A number of terms related to recruiting and retaining talent like the “great resignation”, “quiet firing”, and “quiet quitting” have entered the lexicon of a post-pandemic workplace. And while an increased need of workers for “purpose” can be seen as a positive development, it also leaves leaders wondering what it will take for their organizations to be sustainable and actually grow or thrive in the future.
In this thought paper, Dr. John Reynolds, president of Los Angeles Pacific University, shares his Purpose Optimization Model to help make sense of how the elements of an organization’s identity and purpose must align in order to have impact.
