Andrew Cooper

And so I began journaling about the challenges that my team were going through and strategies for helping them to regain and retain high performance through that crisis. And I think it was a crisis for just about everyone. And so

And so I began journaling about the challenges that my team were going through and strategies for helping them to regain and retain high performance through that crisis. And I think it was a crisis for just about everyone. And so

As I was doing research into like strategies that executives had used in the past, what I realized was that there are really four things, four moral imperatives that any leader has to really focus on. And that's the first is to work responsibly. quickly, to move with speed.

As I was doing research into like strategies that executives had used in the past, what I realized was that there are really four things, four moral imperatives that any leader has to really focus on. And that's the first is to work responsibly. quickly, to move with speed.

If you look at organizations prior to the 1970s, a lot of those organizations, and they were run by the silent generation, greatest generation, those organizations tended to divest power closer to managers, closer to frontline supervisors, allowed employees to take a more active role in the decisions of the life of the organization.

If you look at organizations prior to the 1970s, a lot of those organizations, and they were run by the silent generation, greatest generation, those organizations tended to divest power closer to managers, closer to frontline supervisors, allowed employees to take a more active role in the decisions of the life of the organization.

And so that's where this concept of speed as a moral imperative comes from. It actually relates to our topic of intellectual property because the rate of innovation of an organization says a lot about its speed. Slow organizations tend to be less innovative.

And so that's where this concept of speed as a moral imperative comes from. It actually relates to our topic of intellectual property because the rate of innovation of an organization says a lot about its speed. Slow organizations tend to be less innovative.

They tend to not engender or encourage the types of ideas from their employees that allow them to be avant-garde, to allow them to be at the front of the pack. And it shows in the number of patents that they file, many other ways.

They tend to not engender or encourage the types of ideas from their employees that allow them to be avant-garde, to allow them to be at the front of the pack. And it shows in the number of patents that they file, many other ways.

The second moral imperative is really to lead with inspiration, to connect the work that we are doing to some benefit to the world that is a goal that we can all share in. Organizations like Coca-Cola and their work on water replenishment, organizations like Bombas and their work on providing socks to the homeless. These are critical pieces of the employee engagement puzzle, really.

The second moral imperative is really to lead with inspiration, to connect the work that we are doing to some benefit to the world that is a goal that we can all share in. Organizations like Coca-Cola and their work on water replenishment, organizations like Bombas and their work on providing socks to the homeless. These are critical pieces of the employee engagement puzzle, really.

It's a puzzle that we have to solve. And so when I was working through the pandemic, I realized that by being a part of Operation Warp Speed, that was the Trump administration's push to deliver medicines and vaccines around the world. It gave our employees a North Star. It was something that said, hey, we are part of a movement to save the world.

It's a puzzle that we have to solve. And so when I was working through the pandemic, I realized that by being a part of Operation Warp Speed, that was the Trump administration's push to deliver medicines and vaccines around the world. It gave our employees a North Star. It was something that said, hey, we are part of a movement to save the world.

The whole idea, the slogan, it's a patient, not a package, was really motivating during that time. The third moral imperative is community investment. Again, going back to organizations prior to the 1970s, what we found were organizations that invested in communities heavily. So Hershey, Pennsylvania would not be a place without Hershey. Bentonville, Arkansas would not be a place without Walmart.

The whole idea, the slogan, it's a patient, not a package, was really motivating during that time. The third moral imperative is community investment. Again, going back to organizations prior to the 1970s, what we found were organizations that invested in communities heavily. So Hershey, Pennsylvania would not be a place without Hershey. Bentonville, Arkansas would not be a place without Walmart.

Coca-Cola even, Atlanta would not be the type of place it was without Coca-Cola and Chick-fil-A and some of the other companies that have really opened up their organizations to addressing needs of communities. And what we find is that organizations that identify a place that they want to transform

Coca-Cola even, Atlanta would not be the type of place it was without Coca-Cola and Chick-fil-A and some of the other companies that have really opened up their organizations to addressing needs of communities. And what we find is that organizations that identify a place that they want to transform

And go about a strategic vision in doing that, even if it's public or even if it's a public-private engagement or just a private movement, it doesn't matter. The outcomes of those communities tend to be better than, for example, places like Walterboro, South Carolina, where there's been economic distress for a long, long time. So the community investment becomes a really critical piece.

And go about a strategic vision in doing that, even if it's public or even if it's a public-private engagement or just a private movement, it doesn't matter. The outcomes of those communities tend to be better than, for example, places like Walterboro, South Carolina, where there's been economic distress for a long, long time. So the community investment becomes a really critical piece.