As we stand on the precipice of unprecedented technological advancement, the future of business isn’t just being shaped by automation and AI — it’s being redefined by how we choose to integrate people, purpose, and profit into these evolving models. After listening to Xiaochen Zhang, founder of FinTech for Good, on The Bliss Business Podcast, it’s clear that we are entering a phase where AI will fundamentally reshape not only how we work but why we work.

Xiaochen brought up an intriguing point that many organizations still fail to grasp: AI has the potential to streamline systems and reduce operational inefficiencies, but without guardrails rooted in purpose and responsibility, this same technology could spiral out of control, leading to unintended consequences. This is where business leaders need to pause and reconsider their approach. Is the primary goal profit, or is there room for a model where people and purpose co-exist with profitability? I believe it’s the latter — and it’s an urgent conversation we need to have.

The Role of Purpose in AI-driven Businesses

At the core of this shift is a simple yet profound question: What is the role of purpose in the future workplace? Traditional business models have long been obsessed with efficiency and short-term gains, but as Xiaochen explained, these systems are no longer sustainable. AI’s power to optimize and remove friction is undeniable, but as it stands, many companies are ill-prepared for the societal impacts of this shift.

The stark reality is that many boardrooms and executive teams aren’t asking the right questions. As Xiaochen pointed out, responsible AI requires governance at the highest levels. Board members need to be equipped not only with technical knowledge but with the foresight to understand the social and ethical implications of the AI systems they deploy. Without this understanding, we risk creating systems that prioritize short-term shareholder returns over long-term societal well-being.

This is why purpose matters more than ever. AI has the potential to exacerbate existing inequalities and biases unless it is developed and deployed with fairness, transparency, and accountability in mind. And it’s not just about protecting the public — companies that fail to embrace this mindset risk becoming irrelevant in a world that is increasingly demanding ethical leadership.

People as the Pillars of Business Longevity

Xiaochen touched on another critical point: AI’s impact on job displacement and the future workforce. While many companies are laying off employees in favor of automation, this short-term thinking could cripple them in the long run. The real competitive advantage lies in retaining people who understand the intricacies of your business, your customers, and your operational hurdles. These are the people who will help you navigate the complexities of the evolving business landscape.

AI is a tool — not a replacement for human creativity, empathy, or problem-solving. It’s imperative that companies find ways to integrate AI without undermining the people who make their businesses thrive. Leaders must ask themselves: How can we use AI to augment human potential rather than replace it?

Companies that prematurely dismiss their most knowledgeable employees may find themselves missing critical insights needed to adapt to the future. Employees who understand customer pain points, organizational processes, and product development are invaluable in designing new business models that incorporate AI’s capabilities while keeping humanity at the core.

Conscious Capitalism and the Future of Work

In this new landscape, the principles of conscious capitalism — where businesses are driven by both profit and purpose — are more relevant than ever. Xiaochen made it clear that business models focused solely on investor returns are missing a critical opportunity. By focusing only on profit, companies often steamroll over the other stakeholders — employees, customers, vendors, and communities — that contribute to their long-term success.

I see this as an opportunity for companies to redefine their missions. Leaders need to rethink how they define success, moving beyond shareholder value to include the well-being of all stakeholders. Purpose-driven organizations will be better equipped to attract and retain top talent, earn the trust of customers, and foster innovation in a way that is aligned with societal needs. In a world where AI is becoming more pervasive, having a clearly articulated purpose will be a company’s North Star, guiding its decisions in ways that build resilience and trust.

AI: A Double-Edged Sword

Of course, there is a flip side to all this. AI is a double-edged sword — it offers the promise of unprecedented efficiencies, but it also comes with inherent risks. If businesses don’t take the time to build guardrails now, they could face dire consequences. AI can perpetuate biases, harm privacy, and create a system where decision-making becomes opaque. For every gain in efficiency, there is a potential loss in human oversight.

Xiaochen’s work with AI 2030 is a perfect example of how we can create frameworks to prevent these dangers. His emphasis on responsible AI governance — focusing on sustainability, privacy, fairness, and accountability — is a roadmap for businesses to follow. By setting these foundations, companies can ensure that AI is used ethically and for the betterment of all stakeholders, not just for short-term financial gain.

