00:27:19 Janet du Preez: Lots of talk - not sure about action or implementation. 00:27:23 Jane Doran: A lot of words about “purpose” but very little work to do organizational alignment 00:28:09 Bernard Mohr: my sense is the conversation increases as you go from small to mid to large cap orgs. And the focus is mostly on ESG 00:28:16 Jim Dowling: Conflating Purpose, Values, Mission, Vision, Brans.... 00:28:32 Weslee Howell: yes Jim! 00:28:34 Chris Gray: Given the times we are in - it seems many leaders are now talking about social impact of the company and the overall reason for the company. As some are saying, there is then an obvious gap between that and action. 00:29:38 Sue Ryu: Mission, vision, value 00:29:55 Charlie Rataj: I meant to say that I have experienced the disconnect between what a senior says and what it does. 00:30:14 Chris Gray: Seems they know what it means - but don't know the trickle down impact or how to align purpose and operations 00:31:16 Jim Dowling: But... The analysts do not share definition of Purpose-Driven, Covey... 00:32:36 Weslee Howell: Looking at this through a public sector lens is interesting... 00:38:54 Bernard Mohr: activating seems to have a systems focus 00:40:29 Weslee Howell: very helpful - thank you for that clarification 00:41:51 Stephen Treacy: My organization that I chose is a client organization of education professionals clear two areas 00:41:51 Jim Dowling: These sound like Marketing messages. Way too high-level for the kind of organizations that I work with. 00:41:58 Charlie Rataj: I’m viewing the relationship between the three of these as what is the firm trying to maximize... 00:42:58 Charlie Rataj: I can imagine that most firms will have an impact on all three, but which is above the others 00:45:27 Bruce Mabee: These categories seem to ask, "In your purpose, at what scale are you aiming first?" 00:48:48 Jim Dowling: What you describe as Purpose, Starbucks lists in Values and Value Propositions. 00:49:01 Bernard Mohr: one of the consequences of the popularity of “purpose” is an extendeded perspective of the firms ecosystem 00:50:01 Weslee Howell: I appreciate that question Jim 00:53:05 Chris Gray: I hear him read Starbucks purpose statement - isn't that a little vague? It would be might hard to put that into action without some narrowing down. Companies cannot be "all things to everyone" 00:53:39 Charlie Rataj: I'm with you Chris. 00:55:09 Bernard Mohr: @chris @charlie - its in the conversations that meaning is created 00:55:45 Bernard Mohr: then comes the translation of meaning into designing 00:56:24 Jane Doran: Agree Bernard. 00:56:57 Charlie Rataj: Interesting. I'll have to reflect on that. 00:57:53 Chris Gray: Being HR - I love the focus on people first. 00:59:09 Bernard Mohr: @charlie - of course there are also huge “DESIGN” choices to be made around who is involved in those deliberations and the “what/how" of those deliberations 00:59:55 Bruce Mabee: I'm stuck on a fundamental: "Performance" is often a cover word for "Profit" (as the core of how we're doing) and "Leaders" get paid huge multiples....it undercuts the sincerity of focus on outward purpose. What design options have we used to deal with this? I have some angles, and I suspect others here have more. 01:00:18 Charlie Rataj: Bruce, great question 01:00:56 Jim Dowling: Star, 7-S... come from an age when "the Purpose of Business is Business". 01:01:55 Jane Doran: Bruce-it feels like most companies actually start with the Financials (the profit), not with the people. 01:02:27 Bernard Mohr: @Bruce If Purpose is seen in relationship to ecosystem actors, and if employees are seen as a key actor/sector, then what conversation might be productive? 01:02:37 Jim Dowling: Those models do not work well for other than commercial enterprises and in an ecosystem where "investors" act on a more holistic view. 01:02:42 Chris Gray: @jane - you are right. At the end of the day - it seems to always come back to that. In many cases, as a requirement. 01:03:20 Charlie Rataj: Jane and that dynamic is driving the great resignation. 