Missing Warren Bennis—A True Chief

The following thoughts are extracted and inspired from Warren Bennis’ New York Times obituary by Glenn Rifkin printed on August 2, 2014.

The world lost what Harvard Business School Professor Bill George called the “father of leadership” when distinguished author, consultant, and professor Warren Bennis died on July 31.

A distinguished professor of business administration for more than 30 years at the University of Southern California, and author of over 30 leadership books, Bennis believed in the adage that great leader are not born but made. Indeed, great leaders, whom I call Chiefs, are made by their choices. Warren Bennis was a real Chief. “The process of becoming a leader is similar, if not identical, to becoming a fully integrated human being,” Bennis has stated. He was also among the first who believed in leadership tenets that are now widely followed, including the following:

We need leaders who can connect what they do to who they are. Bennis has said, “The leader never lies to himself, especially about himself, knows his flaws as well as his assets, and deals with them directly.” It takes insight to be able to know oneself in this way, and it makes for outstanding leadership.

We need leaders to face corporate corruption by building trust from the inside out. Creating a culture of individual accountability—again, through the development of insight—is the key to rebuilding trust.

We need high-quality training at the nation’s business schools. While ethics training in school is a good start, leaders must double-down on the job as well, with consistent actions to ensure that a culture of ethical behavior is the most visible attribute in an organization.

Warren Bennis also remained optimistic about the next wave of business leaders, labeling it “the Crucible Generation.” Because the incoming leaders are inheriting a complex global environment, they will better understand the territory in which they lead, Bennis thought. These young leaders are just in time, as the world faces challenges that will put them to the test.

If more leaders follow the advice of Warren Bennis, I, too, remain optimistic about the future of business. Bill George put it best, “Warren’s legacy will be found in the leadership of the people he touched personally with inspiration, kindness, and thoughtful mentoring.” Luckily, he has also left a large body of work for new generations of leaders on how to succeed. Warren will be missed.

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Zappos’ Holacracy—A Brilliant New Idea or Not Necessary?

Did you see the news that Zappos announced it is abolishing bosses? Zappos refers to their “new” approach as holacracy, and it’s already being heralded as tech’s latest new management craze. In summary, holacracy is management by committee with an emphasis on innovation—even the CEO formally relinquishes authority by agreeing to a constitution and reorganizing everyone into decentralized teams that choose their own roles and goals.

The objective of holacracy is to unleash the potential of every employee to behave like a Chief. While I am a huge fan of Zappos CEO Tony Hsieh, in my view this organization design is not new, nor is it required to unlock employee potential. Here’s why.

Holacracy is Not New

I recall a sales review I did almost 20 years ago as a Regional Vice President at Unisys Corporation. During a forecasting session, a sales representative told me he had no idea when a computer sale would close because his customer made all decisions by committee. That’s when I first learned about a company named W.L. Gore.

The sales rep told me that founders Bill and Vieve Gore started W. L. Gore & Associates in 1958. The company initially served the electronic products market. The company’s 1969 discovery of a versatile new polymer led to the development of many new applications in medical, fabric, and industrial markets.

What distinguished Gore from its start in 1958 was its innovative management structure. Specifically, it has never utilized traditional managers, titles, or budgets, and it has always been very wary about economies of scale. Amazingly, their CEO has never been appointed by the board, but instead has been chosen by peers. The Gore culture expects every associate to act as a Chief. As a result, what has Gore accomplished?

Today, Gore is one of the 200 largest privately held U.S. companies with 10,000 employees (called associates) and more than $3 billion in revenue. In 2014, Gore retained its position as a member of the U.S. “100 Best Companies to Work For” list, as one of the few earning this distinction every year since the ranking was initiated in 1984. Gore has been granted more than 2,000 patents worldwide in a wide range of fields, including electronics and polymer processing, and has had more than 35 million of its medical devices implanted, saving and improving the quality of lives worldwide.

