By Daniel Goleman, originally published by Korn Ferry in Insights
There’s a paradox about purpose. On the one hand, we know purpose boosts profit and that people are wired to be motivated by what’s meaningful to them. Both facts make the case for embracing purpose and putting it at the core of strategy.
But while plenty of organizations have written an inspiring statement of purpose somewhere on their website, far fewer have figured out how to embed it into their organization. One survey found that while 82% of U.S. workers affirmed the importance of purpose, only 42% said their company’s stated “purpose” had any real impact.
