Survey Shows Conscious Capitalism Makes an Impact

Conscious Culture
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In July 2019, we collected survey results from 273 participants working at eight of our Partner Companies. These Partners are companies that make a commitment to our movement and have been previously vetted as practitioners of Conscious Capitalism. The goal of this survey was to assess 1) how individuals who work at Partner companies experience Conscious Capitalism’s Four Principles, and 2) the impact that working at such a company has on an individual’s perception of capitalism.

To determine results for the second goal, we included questions from the Pew Research Center’s Political Survey, which is generally perceived as a barometer of the public’s opinion on key issues. For our purpose, Pew asks directly for an individual’s reaction to the terms “capitalism” and “socialism” (with options for positive, negative or neutral). Pew has found increasing acceptance for socialism over the past twenty years, so their data provides a strong comparison point for our results.

The Conscious Capitalism, Inc. Partner Companies we chose for this survey include a credit union, an IT/web design company, a hospitality company, a real estate development company, a publishing company, and two regional banks.

Our results show that the majority of Partner Company survey participants are engaged and aligned with the company’s purpose, and believe that their organization stands for something good. They feel they are positively challenged to excel in their strengths, as well as feel there are opportunities in personal and professional growth. Below you will see a snapshot of the comprehensive results that will show how the Four Principles of Conscious Capitalism are perceived within our CCI Partner organizations.

Four Principles of Conscious Capitalism

HIGHER PURPOSE
My company stands for something good.80% Strongly Agree
I feel connected to my company’s purpose.64% Strongly Agree
If I worked for a non-profit, I could do more good for the world.11% Strongly Agree

STAKEHOLDER ORIENTATION
I have the opportunity to use my skills, strengths, and experiences at work.60% Strongly Agree
In my job, I get things done.71% Strongly Agree
I see my company as an actual source of good in the world.58% Strongly Agree

CONSCIOUS LEADERSHIP
I want to do more, but my leaders don’t trust me.3% Strongly Agree
I don’t feel safe expressing my opinions in work meetings.6% Strongly Agree
My leaders trust me to get my job done.63% Strongly Agree
I believe that my boss really cares about me.59% Strongly Agree
CONSCIOUS CULTURE
I am encouraged to use my unique skillset to get things done.71% Strongly Agree
I don’t enjoy going to work.3% Strongly Agree
There are people at work who care about me.69% Strongly Agree
I feel comfortable sharing my ideas on projects I am working on.60% Strongly Agree
Some of my best friends are my work colleagues.32% Strongly Agree
I have fun at work.42% Strongly Agree
I don’t have any friends at work.1% Strongly Agree
I have opportunities at work to learn and grow.64% Strongly Agree
I sometimes exceed my own expectations in my role.38% Strongly Agree
I regularly feel a great sense of accomplishment in my role.41% Strongly Agree

Capitalism vs Socialism

This snapshot of the survey results below shows that respondents have a more positive opinion of capitalism and a lower opinion of socialism than the general population surveyed by Pew, but view the Conscious Capitalism movement positively.

Comprehensive Survey ResultsPew Public Research Results
Conscious CapitalismCapitalismSocialismCapitalismSocialism
Positive74%56%15%Positive50%31%
Negative3%10%47%Negative40%60%
Neither/
Neutral
24%34%37%

We are looking forward to increasing opportunities for data collection and storytelling to showcase capitalism’s powerful force for good and the journeys of Conscious Capitalists in our global movement.

Conscious Capitalism: An Invitation to the Business Roundtable and Business Leaders Everywhere

Conscious Culture
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Dear Business Leaders,

When the Business Roundtable articulates a new statement on the purpose of the corporation, people listen. The businesses these 181 CEOs lead (including Apple, American Airlines, Accenture, AT&T, Bank of America, Boeing, Comcast, J.P. Morgan Chase and Co.) impact the majority of people in the world. That is why we are excited and gratified by the Business Roundtable’s new Statement on the Purpose of a Corporation (the full statement is included below).

Many people are commenting on this shift. Some are providing encouragement and advice from personal experience, like Bob Chapman from Barry-Wehmiller, who wrote an open letter that we recommend.

Others are critical. Some are saying it’s a way of avoiding
accountability – even though this is about increasing the accountability of
businesses to more people and groups. Some are saying it’s a call to sacrifice
profits or take money from one group to give to another – even though research
shows that businesses that take care of each of their stakeholders and look for
win-win-win solutions that benefit everyone outperform those that look to take
from one group and give to another. Some are saying that businesses shouldn’t
be the ones who determine what is in the interest of each stakeholder group –
even though businesses don’t create so much as they respond to the interests of
those they serve. This refocuses businesses on serving the interests of
everyone they impact.

We’ve heard all this before. Long before the Conscious Capitalist Credo was drafted, the same criticisms were leveled against the many businesses who operated on these principles. Just as you are now committing yourselves to a new set of principles in your own businesses and “calling on others to do their part as well”, we want to invite you to join a larger movement of businesses and business leaders who have been practicing and advocating for these principles for decades.

Conscious businesses place the well-being of people and the
planet at the center of everything they do. They operate with an inspiring
higher purpose that aligns with societal imperatives and are led by leaders
deeply committed to using business to create multifaceted well-being. They have
work cultures rooted in trust, caring and transparency, and tap into deeper
sources of creative human energy. They reject false trade-offs between
stakeholder priorities and develop creative ways to harmonize stakeholder interests and achieve win-win outcomes. They utilize innovative business models that are both
transformative and inspirational, and can help solve the world’s many social
and environmental problems while generating economic wealth.