If it’s so successful, should every company move to holacracy?

Holacracy is Not Necessary

In my experience, neither Zappos’ holacracy nor Gore’s committee structure is required to enable companies to create a culture of Chiefs, in which individual potential is unlocked. I have personally worked in a wide range of companies and company structures that delivered great results with cultures that enabled every associate to act as a Chief. For example, an internet startup facing a market crash grew revenue from $1M to $11M in just a year, and a multinational tripled its revenue growth rate from 5 to 15%, growing to $5B while facing intense market competition. In each case, both employee and customer satisfaction reached new levels.

The keys to success can be found in Jim Heskett’s and John Kotter’s book Corporate Culture and Performance. First published more than 20 years ago, it provides great insights on how any leader in any company can build a culture of Chiefs.

Heskett and Kotter offer specific, research-based advice on how to create performance-enhancing, change-adaptive cultures where Chiefs lead at all levels. They focus on actions (discipline, support, and creativity) and attributes (insight and values) that unlock employee potential, drive innovation, and lead to sustained success:

10 Specific Ways to Build a Culture of Chiefs in Any Company

  • Establish a vision for the organization that emphasizes consistent tactical adjustments
  • Communicate consistently and broadly
  • Display an “outsiders” propensity to embrace change and new ideas
  • Reinforce the importance of innovation
  • Build and maintain an “insiders” credibility
  • Establish leadership or the ability to produce change as an important focus at all levels
  • Decentralize decision making where possible
  • Promote carefully, and demote when necessary
  • Operate as a servant leader

The bottom line: success comes from an engaged employee group in which individuals at every level are empowered to act as Chiefs. This culture can be created in any organization with the right attention and intention.

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A New Measure of Business Success

We are currently facing some of the most difficult global challenges in a generation: inclusion, recession, and depletion.

Inclusion: nearly three billion people will enter the global middle class in the next 20 years.
Recession: the global economy is still feeling the effects of the 2008 financial meltdown.
Depletion: the climate is warming, which is straining our resources and depleting nearly two-thirds of our ecosystems (e.g. soil, fish and forests).

But there is good news.

While these problems are escalating worldwide, there has been a growing movement in the business community toward “triple bottom line” solutions—those that focus on people, profit, and the planet. Triple bottom line solutions actually enable companies to solve customer problems while driving increased profitably and improving society.

Sound too good to be true?

There is an increasing body of research to support this claim. For example, R. Paul Herman’s Human Impact + Profit (HIP) methodology tracks, rates, and ranks companies’ quantifiable impact on society, connecting “doing well” with “doing good.” The research from Paul’s 8-year old company shows consistent improvements in results with triple bottom-line strategies. While Paul’s ground-breaking book The HIP Investor is targeted at current or prospective business owners, the HIP Scorecard is also a management system that shows how business leaders can benefit from doing the right thing, the right way.

Simplification is almost always a good idea, particularly when you are attempting to focus a large group to act on complex global challenges. Since research supports exponential returns with this approach, I offer this equation as the new measure of business success:

Responsibility3 = people + profit + planet

Want even better news?

There is a dramatic increase in the number of business leaders who are working together and taking a Responsibility3 focus. Networks of these enlightened leaders are quickly growing around the world, and they include small to medium sized companies (the American Sustainable Business Council has over 200,000 members) as well as some of the world’s largest companies (the World Business Council for Sustainable Development has over 170 multinational members). These networks also include more established groups that are adding Responsibility3 to their existing charters (the Young Presidents’ Organization has over 21,000 members worldwide). These groups are all focused on exponential vs. incremental change.

Building on this momentum, several of these powerful networks recently chose to align. As a result, the Business Alliance for the Future was formed. And while work is underway to determine how best to measure progress in all three areas, this alliance of networks has chosen as its motto: “The future of business is making the future its business.”

The bottom line: Business is increasingly taking responsibility for a truly sustainable future.

