Publishing November 10, 2015. (Elevate Pub)
The recent manner in which we have begun to define the meaning of work is failing society. On one hand, the purpose of an organization has become a fixation on the pursuit of profit and shareholder return or it’s the blatant protection by leaders of bureaucratic and hierarchical power. On the other, those employed in these very same organizations have become embroiled in either a job or career mindset dichotomy; stuck thinking their pay cheque is never enough or fanatical about achieving workplace greatness through fallacies such as fancy titles, increased team size, bloated budgets or superior span of control. When leaders of the organization ensure its central mission is to focus on profit and power – when they allow their team members to remain in job or career mindsets – the cycle of workplace and societal despair remains endless.
So what is the true purpose of an organization? For some, it’s merely a vehicle to produce economic rents, hoard profits, maintain unethical levels of greed or to simply increase the share price. For others it’s about tying matters and decisions up in never-ending rounds of bureaucratic bickering and jabber walking. The question we must ask is whether or not leaders have transfixed the organization’s purpose to their own self-interests versus those of the communities in which they serve. The concept of work (and the true purpose of an organization) has shifted its definition from one that serves all stakeholders – employees, partners, customers, owners and community – to one that serves the few.
We are no longer comfortable suggesting the purpose of an organization is to serve all stakeholders in society. Employees shouldn’t be seeking a measly, hedonic-focused job or a ladder-climbing career; they ought to be given the chance for purpose in their place of work. There’s no chance of that though if the organization remains purposeless and devoid of meaning.
But that’s where you come in. That’s where the concept of DUAL PURPOSE can assist.
You recognize that there is a need for a true balance between purpose and profit, between power and sense. You yearn for equilibrium between management and meaning. Regardless of what type of organization you work for or what level your leadership rank begets — your quest is one of “DUAL PURPOSE”. That is, you seek to deliver a ‘dual purpose’ in your leadership responsibilities, and naturally, it happens in two ways.
First, you want to take aim at redefining the true purpose of an organization, redefining the meaning of work. The organization must be reset, and through the Good DEEDS model, you will learn how to make this happen.
Second, you want to help develop sustainable and flourishing roles for those you are leading in the organization that employs you by redefining the definition of working. To accomplish this feat, The Purpose Path is a model that outlines the differences between a job, career and purpose mindset.
DUAL PURPOSE breaks down the true purpose of purpose in the workplace and suggests that there are two parts to purposeful organizational impact. The central arc of this book: every leader has a responsibility to redefine the purpose of an organization and assist employees to reach a sense of purpose in their roles.