We invite you to connect with the Conscious Capitalism movement and together we’ll build a robust community of leaders who seek to elevate humanity through business. We invite you to both learn from what others have done to help your businesses turn these words into actions, and share what you are doing so others can learn from you. And we invite you to share stories of how you’re living out your corporate purpose so it becomes more than just an abstract statement.

The shareholder supremacy model of business is fundamentally flawed. The stakeholder orientation that you have committed to is sound: “Each of our stakeholders is essential. We commit to deliver value to all of them, for the future success of our companies, our communities and our country.” It is an important step towards this becoming the norm for businesses everywhere and living up to the full potential of capitalism.

A growing body of research shows that companies that embrace the principles of Conscious Capitalism substantially outperform their peers financially over the long term, while creating many kinds of non-financial wealth for all stakeholders. They maximize the “total value created” on a sustained basis and share that value with all their stakeholders. Such businesses enhance the overall health and well-being of society, and bring joy, fulfillment and a sense of meaning to all their stakeholders. Their very existence enriches the world.

Thank you for taking this commitment on. We look forward to seeing you live it out and hope that you will work with others to spread this commitment to all businesses, as well as to future generations of business leaders through our business education system.

With gratitude,
Alexander McCobin, CEO of Conscious Capitalism, Inc.

The Business Roundtable’s statement, in full:

Americans deserve an economy that allows each person to succeed through hard work and creativity and to lead a life of meaning and dignity. We believe the free-market system is the best means of generating good jobs, a strong and sustainable economy, innovation, a healthy environment and economic opportunity for all.

Businesses play a vital role in the economy by creating jobs, fostering innovation and providing essential goods and services. Businesses make and sell consumer products; manufacture equipment and vehicles; support the national defense; grow and produce food; provide health care; generate and deliver energy; and offer financial, communications and other services that underpin economic growth.

While each of our individual companies serves its own corporate purpose, we share a fundamental commitment to all of our stakeholders. We commit to:

  • Delivering value to our customers. We will further the tradition of American companies leading the way in meeting or exceeding customer expectations.
  • Investing in our employees. This starts with compensating them fairly and providing important benefits. It also includes supporting them through training and education that help develop new skills for a rapidly changing world. We foster diversity and inclusion, dignity and respect.
  • Dealing fairly and ethically with our suppliers. We are dedicated to serving as good partners to the other companies, large and small, that help us meet our missions.
  • Supporting the communities in which we work. We respect the people in our communities and protect the environment by embracing sustainable practices across our businesses.
  • Generating long-term value for shareholders, who provide the capital that allows companies to invest, grow and innovate. We are committed to transparency and effective engagement with shareholders.

Each of our stakeholders is essential. We commit to deliver value to all of them, for the future success of our companies, our communities and our country.


Insights 2019 Shines a Bright Light on Conscious Capitalism in Ohio

Impact Stories
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This Wednesday I had the pleasure of attending Insights 2019, the first conference organized by the Columbus Chapter of Conscious Capitalism. While the day to day of my work for CCI involves a lot of operations, my passion is in community organizing, so attending events like this is the most fun part of my job.

Insights was a smashing success with over 150 attendees coming from across Ohio, many of them attending their first or second CC event. The guests heard from an engaging speaker lineup with representatives from Whole Foods Market, IGS Energy, the Stagen Leadership Academy, ootBox, Jeni’s Splendid Ice Creams, and EY. We made authentic connections and broke down barriers using We! Connect Cards. And at the end of the event every attendee made a commitment to bring a specific lesson they learned back into their work.

Board Chair Jacquie Bickel and Events Chair Jen Bowden welcome guests to Insights 2019.

The conference approximately marked the Chapter’s two-year anniversary, and its success is a testament to the amazing work done by the Chapter’s volunteer board and committee members to build the community and movement for Conscious Capitalism in Columbus.

I’m often asked which factors make for a successful Conscious Capitalism Chapter, and I usually point to aspects like leadership, board composition, network density, and local company involvement. The Columbus Chapter has all of these in spades, and all play a role in their success. But there is another that stood out to me in my interactions with Chapter members.

Their vision is not just to practice Conscious Capitalism themselves, or to build a local community of practitioners, or to get more companies involved. Those are all important and necessary steps toward the ultimate goal of changing the brand of the city of Columbus, so that when people think Columbus, they think “Conscious Capitalism”. From what I have seen that civic pride and ambitious vision has helped unite and drive their community and bring more impactful individuals and companies into the movement.

This builds on a trend I’ve noticed in other successful recently launched chapters in Indianapolis, Kansas City, and Michigan’s Great Lakes Bay Region. Individuals in these mid-market cities are motivated to really make a difference for their home area and by tapping into that civic energy, and as a result the chapters are making rapid strides toward making Conscious Capitalism a dominant paradigm in their cities.

As a Midwesterner I take particular pride in seeing this dynamic arise. One of the many beautiful aspects of Conscious Capitalism is its potential to be a unifying and empowering force for everyone, from big metropolises to state capitols to suburbs and small towns. As our movement grows I am excited to see more Chapters and communities thrive in all types of environments.

Deep appreciation for Jacquie Bickel, Haley Boehning, Barry Chandler, Josh Harrison, Jen Bowden, Mark Harris, Derek DeHart, and John Jowe, the volunteer leadership Board for the Columbus Chapter, and especially Jen Bowden who as Event Chair poured her time and energy into making the event a success. And none of it would have been possible without the Chapter’s current Coordinator Rachyl Kershaw and initial Coordinator Amanda Bogorad, who hustled every day to build the chapter into the success that it is today.