The Time for Action is Now

The business world is at a crossroads. The decisions we make today about AI, purpose, and people will determine the kind of future we create. The message is clear: companies must be prepared to evolve. The rapid pace of AI development may feel overwhelming, but it’s also an opportunity to build a new kind of business model — one that centers people and purpose alongside profit.

Leaders must embrace the fact that the future of work is about more than just efficiency and technology. It’s about creating systems that empower people, honor purpose, and contribute to a better world. The future is not just about what we build with AI; it’s about how we build it and for whom.

The question is no longer if businesses need to change but how they will change. The companies that embrace this shift will thrive in the AI-driven world, while those that cling to outdated models will struggle to stay relevant. It’s time to lead with purpose and redefine what it means to be successful in the age of AI.

Check out the conversation with Xiaochen Zhang on The Bliss Business Podcast

Originally Featured on The Bliss Business Podcast Blog

In the business world, we often talk about innovation, agility, and productivity as cornerstones of success. Yet, we seldom give enough weight to one of the most transformative forces in the workplace: empathy. As I reflect on the recent Bliss Business Podcast episode featuring Gloria Folaron of Leantime, it’s clear that we are on the verge of a business revolution where empathy, paired with an understanding of neurodiversity, will be the key to unlocking future potential.

Gloria’s journey from an ER nurse to a startup leader gave her a profound perspective on this. While many in business take a linear, purely performance-driven approach, Gloria sees the human element as critical to the success of any team. Her emphasis on “cognitive accessibility” is an important concept for business leaders to grasp. Cognitive accessibility isn’t just a buzzword; it’s a recognition that we all process information differently, and tools and systems should be designed to support that diversity.

The Power of Neurodiverse Teams

One of the most eye-opening moments in the podcast was the revelation that over 53% of individuals in the tech industry identify as neurodivergent, but most companies believe that only 3% of their workforce is. The disconnect here is staggering and reflects the hidden potential within teams that goes untapped due to a lack of understanding or safe spaces for disclosure.

Neurodiversity in the workplace is not about accommodating deficits — it’s about leveraging different kinds of strengths. For instance, those with ADHD often bring creativity, rapid problem-solving, and the ability to synthesize information quickly. This diversity of thought is a strategic advantage. Companies that embrace these varied cognitive approaches are far more likely to outperform their competitors, particularly in industries that thrive on innovation.

Empathy: More than a Soft Skill

But what does this have to do with empathy? Everything.

Empathy is the bridge that allows team members to understand each other’s unique challenges and strengths. It fosters an environment where neurodiverse individuals can thrive. Without empathy, even the most well-intentioned diversity initiatives will fall flat. Gloria’s approach of embedding empathy into project management — through tools that are not only functional but also adaptable to different cognitive styles — highlights that the success of a project is often less about hitting deadlines and more about the relationships within the team.

The traditional view of business productivity has been that efficiency and results come from a streamlined, one-size-fits-all approach. But studies and real-world examples are showing us that this mindset limits potential. When teams are given the space to work in ways that align with their cognitive strengths, their engagement and productivity skyrocket.

The Business Case for Empathy

For those still focused purely on the bottom line, consider this: Teams that include neurodiverse professionals are 30% more productive than those without them, according to Deloitte. The same study shows that companies that foster empathetic environments see lower turnover, increased innovation, and greater team cohesion. This is not just a moral or ethical stance — though it should be that too — it’s a business strategy that drives real, measurable results.

The path forward is clear. Companies that invest in creating empathetic, neurodiverse work environments will outlast those that cling to rigid, outdated structures.

The Future is Human

As Gloria mentioned, love and empathy are not just emotional niceties that we can afford to ignore in business — they are critical drivers of long-term success. Those companies that choose to prioritize human connection and neurodiversity will be the ones that not only survive but thrive in the coming decade. In fact, I would argue that this shift represents the next phase of business evolution: one where we no longer view empathy as a soft skill but as the competitive advantage it truly is.

In the words of Gloria Folaron, “For the companies that do capture that [empathy], they’re going to be the companies who end up succeeding.” The future is human, and the businesses that understand and embrace this will be the ones leading the way.

Conclusion

This perspective is not just about theory but about a vision for what the future of work can be. It’s time to let go of antiquated beliefs about productivity and embrace a more holistic, human-centric approach. The data, the experience, and the results all point to the same conclusion: empathy and neurodiversity are the keys to a truly successful and sustainable business future.

Check out the conversation with Gloria Folaron on The Bliss Business Podcast

Originally Featured on The Bliss Business Podcast Blog

Self-managed organizations are increasingly heralded as the future of work, promising greater innovation, flexibility, and employee engagement. But before a company can successfully transition to self-management, it must first establish a clear sense of purpose and a set of shared values. Without these foundational elements, self-management initiatives are likely to flounder. Here’s why:

Purpose as the North Star

Purpose provides direction. In a traditional hierarchy, leadership often dictates decisions and strategies. In a self-managed organization, decision-making is decentralized, and employees are empowered to take initiative. This level of autonomy requires a shared understanding of the company’s ultimate mission. Purpose acts as the North Star, aligning actions and decisions across teams and individuals. It ensures that even without rigid oversight, everyone’s efforts contribute to a common goal.

For example, consider Patagonia’s purpose: “We’re in business to save our home planet.” This guiding principle informs every decision, from product design to supply chain management. Employees across all levels know their work serves a larger mission, enabling them to make decisions confidently and consistently without micromanagement.

Values as Guardrails

While purpose defines the “why” of a company, values define the “how.” They provide a behavioral framework that guides interactions, decision-making, and conflict resolution. In a self-managed organization, where roles and responsibilities are fluid, values act as the glue that holds the culture together.

Shared values reduce ambiguity and prevent misalignment. For example, a company that values transparency will encourage open communication and data sharing across teams. Without clearly defined values, employees may interpret autonomy differently, leading to inconsistent practices and potential conflict.

Self-Management Without Purpose and Values Leads to Chaos

Without purpose and values, self-management can devolve into disorganization. Employees may struggle to prioritize tasks, resolve disagreements, or collaborate effectively. The absence of a unifying framework creates an environment where personal preferences overshadow collective goals.

Zappos’ transition to a self-managed holacracy provides a case study in the importance of purpose and values. The company’s commitment to “delivering WOW through service” and fostering a “fun and weird” culture ensured that employees understood not just what to do but how to do it in alignment with organizational principles.

Purpose and Values Foster Accountability

In self-managed organizations, accountability shifts from hierarchical oversight to peer-driven responsibility. This transition is only successful when employees share a commitment to the company’s purpose and values. When everyone is aligned, they hold each other accountable in constructive ways, ensuring that individual actions support the collective mission.

For instance, Netflix’s culture of “freedom and responsibility” empowers employees to make decisions, but it also holds them accountable to the company’s values, such as “judgment” and “courage.” This balance of autonomy and accountability is essential for successful self-management.

How to Define Your Purpose and Values

If your company is considering a shift to self-management, start by:

Engaging Stakeholders: Involve employees, leadership, and other key stakeholders in defining the company’s purpose and values. This collaborative approach ensures buy-in and reflects diverse perspectives.

Articulating Purpose: Answer foundational questions such as, “Why do we exist?” and “What impact do we want to have on the world?” The answers should inspire and guide your team.

Clarifying Values: Identify behaviors that reflect your desired culture. Translate abstract concepts into actionable principles. For example, instead of simply stating “integrity” as a value, describe it as “being honest, transparent, and ethical in all interactions.”

Embedding Purpose and Values: Ensure that purpose and values are integrated into all aspects of the organization, from hiring and onboarding to performance reviews and decision-making processes.

Conclusion

Transitioning to self-management is an ambitious and transformative journey, but it cannot succeed without a strong foundation of purpose and values. These elements provide the direction, alignment, and accountability needed to navigate the complexities of decentralized decision-making. By investing in defining and embedding your company’s purpose and values, you set the stage for a self-managed organization that thrives on trust, collaboration, and shared commitment.

Do you ever feel like time is slipping away and your dreams are drifting further out of reach? Looking back, you might see missed chances, detours, or lessons that tested your resilience. I’ve felt that, too. After years of hard work, I’ve helped build unicorn companies and empowered others through empathetic leadership. Yet, I’ve still had moments of doubt, wondering, Why haven’t I arrived at my ultimate goal yet?

