In my work with senior executives, a key question that I ask is, “What are you trying to accomplish: success or significance?” It’s a more difficult question than it seems on the surface.
The “success to significance” journey originated with Bob Buford, founder of the Halftime organization.
Most leaders’ performance is measured on success metrics – net profits, market share, sales growth, etc. These tangible targets are important and desired outcomes for businesses and their leaders. Profits help their enterprise remain viable.
AND, what are the logical consequences of leaders being held accountable only for success metrics? The result is a leadership population (around the globe) that is exclusively focused on success; little else matters in their world.
Often leaders will respond to my question with, “What do you mean, significance?” I try to get them to tell me what significance is, to them. I facilitate a conversation about their personal purpose and about their values. I ask whether the work they do each day enables them to live that purpose & those values – or not.
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