AdvanceAcclaim

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“WritingwiththefiercenessandintelligenceofonewhohasbeenonthefrontlinesofcreatingthePurposeEconomy, Aaron Hurst pulls together a seemingly disparate collection of trends and multi-generationalyearningsintoacohesiveargumentthatoureconomyisenteringanewperiodwheremeaningis,perhaps,theultimatecapital.ThePurposeEconomyisatoncebothadescriptionofprofoundchangesandacalltoactiontomakethosechangesapartofoursociety.”

JerryColonnaChairoftheBoard,NaropaUniversity|Co-Founder,FlatironPartners

Author,TheMonsterinYourHead

“ThePurposeEconomyeloquentlysumsupwhatwehaveseenaroundtheworldoverthelasttenyears.AaronHurst isa rarevisionarywith the talent tosee thefuturebutalsofindaway tobringusallalongon thejourneytorealizeitspotential.”

MarkusHippExecutiveDirector,BMWFoundation

“ThePurposeEconomyisrequiredreadingforanyoneinterestedinsocialinnovationandfranklyanyonewhoisworkingwithMillennials.”

MicheleKahaneProfessorofSocialInnovationandEntrepreneurship,TheNewSchool

“Aaronisoneofthemostthoughtfulanalystsworkingattheintersectionofbusinessandsocietyintereststoday.He has a deep, intuitive understanding of people, and the different forces that are affecting theirsocial,economic,andlifedecisions.Ifyouareinterestedinunderstandingwherewemightbeheadedandwhatitmightmeanforyourjob,career,orenterprise,youneedtoreadthisbook.”

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“The Purpose Economy is a must-have on any reading list about economics, social innovation,Millennials,marketing,orleadership.”

JimSchorrSeniorFellowinSocialEntrepreneurship

UCBerkeleyHaasSchoolofBusiness

“ThePurposeEconomyisbrilliant.Itisbothanunlockforfindingpurposeinyourcareeraswellasforadaptingyourorganizationtomeettheshiftingprioritiesofnewgenerationsandcommunities.”

RobertoOrciPresident,AcentoAdvertising

Chairman,AssociationofHispanicAdvertisingAgencies

“AaronHursthascapturedanimmenselyimportantchangeintoday’sconsumerandtalenteconomies.ThePurposeEconomyexplainswhyagrowingdesireforauthenticpurposeintheworkwedoandthechoiceswemakeisredefiningwhatittakestoleadsuccessfulorganizations.”

FabioRosatiCEO,Elance/oDesk

“For thosewonderingwhat’scomingaroundthecornereconomicallyandsocially—drivenbytheenergyanddynamismofMillennials—ThePurposeEconomyprovidessomecompellingideasandearlyclues.”

PhillipHendersonPresident,SurdnaFoundation

“This importantbookprovides important insight into thechangingmotivationsanddriveof thepowerfulMillennialGeneration.Thisthesiscanbe(andhopefullywillbe)transformativetoavarietyofsectors,asweadjusttothenewcurrencyofthelargestgenerationinhistory—Millennials.”

MayaEnistaSmithAdvisor,LadyGaga’sBORNTHISWAYFOUNDATION

THEPURPOSEECONOMY

HowYourDesireforImpact,PersonalGrowthandCommunity

IsChangingtheWorld

AARONHURST

Elevate,USA

Copyright©2014byAaronHurstCoverdesign:FranziskaVehandArthurCherryAllrightsreserved.Noportionofthisbookmaybereproduced,storedinaretrievalsystem,ortransmittedinanyformorbyanymeans©electronic,mechanical,photocopy,recording,scanning,orother©exceptforbriefquotationsincriticalreviewsorarticles,withoutthepriorwrittenpermissionofthepublisher.

PublishedinBoise,IdahobyElevate,aRussellMediacompanyThisbookmaybepurchasedinbulkforeducational,business,organizational,orpromotionaluse.

Forinformation,pleaseemailinfo@elevatepub.comISBN-10:1937498298

ISBN-13:978-1937498290

PrintedintheUnitedStatesofAmerica

ThePurposeEconomyisdedicatedtotheamazingwomeninmyfamilywhohavetaughtmenearlyeverythingIknow.KaraHartnettHurst,mymuseandwife.LolaB.Hurst,mydaughterandtheclosestthingtoperfectiononthis

planet.TeraPierce,mysisterandhero.SandraSlater,myrockandaunt.BonnieSlaterHurst,mydepartedmother,whosedisdainfortheordinaryliveswithme

tothisday.

ACKNOWLEDGMENTS

Robert Acton, Clem Auyeung, Jesse Bania, Caroline Barlerin, Nate Bear,Jonathan Becker, Jennifer Benz, Paula J. Beugen, Ruth Blatt, Sierra Brand,Mischa Byruck, Stuart Bunderson, John Cary, Chris Chavez, Samuel Chen,ArthurCherry, JoshCohen, JerryColonna,ChipConley,AlanaCorbett,CodyCowan, SuzanneCraig,WillDenton,BillDraper III, LeandraElberger, JasonElliott,LianaElliott,PeterEsser,TatianaFigueiredo,LindsayFirestone,LanceFors,OliverFriedfeld,KylaFullenwider,LisaGans,MegGarlinghouse,SheryleGillihan, Mirta Gilson, Kimberly Gim, Per Grankvist, Adam Grant, GabrielGrant,MarineGrodzin,Phi-HongHa,AletheaHanneman,CarolHarnett,JessicaHarris,MeiraHarris,R.ChristineHershey,MarkusHipp,JeffHirsch,ElizabethHorwitz, Rachel Hutchinson, Robert Hunter, Shawn Hunter, Noah Isaacs,Luciana Jaburl, Amel Karboul, Meghana Khandekar, Steve Kirmse, AïchaKonaté,AdrianaKrasniansky,BobbyKuber,AdamLashinsky,TracyLawrence,ChelseaLeMar,StephanieLepp,LeonardoLetelier,JulieLewit-Nirenberg,JoshLinkner, Emily Loose, Christos Makridis, Elaine Mason, David B. McGinty,Denise McMahan, Jeff Nedler, Mark Newall, Frances Nguyen, Joy Nuga,AlexandriaOcasio-Cortez,McValOsborne,KelliPeterson,EricPhillips-Horst,Armin Pialek, Marc Porat, Damon Shelby Porter, Julian Posada, CamillePreston, Tom and Kathy Raffa, Eric Ries, Fabio Rosati, Jeff Russell, MarkRussell, Alexandra Santiago, Frank Santoni, David Sasson, Nina Schneider,ElizabethSchwan-Rosenwald,JimenaRyan,EmilySarver,SteveSchloss,RyanScott,MeaghanScribner,MarianaSerra,NeilShah,ShallyShanker,Dr.ShikhaSharma, Alex Simon, Aman Singh, Sandra Slater, Adam Spence, SophieStenbeck, Jay Arthur Sterrenberg, Wendi Sturgis, Chan Suh, Trevor Sumner,Rich Tafel, Anna Tavis, Michael Thng, Friederike V. Tiesenhausen, KristyTimms,JefferyThompson,DarVanderbeck,GaelVanWeyenbergh,FranziskaVeh, Jeff Walker, Katherine Wang, Emma White, Arthur Woods, KristinWoods, Amy Wrzesniewski, Pengcheng Zhu, Andrew Zolli THEPURPOSEECONOMY100

The cover of this book celebrates 100 pioneers of the new economy. Theirnamesareasfollows:

Cindy Gallop, David Kelley, Marshall Ganz, Jonathan Trent, Erika Karp,SalmanKhan,MichelleLong,LauraRoberts,EmilyPilloton,AntjeDanielsonand Robin Chase, Yvon Chouinard, Daniel Pink, Howard Gardner, MichaelPorter,WilliamMcDonough,BrenéBrown,BenNelson,WendyKopp, SashaOrloff and Jacob Rosenberg, Jonathan Abrams, Dr. Eric Topol, AriannaHuffington, PamO’Connor,Dr. Peter Tuerk,GregBerman,MartyMakary&Atul Gawande, William Rosenzweig, Carol Cone, Dr. Corey Keyes, EvanWolfson,HowardDean,HeatherFranzese,JeffDenby,JonathanRapping,MaryBonauto, Beth Noveck, RickWarren, R. SethWilliams, Sebastian Thrun andPeterNorvig,ChadDickersonandMattStinchcomb,DanielRosen,BillyParish,Steve Richmond, Joshua David and Robert Hammond, Joshua Mailman andWayne Silby, Amy Wrzesniewski and Jane E. Dutton, Rick Fedrizzi, MikeItaliano, and David Gottfried, Jay Coen Gilbert, Bart Houlahan, and AndrewKassoy,Dr.MelissaKearney,Dr.PeterTufano,Dr.JonathanGuryan,Dr.ErikHurst, Bob Epstein and Nicole Lederer, Ryan Gravel, Cathy Woolard, TomCousins,BenCohenandJerryGreenfield,CraigJelinek,BernieGlassman,JulietEllis, Freelancers Union, Paul Rice, Charles Montgomery, Jacob Wood &WilliamMcNulty,JenniferPahlka,MelindaGates,JeffreyStewart,IndraNooyi,Ryan Howard, Dr. Risa Lavizzo-Mourey, Steve Ells, Ray Oldenburg, VivekKundra,TonyHsieh,BrianChesky,JoeGebbiaandNathanBlecharczyk,JohnTolva,RobSpiroandAlonSalant,YanceyStrickler,CharlesAdler,PerryChen,MegGarlinghouse,MitchellBaker,Dr.TomX.Lee,ElonMusk,PeterKoechley& Eli Pariser, David Payne andMichael Tavani,Michael Bloomberg, RachelKleinfeld,JohnMackey,MichaelPollan,BradNeuberg,ChrisAnderson,DavidEdinger,ScottyMartin,Dr.ReginaBenjamin,FrankPerez,AlGore,ZackExleyand Judith Freeman, Ben Goldhirsh, Adam Grant, David Javerbaum, Dr. JonKingsdale,JaneJacobs,JimmyWalesandLarrySanger,JorgeMontalvo,JudgeJonathanLippman,JustinHall,MollaS.Donaldson,KarlD.Yordy,KathleenN.Lohr,andNealA.Vanselow,PeterBlock

INTRODUCTION

Iam39yearsold.AsanAmericanmale,mylifeexpectancyis76.I’malreadyin the second half of my life, though I’m often still referred to as a “youngleader.”It’sremarkablehowmuchtheworldcanchangein39years.Mostnationsare

lessthan75yearsold.Theaveragenationalconstitutionhasalifeexpectancyofonly 17 years. The lifespan of a Fortune 500 company is between 40 and 50years—roughly thesameassomeone inoneof the tenpoorestcountries in theworld.Duringmy grandmother’s lifespan, the number of nations in theworldincreasedbymore than50percent; at the timeof her birth,manyhadnot yetevenbeenestablished.Our institutions, our governments, and even our nations are still radically

evolving. You will likely live longer than the organization that employs youtoday.Thecorporations thatdominatesocietyarea relatively recent invention,barely a hundred years old. The sector is still in its infancy, and the giantbusinesses that lead it, despite all their resources and systems, are far lessresilient than people. As the founder of the Taproot Foundation, now in itstwelfthyear,it’shardformetofathomatimewhenitwon’texist,buttheoddsare very low that it will still be aroundwhen I die. Hopefully its impact andlegacywilloutliveme,buttheorganizationisunlikelytodoso.It’sadisturbingbutliberatingthought—everythingisintransitionandfarless

permanentthanweimagine.Butiflittleofwhatwebuildorexperienceoutlastsus,wecanandshouldgiveourselvesfarmorepermissiontoexperimentandtakerisks.Fewthingscannotchange.Thatmeansthatwepossessmuchmorepowerthan we realize, but it also means that even if we make mistakes, they areimpermanent and reparable. Things are done a certain way, until they aren’t.Youcanbetheonewhomakesthechange.

PlayingwithPost-itNotesIn 1992, I was in high school while my father was a Ph.D. student at the

UniversityofMichigan.Myfondestmemoryofthattimewaswatchinghimmaphis ideas for his dissertation. He began with an insight from a conversation,research,orabook.Hethenwouldrollthesegiantsheetsofpaperoutacrossthetable,onwhichhewouldjotdowntheinsightandcircleit.Headdedcircleafter

circle, drawing lines to show their relationships. When he wasn’t around, Iwouldpullouthismapsand lookat them, trying todecipherhis lines,words,andcircles—itwasamapofhismentalworld,and lookingat itmademefeellikeIwasinsideit.20yearslater,Ibegancreatingmyowncirclestofindmyowninsights.My

circles took the form of Post-it notes stuck on my office window, whichoverlooked the downtownNewYorkCity skyline. For over a year I arrangedandrearrangedthem,tryingtofindapatternandananswertoaquestionIhadbeenstudyingforalongtime:Isthereasciencetosocialimpact?HowcouldtheworkIwasdoingatTaproothaveabiggerimpact?Billionsofdollarsarespenteach year trying tomove the needle on issues from education to poverty, butwhatwasworking?Isitpossibletopredictsuccess?Howcouldsomeonedesignasocialimpacteffortwithahighprobabilityofcreatingchange?ThebreakthroughcameaspatternsemergedbetweenthePost-its.Thepatterns

becamewhatIlatertermedtheFiveLeversforSocialChangeinaseriesfortheStanfordSocial InnovationReview.1Basedonmyresearchofsuccessfulsocialchangeefforts,thereappearedtobeonlyfivewaysthatsocialchangewaseverproactivelycreated: research,policy,publicperceptions,disruptive technology,andbrightspots.Thisframeworkradicallyshrunkthechallengeofarchitectingsocialchangeefforts.Whathadseemedinfiniteandoverwhelminghadbecomefiniteandeasilynavigated.Once this framework emerged, I took it on the road to see if anyone could

breakit.Entrepreneurs,localfoundations,evenfolksattheWhiteHousecouldn’tfind

an example of a social change that had been created using an approach otherthanoneofthefivelevers.ButasIcontinuedtotesttheframework,Ipersonallyfound that the five leversweren’t enough. Putting the levers towork requiredlarge groups of people working together across sectors, backgrounds, andexperiences. Leaders weren’t listening to each other or respecting theperspectives of their partners. Theywere talking at each other, not with eachother. Theywere getting stuck just defining an issue,much less selecting therightleverstopull.Soon, a new set of Post-it notes began to pop up onmywindow.Why did

such smart people see issues so differently and have so much troubleunderstandingtheperspectivesoftheirpeers?Howcouldwegetpeopletoworktogethertoputthefiveleversintoaction?TheanswertookaboutthreemonthstoemergeasImovedmyPost-itnotesaroundinbetweenconferencecallsandmeetings.AsImappedoutallthediverseapproachestoadvancingprogress,fivedistinct perspectives emerged. I came to understand that these diverse

perspectives constituted the core of not only how people created change andprogressintheworld,butalsohowtheyexperiencedpurposeintheirlivesandcareers. These perspectives embodied a new kind of diversity, a diversity ofpurpose.

PurposeIsaVerbLikesomanypeople,Ialwaysthoughtthatgainingpurposeinlifewasabout

findingmycause.Whencoachingormentoringpeopleovertheyears,purposealways seemed to find expression through a noun—immigration, civil rights,educationandsoon.AndyetthisneveraccuratelydescribedthemanypeopleIknewwhoworked in jobs that had no “cause” but still felt a strong sense ofpurpose in theirwork,orotherswhohad foundpurposeworkingacrossmanycauses.Whatstartedtobecomecleartomewasthatdefiningpersonalpurposewasn’taboutfindinganoun,butinsteadaboutfindingaverb—anaction.It’snotonlywhatyouaredoing,buthowyoudoitandtherebyrelatetotheworld.Forexample,whenweassembleagroupofleadersineducation,wethinktheysharea purpose, but in fact, they only share a cause.Until they can understand thediversityofpurposeintheroom,thecausehaslittlehopeofmovingforwardorcreatingmeaningfulchange.ThisinsightledtoathirdquestionandsetofPost-itnotes.Whatispurpose?

