For decades, businesses have operated under a familiar equation: maximize profit at all costs. Quarterly earnings, revenue targets, and bottom lines have dictated decisions. But that equation is being redefined. Purpose and profit are no longer opposing forces. In fact, they are becoming powerful allies.

Mark Cunningham, Founder and CEO of The Achieve Institute, has spent decades helping companies build high-performance cultures. His experience is clear: businesses that balance profit with social responsibility consistently outperform those that focus solely on financial gains.

And the data backs this up. According to a study by Harvard Business Review, companies with a clear social purpose experience 10 percent higher revenue growth compared to their peers. Deloitte’s Global Human Capital Trends report revealed that purpose-driven organizations enjoy 40 percent higher workforce retention, making them not only profitable but resilient.

But for Mark, this isn’t just about statistics. It’s about character.

“Companies are just like big people,” Mark explained. “They have the same traits, the same qualities. When you have a stronger purpose, you’re more effective. You make better decisions. And you become more resilient.”

The Misconception That Holds Leaders Back

One of the biggest myths in business is the idea that companies must choose between financial success and doing good. This false choice is what keeps many leaders stuck in outdated, profit-at-all-costs models. But as Mark emphasized, a strong purpose is not just a moral choice. It is a competitive advantage.

“Purpose is more than a mission statement on the wall,” Mark said. “It’s the filter through which you make decisions. It shapes your culture. It drives behavior. And it aligns your team toward a common goal.”

Purpose-driven organizations excel because they activate three powerful advantages:

• Talent Magnet: Employees who feel connected to a company’s purpose are more engaged and loyal. They’re not just collecting a paycheck. They’re part of something bigger.
• Customer Loyalty: Brands with strong social responsibility resonate with values-driven consumers. In an era where 63 percent of customers prefer to buy from companies that reflect their values (Cone Communications), purpose can be a differentiator.
• Crisis Resilience: When the unexpected happens, purpose provides clarity. Leaders can make decisions that align with their core values, rather than being swayed by short-term pressure.

Purpose Is a Performance Multiplier

Mark used a powerful analogy to explain how purpose impacts performance. It’s like upgrading the engine of a car. Two companies may have the same resources, but the one with a clear, authentic purpose will always go further. It taps into an emotional and motivational advantage that can’t be bought.

This isn’t just a feel-good theory. It’s a repeatable strategy.

Mark has seen it firsthand. Companies he has worked with, after connecting to a meaningful purpose, consistently experience:

• Greater employee engagement: teams become self-motivated rather than micromanaged.
• Stronger customer relationships: people choose brands they believe in.
• Sustainable growth: decisions become more strategic, aligned with long-term goals.

But There’s a Catch: Weak Purpose Is Worse Than No Purpose

Not all purpose is created equal. In fact, a weak or performative purpose — one that looks good in marketing but isn’t lived out in culture — can actually be worse than having no purpose at all.

“Having a weak purpose can create cynicism,” Mark warned. “It’s better to have no purpose at all than to have one that your team doesn’t believe in.”

Purpose that exists only in a mission statement or an annual report creates distrust. Employees see the gap between what the company claims to stand for and how it actually operates. Customers feel the disconnect. Over time, this leads to disengagement, turnover, and reputational damage.

The Four-Part Framework for Purpose-Driven Leadership

Mark didn’t just talk about purpose. He provided a clear, actionable framework for making it real:

1. Model: Leaders must embody the values they want to see in their teams. Purpose starts at the top.
2. Build: Establish systems and practices that support purpose-driven behavior. This means designing workflows, incentives, and communication channels that align with your values.
3. Recognize: Acknowledge and celebrate employees who live the company’s values. Recognition reinforces behavior and builds a culture of appreciation.
4. Inspect: Regularly review how well the organization is living its purpose. Are decisions aligning with stated values? Are employees proud of the brand they represent?

This is not just a leadership philosophy. It is a management system. It ensures that purpose is not just a slogan but a way of operating.

Purpose-Driven Brands Thrive, Even When Others Struggle

As the world becomes more unpredictable, businesses that operate with a clear sense of purpose are proving to be more resilient. Research by Porter Novelli found that 66 percent of consumers are willing to switch from a product they typically buy to a new product from a purpose-driven company.

In the face of crises, from pandemics to economic disruptions, purpose-driven brands are the ones that adapt, pivot, and thrive. Why? Because they’re anchored. Purpose provides a North Star for decision-making, a rallying cry for teams, and a reason for customers to keep coming back.

A Final Thought

“Surviving is hard. Thriving is easier,” Mark said.

