Eric Jacobson On Management And Leadership

Having conducted extensive field research, Ranjay Gulati , author of the new book, Deep Purpose , The Heart and Soul of High-Performance Companies , reveals the fatal mistakes leaders unwittingly make when attempting to implement a reason for being.   “My interviews with well over 200 executives across 18 firms revealed the secrets of these companies—not the usual facile frameworks, but new ways of thinking about business that allow leaders and companies to operate with heightened passion, urgency, and clarity,” shares Gulati. “I call this, deep purpose .”   Furthermore, Gultai explains that most leaders think of purpose functionally or instrumentally, regarding it as a tool they can wield. On the other hand, deep purpose leaders think of it as something more fundamental; an existential statement that expresses the firm’s very reason for being. These leaders project it faithfully out onto the world.   “Rethinking the nature of purpose should prompt you in turn ...

According to  Bob Rosen , author of the book,  Grounded: How Leaders Stay Rooted In An Uncertain World , there are  six universal desires  about what employees want from work, regardless of their age:  A sense of purpose and meaning. Belief that they are making a contribution. An opportunity to use their skills and talents. An opportunity to learn and grow. A significant amount of autonomy. Respect.