Whatgeneratespurposeforpeople,andhowcan theyharness it?Andperhapsmost importantly, how do we engage people to use their purpose to createmeaningfulchange?This one was easy at first. For more than a decade, Taproot had helped

thousands of people find and cultivate purpose. Reading over 20 thousandapplicationessayshadprovidedmewithenormousamountsofdata,anecdotes,andstories tomove toPost-itnotesandfind theeventualpatternsand insightsaround thedriversof purpose.This time, themagicnumberwas three: peoplegain purpose when they grow personally, when they establish meaningfulrelationships,andwhentheyareinservicetosomethinggreaterthanthemselves.Theharderpartwasanswering the followupquestionsabouthowtoenable

people to have work rich in purpose. Upon further examination, however, itbecameclearthatformanypeople,livingwithpurposewasanecessity,notanoption. This especially rang true with theMillennial generation. People wereseekingandfindingpurposeeverywhereandineverything.ItwasinbusinesseslikeEtsy,whobecamewildlysuccessful.Itwasinmodelsandnewmarketsforthingslikecarsharing,andatthecoreoftheriseandsuccessofsocialmedia.It

was why so many people were deciding to leave their jobs and work forthemselves.It was during this time that I came across a summary of my uncle Marc

Porat’sworkfromwhenhewasadoctoralstudentineconomicsatStanford.Inhis1977thesis,hecoinedtheterm“InformationEconomy,”andheprovedthatinformation had surpassed industry as the leading driver of the U.S. grossdomestic product (GDP). In reading the summary of his dissertation, I foundsomething surprisingly similar about what he had described and what I waswitnessing both through my work at Taproot and in the economy at large.Specifically, the economywas going through anothermajor restructuring, andthatjustastheInformationEconomysupplantedtheIndustrialEconomy,andasthe Industrial Economy supplanted the Agrarian Economy before it, a neweconomyhadbeguntoemerge.Like most people, I had come to see technology as synonymous with

innovation, jobs, growth, and our future.Andwhile the InformationEconomywasclearlystillthedominantdriverofoureconomicengine,ithadbecomeclearto me that a new economy was emerging, one centered on the need forindividuals to find purpose in their work and lives. It wasn’t a pollyannaishvisionofthefuture,butratheranaturalcourseintheevolutionoftheneedsofpeople and thegoods, services and jobs theydesired.As I began to share thisideaofanemergingPurposeEconomywithmyfriends,partners,andcolleagues,itresonatedwithmuchofwhattheyhadexperiencedandwitnessedintheirownwork and lives. It wasn’t just a trend or niche; as consumers, employers,communityleaders,policymakersandemployees,wewereeachplayingasmallrole in restructuringsocietyand theeconomy tomeet thegrowingdemandsofthepeople(andplanet).Ofcourse,thedesireforpurposeinlifeisnotnew;onecouldarguethatitisa

corepartofthehumanmakeup,acrucialcomponentofwhathasdrivenusasaspecies.Butwhatdid thismean?What changes couldweexpect to see?Howcouldwehelpnudgetheeconomyinthedirectionthatwouldbemostbeneficialtopeopleandtheplanet?TheInformationEconomychangedorganizationsandthelabormarketaswellasdemandinganew,enablingenvironment.CouldweexpectthesametypesofchangesintheemergingPurposeEconomy?Theimpactof theInformationEconomycannotbeoverstated. Its rise led to

radical changes in government, policy, education, community dynamics, non-markethuman interactions, and the roleanddesignofnonprofitorganizations.Within organizations, the Information Economy not only created technologydepartments,italsocatalyzedthewidespreadintroductionofstrategicplanning,marketing,andhumanresources.Additionally,itcompletelyalteredtheflowof

capitalandinvestments,acceleratingbothbutalsocreatingaculturethatfocusedondebt,scale,andshort-terminvestmenthorizons.Couldweexpecttoseesimilarradicalchangesinorganizationsoverthenext

20 years? Would whole new functions be invented? In 50 years, would acompanyevenresemblethetypicalbusinessoftoday?Thecluescouldbefoundin studying organizations like the Taproot Foundation and other pioneersworkingonthefrontlinesoftheneweconomy,andintryingtounderstandhowPurpose Economy organizations like Etsy, Interface, and Airbnb differ fromtheirpredecessorsofevenadecadeearlier.AsIbegantostudythepioneersofthePurposeEconomy,itbecameclearthat

marketing, human resources, and strategic planning were giving way to newmethods of organizing andworking, and that in order to thrive, organizationswouldneedtorethinkthewaystheywereoperatinginthisneweconomy.AndthosearejusttheimpactsofthePurposeEconomywithinorganizations.

We will likely also see radical changes to everything from government toparentingtohealthcare.Thereareunprecedentedopportunitiesthatexistinthisnascenteconomy.Itis

ourstodesignandown,tocreateandexpandmarketsinstillunimaginableways.Ascurrentand future leaders,wehave theopportunity to improve the livesofbillionsofpeople.

ThePurposeEconomy2.0In theearlyspringof2013,IsatdownanddraftedThePurposeEconomy. I

sharedmy insights and stories from the front lines to help inspire and enableeveryonetoembrace,build,andowntheneweconomy.Thebookwassettobepublished in September of the same year, but after a 15-minute conversationwithEricRies, authorofTheLeanStartup,we switchedgears anddecided totreat themanuscriptasabetaversionandnotasthefinishedbook.Weprinted2,000copiesandsentthemtopioneersandthoughtleadersintheneweconomy.We asked them to contribute their ideas and observations about the PurposeEconomy,thebook,andtheconcept.WeaskedthemtosharetheirPost-itnotes.Iwrotethebookyouarenowreading,butinmanywaysitwasco-authoredbythenumerouspeoplewhosharedtheirstoriesandideas.Armed with the generous and insightful feedback from so many thinking

partners from around the world, I created a final set of Post-it notes, whichbecame the structure for this book.The Purpose Economy is notmeant to beread as a treatise, but as awork in progress and a call to action for all of us

workingtowardsbuildinganeconomythatservespeopleandtheplanet.In this book, youwill explore the evolution ofmarkets within the Purpose

Economyand thekey levers that canbeused to advance them, aswell as thenewapproachestorunninganorganizationacrosssectorsthatcanthriveinthisnewera.Butthemostimportantsectioninthisbookistheoneaboutyou.Atthecore of the Purpose Economy is people’s need and desire to find their ownprofessionalpurpose.ThisfeltlikeanimpossibletaskwhenIfoundedTaproot,but just over a decade later, the key ingredients have become clear and havebeenprovenpowerful.This book presents an opportunity of unprecedented potential: an economy

thatwillnotonlycontinuetogeneratejobsandresources,butonethatalsohasthe capability to improve the lives of billions of people. But much of thispotentialliesinhowweasleadersmoveforwardandhowweframeandinvestinthisneweconomy.Itis,atitscore,thefirsteconomybuiltforhumans.SograbsomePost-itnotes,andlet’sgetstarted.

SECTIONONE

WelcometothePurposeEconomy

1ThePurposeEconomy

Everyweekdaymorningat8:00, theTaprootFoundationdatabaseemailsmeareportofthenames,professions,andlocationsofeveryonewhohadappliedtojoinourteamofprobonoconsultantsintheprevious24hours.Usuallydozensof names long, the report also includes a short essay explaining why theapplicantwantedtodonateahundredhoursoftheirtimetooneofournonprofitpartners. In the dozen years since I founded Taproot, I have likely read 25thousandoftheseresponses,andwhileeachofthemareunique,themotivationsremainremarkablyconsistent:

“I’llbehonest—mycurrent9to5copywritingjobisnotinspiring,andit’snotmakingtheworldabetterplace.”

“I love to contribute my professional skills to any worthwhile cause….Money can’t buy the senseof fulfillmentone feels knowing that youhaveinvestedin thehopesanddreamsofothers throughorganizationssuchasTaproot.”

“My passion for helping people is rivaled only by my passion forautomatingthingswithcomputers.Iwanttocombinethesetwothings.”

“I find pro bonowork somuchmore rewarding than a paycheck job. Itreallyhelpstakemyskillsandtalenttotheirfullpotentialandgetthemostof them. It’s a personal opportunity to explore and stretch my

creative/marketingabilities.”

“Ifeelblessedtohavebeenabletogotoschoolandsucceedinmycareer,andfeelcompelledtousetheskillsaffordedbytheopportunitiesI’vebeengiventohelpdeservingorganizationsthatcanusethehelp.”

Injustovertwelveyears,theseprofessionalshaveenabledTaproottodonateover$100million inprobonoservices—anaverageof$8,000pervolunteer—makingusthelargestnonprofitconsultingfirmintheintheUnitedStates.Theirpayment?Purpose.WhenIsaypurpose,Imeanmorethanservingothersandtheplanet.Service

is certainly at the core, but in speaking with hundreds of professionals andreadingthousandsofessays,I’vediscoveredthattherearetwootherkeysourcesof purpose people seek: a sense of community and the opportunity for self-expression and personal growth. In other words, they pursue personal, social,andsocietalpurpose.An extraordinarily powerful force drives the desire to tap into these rich

sources of meaning in our lives. Since launching Taproot in 2001, I havewitnessedthatforcenotonlychangethelivesofthousandsofprofessionals,butalsobegintodrivearemarkableshiftinoureconomy.Thisshifthasgivenrisetowhole new breeds of organizations, products, relationships, and services thatdiscover innovative approaches to prioritize purpose in people’s lives, whileoftenaddressingthemostintractablesocialandenvironmentalproblems.ThisshiftissosubstantialandpervasivethatInowbelieveweareintheearly

daysoftheemergenceofa“PurposeEconomy”—thefourthAmericaneconomyin our history. While the Purpose Economy certainly does not dominate ourgrossdomesticproduct,itisgrowingquickly.Furthermore,asIwillargueinthisbook, it is likely that in 20 years, the pursuit of purposewill eclipse the thirdAmericaneconomy,theInformationEconomy.

Purpose,Purpose—EverywhereI’mnotaneconomist,asociologist,orapsychologist.Iamanentrepreneur.

Entrepreneursconstantlylookforopportunities,hopingtofindemergingtrendsorspotinspirationfornewproductsorservices.Thiskindofpatternrecognitionfirsthelpedmeseetheenormouspotentialforprobonoandhasnowhelpedmediscern theunderlying thread inwhatappears tobemyriademerging trendsof

the last decade. It’s helped me comprehend how they are all driven by thepursuitofpurpose—together,theycreatethePurposeEconomy.For more than a decade, I focused intensely on achieving the Taproot

Foundation’s mission. When I finally came up for air and reflected on ourprogress,Irealizedthattheprobonomovementwasnearingatippingpoint,aspro bono service had started to go mainstream. But I also realized that oursuccess was part of a much larger movement. The public was changing theirpriorities,andneworganizations,products,relationshipsandservicesthatwereoncenichewerenowfindingmarkets.Thesepowerfulshiftsinpublicdesirearechangingwhatwebuy,howwebuy

it, fromwhomwebuy it,whywebuy it,andhowmuchof itwebuy.Wearesharing everything, frombikes and cars to extra rooms in our homes.We canonceagainbuyandsellhandcraftedproductswithease.Grocerystoresnowsellmorelocalandorganicfood,andfarmers’marketshavepoppedupalloverthecountry.Inthelasttenyears,socialinnovationhasbecomebigbusiness.Conferences

and magazines are dedicated to the topic, and legions of consultants andentrepreneurs help individuals and companies adapt to this new way ofoperating.UnderPresidentObama,theWhiteHousenowhasanOfficeofSocialInnovationandCivicParticipation.Openalmostanynewspaperormagazineor lookata listofbestsellers,and

you’llfindevidenceofthischangeinpriorities.Awholenewgenreof“solutionjournalism” has emerged, with media outlets like the Solutions JournalismNetwork and GOOD covering social impact solutions, as well as establishedpublications,fromFastCompanytoGermany’sCapitalshiftingtheirfocusfrombusiness to an expanded focus on business and society. Even The Economistentered the game with the publication of Matthew Bishop’sPhilanthrocapitalism:HowtheRichCanSavetheWorld.Harvard professor and corporate strategist Michael Porter launched the

“Social Progress Imperative,” a global index that strives to look beyond grossdomestic product and provides a ranking of countries globally, based on theextent to which they aremeeting the social and environmental needs of theircitizens. It is one of several similar efforts, including the United Nations’Universal Periodic Review, that focuses on aspects such as human rights andsocialimpactratherthaneconomicfactorsinordertoevaluatenations’progress.Theconversationaboutworkisalsorapidlyevolving,withtheemergenceof

new fields of research (such as positive psychology) and new search andrecruitingfirmsfocusedsolelyonhelpingpeoplefindmeaningfulwork.SearchfirmslikeReWork,On-Ramps,Idealist,andCommongoodCareers(whichuses

thecatchytagline,“Willworkforsocialchange”)arethriving.BookslikeAdamGrant’sGiveandTake andMartinSeligman’sFlourish are redefiningnot justwhat drives employee engagement and productivity, but what improvesemployee well-being. These new concepts inspire different approaches tomanagement and careers.Applications from the best talent in the nation havefloodedthesefirms,justasTeachforAmericahasbeennowforoveradecade.AgenerationofPurposeEconomypioneers,likeWholeFoodsMarket’sJohn

Mackey and Virgin’s Richard Branson, are challenging others to follow theirleadandtocreatenewframeworksbothtodowellandtodogood,whichraisesthe bar for the business community and turns successful theories intomovements. Richard Branson launched the B Team, a coalition aiming to gobeyondtraditionalcorporatesocialresponsibility,andinsteadembracewhattheycall Plan B: “a plan that puts people and the planet alongside profit.” JohnMackey and his team are promoting a new model for business he callsConsciousCapitalism,whichinspiredhisbookofthesamename.Other large corporations have shown signs of new, purpose-focused

frameworks aswell.Someof themost traditional companies likeDeloitte andPepsihavestarted toput their toes in thewater,as their leaders recognize thatwhiletheycan’tchangeovernight,theycandeveloplong-termvisionstomakepurposeapriority.Inlightofthis,theyhavetakenproactiveandprudentstepsinthat direction. Pepsi’s CEO Indra Nooyi has framed their north star as“performance with purpose” and begun to make “healthy eats” and theenvironment core to their success. Deloitte, a consultancy with 200,000employees around the globe, has made it a priority to embrace a culture ofpurpose, realizing that successful companies must be “keenly aware of thepurpose they fulfill for clients, employees, community, andothergroups,”andtheyhaveintegratedthosegoalsintotheirbusiness’scoreactivities.EvenMorganStanleyrecentlygotintothegamewithitsannouncementofthe

multi-billion-dollar Institute for Sustainable Investing. Finance is slowlychanging to thrive in the neweconomy.Several states are experimentingwithsocial impact bonds, and others are experimenting with new governancestructures to address the financing needs of organizations that don’t neatly fitintocommercialornonprofitcategories.Muchliketechnologyafewdecadesago,purposehasnowbecomeabusiness

imperative. In today’s world, running an organization without an intentionalemphasis on purpose for employees and customers is like running anorganizationintheearly1990sandfailingtoimplementtechnology.Little of this is truly new, of course. Farmers’ markets existed long before

chainstores.Social impactbondsappeared in Israel in themidcentury.During

the 1960s in the United States and Europe, there existed several large-scaleexperimentswithcommunalownership.MotherJonesmagazinehasreportedonsocial problems and impact for decades. But what we are seeing now is theaccelerationandthecommercializationofthoseactivities,fueledbynewformsof capital, that allow these developments to move from the fringe to themainstream.Weareapproachingthetippingpoint,wherethePurposeEconomyhasmaturedenoughtomovefromthefringesofsocietytotheheartoftheU.S.economyand,increasingly,tothosearoundtheglobe.

WhatIsthePurposeEconomy?The PurposeEconomy describes the new context and set ofways inwhich

people and organizations are focused on creating value, and it defines theorganizing principle for innovation and growth. Each of the three previouseconomieswere unique to the context and set of conditions of the day, all ofwhich served as forces to impact themarkets in each economy. The PurposeEconomyisdefinedbythequestforpeopletohavemorepurposeintheirlives.It is an economywhere value lies in establishing purpose for employees andcustomers—through serving needs greater than their own, enabling personalgrowth,andbuildingcommunity.Theemergenceofpurposeastheneworganizingprincipleinoureconomyis

aproductofourcurrentmomentintime.Itisbasedonwherewestandinhistorytoday: our current culture, values, education, technological abilities, socialorganizations,political realities,andthestateofournaturalenvironment.Eachpart of our world has gone through a radical transformation in the last fewdecades,andtheyarenowconvergingintoanewsetofprocessestochangethewaysocietyoperates.Wecanseethesechangesinmanywaysthroughlittlethingsinoureveryday

lives,suchasthefoodwe’reeatingandwherewe’reshopping.Theyaffecthowwe live and howwework, and they are empowering people to have rich andfulfillingcareersbycreatingmeaningfulvalueforthemselvesandothers.Thesechangesintoday’ssocietyhavecreatedthePurposeEconomy,whichis

theumbrellaovermanymovementsandpursuitsofmeaning.Manywritersandresearchershavediscoverednewtheoriestoexplainthisshiftinculture,suchasthe striving for community, the need for self-expression, or the longing forhappiness.ThePurposeEconomyexplainswheremarketsmeetmovements,asindividualsstepout tocreatetheirownmeansoffindingpurposethroughtheirwork.

