From Purpose to Impact - Harvard Business Review

Reprint: R1405H Over the past five years, there's been an explosion of interest in purpose-driven leadership. Academics, business experts, and even doctors ... Youhave1freearticlesleftthismonth. Youarereadingyourlastfreearticleforthismonth. Subscribeforunlimitedaccess. Createanaccounttoread2more. Personalpurposeandvalues FromPurposetoImpact by NickCraig and ScottA.Snook by NickCraig and ScottA.Snook FromtheMagazine(May2014) Tweet Post Share Save GetPDF BuyCopies Print Summary.    Reprint:R1405H Overthepastfiveyears,there’sbeenanexplosionofinterestinpurpose-drivenleadership.Academics,businessexperts,andevendoctorsmakethecasethatpurposeisakeytoexceptionalleadershipandthepathwaytogreaterwell-being. Despitethisgrowingunderstanding,however,abigchallengeremains.Fewleadershaveastrongsenseoftheirownindividualpurpose,theauthors’researchandexperienceshow,andevenfewercandistilltheirpurposeintoaconcretestatementorhaveaclearplanfortranslatingpurposeintoaction.Asaresult,theylimittheiraspirationsandoftenfailtoachievetheirmostambitiousprofessionalandpersonalgoals. Inthisarticle,theauthorspresentastep-by-stepframeworkthatleaderscanusetoidentifytheirpurposeanddevelopanimpactplantoachieveconcreteresults.Effectivepurpose-to-impactplansuselanguagethatisuniquelymeaningfultotheindividual,ratherthanbusinessjargon.Theyfocusonfuture,big-pictureaspirationsandworkbackwardwithincreasingspecificity.Andtheyemphasizetheindividual’sstrengthsandencourageaholisticviewonworkandfamily. Tweet Post Share Save GetPDF BuyCopies Print Leerenespañol Leremportuguês Thetwomostimportantdaysinyourlifearethedayyouarebornandthedayyoufindoutwhy.—MarkTwain Overthepastfiveyears,there’sbeenanexplosionofinterestinpurpose-drivenleadership.Academicsarguepersuasivelythatanexecutive’smostimportantroleistobeastewardoftheorganization’spurpose.Businessexpertsmakethecasethatpurposeisakeytoexceptionalperformance,whilepsychologistsdescribeitasthepathwaytogreaterwell-being. Doctorshaveevenfoundthatpeoplewithpurposeintheirlivesarelesspronetodisease.Purposeisincreasinglybeingtoutedasthekeytonavigatingthecomplex,volatile,ambiguousworldwefacetoday,wherestrategyiseverchangingandfewdecisionsareobviouslyrightorwrong. Despitethisgrowingunderstanding,however,abigchallengeremains.InourworktrainingthousandsofmanagersatorganizationsfromGEtotheGirlScouts,andteachinganequalnumberofexecutivesandstudentsatHarvardBusinessSchool,we’vefoundthatfewerthan20%ofleadershaveastrongsenseoftheirownindividualpurpose.Evenfewercandistilltheirpurposeintoaconcretestatement.Theymaybeabletoclearlyarticulatetheirorganization’smission:ThinkofGoogle’s“Toorganizetheworld’sinformationandmakeituniversallyaccessibleanduseful,”orCharlesSchwab’s“Arelentlessallyfortheindividualinvestor.”Butwhenaskedtodescribetheirownpurpose,theytypicallyfallbackonsomethinggenericandnebulous:“Helpothersexcel.”“Ensuresuccess.”“Empowermypeople.”Justasproblematic,hardlyanyofthemhaveaclearplanfortranslatingpurposeintoaction.Asaresult,theylimittheiraspirationsandoftenfailtoachievetheirmostambitiousprofessionalandpersonalgoals. Ourpurposeistochangethat—tohelpexecutivesfindanddefinetheirleadershippurposeandputittouse.BuildingontheseminalworkofourcolleagueBillGeorge,ourprogramsinitiallycoveredawiderangeoftopicsrelatedtoauthenticleadership,butinrecentyearspurposehasemergedasthecornerstoneofourteachingandcoaching.Executivestellusitisthekeytoacceleratingtheirgrowthanddeepeningtheirimpact,inboththeirprofessionalandpersonallives.Indeed,webelievethattheprocessofarticulatingyourpurposeandfindingthecouragetoliveit—whatwecallpurposetoimpact—isthesinglemostimportantdevelopmentaltaskyoucanundertakeasaleader. ConsiderDolfvandenBrink,thepresidentandCEOofHeinekenUSA.Workingwithus,heidentifiedadecidedlyuniquepurposestatement—“Tobethewuxiamasterwhosavesthekingdom”—whichreflectshisloveofChinesekungfumovies,theinspirationhetakesfromthewise,skillfulwarriorsinthem,andtherealizationthathe,too,revelsinhigh-risksituationsthatcompelhimtotakeaction.Withthatimpetus,hewasabletocreateaplanforrevivingachallengedlegacybusinessduringextremelydifficulteconomicconditions.We’vealsowatchedaretailoperationschiefcallonhisnewlyclarifiedpurpose—“Compelledtomakethingsbetter,whomever,wherever,however”—tomakethe“hard,cage-rattlingchanges”neededtobeatbackaglobalcompetitor.Andwe’veseenafactorydirectorinEgyptusehispurpose—“Createfamiliesthatexcel”—topersuadeemployeesthattheyshouldhonorthe2012protestmovementnotbyjoiningthemarchesbutbymaintainingtheirloyaltiestooneanotherandkeepingtheirsharedoperationrunning. We’veseensimilarresultsoutsidethecorporateworld.KathiSnook(Scott’swife)isaretiredarmycolonelwho’dbeenstrugglingtoreengageinworkafterseveralyearsasastay-at-homemom.Butafternailingherpurposestatement—“Tobethegentle,behind-the-scenes,kick-in-the-assreasonforsuccess,”somethingshe’ddonethroughouthermilitarycareerandwithherkids—shedecidedtorunforahotlycontestedschoolcommitteeseat,andwon. Andwe’veimplementedthisthinkingacrossorganizations.Unileverisacompanythatiscommittedtopurpose-drivenleadership,andJonathanDonner,theheadofgloballearningthere,hasbeenakeypartnerinrefiningourapproach.Workingwithhiscompanyandseveralotherorganizations,we’vehelpedmorethan1,000leadersthroughthepurpose-to-impactprocessandhavebeguntotrackandreviewtheirprogressoverthepasttwotothreeyears.Manyhaveseendramaticresults,rangingfromtwo-steppromotionstosustainedimprovementinbusinessresults.Mostimportant,thevastmajoritytellusthey’vedevelopedanewabilitytothriveineventhemostchallengingtimes. Inthisarticle,weshareourstep-by-stepframeworktostartyoudownthesamepath.We’llexplainhowtoidentifyyourpurposeandthendevelopanimpactplantoachieveconcreteresults. WhatIsPurpose? Mostofusgotoourgraveswithourmusicstillinsideus,unplayed.—OliverWendellHolmes Yourleadershippurposeiswhoyouareandwhatmakesyoudistinctive.Whetheryou’reanentrepreneuratastart-uportheCEOofaFortune500company,acallcenterreporasoftwaredeveloper,yourpurposeisyourbrand,whatyou’redriventoachieve,themagicthatmakesyoutick.It’snotwhatyoudo,it’showyoudoyourjobandwhy—thestrengthsandpassionsyoubringtothetablenomatterwhereyou’reseated.Althoughyoumayexpressyourpurposeindifferentwaysindifferentcontexts,it’swhateveryoneclosetoyourecognizesasuniquelyyouandwouldmissmostifyouweregone. WhenKathisharedherpurposestatementwithherfamilyandfriends,theresponsewasinstantaneousandoverwhelming:“Yes!That’syou—allbusiness,allthetime!”Ineveryroleandeverycontext—ascaptainofthearmygymnasticsteam,asamathteacheratWestPoint,informallywithherfamilyandfriends—shehadalwaysledfrombehind,agentlebutforcefulcatalystforothers’success.Throughthisnewlens,shewasabletoseeherself—andherfuture—moreclearly.WhenDolfvandenBrinkrevealedhisnewlyarticulatedpurposetohiswife,sheeasilyrecognizedthe“wuxiamaster”whohadledhisemployeesthroughtheturmoilofseriousfightingandunrestintheCongoandwasnowreadytoattackthechallengesatHeinekenUSAhead-on. NickCraigonHowDolfvandenBrinkIdentifiedHisLeadershipPurpose