The rapid success and growth of chapters like Columbus and others in the region gives me incredible optimism for the future of the Conscious Capitalism movement. They are pioneering new models for growth that new chapters will be able to replicate around the world.

Make Waves While Still Respecting Leadership

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We’re all aspiring leaders. No matter our age or position, we all have big contributions to make, but frequently our best ideas don’t fit tidily into a job description. Maybe you’re wanting to do more to influence others, drive positive change, or take on greater challenges. However, no one has placed you in official leadership.

What to do? We can’t just hop on a chair and start a revolution. As emerging leaders, we have to respect the existing boundaries of our company while still testing the limits.

You know the phrase “It doesn’t take a title to be a leader,” but how can you translate your vision into lasting impact without holding a top managerial or leadership role?

The intent of this worksheet is to begin answering that question. Use the following questions to put pen to paper (or thoughts to screen) and guide you on your journey of inspiring and influencing change.

1. Connect to Values

Passion and skill are key to accomplishing important work. First, you must connect your planned efforts to your desire. This will establish clarity on exactly what is fueling you to show up as a leader. The initial step to making waves is reflection: Why you?

  • Why are you here? Why do you care about this company, this job, this initiative?
  • What is personally important about this change to you?
  • How does it reflect your values, your passion, YOU?
  • What makes you the best person to take this on?
  • What unique strengths do you bring to the table that are assets to this business or effort?

2. Connect to Context

Now that you’re inspired, beware of jumping in too quickly. You’ll need to carefully balance reflection, strategy AND action to ensure that your changes are sustainable and lasting. You don’t want just any movement—you want movement forward. And to do that, you need to have a solid plan. Begin by understanding the context of your ideas so that a blueprint for action can emerge.

  • Who has a vested interest in this project?
  • How do your changes affect people, and how are you going to meet their needs when proposing these changes?
  • Who has power or incentive to block what you’re proposing? How do you get them on your team?
  • How do you build trust with stakeholders and share your vision in an appealing manner?

3. Connect to People

Humans are the sum of our experience, environment and inputs; these components were created with the involvement of other people. We aren’t capable of building anything alone, nor should we try! To have a meaningful impact, you’ll need to build a strong team and utilize the various skills of everyone involved. This team will give you the best chance of succeeding.

  • Who else cares about this work, complements your strengths, and can assist with the vision?
  • Who has done this before and could advise you?
  • Who else should be involved?

4. Connect to Action

It takes a special kind of grit (courage and resolution) to turn talk into action. For that, you’ll need to create sustained momentum.

  • What do you envision the long-term change to be? What does your improved world look like?
  • What long-term strategies do you need to put in place for this work?
  • What are the short-term goals?
  • What is the immediate next action I can take today to move me towards my vision?

Now you’re beautifully positioned to create something meaningful, to make a splash. How do you accomplish this while still respecting those in positions of authority?

5. Consider You

True leadership starts with self-leadership. Before trying to solve the challenge for everyone, solve it for yourself!

Doing this will establish your credibility and experience so that more people trust you with bigger responsibilities.

  • What’s the smallest possible thing you can do to solve this challenge for yourself personally?
  • How can you show off this solution within your current circle of influence?

6. Care About Politics

Politics in business gets a bad rap. People will grumble, “He got the position because he knew someone.”

While skill is an important qualification, relationships and the strength of them do and should play a part. When you “know someone,” that’s one way of saying you’ve built trust with them. Those people are now willing to vouch for your good intentions and capability to get the job done.

If you want to make a difference, invest in the people around you. You’ll need that respect in order to serve.

  • How can you help others trust your intentions more?
  • How can you help others trust your capabilities more?
  • Who do you need to know? Who needs to know you?

The best leaders will be rewarded by the change they make, and their fulfillment will come not from the praise they receive but from the satisfaction of the lives they’ve impacted. As Lao Tzu says, “When the best leader’s work is done, the people say: we did it ourselves.”

7. Create the Sell

To be truly effective, you’ll need the sponsorship of those in authority, so share your vision and intentions with them while also connecting it to a purpose they care about.

  • What are those in authority hoping to accomplish, and how does this vision help them get there?
  • How does this new reality (you wish to design TOGETHER) move them towards their desired outcomes?
  • What do you need from them? How can they support you?

Now that you have direction for this important work, a final recommendation:

Care deeply about the successful outcome of the vision, but relinquish the need for the associated accolades, as you’ll have the best chance of success when others get involved and feel recognized for their efforts.

Here’s to you, as you make big waves while honoring the current structures. As you do, change becomes less of a tsunami and more like the shifting of sands. You get to create something permanent and beautiful—with thoughtful, sustained shifts over time.

The Spectacular Recovery of the Post-Maduro Venezuela: My Reasons to Believe

Impact Stories
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By Maria Antonia Marturet Rios

"Maria Antonia Marturet Rios spoke at the first Latin America Conscious Capitalism Conference this March. While she is from Venezuela, like many others, she has left the country for the time being due to the circumstances the country finds itself in. We invited Toña to share her thoughts on how Conscious Capitalism can be a model for resolving the humanitarian crisis in her home country, by moving past the question of politics to create a system of opportunity that benefits everyone."

- Alexander McCobin, CEO, Conscious Capitalism, Inc.