ThreeTypesofPurposeTounderstandthePurposeEconomy,it iscritical tounderstandpurposeand

how it is created for people. The definition and nature of purpose is oftenmisunderstood.Therearethreewell-researched,corecategoriesthatconsistentlyecho through the words of the professionals who applied to the TaprootFoundation: personal purpose, social purpose, and societal purpose. Together,theyrepresenttheneedsthatthenewPurposeEconomyaddresses.

WarrenBrown,KristineAshe,andKateAtwoodeachcametopointsintheircareerswhentheydecidedtheyneededtomakeachangetoincreasepurposeintheir lives.They each created neworganizations to realize this need, but each

wasdrivenbyaneedforadifferentkindofpurpose.Theirfollowingstorieshelptoillustratethethreetypesofpurposethataretransformingtheeconomy.

1.PersonalPurpose

WarrenBrownwasoneofoveramillionlawyersintheUnitedStates.Ashedescribes, “Mymomentof truth camevery lateon aFridaynightwhen Iwasstill practicing law.On this night, I wasmaking a cake for one of the seniormanagers inmy office, and Iwas trying tomake it look extra nice.”Hewasgoodathisjob,butitwasonlyajob—whathereallylovedwasbakingwithandforhisfriends.Whatstartedasahobbybecameabakery,CakeLove,andlateracafé,theLoveCafe.Boththebakeryandcafébecamewildlysuccessful,andheeventuallylefthisjobasanattorney.Andyet,justafewyearsin,Warrenwasn’thappy. Despite doing what he loved, he was in fact spending all of his timerunningthebakery.Whathelovedmostwastalkingtohiscustomersaboutcakeandcreatingthekindsofamazingcakesthatwowedthem.Asitturnedout,hispassionhadbeenmakingcakes,notmanagingabakery.Afterrecognizingthegapbetweenwhathewasdoingandwhathewantedto

bedoing,Warrenhiredamanagertorunhisbusinessandrefocusedhisenergyonbakingandlookingfornewwaystocreatecakes.Hetalkedtohiscustomersaboutwhat they loved and found thatwhile his customers clearly loved cake,theyhadtroubleeatingitneatly.Afteralittletrialanderror,asolutionemerged:CakeBites,smallcakesbakedandservedintinyjars.TheCakeBiteswereaninstant hit, andWarren was soon selling them toWhole Foods. His businessboomed.Byfollowinghispassion,Warrenhadnotonlyfoundaprofoundsenseofpurposebutbuiltagreatbusinessintheprocess.“Inlivingmypassion,whenIwakeup,I’mallgo.I’mspirituallyamped—readyandwillingtodiveintothesatisfaction I get every day from baking.” Passion is a crucial element ofpurpose.ForWarren, the pursuit of purposewas deeply personal. It beganwith him

recognizingaproblem,cultivatingtheself-awarenesstounderstandwhatneededtochange,andpushinghimselftomakethenecessarychangessothathecouldgrow. It’s no different for our generation. We find purpose when we are dothingswelove,attemptnewchallenges,andexpressourvoicetotheworld.

There’s no better example of personal purpose than the remarkable success of Etsy, amarketplacewhereoveramillionartistsandmakersselltheirwares.Injustfiveshortyears,Etsyhasenabledthousandsofprofessionalstoquittheirdayjobsforworkthatismeaningful

for them.Thecompanyreports that therearenowmoreEtsysellers inNewYorkCity thantaxidrivers.Bycreatingdemandforhandmadegoods, fromjewelry toart to furniture,Etsyhasmadeitcommerciallyviableforpeopletodotheworkthatenabledtheirself-expressionandgrowthascraftspeople.

2.SocialPurpose

Kristine Ashe’s family was fractured and living all over the country. Shelonged toshareher lifewith thembutknew itwasunlikelyunlessshecreatedtheopportunity for it tohappen.Thoughsheknewvery littleabout farmingorwinemaking,Kristinedecidedtobuyavineyard.UnlikeWarren Brown and his connection to the craft of baking, Kristine’s

dreamwasnottomakewine,butrathertocreateabusinessthatwouldbringherfamilytogetherandbuildacommunity.Thewinebusinesshadarelativelylowbarrier to entry and strong community of mentorship in winemaking—youlookedtoyourneighborsforhelp.Herhopewas that itwouldbeawayfor tofinally bring her family together in one place, allworking on the vineyard. Itcouldbeabusinessthatwasfocusedoncommunityandrelationships.Remarkably, her fieldof dreamsworked.Kristinebuilt thevineyard around

herfamily,creatingaranchthatallowedhertoworkwithherkidsbyherside.Her extended family alsogot involved inways shenever imagined.Her sistermovedtothefarm,andherbrother-in-lawnowleadsthevineyard’soperations.Herfatherevenbuilttheirwebsite.Kristine decided to call the vineyard EntreNous, French for “between us”.

Kristine explained her motivation to create the vineyard: “The connectionsbetween us bring the greatest joy, the highest passion, and themost authenticsatisfactioninourfrequentlyimpassive,impersonal,andimpatientworld.”Theworkofwinemakingwasrewardingandpushedhertoherlimits,butitwastheabilitytosharethatworkwiththepeopleshelovedthatmadeittrulymeaningfulandgavehersuchastrongsenseofpurpose.Research shows that purpose is not a solo act.Michael Steger at Colorado

StateUniversityhascreatedaLaboratoryfortheStudyofMeaningandQualityof Life. In his study of over 250,000 people, he found evidence that whatKristinehadfeltappliesonamuchbroaderlevel.Whenitcomestomeaninginlife,relationshipsmattertohumansmorethananythingelse.Theyreinforceoursenseofvalue,requireustoengage,andultimatelyhelpusgrow.1

We often find purpose through social interaction. This constitutes much of the success ofFacebookandothersocialmediasiteslikeTumblrandYouTube.Theyhavemadeabusiness

ofcreatingaplatformforpeopletoexpressthemselvestoothersintheirnetworkandbeyond.Whilesocialmediaisn’tasrichinpurposeastruecommunioninpersonwithfriends,itstillenablesustoshareourjourneywithothers,whichamplifiesthepurposeinourlives.Socialmedia,then,combinespersonalpurposeandsocialpurpose—perhapsthereasonforitsever-increasingpopularity.

3.SocietalPurpose

WhenNASCAR’sKateAtwoodwasaskedtospeakatacampforkidswhohadlostaparent,shewasn’texpectingherlifeandcareertrajectorytochange.But when she found herself in front of hundreds of kids telling the story oflosing her own mother to cancer when she was twelve years old, somethingshifted. Itwas thefirst timeshehadeversharedherstory.“Until thatday, thedeathofmymomhadbeenaboutme,”Katesharedwithme.“Afterthatday,Iknewitwasmuchbiggerthanmyself.”Laterthatevening,alittlegirlabouttenyearsoldtappedKateonhershoulder

andasked,“AreyouKate?”“Yes,”she replied.Thegirl thencontinued to tellherthestoryoflosingherownmomanddadinacaraccident.“Tothisday,thatmoment stands as the time I first brushedupwith the power of purpose,” sheexplains.“Twoyearslater,atthetenderageof22,thisthirst[tofindpurposeinmylife]

ledmetomyboss’soffice,toletherknowIwasleavingthecompanytostartanonprofitforkidswhohadlostaparentorsibling.”KateleftNASCARtostartKate’s Club. For the next ten years, she expanded it, and it became a well-establishedcommunityforchildrenandteensinAtlantanavigatinglifeafterthedeath of a parent or sibling. It was with Kate’s Club that her personalitymanifested,bothasasurvivoroflossandasakidwhojustwantedtoknowthatgriefchangedherlifebutdidnotendit.Shelearnedthatyourdarkestmomentcanbecomeyourbiggestgift,ifyouareabletomakeitaboutsomethingbeyondyourself.The most powerful source of purpose comes from this concept: purpose

comes when we know we have done something that we believe matters—toothers, tosociety,andtoourselves.Fromthesmallandmundanedailychoiceswemake to systemic and historic impact, we strive to contribute to thewell-beingoftheworldaroundus.Societalpurposeisn’tisolatedtovolunteeringandphilanthropy,or careers in educationand socialwork.While theseoften sparkfeelingsofpurpose,wecanalsoderivepurposethroughdecisionsabouthowweconsume, fromdecreasing our carbon footprint to buying local produce at thefarmers’market.Wecanalsodiscovermeaningthroughourdailywork,where

wehelpthepeopleonourteamsandprovideconsumerswithourproductsandservices.

SeventhGenerationmakescleaning,babyandfemininepersonalcareproductsthataimtobehealthyandsafefortheair,thesurfaces,thefabrics,thepets,andthepeoplewithinthehome—andfor thecommunityandenvironmentoutside it.Founded in1988,SeventhGenerationwas one of the first successful companies to build a brand around creating products andservicesthathelpconsumersbettercarefortheearth.Investinginenvironmentalsustainabilityis one of the most powerful (and literal) ways to do something bigger than yourself. Bymaking these products available for the mass market, Seventh Generation enables peoplecaringfortheirhomesandfamiliestomakepurposepartoftheirdailyroutine.

Atitsfoundation,thePurposeEconomycreatespurposeforpeople.Itservesthecriticalneedforpeopletodevelopthemselves,bepartofacommunity,andaffect something greater than themselves. It may sound utopian, but there isevidence in almost every industry and throughout our culture that this shift isalreadyunderway.TheInformationEconomy,whichhasdriveninnovationandeconomicgrowthforapproximatelythepastfiftyyears,isonlythemostrecentevolutionary leap in the history of the global economy. We are now in theprocessofmakingthenextbigleap.

3TheTenDriversoftheNewEconomy

Aswitheacheconomybeforeit,thePurposeEconomynaturallyprogressesfromthe previous economy. The Purpose Economy is only possible because of theInformation Economy, not only because of the amazing capabilities thateconomy created, but also the positive and negative externalities it generated.We also still see many antecedents of the new economy in the IndustrialEconomy, which is less than a hundred years behind us, as the core of oursociety.Butultimately,therewereaspecialsetofcircumstancesandkeydriversthat gave rise to the Purpose Economy and that continue to contribute to itsgrowth.

1.Human-ScaleTechnology

Technology has evolved over the last ten years, from enabling us to move online to nowenablingustofindpurposeonline.

WhenIbeganworkinginSiliconValleyinthe1990s,peoplehadjustbeguntorealize thepossibilitiesofhowtocommercialize theInternet.Moststart-upssimplyfocusedonhowtomoveonline,buildabrand,andclaimmarketshare.Howtocapitalizeon thatmarketsharewasan issuefor thefuture.Companiestookanexistingbusinessormarketandfoundwaysthatitcouldoperateonlinewithgreaterefficiency; the innovationwassimply takingwhatwasofflineandputtingitonline.In a publication from the fall of 2013,ReidHoffman, founder ofLinkedIn,

doesagreatjobofsummarizingthisfirstphaseoftheweb.Heexplainsthatthefirst websites enabled people to search and transact via flat directories. For

example, thePhiladelphia Inquirer put its existing classifieds online to makethem searchable. Citi enabled their customers to make payments online.Websitesrevolvedaroundprovidinginformationtotheirusers.

Then came the second phase of the Internet, where the networks of users

became a core part of the developed solutions. Users could now search andtransactvianetworks.RatherthansearchthePhiladelphiaInquirer’sclassifieds,wecoulduseeBay,whichimplementedaseller’sreputationintothesearchforgoodsandtheresultingpurchase.RatherthanjustmakepaymentsonlineatCiti,weusedPayPal,whichwasable tocreatenetwork transactionsbetweenusers.LinkedIn, then, was part of this second wave, as it evolved past sites likeMonster.com to allow us to assess professionals through a network ofrelationshipsbetweenusers.Google, too, was built on this 2.0 Internet, moving beyond searching web

pagestoallowustosearchthenetworkoflinksbetweenusers.Lettersbecameemails(onlineletters),andemailsbecametweets(networkedletters).Meetingsbecameonlinediscussionforumsandeventuallycrowdsourcing.Social media is at the heart of Internet 2.0. By helping move people from

consumers to creators online, socialmedia drove theweb’s next generation toemerge.Itsparkedourcollectiveimaginationinthinkingabouthowtechnologycouldbeleveragedforself-expression,communitybuilding,andservice.Andasour lives become more public, we are increasingly conscious of “personalbrands.” Somany people nowhavewindows into our activities, network, andpoints of view, and this new level of transparency has created new ways todisplayouraspirationalselves.Alargepartofthatdisplayisthedemonstrationthatwearerichinpurpose.Wewanttoshowoffourimpactandcompassion,wewanttoshowoffourcreativityandexpressiveness,andwewanttobuildalargecommunitytodemonstrateoursocialprowess.WearenowbeginningtoseetheemergenceofInternet3.0.While1.0tookus

onlineand2.0 creatednewvalue throughnetworks, thenewgenerationof theweb is about delivering human-scale solutions. These new models, largelycreatedbyMillennials,harnessthepoweroftheInternet tomakeitpossibletoreconnect to ourselves, each other, and our communities by harnessing thepowerof relationships.The Internethascreatedaplatform thathasmade it soeasytofindpeople,products,andservicesthatinasense,weareabletocreatethe village again—though this time, we are not limited by our geography orsocialclass.Before the rise of technology, work and consumption were personal. We

boughtfoodandproductsdirectlyfromthepeopleinourcommunitythatgrewandbuiltthem.Wesharedresourceswithourneighbors.Whenwetraveled,westayedinlocalinnsorwithstrangerswhohadaroomtorent.Wereadthenewsinalocalpaperwrittenbylocalwriters.Atthisscale,suppliersknewthepeoplewho used their goods and services, and customers knew who created theproductsandservicestheyused.

TheIndustrialandInformationeconomieswereallaboutscaleandefficiency.Businesswas almostmyopic, focused almost entirely ongainingmarket shareand developing systems thatwould increase theirmargins. The resultwas theproliferation and growth of massive organizations that sold mass-producedcommoditiesandemployedpeopleasif theyweredefactocommodities.Inaneffort to bemore efficient and to optimize for scale, companies sacrificed thehumanitybehindtheirproductsandservices.Wearestarting toseeareturn toapersonalscale—this timeenabled, rather

thandisrupted,bytechnology.Thethirdgenerationoftheweballowsustoonceagainhavehuman-scalemarkets.Wearenowabletosharecarsandbikes,staythenightatahomeratherthanahotel,buyhandmadegoods,andevenprintourownproductswitha3-Dprinter.Wecanfindservicesprovidedbypeopleinourownneighborhood,readblogsbyneighborsinourowncommunity,andborrowmoney from like-minded people rather than big banks. The technology thatcreated a scale so large as to drown us has now enabled a scale anchored inpeople’sneedforpurposeandmeaningintheirworkandlives.Itisright-sizing,tostealthetermbackfrombigbusiness.

FromTaskRabbit toElance, technology is changing thewaywe can earn a living, but alsochangingthewayemployersthinkaboutlabor.Morethan17percentofthefourteenmillionself-employedworkers in theUnited States consider themselves independent contractors orfreelancers.1 Fractional Labor, as it sometimes called, is concentrated heavily in sales, IT,creative services,marketing, andoperations.AsGenerationXandMillennials have enteredthe workforce, more professionals of their generations (and even older) have been seekingalternative ways to do work that is meaningful, powered by Internet 3.0. The technologypipeline, frombetter 3-Dprinting to robotics to big data,will likely only further acceleratethesechanges.