Loading... Atitscore,yourleadershippurposespringsfromyouridentity,theessenceofwhoyouare.Purposeisnotalistoftheeducation,experience,andskillsyou’vegatheredinyourlife.We’lluseourselvesasexamples:ThefactthatScottisaretiredarmycolonelwithanMBAandaPhDisnothispurpose.Hispurposeis“tohelpotherslivemore‘meaning-full’lives.”Purposeisalsonotaprofessionaltitle,limitedtoyourcurrentjobororganization.Nick’spurposeisnot“ToleadtheAuthenticLeadershipInstitute.”That’shisjob.Hispurposeis“Towakeyouupandhaveyoufindthatyouarehome.”Hehasbeendoingjustthatsincehewasateenager,andifyousitnexttohimontheshuttlefromBostontoNewYork,he’llwakeyouup(figuratively),too.Hesimplycan’thelphimself. Purposeisdefinitelynotsomejargon-filledcatch-all(“Empowermyteamtoachieveexceptionalbusinessresultswhiledelightingourcustomers”).Itshouldbespecificandpersonal,resonatingwithyouandyoualone.Itdoesn’thavetobeaspirationalorcause-based(“Savethewhales”or“Feedthehungry”).Andit’snotwhatyouthinkitshouldbe.It’swhoyoucan’thelpbeing.Infact,itmightnotnecessarilybeallthatflattering(“Bethethorninpeople’ssidethatkeepsthemmoving!”). ScottSnookonHowtoDevelopaPurposeStatementthatResonateswithYouAlone Loading... HowDoyouFindIt? Tobenobodybutyourselfinaworldwhichisdoingitsbest,nightandday,tomakeyoueverybodyelse,meanstofightthehardestbattlewhichanyhumanbeingcanfight;andneverstopfighting.—E.E.Cummings Findingyourleadershippurposeisnoteasy.Ifitwere,we’dallknowexactlywhywe’rehereandbelivingthatpurposeeveryminuteofeveryday.AsE.E.Cummingssuggests,weareconstantlybombardedbypowerfulmessages(fromparents,bosses,managementgurus,advertisers,celebrities)aboutwhatweshouldbe(smarter,stronger,richer)andabouthowtolead(empowerothers,leadfrombehind,beauthentic,distributepower).Tofigureoutwhoyouareinsuchaworld,letalone“benobodybutyourself,”isindeedhardwork.However,ourexperienceshowsthatwhenyouhaveaclearsenseofwhoyouare,everythingelsefollowsnaturally. Somepeoplewillcometothepurpose-to-impactjourneywithanaturalbenttowardintrospectionandreflection.Otherswillfindtheexperienceuncomfortableandanxiety-provoking.Afewwilljustrolltheireyes.We’veworkedwithleadersofallstripesandcanattestthateventhemostskepticaldiscoverpersonalandprofessionalvalueintheexperience.Atonemultinationalcorporation,weworkedwithaseniorlawyerwhocharacterizedhimselfas“theleastlikelypersontoeverfindthisstuffuseful.”Yethebecamesuchasupporterthatherequiredallhispeopletodotheprogram.“Ihaveneverreadaself-helpbook,andIdon’tplanto,”hetoldhisstaff.“Butifyouwanttobecomeanexceptionalleader,youhavetoknowyourleadershippurpose.”Thekeytoengagingboththedreamersandtheskepticsistobuildaprocessthathasroomtoexpressindividualitybutalsooffersstep-by-steppracticalguidance. Thefirsttaskistomineyourlifestoryforcommonthreadsandmajorthemes.Thepointistoidentifyyourcore,lifelongstrengths,values,andpassions—thosepursuitsthatenergizeyouandbringyoujoy.Weuseavarietyofpromptsbuthavefoundthreetobemosteffective: Whatdidyouespeciallylovedoingwhenyouwereachild,beforetheworldtoldyouwhatyoushouldorshouldn’tlikeordo?Describeamomentandhowitmadeyoufeel. Tellusabouttwoofyourmostchallenginglifeexperiences.Howhavetheyshapedyou? Whatdoyouenjoydoinginyourlifenowthathelpsyousingyoursong? Westronglyrecommendgrapplingwiththesequestionsinasmallgroupofafewpeers,becausewe’vefoundthatit’salmostimpossibleforpeopletoidentifytheirleadershippurposebythemselves.Youcan’tgetaclearpictureofyourselfwithouttrustedcolleaguesorfriendstoactasmirrors. Afterthisreflectivework,takeashotatcraftingaclear,concise,anddeclarativestatementofpurpose:“Myleadershippurposeis_______.”Thewordsinyourpurposestatementmustbeyours.Theymustcaptureyouressence.Andtheymustcallyoutoaction. Togiveyouanideaofhowtheprocessworks,considertheexperiencesofafewexecutives.Whenweaskedonemanageraboutherchildhoodpassions,shetoldusaboutgrowingupinruralScotlandanddelightingin“discovery”missions.Oneday,sheandafriendsetoutdeterminedtofindfrogsandspentthewholedaygoingfrompondtopond,turningovereverystone.Justbeforedark,shediscoveredasinglefrogandwastriumphant.Thepurposestatementshelatercrafted—“Alwaysfindthefrogs!”—isperfectforhercurrentroleastheseniorVPofR&Dforhercompany. Anotherexecutiveusedtwo“crucible”lifeexperiencestocraftherpurpose.Thefirstwaspersonal:Yearsbefore,asadivorcedyoungmotheroftwo,shefoundherselfhomelessandbeggingonthestreet,butsheusedherwitstogetbackonherfeet.Thesecondwasprofessional:Duringtheeconomiccrisisof2008,shehadtooverseehercompany’sretrenchmentfromAsiaandwastaskedwithclosingtheflagshipoperationintheregion.Despitethenearhopelessjobenvironment,shewasabletohelpeveryoneofheremployeesfindanotherjobbeforelettingthemgo.Afterdiscussingthesestorieswithhergroup,sheshiftedherpurposestatementfrom“Continuallyandconsistentlydevelopandfacilitatethegrowthanddevelopmentofmyselfandothersleadingtogreatperformance”to“Withtenacity,createbrilliance.” Dolfcametohis“wuxiamaster”statementafterexploringnotonlyhisfilmpreferencesbutalsohisextraordinarycrucibleexperienceintheCongo,whenmilitantswerethreateningthebreweryhemanagedandhehadtoorderitbarricadedtoprotecthisemployeesandpreventlooting.TheEgyptianfactorydirectorfocusedonfamilyashispurposebecausehisstoriesrevealedthatfamilialloveandsupporthadbeenthekeytofacingeverychallengeinhislife,whiletheretailoperationschiefused“Compelledtoimprove”afterrealizingthathisgreatestachievementshadalwayscomewhenhepushedhimselfandothersoutoftheircomfortzones. Asyoureviewyourstories,youwillseeaunifyingthread,justastheseexecutivesdid.Pullit,andyou’lluncoveryourpurpose.(Theexhibit“PurposeStatements:FromBadtoGood”offersasamplingofpurposestatements.) HowDoYouPutYourPurposeintoAction? Thisisthetruejoyinlife,thebeingusedforapurposerecognizedbyyourselfasamightyone.—GeorgeBernardShaw Clarifyingyourpurposeasaleaderiscritical,butwritingthestatementisnotenough.Youmustalsoenvisiontheimpactyou’llhaveonyourworldasaresultoflivingyourpurpose.Youractions—notyourwords—arewhatreallymatter.Ofcourse,it’svirtuallyimpossibleforanyofustofullyliveintoourpurpose100%ofthetime.Butwithworkandcarefulplanning,wecandoitmoreoften,moreconsciously,wholeheartedly,andeffectively. Purpose-to-impactplansdifferfromtraditionaldevelopmentplansinseveralimportantways:Theystartwithastatementofleadershippurposeratherthanofabusinessorcareergoal.Theytakeaholisticviewofprofessionalandpersonalliferatherthanignorethefactthatyouhaveafamilyoroutsideinterestsandcommitments.Theyincorporatemeaningful,purpose-infusedlanguagetocreateadocumentthatspeakstoyou,notjusttoanypersoninyourjoborrole.Theyforceyoutoenvisionlong-termopportunitiesforlivingyourpurpose(threetofiveyearsout)andthenhelpyoutoworkbackwardfromthere(twoyearsout,oneyear,sixmonths,threemonths,30days)tosetspecificgoalsforachievingthem. Whenexecutivesapproachdevelopmentinthispurpose-drivenway,theiraspirations—forinstance,Kathi’sdecisiontogetinvolvedintheschoolboard,ortheEgyptianfactorydirector’sambitiontorunmanufacturingandlogisticsacrosstheMiddleEast—arestoked.Leadersalsobecomemoreenergizedintheircurrentroles.Dolf’simpactplaninspiredhimtotacklehisroleatHeinekenUSAwithfourmottosforhisteam:“Bebrave,”“Decideanddo,”“Huntasapack,”and“Takeitpersonally.”WhenUnileverexecutiveJosteinSolheimcreatedadevelopmentplanaroundhispurpose—“Tobepartofaglobalmovementthatmakeschangingtheworldseemfunandachievable”—herealizedhewantedtostayonasCEOoftheBen&Jerry’sbusinessratherthanmovingupthecorporateladder. Let’snowlookatahypotheticalpurpose-to-impactplan(representingacompositeofseveralpeoplewithwhomwe’veworked)foranin-depthviewoftheprocess.