The name field on my ID says Maria Antonia, but for every other purpose, you can call me Toña. I'm a Venezuelan engineer who was forced to flee communism in 2018 due to economic, social and security concerns in my country. I work as a Business Consultant in the Caribbean while leading 'Alimenta Una Sonrisa' from abroad, a social enterprise that enables vulnerable kids from Venezuela to study. Eyes on my work, heart in my country.

Back in the 80’s, the word “Venezuela” was associated with money, beautiful beaches and good baseball. In 2019, the word is, more often than not, related to corruption, hunger, communism and human rights violations.

A lot has been written on how we got here, and news are currently focused on the possible ways in which the Nicolás Maduro dictatorship will go down, probably sooner than later. Today, I want to reflect on what the future holds for Venezuela after the transition to democracy, and why is it that I’m so optimistic and excited to go back as soon as basic living conditions are restored.

I don’t hold the truth of the future of course, but after years of analysis and personal first-hand experience, here’s my take: After dethroning Maduro, in the 2020’s we will see Venezuela become the biggest economic miracle in the history of modern Latin America.

In the past forty years, we have seen a country go from prosperous oil paradise to corruption post-apocalyptic havoc. My bet is that in the next ten years we can expect to see the cohesive reconstruction of a free and prosperous society. Historical research on similar crisis show it will probably happen this way, and the intuition of most Venezuelans is aligned with this projection. Today, I’ll go over four key components that make me optimistic about the future:

  • Diaspora comeback 
  • Private and public investments
  • Conscious Capitalism is already in place
  • The lesson is learned

Copyright 2019 by Americas Quarterly

Diaspora comeback

According to several studies, the size of the Venezuelan migrant population is between 3 and 6 million people (10% to 20% of total population) scattered around the globe, with heavy presence in Latin American countries, United States and Europe. I myself had to leave to the Dominican Republic eight months ago, struggling with the pain of forceful detachment of family and friends, and with the cheerfulness of leaving to go work in a country where my capabilities were going to be rewarded and my freedom respected.

While Venezuelans have been well received in most countries, the majority of us still want to go back after the storm passes: We live and work with an eye on the news back home, praying that someday we will be able to ride on a one-way plane to our cities, hug our families again, and put all the learnings that we have received abroad to good use in our own country.

It will be a reversed brain drain: People of all ages and genders, former residents of countries all around the world, going back to their land after having absorbed different cultures, experiences and ideas, after having studied and worked in all kind of fields, and after having experimented the difficulties of living in a land that can’t be called their own.

The force of this returning diaspora melting pot will be gigantic, and the synergies created from their union will set the stage for a massive recovery.

Private and public investments

Several international public organizations have already committed to investing in the Venezuelan recovery once Nicolás Maduro is out: The IMF and the World Bank will probably lead the investment rounds, with participation from other international institutes that also know that they will directly and indirectly benefit from a recovery. The United Nations, and several other aid organizations will also take big responsibilities in the restitution of basic health and alimentary conditions for the most vulnerable groups.

Big private organizations are also waiting to go in, or back in, as in the case of Kimberly Clark, Cemex, and General Motors to start operating in an economic environment where they will find little competitors, customers hungry for innovation, and a constant growth post-disaster economy in a country with the underground oil potential to become a huge Latin American player once again.

And then, there will also be the medium and small-sized private companies and families ready to take part in the picture and capitalize on the reconstruction: Migrants who were able to save money while abroad, local players who’ve been afraid to invest with uncertain conditions, international players that want to expand to a new region, and ‘sadly’ those who made big money on suspicious terms under the Chávez-Maduro administrations.

This kind of money, along with the income increase derived from the recovery of the oil industry, will fuel an unprecedented growth in the economy and overall living conditions of Venezuelan citizens.

Conscious Capitalism is already in place

Companies that are still on their feet have a higher purpose in mind, and that’s what keeps them going even when faced with shortages, insecurity, government hostility and general economic depression. They are in Venezuela because they truly believe that they have some transcendental purpose there, which ties them to the country even in the hardest conditions. An example can be found in Pensamusic, a Caracas based startup that provides online music teaching to people around the world with the purpose of “Bring music to people through a learning experience that is transcendental, fun and unique”.

Operative companies depend on employees, suppliers, customers, service providers and even competitors that are also in the country, going through the same hardships as everyone else. To survive, companies have figured out how to maximize the conditions for all key players at the same time, because they know that if they don’t, there likely won’t be any replacement. This has yielded great contributions and stakeholder integrations around the center of the businesses, all paddling in the same direction towards a common goal of subsistence. A good example of this is St Honoré bakery, a store that lends their space for their main barista to teach coffee classes, sells scarce flour to their main competitors when they need it, shares profits with the key managers, and distributes all the remaining food of each day among their top performance employees.

Successful companies are being led by highly flexible managers that embrace a conscious culture to get through the crisis. Most businesses are now paying more than the minimum wage, giving off days to employees that need to shop for food on a certain day of the week, investing on education and motivation to decrease staff turnover, allowing people to work from home when there are protests, helping coworkers find scarce medicines when needed, and keeping up the overall enthusiasm even in the midst of the crisis.  An example can be found in Cusica Live, a live music bar where most university students from the east of Caracas want to work, because of the family environment they experience there while making some money to support themselves.




St. Honoré Bakery Supervisor

The lesson is learned

Most people in the world have an intuition of what might happen to their countries if they vote for ill-intentioned politicians that promote corruption as the new rule of law. Venezuelans have learned it the hard way. Now, after two decades of heavy suffering, we’re conscious of the great gift and the great responsibility of living in a country that has given us everything, and hopefully, we are more prepared to run it in a way that embraces differences as blessings, that wants to be righteous, and that is willing to work hard to get back on its feet.