2.TheMaslowMillennialEffect

Whilemanygenerationshavesoughtoutpurpose,Millennialsmakeitagreaterprioritythaneverbefore,ineverythingfromtheirconsumptiontotheirworktotheircommunitiestotheirrelationships.

ArthurWoods,a2010graduateofGeorgetownUniversity,wasexcitedwhenhe landed a job at Google, the most desired employer of graduating collegestudents, according to Forbes.2 He had heard the stories and loved what helearned,particularlythefactthateveryemployeewasabletodedicate20percentof their time to passion projects. Google was a force for building good

infrastructure,making informationaccessible, andconnectingpeople.Thebestpartwasthatemployeeswhowentagainstthegrainwererewarded,ratherthanpunished,fortheirboldcreativity.By the time he graduated,Arthur had already started a business and a very

successful nonprofit, Compass Fellowship, that had spread to 18 universitiesacross thecountry.Googlewouldprovide thecorporateexperienceheneeded,whileenablinghim to remaincreativeandentrepreneurial.Hewouldbe semi-autonomous and have fluid roles that offered the clear opportunity to createsocial progress and impact in the world. Hewould be challenged and have astrongcommunitythatwouldpushhimtodoamazingwork.After joiningGoogle,Arthur found the reality to be very different.Like all

companieswiththousandsofemployees,Googlestruggledtofullyenabletheiryoungesthireswithmeaningfulopportunitiesandroleswithintheorganization.ThoughArthurwas sitting in the heart ofGoogle in SiliconValley, he couldhavejustaseasilybeeninacallcenterforautilitycompanyinanyanonymousofficepark.The job consistedof 30hours perweekofmainly rote roles.Theremaininghourswerespent inmeetings talkingabout therote tasks; therewaslittlecreativefreedomorclearpurposetothework.Theonlydifferencewasthathispeerswerealsoover-achieversandbrilliantindividualswhosharedhisvisionofGooglewhentheyhadstarted.Beinghighlysocial,Arthurusedhisnetwork toconnect tocolleagues in the

YouTubedivision and started volunteering for them.After he lobbied for fivearduousmonthsforatransfer,theyultimatelycreatedanewroleforhim.ArthurisaclassicexampleoftheMillennialworkforce:entrepreneurial,ambitious,andsocially-oriented.TheMillennialgeneration(thoseborninthe1980sand1990s)has become known as the purpose generation. It is increasingly a generationknownfor itsdesire tomakeadifference,grow,andshare itspassionwith theworld.3

AbrahamMaslow famouslyput forwardapyramidmodel to explainhumanmotivations, inwhich basic survival needs form the base, and others, such asself-esteemandcreativeexpression,onlybecomeconcerns,orneeds,whenthemore basic ones are satisfied. That this set of priorities is being expressed sopowerfully by theMillennials is a natural result of a larger social shift that’sbeentakingplace,ashiftupMaslow’shierarchyofneeds.WhatisstrikingaboutMaslow’shierarchyinrelationtotheemergenceofthePurposeEconomyisthatitoffersapowerfulexplanationforonereasontheeconomycontinuestoevolve,andwhytheaspirationtobecomemorepurposefulisnowacoremotivationforso many people who are lucky enough to live in the developed InformationEconomy.Before the 19th century, most of the population was largely focused on

survival:getting food to the tablewas thecoreeconomic force.The Industrial

Revolutionbrought greater prosperity, demanding amore educatedworkforce,and for many, the focus began to shift away from the most basic needs toquality-of-life issues like love,belonging,andesteem.First empoweredby thenew affluence of the industrial era and then later by the emergence of theInformationEconomy,anunprecedentedportionof thegeneralpopulationwasable to focus on the life of the mind, creativity, problem solving, and thediscoveryandanalysisoffacts.Many Westerners in generations X and Y have now reached a level of

fulfillment in that regard; we’re living lives that keep our minds rigorouslyengagedinthosepursuits.If thisevolutioncontinues,moreofuswill likelybeengaged in the next logical step of pursuing lives driven by the fulfillment ofhigher order needs, such as the need to realize our potential—to become, inMaslow’sterms,self-actualized.Wenowdesiretotranscendourownneedsandprioritize the needs of all of society and future generations, seeking moreconnectionandself-expression.ThePurposeEconomy is fundamentally fueledby our pursuit of the fulfillment of these needs; the needs themselves havebecomeaneconomicforce.ButhowdoMillennialsdifferfromothergenerations?Oneimportantwayis

how they approachwork.Whereas the BabyBoomers andGenX “divorced”theirprofessionallivesfrompersonalandcivicarenas,Millennialshaveblurredthe line between professional development and personal self-expression (forexample, using social media to deliberately leverage their individuality) andeagerlyseekouttoreconciletheirpersonalvaluesanddesiretoserveothersinaprofessional setting. Millennials were raised to believe that “they can bewhatever theywant to be” and don’twant to settle for a less-than-meaningfullife. In a major study of Millennials, the Pew Research Center recentlyconcluded: “Whatever toll a recession, a housing crisis, a financial meltdownandapairofwarsmayhavetakenonthenationalpsycheinthepastfewyears,itappearstohavehittheoldharderthantheyoung.…Millennials[are]confident,self-expressive,liberal,upbeatandopentochange.”4Millennialswerenotonlybornintoaworldofmuchmoreperceivedaffluence

thanprior generations, but also intoone inwhich thesevalues and aspirationswere gaining traction. Inspiring examples of Purpose Economy achievementscould be seen all around them. As they came of age, the environmentalmovement was going mainstream; pioneering social entrepreneurs werepopularizingtheideaof“doingwellbydoinggood,”withforerunnerslikePaulHawken of Smith&Hawken,Ben& Jerry’s, andAnitaRoddick of theBodyShop popularizing a new ethic of corporate social responsibility. Meanwhile,celebrities like Matt Damon, Angelina Jolie, and George Clooney were

popularizinganewethicofindividualengagement,makingitcooltobesociallyengaged.The excesses ofWallStreet, the dot-comboomandbust, and thementality

that“greedisgood”begantochangethescopeoftheAmericanDreamformanyMillennialscomingofage.Evenas theysaw theirparentsworkingharderandspendingless timeathomeinorder toafford thebighouse, threecars,andallthe accoutrements of success, they were mostly turned off by these statussymbolsandbegan tochallengeexistingparadigmsofsuccess.According toa2013studybyDeloitte,corporateemployees(notjustMillennials)nowbelievethat the top responsibility of a company is to provide goods and services thatpositively impact society. This change doesn’t revolve around just onegeneration,butMillennialsarecertainlyamajoraccelerant.

3.GenerationDisrupt

GenerationXenteredtheworkforceduringthedot-comboomandwastrainedtothinkbigandusetechnology.Theyarenowthegenerationinchargeandareputtingthosetalentstopracticeworkingonbigpurpose.

ManyofthepioneersofthePurposeEconomycomefromSiliconValley.MypeersinGenerationXhaveplayedadecisiveroleincraftingthenewmodelsforsocial innovation, in large part becausewewere at the heart of the rapid-firegrowthoftheInformationEconomyinthoseyears.Thisgrowthenabledpeopleto obtain incredible amounts of professional experience early in life, whichinspiredthemtocontinueontoboldandremarkablecareers.Theeffectofthedot-comboomonGenerationXwassomethingakintothat

ofWorldWarIIontheBabyBoomergeneration.Mygrandfather,forexample,was given the opportunity to play a critical role in post-war Germany as amemberof theFourPowerAlliedControlCouncil,whichcontrolledGermanyafteritsdefeat.Thoughhewasstillonlyinhistwenties,thewaracceleratedmygrandfather’s career and gave him a great sense of hope for what might bepossible.HewouldgoontoworkintheStateDepartmentinhelpingtoformtheUnitedNations,developtheblueprintforthePeaceCorps,andrunboththeSalkand Aspen Institutes. An impressive career trajectory to be sure, but one notlikelypossibleatanyothertimeorinanyotherplace.IwasluckyenoughtobeintheBayAreaduringthedot-comcraze,andone

ofmyfirstjobswasforasmallstart-upcalledHomeShark.com,whichsoughtto

empowerhomeownersandbuyersinmakingbetterrealestatedecisions;thatis,toupendthetraditionalmodeloftheindustryandputthecontrolbackintothehands of the consumer. I then took a job as a productmanager for a start-upcallediSyndicate,apioneerindevelopingthenewformofjournalismthatwouldeventuallyevolveintoblogging.I left the dot-com world with a keen understanding of the power of

technology, and how one website could upset amarket or could connect twopeoplewhowouldhaveneverotherwisemet.Evenmypeerswhodidn’tworkintechnologywereintoxicatedbythepotentialandtherealizationthat inspiteofouryouthandlackofexperience,with theright ideaandknow-how,wecouldfundamentally change the way things had worked. Not only did I get theequivalentofahands-onMBA,butassomanyofusdid,Isawtheextraordinarypower of the web for those who came up with the right idea and followedthroughonitwiththerightpassion.Our goals in those days may not have been as noble as helping a country

recover from the devastation of war—many dot-coms were frivolousmisadventures—butwehadseenwhatcouldbedonebyonepersonandanidea,with thehelpof technology.Groundbreakingchangewaspossible.Andas thedot-com sector regained its footing after the crash, we saw whole industriestransformed,aswellasthewaymostAmericanscommunicatedandengagedinsociety.So many of the pioneers in social entrepreneurship, social media, and

sustainability are fromGenerationX andwere in someway engagedwith thedot-com boom. JimmyWales and Larry Sanger ofWikipedia, Max Levchin,ElonMusk andPeterThiel ofPayPal, andChrisAndersonofWired andnow3DRobotics are just a few examples. The core leadership of the PurposeEconomy today is from this often forgotten generation, who in many waysproducedthearchitectsandcatalystsoftheneweconomy.

4.Environmental,Economic&PoliticalTurmoil

Thegrowinguncertaintyinoursociety ismovingpeople tofindstabilitywithin themselves,andtoidentifytheneed,todevelopempathyforthoseaffectedbyturmoil.

AmyWrzesniewski was teaching at New York University during the 9/11tragedy.A few days after the attack, classes resumed. To her surprise, nearly

everystudentattended,andtheyweredeeplyengaged,butnotinthecurriculumshehadplanned.Theytalkedaboutthetragedyandwhatcouldbedone.Manywere in tearsanddeeply rattled.Amyrealized itwouldbe ludicrous to lecturethemabouthowtomaximizeteamperformanceinorganizationsthatdayorformanydaystocome.She,likemanyofherpeersinuniversitiesandworkinginresearch,struggled

tounderstandthevalueofherworkinthecontextofseeingthehorrorof9/11.Manysearchedfornewprojectstohelpconnecttheirbackgroundstosomethingthatwouldmakesenseofwhathadhappened,oratleasthelpthemfindmeaninginit.Amy herself became curious about how people changed their approach to

workwhen the significanceof itwascalled intoquestionby tragedy.Shehadseenallthenewsstoriesofindividualswhochangedcourseandfoundnewworkthat they perceived to be of greater service to humanity. She found majorincreases inenrollment inserviceroles, fromteachingto themilitary.5“Ratherthanfocusingonextrinsicjobconcerns,theterroristattackscausedmanypeopletoaskiftheyoughttoreframetheirworklives.”Peoplehadawakenedtotheirneedforpurpose.9/11wasn’ttheonlytragedytoawakenthisneedforpurpose.Thedisastersof

the last fifteen years, from 9/11 to HurricaneKatrina to the Great Recession,changedthecourseofmanylives.TheycausedanespeciallyrudeawakeningforMillennials,whoexperiencedthemduringtheirformativeyears.Mycousin,LianaElliott, fell in love the first time shevisitedNewOrleans

andknewthatitwaswhereshewantedtogotocollege.Shewantedtobeinasmallcitywithavibrantmusicscene,andNewOrleansandTulaneUniversityfitthebillperfectly.Justlikeher,itwasquirky,authentic,andcreative,andasanaspiringmusicjournalistshefounditfarmoreinspiringthanherhometownofPaloAlto.During her junior year, Hurricane Katrina hit. “[It] literally changed

everything,” she tells people. She evacuated toTexas as the stormneared andfollowedthechaosonTV.Lianavividlyrecallswatchingareporterstandinginthe parking lot where she worked and seeing in the background, engulfed inflames, the Subway restaurant she had frequented on lunch breaks. As thefiremenweretryingtodousetheflames,therewasgunfire,andthereporterandcrewducked and started running.As she toldme, “For awhite kid fromPaloAlto, that wasn’t something I was used to seeing in my backyard.” It was ashocking thing for anyone to see, but for a shelteredyoungwoman fromPaloAlto,itwasdeeplyunsettling.Liana now describes her life as being “divided into pre-and post-Katrina.”

Lifelessonsshehadlearnedasachildaboutvolunteering,beinginvolvedwithhercommunity,andenvironmentalsustainabilitybecameveryreal.OnceTulanereopened, she returned to New Orleans, only to find her home with noelectricity,mailservice,ortrashpickup.Herblow-upmattresshadtobehauleddownstairs to her neighbor’s FEMA trailer to be re-inflated every night. Sheshoweredat thegym, rentedamailboxdowntown,andcarriedapowerstrip toclasssoshecouldchargeeverythingallatonce.Itwaschallenging,butnothingcompared to so many others who had loved ones killed or their livelihoodswashedaway.Liana found ithard to remain inschool.Shewanted tostarthelpingput the

citybacktogetherandtobe involvedin therebuildingandrebirthof theplaceshe had grown to love. She couldn’t comprehend the rationale forwriting yetanother paper for a professor to skim and grade,when therewas clearly suchneedsurroundingherinNewOrleans.Itfeltpointless,andlikesuchawasteoftime,money,andenergythatcouldbebetterspenthelpingtherecovery.Lianadidgraduate,butnolongerwithanaspirationtobeamusicjournalist—

shehadthebug.AfterseeingtheterrorofKatrinaandthesystemicfailureofthegovernment and other institutions in preparing for it and in the recovery, shewantedtoensuresuchtravestydidn’thappentoNewOrleansoranyothercityagain. After graduating, she found work in a local nonprofit working on therecovery and eventually returned tograduate school to studydisaster planningandrelief.Thedisastersofthelastfifteenyearshaveprofoundlyimpactedourpriorities.

HurricanesKatrinaandSandy,theDeepHorizonoilspill,thevisiblecampaignsagainstmodern-dayslavery,andtheterrifyingnewsoftherapidlymeltingpolarice capshavemade the fragilityofourplanetpainfully clear.The threat is nolonger distant; we no longer look outside our immediate communities to seepeople suffering devastating consequences from our warming climate, thescarcityof freshwater,or the infiltrationofour reservoirsby toxicwastes.Thethreatsareomnipresent.Theeconomicdisasterandhousingcrisisof2008—the“GreatRecession”—

has also forced many people and companies to change their behavior asconsumersandemployers.Theimpactofthisrecessionstillisn’tentirelyclear,butMillennials, who came of age in this reality, developed a different set ofpriorities in response to this new context. Visa reported that the use of debitcardshassurpassedthatofcreditcards, indicatingashiftingcomfortwithdebtfrom previous generations.Millennials have becomemore creative in findingways to meet their needs that don’t rely on acquiring debt or increasingconsumption. Instead, they are finding value in serving others, expressing

themselves,andjoiningcommunitieswithsharedinterests.Outofgreatdisasters,whetherenvironmentaloreconomic,oftencomegreat

opportunities.Theyinspirecourage, invention,andinnovation.Theyalsoforceus to redefine normal. We are seeing marvelously inventive new solutionsemerging all around us; new models are being tested, hybrid styles oforganizationarebeinginvented,andcapitalfromboththeprivatesectorandthegovernment isbeingredirectedto thePurposeEconomy.Andthischangeisn’tjust coming from Millennials. Their parents, many of whom are reachingretirement,areinsteadchoosingsecondcareersandredefiningwhatitmeanstoage.

5.Longevity

As theymapout theirnext30years,Boomers aredesigning their secondcareers andagainprioritizingthepurposetheysoughtintheiryouth.Intheprocess,theyinspiretherestofus.