That’s really good news.

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A Grand Strategy—Five Questions

The following information is offered as a restatement of the ground-breaking work of Patrick C. Doherty, Director, and Col. Mark “Puck” Mykleby USMC (ret), Senior Fellow, both at the New America Foundation.

1. What is the reality of our current and growing challenges, including recession, depletion, inclusion, and resilience?

  • The U.S. macro-economy is in a deleveraging, not a cyclical, downturn. The spiral has been contained, not solved, by extraordinary federal intervention. Demand has shifted away from the Cold War-era, U.S. economic engine.
  • The climate is warming. Two-thirds of ecosystem services are being depleted (e.g., soil, fish, and forests). Three of nine planetary boundaries (carbon, nitrogen, and biodiversity loss) have been crossed.
  • Three billion people will be entering the global middle class in 20 years. Commodity prices are already at or near all-time highs. Access to energy, water, food, and minerals is driving conflicts between major economies.
  • Critical systems, supply chains, and infrastructure (bridges, roads, and energy grids) lack resilience. U.S. infrastructure is $2.2T in arrears.

2. Is there a Grand Strategy that could address all of these national and global issues, built on a foundation of historical research?

Yes. During both WWII and the Cold War, Washington shaped the economy to do the heavy lifting, out-producing the Axis and outperforming and outlasting the Soviets. These earlier versions of a Grand Strategy aligned our economic engine, governing institutions, and foreign policy to meet the global challenge of the era.

3. What would a modern Grand Strategy plan look like for both the sustainable economic engine and the required foreign policy focus to meet today’s challenges? It would:

  • Create new demand by focusing on mega-trends in communities, agriculture, and productivity.
  • Utilize record corporate cash reserves and other underperforming assets.
  • Leverage stranded human capital, infrastructure, and ecological assets.
  • Develop new global partnerships that facilitate regional economic blocs.
  • Assure security with consistent U.S. strategic behavior ensuring predictable regional economic transitions.

4. What could happen if the United States stepped up again with a Grand Strategy?

  • The U.S. economic house would be in order with widespread prosperity and public revenue.
  • U.S. interests would be aligned with major economies and partners.
  • A positive narrative of America’s role would restore global credibility.
  • Greater citizen participation and trust in government would return.
  • Price signals would reshape global markets toward sustainability.
  • Agile U.S. firms would receive early-adopter trade advantage.
  • Tensions over resources would be reduced.
  • Ecological depletion would slow.
  • Vulnerability to geopolitical disruption would lower.

5. Would you be interested in learning more?

For a video of Patrick and Puck sharing the central messages of their Grand Strategy, go to bit.ly/GrandStrategy. Patrick is scheduled to present the Grand Strategy in November at the SRI (Sustainable, Responsible, Impact Investing) Conference. Or connect with either of these superstars at doherty@newamerica.net or mykleby@newamerica.net.

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Business Growth from the Inside Out with Mindfulness

Employee engagement is a constant struggle that seems to be getting worse. The New York Times described the problem, yet again, just last month in an opinion article on employee burnout. The article reports that Harvard Medical School psychiatrist and assistant clinical professor Srinivasan S. Pillay surveyed a random sample of 72 senior leaders and found that almost every one reported some signs of burnout. As workers worldwide are reporting that they “lack a fulfilling workplace,” companies have an opportunity to get a better return for their investment in human capital and drive growth.

As it turns out, employees are more satisfied and productive when four of their core needs are met: physical, emotional, mental, and spiritual. According to the Times article, the more effectively leaders support employees in meeting these needs, the more likely employees will be to engage, be loyal and satisfied, and exhibit positive energy, increased productivity, and less stress at work.

