Leading with Noble Purpose E-Book

Lisa Earle McLeod

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 322

Veröffentlichungsjahr: 2016

Beschreibung

Profit doesn't drive purpose. Purpose drives profit. We made some incorrect assumptions about work and those assumptions are killing us. We allowed a narrative that is solely about earnings to replace what we know to be true about human motivation. Human beings are hardwired to seek purpose, but according to data, most people don't feel a sense of purpose in their work. Work has become a grind, an endless series of tasks that lack meaning. Building upon her bestseller Selling with Noble Purpose, leadership expert Lisa Earle McLeod tackles the employee engagement crisis by showing leaders how to put workplace meaning front and center. McLeod, whose clients include organizations like Google, Hootsuite, and Roche, asserts that many organizations are unconsciously squandering their greatest asset--their people's passion. By putting profit before purpose, organizations eroded the very thing that makes a business great. The narrative of profit, earnings, and bonuses was supposed to improve employee performance, but it had the opposite effect. It stripped the joy and meaning from work in ways that have a chilling effect on morale, performance, and ultimately profit. In this new book, McLeod shows leaders how to: * Win the hearts and minds of employees, clients, and stakeholders through a Noble Sales Purpose * Reframe your approach to metrics so that they accelerate performance * Create a tribe of True Believers who drive revenue and do honorable work People want to make money and make a difference. Leading with Noble Purpose shows leaders how to do both.

Leseprobe

Table of Contents

Title Page

Copyright

Dedication

Introduction: Why Work Matters

Why I Wrote This Book

Part I: The Noble Purpose Leader

Chapter 1: Profit is Not a Purpose

Unfortunately, It's Also Wrong

Purpose Drives Profit, Not the Other Way Around

Chapter 2: Are You Telling a Money Story or a Meaning Story?

Money Follows Purpose

Chapter 3: How Metrics Drive Mediocrity

Measuring Artistic Impression

Chapter 4: Go Beyond the Numbers

Turning Techies into Storytellers

Escape Me-Too Mediocrity

Dig into the Nuances

Chapter 5: Make Your Customers Human

Bringing Patients to Life

Making Basements Meaningful

Customer Impact is the Ultimate End Game

Chapter 6: Dare to Be Different

Igniting Passion in Resellers

Chapter 7: Be Brutal about Airtime

The Words of the Leader Matter

Chapter 8: Create Your Purpose Framework

Beautiful Questions versus Exhausting Questions

Give Your Customers a Seat at the Table

Chapter 9: Be For, Rather Than Against

“Kill the Competition” Is Not a Rallying Cry

Chapter 10: Don't Confuse Culture with Collateral

They're Avid Students of Leadership

They Operationalize Their Values

They Give Very Personal Recognition

They Overcommunicate

They're Totally Transparent

Culture across Ages and Stages

The GM Salute

Chapter 11: Take “Yes, But” Off the Table

Resetting the Negative

Chapter 12: The Folly of Internal Customers

Learning to Love People You Don't Even Like

Stop Talking about Internal Customers, Start Talking about Winning

Connect the Dots to Actual Human Beings

Correlate Nonperformance to Customer Impact

Chapter 13: Name Your Noble Sales Purpose

A Word about

We

Chapter 14: How to Keep Purpose from Being Hijacked

Taglines Come and Go

Beyond the Value Proposition

Customers and Employees Are Not Your Masters

Customer-Centricity versus Customer-Impact

Commercial versus Philanthropic

Culture Follows Purpose, Not the Reverse

Training Is Not Enough

Cynics and Naysayers

Chapter 15: Why Your Backstory Matters

Say What You Need to Say

Chapter 16: Give Yourself Space to Say No

Doing the Right Thing Makes You Money, If You Go First

Don't Punish Errors of Enthusiasm

The Pre-Decision

Chapter 17: Believe in the Dignity of Your Business

The Moment I Fell in Love with Capitalism

Chapter 18: The DNA of a Noble Purpose Leader

Have Absolute Clarity about Your NSP

Part II: Implementation Guide for Noble Purpose Leaders

Chapter 19: Claim Your Noble Purpose

Answer the Three Big Discovery Questions

Get Clarity on Your Customers

Declare Your NSP

Chapter 20: Prove Your Noble Purpose

Create the Narrative

Personalize It

Identify your Acclerators

Chapter 21: Launch Your Noble Purpose

Put Your Purpose in Front of Your Team

Internalize Your Purpose by Department

Create the Sharing System

Deal with Cynics and Setbacks

Chapter 22: Operationalize Your Noble Purpose

Find Your Noble Knights

Bring Customers to Life Throughout the Company

Choose Your KPIs

Declare Your Purpose Externally

Make the Tough Calls

Make a Fuss, Routinely

Chapter 23: Embed Your Noble Purpose

Hire and Recruit with Purpose

Evaluate with Purpose

Bring Your Board on Board

Spotlight in Your Annual Report

Acknowledgments

Index

End User License Agreement

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Guide

Cover

Table of Contents

Begin Reading

List of Illustrations

Chapter 1: Profit is Not a Purpose

Figure 1.1 Blackbaud's Stock Pre- and Post-Mike Gianoni's Purpose-Driven Leadership

Chapter 2: Are You Telling a Money Story or a Meaning Story?

Figure 2.1 The Low-Engagement Death Spiral—Mediocrity

Figure 2.2 Purpose Drives Competitive Differentiation

Chapter 3: How Metrics Drive Mediocrity

Figure 3.1 2014 Employee Engagement

Chapter 7: Be Brutal about Airtime

Figure 7.1 Blackbaud's Airtime Pre-Purpose

Figure 7.2 Blackbaud's Airtime Post-Purpose

Figure 7.3

Figure 7.4 Mediocre Leaders

Figure 7.5 Noble Purpose Leaders

Chapter 8: Create Your Purpose Framework

Figure 8.1 Traditional 5-P Model

Figure 8.2 Overemphasis on Profit Puts Other Functions at Risk

Figure 8.3 McLeod Noble Purpose 6-P Model

Chapter 12: The Folly of Internal Customers

Figure 12.1 Lack of Organizational Alignment

Figure 12.2 Goals Aligned Toward Customer

Chapter 19: Claim Your Noble Purpose

Figure 19.1 Customer Clarity Drives Focus

Chapter 21: Launch Your Noble Purpose

Figure 21.1 Purpose Launch Meeting Flow

Chapter 22: Operationalize Your Noble Purpose

Figure 22.1

leadingwith noble purpose

How to Createa Tribe of True Believers

Lisa Earle McLeod

Copyright © 2016 by Lisa Earle McLeod. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data is available:

978-1-119-11980-7 (hbk)

978-1-119-11983-8 (epdf)

978-1-119-11981-4 (epub)

Cover Design: Wiley

Cover Image: © iStock.com/VikaSuh

Printed in the United States of America

Written with lovein honor ofJulius Richard “Jay” Earle, Jr.August 14, 1936–July 21, 2015husband, father, leader, and friend

Introduction: Why Work Matters

What if your work mattered so much to you that—on your deathbed—you found yourself wishing for one more day at the office?

While I was writing this book, my father died. In the months before his death, I had time to reminisce with him about his life's high points, among them, his job.

My father worked in banking. At the height of his career he was Director of Mergers and Acquisitions for the Federal Savings and Loan Insurance Corporation, the FSLIC, which later merged into the FDIC. During the S&L crisis of the 1980s he ran a team whose purpose was to merge failing banks with solvent banks, so taxpayers wouldn't have to foot the bill if an S&L went under.