What has happened to us will not be forgotten, and the new hearted Venezuela that we will build will forever honor those who fell prey to communism, and those who helped us get back on our feet when we most needed it.

It’s a matter of time; mark my words.

8 Ways NOT to Grow Your Company

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An irreverent guide from Corey Blake, publisher of CC Press

In this fast-paced, digital environment, buzzwords and marketing “trends” to make you more money seem to be taking the business world by storm with promises for things like “growth” and “opportunity.”

But why should we work so hard for something with such an unknown outcome? How about we forget what it is we need to do and get back to the status quo, shall we?

Want to remain in the land of status quo? Here are some tips that are sure to keep you firmly planted in the “safe” zone for as long as possible:

1. The Strategy of Hope. When you use hope as a strategy, it’s like gambling. And who doesn’t LOVE gambling? The hope-as-a-strategy approach also means no accountability when the strategy fails; which gives you the right to yell at everybody. #winning

2. Purpose Loophole. Make “making money” your purpose. Boom. Done. Then, tell people you’re a purpose-driven business and keep those hippies off your back.

3. Play More Games. We all know #winning is awesome. It’s also defined by making sure someone near you is NOT winning. Creating more losers around you betters your odds of being top dog.

4. Dumb it Down. We all know that ping pong tables and free coffee aren’t enough to keep employees happy. But who has the right to complain when they’ve got a paddle in one hand and a sweet mocha java in the other? As long as their guilt overrides their lack of joy, you’ll still be winning (see #3 above).

Photo by Leonard Ortiz, Orange County Register/SCNG

5. Go Medieval. Why do you think moats and castles on hills were the preferred location of Kings? Because isolation equals safety. When you prefer to be outstanding—and all alone—you (literally) set yourself apart from competitors.

6. Slay the Beastliest Beast. Every day, go out there and look for the biggest, most successful company you can find, covertly lure them into a distracting, unrelenting frenzy of social media chaos, and take their business down. The bigger the takedown, the greater your digital legacy.

7. Be the Mean Boyfriend. We’ve all heard this cliché. But clichés become clichés because they speak the truth. Employees like to be treated badly. And heck, if you break them down spiritually, where else are they going to go?

8. Are You Ringling Bros. or Barnum and Bailey? Who cares. The point is, it’s your circus, and those are your performers. It doesn’t matter how many of them would follow you into the unknown and which might jump ship; and you shouldn’t bother finding out. This consciousness stuff sounds adorable, but how about you DON’T poke the bear in the eye, k?

If you’ve gotten this far and are feeling like you’d rather take the high road in developing your strengths as a Conscious Leader, click here to download our authentic and heartfelt guide: 4 Keys to Jump-Start Your Growth as a Conscious Capitalist.

Claim your role in using business as a force for good—to elevate all of humanity. Download this free three-page guide to start your journey. In it, you’ll learn:

  • The key commitments you need to make when embarking on your Conscious Capitalist Journey
  • The four tenets of Conscious Capitalism that serve as guideposts for anybody on this journey
  • The importance of finding good leaders to learn from, spreading the word, and walking the talk

Get 4 Keys to Jump-Start Growth as a Conscious Capitalist


Conscious Capitalism, Inc. Adds Lynne Twist and Ron Shaich to Board of Directors

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Conscious Capitalism, Inc., the nonprofit corporation dedicated to elevating humanity through business, announced today the addition of two new board of directors, Lynne Twist (Co-Founder of Pachamama Alliance, Founder of the Soul of Money Institute and author of award-winning book, “The Soul of Money: Transforming Your Relationship with Money and Life”) and Ron Shaich (Founder and Former Chairman & CEO of Panera Bread and now Managing Partner of Act III Holdings).

Lynne Twist is a global visionary recognized for her commitment to alleviating poverty, ending world hunger and supporting social justice and environmental sustainability. Lynne has global hands-on experience leading the philanthropy of some of the most successful business leaders.  Her work with the Soul of Money Institute has impacted over 100,000 people in 50 countries. Lynne’s expertise on fundraising with integrity, conscious philanthropy, strategic visioning and creating a healthy relationship with money aligns with Conscious Capitalism, Inc.’s increased initiatives in learning and development, which is a key part of the organization’s growth plans.

"I am honored to join the board of Conscious Capitalism, Inc. I have long admired John Mackey and Raj Sisodia for the leadership they are providing for companies all over the world. There are many people who challenge the very system of capitalism and there may be some validity to that, but given that that is the system we are living in, it is my intention and commitment to support business leaders in doing their work at the highest levels of consciousness, responsibility and integrity. I think the work of Conscious Capitalism, Inc. is vital at this pivotal time in history and it is my privilege to serve the Conscious Capitalism movement in every way that I can. Thank you.” 

- Lynne Twist

Ron Shaich is committed to long-term value and demonstrated this and the principles of Conscious Capitalism through Panera Bread, the best performing restaurant stock of the past 20 years, generating annualized returns of over 25% and delivering total shareholder returns of 44 times better than the S&P 500 from July 18, 1997 to July 18, 2017 all while building on values of clean, nutrient-rich and enjoyable food, caring for stakeholders and giving back to the community. Ron is now embarking on a journey to invest in public and private restaurants that are driving long-term value creation as Managing Partner of Act III Holdings. Ron’s involvement in the Conscious Capitalism movement and expertise in leading conscious business growth lends itself well to Conscious Capitalism, Inc.’s strategic goal of building community with like-minded business leaders.