The answer is right in front of you. Or more specifically, within you. When you take a mindful approach to business—that is, when you engage in mindfulness meditation practices that develop your ability to remain attentive to the present moment—your performance at work improves. Mindfulness is a state of active, open attention to the present. It involves observing current experiences without judgment. Mindfulness allows you to more fully participate in the moment in which you find yourself. When you are in a mindful state, you are ready for anything. You respond rather than react. And you create more space in your mind for insight—where your best ideas come from.

Although mindfulness is a hot topic these days, it’s hardly new. Harvard Business School professor Bill George reports that the company he led as Chief (Medtronic) had a meditation room almost forty years ago, thanks to the vision of founder Earl Bakken. A major proponent of mindfulness meditation, George has been meditating himself since 1975. Two years ago we learned about the wildly successful Search Inside Yourself (S.I.Y.) mindfulness meditation course held at Google and taught by Chade-Meng Tan, Google’s 107th employee. Tan teaches emotional intelligence via a practical, real-world meditation that can be used anywhere. This practice encourages participants to be aware of feelings without acting on them as a way to more accurately understand one’s circumstances. Google clearly sees this investment as a valuable part of their growth strategy.

Jon Kabat-Zinn is responsible for much of the popularization of the secular practice of mindfulness through his mindfulness-based stress reduction (MBSR) program initiated in 1979. MBSR is the most widely studied mindfulness practice, although some would point even farther back to the groundbreaking work of Norman Vincent Peale, who wrote The Power of Positive Thinking back in 1952. Since that time, clinical studies have documented the physical and mental health benefits of mindfulness in general, and MBSR in particular. Programs based on MBSR and similar models have been widely adapted in schools, prisons, hospitals, veterans’ centers, and other environments. As relates to business, mindfulness meditation practices have been found to increase productivity and creativity as well as reduce burnout and increase growth.

In short, more businesses need to support mindfulness practices by employees. I view it as an effective investment in human capital that consistently delivers great returns. Chiefs at every level stand to benefit from this simple, yet profound practice.

For more information, you might enjoy:
Mindfulness is Spreading, But Here’s What’s Missing, Real Leaders
The Mindful Revolution, TIME magazine
Thrive, a book by Arianna Huffington

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Building Trust from the Inside Out

Building trust is central to building a great business. For companies to grow they need to earn the trust of their clients, partners, and the community at large. Unfortunately, many companies are failing to earn that trust, and confidence in business integrity is at an all time low. In fact, recent reports calculate that fewer than 26 percent of individuals have trust in the financial systems at the foundation of business.

Despite the downward trend in building and maintaining trust in business, there are plenty of examples of how to get it right. Warren Buffett made news recently when he and Charlie Munger revealed hiring trustworthy leaders is a central component of their growth strategy at Berkshire Hathaway (BH). Given the collective size, diversity, and success of their portfolio of companies, BH offers many company leaders a path worth following.

Buffett and Munger clearly understand the simple and powerful truth—trust is built from the inside out.

BH companies build a culture of trust among their employees who then extend that culture to clients, owners, and the community. Once hired, BH steps back and lets these trustworthy managers do their job. Working from the inside out, this approach is in stark contrast to many companies that “double-down” on centralized compliance measures that slow decision making and increase costs. All too often, centralized compliance strategies fail to produce cultures of trust and integrity. The lack of trust eventually extends to customers and the community at large.

On a daily basis, we see examples of ethics issues in business. Recently, the public learned that Snap Chat was dishonest to their customers about images saved on their servers. This latest example joins the growing number of ethics violations by financial companies, who now are paying record fines for illegal activity.

So what can business leaders do to build a culture of trust? In addition to hiring trustworthy people, leaders can take the following steps:

  • Set clear expectations and regularly reinforce integrity as the basis of all activities
  • Ensure proper and adequate training
  • Have zero tolerance for any activity “close to the line” on ethics
  • Include values in performance management tools
  • Align compensation plans with values

I believe Buffett and Munger’s success stems as much from who they are as what they do. Specifically, I believe they have developed a deep level of self-understanding that enables both leaders to build trusted relationships and set the tone that fosters trust in their companies.

