First, let’s take a look at the scorecard…(you may want to close one eye and hold your breath…)
Last Wednesday, May 23, The Guardian reported on the annual Deloitte survey of Gen Y’s, Millennials and, this year for the first time, Gen Z’s. Without quoting it extensively, the survey supports similar findings from a range of previous surveys and sources. It simply says that…
“Australian millennials increasingly think big businesses and politicians do more harm than good”.
Ouch!! Hold your breath again…change eyes…
“Of the 337 Australian millennials surveyed, only 45% believed business had a positive impact on society, down from 72% last year. Almost half – 44% – believed businesses behaved ethically, down from 54%”.
The scorecard for politicians was even worse – 63% of Australian millennials believed politicians have a negative impact on society. Only 23% said they had a positive impact.
So what does this terrible scorecard help us to see that we obviously haven’t collectively seen or acted on to date?
I think it’s giving a clear line-of-sight as to how to find competitive advantage while building the world they (we!) all want; one that is having a positive societal impact from the work we do…Being Meaningful. Sustainable. Ethical. Trusted.
Through paying attention to the “things that matter” we can transparently, and in service to us all, weld-on these emerging generations as customers, employees and shareholders; and the market is wide-open for those that do.
And the great news is…we can control the conditions for making this happen in our organisations. It’s a question of leadership choices.
But don’t take my word for it. Take that of Leaders on Purpose (no relation…unfortunately).
In a just released global survey of CEOs, this collaboration by the Centre for Climate, Health and the Global Environment at the Harvard T.H. Chan School of Public Health, the London School of Economics and the World Bank Group (heavy-weight enough for you!?) gives leaders the certainty they need to act.
“Companies who can demonstrate a strong purpose are more successful. It takes the right leaders – today’s generation wants transparent, genuine leadership”. Lorna Donatone, CEO for Geographic Regions, Sodexo.
“The reason why we exist is because we are adding to the communities where we live, and because we are part of the solution. We have to think hard about how we can be part of the solution, and how we can be more active in issues that communities face. Then we become indispensable, and that’s what will guarantee that we will have a role to play”. Carlos Brito, CEO, AB InBev
What Lorna and Carlos are talking about are not outcomes that can be “horse whispered” into being or created through brand and / or L&D initiatives. These are outcomes that require a civil-engineer’s approach to design and implementation.
So, are the “things that matter” in your organisation’s strategy and leadership’s culture and KPI’s? Do you know what problem your organisation is part of solving? How does this inspire your organisation and all connected with it? Where can you intervene first for greatest value? What is the first iteration that can build your capability to respond?
It’s opportunity creation through a focused purpose…stone-by-measured-behaviour-culture-and-leadership-stone.
The incredible news is that if you get it right…you could be leading a business like those in the Stengel Top 50; one that grows shareholder returns 400% greater than if you were leading a company invested in as part of the S&P 500.
How does that sound? Would you like to make a start?
