A Research Paper By Monika Steimle, Leadership Coach, GERMANY
INTERVIEW with Tim Kelley: Founder of the True Purpose© Institute and Inventor of the True Purpose© Methodology
As part of my own research into my niche –Executive Purpose Coaching– I have been introduced to the True Purpose® Institute and the work of Tim Kelley. Tim has been developing a methodology to help people discover their True Purpose® as individuals, leaders, and organizations.
While there is much to discover about the individual True Purpose® process and how to guide individuals to discover their True Purpose®, this research aims to discover the approach and process for identifying organizational purpose and how to manifest it in the organization. To this end, I conducted a semi-structured, in-depth expert interview with Tim Kelly. The interview lasted 60 minutes and roughly followed a previously defined interview guide. The questions asked were selected based on the overall aim of the study and can be organized along (1) what is organizational True Purpose®, (2) why is it important, (3)what considerations are needed before finding it, and (4) how can it be defined/introduced in/transform organizations.
Key Insights
Below, I summarize the key results based on the interview in Table 1. The transcript of the interview is listed in the appendix.
Table 1. Key insights from the interview
Question |
Summarized answer(s) from the interview |
(1) What is the higher purpose of an organization? |
I tend to use the words ‘higher purpose’ or ‘evolutionary purpose. Higher purpose has to involve making stuff better for somebody other than yourself – and yourself here could be an individual or yourself or the organization. Example: Our purpose is to get our knives in every kitchen in the world is not a higher purpose. That’s a sales goal. It’s still a purpose, but it’s not a higher purpose. A higher purpose example is: “Patagonia – We’re in business to save our home planet and to be a non-racial organization”. Or a leadership Consulting Company: “We are strength through love and courage. We breathe to live collective wisdom, connection, and purposeful impact. Our mission is to create a world of work that honors and elevates the human spirit.” The reason a higher purpose matters is ¾ you might care about your purpose but others won’t care about your purpose unless your purpose is a higher purpose. If you want other people to care, other people to be inspired, and other people to want to try to help ¾ then it has to be a higher purpose. And people can, instinctively and intuitively, tell right away when they hear a higher purpose ¾ because they can feel it emotionally. In addition, an example of an evolutionary purpose would be to eliminate hunger. Where we would do some sort of system change so the problem itself goes away, as opposed to treating the symptoms on a continual basis. |
(2) Why is it important for organizations to find and articulate a higher purpose? |
(…) It doesn’t actually matter that much if the shareholders are excited. They are not standing outside your office jumping up and down rooting for you. If you want people to care, you have to be something that they care about. And that’s very, very simple that leads to all those crazy statistics about what happens to an organization when it becomes purpose-driven.:
|
(3) What is important to consider before diving into finding your organizational higher purpose? |
A most important question for organizational leaders to answer: Are you committed to finding your higher purpose? This commitment is like a long-term relationship with your organization’s purpose. Realize that finding /articulating an organizational higher purpose alone does not change or transform the world. ‘Living this purpose’: focus decisions/products towards that purpose; align your vision and strategies around it; commit your aspirations toward achieving it (even if the outer world pushes you in a different direction). This goes as far as to say that commitment to a purpose can trump purpose quality: “It actually matters more how committed you are to living/focusing on your purpose, than does the quality of the purpose. Example: Companies like Johnson & Johnson, and Procter & Gamble, whose purposes are kind of ‘simple’ but they ‘roar’ about that purpose all the time and it’s everywhere, so they get a lot of value from it because they’re so determined and so consistent about it!’
Example: Jack Ma (Founder of Alibaba) is a really good example of this. He stands in front of his employees and says, “Purpose, Purpose, Purpose, Purpose, Purpose, Purpose, Purpose, Purpose, Purpose.” And they say, “Should we go left or right?” And he says, “What’s our purpose again?” “Oh, left.” That’s what it sounds like if done properly. And if you don’t do that, it won’t work. |
(4) How can we identify the higher purpose of an organization? |
Steps of the True Purpose®Process for organizations:
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True Purpose
This interview contributes to my coaching training and coaching literature in general because it focuses on the phenomenon of organizational purpose instead of individual purpose and delivers important answers for coaches interested in purpose coaching for organizations. For those readers wanting to know more about the individual True Purpose® process, feel free to read a summary of the definition and aspects of True Purpose® at the end and refer to the website https://www.truepurposeinstitute.com/about-true-purpose-institute.
