CHAPTER TEN
STEP 4 Turn the Higher Purpose into a Constant Arbiter
Once when we were conducting a program for executives from across the globe, two of the executives shared a problem with us. They said that their boss, the CEO, had fixed a retirement date in the distant future and that he had checked out and had been behaving in completely self-interested ways. The employees all recognized this. While the two executives did not express it that way, they felt that the principal–agent contract was violated. The CEO was not doing his part, and the employees reacted by withdrawing themselves. They came to work, but they did not bring their hearts. They worked only as hard as they were forced to work. The consequences were serious—an organization ...
Get The Economics of Higher Purpose now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