If you’ve ever felt this way, you’re not alone. Here’s the truth: It’s not too late. This season of life isn’t the end — it’s the beginning of something new and profound.

Redefining Success Beyond Timelines

Society often tells us that success should follow a specific timeline: buy a house by this age, reach the executive level by that age. But life rarely follows such a predictable path. Success doesn’t have an expiration date.

Take Sam Walton, who founded Walmart at 44, or Colonel Sanders, who franchised KFC at 62. Their stories remind us that impact isn’t limited to youth — it’s built on resilience and experience.

In my own journey, every experience, even the setbacks, has shaped my growth. I may not have reached every milestone according to a traditional timeline, but the lessons I’ve learned have made me a more empathetic, innovative leader. Your timeline is your own — and it’s valid.

The Power of Contribution Over Recognition

Many of us tie our sense of success to recognition — a title, a public win, or financial rewards. But true success lies in the value of our contributions, not just the applause.

Think of this: When you help an organization grow, lead a team with compassion, or mentor someone through a pivotal moment, you’re making an impact that ripples far beyond what you may see. The spotlight may not always shine on you, but that doesn’t diminish your influence.

I’ve contributed to the growth of companies that reached remarkable heights. While I didn’t always walk away with the financial rewards I hoped for, I know I left those organizations stronger and more human-centered. That’s a legacy no one can take away.

The Strength in Perseverance and Faith

During moments of discouragement, my faith has been one of my greatest sources of strength. When you’re in a waiting period, it’s easy to feel stuck or overlooked. But faith reminds us that waiting isn’t wasted time — it’s preparation time.

There were times when doors seemed closed, but my faith helped me see new possibilities. It reminded me that while I can’t control every outcome, I can control my attitude and trust in a bigger plan.

Whatever your belief system, staying grounded in your core values can give you resilience when life feels uncertain.

Turning Rejection Into Redirection

Rejection can feel like a dead end, but often, it’s redirection toward something better suited for your growth. Every “no” I’ve encountered has taught me something valuable — whether it was refining my approach, clarifying my vision, or uncovering overlooked opportunities.

Next time you face rejection, try reframing it: What is this moment teaching me? The setbacks that seem like roadblocks may actually be signposts guiding you toward a more aligned path.

Become Your Own Advocate — And Let Yourself Be Seen

Sometimes, we wait for someone to discover us — to recognize our potential and open the right doors. But what if the person you’re waiting for is you?

Becoming your own advocate means sharing your story, your expertise, and your vision with confidence. This doesn’t mean bragging — it means making yourself discoverable. Write that blog, share your insights, and connect with others in your industry. Let the world know what you’ve accomplished and what you’re passionate about.

In my journey, creating platforms to share my ideas and mentor others has opened doors I never expected. Visibility isn’t about chasing approval — it’s about making an authentic impact.

Conclusion

It’s not too late to make a meaningful impact. Your setbacks aren’t proof of failure — they’re seeds of strength fueling your next chapter. Every lesson you’ve learned, every challenge you’ve overcome, and every moment of perseverance is building something timeless within you.

Your story isn’t finished. Your legacy is still being written.

If you’re feeling behind or overlooked, remember: You’re not behind — you’re building something extraordinary. Keep going. The world needs your voice, your resilience, and your impact. Your greatest contribution may still be ahead.

On the other hand, support-and-thrive organizations may seem like they’re taking the longer route to success — focusing on empathy, collaboration, and growth. But over time, it becomes clear that this route leads to higher profitability, stronger teams, and a legacy of resilience.

The Perform or Die Approach

Imagine working in a place where every move you make feels like an audition. Your performance isn’t just measured — it’s scrutinized. If you hit your targets, you’re praised. If you miss them, even by a small margin, you’re immediately on thin ice. These organizations thrive on constant performance reviews, intense competition, and a fear-based mindset that says: if you’re not the best, you’re expendable.

At first, this model can yield impressive short-term gains. Employees push themselves to hit quarterly goals, driven by the fear of failure. Accountability is clear and direct — there’s no room for ambiguity. Metrics are everything, and leaders make sure those numbers are met, regardless of the toll it takes on their people.