Thisreimaginingofretirementisdirectlytiedtothefactthathumansarenowliving longer thanever.TheBabyBoomergeneration,nowentering traditionalretirementage, is trying to reconcile the reality thatmanywillendup livingadecade or more longer than their own parents.6 Unfortunately for many, therecessionand increasedhealthcarecostshavemeantpushingoff retirementorfinding part-time work to cover their needs. Whatever the catalyst, they aremakingpurposeapriorityintheirsecondcareers.Afterworkingfordecadesinjobsfocusedprimarilyonearning,Boomersare

lookingforwaystogivebackanddoworkthathasmeaning.AsEncore.org,anonlineplatform for helpingpeople findmeaningful second careers, articulates,they see their second careers as an opportunity to make some of their mostimportant contributions to themselves, to their families, and to theworld. Formany,thismarksareturntoanearlier,moresocially-orientedtimeintheirlives.Boomers grew up during the era of some of the most important socialmovements inournation’shistory andwerebehindmanyof them, servingonthefrontlinesofthecivilrightsmovementandenduringthepainoftheVietnamWar.Manywentontohavefamiliesandjointhecorporateranks,butwiththeirkids leaving the nest, they are reevaluating their priorities and exploringmorerewardingopportunities.

Compared to the generations that came before them, Boomers are moreeducated,healthier,wealthier,andmoreinclinedtostayintheworkforcelonger.But formany, thatwork isn’tmotivated by the same things itwaswhen theywereattheirpeakearningpotential,andit’screatingatalentboomforthesocialsector. Already, Encore.org reports, ninemillion Boomers are in purpose-richsecond careers, with another 31 million seeking them out. They are findingpurpose in many places, including education (30%), health care (25%),government(25%),andnonprofitorganizations(11%).7Myown father, PeterHurst, became a social entrepreneur in his 60s.After

spendingthepreviousfewdecadesofhiscareerinhighereducation,hebecameinterested in the localschooldistrictwherehe livedandsawanopportunity tomakearealimpactinhisownbackyard.Twiceadayatsuburbanschoolsacrossthecountry,carsidleinfrontasparentsdropoffandpickuptheirkids.Kidsarenotonlymissingthehealthbenefitsofwalkingorbikingtoschool;thefumesof

the idlingcarsmaketheairqualityaroundtheschoolcloser to thatofabar inBangkok.Toaddressthisissue,hecreatedaprogram,theBoulderValleySchoolDistrict’sTripTracker,whichmakeswalking,biking,busing,andcarpoolingtoschoolcoolandsafeagain.Lastyear,theyestimatetheyreduced300,000milesofdrivingandover10,000gallonsofgasusein12schools.8Hehastoldmethatdespitethelowpayandprestige,itisthejobhehasenjoyedmostoverthelast50years.OtherBabyBoomersarefindingasolutionnotinchangingtheirvocationor

starting new programs, but through involvement in their community asvolunteers,boardmembers,anddonors.Boomersnowcollectivelydonateover$60billionperyeartocharity.9Thenumberofvolunteersage65andolderintheU.S.willincrease50percentby2020,fromjustunder9millionin2007toover13 million.10 These numbers demonstrate that the social engagement we areseeing from seniors is not simply a trend or a passing fad, but a fundamentalshiftinAmericans’changingviewsofretirementandwhatitmeanstogrowold.ThisgoesbeyondBoomers,aswatchingthishappentotheBoomersmakesall

the restofus realize thatwe’llbeworkinga lot longer,ormaybenever reallyretiring.Ifyou’relookingatworking55to60yearsofyourlife,you’regoingtowantthattimetobeenjoyableandmeaningful.

6.ChangingFamiliesandEvolvingRoles

Bothparentsinmostfamiliesnowwork,andoneofthemanyconsequencesofthischangeisthatwearehiringpeople in recordnumbers for the jobshighest inpurpose—caring forourkidsandagingparents.

Wearenowlivinglonger,startingourfamilieslater,andoftenmarryingmorethan once—dynamics that are drastically changing the nature and structure offamilies in the United States. While not unheard of, these were certainlyanomalieswhenmygrandmotherwascomingofageinthe1920s.Sheworkedfor a few years before she married, but then mostly focused her energy onsupportingmygrandfatherandraisingmymotherandhersister.Mymotherandhersisterthencreatedhybridlivesthatbroughtinsomeincome,butalsoenabledthemtofocusasignificantamountof timeonhome.MywifeKaraandIbothhave full-time jobs that require both of us to work long hours, in addition toparentingourtwoyoungchildrenandtakingcareofthehouse.Recently,afteranespeciallylongweek,Karajokedinamomentofclarityandfrustrationthatshe

neededa“wife.”Shewas,ofcourse,referringtothewifeofourgrandmother’sgeneration.Wearenotalone.82percentofwomenintheUnitedStatesnowwork,a250

percentincreasesincethe1950s.11Fewerthan7percentofhouseholdshaveonlyamalebreadwinner.12This isa radicalchange inourhouseholdsand lives.Asthe Industrial Economy gave way to the Information Economy, labortransitioned fromaphysical to an intellectual endeavor, an important factor inopeningdoorsforwomentojointheworkforceinlegions.Despiteapersistentglassceilingat the topofmostcorporations,womenhaverisen tohigher-levelroles in steadily increasing numbers, and this has contributed to another coredriverofthegrowthofthePurposeEconomy.Economicshashistoricallybeenamale-dominatedprofession,andsoitisof

littlesurprisethathouseholdworkwasneverconsideredinthecalculationofthenation’s economic output. Themost important and purpose-richwork done inour society was left off the books and devalued. According to the Bureau ofEconomicAnalysis, in 2010 the estimated economic value of householdworkwouldhaveboostedtheAmericanGDPby26percent.13Withwomenunabletodevoteasmuchtimetohouseholdwork,wearenowoutsourcingmuchofit.Thenumberofpreschool teachers isexpected togrowby25percentbetween2010and2025,andthenumberofchildcareworkers20percent in thatsametime.14Onceacottageindustry,childcarehasstartedtointegrateintocorporatemodels.Thedaycare/preschoolKiddieAcademy,forexample,hascreatedasuccessfulmodelthatalreadyhasfranchisesinnearlyhalfoftheUnitedStates.Andyet, thisnewrealityofamore fully integratedworkforce is justoneof

the distinctive features of the decades-long transformation of the IndustrialEconomy.Thefastest-growingpartofhouseholdoutsourcingisinthecareoftheelderlywho,whilelivinglonger,aresufferingfromchronicillnessesthatrequireongoing attention. Seniors now account for 12.9 percent of the population—anumberexpectedtoincreaseto20percentby2030—andasof2010,therewereapproximately 1.9 million home health and personal care aides in the UnitedStatestocareforthem.15Theemploymentofhomehealthaides isprojected togrow60percent from

2010 to 2020, with the personal care aide profession expected to grow 70percent.16Tofillthisemploymentgap,weareseeingariseinhomehealthandpersonal care aides, now one of the fastest growing professions in theUnitedStates.Byenablingseniorstostayathomelonger,aidescanhelptoreducethecostandlengthofstayinnursinghomes,providecompanionship,monitortheirpatients’diets,andensuretheytakemedicationscorrectly,whichcanhelpavoidhospitalization.

Furthermore,asBoomersage(10,000nowreachtheageof65everydayintheU.S.), they are looking for new senior care solutions, and innovative newventuresareemergingandscaling tomeet theirneeds.KiranYocom’sSeniorsHelping Seniors, for example, has been a pioneer inmeeting the non-medicalneedsof seniors living independently,but inneedofcompanionshipanddailyactivities. Care.com, an online platform to find caretakers for parents orgrandparents, boasts over 9.5 million members.17 Seniors Helping Seniors’innovationwas to usemore active seniors, often in needof a little income, toserveintheseroles.Today,thereare200franchisesoperatingonthismodel.Thegrowthinhomehealthcareandotheroutsourceddomesticworkisonly

nowbeginningtoshowupintheeconomy,aswellas,Iwouldargue,partoftheemergingPurposeEconomy.Itcreatesworkthatishighinpotentialformeaningandisanimportantpartofourneweducationalandsocialservicessystems.

7.NewSocialScience

The new field of positive psychology has dispelled many of the myths about success andpurposeandischangingthewayleadersthink.

As the needs of individuals and families have evolved and changed, theadvent of a new field of social science has simultaneously emerged. Positivepsychology has materialized in the last dozen years to examine the role ofmeaningandwell-beinginourlivesandatwork.Researchersinthefieldstudyhowhumanbeingsprosperinthefaceofadversityandtheconditionsnecessaryforthemtoflourish.Whiletheterm‘positivepsychology’wasfirstcoinedbyAbrahamMaslowin

the 1950s, it was the University of Pennsylvania’s Martin Seligman whopopularizedtheideain1998,whenhepresenteditinhispresidentialaddressattheannualmeetingoftheAmericanPsychologicalAssociation.Hewasoneofagrowing group of leaders in psychologywhowere unhappywith the disease-oriented field and sawavoidwhen it came to studyingpositivepsychologicaltraitslikemeaning,courage,andhappiness.In his book Flourish, Dr. Seligman argues that happiness is too narrow a

conception of the goalwe should be shooting for, and that themore rounded,richer condition he calls well-being is the proper aim. While experiencinghappiness has obvious value, he points out that happiness is quite a variableelement in our lives, and that sometimes in order to achieve our goals, it’s

simplynecessarytoforegosomehappiness.Happinessis,atanyrate,generallyquite fleeting; it is really amood rather than a state of being.Well-being, bycontrast,isamoreenduringcondition.Vitaltoitsattainment,Seligmanargues,arefivecorecomponents:positiveemotion,engagement,relationships,meaning,andaccomplishment.18Butwell-beingisn’tjustgoodforpeople;it’sgoodforbusiness.21st-century-

bornorganizations likeZapposandEtsy aremaking investments inmeasuringand maximizing the well-being of their employees, levering the emergingresearchofpioneers likeSeligman.MattStinchcomb,Etsy’sVicePresidentofValuesand Impact,partneredwith theUniversityofPennsylvania’sCenter forPositivePsychology to launch a company-wide studyof employeewell-being.The team leveraged the PERMAmeasurement framework—a self-assessmenttooldevelopedbyDr.Seligman thatquantifiespositiveemotions,engagement,relationships,meaning, and accomplishment—to gauge thewell-being of Etsyemployees.Almost85percentofEtsy’s400employeesparticipated, including24teamsinfiveofficesacrossfivecountries.Etsynowusesthedataasoneofitscoresuccessmetrics.Forward-thinking companies aren’t the only ones who have embraced this

newresearchandthecall tomakingwell-beingapriorityfor theirpeople.Thecity of Santa Monica recently joined Seattle and the state of Vermont inprioritizingwell-beingasacoremetricfortheircity’ssuccess.Itsoundssimple,but it radically changes how decisions aremade, how the government is heldaccountable,andhowresourcesareinvested.We are continuing to see the field of research advance with brilliant new

minds working on these issues. Adam Grant, Seligman’s colleague at theUniversityofPennsylvaniaandtheyoungest-evertenuredprofessoratWharton,published his breakthrough research in his 2013 bookGive and Take.19 Theresearchdrawsadirect, first-timecorrelationbetweensuccessandgiving—notsimply in the sense of donations, but more broadly as an approach torelationships.Itisanimportantworkandprovidesthedataandresearchtoshowwhyservingothersandthegreatergoodisn’tjustgoodfortheworld,butgoodforyourcareerandforbusiness.Thought-leading researchers like Adam Grant and Martin Seligman have

changedthefundamentalapproachtomanagementandcareerdevelopmentfromoneofovercomingweaknesses tooneofembracingandinvestinginstrengths.Theyhavestartedtocrackthecodeonhowtoenablepurposeandwell-beingatwork, and their research is now becoming foundational reading for executivecoachesandmanagementconsultants.Thiskindofemergingresearchsupportsand fuels the changing roleofmanagement and leadership tohelppeople find

purposeandmeaning,ratherthanjusttomoveupthecorporateladder.

8.AcceleratedGlobalization

Theworldhasbecomeasmallerplace,andweareinspiredbythepotentialandchallengesitholds.

Informationtechnologyandairtransportationhavemadetheworldavillage.Wehavebecomemuchmore connected topeople all over theglobeandbeenmademuchmoreawareoftheproblemssomanypeopleinthedevelopingworldare copingwith. In village life, if youmistreatmembers of the community orharm the localenvironment,everyoneknows it, andyouare subject to intensescrutiny and held accountable. Similarly, as the world has becomeinterconnected,wearenolongersofreetolooktheotherwayabouttheimpactwe’re having on people’s lives around the globe.We’ve been brought into atighteraccountabilityandfeedbackloop.Wegetconstant first-handaccountsof the suffering inDarfur inaway that

wasunimaginable fiftyyears ago.Wealso see the impactofour irresponsibleand unsustainable imperialist practices on poorer countries and cultures. It’sbecome increasinglyhard tocloseoureyesandears to thatdevastationand totheinadequaciesinsomanycountriesaroundtheglobe,fromtheteemingslumsof India to the horrors of Haiti’s fragile infrastructure. That awareness hasspurredanincreasingcommitmenttotakepartinmakingchangehappen.Globalizationhasalsobroughttransformativetechnologiestothedeveloping

world,openingupextraordinaryopportunitiesforrapidsocialchangethere.AsThomasFriedmanargued inhisbestsellerTheWorldIsFlat,globalizationhasactedasaleveleroftheplayingfieldofbusiness,providingboththeimpetusandopportunity for those in the developing world to begin to compete with theleadingindustrialpowers.20Hepointsoutthatoneoftheironiesoftheexcessesofthedot-comboomwasthatitledtosomuchinstallationofhigh-speedcable,andwith this over-capacity, the costs of entry to thewiredworldwere drivendowndramatically.Thetechnologicaltransformationhardlystoppedthere.Theuseofcellphones

has grown more rapidly over the past several years in Africa than in thedevelopedworld, andmobile banking is becoming an important new force ofcommerceinmanyofthedevelopingnations.MobilephonesandtheInternetalsoplayedan

importantroleinthesuccessofrevolutionsoftheArabSpring.Globalizationhasbroughtmassivechangeeveninthefurthestreachesofthe

planet. In theGobi desert,Mongolian nomads chat on cell phones and installsolar panels next to their yurts. In themost remote villages of Africa, schoolchildren are starting to have access to laptops. The combination of thepossibilitiesandtheneedsthatglobalizationhasmadeapparenthasmotivatedalegionofinnovatorstocreatenewsolutions.Here in theUnitedStates,weunderstand theneed tobeglobally literate.93

percent of Americans now believe that international knowledge is important,with three in four favoring college requirements in international courses,language training, and studyabroad.21Wehavea longway togo tobuild thatlevelofliteracyintheclassroom,buttechnologyisstartingtoclosethatgap.

9.AShiftingSocialContext

Organizationsandindividualsareseeingthegapinwhatthegovernmentcanaccomplishandtryingtostepintofillit.

Great Society architect John Gardner’s 1964 book Self-Renewal, aninspirationforTaprootwhenIreadityearslater,eloquentlylaidoutthecasethatour institutionswere beginning to cave under their ownweight.22 For the firsttime in history, our nation had become dependent on huge government, largecompanies,andotherinstitutionswhosesuccess,scale,anddecadesofrigidity-forming policies were preventing them from adapting. The United Statesgovernment is the oldest of its kind, and many of the largest Americancompanies are also among the longest-standing in the world. According toGardner,theseorganizationswerecalcifying,andwiththem,ourabilitytothriveasanation.Trustinthefederalgovernmenthasbeenonadeclinefordecades.

Mygrandfatherhadbelievedthatcivilservicewasthehighestcalling,but itwashardformetoholdthisfaithgrowingupinthelasttwodecadesofthe20thcentury.While teaching creativewriting at theCottonCorrectional Facility inJackson, Michigan, I bonded with an inmate named John. He was a collegegraduate, generally aniceguy, and itwasn’t clear tomewhathehaddone tolandhimselfinprison.Hecouldhaveeasilyblendedinwithmyfriendsbackoncampus at the University of Michigan. But by the time I graduated fromMichiganandstoppedteachingatCotton,Johnwasbarelyrecognizabletome.Itwasn’t that I had turned him into a bestselling author—quite the opposite.Hehadbecomeindistinguishablefromtheotherhardenedprisonersintheroom.Hislanguage, tone, dress, and attitude had been completely transformed. Like achameleon thatchangescolorbasedon itssurroundings,Johnhadchangedhisdemeanorandpersonalitytofitintohisnewlife—lifeinprison.Witnessinghisdownward spiralwasprofoundlyupsetting. Ihad failedhim.

