As it turns out, the career advice I have been dispensing all this time may be wrong. When asked what to look for in a new job, I often tell people to focus their attention on the manager: What can you learn from them?
In our workshops and coaching with sales people, sales leaders and sales teams we spend a lot of time exploring authenticity. Of the five Go-Giver principles we share, The Law of Authenticity seems to be one of the most challenging, both for individuals and inside the cultures of the organisations they work for.
If we are serious about inclusion, collaboration, teamwork, mental health, adaptability, fulfillment, and purpose, we have to go deeper. We need to rethink learning. To build a human workplace where both people and profits soar, we need to build learning cultures around self-awareness and peer conversations.
Given the current spotlight the Royal Commission is shining on poor behaviours and toxic cultures in the financial services industry here in Australia, we would be justified in thinking that banks and purpose are mutually exclusive. So we started to look further afield to see if we could find an example of a bank that did actually have purpose, and could demonstrate it.
Following a wonderful presentation by Re Strategist, Alistair Stephenson, I couldn’t help but see many common challenges that were occupying the creators of brand identities and those that were facing sales professionals and the organisations they work for. Chief amongst them being the search for “Purpose”.
This fall, in the span of about 30 days, a number of my closest friends left their jobs. It all happened in such a short window of time I was convinced that Mercury was in retrograde. There were a variety of reasons my friends gave but most centered around wanting to grow, make a greater impact somewhere else or join a new community of inspiring people.