Additional Information & Purpose Context
The True Purpose® Institute finds it most useful to divide the question of purpose into four categories because it translates the profound concept of purpose into components that can more easily be understood and applied. Each of the aspects of purpose are facet of a jewel, and together they create the whole jewel.
Here are the four aspects of purpose in the True Purpose® model:
Essence
“Essence” is the “being” aspect of purpose. What qualities emanate from you when you are simply being in the stillness of your true nature, without engaging in any activities of doing? Your Essence describes the essential quality of your embodiment.
Blessing
“Blessing” is the transformational impact that you have on others as you embody your Essence. You’ve done it your entire life without trying because it is just the natural way you show up and interact with others.
If you get curious about what role you tend to take in a group of people, you can gather clues to your Blessing. For example, are you the one who uplifts people who are discouraged or in despair? Are you the one who turns chaos into clarity, or fear into joy?
Mission
The concept of Mission is more familiar to most people – it’s a major task that needs to be performed. The way we use the term Mission in the True Purpose® model is specifically in the context of how you are meant to change the world, or some designated segment of it such as the Middle East.
While Blessing is an activity that you naturally repeat over and over, and that ideally you are hired to deliver, your Mission operates at a much bigger scale. You can think of your Mission as the largest-scale application of your Blessing.
Message
Your Message is the sacred wisdom you are meant to share with the world or a specific population that needs to hear it. It is the deepest truth you can deliver. As you deliver your message, both you and the recipients are transformed by the power of your truth.
As an example, the True Purpose® InstitutesPurpose Statement reads as follows…
- Energetic Essence: We are the light that illuminates the sacred path of transformation
- Transformational Impact: We awaken the light of Divine Purpose in each soul.
- Mission: Our mission is to inspire humanity into Higher Purpose, bridging Heaven and Earth.
- Message: “Focused and inspired collective intent can accomplish more than you believe possible; there are miracles afoot. When human will is joined with divine will, you are never alone, you are always guided. You are wise, and you know what to do. Go within and bring it without, share in the creation of heaven on earth. Blaze a path of balance, with equal respect and honor for the human and the divine.”
Appendix
The INTERVIEW Transcript
Monika Steimle [MS] is a student at ICA completing her coach certification program she is also a certified coach in the True Purpose® methodology for individuals and small groups. Tim Kelley [TK] is the founder of the True Purpose® Institute and inventor of the True Purpose® Methodology.
[MS] “Tim, thanks so much for agreeing to talk to me about the organizational True Purpose® process, why you feel it is important for organizations today to discover it, how they can go about doing it, and what the upside and the potential downside are for organizational leaders to dig deep to find their organizations True Purpose®. Before we dive in, why don’t you tell us who you are and describe yourself in your own words? 😉
[TK] “Who am I? That’s a good question. I would say that I am a very ambitious, international, agent of change. And, I keep coming up with interesting ways of creating personal and collective transformation ¾ because I can’t help myself ¾ and the bigger goal is to create heaven on earth, and I want shortcuts. I want to get there as quickly as possible. I’m impatient. When I watch the news, it makes me feel ‘urgent’.”
[MS] “Thanks Tim, always a slightly nuanced new answer from you. I am really interested to hear more about your body of work you’ve done called ‘True Purpose’…. What is a ‘true purpose’ versus a ‘marketing purpose’ of an organization?”
[TK] “I don’t usually use the term ‘true purpose’ that much. I tend to use words like ‘higher purpose’ or ‘evolutionary purpose.’
Any goal could be a purpose. Right? If you look it up in the dictionary it’s like, ‘an aim or goal’. It’s very generic, the word ‘Purpose’. So, ‘my purpose is to earn as much money as possible’ is a perfectly fine individual purpose from a definitional standpoint, but it’s not a higher purpose. Higher purpose has to involve making stuff better for somebody other than yourself – and yourself here could be an individual or you could be the organization. Like, ‘Our purpose is to get our knives in every kitchen in the world’ is not a higher purpose. That’s a sales goal. It’s still a purpose, but it’s not a higher purpose.
The reason a higher purpose matters is ¾ you might care about your purpose but I won’t care about your purpose unless your purpose is a higher purpose. If you want other people to care, other people to be inspired, and other people to want to try to help ¾ then it has to be a higher purpose. And people can, instinctively and intuitively, tell right away when they hear a higher purpose ¾ because they can feel it emotionally. ‘Oh, that’s so cool. He or she is trying to do that? Oh, wow! I hope he or she succeeds at that.’ That’s the thing that happens with a higher Purpose. Whereas, if you’re trying to get rich ¾ unless I really, really, really, really like you personally ¾ I’m not going to care. So, that’s the higher purpose.