“Richard”arrivedathispurposeonlyafterbeingproddedintotalkingabouthislifelongpassionforsailing;suddenly,he’dfoundasetofexperiencesandlanguagethatcouldredefinehowhesawhisjobinprocurement. Richard’sdevelopmentplanleadswiththepurposestatementhecrafted:“Toharnessalltheelementstowintherace.”Thisisfollowedbyanexplanationofwhythat’shispurpose:Researchshowsthatunderstandingwhatmotivatesusdramaticallyincreasesourabilitytoachievebiggoals. Next,Richardaddresseshisthree-tofive-yeargoalsusingthelanguageofhispurposestatement.Wefindthatthisisagoodtimeframetotargetfirst;severalyearsislongenoughthateventhemostdisillusionedmanagerscouldimaginethey’dactuallybelivingintotheirpurposebythen.Butit’snotsodistantthatitcreatescomplacency.Agoalmightbetolandatopjob—inRichard’scase,aglobalprocurementrole—butthefocusshouldbeonhowyouwilldoit,whatkindofleaderyou’llbe. Thenheconsiderstwo-yeargoals.Thisisatimeframeinwhichthegrandfutureandcurrentrealitybegintomerge.Whatnewresponsibilitieswillyoutakeon?Whatdoyouhavetodotosetyourselfupforthelongerterm?Remembertoaddressyourpersonallife,too,becauseyoushouldbemorefullylivingintoyourpurposeeverywhere.Richard’sgoalsexplicitlyreferencehisfamily,or“shoreteam.” Thefifthstep—settingone-yeargoals—isoftenthemostchallenging.Manypeopleask,“WhatifmostofwhatIamdoingtodayisn’talignedinanywaywithmyleadershippurpose?HowdoIgetfromheretothere?”We’vefoundtwowaystoaddressthisproblem.First,thinkaboutwhetheryoucanrewritethenarrativeonpartsofyourwork,orchangethewayyoudosometasks,sothattheybecomeanexpressionofyourpurpose.Forexample,thephrase“seaworthyboat”helpsRichardseethemeaninginmanagingabasicprocurementprocess.Second,considerwhetheryoucanaddanactivitythatis100%alignedwithyourpurpose.We’vefoundthatmostpeoplecanmanagetodevote5%to10%oftheirtimetosomethingthatenergizesthemandhelpsothersseetheirstrengths.TakeRichard’sdecisiontocontributetotheglobalstrategicprocurementeffort:It’snotpartofhis“dayjob,”butitgetshiminvolvedinamorepurpose-drivenproject. Nowwegettothenitty-gritty.Whatarethecriticalnextstepsthatyoumusttakeinthecomingsixmonths,threemonths,and30daystoaccomplishtheone-yeargoalsyou’vesetout?Theimportanceofsmallwinsiswelldocumentedinalmosteverymanagementdisciplinefromchangeinitiativestoinnovation.Indetailingyournextsteps,don’twritedownalltherequirementsofyourjob.Listtheactivitiesorresultsthataremostcriticalgivenyournewlyclarifiedleadershippurposeandambitions.You’llprobablynoticethatanumberofyourtasksseemmuchlessurgentthantheydidbefore,whileothersyouhadpushedtothesidetakepriority. Finally,welookatthekeyrelationshipsneededtoturnyourplanintoreality.Identifytwoorthreepeoplewhocanhelpyoulivemorefullyintoyourleadershippurpose.ForRichard,itisSarah,theHRmanagerwhowillhelphimassemblehiscrew,andhiswife,Jill,themanagerofhis“shoreteam.” APurpose-to-ImpactPlan Thissampleplanshowshow“Richard”useshisuniqueleadershippurposetoenvisionbig-pictureaspirationsandthenworkbackwardtosetmore-specificgoals. 