In the book Building Trust, authors Robert Solomon and Fernando Flores offer an insightful view on what they call authentic trust. They assert that the ultimate question is not who to trust, but how to trust. They contend that the ability to trust comes from inside an individual.

To Solomon and Flores, trust is “an emotional skill, an active part of our lives that we can build and sustain with our commitments, emotions and integrity.” The key to building the capacity to trust, they say, comes with self-understanding.

So how can business leaders develop self-understanding to build a culture of trust? In my experience, this insight comes when we make five choices:

  • Be present and focused on the here and now
  • Be generous with others
  • Be grateful for the opportunities in front of you
  • Be accepting of the reality of what is
  • Be still and learn to listen to your own voice

Creating a culture of individual accountability—through the development of insight—is the key to rebuilding trust. When individuals throughout an organization are hired, recognized, trained, compensated to act ethically, and trusted with authority to make decisions that are connected to their values and who they are, they operate with an elevated level of intensity and commitment where speed and quality are the byproducts and growth is the result.

A culture of trust is the key to building a great business and it must be built from the inside out.

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Where to Look for Role Model Chiefs?

Where can Millennials look for role model leaders in business?

Last week CNBC released yet another list of top business influentials. Their list, the “First 25,” includes many Chiefs judged to have had the most profound impact on business and finance in the last 25 years. The top three positions on the list were held by Steve Jobs, Bill Gates, and the executive team at Google. You might think this list would be a great place to look for role model Chiefs.

Ironically, at the very same time last week, many media outlets reported on a settlement between employees and Apple, Google, and two other Silicon Valley technology firms for the illegal restriction of movement of engineers between the firms. Emails directly linked Jobs and then Google CEO Eric Schmidt to the case. Clearly, the settlement will lessen the publicity that Apple, Google, and the two other firms would have received had the litigation gone to trial. Reports of ethics violations among companies viewed as today’s most admired are not the type of visibility that these companies want, but they can teach us something.

It strikes me how much the media influences our collective view of “good” and “bad” Chiefs and how very little we really know about the people who make headlines. We rely on others for information to build impressions and views about people based on what little we read. At a time when confidence in business to do the right thing is low, particularly on Wall Street, we need to Millennials to help reestablish the trust that has been lost. Business schools are increasing their focus on ethics, but Millennials still need role models to follow.

For example, while I do not know Bill Gates personally, there is no doubt his success at Microsoft and his subsequent philanthropic focus with his foundation cause me to believe he is a true role model. But his life and choices may be difficult to follow for most people.

The question remains: where can Millennials look for role model leaders in business? The answer is closer than you may think.

In my experience, the best role models are people I live and work with on a daily basis. They are the people I encounter who are disciplined, supportive, creative, and insightful. Their values shine through their actions and words. These real Chiefs teach me to act with honesty and integrity, and to work hard to connect what I do to who I am. They teach me to serve others and create fully while always using my values as my best compass. They may not have Chief titles, but they are every bit Chiefs by my definition.

Millennials need not look too far for the right role models. Often, the most influential people in our lives are the ones we truly know and not the ones we think we know based on what we’ve read or what we’ve heard.

Lists are fun, but when it comes down to it, there is so much we don’t know about the people we find in these lists. Given this limitation, we must be thoughtful about whom we choose to emulate. Admiration might best be saved for those we truly know. Perhaps we can turn our focus to the real Chiefs among us common folk. Who are the Chiefs in your life, and when was the last time you let them know it?

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Companies without HR—A Big Mistake

Recently the Wall Street Journal ran an article titled “Is It a Dream or a Drag? Companies without HR.” Authors Lauren Weber and Rachel Feintzeig describe companies that attempted to operate without traditional human resource departments under the assumption that good people management should be everyone’s job. They conclude the idea is a big mistake.

