Dan Pontefract returns to 33voices to discuss why building a purpose-first organization starts with understanding each individual within it.
The Purpose-First Organization
When Pastor Rick Warren (@RickWarren on Twitter) gave the world the gift of his seminal book, The Purpose Driven Life, he encouraged each of us to take his 40-day journey with a partner because as Ecclesiastes 4:9 reminds us ‘Two are better than one, because together they can work more effectively. If one of them falls down, the other can help him up....Two people can resist an attack that would defeat one person alone. A rope made of three cords is hard to break.” Living on purpose is hard work, but living without purpose is even harder. It leaves one feeling empty, unengaged and often just sleepwalking through life.
At some point in life, each of us is destined to feel that pit in our stomach, not for any other reason than to trigger a walk-up call to stop, reflect and reset. For an overwhelming majority of society, that hollow feeling is often triggered by the less than satisfying work that we choose to call our careers; still according to Gallup, a staggering 70% of the U.S. workforce continue to be disengaged at work. But, why?
If you ask leadership maven, Dan Pontefract (@dpontefract on Twitter) what makes workplace engagement so puzzling, he’s likely to stir up a conversation about meaning and purpose; which is the thesis behind his latest book, The Purpose Effect. In it he describes ‘the sweet spot’ where one’s personal purpose and role within an organization is in sync with the company’s overarching reason for being. On the surface, his perspective makes complete sense, but in reality, it’s a continual struggle of push and pull; which is where we begin our conversation.
Here’s a glimpse of what we discuss:
The context of purpose within an organization
The three components of organizational purpose
The responsibility the modern organization has to its stakeholders
The most important role that leaders play in modeling behavior
The right balance of power
The impact of the Good DEEDS model
How Purpose and Profit can co-exist