Chapter
Introduction:
Lives transformed by purpose
Part One Why purpose
is central to performance
01 Effective
leadership: It’s all in the mind
Purpose changes your brain chemistry
Purpose also matters to the young
Avoid threat, find reward
Inside the brains of leaders
How to build inspired motivation
Words can change your brain
02 The purpose movement: A growing global conversation
How purpose-led business can help
restore trust
Purpose: an underutilized asset
Purpose brings wide-ranging benefits
The gap between future leaders and
current leaders
Why leaders should focus on relationships, purpose and values
More communication needed between leaders and investors
The golden thread that delivers short- and long-term success
Purpose, values and goals must be aligned
03 Purpose and employee engagement: Why giving employees a greater sense of purpose is every leader’s job
Billions being lost globally
Disengaged employees cause catastrophes
How engagement helps you as a leader
What are the attributes of an engaged employee?
Willing to work does not necessarily mean able to work
Wanted in leaders: purpose, vision, values and stretching goals
The power of respect: the most important ingredient in leaders
The 12 principles of inspiring leadership communication
04 How purpose powers better results… and the leadership behaviours that
do most to unlock discretionary effort from employees
How you need to behave as a leader to inspire more effort from your team
The important manager behaviours: as seen by employees
The most important behaviours in a manager, according to research?
The top eight behaviours of inspiring managers
Managers tend to overrate their performance
Two-thirds of employees say they regularly put in extra effort at work
The inspiration gap that creates the productivity gap
The secret to encouraging discretionary effort
The four most important management behaviours
05 The value
of values: How culture contributes to a sense
of purpose and to better results
Values are beliefs in action
Global surveys show values are valued
Four out of ten people believe business is unethical
Values create more agile teams
Embedding values is not easy to do,
but it brings dividends
Values should be liberating and measured
Understand the different types of values
06 Measuring
the value of purpose: Meeting the needs of customers and,
in so doing, creating long-term value
for all stakeholders
Changing the way business thinks and acts
Intangible assets – the real drivers of success
Trust is an intangible asset of enormous worth
Purpose delivers trust, and higher growth rates
If purpose is about creating value for all, how do you best track long-term value creation?
Your value-creation story = competitive edge
Integrated reporting helps to account for purpose
Integrated reporting enables better decisions
Part Two People with purpose: how leaders use
purpose in their own organizations
07 From surviving
to thriving: The importance of a long-term vision
Business is not investing for long-term growth
Get value from shareholders, not just
for them
From surviving to thriving
Sustainability versus thrivability
Create an audacious 10- to 30-year vision
The difference between a long-term vision and purpose
When you achieve your long-term vision, set another one
A qualitative long-term vision
08 Authentic
purpose: Start with the customer to truly
engage with people inside and
outside your organization
Other than profit, what kind of purpose?
Mission is different to purpose
Companies with a customer purpose outperform
Customers want to be respected
An emotional bond is your Teflon layer
Deliver the promise and respect the customer
Making customer care your purpose
Use language that resonates with
customers
You have to resonate with employees, too
Give your customers an authentic experience
Staying true to your purpose over
decades
What makes a corporate purpose authentic?
Success from staying ruthlessly true to
your purpose
09 Culture is your competitive
edge: How leaders align purpose and
values to create winning teams
Middle managers bring the culture to life, or kill it
Beware of barriers that prevent people from living the values
If you have the wrong values, change them
To understand culture, put your leaders
in the front line
Your values bond customers to the brand
A strong set of values empowers and energizes people
10 A framework
for success: How leaders create alignment by putting purpose, values, vision and goals on a single page
Employees want to contribute to strategic goals
How Monarch Airlines came back from
the brink by aligning the company
How a new purpose vision and values framework turned around a critical
health-care business
Allow employees to translate the goals to their worlds
How to cascade the goals so they create alignment
11 Purposeful conversations: How leaders embed their vision and values and align their organizations
Alignment is a dynamic, ongoing process
Encourage and enable managers to have purposeful conversations
Purposeful conversations drive better business results
Your managers have to live the purpose and values, and be models of the behaviours you require
Hold up a mirror to encourage change
Part Three Leading with purpose: what
you need to do
12 Define your
own purpose: You can’t inspire your team if
you are not inspired yourself
Why you must liberate your passion
through your values
Start by finding your strengths
In order to know others, you must first know yourself…
Do a 360-degree strengths test
Purpose gives you courage
Purpose makes you charismatic
Be visible, be consistent and be true to
your values
The right values create value
13 The purpose framework: How to create the tool that gives everyone in your team a sense of purpose
Be sure you all understand and agree
the terminology
Balancing people with purpose and profit
How to balance a results focus with
a relationships focus
Your guide to the purpose framework
The questions that will help you to understand your own inspiration
quotient
People with Purpose
：How Great Leaders Use Purpose to Build Thriving Organizations
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