As a working mother, Green took the opportunity as a CEO to design a culture where working parents thrived.
Being raised a BuJew has deeply impacted the way I lead and my career path.
Blake disassembled adult learning and then put it back together to make it work for today's workforce.
By trusting his team, van der Brink took a big risk for his brand (and it paid off).
Does your team feel they can take risks?
Employee engagement, as it has commonly been measured, has failed to improve work. Even Gallup, the leading advocate admits that “employee engagement has barely budged in years.”
Every professional field is undergoing major transformations to address market changes emerging in the Purpose Economy. The challenge for employers now is to find purpose-oriented talent (28 percent of the workforce according to our 2015 national study) who can quickly adapt to evolving industries that constantly demand new skills.
In July 2009, there were 6.6 people seeking work for every unfilled job. It was the height of the great recession and companies that were looking to hire had a bounty of talent available to them. Today, the ration is 1-to-1. For every manager looking to hire, there is only one person looking for work.
Are you an inspiring manager? We have known for a long time that having engaged team members is better than having people who are simply satisfied. They are 44% more productive—that is like adding a part-time person to your team at no additional cost. According to Bain and Company, however, it looks like engagement is too much of a low bar. It turns out that inspired employees are 125% more productive than satisfied ones. That is like adding more than one full-time person to your team. Why is “inspiration” so powerful?
Download our latest eBook and learn about: Laying the foundation for purpose to create belonging Empowering employees to take ownership Activating your purpose into the daily work of all employees Plus advice from our partners at EY, WeFirst, Brighthouse, and Carol Cone.
In their 2018 Global Talent Trends Study, Mercer, the world's largest human resources consulting firm, focuses their attention on the need for organizations to be agile and innovative to thrive in what the World Economic Forum is calling the Human Era (aka the Purpose Economy).
Most of what we understand about purpose at work comes from Hollywood. Stories are a powerful way to learn, but most of the stories we see on a screen give us a romanticized view of the role of purpose in our work. They build myths about purpose that actually make it harder for us to focus on what matters. But perhaps the most unfortunate aspect of these myths is that they imply that purpose is not something for everyone, which — based on my experience working with thousands of professionals, as well as emerging research on the topic — couldn’t be further from the truth.
A midlife crisis, it turns out, is like an earthquake. An earthquake is caused by the release of years of tension between two tectonic plates.
Apt as it may have been for another time, the “learn, earn, and then return” model is inadequate for today
As the co-founder and CEO of Imperative, and the designer of the Purpose Pattern Assessment, I am often asked what my own pattern is and how it has impacted my career decisions.
Here are the concrete examples of how I have personally crafted my job over time to maximize meaning.