My ongoing Grow or Die blog series has explored several aspects of successfully leading an organization through the five Stages of Development. I’ve touched on the importance of building a strong foundation, creating the right structure, finding your organizational fit, and mastering the art of letting go to achieve sustainable growth. Today, I’m focusing on a key principle that ties all these aspects together: discovering what I like to call your Compelling Why.
Founders understand the importance of a compelling purpose, passion, and/or just cause — aka your Compelling Why. It’s what companies are both held accountable to and propelled by. It’s what your Ideal Customers and team members are drawn to. And it’s crucial to any organization’s strategy for intentional, sustainable growth.
Read more in Grow or Die #5: Growing with Purpose.
There's no question the concept of having a Compelling Why resonates with people, yet it’s often underestimated or overlooked. Too many business leaders assume that it’s an abstract idea, something nice to have written down somewhere but not something that can really be leveraged to impact the bottom line or daily operations. They completely miss the critical link between a Compelling Why and organizational growth.
It’s people.
Simply put, people want to do work that matters. They want to work for companies whose Core Values align with their own. And, last but not least, they want to work somewhere with a thriving culture. In my experience, companies developed around a Compelling Why offer these benefits. They attract great people who, in turn, do great work. Communication is clear, teams are aligned, and goals are exceeded. This is what drives the business forward. It’s a self-fulfilling growth prophecy.
