Purposeful Pamphlet Pack
Want to learn more about how we put purpose to work here? We put together a “Purposeful Pamphlet 4-Pack”!
Over the last couple weeks, I’ve written a lot about the importance of bringing love into our leadership lives and daily work. As I continue to do more with the organizational ecosystem model (email me if you want the drawing), I’ve been thinking a lot about purpose. In the metaphorical model that I wrote about first in the Introduction to Part 4, beliefs are roots, culture is the soil, hope is the sun. Purpose, I decided, is akin to air.
Why? I was reading a piece by Rebecca Solnit and I saw something that clicked. The question was: “What goes uphill faster than it goes downhill?” I had no idea. The answer was air. Aka, wind. The metaphor was immediately obvious—when we have purpose, we will tackle tough tasks with ten times the commitment and energy of someone who’s engaged in work they don’t care about. Purpose, I’ve come to believe, is essential to having a fully human existence.
Excerpted from Zingerman’s Guide to Good Leading, Part 1:
A Lapsed Anarchist’s Approach to Building a Great Business.
A mission statement can be a valuable investment of time—if you actually use it. This essay details the whys and hows of writing one for your own organization.
Excerpted from Zingerman’s Guide to Good Leading, Part 3:
A Lapsed Anarchist’s Approach to Being a Better Leader.
The Twelve Natural Laws of Business is Secret #1 in Zingerman’s Guide to Good Leading,
Part 1. The idea is that these laws apply to all organizations, everywhere. And that like the law of gravity, they hold true regardless of how we feel about them. In the years since they appeared, the Natural Laws have proven themselves ever more solid. They now serve as the basis for ZingTrain’s Zingerman’s Experience
Excerpted from Zingerman’s Guide to Good Leading, Part 4:
A Lapsed Anarchist’s Approach to the Power of Beliefs in Business.
In 1908, six years after Disderide opened his shop on Detroit Street, anarchist Emma Goldman published a pamphlet called “What I Believe.” As is often the case, Ari agrees wholeheartedly with Goldman’s words: “‘What I believe’ is a process rather than a finality.” Understanding the thought and the action behind her statement is what this essay is all about. Beliefs are one of the most powerful forces in our lives. They impact how well we work together, the quality of our products, our organizational culture, our community, our relationships. Everything in our lives is likely to have its roots in beliefs. As we become more mindful of our beliefs and the impact they have on us, we can steadily shape our lives to be as we would like them to be.
We teach Bottom Line Change, our recipe for effective organizational change, in several of our 2-day seminars. But never before had we released it in print.
Despite being crucial to the success of just about any enterprise, effective organizational change rarely wins headlines. When change management is done well, it goes almost unnoticed. When it fails, the effects can be spectacular—million dollar mishaps, unwitting chaos, disgruntled employees, anxiety, disruption and frustration—to name a few.