It may sound counterintuitive, but it’s true. Companies that rely solely on profit are constantly fighting to stay ahead, driven by fear and short-term pressure. Companies with a strong purpose operate from a place of clarity, confidence, and commitment.

The question is not whether your company has a purpose. It’s whether that purpose is strong enough to guide you through the challenges ahead.

Because in the end, businesses with a clear sense of purpose don’t just make money. They make a difference.

Check out our full conversation with Mark Cunningham on The Bliss Business Podcast.

Originally Featured on The Bliss Business Podcast Blog

What if we’ve been getting work wrong for the past century?

That’s the question Pim de Morree and his team at Corporate Rebels set out to answer nearly a decade ago. Frustrated by outdated corporate structures, Pim left his traditional job and began traveling the globe to learn from the world’s most progressive organizations. What he discovered is something few leaders are ever taught: self-management isn’t just a cultural choice, it’s a strategic business model.

And yet, most MBA programs never mention it. Which is why only a small group of people around the world know how to design and implement it successfully. That knowledge gap is costing companies more than they realize.

Why Self-Management Isn’t Just Boss-Free Anarchy

One of the biggest myths about self-management is that it’s leaderless chaos. The assumption is that without formal managers, people won’t know what to do. But as Pim explained, the opposite is true. These companies often have more structure than traditional ones. It’s just structured differently.

Authority doesn’t disappear. It’s redistributed. Decision-making happens at the team level. Roles are clearly defined. Accountability is built into peer agreements and transparent systems. It’s not a free-for-all. It’s a rethinking of how work gets done, and who gets to decide.

But because this isn’t taught in most business schools, even the most well-meaning executives often miss the point or fail to implement it effectively.

Freedom Only Works With Responsibility

Self-management is not about giving everyone total freedom. It’s about giving people the autonomy to own their work, paired with the responsibility to deliver on shared outcomes. Pim emphasized that when teams have both freedom and accountability, something powerful happens: they engage.

The numbers support this. Self-managed companies consistently report higher productivity, lower turnover, and better financial performance. This isn’t just good for culture. It’s good for the bottom line.

But again, you won’t find this in your average management textbook. That’s why only a small number of leaders and advisors globally have the skills to help organizations make this transition effectively.

Solving the Global Engagement Crisis

Right now, only about 15 percent of the global workforce is actively engaged. That’s a staggering statistic. Most employees are either coasting through their workday or feeling actively disconnected.

This is more than a business problem. It’s a human one. People want more than a paycheck. They want agency. They want to matter. And traditional management systems often strip that away.

Pim’s message is clear: we already know what works. But too few leaders have been trained in how to implement it.

There Is No One Model — But There Must Be a Model

Pim highlighted that self-management isn’t one-size-fits-all. He outlined several proven models that work across industries:

• Marketplace Model: Teams operate like internal entrepreneurs, offering services to other teams within the company.
• Partnership Model: Collaboration is based on mutual agreements, not authority.
• Community Model: Shared values and collective purpose drive decision-making.

Each of these models provides clarity, but they still require skillful implementation. And because these ideas aren’t covered in most executive education programs, companies often try to piece it together without the proper blueprint or guidance.

That’s why the few who’ve lived this work, who’ve led or advised self-managed companies, are in a unique position to help others catch up.

Metrics Still Matter — Even Without Managers

One of the biggest fears leaders have about self-management is the idea of losing control or visibility. But as Pim shared, the best self-managed companies are actually more transparent. They rely on real-time dashboards, open performance data, and shared goals.

Buurtzorg, a Dutch healthcare company with more than a thousand self-managed teams, tracks metrics like time spent with patients, satisfaction scores, and peer benchmarks, all without traditional managers. Teams use the data to guide their own improvement.

This is not management by hope. It’s management by trust and visibility.

Purpose Emerges When People Are Trusted

Interestingly, many companies that embrace self-management don’t start out as purpose-driven. But once people feel empowered and connected, purpose tends to rise naturally.

And that matters, especially to the next generation. Studies show that younger workers increasingly prioritize meaning over money. If organizations want to attract and retain top talent, they’ll need to offer more than perks. They’ll need to offer purpose.

The irony is that many leaders are desperate to create more purposeful, human-centered workplaces. But they haven’t been given the tools to do so. Self-management, when implemented with clarity and intention, is one of the most effective tools available. Yet it’s still missing from mainstream leadership education.

