Once set out, it becomes a regular exercise – refining it, developing it and adjusting it according to your current situation and your progress. However, it can be achieved. For me, there are three key elements that promote success in identifying, communicating and actioning your purpose. 

The first element is impartiality: gaining an outside perspective to help you ask yourself, and dissect, the tough questions. Using a coach or someone who isn’t linked to your organisation can help you uncover and drive your understanding of what you stand for, though this can be harder to justify to senior management, from an ROI perspective, than corporate coaching. With personal coaching, it is unlikely that there will be open goals that are shared with the company, or a specific business challenge to focus on. The session must simply support private exploration. Some numbers-driven organisations may baulk at the request, but it is important for individuals to open up completely, without the threat of repercussions.

The second element, and the one that requires the most work – and is often be achieved through personal coaching – is to become clear what you stand for, both personally and as a leader; achieving an understanding of your values, your motivations, your needs. My framework for this is simple and can be used to help you discover your personal purpose. You should then apply it continuously to all you do as a leader. It comprises just four steps: define, create, plan and do.

The third and final element to ensure a link back to your organisation and career is an honest and transparent relationship with your line manager, where you are ready to help them and they to help you. While you can choose what to share, and how much to share, about your personal purpose, it’s important that there is maturity in your relationship with your manager so that you can support and embrace this. This is because, once you’ve achieved this level of clarity, you may want to change the way you operate as a leader which requires an honest conversation with your employer. 

You may also need to sell these changes to your employer. Start the conversation on the right foot. Consider how you could demonstrate the positive impact your changes or requirements would have on the business. For example, if you’ve defined your purpose as ‘giving back’, you may want to volunteer during the week, or become a mentor for those who value your expertise. Whatever it is, you need to ask yourself: ‘What is the business case?’ You need to sell the idea to the business and create a win-win scenario.

What this means for organisations

Very few large businesses are set up or ready to have conversations about personal purpose, and how to align this with business purpose, as they are a broad departure from the traditional way of doing things. But organisations need to recognise there is more than one way of achieving success. Being open and committed to investing in coaching relationships could achieve less tangible, but important, outcomes. Be open to individual workers’ suggestions and requests when they do share them and role model from the top. 

Taking time to consider, define and set out your personal purpose is an essential tool in the leadership toolbox. Time invested here has the potential to drive motivation, engagement and achievement, way beyond the original investment. As author Eugenio Pirri, Chief People and Culture Officer at Dorchester Collection, says in his book, Be A People Leader: ‘Unless you truly understand who you are, how can you possibly help someone else grow as a person, grow their career or ensure they reach their
full potential?’  

Life is a balancing act. Knowing your purpose is the key to achieving this equilibrium happily and sustainably.

Laura Wigley is the former Global Talent and Development Director for luxury hotel management company, Dorchester Collection, and is now People Director at luxury health club operator, Third Space.  

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