Prisonhadturnedagoodmanintosomeoneyouwouldn’twanttorunintoinadark alley. At least on the surface, he was a fundamentally different person.WorkingwithhimandotherinmatestheretaughtmemorethananythingelseIgainedinmyfouryearsatMichigan.Itwasclearthatourgovernmentwasnothelpinguscreateamorejustsociety;itwasmakingthesituationworsethrougha short-sighted and poorly designed criminal justice system. The experiencetaughtme that it ismuch easier to proactively support the Johns of theworldbeforetheyendupinjail,anditbecomesextremelydifficulttoturnthesituationaround after incarceration, as recidivism rates consistently demonstrate. Also,volunteerprogramsliketheoneatCotton,whichIhadhelpeddesignandlead,wouldhavetoberadicallyrethoughttohaveanyrealimpact.The frustration with the prevailing government-dependent approach to

tacklingsocialproblemscametoaheadintheearly1980s,whenthen-PresidentRonald Reagan gave it voice, famously pronouncing in his 1981 inauguraladdressthat“governmentisnotthesolutiontoourproblem;governmentistheproblem.”Thatstartedtheso-called“ReaganRevolution”thatsoughttoputthepower and responsibility of society into the hands of individuals andorganizations.In the Federalist Papers, James Madison clearly outlined the goal of

governmentascenteredonjustice.Thisdidn’tonlyapplytoafaircourtsystemand rule of law; it was about the justice in bestowing equal treatment andopportunity. It was also clearly defined as caring for those in need. Reagandidn’tshare thisviewofgovernment’srole,andhisstatement thatgovernmentwas the problem ushered in a sea of change in American opinion thatsignificantly altered our social contract—but it didn’t happen overnight.According to Pew, even in 1987, near the end of Reagan’s second term, themajorityofRepublicans(62percent)believedthatitistheresponsibilityofthegovernment to takecareofpeoplewhocan’t takecareof themselves.Todayitstandsat40percent.24Ashebegantocutsocialprograms,Reaganlookedtoprivateorganizations,

especiallynonprofitgroups,topickuptheslackforgovernment.Hedevelopedthe Task Force on Private Sector Initiates explicitly to help transitiongovernmentresponsibilitiesbacktothepeoplethroughnonprofitorganizations.At the time, however,many of the nonprofits that were providing the criticalservicesinquestionwerelargelyfundedbygovernmentgrants.Thenewpoliciesnotonlyeliminatedthegovernmentprograms,butalsocutthefundingformanyofthenonprofitprogramsthatwouldbeaskedtopickuptheslack.Iftheservicesofthesenonprofitswereimportanttothecommunity,thenthe

communitywouldfundthem.Reaganbelievedthatnonprofitsneededtoactless

likequasi-governmental agenciesandbegin tobehavemore likeprivate sectorcompanies, responding to market feedback. He also believed that releasingnonprofitsfromgovernmentconstraintswouldcreateinnovationinthesectoraswellasnewbusinessmodelstogeneraterevenuethatwasmarket-driven.IttookalittleoveradecadebeforeAmericansbegantoseetheimpactofthe

Reagan-erachanges.Inresponsetogovernment’sdiminishedrole,communitiesbegan starting organizations to fill the gap left by government. By 2008, thenonprofit sector was spending $1.34 trillion a year, and two years later itrepresented 5.4 percent of the nation’sGDP.25 Perhapsmore importantly, by2009,thesectoraccountedfor10percentofthejobsinthenation.Withthiskindof growth comes a need to scale, which requires more sophisticated businessskillsandmore innovative typesoforganizations.26Thenewhybridnonprofitand for-profit organizations that have emerged bear many similarities to theorganizations serving these functions before them, but they are evolving andbecomingincreasinglycomplex—anevolutionthatwillsurelycontinue.

10.BlendingoftheSectors

The line between government, nonprofits, and companies is blurring, and every sector isseeingpurposeatthecoreoftheirfuture.

The emergence of these new hybrid organizations is one of the mostpromising developments of the last decade. Sometimes called flexible-purposecorporations,BCorporations,orlow-profitlimitedcompanies(orL3C),theyallcombine profit-making with a social mission. The L3C structure facilitatesprivate philanthropic investment in the companies by combining the legalprotections and tax benefits of an LLC with the benefits of being a sociallyorientednonprofit.ThismakesL3Csappealinginvestmentsforfoundations,asafoundationcanfurtheritsmissionandfulfillitsobligationtopayoutatleast5%of its endowment every year but also anticipate receiving a return on thatinvestment.27The structure also helps address the problemof the donor-hunting treadmill

nonprofits are on, by facilitating their use of profits as a mechanism forattractingdonorswhileprotectingthemfromataxburden.Traditionalnonprofitsarenotallowedtodistributeanyprofitsmadefromtheiractivities—suchastheGirlScouts’highlysuccessfulcookie-sellingoperation—tofunders,or to issueshares or dividends to private funders. The L3C is a brilliant way of using a

cross-sectormodeltoaddleveragetothephilanthropicfundingpoolandtotakesome of the fundraising pressure off of nonprofits. But the L3C is still in itsinfancy.Thestructuremustbeapprovedatthestateleveland,atthetimeofthiswriting, has only been approved by nine states—Illinois, Louisiana, Maine,Michigan, North Carolina, Rhode Island, Utah, Vermont, and Wyoming—aswellas thefederal jurisdictionsof theCrowIndianNationofMontanaandtheOglalaSiouxTribe.Still,wearestartingtoseetractionwiththesenewhybridbusinessmodels.In

just a few years, over 750 companies have voluntarily become certified as BCorporations (B Corps). Unlike L3Cs, B Corps have separate legal/no legalstatus, but volunteer to signal their intent to be for-benefit companies. Theadvantage to the B Corp is that it can promote itself to investors as a solidopportunityforreturnswhilealsoallowingthemtosupportasocialmission.Inarecent article, Fast Company called B Corps the “rockstars of the neweconomy,” andprominent companies that havegone theBCorp route includeEtsy,WarbyParker,Patagonia,andSeventhGeneration.Thestructuremustalsobeapprovedbystatelegislatures,andasofthiswriting,elevenstateshavedoneso,fromMarylandtoHawaii.Newinvestmentmodelsarebeingpioneeredaswell.Socialimpactbonds,as

describedearlier,areanotherpotentiallypowerfultypeofhybridinnovation.AninterestingapproachtothiskindofinvestmentblendingisbeingpracticedbytheOmidyarNetwork toearlystagesocialentrepreneurs.Theyoffergrants, in themanner of a foundation, as well as loans or equity investments, for which areturnisexpected.Themethodoffundingisdeterminedaccordingtothemodelandneedsoftheorganization.Buttheblendingcanhappenmoreorganically,too.TakethecaseofYouTube

orWikipedia.NooneispaidtopostavideoonYouTube,andyetapproximately72hoursofvideoareuploadedeveryminute.Insomeways,YouTubecouldbeconsidered the largestvolunteerorganization in theworld.Orconsider theriseof citizen journalism, flourishing on sites such as Wikinews and the SouthKoreanOhmyNews,whichoffersanyonewhohasknowledgeofbreakingnewsevents the opportunity to circumvent the biases that can distort so much ofcommercially-fundednewscoverage.Many of the most important markets operate across sectors. American

hospitalsandschools,forexample,arenowrunbynonprofits,corporations,andgovernments. According toDavidWalker, Comptroller General of theUnitedStates,asof2003,62percentofhospitalswererunbynonprofits,20percentbygovernment, and 18 percent were corporate. For-profit colleges represented 3percentofenrollmentin2002,butnineyearslaterhadtripledto9percent.And

whilea singleorganizationor sectorcanmakean impact inamarket, toscalefrom innovation to a tipping point, it is essential to deploy multiple marketlevers.For almost everymarket, the organizations that have the greatestmuscle to

move levers sit in different sectors. Nonprofits can influence policy, but theydon’tsetit.Inversely,thegovernmentcanconductresearchandchangepolicy,but typically needs to partner with the private sector to change publicperceptions or to develop innovations. In other words, to move amarket, wehavetolookbeyondsectorboundaries.Andaswemovebeyondsectorlines,itisincreasinglydifficultforbusinessto

beable to justifyamyopicbottom-linestrategyor fornonprofits to ignore theimportance of market forces. The silos are being removed by choice and bynecessity.Whatweexpectoforganizationsischanging.

MyFirstCorporateJob

In1997,mymother’ssister,SandraSlater,livedinSiliconValleyandgenerouslyletmecrashwithherwhile I searched for a corporate job.Froma computer in her guest room, I beganapplyingforjobs,butrealizeditcouldtakemonthstolandagig.Ipragmaticallysignedupatalocal tempagency tosee if Icould findsomebridgework tohelpprotectmysmallsavingsfromevaporating.

AtanofficenearStanford,Itookabatteryofteststodeterminemypotentialasatemp.Mytwo-fingertypingamazedthestaff.Itwasapparentlythefastestandmostaccuratetwo-fingerpeckingtheyhadeverseen.

Despite their awe, it wasn’t until two weeks later that they called me. It was a Fridayafternoon. They had a short-term assignment for me at Comerica Bank in downtown PaloAlto;itstartedthefollowingMonday.WasIinterestedandavailable?

I askedwhatkindofwork it entailed. “Firing.”Firing?“Yes, theyneed some firingdone.”Silence.OK.“Plantobeatthebankby9:00onMondayandjustintroduceyourself.Theywillbeexpectingyou.”OK.“Haveagoodweekendandcongratulations.”

Iwasinshock.Firing?Thingsinthebusinesscommunityreallyaredifferent.Jesus.

Isharedthenewswithmyfamily,whowereatsomelevelsurprisedaboutthenatureofthis

job, but itwas pretty consistentwith the corporateAmericaweknew.The newswas filledwith stories of outsourcing and off-shoring. Companies weremachines run by emotionlessrobot-likeexecutives.

Itwasflattering,tobehonest.Incollege,Ihadtakenseveralcoursesinorganizationandteamdynamicsthatwerelistedonmyresumé.Theymusthavealsoseenmynonprofitexperienceasasignofmycompassionandempatheticskills.

BytheendofthedaySaturday,Iwasstartingtogetmyheadaroundit.Firingsucksforthemanagerandthepersonbeingfired.Itwassopersonal,awkwardandembarrassing.Bringingin someone from the outside takes some of the sting out and prevents it from becomingpersonal.

Theywould likely setmeup inanofficeand then just tell employees theyneeded tocomemeetwithme.Iwouldsharethehardnewsandletthemknowitwasthecompany’sdecisionanditwasfinal.Theycouldn’tfightmeonitasIwasjustatemp.Theymightcry.IdecidedIwouldneedtobecompassionateandjustsitandlistenasaneutralstranger.Theywouldfindanotherjob.Don’tgiveup.Eventuallytheywouldleave,gettheirthings.andexit.

Bymid-daySunday,everyone inmy familyknewaboutmy temp jobatComericaBank. ItwasnotgoodPRforthebusinesscommunity.TheytriedtobalancetheirscornforComericaBankwiththeirprideinmyforbeingselectedforthistoughassignment.

OnSundaynight,anewdilemmaemerged.WhatshouldIweartoworkthenextday?Likeateenagegirl,ImusthavetriedoneveryoutfitIowned.Witheach,Ilookedinthemirrorandtriedtoimaginewhatitwouldbeliketobefiredbysomeoneinthatsuitcombination.Blackwouldshowrespect,butwasittoosomber?Thiswasn’tafuneral,justaspeedbumpintheircareers. But if I went the other direction and wore bright colors, it might come across asflippant.

Ultimately, I got inmy carMondaymorning in a dark suitwith awarm tie and headed towork.MypalmswerecoldandsweatyasImadethe15-minutedrive.

Asinstructed,IreportedtothefrontdeskandtheysentmetomeetwiththeHRmanager.Itwastimetogettrainedonthefiringprocessapparently.Itookadeepbreath.

Afterafewpleasantriesabouttheweekend,theHRmanagerpointedtothefarrightcornerofthefloorwhereIwouldbedoingtheFILING.Abacklogofwillsandtrustshadaccumulatedwhen amember of the teamwent onmaternity leave. Iwas to spend theweek filing themalphabeticallybylastname.

Equalpartsembarrassedandrelieved,Iwalkedtothefarrightofthefloor,beganwiththeAs,andworkedmywaythroughthealphabetbytheendoftheweek.

SECTIONTWO

PersonalPurpose—OwningIt

6

TheWHO,HOW&WHYofPurpose

FrankSantoniservedforseveralyearsasthedirectoroftheCatholicCampusMinistry at Southern Methodist University. While he had his share ofconversations with students about the day-to-day moral test associated withbeinganundergraduatestudent,hiscorecounselingwasforstudentsstrugglingwiththeexplorationofpurposeintheirlifeandcareersaftergraduation.Thisisthesameconversationsomanyfacultymembersineverydepartment

of every university find themselves having with students. HR professionalstodayalso facequestionsaboutpurpose fromemployeesall the time,and it isthe subject of countless informational interview requests social entrepreneursreceive. It is also the driving force behind the amazing growth of the “lifecoaching”professioninthelasttenyears.Frank left SMU to become the executive director of Dallas Social Venture

Partners,anonprofitnetworkofwealthyandphilanthropically-mindedpeopleintheregion.Inhisnewrole,hefindshimselfhavingthesameconversationhedidbackoncampus.Despitegreatsuccessandwealth,hismembersarehungryforconversationsaboutpersonalpurposeandimpact.ThefirsteditionofRichardNelsonBolles’sWhatColorisYourParachute?

wasself-publishedin1970.Ithassincesoldovertenmillioncopiesaroundtheworld.ItwasagroundbreakingbookfortheBoomergeneration.Itpopularizedtheideathatwhatyouenjoydoingmostisusuallywhatyouarebestatdoing.Itwas a revolutionary idea 40 years ago, but today is largely accepted in mostcircles.But to Richard’s question, I would add another: “What color is your

purpose?” It is a critical question and one that we have yet to find commonlanguagearound.Wehavelanguagetotalkabouteverything,fromoureducationto our skills to strengths to our titles, butwe don’t have a sharedway to talkaboutwhoweareandwhatmatterstouspersonally.Even employers are finding that old ways of describing our professional

selvesarenotaseffectiveasweonce thought.LaszloBock,Google’sSVPofHR,hasfoundthat“GPAandtestscoresareworthlessasahiringcriteria.”1Inshort,whatweputonourresumésislargelynotthestuffthatmatters.In 1983, Harvard’s Howard Gardner published his breakthrough theory of

multiple intelligences.He laid out a framework for looking beyond traditionalmeasures of IQ. A measure of someone’s intelligence is made up of sevendistinct forms of intelligence: existential, naturalistic, intrapersonal,interpersonal,kinesthetic,mathematical, linguistic,spatial,andmusical.IQandGPAdon’tbegintomeasureallofthese.ButwhatGardnerfoundtwentyyearslaterwasthatintelligenceonlymattered

in theserviceofpurpose.Thekey,hisresearchrevealed,was tohaveahighlyarticulatedpurpose.2Hisresearchtookamajorshifttofocusonresponsibilityatworkandhowwebringourvaluesintotheoffice.

Itiscriticalthatyouownyourpurposeandcanarticulateitpowerfullyaspartof your identity. Inworkingwith thousands of professionals around theworldand across sectors, patterns have emerged about how different people gainpurposeintheirwork.Overthelast18months,IhavetestedthesepatternswithleadingresearchersinthefieldandinworkshopstovalidatewhatIwasseeingatTaproot. The result is what we have come to call “purpose patterns”—a termcoinedbymycolleaguePhi-HongHa.Itisanattempttospeakaboutpurposeasasocietywithinastandaloneframe.

Want todiscoveryourPurposePattern?Visit Imperative.com.Aquickassessmentwillhelpyoudefinewhereyougeneratepurposeatwork.