01:03:35 Jane Doran: Yep, I agree 01:04:21 Charlie Rataj: Speaking from deep and painful experience, the lip service is driving misery at work and employees who can are voting with their feet. 01:04:26 Chris Gray: @Kiersten - I hope this conversations continues and we dive into purpose more. 01:07:13 Jane Doran: My perception that there is a tension here between short-term performance (profit) and purpose (which sometimes mean giving up short-term gains for long-term change) 01:07:17 Charlie Rataj: To me, there is a distance problem... Shareholders, the owners of the firm, do so as an investment. Boards who represent shareholders and are the bosses for executives drive a need for financial results. 01:08:24 Jane Doran: @Charlie - right. System is perfectly designed….. Huge payouts for Executives for short-term performance 01:08:34 Weslee Howell: We probably won't get into it in the next 15 minutes, but if we continue the conversation I would love to hear about how you use the archetypes/model in the opening conversations with your clients. 01:08:48 Charlie Rataj: short term performance on financials... not purpose metrics. 01:09:34 Bernard Mohr: As a community WE will always be faced with a wide range of values in client systems. So clients will choose consultants that fit heir values - which suggests that we want describe our values and theories of practice so that clients can choose us. This in turn requires us to become more possibility focused vs problem focused based on the positive deviants we can learn from 01:09:39 Charlie Rataj: All I wanted at my last company was for us to talk about how many people we “protected from lifes uncertainties” but all we ever talked about were the financials. 01:09:52 Tanya - ODF Admin: If someone would like to host a future Coffee Club (2nd Tuesdays of the month) on Purpose, our Community Engagement Team is always looking for (guest) community hosts 01:09:53 Charlie Rataj: same content, very different message. 01:10:22 Weslee Howell: @charlie - 💙 01:10:33 Carlos Valdes-Dapena: Good suggestion, tanya 01:10:39 Jane Doran: @Bernard great comment 01:10:56 Bernard Mohr: @charlie -- love talk about how many people we “protected from lifes uncertainties” 01:11:23 Janet du Preez: I would be very curious to hear more about practical application of the framework. 01:11:25 Bernard Mohr: @charlie - could be a great purpose statements 01:11:58 Weslee Howell: love that articulation @Carlos 01:12:06 Bruce Mabee: Kiersten, you got us into deep stuff! 01:12:36 Bernard Mohr: @Carlos - great summary 01:13:58 Weslee Howell: wow - interesting question 01:14:36 Bruce Mabee: I believe that good design can help "good" people who are stuck as leaders to get beyond this conundrum. 01:16:30 FLORIN PETEAN: Thanks Kiersten - provocative ideas! 01:16:40 Jane Doran: Great topic, Kiersten. 01:16:47 Bernard Mohr: Thanks Kiersten 01:17:03 Janet du Preez: Thanks!! Looking forward to the recording. Sorry, I need to jump off. 01:18:00 Janet du Preez: Great point Kathy! 01:19:59 Bernard Mohr: At the CCMV Collaborative, our process model moves from purpose to relevant business opportunities and only then do we ask “how do we align business and operating models 01:20:12 Bruce Mabee: Re-wording the top three categories: Is our purpose focused mainly on "persons," communities or planet? 01:22:00 Weslee Howell: design choices and how deeply you use the labels in your client convos 01:23:47 Weslee Howell: @Kiersten great illustration - thank you! 01:29:04 Bernard Mohr: One of the best books in this arena is “Putting Purpose Into Practice” -I will send a pdf version to Tanya for distribution. 01:29:46 Carlos Valdes-Dapena: Thank you, Bernard 01:30:14 Bruce Mabee: The "Why?" question got behind the Purpose when Jim made the connection to Values. Thanks for the example. 01:31:17 Sue Ryu: Thx @Bernard & Thx Kiersten! 01:32:55 Bernard Mohr: Nice process model Jim 01:34:11 Weslee Howell: thank you so much - very interesting! 01:34:12 Bruce Mabee: Thanks for taking the extra time, out of Tanya's idea. 01:34:28 Jim Dowling: Thnx much to all. Back soon.