Let me just briefly add something around evolutionary purpose, which is a term that gets thrown around in a self-organizing community … This gets into the purpose causing things to change in some permanent way. So, think about it, if our purpose is to ‘provide food to starving children’, we can do that continually without ever addressing the factors, the conditions, that create starving children in the first place. Perfectly fine higher purpose and people will be glad to donate to our cause, and the children will be really, really glad when they get the food. In that sense, there’s nothing wrong with that, but that wouldn’t be an evolutionary purpose.
The evolutionary purpose would be to eliminate hunger. Where we would do some sort of system change so the problem itself goes away, as opposed to treating the symptoms on a continual basis.
[MS] What would you say to a CEO, an organization, or a leadership team? Why would it be important to them to find and articulate a higher purpose?
[TK] If your purpose is to generate value for shareholders, don’t expect anyone to jump out of bed and rush to work early because they are really excited about helping with that purpose. Likewise, if your purpose is to grow by twenty %, or takeover this market, or become the premier provider of X in the market Y – or anything. Any of those – which are all perfectly legitimate purposes – activate conversation number one – don’t expect anyone to help. Don’t expect anyone to try to get excited. Don’t expect anyone to change their behavior because they’re so stoked about that purpose.
When I am speaking to an audience of CEOs – feel free to quote me on this by name – how many people, CEOs, do you think, on planet Earth, this morning, jumped out of bed and rushed to work early because they were excited about creating value for shareholders? And they all laugh. Literally zero out of the seven billion people…! That’s the most likely answer…. that it was actually zero!
So, if that is true, you can certainly define that as your purpose. The Shareholders would be happy but they’re not the ones doing work. So, it doesn’t actually matter that much if the shareholders are excited. They’re not standing outside your office jumping up and down rooting for you. If you want people to care, you have to be something that they care about. And that’s very, very simple that leads to all those crazy statistics about what happens to an organization when it becomes purpose-driven. It’s that people start to actually give a crap and then all sorts of good things flow from that.
[MS] OK, so I am a CEO, I get it … I say wow, higher purpose, makes sense for our organization, what do I do now…?
[TK] A lot of CEOs have gone into the boardroom and said, “You know, we read this book. I read this article. I heard this talk. We need a higher purpose. Get that executive team in here. Get the markers out. Get the whiteboard going…” And it’s really hard to do. The worst I’ve heard was one company that spent six years working on its purpose. And they showed it to me and I had to say “Oh, I’m so sorry to say this but it’s really not that good.” And they said, “We know, Tim. It’s terrible. We spent six years on it. It’s garbage!” I felt really bad for them.
It is actually much harder than you would think to come up with something inspiring. There are some people who are good copywriters, or marketers, who can just do that all day long. But, the rest of us ordinary humans ¾ me included, our brains don’t just pop that stuff out. And you can spend a lot of time, a lot of time, trying to come up with something. Now, what some companies do is ¾ they do the best they can and they take their mediocre results and they run with it. Which is actually not a bad idea. It actually matters more how committed you are to the purpose, than it does the quality of the purpose. Interesting and I’ve come to that conclusion over the years. So, there are companies like Johnston & Johnston, and Procter & Gamble, whose purposes by my standards are kind of ‘meek’ but they are like ‘roar’ about that purpose ¾ and they get a lot of value from it because they’re so determined and so consistent about it. Personally, I think, you know, it would be easier if, at the front end, you had a way of making the purpose more compelling and inspiring. Then it would be easier to get people to sit up and take notice when you ran with it later.
[MS] OK, so if I were to come and say: “Tim, I’ve heard you have a method, for True Purpose.” What would I need to do…?
