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Jonathan, tell me about your vision.

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You know, the American workforce is broken

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and it's broken for a number of reasons.

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There's a lot of toxic work cultures out there today.

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And so, my vision is to create cultures of excellence

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by interacting with employees, customers,

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and our community with genuine care.

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One of the most important things we can do as leaders

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is really have a clear sense of our purpose,

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why we exist and what's the aspirational change

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we want to make in the world.

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And we have to remain accountable to our vision.

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And the other piece of this is really living with core values.

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There's so many organizations today that have core values

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printed on their walls, right?

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But they're empty promises.

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Leaders are not walking the walk and talking the talk.

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And the only way core values really work inside

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of an organization is if you link them to performance,

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that they're aligned with your reason for being,

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your why, your North Star.

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And really to create core values

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that become part of your ethos.

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You've got to live them to be effective within an organization

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and beyond the organization's walls.

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And the last piece of that is really building emotional connection

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with the people you choose to serve.

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What is the value you bring to the table?

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What are the problems you solve?

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And how can you help people become

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the best version of themselves?

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You mentioned that the American workforce is broken.

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What do you mean by that?

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You know, I speak to people every day who tell me

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they're disengaged at work.

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There's no sense of meaning or purpose in their role.

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And people feel alone and excluded.

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And it's a huge problem today.

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There are so many organizations that focus inward

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on how great they are.

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Without focusing externally to say, we see you, we hear you,

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we understand you, and we exist for you.

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So from an employee perspective, you've

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got to lead both with purpose and genuine care

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for the people you serve.

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And that includes the people in leadership.

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That includes frontline employees, middle management.

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Everything you do as a leader has

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got to be cultivating that care in a culture

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through having a clear purpose, connecting roles

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to that purpose, and providing acknowledgment, reward,

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and recognition for the people that are doing the work.

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You mentioned the people you talked to,

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that they lack a sense of purpose, right?

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Yes.

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To me, a sense of purpose comes from within,

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not from someone outside.

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What do you think about that?

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Well, 84% of the American workforce

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today that are currently looking for roles

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are looking for companies that share their purpose

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and their purpose.

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Companies that share their purpose and beliefs.

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So from a recruitment perspective,

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you want to attract employees into your organization that

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believe in your purpose and share in your core values.

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So for example, if you believe in sustainability,

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you're going to want to work for an organization

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with a corporate social responsibility policy.

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From an environmental perspective,

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you're going to be motivated to making a difference

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because you're making an impact not only on the world,

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but making a difference in people's lives.

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I understand what you're saying from a purpose perspective.

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It comes from within.

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But at the same time, as people looking for work or employees

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in existing companies, we want to know

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that our work has meaning, that what we do

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is making a difference.

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So from a purpose perspective, if your purpose is,

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for example, inclusion because you don't believe in exclusion,

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you're going to attract people who share in that belief.

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And so it's really important to define

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your why and the aspirational change

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you want to make in the world.

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It's not enough to say we have a purpose,

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but what is the meaningful change

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you want to make in the world so it becomes a better

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place for all of us?

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That's really the true power of purpose.

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So your vision resonates with companies and employers.

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Correct.

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And leaders, managers.

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One of the most unexpected things from writing a book

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is I sort of had this already very narrow focus

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on business leaders, business owners, CEOs, entrepreneurs.

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But what I'm finding is there's many people who

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are reading the book in all levels of leadership.

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And the message resonates with them

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because they want to be part of something meaningful.

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They want to make a difference.

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They want to know their work matters.

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That's right.

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Thank you for sharing that.

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Where did this vision, Jonathan, come from?

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This journey began some time ago.

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And like many entrepreneurs, I started a business.

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I was doing all of the typical things entrepreneurs

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do in the startup phases and the early stages

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of their organization, which is chasing cash.

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I was chasing cash.

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I was looking for profit.

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And it cost my company time and money

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because chasing money is a distraction

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without a clear sense of purpose.

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And then I had a tragedy in my life.

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My brother, who lived with anxiety and depression,

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committed suicide.

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And that really brought things into perspective for me

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because I really began to think about what's

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truly meaningful in life.

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And I shifted my mindset from what I can gain as a CEO

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to what I can give.

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It was a realignment of why I was here, how I wanted to live,

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what my core values were.

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And so I started to transform my company

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into a purpose-driven organization.

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I went through the core values journey

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so that they aligned with who we truly were as an organization.

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And it really resonated with my team.

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And as the business grew, we attracted people

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into the organization that believed in our purpose.

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And we're committed and motivated to make a difference

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in people's lives.

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And the business thrived.

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We grew internationally, doing business

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in over 40 countries around the world,

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serving people so that we could create

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the best possible version of who they aspired to be.

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And that's really what it's all about is true success,

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from my perspective, is defined as how can you help people

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become the best possible versions of themselves

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through products and services.

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That's a fascinating story.

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How did then the journey from being a successful entrepreneur

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to writing a book?

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When my business was acquired in 2019,

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I stepped onto the executive team of the acquiring company

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as their global head of marketing

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and their chief experience officer.

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And when I became part of this organization,

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the first thing that hit me was that this

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was a product-driven, product-centric company.

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And so I spent a lot of time in one-to-one meetings,

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executive team meetings, talking about the influence of purpose

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and making a shift to a purpose-driven company.

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And after a number of discussions,

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the CEO got behind me and said, Jonathan, lead this.

