Lauren Wood

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

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

And it's something that we need to repeat over and over and over again. I know a lot of the leaders I coach, they'll be like, well, I told my team that this is why we're doing it. And they still don't seem to get it. And at the end of the day, the human brain doesn't always remember. Those things, especially when it feels disconnected and we need to consistently message.

And it's something that we need to repeat over and over and over again. I know a lot of the leaders I coach, they'll be like, well, I told my team that this is why we're doing it. And they still don't seem to get it. And at the end of the day, the human brain doesn't always remember. Those things, especially when it feels disconnected and we need to consistently message.

And it's something that we need to repeat over and over and over again. I know a lot of the leaders I coach, they'll be like, well, I told my team that this is why we're doing it. And they still don't seem to get it. And at the end of the day, the human brain doesn't always remember. Those things, especially when it feels disconnected and we need to consistently message.

And I always like to think of every colleague we have is also a customer in some way. We need to understand them. We need to show that we understand them. And then we need to present things in a way that is proving what's in it for them. Yeah. This is the essence of influence, right? And when we talk about purpose, it is not a one and done thing.

And I always like to think of every colleague we have is also a customer in some way. We need to understand them. We need to show that we understand them. And then we need to present things in a way that is proving what's in it for them. Yeah. This is the essence of influence, right? And when we talk about purpose, it is not a one and done thing.

And I always like to think of every colleague we have is also a customer in some way. We need to understand them. We need to show that we understand them. And then we need to present things in a way that is proving what's in it for them. Yeah. This is the essence of influence, right? And when we talk about purpose, it is not a one and done thing.

When we are changing culture, it is not like we do one thing and culture changes. It takes time. It takes nurturing. It takes repetition. It takes coming from multiple angles to really experience something different so that we embody it and we take that forward. And I think when it comes to purpose, it is... It really needs to be an obsession by everyone in a leadership position.

When we are changing culture, it is not like we do one thing and culture changes. It takes time. It takes nurturing. It takes repetition. It takes coming from multiple angles to really experience something different so that we embody it and we take that forward. And I think when it comes to purpose, it is... It really needs to be an obsession by everyone in a leadership position.

When we are changing culture, it is not like we do one thing and culture changes. It takes time. It takes nurturing. It takes repetition. It takes coming from multiple angles to really experience something different so that we embody it and we take that forward. And I think when it comes to purpose, it is... It really needs to be an obsession by everyone in a leadership position.

And they have to be obsessed with ruthlessly asking, does this connect to that purpose? And how do we make sure that it does so that we can stay true to our values and be authentic? in what we're doing. Because if you are not aligned with your purpose in taking actions and that inauthenticity is present, people feel it, people doubt you, trust will be broken.

And they have to be obsessed with ruthlessly asking, does this connect to that purpose? And how do we make sure that it does so that we can stay true to our values and be authentic? in what we're doing. Because if you are not aligned with your purpose in taking actions and that inauthenticity is present, people feel it, people doubt you, trust will be broken.

And they have to be obsessed with ruthlessly asking, does this connect to that purpose? And how do we make sure that it does so that we can stay true to our values and be authentic? in what we're doing. Because if you are not aligned with your purpose in taking actions and that inauthenticity is present, people feel it, people doubt you, trust will be broken.

We have to stay true and authentic to our purpose.

We have to stay true and authentic to our purpose.

We have to stay true and authentic to our purpose.

It's something we have to live and breathe. So before we run out of time here, I want to talk about how we bring all of this into the concept of AI, because I see a lot of leaders making difficult decisions or feeling the pressure to have AI as part of their businesses or utilize AI or make these investments.

It's something we have to live and breathe. So before we run out of time here, I want to talk about how we bring all of this into the concept of AI, because I see a lot of leaders making difficult decisions or feeling the pressure to have AI as part of their businesses or utilize AI or make these investments.

It's something we have to live and breathe. So before we run out of time here, I want to talk about how we bring all of this into the concept of AI, because I see a lot of leaders making difficult decisions or feeling the pressure to have AI as part of their businesses or utilize AI or make these investments.