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"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."
$llen %chweyer- &irector 'uman "apital (nstitute
- /uilding the Purpose-&rien )nterprise
0$ 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
$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-
.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
%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
Phone" 337#255#7$1%
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.