Leading with Noble Purpose. McLeod Lisa Earle
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Название: Leading with Noble Purpose
Автор: McLeod Lisa Earle
Издательство: John Wiley & Sons Limited
Жанр: Зарубежная образовательная литература
isbn: 9781119119814
isbn:
Product development people began to look forward to hearing about clients' organizations. One Sunday night, Hodges' son was ill, and he didn't send the regular email. First thing Monday morning, a product development manager marched into his office, saying, “Where's the email? I need it for my weekly meeting.” The product development team was sharing the stories each week; it gave them pride in their jobs, and fueled them to be more innovative. They were motivated to help these clients in bigger, bolder ways. In that moment, Hodges realized that his emails were doing more than just motivating his team, they were engaging everyone.
The Sell It Forward emails served as an ongoing sharing system that kept customer impact at the front of the organization on a weekly basis. The marketing team used the customer-impact stories to create more compelling collateral. One year later, when they launched a new product the marketing team focused on how the software would help their clients better accomplish their missions. Hodges says it was a totally different launch, “In the past, we would have spent most of the time on the technical features. Instead, this launch was about client impact, and how we could give our customers the ability to do more good for those they serve.”
Eighteen months after Gianoni joined Blackbaud, the organization has an entirely different ethos. They've captured more market share. They've successfully launched a new product. Recurring revenue now exceeds 75 percent of total revenue for the first time in the company's history. That means Blackbaud is keeping their clients and gaining new ones. They have a stable revenue stream that allows them to be even more innovative in the future.
And the ultimate proof: Under Gianoni's leadership Blackbaud's stock rose from $37 a share to $60 a share, as of this writing (see Figure 1.1).
Figure 1.1 Blackbaud's Stock Pre- and Post-Mike Gianoni's Purpose-Driven Leadership
Blackbaud's results reveal how a purpose-focus versus a profit-focus plays out over time across an organization.
Medicore and high-performing leaders focus on earnings and internal metrics. Gianoni and other high performing leaders focus on customers and external impact. While others in his space were talking about money, Gianoni talked about meaning. The difference in results is night and day.
As a post Ianuzzi update on Monster, when I originally wrote about Monster's loss of purpose for Forbes.com, several Monster employees posted comments about their disappointment that their business seemed to have lost its soul. The article circulated through Monster, and as you can imagine, they weren't pleased. Imagine my surprise when several months later Yates and his senior advisors wanted to meet with me to discuss how Monster can reignite their team around a larger purpose. I've now shifted from critiquing Monster to working with them. Yates and his team are authentic in their desire to help Monster reclaim their mojo, and I'm all in to help them.
Their new narrative is focused on job seekers. During a recent earnings call, Yates shared a tweet from a senior human resources executive at a major technology company, who tweeted out “@Monster – congratulations on getting your sexy back, impressed by your new products and services.” I'm all in for Monster. Reversing their results will not happen overnight. But as Mike Gianoni demonstrated at Blackbaud, when the leader puts purpose front and center, the cadence and tone change, the emotional undercurrent shifts, and the financial results follow.
You may be thinking at this point, I'm not the CEO. What can I do?
Let's look at another scenario. What if instead of being CEO, Gianoni had been a mid-level manager, and he had a show me the money peer in the same organization? What if they were both running product development teams? Whose team would be more innovative? What if both were managing big plants, or marketing groups, or sales teams? Whose team would be more emotionally engaged? The leader who talked about money, or the leader who talked about meaning? Whose team would be more dialed in to customers? Who would attract better talent? At the end of two years, which of the two leaders do you think would have better results?
It's tempting to think a high-minded concept like Noble Purpose doesn't apply to people down in the trenches. In our experience, with firms large and small, with individual leaders and CEOs, the results play out in similar fashion, irrespective of size or scope.
Here's how a summary of a profit focus versus a purpose focus plays out over time across an organization.
Chapter 2
Are You Telling a Money Story or a Meaning Story?
No business needs to be a commodity business competing only on price. Every business can market itself based on its personality and spirit – in other words, its soul.
Imagine you just boarded an airplane and took your seat. As you're settling in, your seatmate arrives. After a few pleasantries, he asks, “What do you do?” Oh no, it's elevator speech time. How would you answer?
Most people answer with their role. They say things like, “I'm an accountant,” or “I'm in sales.” Others answer with their industry: “I'm in medical equipment,” or “I run a travel company.”
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