The article highlights the experiences of consulting firm LRN Corp., landscaping company Ruppert Landscape Inc., Outback Steakhouse, and marketing agency Klick Health. For different reasons, after attempting to go HR-less, three of the four highlighted companies added back employees to focus on people issues. I was not surprised.

In my view, a good HR department is a critical asset in any organization because its sole focus is on human capital—the number one issue CEOs face around the world, according to a recent survey released by The Conference Board. An investment in human capital (as opposed to financial capital) often yields the best return for an organization.

I have consistently witnessed million and billion dollar organizations triple their growth rates by focusing on critical HR issues like recruiting, performance management, compensation, recognition, and communication. In one case, by placing much of our attention on these areas, I had the opportunity to work with a team who tripled the growth rate of a $3B organization, growing from 5% to 15% and holding that growth rate for three years. I can tell you first hand, strong HR departments are critical to growth.

The WSJ authors highlight another big reason why eliminating HR departments is a bad idea. Subject matter expert Steve Miranda sums it up by saying, “Whenever you consider eliminating portions of HR you have to think of the financial risk, [and] the strategic risk.” There is no doubt companies increase risk when traditional HR support for employees is cut. Examples cited in the article include exposure to lawsuits, inability to attract employees with needed skill sets, mediating employee disputes, and increasing the cost of effectively handling a workforce.

Companies want to cut costs, and they want their leaders to be more involved with their people—I get that. Both of these opportunities can be addressed while maintaining an HR presence. Tactical HR functions like benefits and payroll administration might very well be outsourced, but strategic HR functions must be retained.

HR can also be held accountable for key leading indicator metrics around recruiting and productivity. The business of business is measured by numbers—a successful HR department will need to be measured. In his book The New Human Capital Strategy, author Bradley Hall describes the award winning metrics based approach we implemented at AT&T in 1999.

Finally, I must admit my own bias. My Dad chose a career in personnel, a precursor to human resources and organizational development (OD).

At the kitchen table growing up I heard stories of how his group provided invaluable services to a mid-size machine tool manufacturer, bridging the needs of management and the workforce. Beyond ensuring a safe environment, Dad’s group enabled success by bringing skills in recruiting, training, performance management, recognition, comp and benefits, and employee development.

Companies without HR are making a mistake. Doubling down on a well-funded and strategic HR department is the way to go. That’s what Dad taught me.

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The World’s Greatest Leaders

We love lists. There is something about a top 10 or a top 50 list that draws us in. On Fortune magazine’s recently released list, The World’s 50 Greatest Leaders, we find individuals with experience in business, government, religion, philanthropy, acting, education, sports, and activism. A majority are well known and all have made (according to Fortune) meaningful contributions to society.

Like many others, I enjoy reading these types of lists to learn and be inspired. At the same time, I like to use these lists as an impetus to develop my own list of great leaders, made up of individuals who I know personally. I use that list to make sure I let each and every one of them know how I admire them for what they do and who they are.

What do all truly great leaders haven common? They serve others naturally as they connect what they do to who they are. I refer to these leaders as Chiefs. With or without the title, real Chiefs take three steps:

  1. They choose what they do: Real Chiefs consistently act as servants, they act with disciple through hard work, and they act to create the future.
  2. They understand who they are: Real Chiefs demonstrate their values by building insight. They are present and focused on the moment at hand, accepting of the world as it is, grateful for all they have in their lives, generous with others, and they are able to be still long enough to hear their own voice.
  3. They connect what they do with who they are: Real Chiefs are powerful in a way that has nothing to do with their position. Real Chiefs are powerful because they connect what they do to who they are. Have you ever been so involved in a project that you lost all sense of time? Have you felt “in the zone”? Real Chiefs operate in this way on a regular basis.

