Lauren Wood

I want to make sure that I understand here. Can you define one more time for us high ground thinking versus low ground thinking?

And we are constantly moving between those two things frequently. And I think there's also a level of skill in terms of being able to move between the two from the high level to the kind of being up, up in the clouds, strategic thinking, where are we going? And then in the weeds where, What are we doing right now? How are you making these specific actions take place? And all of that.

And we are constantly moving between those two things frequently. And I think there's also a level of skill in terms of being able to move between the two from the high level to the kind of being up, up in the clouds, strategic thinking, where are we going? And then in the weeds where, What are we doing right now? How are you making these specific actions take place? And all of that.

And we are constantly moving between those two things frequently. And I think there's also a level of skill in terms of being able to move between the two from the high level to the kind of being up, up in the clouds, strategic thinking, where are we going? And then in the weeds where, What are we doing right now? How are you making these specific actions take place? And all of that.

Yeah.

Yeah.

Yeah.

And this is where that purpose piece comes in as well, because I mean, I'm fortunate enough to have worked at companies where there was a very strong sense of purpose, where there was a very clear mission, where we were working to help people or the environment. And it's the reason why I joined those companies in the first place.

And this is where that purpose piece comes in as well, because I mean, I'm fortunate enough to have worked at companies where there was a very strong sense of purpose, where there was a very clear mission, where we were working to help people or the environment. And it's the reason why I joined those companies in the first place.

And this is where that purpose piece comes in as well, because I mean, I'm fortunate enough to have worked at companies where there was a very strong sense of purpose, where there was a very clear mission, where we were working to help people or the environment. And it's the reason why I joined those companies in the first place.

But especially as organizations grow and investment becomes or profit becomes more important, I find that there can be this trade-off. And when you get down into the weeds of what you are doing day to day, it can be difficult to connect that sense of purpose and keep that sense of purpose.

But especially as organizations grow and investment becomes or profit becomes more important, I find that there can be this trade-off. And when you get down into the weeds of what you are doing day to day, it can be difficult to connect that sense of purpose and keep that sense of purpose.

But especially as organizations grow and investment becomes or profit becomes more important, I find that there can be this trade-off. And when you get down into the weeds of what you are doing day to day, it can be difficult to connect that sense of purpose and keep that sense of purpose.

If you are, for example, in a customer success team saying, okay, we need to sell more, we need to upsell our customers, we need to make more revenue, whether it is good for the customer or not. And the employee is like, but wait, aren't we here to help people? And so why am I trying to sell them something that they don't necessarily need just so that we can increase our NRR? Yeah.

If you are, for example, in a customer success team saying, okay, we need to sell more, we need to upsell our customers, we need to make more revenue, whether it is good for the customer or not. And the employee is like, but wait, aren't we here to help people? And so why am I trying to sell them something that they don't necessarily need just so that we can increase our NRR? Yeah.

If you are, for example, in a customer success team saying, okay, we need to sell more, we need to upsell our customers, we need to make more revenue, whether it is good for the customer or not. And the employee is like, but wait, aren't we here to help people? And so why am I trying to sell them something that they don't necessarily need just so that we can increase our NRR? Yeah.

And I think that it's really important for leaders to help their teams tie back to that purpose and to make decisions from that purpose place as well. Because often I find purpose is like a nice to have where profit is a must. And those two things should actually not be separate because the purpose will drive the profit.

And I think that it's really important for leaders to help their teams tie back to that purpose and to make decisions from that purpose place as well. Because often I find purpose is like a nice to have where profit is a must. And those two things should actually not be separate because the purpose will drive the profit.

And I think that it's really important for leaders to help their teams tie back to that purpose and to make decisions from that purpose place as well. Because often I find purpose is like a nice to have where profit is a must. And those two things should actually not be separate because the purpose will drive the profit.

But often we feel like profit comes first and then we'll talk about purpose once we achieve that profit.