But here’s the reality: humans aren’t machines. Burnout isn’t a minor side effect — it’s a culture killer. High-pressure environments may produce short bursts of productivity, but over time, they become unsustainable. Talented employees leave because they feel undervalued and overworked. Those who stay often fall into cycles of burnout and disengagement. And when the best talent walks out the door, it’s not just a loss for the team — it’s a loss for the entire organization.

Companies that adopt perform-or-die tactics also run the risk of damaging their reputations. Potential hires take notice, reading reviews and talking to insiders. A toxic work environment can quickly become public knowledge, making it harder to attract top talent and customers who value ethical business practices.

The Support and Thrive Approach

Now picture a different kind of workplace — one where leaders empower their teams instead of intimidating them. Here, performance isn’t driven by fear but by a shared sense of purpose. Employees know they’re supported, not just when they succeed but also when they stumble. Mistakes are treated as learning opportunities, not career-ending events.

In support-and-thrive organizations, leaders practice empathy and foster collaboration. They co-create goals with their teams, ensuring alignment and ownership. Psychological safety is a top priority, allowing people to speak up, share ideas, and even admit failures without fear of punishment. This sense of safety fuels innovation. When employees feel valued and secure, they’re more likely to take smart risks and propose creative solutions.

Take Adobe, for example. Their “kickbox” innovation program is designed around the idea that employees should be free to experiment, fail, and try again. This kind of approach isn’t about hitting every goal perfectly — it’s about fostering an environment where breakthrough ideas can emerge. Contrast that with organizations that fire employees at the first sign of underperformance, and it’s easy to see which culture will produce more innovation over time.

Support-and-thrive companies also tend to have stronger employee retention. When people feel invested in, they stick around. They become brand ambassadors, not just for the company’s products but for its culture. This reduces turnover costs, which can be as much as twice an employee’s annual salary when you factor in recruitment, onboarding, and lost productivity. And retention isn’t just about saving money — it’s about building a legacy of expertise and trust that compounds over time.

Profitability: The Long Game vs. the Short Sprint

The data tells a compelling story. Research from Gallup shows that engaged employees are 21% more productive and 17% more profitable than their disengaged counterparts. When people feel connected to their work and valued by their leaders, they don’t just meet expectations — they exceed them.

Companies that prioritize support and empathy — like Salesforce, Zappos, and Patagonia — have shown that profitability and people-centric cultures aren’t mutually exclusive. In fact, they reinforce each other. These organizations have consistently outperformed their peers, not just because they care about culture but because they’ve built their business models around the idea that thriving employees lead to thriving businesses.

On the flip side, perform-or-die companies may experience short-term surges in profitability, but the hidden costs of turnover, recruitment, and brand damage erode those gains. And when a company’s reputation takes a hit, it can lose customers and partners who don’t want to associate with a brand known for burning through its people.

The Human Element: A Competitive Edge

The modern business landscape is changing. Consumers and employees alike are holding companies accountable for how they treat people. In industries driven by innovation, adaptability, and purpose, the companies that create human-centric cultures are the ones that win.

Support-and-thrive organizations understand that their people are their greatest asset. They don’t just pay lip service to empathy — they embed it into every part of their operations, from onboarding to performance reviews. They create environments where employees feel seen, heard, and supported. And in return, those employees become more engaged, more innovative, and more productive.

The Final Verdict

So, which model is more profitable? The answer is clear. While perform-or-die tactics might boost quarterly numbers, they come at a cost that’s hard to recover from. Support-and-thrive cultures, on the other hand, build profitability that compounds year after year.

In today’s purpose-driven market, empathy isn’t just a nice-to-have — it’s a competitive advantage. The companies that understand this will not only survive — they’ll thrive.

Leaders should take a moment to reflect on their company’s culture. Are they fostering a supportive environment where employees can grow and innovate, or are they creating a pressure cooker of fear and burnout? By making empathy a cornerstone of leadership, organizations can not only increase their bottom line but also create a lasting, positive legacy.

