In A Culture of Purpose, Christoph Lueneburger relates how leadership today faces the complex task of building a culture of purpose to power organizations. Pursuing a purpose rooted in commercial success is one of the best ways to plant such a culture in a corporation. A company’s purpose should be bigger than the bottom line. Leadership needs to poses the right combination of competencies, including change leadership, influencing, and commercial drive. Hiring talent that has innate determination, insight, and curiosity will help spread the culture of purpose throughout the organization. Such a winning culture can be cultivated further by imbuing the company with energy, resilience, and openness.
Lueneburger provides readers with the following advice:
- Leaders with a purpose sit at the core of any culture of purpose. They should be adept at change management, especially when first developing the foundation of a culture of purpose. They should also have the ability to influence others when initiatives begin.
- As purpose reaches all corners of the organization, leaders who have developed a strong commercial drive coupled with the practical skills to achieve measurable results become central.
- Hiring the right talent is the only way to perpetuate a culture of purpose over the long haul. Although employees can be helped to develop competence over time, they arrive with certain innate traits that are more or less useful in the journey toward a culture of purpose. Fortunately, candidates with the right traits are naturally drawn to companies pursuing cultures of purpose.
- Everyone in the organization should have innate curiosity, so all new hires should demonstrate this trait. With curiosity can come insight, or gut instincts that go beyond the data. Determined people are more difficult to manage, but determination is the trait that will help a company power through difficult stages in building a culture of purpose.
- A robust culture of purpose has energy, resilience, and openness. A common purpose provides initial energy while trust developed through honest and abundant communication ensures resilience. Openness to all stakeholder voices, including critics from the outside, will sustain the organization.
- Sustainability should not be a drag on commercial performance but a positive goal that imbues the culture of a company with energy and purpose. By moving sustainability from a distracting item on the margins to the very center of the corporate culture, leaders can build winning organizations that stand up to challenges and thrive.
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