"I was a Conscious Capitalist before I ever heard the term. This is my tribe, and more than that, it is a cause that I believe in. I'm excited to join the board of Conscious Capitalism to deepen my support for this important movement."

- Ron Shaich

Lynne Twist and Ron Schaich are speakers at the upcoming 2019 Conscious Capitalism Annual Conference taking place April 23-25 in Phoenix, AZ. Learn more about Lynne Twist and Ron Shaich.

"I am honored that Lynne and Ron are providing their guidance, reputations, and time to build the Conscious Capitalism movement. As with Conscious Capitalism more broadly, these two have distinguished and diverse careers, coming from both the for-profit and nonprofit sectors. Their expertise and commitment to this cause will be invaluable in our work to elevate humanity through business."

 - Alexander McCobin, Conscious Capitalism, Inc. CEO

The addition of Lynne Twist and Ron Shaich to the Conscious Capitalism, Inc. Board of Directors will enhance Conscious Capitalism, Inc.’s reach in the global community and help to reinforce the learning and development capabilities of the organization as it seeks to support business leaders’ practice of Conscious Capitalism.

Why I’m excited about the Conscious Capitalism Certification Program, and why you should be too.

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Nathan Havey, Founder & CEO, Thrive Consulting Group

There are three moments that have proven to be pivotal in my conscious business journey so far…

1 > I’m driving the Alaska-Canada Highway deep in the Canadian Rockies and I’m listening to Firms of Endearment.  My heart is racing and I feel like I need to pull over and jump up and down because I have finally been presented with hard evidence that the pro-people way I wish businesses could operate is not only viable, but is better for performance than profit-first business as usual.  In that moment, I found my calling as a Conscious Capitalist.

2 >> A year later I’m sitting around a campfire on South Manitou Island passionately summarizing the four principles of Conscious Capitalism to a few people I’ve never met. The next morning, one of those people gives me his card and tells me to call him. Five years later, Michael McFall, Co-CEO of BIGGBY COFFEE tells the story of that night as the beginning of his conscious business journey. Our work together would help me build my consulting practice and create a $100 Million and 3000 person-strong ally as committed to spreading the principles of Conscious Capitalism as I am.

3 >>> A couple of months ago, I’m sitting across the table from the Amandas at a restaurant in Hell’s Kitchen that isn’t technically open yet. It’s our first face to face meeting and it’s going well. I’m hearing about their work at Conscious Capitalism, Inc. to grow the movement and I’m telling them about the year-long Conscious Capitalism curriculum Thrive wrote for the Michigan Chamber of Commerce and the 90 minute on-demand course we built for Conscious Company Magazine. In the follow-up email they send me that night, they float an idea that Conscious Capitalism, Inc. has been developing for a while that they think we could collaborate together on: a certification program for Conscious Capitalism consultants…

The idea intrigued me. Over the years, there are three things I’ve longed for as I built my consulting practice.

  • A community of fellow consultants who are hungry to grow this movement leader by leader, company by company until conscious capitalism is the new business as usual.
  • Somewhere to go to show my work to people who understand this stuff and who can help me get continually better at what I do.
  • And for Pete’s sake, I’ve wanted some way to make business development easier so that I can spend more time doing the work I love to do.

If I had those things, I know I could increase my impact.  I saw how a certification program could deliver all of that.  I started to get excited. What’s more, I thought, if there is one thing I’ve learned after hundreds of coffee meetings with other current and aspiring conscious business consultants across the country, it is that all of us want these same three things.  If we all had them, all of us could increase our impact. The combined effect of that would be like rocket fuel for the movement. Now I was really excited.

I’ll admit that I’m prone to let my imagination run away with me and I indulged in thinking about how a certification program could grow and what it could mean for the adoption of Conscious Capitalism…

Hundreds of certified consultants hard at work bringing the principles of Conscious Capitalism to life in companies all around the world. Leader by leader, company by company, they will support bringing the promise of the Conscious Capitalist Credo to life as conscious businesses help evolve our world so that billions of people can flourish, leading lives infused with passion, purpose, love and creativity; a world of freedom, harmony, prosperity, and compassion.

Lofty as it sounds, this is the future I have been dreaming about. I know it is a great opportunity and responsibility to work with Conscious Capitalism, Inc. to make this real, and I am going to do everything I can to that end.

But it won’t become real. Not unless those hundreds of hypothetical consultants start as a few of “us” today.

If this is resonating with you then this might just be a pivotal moment for you. If you want to join in creating a future like this, email the Amandas for registration information at learning@consciouscapitalism.org and let’s get to work.

On the Shoulders of Giants

Conscious Leadership
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Remembering Jack Bogle and Herb Kelleher

How do you carry on the legacy of a great individual? A start is by remembering what they taught. Another is to put those teachings into practice.

Earlier this year, the world lost two great individuals: John “Jack” Bogle and Herb Kelleher. Jack was the founder and longtime CEO of the Vanguard Group, bringing to market the very first index fund available to individual investors in 1976, the Vanguard 500, and grew The Vanguard Group into one of the world’s largest investment management companies. Herb Kelleher was the founder and longtime CEO of Southwest Airlines, who is recognized for revolutionizing low-cost air travel in the U.S.

Each one engaged Conscious Capitalism in his own way. Herb endorsed the book Conscious Capitalism with this: “Conscious Capitalism is a welcome explication and endorsement of the virtues of free-enterprise capitalism—properly comprehended, there is no more beneficial economic system—and a simultaneously pragmatic and inspirational extolment of higher purpose and humanism in business. I hail and revere the tenets of Conscious Capitalism!” Jack spoke at the 2017 Conscious Capitalism Annual Conference, with the full video available here.