Speaking as a Practitioner

I enjoy writing about our guests on the show, but as someone who co-founded RadicalPurpose.org, I personally know how important this work is. For years, we were seen as idealists, some even called us “crazy” for believing business could be built on purpose, autonomy, and trust. But the world is catching up. And today, we’re among the few who know how to operate, guide, and scale these kinds of organizations with real impact.

That’s why I want to see initiatives like Corporate Rebels thrive. Because this isn’t just about reforming work, it’s about unlocking human potential and proving that business can be both deeply human and highly successful.

Final Thought

At the close of the episode, Pim answered a question we ask every guest: does love belong in business?

His answer: absolutely.

Self-management creates room for love, trust, care, and collaboration to flourish. And it works, not just emotionally, but economically.

It’s time this model stopped living in the margins. It belongs in boardrooms, in business schools, and in the minds of the next generation of leaders.

Until then, it will be up to those of us who’ve been building this way for years to keep leading the way.

Because the future of work isn’t coming. It’s already here.

Check out our full conversation with Pim de Morree on The Bliss Business Podcast.

Originally Featured on The Bliss Business Podcast Blog

For decades, the default setting in business was clear: prioritize profit. Social responsibility, if mentioned at all, was usually a side note or a holiday donation. But as Bea Boccalandro shared on a recent episode of The Bliss Business Podcast, that era is over. “It’s just time,” she said. And she’s right.

We’re living through a shift that is pushing leaders, employees, and entire organizations to rethink what it means to be successful. Social impact is no longer a trade-off. It is quickly becoming a competitive edge.

The Expanding Role of Business

In the 1930s, offering hard hats on a construction site was considered radical. Today, it is the law. That same kind of evolution is happening again, this time around issues like climate responsibility, equity, and community well-being. The role of business is expanding to meet modern expectations.

Bea pointed out that more than 90 percent of S&P 500 companies now publish ESG or CSR reports. These are no longer optional or symbolic. They reflect a new baseline of accountability.

What made Bea’s insights stand out was that she didn’t just make a moral argument for social responsibility. She made a strategic one.

Purpose-driven companies grow faster. They keep employees longer. They earn stronger customer loyalty. And the data backs it up.

Purpose Without the Platitudes

One of the most refreshing parts of the conversation was Bea’s take on what purpose really looks like in action. It’s not always a sweeping corporate declaration or a life-changing mission statement.

She introduced a concept called “job purposing.” It is about small, meaningful acts that give employees a sense of contribution, right in the flow of their daily work.

She shared stories like Luz, a housekeeper at Caesars Palace who collects used soap that is recycled and donated to families in need. Or Leroy, a parking attendant who checks tire tread to help guests stay safe on the road.

These moments might seem small, but they are deeply human. They give people a reason to care about their work. And they make a measurable difference in engagement, retention, and even physical health. Bea cited studies showing that people involved in job purposing have up to a 24 percent lower risk of cardiac events.

“Purpose-driven companies grow faster. They retain employees longer. They generate stronger customer loyalty. The numbers back it up.”

The Risk of Getting It Wrong

Of course, purpose can’t just be layered on top. When it is not authentic, it backfires. The episode touched on examples like the infamous Pepsi ad during the early Black Lives Matter movement. Campaigns like that fail when they don’t reflect real values or internal alignment.

Bea suggested a helpful test. Before you launch a purpose-driven message, ask yourself if your employees would believe it. If not, the outside world probably won’t either.

Marketing That Builds Trust

At The Bliss Business Podcast, we often talk about building love into scalable systems. This episode brought that idea to life.

Bea referenced a fascinating study comparing emotional responses to socially conscious ads versus traditional product ads. The former activated the same part of the brain that lights up when people gaze into the eyes of a loved one.

That’s not just marketing. That’s connection.

The takeaway for brands is clear. Speak to the heart. Be consistent with your values. Build trust from the inside out.

The Case for Doing Good

There is plenty of hard evidence supporting this approach. One study found that even a modest increase in a brand’s perceived social responsibility led to an eight percent rise in revenue.

These results are not just feel-good outcomes. They are indicators of a growing business strategy that aligns people, purpose, and performance.

A Simple but Powerful Message

Bea closed the conversation with a quote that captures the spirit of her work.

“If your job doesn’t improve the world, improve your job.”

In a time when many people feel overwhelmed and disconnected, that message offers a clear and hopeful call to action. Whether you lead a team, run a business, or simply show up every day with good intentions, doing good is no longer a detour from success.

It is the path forward.

Check out our full conversation with Bea Boccalandro on The Bliss Business Podcast.

Originally Featured on The Bliss Business Podcast Blog