Chuck Runyon

And so we just frequently do that in various forms of medium, whether it is written, whether it's oral storytelling at our meetings and all staff events and at our annual conferences. That's the signature moment when we invest in some very nice created videos to explain that, hey, we do more than just make money. We actually impact people in profound ways.

And so we just frequently do that in various forms of medium, whether it is written, whether it's oral storytelling at our meetings and all staff events and at our annual conferences. That's the signature moment when we invest in some very nice created videos to explain that, hey, we do more than just make money. We actually impact people in profound ways.

And so once you find out how you do it, now you get to invest in some storytelling. It's so easy to identify with a cause. I mean, that's another thing. If you just make something like shoelaces, right, it doesn't seem like it's that... romantic or that sexy or life-changing. But guess what? Any company can go out there and find a cause to identify with.

And so once you find out how you do it, now you get to invest in some storytelling. It's so easy to identify with a cause. I mean, that's another thing. If you just make something like shoelaces, right, it doesn't seem like it's that... romantic or that sexy or life-changing. But guess what? Any company can go out there and find a cause to identify with.

There are so many big or micro causes in your community. Find one. You can have your company devote a little bit of time, a little bit of resource, a little bit of money. You can host some fundraising events. Galvanize your team around a cause. I mean, that's another idea shared in the book. It does not have to be a direct link like we are to health.

There are so many big or micro causes in your community. Find one. You can have your company devote a little bit of time, a little bit of resource, a little bit of money. You can host some fundraising events. Galvanize your team around a cause. I mean, that's another idea shared in the book. It does not have to be a direct link like we are to health.

If you make something that's a bit more obscure, there's still no excuse why you can't infuse some purpose into your company by saying, hey, this is what we stand for, and we want to help this cause or this group of people.

If you make something that's a bit more obscure, there's still no excuse why you can't infuse some purpose into your company by saying, hey, this is what we stand for, and we want to help this cause or this group of people.

Not to suggest that those of you that are in the shoelace-making business aren't important in the world. You're saying that this storytelling, that's one of the most important roles of the CEO.

Not to suggest that those of you that are in the shoelace-making business aren't important in the world. You're saying that this storytelling, that's one of the most important roles of the CEO.

I really do. The CEO has to be the one. The senior leadership team, it's about, look, Here's the values of our organization. Here's what we stand for. Here's the impact that we have. And in our strategic meetings, I mean, we will mix some of these purpose stories to say, look, if we do X, We will get why.

I really do. The CEO has to be the one. The senior leadership team, it's about, look, Here's the values of our organization. Here's what we stand for. Here's the impact that we have. And in our strategic meetings, I mean, we will mix some of these purpose stories to say, look, if we do X, We will get why.

We'll get the financial return, but let's also talk about what's going to happen to the franchise owner, what's going to happen to our employees, what's going to happen to our members. We talk in sometimes the emotional terms and sometimes in what's very difficult to measure. We talk about that because, again, our team cares about more than just reporting a profit.

We'll get the financial return, but let's also talk about what's going to happen to the franchise owner, what's going to happen to our employees, what's going to happen to our members. We talk in sometimes the emotional terms and sometimes in what's very difficult to measure. We talk about that because, again, our team cares about more than just reporting a profit.

And so, yes, I do think it's important to get buy-in. It's got to be top-down, and I think the CEO has to mention it in terms whether it's a state of the union to the team, whether it's, you know, to the network. But I think it has to be part of the storytelling that goes on frequently.

And so, yes, I do think it's important to get buy-in. It's got to be top-down, and I think the CEO has to mention it in terms whether it's a state of the union to the team, whether it's, you know, to the network. But I think it has to be part of the storytelling that goes on frequently.

And I even do it in social media, whether it is through Twitter or through Instagram or through our internal dashboards. I mean, I'm always trying to put out there, you know, here's what we do, here's what we stand for, and here's how we're going to improve people's lives.

And I even do it in social media, whether it is through Twitter or through Instagram or through our internal dashboards. I mean, I'm always trying to put out there, you know, here's what we do, here's what we stand for, and here's how we're going to improve people's lives.

Let's talk about play. You've got people, purpose, profits, and play. And you've got play as a centerpiece of your culture. Talk to me about the balance of work and play.

Let's talk about play. You've got people, purpose, profits, and play. And you've got play as a centerpiece of your culture. Talk to me about the balance of work and play.