The way they did this was thinking beyond the common understandings of how business “should” be done. Herb may have put it best when he said, “The business of business is people.” Or, as Jack said at the Conscious Capitalism Annual Conference: “The purpose of business is providing a public good that goes beyond oneself.”

That means taking care of employees. In his talk at the Conscious Capitalism Annual Conference, Jack explained the value of passing along savings to customers by having employees as shareholders. It may not make the founder, like Jack, as wealthy as others who structure the company differently, but as he put it: “What the hell is the matter with taking care of the people who built the business with you?” When it came to his employees, Herb’s philosophy was simple: “I just treated them like human beings.”




That means providing opportunities to customers that were previously not available. Both are known as democratizers. Jack is known for democratizing stocks and bonds, making them more accessible for more people. Kelleher is known for democratizing the skies, making air travel more accessible for more people. 

Jack and Herb made big business out of making industries more accessible to more people, both for those they served and those who served alongside them. They practiced and preached the power of business to make people’s lives better.   

They were giants not only in their industries, but also in capitalism, more broadly. Let us remember what they taught. Let us keep them alive by standing on their shoulders.

LOVE AT FIRST SIGHT / SITE

Learning & Development
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Observations from My Sight Visit to the Barry-Wehmiller Papersystems (BWPS) Plant in Phillips, WI.

By Kris Schaeffer

The owner, Bob Chapman, together with Raj Sisodia, wrote about his people-centered leadership philosophy in the acclaimed book, Everybody Matters! The Extraordinary Power of Caring for Your People Like Family. Conscious Capitalism Inc. arranged this sight visit for an intimate group 12 visitors – CEOs, presidents, founders, owners of private and public companies. As an experienced management consultant, I wanted to see, firsthand, how the Everybody Matters! philosophy had changed the plant’s culture and impacted the business. It did. In very positive ways.

Falling in love with Jeff.

At our arrival dinner, I was seated with Jeff Stilts, one of the front line team members at the Barry-Wehmiller Papersystems plant. Jeff and I had a lot in common. We both have small town backgrounds — fishing, making up our own games, the community feeling. Jeff asked and listened in a way that bridged any differences in our job levels, education, gender, or geography.

Jeff is talented and common sense smart. I asked him why he didn’t teach for the Barry-Wehmiller University, which is staffed by BW team members. He replied that he still had children at home and didn’t want to spend time away from them traveling. A rock-solid ethic for work-life balance was important to Jeff and BW respected that.

Jeff certainly would have been an outstanding instructor. What Jeff did not tell me about himself was that he had significantly influenced the culture and direction of the company. In 2002, Jeff was a member of the employee group that wrote the company’s Guiding Principles of Leadership (GPL). I felt that I had missed the chance to talk with him about how a group of employees came up with these ideas. It would have been like learning about the US Constitution from one of its writers. Darn your humility, Jeff.

As dessert was being served, we took turns introducing our partners to the larger group. I began by saying; “People will talk about us because I fell in love with Jeff tonight.” Yes, a funny factoid for a small town. But I was very impressed by Jeff’s innate skills. I wanted everyone to appreciate Jeff.

Visiting the plant.

Barry-Wehmiller Papersystems makes the machines that make different types of packaging. Each machine is custom-made. This factory is not an assembly line; it is an assemblage of craftspeople who work on the various parts that make up the customized machine. Sheet metal fabrication – Welding –  Painting – Building electrical panels.

We got to the plant the next morning. As I checked in to get my hard-toed shoes and safety glasses, I was asked, “Are you Kris?” Jeff had already told them about our encounter. But this was not negative small town gossip. He had passed along a vibe that made me feel welcomed, accepted, and gladly anticipated. This is what I experienced with all the other BWPS team members – how well they treat guests and each other.

Now on the factory floor, I could see firsthand how this openhearted harmony worked. Dennis Lemke was our wise guide. Once an engineer and now a VP at the plant, Dennis could point out how this people-centered culture helped productivity. He told the story about the job sheets. A job sheet contains the exact directions to do a job task — the learnings, short-cuts, and cautions from the expert who has mastered the task. A job sheet would quickly guide someone to execute the task. But at one point, employees had not written many job sheets, for fear that someone could take their job.

The BW culture had turned this fear to trust during the 2009 economic downturn. The challenge — how could the business survive a 40% cut in contracts with not one lay off? BW implemented a self-directed share-the-pain solution. They designed furloughs that employees could schedule and barter. Once employees saw that no one was going to lose their job, there was no further reason for fear. As evidence of the wellspring of goodwill, today there are 17,000 job sheets. Now, when sales at one plant are slow, they are able to “flex” inside the building and serve their sister companies. The BW plants are a coordinated resource to each other. BW plants reduce the need for outside contracting and expense because they know how to do the work themselves.

Dennis described the morning Touch Meeting as another example of daily teamwork. Everyone gathers around the Operations Board. Their first business is not business. It’s a personal check in about birthdays, kids’ sports, trivia, and laughter. “It’s beautiful to hear how you feel.”

And then these craftspeople review the computer-generated daily work plan. Assignments are not finished without human input. Team members swap hours. “I need some help to get this done in 8 hours.” “I have a couple of hours I can give you.” And together they work out the demands of the day. That honest harmony leads Barry-Wehmiller team members to achieve their definition of happiness – “Meaningful work among people we care about.”