[TK]If you hire a generic purpose consultant, what they will do is they’ll give you this big questionnaire and have you answer all these questions about your company and, ideally, get other people involved as well. If you’re really smart, you get everybody involved. And then you ask them, “When do we do our best work?” and “What’s the greatest impact we could have?” and “What are we uniquely positioned to do for the world?” All these sorts of questions that sort of talk around the issue a little bit. You get a whole bunch of people to answer a whole bunch of questions like that and then go sifting through the answers looking for patterns, and the patterns will usually yield something productive. And then you get a short, simple, statement like the Johnston & Johnston one: “Our mission is to improve the lives of consumers,” or something like that. To my ears, this is a pretty generic statement but it is a genuine higher purpose, “To make banking joyful.” Or Disney, “Make people happy.” “Save the whales.” “Feed the children.” It’s usually just a couple of words. Now, often, like Johnston & Johnston, you’ll see it’s all dressed up in a whole big paragraph or something. But the core of it, the thing that’s actually the purpose part, is they improve the lives of consumers. And the rest of it is how they do that or why they do that. So, that kind of purpose ¾ which we call in my world, an indirect purpose¾ is sort of trying to back your way into the purpose by using the available evidence to infer it or deduce it. Now, that yields a genuine higher purpose, and it yields a better one than if you get your executive team and your whiteboard, and your markers, together.
The other gnarlier technique (True Purpose) is really for companies that are playing a bigger game ¾ and I don’t say this with any judgment. Most companies are trying to sell goods and services for money ¾ and that’s what they’re doing ¾ if they add a higher purpose, they will be better at that and that’s the correct move for them.
There’s a subset of companies that already, in their DNA, have this impulse to create great change. To disrupt things. To change the market. To transform countries. To change the world. To change how people do something or see something. Right? And these are the companies that people write books about because they’re, like, “Oh my god, look at how this company changed the networking.” Or changed this, or created a new market, like Apple or Google, or you know, Facebook. Where something big happened because of what they did.
For those companies, that kind of purpose usually is insufficient and that’s where the more advanced technique comes in. If the more advanced technique is ¾ we assume the purpose is already there. We assume it’s unconscious. And then we have to find some method of accessing the unconscious in order to make the unconscious purpose, conscious. That’s the game. And then, the question becomes, ‘Well, how do you do that?” The answer is, first of all, the methods for accessing the unconscious are not brainstorming and a whiteboard. That’s accessing the conscious mind. That’s the above-the-line. If you want to really get into the unconscious mind, then we’re using things like meditation, sleeping dreams, or stuff like that. I mean, that’s how people get into the unconscious. You have to put your brain in a different state or find some communication mechanism for getting stuff to go back and forth across the line between the conscious and the unconscious ¾ which is not normally something people do in a business setting.
Specifically, for each person involved in the process – which could be just the CEO – or in the case of a holocracy organization, the lead link of an anchor circle – or it could be the entire company and even external stakeholders like stockholders or customers. It could be anybody. And it could be a group of any size. Whoever the participants in his process, you would have them identify something that they think might already know the purpose of the organization. So, the core of the process is actually an interview, not a creative act, with some part of myself. Some part that I might never have talked to before, or that I might have theorized that it exists. Something in my unconscious might happen to know the company’s purpose. That’s what everybody who participates in the process is going to do. And what that is, is going to be different for each person because each person’s beliefs are different. A person who believes in psychology, but doesn’t believe in anything spiritual or religious, is going to choose a different agency to have this conversation than a religious person, or a spiritual person, will.
Now, we’ve got the executive team sitting around the table meditating, each of them talking to something or someone different in this meditation, that fits with their own personal belief and asking, “What’s the purpose of the company?” And then, after the meditation is over, everyone says, “Well, mine said this,” and “Mine said that.” And the other one says, “Mine wouldn’t talk to me,” and the other one says, “Nothing showed up in mine.” And now we have this much more interesting diverse, weird, set of responses ¾ some of which are completely useless, as is true with the regular methods too, most of this stuff is useless ¾ but some of it is really interesting and much more compelling than what we would get if we used the usual methods and stayed above the line in the conscious mind.
[MS] So, I am the CEO and I get the general idea of the process to ask part of my unconscious mind about the company’s purpose … But now, I hear that you’re inviting everyone in the company or many people in the company?
[TK] It depends. So, even if you invite everyone ¾ everyone won’t come. We don’t want to
force anybody to engage in this process. Some purpose processes you can mandate. This one, not so much. So, I always recommend including as large a group as possible because if you have more people doing this exercise you get more data. And you’re basically trying to get lucky. So, they’ll self-select whether they care or whether they think it’s a good idea or not. And if it’s only one person trying to come up with something interesting and compelling, you’re putting a lot of weight on that person’s shoulders. If you’ve got five, or fifty, or five hundred, or five thousand people trying to come up with it ¾ the odds of getting lucky go up dramatically. So, for that reason, when we’re doing this process with organizations ¾ we also use the same technique with individuals ¾ with organizations it pretty much almost, always, works. And we always get a full set of purpose statements.
