"Through this seminar, the Prophet Group identifies the fourth, and arguably
most important pillar in modern workforce management - purpose. Today's
knowledge economy organization puts talent at the center of its strategy and it motiates that talent with unwaering commitment to a clear, ethical and common purpose." "!ohn "haisson brings his powerful insights and wide knowledge of talent management to bear on this important sub#ect. "haisson is as brilliant as eer in blazing new trails in human capital strategy and management." $llen %chweyer- &irector 'uman "apital (nstitute P)*P+),-, T. - /uilding the Purpose-&rien )nterprise T. 0$ course and diision of The Prophet Group - $n enterprise deelopment firm1 Globalization of the economy, proliferations of technology, data, education and knowledge, and economic uncertainty hae all combined to leel the business playing field among international economic regions and global competitors. (n many cases, these factors hae eliminated unsustainable business adantages 0technological edges, information and knowledge adantages1 among key competitors. Thus, the rules of business competition are changed - locally and globally. (n the future, whether you're a ,--person auto parts manufacturer in /oise, (daho or a ,-,----person technology company in /angladore, your sustainable competitie adantage will be deried - not from technology, financial resources or access to data - but rather almost e2clusiely from the ma#or sources of sustainable adantage - ideas, innoations, inentions, reinentions and creatiity - all products of people inside your enterprise. %o the people will be the source of the competitie edge - but only if unified and motiated through leadership. 3et, een enterprises that recognize this business reality are struggling to leerage people power and build leadership. $t least two ma#or problems e2ist. 4irst, we hae misinterpreted the function of management and its distinction with leadership - our leaders hae become managers and leadership has been replaced with resource and workforce management. %econd, we hae abandoned the power of purpose to not only lead strategic and tactical direction but to unify a team, workforce, pro#ect group, e2ecutie cadre or /oard of &irectors. (t's easy to slip into abandoning the call to build purpose-drien leaders within the enterprise and to default to managing people like any on-the-shelf inentory when "efficiency and cost cutting" dominate the business discussion. 'erein lies the 5uagmire of most companies. %hrinking margins - a result of the depleted competitie adantage of most companies - has put pressure on businesses to cut workforce and workforce related costs at the same time these organizations need to rebuild the ranks of leadership and redefine the corporate purpose to rebuild the mission, ision and goals of the enterprise. 6hile nothing seres as a panacea for all these issues, a purpose-drien, motiated and inspired group of creatie people whose personal missions in life align with the oerarching missions of the company they work for can do wonders - as it has since the first corporation was built in the 7th century. 6e aim to redelier this powerful message with contemporary releance to inspire the ne2t generation of purpose drien leaders and purpose drien enterprises. $bout TPG TPG is a priate enterprise deelopment firm proiding leadership training, management consulting and workforce deelopment solutions all aimed at building purpose-drien leaders and purpose-drien enterprises. )ach serice pro#ect undertaken by TPG - whether to train leaders, improe a global workforce, refine a product or serice, ealuate a business model, identify partnerships and alliances, spur economic deelopment or mediate a dispute - begins with the identification of common purpose and the articulation or re-e2amination of a "Purpose %tatement" - the foundation for TPG's proprietary model and approach to building sustainability. The firm has a boot camp outside 8ew *rleans as well as operations in %ilicon 9alley and /oston. Practicing what it preaches about purpose and serice, TPG deotes and donates a significant percentage of its resources, people and efforts to building local undersered communities at no cost to the communities or the undersered. People,-,:s People (t's all about the People. TPG has gathered the best and the brightest e2perts from around the globe to forge a new framework for building leaders and leading enterprises. *ur business partners include some of the most recognized people leadership organizations in the world, including the 'uman "apital (nstitute. *ur principals and affiliated e2perts include a dierse group of e2perienced business leaders who hae e2ecuted upon the principles of People,-,. ;4or more