Andwhenitcomestopurposeatwork, thereare threecoredrivers thatwilldeterminewhetherwefeelfulfilledinwhatwe’redoing:whoweserve,howweservethem,andwhyweservethem.Whileweallgeneratepurposefromawiderangeofsources,peopletendtohavespecificpatternsinhowtheyfindpurposebasedontheirownpsychologicalprofile.Whenpeoplewouldaskaboutthiswork,Ifirstoftendescribeditascreatinga

Myers-Briggs or Strengths Finder for purpose. But as we researched purposepatterns,wecame to realize thatpurpose isa somewhatdifferentbeast.Goingbeyondpsychologicalanalysisorpersonalityinventories,creatingyourmissionstatement is about defining your true north and acting on it, making itpersonalizedandinyourownvoice.For over a decade, I have been working with nonprofits to develop their

mission statements.For anonprofit, theirmission statement is their reason forbeing. It is their purpose. It guides their decisions, both big and small, and itservesastheirbottomline.Similarly,apurposepatternismostpowerfulwhenitisexpressedinyourownwordsandinaformatakintoamissionstatement.Toproactively infusepurposeintoyourworkandlife,clearlyunderstanding

whatdrivespurposeforyougreatlyincreasesyouroddsofsuccess.Youneedamission, or better yet, a purpose statement, a short and powerful way toremember what matters and keep it front and center in your daily work. Thepurposepatternsthatwe’veidentifiedprovideanoutlineandastartingplaceforus toeachcreateourownpersonalpurposestatement. Itgivesus thewho, thehow, and thewhy thatwe can then put into our ownwords and hang on ourliteralorfigurativewallintheoffice.Mypurposeis:toworktocreatecommunitiesthatareempoweredtorealize

their potential. The “who” are communities, which often take the form oforganizations.Itdoesn’tmeanindividualsorallofsociety,butrathergroupsofpeoplewhoformacollectivetowardsmeetingagoal.The“how”isbothintheacts of creating communities and empowering them. It is about creating theecosystemthatempowerspeopletodothingstheycouldneverdoontheirown.Finally, the“why” forme is all about realizingpotential. Iget suchapurposeboost when I see potential realized and not squandered. When a vision isachieved, it isn’t only a victory for the people involved, but also is awin foreveryone.Itshowswhatwearecapableofdoingandfuelshope.

WHOofPurposeMyneighborisaneyedoctor.Sheseespatientseveryday.Thevastmajority

of her patients suffer from a handful of common conditions, many a naturalbyproductofoldage.Shehelpspeople everyday in avery tangibleway.Shelovesit.I,ontheotherhand,wouldn’tlastaweekasadoctor.Afterseeingacoupleof

cases of glaucoma or cataracts, I would be ready tomove on. Check—got it.What’snext? Itwaspartofwhy I found Iwasn’tmeant tobe a teacher—younever graduate. I am actually pretty extreme in this area, but my case isillustrative.Wheresomepeopleseeeachpersonasuniqueandwonderful,Iseepatternsandhavetroublefocusingoneachpersonasanautonomousindividual.Somepeoplehave troubleseeing the forest through the trees. I tend tosee theforestandnotthetrees.The converse is also true.One of themost common sources of turnover at

Taproot,withbothteamandboardmembers,istherealizationthatwearetoofarremoved from the front lines, and that they are meant to work directly withpeopleandmakean impactdirectly in their lives.Helpinganonprofitbecomestronger is intellectually satisfying but not engaging for them.We lose manytalented pro bono consultants for the same reason—they want to be workingdirectlywiththoseinneed.My friend James Shepard once roughly described this as the difference

between a doctor and a hospital administrator. Many people want to directlyservethoseinneed,whileothers(likeme)liketobuildthesystemsthatenableand supportdoctors.For the latter,ourplayground is advancingorganizations.Weseeorganizationsandgroupsofpeopleastheorganizingunitsofsociety.Mycousin, JasonElliott, is apolicyaid to themayorofSanFrancisco.His

workarenarepresentsanothertypeofplayground.Hispassionisforworkingatapolicylevel,analyzinghowcity,state,andfederalprogramsimpacthospitalsandclinicsandcanalsosetthoseplacesupbetterforsuccess.Heisaboutasfarremovedfromthefrontlinesasyoucanbe,buttheimpactofeventhesmallestdecisionatthatlevelcanaffectthousandsofpatients.Inmyearlytwenties,Ibegantorealizethatmyplaygroundisorganizations.I

amintellectuallycuriousaboutpolicyandbroaderchangesinsystems,buttheytend tomove too slowly tomeet my need for experimentation and feedback.Changing policies and whole systems tends to take decades, and then yearslongertoseeiftheyworked.Thisworkissoremovedfromthefrontlinesthatitdoesn’tgivemeanemotionalcharge. I alsoenjoyworking tohelp individualssometimes,andworkingontheintersectionoforganizationsandsociety.Butat

thecoreformeisaloveforhelpingorganizationsrealizetheirpotential.Asyouseektohavemorepurposeinyourcareer,thisisthefirstareawhere

you should seek clarity.Are you a doctor, a hospital administrator, or policy-maker?This isn’t an intellectualquestion; ithas todowithwhat turnsyouonandultimately,whatwillallowyoutocreatethemostmeaningfulimpactintheworld.

Individual:AbigailDonahue

Face-to-facewithhumanpotential,Ifeelmywholeheartatwork.ThesemomentsexemplifytimeswhenI’vefeltthedeepestsenseofpurposeinmylife.Workingalongsidemystudents,directly serving communities in need, feelsmeaningful and engaging in ways I can’t fullyarticulate.Iobserveawarenessandaltruismaccumulatinginsmallactsofkindness.Someonewhoneedsfoodisfed;someonewhowantsachancetospeakisheard.Inthesemoments,Iseeanewworldevolvingrightinfrontofme.

For me, individual transformation leads to social impact. Though nebulous social issuesrequire vast structural shifts, I believe personal connection to these issues is what changessociety.Beliefs, theories,policies, and lawsneed tochange for social justice tooccur; eachperson’s actions drive these changes; and embodying these changes takes a personalcommitmentfromeveryone.Iseemyworkaspartofthissocialchangefeedbackloop.

Organization:ElaineMason

Myroleenablesmetoreachthousandsofpeople,settingthemupinthebestwaypossibletoachievepersonalandprofessionalsuccess.Myteamrecentlyfinishedworkingwithanewly-formed business group, whereweworkedwith the senior leadership team to redefine howtheirorganizationwouldproduceandmarketnewproducts.Thiswasthefirsttimethegroupworkedthisway,andtheresultsofourworkimpactedeverymemberoftheorganization.

Atthecloseoftheproject,thegrouppresidenthostedatownhalltoexplainthenewwayofworkingandtherationalebehindallofthechanges.Duringthetownhall’sopenQ&A,manyteammembers thankedher for thinking things throughandmaking iteasier foreveryone tosucceed in their group. One team member commented that it was the first time he everexperiencedaleaderthatwassothoughtful.Inresponse,thegrouppresidentaskedmyteamtocome on stage and acknowledged that she hadn’t worked that way in the past, but inpartnershipwithmy team, she saw the importance of definingmeaning in everyone’s role.Knowingthatmyteamwasabletoimprovetheworklifeofsomanypeopleremindsmeofhowimpactfulmyworkcanbeacrossanorganization.

Society:TeraPierce

Thelawsofourlandusuallycomefromonepersonorgroupwhoexperienceabarrierintheirlifeandbringitforwardtoagoverningbody,tryingtochangeitforthenextperson.Itis,inaway, a formof paying it forward.Generally, laws are not perfect the first time around andhave unintended consequences. It is up to the legislature to listen to their constituents andamendourlawssothattheycandowhattheyareintendedtodo.Beinginvolvedinthiskindofworkisexciting,empowering,interesting,andconstantlychanging.

I lovetheworkIdo.Asa trainedsocialworkernowworkinginpublicpolicy,Iamable tofacilitate changes to policies that have negative impacts on underserved and vulnerablepopulations,aswellascraftnewpoliciesthatwillhelpbreakthecycleofpovertyoraddictionandexpandaccesstoeducationandvitalservices.Itisfascinatingworkandchangesdaily.Onagivenday,Icanbeworkingonpolicythatstopspredatorybusinessesfrompostingmugshotsonline,tomandatingvisionscreeningsforkidsinschooltopreventblindnessandhelpthemsucceed.

WHYofPurposeThefoundationforourpurposeisourmoralviewoftheworld.Weareeach

driveninourworktodriveprogresstowardachievingwhatweviewasamoralutopia, where our values are universally achieved. It is our definition ofprogress,ourmotivationtomoveforwardasapeople.JonathanHaidt,aresearcheratNewYorkUniversity,istheleaderofagroup

of social and cultural psychologists who have been studying what they havedubbedmoralfoundationstheory.Theytracedbackourmoralfoundationstoourearliestbeginnings—firstasapes,andthenlaterastribes.Theirtheoryhasnowbeentestedaroundtheworldandhelpstoexplainwhymoralityvariessomuchby culture but retainsmany “similarities and recurrent themes.” The theory isbasedontheideasofanthropologistRichardShweder,whodefinedsixclustersof moral concerns: care/harm, fairness/cheating, liberty/oppression,loyalty/betrayal,authority/subversion,andsanctity/degradation.What Jonathan and his team found was that these six foundations are the

comprehensive lists from which political cultures and movements base theirmoralappeals.3Jonathandevelopedthistheorythroughhislensasanexpertinbusiness ethics.He found thatmorality serves as the foundation for “intuitiveethics,”whichdetermineshowwemakedecisionsatwork.Itisalwaysplayinginthebackgroundasweoperateinourworkandinthelargerworld.Tosimplifythisframework,it iseasiesttothinkofthemoralfoundationsas

theyapplytoworkasbeingonacontinuumbetweentwomoralpoles.Likethe

notionofyinandyang,oursocietythriveswhentheyareinbalance.Neitherisrightorwrong,butrathercriticalingredientstobuildastrongsociety.Evenforthose approaching the framework from a particular spiritual background, theylikelywilldiscoverthatwhattheybelievetobethewilloftheirgodfallsinlinewithoneofthesetwopoles.ThefirstpoleJonathanframesthroughthelensofkarma.Karmaisbasicallya

moral versionofNewton’s lawsofmotion: for every action, there is an equaland opposite reaction. As Jonathan puts it, karma dictates that “kindness,honestyandhardworkwill(eventually)bringgoodfortune;cruelty,deceitandlazinesswill(eventually)bringsuffering.”4Hegoesfurtheranddescribesthebeliefinkarmaamongthosebelieveittobe

asnaturalasgravity.Itisabeliefinhowtheworldworks.Naturewillensureinthelongrunthateveryonegetshisorherjustdesserts.Itisourjobtogetoutoftheway and let karmawork. This is a set ofmoral beliefs that valuemarketforces. They trust the market and system to create a fair society, whichultimatelydeliverskarma.Itmightnotbeimmediate,butitwillhappen,anditwill create the right carrots and sticks to optimize the results for the largestnumberofpeople.Theotherpoledoesn’t trust thatkarmaandnaturewillensure thateveryone

getswhat is coming to them.All around them, they seeexamplesof injustice.They see natural forces as inhumane and brutal. Where those with a moralfoundationbasedonkarmamightsubscribetoamoralversionofNewton’slawsof motion, this other group sees natural forces as something more akin toentropy. They believe that without intervention, all groups and societies willmovefromordertodisorder.Itisonlywithinterventionthatwecanbeamoralsociety.Theyseeharmonyasthemoralidealandelevateitovercompetition.Anidealworldisonethaterasesboundariesbetweengroupsandpeople.We

don’t create success by pitting ourselves against each other, but by caring forothers andbuildinga societywith room for everyone.Thisdoesn’t happenbyitself. It requires constant social engineering and intervention. It is the moralresponsibilityofeveryonetobevigilanttofindwhereentropyisoccurringandhelpreturnittoasenseofharmoniousorder.Harmonyisbasedonempathyandcompassion.Itisbasedonseeingamoralsocietythatismadeupofindividualswhoneedempathyandsupporttoprotectthemfromthechaosandinjusticeofnature.Weallsitsomewhereinthiscontinuum.Itdefinestheunderlyingmotivation

behindourwork.Withinanyjob,weoperatebasedonourassumptionsaboutamoralsocietyandtakeactionstoadvanceourprogresstowardthatutopicvision.Likemostpeople,Iamnotoneitherextreme,butmycorebeliefisthatnatural

forces push us to entropy, and that human intervention is required. I see theprimary role of organizations and society as managing that delicate balancebetweennatureandhumanity.

Karma:DavidB.McGinty

Mylife’spurposebecamemoreacutely focusedonhelpingnon-governmentalorganizations(NGOs),socialenterprises,andinclusiveandresponsiblebusinessesbemoreefficientchange-makersandinstalltherightincentivestoachievesustainabledevelopmentoutcomes.

For years, I’ve worked on building ecosystems of telecommunication companies, funders,governments,andNGOstocreatejobsandsupportfamiliesbydeliveringdeep-field,mobilephone-basedhealthcareandeducationsystems.Yesterday was spent working through alternative models for public-private partnerships toprovideemergencytransportationforexpectingmothers inremoteareas.Thisafternoon,myteamisbuildingamezzanineofphilanthropicandcommercialinvestmentstodriveeconomicgrowththatincorporatessmallholderfarmers.Tomorrow,wearehelpingaNGOredesignitsinternal business processes to more efficiently support external cross-sector collaboration.Nextweek,wearelookingatexpansionplanstoprovideyouthsupportservicesinsub-SaharanAfrica.

Harmony:BentleyDavis

WhenIranthefreeclinic,wealsohadadentalclinic.Wehadapart-timehygienistwhotookcareofcleaningsandpreventativecare,buttreatmentwashardertofind.Thelongestwaitwasfor dentures. When explaining poverty to someone who thinks that one can just pullthemselvesupfromtheirbootstraps,Ialwaysusetheexampleofthosemissingteeth.Itisveryhardtogetanyjob,evenalow-payingjob,ifoneismissingfrontteeth.Inthecourseofmytravels,Imetadenturistandexplainedtheneed.Shevolunteeredtodoasetofdenturespermonth for free.My first patient to get dentures was a working-age woman who had beenwaitingforoverayear.Shecouldn’tfindworkandhadbeenembarrassedtosmile.Aftershegotherdentures,shewaselated.Istillhavethethank-younoteshesentme.

HOWofPurposeEven with the same moral foundations defining success, we approach the

processofgettingtheredifferently.Howweworkisalsotiedtoourviewoftheworldandhowwebothsolveproblemsandengageinthecreativeprocess.Wecanperhapsgain themostpurpose inourwork inhowweapproach it. Insight

into how we approach work emerged while doing research on promisingsolutionstostrengthenK–12educationintheUnitedStates.AsIdugin,Ifoundincrediblydiverseassessmentsandsolutions.ThemoreIlistened,whatemergedwasthatpeoplehadfundamentallydiverse

thinking styles. These styles profoundly influenced how they engaged inaddressingtheopportunitytoimproveeducationinthecountry,asillustratedinthefollowingexamples.

Community-CenteredIfyoulookatthebestschoolsinthecountry,youfindonethingtheyallhave

incommon:incredibleparentparticipationandleadership.Theparentsarewell-informed and invested in the school’s success, and they hold the schoolaccountableforresults; theyalsofindwaystogenerateresourcesandadvocatefortheschoolwithinthecommunity.Toimproveeducationinthiscountry,wemustlearnwhysomeschoolshavethiskindofparentinvolvementandbuildthatcapacity.Youcanneverknowwhatchallengesaschoolwillfaceinthefuture,but with strong parent and community involvement, schools can face anychallenge.

Human-CenteredHaveyoubeeninatypicalpublicschoolclassroomlately,especiallyinabig

city? How do we expect a child to be inspired and learn in that kind ofenvironment?Theschoolismorelikeaprisonthanaplacetopromotefeelingsofwell-being thathelpstudents learnand focus.Weneed tobuildpupil-basedschoolsthatprovidefreshairandlight.Theyneedenoughspaceforstudentstoworkwithout banging into each other, and classrooms need to be arranged tocreate natural social settings that encourage communication. If we want kidsfocused,theyalsoneedhealthyfood.Andwhyareweaskingteenagerstocometoschoolatthebreakofdawn,whenalltheresearchsaysthisisn’tnaturalandmakeslearningnearlyimpossible?

Structure-DrivenWe don’t provide the right training, support, or tools to teachers and

principals. We need to design effective leadership practices, policies, andprocedures for school systems.Weneed to redesign curriculumandpedagogy(i.e.,educationalapproach)thatworkswiththeneedsoftoday’skids,andhelp

teachersadoptthenewdesignsotheycanbesetupforsuccess.Withthiskindofsupport,ourprincipalsandteacherscanachieveanything.