Of the amazing leaders highlighted in Fortune’s top 50 list, two leaders stand out to me. They are both without fancy titles or large organizations to run, and yet they are true leaders in every sense of the word. Malala Yousafzai, a Pakistani women’s rights and education activist who began standing up to the Taliban at the tender age of 11, has inspired a worldwide movement to educate children and has been twice nominated for the Nobel Peace Prize. While less known, Tetiana Chornovol is a Ukranian journalist and civic activist who was severely beaten for her investigative reporting on Ukranian corruption. She is a true hero.

These two women connect who they are with what they do every single day. They are real Chiefs. Chiefs are all around us—in business, education, religion, and right next door. What it takes to be Chief is not who you know or even what you know. It’s who you are—and then what you do with it.

I encourage you to create your own list of Chiefs and let them know how much you appreciate what they do, how they do it, and who they are.

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The Inclusion Manifesto

Last week 50 leaders of business associations and related affiliations assembled with the expressed intent to amplify, enhance, coordinate, and accelerate world-changing initiatives already occurring throughout the business community.

Held March 17–19 in Santa Barbara, the event was sponsored by the World Business Academy and driven by the leadership team at The Praemia Group—most notably, Steering Committee leader Vince DiBianca. Together, we agreed “the future of business is making the future its business.”

The 50 members of this initial meeting of the Business Alliance for the Future (#BizAlliance4Future) share a common conviction: It is time for a defining moment in business leadership wherein the business community steps up its responsibility and actions to create what facilitator David Cooperrider calls “a full spectrum economy” where businesses can excel, people can thrive, and nature can flourish.

A significant contribution was made by Patrick Doherty, Senior Fellow at the New America Foundation, who shared his breakthrough work, “A New U.S. Grand Strategy.” Doherty’s presentation set the stage for focused and coordinated conversation, collaboration, and action as we explored ways to leverage the work each organization is already doing.

As part of our work together, we drafted what was termed The Inclusion Manifesto to clearly state our intention to ensure focus on, and participation by, all groups. The Inclusion Manifesto draft is offered below for comment followed by a list of associations involved.

Thanks to the leaders who participated. We are excited to now expand the team!

The Inclusion Manifesto

“Critical challenges collide in the 21st century that include global climate change, economic dislocation, exploding populations, increasing income disparity, and persistent poverty for billions. Unenlightened business practices are at the heart of the challenges. Only new business understanding and practice can help us confront them.

The most significant source of underutilized capital and excess liquidity in the global economy consists of human beings—women, marginalized ethnic groups, the economically disadvantaged, and the population of the developing world. The most powerful driver of balanced, sustainable economic development will be the full inclusion of the human community in all its diversity in the leadership and management of business in our deeply interconnected and integrated world.

We call upon business leaders, governments, and civil society to demand and expect the full inclusion of those who are today marginalized and excluded. We will create the healthy, successful, sustainable businesses and communities of tomorrow by beginning to model those inclusive institutions in every startup, in every global corporation, in every small business, in every country today.

We will tell a new story of the power of inclusion. We will publically recognize the powerful examples of organizations that model inclusive behavior. We will demand that those currently excluded are included in decision-making bodies at every level of corporate life and consistent with their representation in any company’s community of stakeholders. We will transform our world through inclusion.”

Represented Business Associations

American Sustainable Business Council
Aspen Institute
B Team
Business as an Agent of World Benefit/Fowler Center for Sustainable Values
Business for Social Responsibility
Charter for Compassion International
Clinton Foundation
Conscious Capitalism, Inc.
Emerging Changemakers Network
Esalen Institute
Fair Trade USA
Founding Family
Future 500
Great Work Cultures Big Tent Initiatives
Institute for Sustainable Enterprise
Move to Amend
National Association of Women Business Owners
Net Impact
New America Foundation
1% for the Planet
Opportunity Collaboration
Pachamama Alliance
Socially Responsible Investors
Social Venture Network
The Philanthropic Initiative
Transitioning to Green
World Association of Women Entrepreneurs (FCEM)
World Business Academy
Young Presidents’ Organization

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