information on the e2pert underpinnings of the course and the leaders, companies and organizations that hae benefited from People,-,, please contact us at courseinfo<people,-,.com=. $bout The Principals> !ohn "haisson is the "hief Purpose Prophet and Principal ?ualitatie $nalyst for The Prophet Group and is responsible for uniting the leadership perspecties, approaches and tools for building leaders and leading enterprises. !ohn has built a career founded on the "purpose" of fostering sustainable workforces, businesses, serices and products. $fter completing %tanford law %chool, he worked as a corporate attorney for leading law firms including internationally-renowned 6ilson, %onsini and later began his %ilicon 9alley business career as General "ounsel and 9P /usiness &eelopment for @esumi2, also supporting public software and '@ serices giant "eridian "orporation, and then co-founded seeral market-leading technology and management consulting groups focused on )@P software and 'uman "apital solutions, before launching TPG. $mong other roles, he is a .ember of the 8ational $disory /oard of the 'uman "apital (nstitute and a /oard .ember of consumer electronics incubator, %ector +abs. %teen "haisson is the "hief *perating *fficer and Principal ?uantitatie $nalyst for TPG. %tee is based in +afayette, +ouisiana, has a dozen years of e2perience in arious technology sectors and has an ./$ concentrated in '". and finance. 'is focus is enterprise and workforce aluations and )9$ analysis, workforce inestments and resource allocation, workforce process engineering, '". trend research and forecasting, workforce statistical analysis, '". best practices case study and benchmarking and workforce metrics. %teen also leads the firm:s operational and financial management adisory serices. People ,-, A .otiational +eadership Practice "Teaching People to %ere PeopleB People,-, is about getting back to basics and giing serice back to People. The principle of deeloping productie relationships and leading through serice are adaptable to organizations as well as businesses, to partnerships as well as workforces. $ leading organization must understand that in order to thrie and grow in a sustainable way it must sere the greater good of the people within the community upon which it depends. That critical community of people includes all of its stakeholders, all of its customers and especially all of its workers. %erice to the workforce is typically translated into work training and financial rewards such as wages, stock options and benefits. 3et, research suggests that workforce productiity and retention is more often drien by the indiidual worker's perception that the organization "cares" about them and their career - not by whether they receie a raise in any gien year. )en organizations, which recognize the importance of serice and motiation, tend to focus almost e2clusiely on proiding skills training and monetary rewards to motiate the workforce. This practice stems from perceptions that teaching serice-based motiational leadership is too difficult to accomplish - or because they do not hae means to foster the principles. 3et, monetary rewards do not drie alignment of the workforce to the company - and without alignment of indiidual goals to the business mission - the chances of building sustainable productiity, innoation and profit become slim. (n the People,-, practice, we support our client organizations by proiding purpose-drien leadership training and consulting that not only lasts but also spreads itself naturally throughout the organization - one person at a time. 6e do not delier ague philosophies or trendy concepts - we delier business results - and we define, measure and guaranty the result beforehand through the adoption of our People,-, practice principles. How We Do it? *ur approach is simple. Through our workshops, seminars, publications and consulting we train managers and non-managers alike to acknowledge and sere each other effectiely within the organization - and then work together to bring those indiidual goals and endeaors into alignment with the oerarching organizational goals. Through indiidual-to-indiidual serice and team-to- company alignment, we promote shared alues, team unity, collaboratie career support, business purpose alignment, dedication and team deelopment. (n a nutshell, we teach organizations how to better support the dreams of their workforce. (n return, the indiidual goals are brought into better alignment with the strategic ob#ecties of the company - and the collaboration fosters relationship building, which in turn fosters leadership, trust and success. Why is People101 so mission-critical? "ompetition is heating globally - C.