Another way that trust shaped the plant is in continuous improvement. Barry-Wehmiller uses every day to refine their systems. In the first four months of the year, there have been over 300 improvement suggestions. That’s an incredible number! At BWPS, lean manufacturing isn’t just using your head to problem-solve. It’s also using your heart to see how to wring out frustration from the system. Caring leads to better ideas or as one person said, “Giving a sh*t.” That prompted a major declaration from one of the participants. “We implemented Lean Manufacturing first. If I had to do it all over again, I would have started by building the culture.”

Using Recognition and Celebration.

In the plant, there is a prominent Recognition Board full of pictures of awards and parties. It seemed as sincere and spontaneous as a kitchen refrigerator with many photos of the kids’ recitals and graduations. Awards are freely given and very cherished. Most awards are from peer nominations. During one of the team member panels, Jennie Bruner told her personal story of becoming a “Customer Trust Leader” because many people encouraged her. “I learned that I had something to offer people.” It’s stunning to have your co-workers value you.

The plant is full of team members wearing their awards. Badges. Jackets. Pins. They introduce others to guests with this recognition – not what the person does but what they have achieved. Personhood over position – “We give awards to people who achieve something that is important to our culture, not just to our bottom line.”

Barry-Wehmiller also recognizes and celebrates people simply to let them know they matter. There were pictures of parties – birthday parties, company anniversary parties. The factory has a very High Touch, Low Tech design.

Tracy Williams, who is on the front line of Customer Trust, was the first winner of the GPL prize – for exemplifying the Guiding Principles of Leadership. She came to talk to us wearing her red shirt. For her, it was an extraordinary award. Sometimes, she has to do an unpopular task. After the sale, if a customer’s machine is down, Tracy may have to take a completed, working part from a machine in progress and ship it to that customer so they can get their plant running. As she puts it, it’s better to have havoc with a BW production schedule than have a customer who is unable to work at all.

Talking about Culture and Leadership.

Now that we had seen that the people-centric culture worked, we had questions about how to achieve it. Fortunately, the sight visit gave us more exposure to BW team members, to Bob Chapman and to the other designers of the company’s culture.

Brian Wellinghoff kicked off the discussion. He had started as an engineer and moved on to be one of the BWU instructors. He explained Barry-Wehmiller’s concept of culture. There are four components — Compassion. Integrity. Consistency. Competence. Which element comes first? Most businesses would start with Competence. Barry-Wehmiller turns around the sequence. Compassion comes first. They believe that good people will give you good performance. He explained that we develop people from the inside out.

Dennis Lemke provided an example of how to apply this model. At the plant, Dennis used “responsible freedom” on Mike, a project estimator. His job is to cost out a bid for a multi-million dollar machine. Mike would spend 40 hours to price a machine yet it would take him only a few seconds to give an estimate. But he was afraid to be wrong about his estimate. Dennis said, “We instilled belief in himself so he could do a quick quote. This really supports our sales department.” This is one example of using trust to build performance.

Shayne Roberts, a former engineer now in charge of human resources, reinforced the idea of compassion over competence. He said, “We never terminate for performance. We do terminate for behavior issues such as absenteeism or acting inappropriately. If someone is not performing, it’s the leader’s job to help the team member get up to speed.”

Shayne continued, “Culture is a commitment. This shift in mindset requires patience. Leaders are expected to practice that “courageous patience” along with deep listening and authentic vulnerability.

Shayne explained that it took over six years to build culture at this plant. “We wanted to build a culture that would last. Now we have our culture in everything we do — Safety. Leadership. Documents (such as the Guiding Principles of Leadership). Barry Wehmiller University. Vision of Service. Wellness.

“Every business has performance measures. We also have a dashboard of people measures which each leader is responsible for – safety, wellness, recognition, retention, and training participation.”

All of us agreed that it would take consistent leadership to embed our own companies with this people-centric culture. We were committed to try, though somewhat uncertain as to what would be the best path. Together we developed some ideas: Have cultural dialogues. Look for people to believe and get them to come along. Realize that it’s a journey; don’t expect quick results. Convert your cultural aspirations into behavior. There can be multiple interpretations of words. Actions tend to have “pure meaning.”

Wrapping up the Sight Visit.

This sight visit was ably designed by Conscious Capitalism, Inc.’s Chief Strategy Officer, Amanda Kathryn Roman and Barry-Wehmiller Leadership Institute’s partner, Brian Wellinghoff. It was a skillful blend of large and small group interactions, panels, and the plant visit. The Barry-Wehmiller way is to allow visitors full, unrestricted access to team members. Nothing is scripted. Everything is real.

About the author, Kris Schaeffer.

During the sight visit, I had an inspiring one on one with Bob Chapman. “Bob, I flunked retirement twice.” Bob looked directly at me. “You retire when all you have is work. You don’t retire when your work is a calling.” What is a calling? Something good for the world; good for me; and ####. What is my calling? Helping business to be a force for good.

I have worked on organizational culture for forty years. “Every company has a culture, but few by design.” Culture is not a quick fix but rather a steady, iterative effort over time. We get there by using a combination of six “cultural levers” that create systemic, sustained organizational change.

Today, I work with Conscious Capitalists to convert their vision and values into operational practices. “Values are exhibited in behaviors.” We use this model for change: The organization inspects leadership, structure, and process; while the individual level looks at people, tasks, and rewards. When these levers are aligned toward the company’s values, the right actions occur. The Barry-Wehmiller sight visit confirmed this.