There comes a moment in life when you pause and ask yourself, “Is this it?” It might happen during the quiet of a sleepless night, or perhaps it strikes in the middle of a bustling workday when everything feels routine and uninspiring. That question isn’t born out of dissatisfaction; it’s a whisper from within, urging you to uncover something deeper. For many, it’s the first step on the journey to discovering their true calling.

What Is a Calling?

Your calling isn’t just a job or a title—it’s the alignment of your talents, passions, and purpose with the impact you want to leave on the world. It’s the difference between merely existing and truly thriving. And yet, for so many, finding that calling can feel elusive, like chasing sunlight through a canopy of trees.

I’ve seen this struggle firsthand. In my career, I’ve worked with leaders at every level, from seasoned executives to those just starting out, and the one question that arises time and time again is, “How do I know what my purpose is?” What I’ve learned is this: your calling is rarely something you stumble upon. It’s something you uncover through exploration, self-awareness, and intentional action.

Why Empathy Plays a Role

Take, for example, the idea of human-centered leadership. It’s a concept I’ve championed for years, not because it’s trendy but because it works. When leaders embrace empathy as a strategy, they create environments where individuals thrive. In my work helping organizations move to self-managed systems, I’ve seen the profound impact of this approach—not just on the bottom line but on the people who bring those results to life. Purposeful leadership isn’t about control; it’s about enabling others to succeed.

Empathy helps us connect with our teams, our clients, and even ourselves. It’s a tool for uncovering purpose because it shifts our focus from what we’re doing to why we’re doing it. When we lead with empathy, we make room for authenticity, vulnerability, and growth—all of which are essential to finding your calling.

The Journey of Discovery

The journey to uncovering your calling often starts with reflection. Look back at the moments in your life that lit you up, the times when you felt most alive and engaged. Those moments often hold the key to what truly matters to you.

But discovery doesn’t end with reflection; it requires action. Purpose doesn’t appear out of thin air; it reveals itself as you work toward something meaningful. Take small steps to explore your interests. Volunteer for a cause, start a passion project, or connect with others who inspire you. Each step, no matter how small, brings clarity.

For example, I once worked with a leader who felt stuck, convinced that their career had plateaued. Together, we explored not just what they were doing but why. Through this process, they realized their true passion wasn’t about climbing the corporate ladder; it was about creating opportunities for others to grow. With that clarity, they redefined their role, became a mentor, and built a legacy of empowered leaders within their organization. Their career took off not because they chased success, but because they embraced purpose.

Try This Exercise: Let Your Calling Emerge

Sometimes the answers we seek are already within us, waiting to surface. Here’s an exercise that can help guide your discovery process:

Write the phrase “I’ve always wanted to…” on a Post-it note and place it somewhere you’ll see it daily—your desk, your bathroom mirror, or even your laptop. Let it sit there, quietly inviting you to complete the thought.

At first, you might feel uncertain or even blank. That’s okay. The purpose isn’t to pressure yourself but to create space for your intuition to speak. Over time, as you reflect on that phrase, you might notice patterns or ideas that feel visceral—almost like a nudge from within. Pay attention to those moments. They’re often clues pointing you toward your calling.

When something resonates deeply, write it down. Explore it further. Ask yourself: What about this excites me? How can I take a step toward it today? This small but powerful exercise helps bridge the gap between reflection and action, allowing your purpose to emerge organically.

Missteps Are Part of the Process

If you’re still searching for your calling, know that you’re not alone. It’s not something you find overnight, and that’s okay. Your experiences, challenges, and even setbacks are all part of the process. Trust that each step, even the missteps, is guiding you closer to where you’re meant to be. And remember, your calling is as much about who you become as what you do.

The journey may not always be straightforward, but it’s always worth it. Every failure and triumph adds a piece to the puzzle of your purpose.

A Call to Action

So, how do you start? Begin by listening to that whisper within. Ask yourself what moves you, what you can’t help but care about. Then take one step—just one—toward exploring it further. As you do, you’ll find that your calling isn’t something waiting to be discovered; it’s something waiting to be lived.

What does finding your calling mean to you? I’d love to hear your thoughts, your stories, or even the questions you’re wrestling with. Let’s inspire each other to live lives of purpose and meaning—because the world needs more of that.