%. and deeloped workforces are locked in disunity and distrust. $fter years of forced retirements, restructuring and right-sizing, employers are faced with the desperate reality that workforces are disloyal, uncommitted and concerned for their welfare. To repair this rift with the workforces, employers are forced to forge a new coenant with the workers - whether permanent, part-time or contingent. That new coenant will be centered on building an enironment of serice and trust - and deliering the "alignment of indiidual dreams to corporate purpose" 0.arcus /uckingham1. The organization, which uses motiational leadership to inspire serice, will be better prepared for market leadership. *rganizations, which better sere the workforce, will see better serice of their customers and partners. 8eer has the need for recommitting to motiational leadership and the serice culture been so critical. $broad, unencumbered by our workforce restrictions, especially in the management of contract labor, international businesses are building global unified workforces that are better motiated and focused on serice. People101 Principles TPG would loe to take credit for inenting the idea of leeraging the power of purpose within enterprises to inspire and motiate workforces, build leadership and drie enterprise success - but fortunately our ideas are contemporary distillations, redirections, reflections and e2tensions of the cumulatie wisdom and practice of thousands of successful leaders and leading organizations for centuries. 'ere are a few e2amples> $braham +incoln> D+abor is prior to, and independent of, capital. "apital is only the fruit of labor, and could neer hae e2isted if +abor had not first e2isted. +abor is superior to capital, and deseres much higher consideration.B Peter /lock> D.uch of the wasted energy at work is a response to the desire to be safe and blame- free.B .ary 4olleit> +eaders and followers are both following the inisible leader- the common purpose.B The basic principles of People,-, are simplified as follows> +eadership is different from management and in order to build a sustainable workforce people must be led not managed. Purpose is the highest guiding principle of indiiduals and organizations that supercedes, eentually absorbs and ideally sustains and glues together the mission, ision and alues 0none of which can substitute for purpose1. "orporate Purpose is the agreed upon common purpose of the body 0corpus1 of indiiduals participating and making up the enterprise or organization 0directors, e2ecuties, workers, partners, customers, shareholders1 which unites, bonds and commits the body. $ sustainable purpose must be> unending, based in truth and fairness and sering of others. %erice to others is not self-less or profitless A but the foundation of sustainable success and recession-proof organizations. The best organizations understand their sustainable corporate purpose and inest in aligning the purpose of leaders, teams and indiiduals to the corporate purpose. The most success people understand their purpose and align that purpose to their teams and their organizations. People101 Seminar TPG has distilled these principles into a simple E-part seminar, which can be absorbed oer a F or G-day leadership retreat. (Units 1 and 2): !aminin" #e - Understandin" P$rpose-Dri%en &eadership Cnit ,> Cnderstanding the Purpose of People, the Purpose &rien )nterprise and +eadership Cnit F> &efining .y +eadership Purpose (Units ' and (): !aminin" )hem - Understandin" the P$rpose o* +thers Cnit G> "reating 4ollowers through $greement Cnit H> &eeloping +eaders out of 4ollowers (Units , and -) Us: De*inin" and De%elopin" . /ommon P$rpose Cnit 7> &efining $ Team Cnit E> /uilding %uccess through Teams 0e"istration *or People101 The Prophet Group 321 W. Convent Lafayette, La. 70501 Stevec@people101.co !ohnc@people101.co Phone" 337#255#7$1% &&&.people101.co If you come, What Will You Learn? 1. How to leverage purpose to build a unified workforce. 2. How to leverage human capital to obtain above average returns. 3. How build a purpose-driven enterprise. 4. How to create leaders through service. 5. What is the difference between management and leadership. . What is a recession-proof business model. !. What is the most importance competitive advantage in a global marketplace. ". How to measure true financial and productivit# success. $. %he true definition of a team and how to leverage its impact for the long-term. 1&.How to find #our true career purpose and lead others to theirs. 11.How to learn and grow through failure. 12.How to persuade others to commit to the corporate mission and take ownership.
Talent Management Agenda in a Post Covid-19 World: A Practical Talent and Succession Management Guide for Professionals, Executives and Business Leaders.