[MS] … and it doesn’t matter, how long someone’s been in a company or what they do there?
[TK] No. I always get into this debate with the CEO. “Oh, we’re not going to invite her because today is her first day at work.” And I’m like, “No, no. no. It doesn’t matter.” “But she doesn’t know about the company.” “We’re not asking her about the company. She’s asking some random thing in her unconscious about the company.” She doesn’t have to know anything to ask the question. Who knows? She might be the one who gets lucky. You don’t know. Why would you leave her out? That’s one argument.
The other argument is ¾ anyone who actively participates in the process, providing data, will feel more emotionally inspired by the resulting purpose than the people who didn’t participate in the process. So, the way I say it is, like, “Everyone who’s in that room ¾ when you find your organization’s purpose ¾ is going to fall in love with the purpose and they’re going to fall in love with the company. So, in effect, CEO, I’ve just offered you unlimited doses of a love potion. And everybody who takes the love potion is going to fall in love with the company. How many doses of love potion do you want? One? Five? Or five thousand?
And I can tell you what they answer: “Oh well, I don’t trust them. They’re not going to come up with a good purpose. They’re going to water it down.”And I say, “Yes, that might be the case if you put it to a vote and allow them to mess with it. But it’s not how the True Purpose process works.”
We’re always trying to make the purpose more compelling, and more interesting. Generate more emotions. And the more people who are involved, the more opportunities we have to do that and the better measurement we have of whether we’ve been successful, or not, at that. And so, generally speaking, if you set up the environment correctly ¾ the more people who are involved, the better purpose you’ll get out of it at the end. All those people who were involved will feel emotionally attached to that purpose and therefore to the company.
[MS] So, I have it. I have this wonderful higher purpose and I know about the positive effects.
Is there a downside?
[TK] There are a couple of downsides. One is, that once you’ve publicly identified with the purpose – if you don’t live up to it, there is a cost. There is a cost in the marketplace and there is a cost with your employees. So, if you say, “We’re going to find a higher purpose.” And you say, “We really tried and, you know, sorry but we weren’t able to do it.” You know, that’s OK. People might be disappointed but they’re not going to be upset at you. “Oh, we gave it our best shot. We couldn’t come up with anything good. We’ll try again later.” Like, that’s a reasonable thing. But to say, “Ah-ha. We found our purpose.” “We found our mission. Our mission is to reverse climate change” ¾ borrowing from interface carpets. “Our mission is to reverse climate change.” Everyone gets all excited and then nothing happens. And you continue to sell goods and services for money continue to have a carbon footprint, and continue to do the same stuff you were doing before. Maybe you donate a fraction of your profits to someplace that plants trees but, really, nothing fundamentally changes. And after a while, your customers and your employees conclude that you weren’t serious. Now, it could be that you intended to, and you got distracted, but that’s not what they’re going to think. They’re not going to give you the benefit of the doubt. They’re not going to say, “Oh, well, they probably really meant to but they were too busy and they forgot.” They’re going to say, “They weren’t serious. It was a lie. It was a trick.” Right? That’s what they’re going to think. And now they’re going to be pissed at you and cynical. And now, later, if you start talking about purpose again, they’re not going to be interested cause they’re not going to believe you. So, that’s the cost of and same thing about the marketplace. They’re going to say, “Oh well, this company. They’re just green-washing.” So, that’s the cost. If you actually find it, and it’s a good one, and you let people know that you found it, then you kind of have to do it.
The other downside is that it is inconvenient to have a purpose because now you have to factor it into your decision-making, all the time. Kind of like values if you are doing it properly. Right? For every major decision, you have to say, “OK, what does our purpose tell us to do? What does our purpose tell us to do? What does our purpose tell us to do?”
Now, personally, I think it’s OK not to do the most purposeful thing ¾ which is different from values. Values, like, if you violate your values you’re really asking for trouble. But, if you violate your purpose, that’s OK. There could be a perfectly, legitimate reason, today, not to do the most purposeful thing with this specific decision. And the thing to do then is to say that. The mistake people make is that they are not transparent about it! They dress it up, they hide it.