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And so I had this amazing opportunity to do what I did

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in my previous company, which is really

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shift the entire mindset of the organization

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from a product-centric sort of vision

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to a purpose-driven mindset.

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We defined purpose, core values, and it

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had an enormous effect on employee engagement.

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From a measurement standpoint, I was

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able to increase our internal net promoter score

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metric from 28 to 60, which is world class in our industry,

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because people really understood we're there for something

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bigger than ourselves.

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We're there to make a meaningful difference in people's lives.

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And it had this tremendous effect on mindset and gratitude.

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Gratitude is a piece of this, because just

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beyond our individual roles, we also

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have to be grateful for our team members and colleagues

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across the organization and horizontally

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across the organization.

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So one of the things I did to support our core values

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is I implemented a gratitude platform.

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And the results were amazing.

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We really started to see cross-functional gratitude

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and growth in revenue, because everyone understood

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they had a role to play in achieving and fulfilling

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our purpose.

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That's awesome.

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It's amazing, I think, to see if an organization can

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apply the principles and these core values to their teams,

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and people are driven to them, and the growth that can occur

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if only too many CEOs thought about this that you do.

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I think the culture is changing, though.

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The culture is changing from profit product mindset

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to purpose-driven mindset, like the way you were talking about.

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I think I'm seeing a lot more.

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If I'm looking for it a lot more,

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I can see the difference myself, at least the people

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that come on our show.

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There is a shift in mindset happening.

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But the challenge we face is that there are so many businesses

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out there who don't leverage the value from this widely known

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secret.

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The research is there.

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Purpose-driven companies outperform

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non-purpose-driven companies across every key metric,

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in terms of revenue generation, profit, employee engagement,

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customer loyalty.

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We can go on and on in terms of the key metrics.

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And they outperform these companies in every key metric.

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And yet, many companies are not taking the journey.

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Yeah, go ahead.

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This metric, though, is it at every stage?

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At what stages are we talking about the company?

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From early stage to mature companies,

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the metrics are there, primarily because they

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have clear focus and direction, which

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is a challenge for many business owners, as you know.

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I mean, they're living through the chaos of daily life.

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And they're not thinking about how

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to lead their organizations with clarity and direction,

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a clear direction forward.

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And the other piece of this is we have a leadership problem.

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And the leadership problem is we have managers

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who are technically competent in their roles.

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They get promoted because they're

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good at what they do in very specific roles.

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But once they come into these positions of leadership,

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they don't know how to lead.

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They don't have the professional development

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that they require to take that next step.

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And it's a subtle next step from manager to leader.

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And from my perspective, great leaders lead with empathy.

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And they also understand their role is of direct support.

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We all talk about leadership and direct reports.

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And I'd like to flip that notion on its head

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and say, as leaders, we should be the direct support.

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So how can we, through transparency, empowerment,

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effective communication, professional development,

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and accountability, accountability

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is a big piece of this, help people succeed?

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That's really our role as leaders,

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to have the vision to help people succeed

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and connect their role to the bigger picture.

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When we do that, great things happen.

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Wow.

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I can see.

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I knew this problem existed.

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But I did not know the stats that there's

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a huge disparity between companies

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that don't have a structure like that and the companies that do.

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Have you read the E-Myth before, Jonathan?

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Yes, of course.

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Right.

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In the book, Michael Gerber talks about how many businesses

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are failing, like 96% of them failing.

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That's a pretty drastic number for people and businesses

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to fail.

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Within the first 10 years, so many lives may be destroyed

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or courses changed, sometimes good, sometimes not good.

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So if companies and new employers and people

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can focus on this, that might give them a sense of purpose

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and might give them a clear path to not failing and succeeding

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and eventually thriving, like you mentioned.

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Yeah, you have some thoughts?

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I can tell you from, you're exactly right.

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I can tell you from personal experience

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that purpose was able to guide me

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through the tough challenges.

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I've met so many people who have had great ideas,

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they've started businesses.

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And it's a great story in America.

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We see this incredible rise of new entrepreneurs

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coming into the market.

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We've got new technologies like AI

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that are creating a boom in the tech sector.

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And there's really amazing people doing amazing things.

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But the building of business is hard.

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It's not easy.

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And when you have a clear purpose,

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it allows you to push through the dips.

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So many people quit just before great things can happen

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because there are far too many stressors.

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I would lay awake at night in the early stages of my company

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worrying about how am I going to make payroll?

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I could have very easily thrown in the towel and said,

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I can't do this.

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But we take the risk.

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And with a clear purpose, we are motivated and inspired

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to push through the challenges because we're

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working on something bigger than ourselves.

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Profit is important, but it's not the only metric

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we should be leading by.

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And that sense of purpose allows us to push through

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those tough challenges.

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And through that, we build resilience.

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We solve problems and challenges.

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And we become stronger for it.

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And the great thing about this is we adapt and learn

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along the way.

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And that's really an important piece of this,

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is adapting and learning.

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Thank you for being here today.

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I'm really happy that you tuned in to Vision Pros Live.

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I'm looking forward to seeing your reactions as these episodes

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continue to move forward.

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This is going to get more and more fun.

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We'll have more and more engagement as well.

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We'll invite people to participate in the show.

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And thank you for giving us your time and attention.

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Have an excellent time building out your vision

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and becoming a Vision Pro yourself.