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How to Be a Purpose-Driven Leader Without Burning Out
We refer to this impact-driven philosophy as “noble-purpose leadership.” It’s when leaders and teammates alike are in shared pursuit of a cause bigger than themselves (their team, their customers, their community) and their goal is to positively impact their constituents (versus serving them).
Harvard Business Review • How to Be a Purpose-Driven Leader Without Burning Out
When your North Star is a shared purpose, leaders have more choice in the matter; you don’t feel as required to please everyone. In our consulting practice, we’ve seen first-hand evidence that noble-purpose leadership can be an effective evolution toward driving better performance while staying true to a culture of service.
Harvard Business Review • How to Be a Purpose-Driven Leader Without Burning Out
Recalibrating the team towards a higher purpose, reduces the pressure on the leader and increases buy-in from the team.
Harvard Business Review • How to Be a Purpose-Driven Leader Without Burning Out
We’re standing in a moment in time where leaders, both formal and informal, must move forward towards a more purposeful leadership style that focuses on the impact that the organization’s work has on real live human beings.
Harvard Business Review • How to Be a Purpose-Driven Leader Without Burning Out
Servant leadership brought us to a more compassionate, human-centered work environment. It’s time for us to make the next leap. In today’s environment, burned-out leaders endlessly trying to serve will struggle to drive the innovation, resilience, and sense of meaning required for future growth.
Elevating the lens to noble-purpose leadership has the
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We asked the managers, “Who do you coach?” Their answer was almost unanimous: the people who are performing the worst. Yet, the sales managers lamented that despite their sizeable coaching investments, the poor performers were showing marginal improvement at best.
We then shifted the lens from servant leadership to noble-purpose leadership. Instead
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Instead, leaders can frame their decisions around purpose. For example, in meetings, rather than asking: How do you feel about this? Does this work for you? Leaders can ask: What impact will this have? How will this affect our people or our customers?