What you need to say is, “Actually, Option A is the most purposeful option but we’re going to do B. And the reason we’re going to do B ¾ we’re going to continue to work with this client who has a terrible carbon footprint is because ¾ if we don’t, we’re going to be out of business in three months and we’ll never going to manifest our purpose.
So, our goal is ¾ we’re going to work with client B for now. And what we need to do is we need to generate ¾ and we need your help with this ¾ we need to generate other sources of revenue that are purposeful for us so we can afford to fire this client. And until then, we’re going to keep doing it. Sorry about that, but we have a responsibility to you our employees, and to the shareholders. We can’t tube the company over the purpose. We would not be responsible if we did that. So, yes, we are not doing the most purposeful thing and we understand if you’re angry about that.
And if you were in our shoes, we hope you would make the same decision we’re making. That’s an adult conversation. Now, people may or may not like it but they’re not going to conclude that you’re, like, being crafty. There is no subterfuge in that. That’s very transparent. So, now, you can’t do that every time. You can do that once in a while. The next day you have to say, “Well, you know, option B is going to earn us more money but we’re going to go with what our Purpose directs us to.
There was a great example of that. I was on a panel with the head of Patagonia in China and he was talking about Patagonia’s decision to only sell organic cotton t-shirts. The story goes, that someone at Patagonia pointed out to them that one-sixth of the world’s pesticides were used on cotton. This head of Patagonia said,” One-sixth!! That’s an insane statistic. I mean, there are so many things we use pesticides with. How can it be one-sixth on just cotton?”So, we were saying …We can’t sell cotton T-shirts anymore. We can’t sell cotton anything!!”And someone else said, “Well there is organic cotton.” So, they looked at it and it costs four times as much as the regular cotton. The T-shirts would cost Forty dollars!! And the company was like, “What are we going to do? We’re Patagonia. This is our Purpose!! We can’t, we just can’t sell that!! Now that we know, we can never sell cotton stuff again.” And so, they sold forty dollars t-shirts and they explained to the market exactly why. Those t-shirts sold like hotcakes. They made so much money on their forty-dollar t-shirts.
But they didn’t know that was going to happen. They thought they were going to get screwed. But that’s what it takes. And they’ve got tremendous goodwill in the marketplace because they make that choice over, and over, and over again. They have loyal customers who will pay more for their products ¾ for the same quality product ¾ because their jacket is made from recycled water bottles. They will pay more every time because they trust the company because they keep making that decision over, and over again.
[MS]That reminds me, going back to what you said earlier, how there has to be a commitment to purpose. It looks like there’s a lot of work that needs to be done, while you’re finding your higher purpose and after you’ve found it!
[TK] Work after finding the purpose is actually more important, and harder than the work of finding the purpose. Finding the purpose is really difficult but then you have to spend forever being true to that purpose and manifesting that purpose. And that’s really hard work because it’s so easy to get distracted. There’s all these bells and whistles, and numbers, and projects, and stuff, calling for your attention. And the purpose is this really esoteric, long-term, high-level thing that doesn’t ¾ it’s not like your phone ¾ it doesn’t ring. It doesn’t beep and ping, flashlights, and stuff. You have to remember it. And for that reason, it takes a certain type of leader to be able to do it. And Jack Ma is a really good example of this ¾ the guy who founded Ali Baba ¾he basically stands in front of his employees and says, “Purpose, Purpose, Purpose, Purpose, Purpose, Purpose, Purpose, Purpose, Purpose.” And they say, “Should we go left or right?” And he says, “What’s our purpose again?” “Oh, left.” That’s what it sounds like if done properly. And if you don’t do that, it won’t work.
If you’re not ready to do that, if you’re not ready to be the torch-bearer, the advocate, it won’t work. Now, it doesn’t have to be the CEO. It could be the COO. It could be the President. The Chairman. But there needs to be somebody there who’s on everybody about this. Like, I get asked to be on boards because they know how relentless I am. So, I’ll help a company find their purpose, they’re like, “Well, Tim, we’re not going to remember this. Will you take a position on our board because we know you’ll hold us to the fire if you are?”
[MS] Tim, that’s all so cool and fascinating. There is so much more I could ask but our time is up, Unfortunately, I have added some general information on the True Purpose ® Institute below, if people want to find out more. I want to highly recommend Tim’s book, ‘True Purpose, Discover 12 Strategies to Discover the Difference You Are Meant to Make’.
Thanks for your time and attention on this important topic to create lasting and impactful organizations.