Christoph Lueneburger - A Culture of Purpose: How to Choose the Right People and Make the Right People Choose You

Lueneburger ffirs.tex V2 - 02/20/2014 1:51 P.M. Page ii Lueneburger ffirs.tex V2 - 02/20/2014 1:51 P.M. Page i A Culture of Purpose Lueneburger ffirs.tex V2 - 02/20/2014 1:51 P.M. Page ii Lueneburger ffirs.tex V2 - 02/20/2014 1:51 P.M. Page iii A Culture of Purpose H O W T O C H O O S E T H E R I G H T P E O P L E A N D M A K E T H E R I G H T P E O P L E C H O O S E Y O U Christoph Lueneburger Foreword by Daniel Goleman Lueneburger ffirs.tex V2 - 02/20/2014 1:51 P.M. Page iv Copyright 2014 by Christoph Lueneburger.

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ISBN 978-1-118-81456-7 (hardback); ISBN 978-1-118-89599-3 (pdf); ISBN 978-1-118-89604-4 (epub) 1. Leadership. 2. Organizational behavior. 3. I. Title. Title.

HD57.7.L84 2014 658.4092dc23 2013050128 Printed in the United States of America FIRST EDITION HB Printing 10 9 8 7 6 5 4 3 2 1 Lueneburger ffirs.tex V2 - 02/20/2014 1:51 P.M. Page v To Brigitte and Anne and Liv, who give me purpose Lueneburger ffirs.tex V2 - 02/20/2014 1:51 P.M. Page vi Lueneburger ftoc.tex V2 - 03/05/2014 4:13 P.M. Page vii Contents Foreword by Daniel Goleman ix vii Lueneburger ftoc.tex V2 - 03/05/2014 4:13 P.M. Page viii C O N TE N TS viii Lueneburger flast.tex V2 - 02/20/2014 1:53 P.M. Page ix Foreword Daniel GolemanAuthor ofEmotional Intelligence Todaysleadersfaceaconundrum:oursystemsoftransporta tion, energy, construction, industry, and commerce are slowly degrading the handful of systems that support life as we know it on this planet.

These negative impacts are unintendedthose systems were developed long before we had any idea of their ecological consequences. Carbon and the resultant climate change are the best known of these systemic harms, but their range is far greater than dangers to the planets carbon cycle. They include a plan etwide buildup of toxic chemicals, a shrinking of biodiversity as species die off, and the acidification of bodies of water. The human brain, unfortunately, does not attune well to these dangers to our species long-term survival. Our brains design for perception and for alarms of threat is attuned to the predators of an earlier age, not these subtle threats to our planet. That leadership challenge is background to the constructs and tools Christoph Lueneburger offers here.

In this leadership manifesto for the twenty-first century, he cites myriad ways ix Lueneburger flast.tex V2 - 02/20/2014 1:53 P.M. Page x F O R E W O R D managers already have risen to the challenge of making their companies cultures ever more sustainable. Any leader who cares about sustainability will find a prac tical playbook here. Let me highlight two tools. The first: a clear, evidence-based focus on the compe tencies that distinguish effective sustainability leaders. The relevant leadership competencieswhat to look for in new hires, promotions, and developmentinclude the abilities to lead change and to influence.

In other words, the elite in this leadership group are managers who can persuade and motivate and who articulate a resonant vision. This provides the psychological energy and fuel that lead ing change demands. For creating a more sustainable system of industry and commerce will inevitably require innovations ranging from simply changing B2B sourcing to reinventing basic technologies so that they are more earth friendly. The other competencies that distinguish the best sustain ability leaders are results delivery, commercial drive, and smart strategic thinking. In other words, changes toward a more sustainable operation must also make business sense. At their best, they can go beyond saving money to creating entirely new products and processes.

The second management tool, one that goes hand in hand with this strategy, is the handprint, the metric for all the ways an organization reduces its ecological footprint. Focusing on a companys handprint offers sustainability leaders a workaround for the adverse psychological effects of tracking carbon footprints. The footprint is always a negative value, a measure of the harm we do to the planet. This, psychologists x Lueneburger flast.tex V2 - 02/20/2014 1:53 P.M. Page xi Foreword tell us, evokes negative feelingsguilt, shame, defensiveness, and the like. These are demotivating.

But the handprint tracks the good we doits a metric for all the ways we are reducing our footprint. This is the appropriate measure for sustainability. And it makes us feel good about what we are doing. This positive motivation keeps us moving toward our goals and gives a sustainability leader a powerful tool for persuasion. All of this makes a companys sustainability strategy the core of a culture of purposea set of norms and practices for the common good. As sustainable practices foster a culture of purpose, one that enlarges its handprint daily, companies can better attract and retain the best talent among those genera tions that will bear the brunt of our past poor ecological habits.