1.CreatePurposeStatement Toharnessalltheelementstowintherace 2.WriteExplanation Ilovetosail.Inmyteensand20s,Iracedhigh-performancethree-manskiffsandalmostmadeittotheOlympics.Nowsailingismyhobbyandpassion—achallengethatrequiresdiscipline,balance,andcoordination.Youneverknowwhatthewindwilldonext,andintheend,youwintheraceonlybyrelyingonyourteam’scombinedcapabilities,intuition,andflow.It’sallabouthowyoureadtheelements. 3.SetThree-toFive-YearGoals Beknownfortrainingthebestcrewsandwinningthebigraces: Takeonaglobalprocurementroleandusetheopportunitytopushmyorganizationaheadofcompetitors HowwillIdoit? Makeeveryonefeelthey’repartofthesameteam Navigateunpredictableconditionsbyseeingwindshearsbeforeeveryoneelse Keepcalmwhenweloseindividualraces;learnandprepareforthenextones Celebratemyshoreteam: Makesurethefamilyhasonethingwedothatbindsus 4.SetTwo-YearGoals Winthegold: Implementanewprocurementmodel,redefiningourrelationshipwithsuppliersandgenerating10%costsavingsforthecompany Tacklenext-levelracingchallenge: MoveintoaEuropeanrolewithbroaderresponsibilities HowwillIdoit? Anticipateandthenfacethetoughchallenges Insistoninnovativeyetrigorousandpragmaticsolutions Assembleandtrainthewinningcrew Developmyshoreteam: Teachtheboystosail 5.SetOne-YearGoals Targetthegold: Begintodevelopnewprocurementprocess Wintheshortrace: DeliverSympixprojectaheadofexpectations Buildaseaworthyboat: KeepTFLSprocesswithincostandcashforecast HowwillIdoit? Accelerateteamreconfiguration Getbuy-infrommanagementfornewprocurementapproach Investinmyshoreteam: Takeatwo-weekvacation,noe-mail 6.MapOutCriticalNextSteps Assemblethecrew: Finalizekeyhires Chartthecourse: LaythegroundworkforSympixandTFLSprojects HowwillIdoit? SixMonths: Finalizesuccessionplans SetoutSympixtimeline ThreeMonths: Landaworld-classreplacementforJim Schedule“actionwindows”tofocuswithnoe-mail 30days: BringAlexinShanghaionboard AgreeonTFLSmetrics Conductone-daySympixoffsite Reconnectwithmyshoreteam: BemorepresentwithJillandtheboys 7.ExamineKeyRelationships Sarah,HRmanagerJill,managerofmy“shoreteam” Executivestellusthattheirindividualpurpose-to-impactplanshelpthemstaytruetotheirshort-andlong-termgoals,inspiringcourage,commitment,andfocus.Whenthey’refrustratedorflagging,theypullouttheplanstoremindthemselveswhattheywanttoaccomplishandhowthey’llsucceed.Aftercreatinghisplan,theretailoperationschieffacingglobalcompetitionsaidhe’snolonger“shyingawayfromthingsthataretoohard.”DolfvandenBrinksaid:“I’mmuchcleareronwhereIreallycancontributeandwherenot.IhavefullclarityonthekindofrolesIaspiretoandcanmakeexplicitchoicesalongtheway.”Whatcreatesthegreatestleadersandcompanies?Eachofthemoperatesfromaslightlydifferentsetofassumptionsabouttheworld,theirindustry,whatcanorcan’tbedone.Thatindividualperspectiveallowsthemtocreategreatvalueandhavesignificantimpact.Theyalloperatewithauniqueleadershippurpose.Tobeatrulyeffectiveleader,youmustdothesame.Clarifyyourpurpose,andputittowork. AversionofthisarticleappearedintheMay2014issueofHarvardBusinessReview. ReadmoreonPersonalpurposeandvalues orrelatedtopics Leadershipqualities, Leadershipstyles andEmployeeperformancemanagement NC NickCraigisthepresidentoftheAuthenticLeadershipInstitute. SS ScottSnookiscurrentlyanAssociateProfessorofOrganizationalBehavioratHarvardBusinessSchool.HeservedintheUSArmyCorpsofEngineersforover22years. Tweet Post Share Save GetPDF BuyCopies Print ReadmoreonPersonalpurposeandvalues orrelatedtopics Leadershipqualities, Leadershipstyles andEmployeeperformancemanagement PartnerCenter Diversity Latest Magazine Ascend Topics Podcasts Video Store TheBigIdea Data&Visuals CaseSelections HBRLearning