Companies with a strong Corporate Purpose clearly define the positive impact they want to have on the world, and use Purpose to shape their strategy, inspire employees, and steer choices in moments of truth. Purpose orients a company externally, while inspiring internally. But embedding Purpose in an organization is easier said than done. Read more.

What is your company's core reason for being, and where can you have a unique, positive impact on society? Now more than ever you need good answers to these questions. Read more.

Your leadership purpose is who you are and what makes you distinctive. Yet, fewer than 20% of leaders have a strong sense of their own individual purpose. Purpose-to-impact plans differ from traditional development plans in several important ways: They start with a statement of leadership purpose rather than of a business or career goal. Read more.

The world is ensnared in a vicious cycle of distrust, fueled by a growing lack of faith in media and government. But this is not a job business can do on its own. Societal leadership is now a function of business, and business must work with all institutions to foster innovation and drive impact. Read more.

The release of a new Statement on the Purpose of a Corporation signed by 181 CEOs who commit to lead their companies for the benefit of all stakeholders – customers, employees, suppliers, communities and shareholders. Read more.

Corporate purpose is rapidly becoming a global phenomenon – only no one really understands what it means. Milton Friedman’s notion that a firm's purpose is "just making money" is becoming discredited, but no succinct alternative has replaced it. Read more.

Pursued deeply, purpose truly can do good in the world and drive performance. But most companies that claim to be purpose-driven organizations practice what can be called "convenient purpose." Read more.

The problem for many organizations is that stakeholder-centricity remains somewhat superficial. Too often, we see the perspectives of customers, employees, suppliers and other stakeholders “bolted-on” to existing business practices instead of being “built-in”: properly embedded, measured and incentivized. Read more.

From analyzing people’s answers, it is clear that one source of meaning is predominant: family. When mentioning finding meaning in others, not everyone limits themselves to the humans in their lives – some also make a point to cite their pets, too. Read more.

The Westernised version of Ikigai is based on the idea there are four components one needs to complete in order to achieve ikigai. The misconception being perpetuated is that one can only achieve ikigai and true happiness by meeting all four conditions - this is false. Read more.

Living a meaningful life and deciding what is meaningful are age-old questions (e.g., Marcus Aurelius wrestled with this question when he was Emperor of Rome from 161 to 180 AD). This is a summary of existing psychological research that examines this question and provide you with a starting point on your journey. Read more.

Cognitive biases result from our brain’s efforts to simplify the incredibly complex world in which we live. An individual can evaluate his or her own thought process, also known as metacognition (“thinking about thinking”), which provides an opportunity to combat bias. Read more.

Discernment will become the number one leadership competency of the decade — the age of misinformation. Leaders, entrepreneurs and individuals who learn to discern will have the unique and rare advantage to help more people, add more value and create better experiences for those they care for, love and serve. Read more.

People who are happy but have little-to-no sense of meaning in their lives have the same gene expression patterns as people who are enduring chronic adversity. Read more.