LEADERSHIP LABORATORIES LONDON, UK ‘Intrapreneur Labs’ are for high performers from large companies, who have business ideas that can benefit society and the bottom line. They provide a unique support structure of coaching, consulting, networking and subjectmatter expertise to help individuals deliver profitable projects that create social impact…
NOT JUST THE 9–5
…and in the process develop into innovative, resourceful, ‘intrapreneurial’ leaders.
As mentioned earlier, for many people work is not only about being successful and making money. It’s also about working somewhere that aligns with their values, where they believe in the social and environmental benefit of their work, and feel part of the positive impact a business is making. More and more people are leaving corporate jobs to search for greater meaning and impact at work. In the UK, organisations such as On Purpose help talented professionals move from accountancy, investment banking, law, strategy consulting and other sectors into roles with social enterprises. Similarly, Escape the City helps people who want to ‘do something different’ find new career opportunities that feel more ‘Purpose-oriented’. This suggests that to attract, retain and get the best out of top talent, Purpose-led organisations will need to make a positive social impact – and make sure their employees feel actively part of it. Supporting staff to understand their own values and personal Purpose in life, and how that fits with their role in the organisation, will be a key part of this. And, where an employee’s values do not fit, it will mean supporting them into roles or organisations more aligned with what they hold dear. Many organisations are now embedding Purpose and social good into their performance reviews, and training and development activities. Unilever’s Performance Culture means its employees have three business goals and one development goal linked to the organisation’s Sustainable Living Plan. So they are measured and rewarded by the impact they are having on people and planet as well as the company’s financial performance. There is also considerable focus on new approaches to leadership development.
NEW WAYS OF WORKING | 23
BCG RESPONSIBLE LEADERSHIP INITIATIVE MASSACHUSETTS, USA BCG is gathering 100 emerging leaders from different sectors, to participate in a (part-time) 18-month programme to develop as responsible leaders. It will help them to: ≥≥ Broaden their perspectives – think longer-term and more broadly; seeing beyond the boundaries of their organisation, broadening their network and engaging with new ideas and ways of thinking ≥≥ Build their view of the role of business in society – go beyond traditional notions of CSR to develop their own understanding of the purpose of business, its relationship to society and the implications of this in the workplace ≥≥ Deepen their self awareness – explore and strengthen their personal motivations, value system and “moral compass”, and how it applies in the environments they operate in ≥≥ Develop as courageous and adaptive leaders – build their capability to lead change, including challenging orthodoxy