Knowledge-DrivenImprovingeducationrequiresthatwelookatthedataandresearchandbuild

upon it.We don’t knowwhat successful education evenmeans today;we areblindly just continuing to use oldmodels that don’twork anymore.We don’tknowenoughabouteducationandwhatsuccess looks likefor today’sschools.We continue to take the test and fail, because we ourselves aren’t doing ourhomework.In my experience, all of these mindsets are true, and yet not one of them

wouldprovidethelevelofchangeweneedtoseeinoureducationalsystem.Thepoint here isn’t about being right, but rather understanding each perspectiveabouthowtheworldworks.Thereisatremendousneedforalltheseapproaches.It’s my experience that people will find that their sense of purpose andengagement directly ties to their ability to work in alignment with theirperspectiveaboutthebestwaystofurtherchange.Theseperspectivesarenotconfinedtoeducationorevennonprofits.Wesee

them in how people approach challenges and opportunities in just about anysetting.Somepeoplearealwayslookingforwaystobringotherpeopleintoanissue to help build ownership, community, and awareness. Some people seeevery situation as an opportunity to redesign it in order to better serve needs.Somepeopleare laser focusedon learningandunderstandingeverythingaboutanissuebeforetheymoveforward.Otherslookforpotentialefficiencygainsinevery line theywait in, andknow there is a betterway todesignprocesses tobringoutthebestinpeopleandkeeptheirtimefocusedonthethingsthatmatter.

Community-Centered:JenniferKing

Forme, it’s about facilitating connections that lead to social impact. Connections betweenphilanthropists and social change organizations. Between photographers and social causeprojects.Betweenbusinessandnonprofits.ItseemstobethecommonthemetothemomentsIfeel purpose most strongly. One moment where I felt purpose in my work related tocommunity social impact was the day of the Venture4Change summit, a one-day event Idevelopedthatbroughttogetherbusinesses,socialventures,funders,communityleaders,andnonprofits. Itwasanopportunity to findcommonground, talkaboutmutual challengesandopportunities, and break down silos and build bridges. I felt tremendous satisfaction to seemorethan100peoplefromallbackgroundsengagedindeepandmeaningfuldiscussionaboutourcommunityandhowwecanworktogethertodrivesocialchange.

Human-Centered:RebekahHeppner

IhadtheopportunitytoserveasinterimCEOatanonprofitorganizationduringaperiodoftransition.Thiswasaverydifficult timeforthepeoplewhoworkedthere,beingsurroundedby uncertainty about the future and not knowing who the next leader would be or whatchanges he or shewouldmake. In addition to keeping upwith the day-to-daywork of theorganization,Iwasabletogettoknowthestaffmembersindividuallyandprovidethemwithasenseofstability.Wewereabletokeepthelinesofcommunicationopenbetweenstaffandtheboard,whichmadeboth the individuals and theorganization stronger.When I left after sixmonths, the staffnotonly threwmeaparty,but eachpersonhandedmea rosewithanoteattached,expressingwhatmytimeintheorganizationhadmeanttothem.

Itrytoselectprojectsandplanactivitiesthatallowmetomeetindividuallywithpeople.Inmywork as an applied anthropologist, I primarily conduct interviews to learn a person’sindividualviewpointaboutasituationorexperience, thensynthesize the information to findcommonthemes.Forexample,mydissertationresearch,whichhasrecentlybeenpublishedasabook,containedcareer-history interviewsof formerwomenexecutiveswho, likeme,haveleft their corporate careers behind and found more meaningful work. I analyzed thoseinterviewstofindthemes,andthebookisbuiltaroundstoriesthewomentoldme,providingaglimpseoftheculturethatexistsinthecontemporarycorporation.

Structure-Driven:StephanieFuentes

Becauseof the influenceofdata (ora lackof it), I regularlyoffer to facilitatemeetingsandbrainstormingsessionsindecision-makingandtohelpfocusthediscussion.Ilookforwaystoapplylogicmodelstomyprojectsandhelpotherswiththeirs.AndIdon’tgiveup.Thisworktakesa long time tobring to fruition,soIhave tobeable tosee theunseenpotential in thesituationinorder toshepherdmyclients throughthe journey.Ioftenhave toworkknowingpeoplemaynotseetheintegrationofthesystemIcanseeuntiltheyreachtheveryend.Asanexample,inthepast18monthsinmycurrentposition,I’veredesignedandre-launchedovertenmajorevaluationanddatacollectionprojectsfortheorganization.Someresultshaveledtostrategicshifts incommunicationfor theorganizationandabetter focusonbusinessresults.Mostimportantly,peoplearenowtalkingaboutwhatdatatheyhaveorcangetthatwillhelpthemdecidewhattodo.

I absolutely love the process of asking questions of my client (external or internal) andwatching the process unfold as they discover for themselves what is important, what ismeaningful, and how to measure it. I never know how it will turn out until the model iscomplete.It’saco-creationthroughstructuredconversation.IfIcoulddologicmodelseveryday,Iwould—theyaretheepitomeoffun.

Knowledge-Driven:DanielReif

I’mgenerallyaskedtolookatdatafortworeasons:toansweraquestionaboutit,ortofigureoutawaytobettermanageit(capturingit,storingit,movingit,orpresentingit).Todoso,I’llbegin by understanding the applications, people, or processes that create the data I’minterestedin.OnceI’vecapturedallofthefactorsthatcreatethedata,I’lluseSAStomodelhoweventsorchangestotheprocesswillimpactit.Whatisuniqueaboutthisisthatitmakesapparent how well or how poorly you understand the data you are analyzing. If an eventoccurs,andyoucanexactlyexplainwhyandhowitchangedthedatayouareanalyzing,thereisadefinitivenesstotheknowledgethatyou’vegained,whichIthinkishardtocomebywhennotdealingwithnumbers.ThishasgivenmetheconfidencethatIfullyunderstandcomplexproblems,aswellastheabilitytoclearlyusedatatoexplainthemtoothers,somethingIfindvery rewarding.As Imove fromoneproject or subject to another, I feel that I’mamassingmore and more knowledge and making progress toward understanding the health careindustry.Thisgivesmeastrongsenseofpurpose.

Toinfusepurposeproactively intoyourworkandlife,clearlyunderstandingwhatdrivespurposeforyougreatlyincreasesyouroddsofsuccess.Youneedamission,orbetteryet,apurposestatement.Youneedashortandpowerfulwaytorememberwhatmatters.

SECTIONTHREE

SocialPurpose—ThePurposeEconomyOrganization

9PurposefulVentures—FiveOpportunities

While the Information Economy has created many marvelous inventions andimprovementsinoursociety,oneoftheunfortunatesideeffectshasbeenalossofconnectioninmanypartsofourlives.InherbookAloneTogether:WhyWeExpectMorefromTechnologyandLessfromEachOther,MITprofessorSherryTurkle illustrates the irony that even as people are spending somuch time onsocialmediasites,they’refindinglessauthenticconnectionandmoreisolation.1ButthePurposeEconomypromisessomethingdifferent.Technologynowhas

the potential to connect us in more authentic, meaningful ways, rather thanisolating us, andwe have come to need this connectionmore andmore. Thisshift in the use of technology is enabling radical changes to markets andorganizations. As this happens, it disrupts almost every industry and createseconomicopportunityforthosewhoareabletoeitherbuildneworganizationsorretrofit existing businesses to accommodate these changes. In this chapter, Icover five industry trends that illustrate how value is created in the PurposeEconomy,andhowitwillcontinueinthefuture.

1.Retail

In her now-famous TED talk, musician Amanda Palmer points out that“throughouthistory,musiciansandartistshavebeenpartsof thecommunity—the connectors and openers.”2 They played a special role in the community,becausetheirlivelihoodrequiredconnectingwiththeiraudienceandaskingforhelp. This deep connection to the community created vulnerability. If peopledidn’tliketheshow,theywerefreetooffernothingforit;nottomention,theycouldjeerattheartists,evenbecomingbrutal.Andyet,artistsalsocouldbuildrelationships with their fans directly through the community. By contrast,

modern celebrity artists tend to hide behind agents and labels, and theymustcreatestrategiestohelptheiraudiencefeelconnected.WhenAmandawaskickedoffherlabelforsellingonly25thousandcopiesof

herdebutalbuminthefirsttwoweeks—anumberthelabelconsideredmuchtoosmall—shefoundanotherwaytomoveforward.Whenafancameuptoherataconcert,confessedtohavingillegallydownloadedheralbum,andgavehera$10bill, the small gesture sparked a big idea. For years, she had been connectingwith her audience and exchanging her music for their support in the form ofsofastosleeponandhome-cookedmeals.AssomanyofAmanda’sfansofferedup their homes and food freely, she realized that people felt her music washelping them, and that they wanted to help her in return. After her fanvolunteeredtopayherforthefreealbumhe’dburned,shedecidedtomakehermusicfreeandtoopenuptohercommunity,askingthemtosupportherdirectly.ShelaunchedaKickstartercampaigntosupport themakingofhernextalbum,anditgeneratednearly$1.2millionincontributionsfrom25thousandpeople—thesamenumberthatherrecordlabelhadconsideredsoshabby.Amanda’sstoryperfectlyexpresseshowpeoplearelookingformorepersonal

domain in their lives,whichshehasachieved. Italsodemonstrates thatpeoplearelookingtocontributetheirtime,energy,andmoneytothingsthatmattertothem,andtheyfindmeaningindoingso.Thisshift inthewayweconsumeisnotonlychangingthemusicandmedia

industries;it ischangingthewaywebuyeverything,fromgroceriestoholidaygifts.TheeraofWalmartandlaterAmazonhascreatedtremendousprofitsforafew, but has eroded local communities, small businesses, and artisans. Newcompanies,fromeBaytoEtsytoZaarly,haveenabledsmallbusinessestothrive,ratherthanjustputtingthemoutofbusiness.EvenAmazonisnowgettinginthatgamebyenablingauthorstoremovetheintermediarypublisherandgodirectlytotheiraudience.Human-centeredtechnologyhasenabledustoreconnectwithourheritageand

culture,makingtheproductionofourownproductspossibleonanentirelynewscale.One of themost potentially transformative technologies is 3-Dprinting,whichmakes it possible to produce low-volume, highly customized goods ondemand,making customization at scale possible for the first time. It’s alreadyenabledexponentiallymorepeopletobecomedesignersandsellersofproductsthatmeettheirvisionofacommunity’sneeds.

3-DPrinting

In1907,therewere9,260bookspublished.In2010,justoveronehundredyearslater, therewere316,480bookspublishedannually,inadditiontonearly3millionebooks.3Atthecoreofthischangehasbeen the riseofpersonalcomputingandprinting.Prior to1980,youhad towriteabookbyhandoronatypewriter.Therewasnowaytosavethewrittenworddigitally.

While3-Dprintersarestillearlyintheirdevelopment(muchlikea1980sdotmatrixprinter),thetechnologyhasthepotentialtocreateasimilarrevolutioninmanufacturing.Mosthomesandoffices todayowntheequivalentofaprintingpress (i.e., a computer and printer). In the not-too-distant-future, homes andofficeswilllikelyhaveafactory—themeanstodesignandmanufacturecustomproductswithoutopeninganassemblyline.Creatinganewtoyortoolwilllikelybeaboutasdifficultasbakingacake.Whilehandcraftedproducts,fromtoystoclothestogreetingcards,oftencost

morethantheirmass-manufacturedcounterparts,youknowthatinbuyingthem,you are supporting local craftspeople. The creation of these products begetspurposeforboththebuyerandseller.Thenewtwististhatartisanscannowsell theirgoodsnotonlyintheirown

communities, but globally as well. Popular online stores like Etsy, which hasgrowntoover20millionmembersandabilliondollarsinsalesin2013,donotjust provide purpose to creators. They also allow buyers to interact with thecreatorsandevencommissionsomethingthemselves,creatingmoremeaningfulexchangesandnotsimplyamonetarytransaction.People are also seekingmore connection to their food, as evidenced by the

astonishing rise in farmers’ markets across the United States. Every SundayoutsidetheplaygroundinmyneighborhoodofParkSlope,Brooklyn,theaislesofthefarmers’marketarepackedwiththoselookingforthebestpicklesinNewYorkCity,localgoatcheese,orabountyofbeautifulproducegrownbysmall-scale farmers within a hundredmiles. Andwhile the aislesmay be harder tonavigatethanthetypicalchaingrocerystore,thepopularityofthesemarketsisundeniable. Frombodega-lined urban neighborhoods to big-box store suburbs,we are seeing a longing for a meaningful connection to our food—a way tocreatecommunity,connectwiththegrowers,andhealtheplanet.In the Purpose Economy, we see the circumvention of traditional retail

channels, which mark up goods at several points along the food chain. Anincreasingly robust direct producer-to-consumer retail capacity is emerging inwhichany individualcansellherwaresatwhateverprice shedetermines.Shecan use platforms like the online farmers’ market Good Eggs, and processpayments for the customer using products like Jack Dorsey’s Square, theinexpensivemobilepaymentdevicethatturnsanysmartphoneintoacreditcard

processor.This new kind of commerce creates an appealing, person-to-person

marketplace that empowers people to support independent artisans and allowsthem to find their own suppliers, which in turn lets them express themselvesthroughthepursuitofproductsandproducersthatinterestthem.Technologicalinnovations facilitate the shopping experience, transforming it from atransactionaltoasocialandcommunalexperience.Shoppingcanthereforebeaform of self-expression, as well as a vehicle for social transformation andpersonaleconomicdevelopment.

JillEpner&BALLE

JillEpnerworkedfortenyearsinHilton’scorporateoffices.Shewasverysuccessfulbymostmeasures, but shewas unhappy and itching to dowhat she loved—make food. She finallypulled the trigger, lefther job,andstartedababyfoodcompany.Shemadeeverymistakeafirst time entrepreneurmakes, and though she eventually decided to shut it down, Jill sayswithouthesitationthatitwasthebestdecisionofherlife.

Intheprocessofstartingandclosingherbusiness,shecametounderstandhowdifficultitwasforlocalentrepreneurstoraisethecapitalneededtoscaleinanymeaningfulway.Herfocusshifted to how to help others access capital and become involved in the Slow Moneymovement,andtofindwaystoincreasefundingoptionsforlocalbusinessesthatdidn’thavethesamegrowthtrajectoryasGoogle.

JillsoondiscoveredtheBusinessAllianceforLocalLivingEconomies(BALLE)andjoinedtheirefforttoworkacrosstheU.S.tostrengthenandsupportlocaleconomies.HerjobastheDirectorofCommunityEngagementmeantthatshewouldworkdirectlywiththeirmembers—businessesandnonprofitsjustliketheoneshehadfoundedyearsbefore.WhileJillhadfeltisolated in her business, BALLE helps these values-driven entrepreneurs become part of anational community. They look for connectors and conveners in local economies and trainthemtothensupporthundredsoftheirpeersintheircommunity.Theseareentrepreneursthathave been operating in isolation and usually lack financial support. BALLE helps thembecome strong as a collective in both enabling collaboration and finding co-fundingopportunities. Jill and BALLE are part of a larger movement reconnecting people to eachother, their region, and their craft, and helping us to re-imagine what it means to be aconsumer.

2.RealEstate

In a relatively short period of time, the smartphone has become one of the

most pervasive technologies used by middle class Americans, and forMillennials in particular, it is one of the most valued possessions, allowingconnection to each other and to theworld.But the smartphone is increasinglyevolvingintomorethanjustadeviceforconnecting.Itisenablingnewformsofcommerce and exchange, as well as the sharing of resources. Armed with asmartphone, anyNewYorker today can find a bike or carminutes away thatthey can use for a small fee, a fraction of what they would pay for fullownership.Sharing has become away to discovermoremeaning (and purpose) in our

lives.Moneythatmighthavebeenspentonowningabighouseorexpensivecarisfreedupandcanbespentonexperiences.Italsoconnectsustoeachotherinnewways,buildingtrustandreciprocityanddeepeningrelationships.Thepopularityofsharingisalsoinlargepartaboutsavingmoney.Weareon

the tail end of the worst economy since the Great Depression and are nowacceptinghigh, single-digit unemployment figures anddepressedwages as thenewnormal.Millennials,whooftencarrymountainsofschooldebt,have littleinterest indumpingall theircashintoacaror inderivingsatisfactionfromthesize of their front lawn. Simply put, they don’t care asmuch asBoomers didaboutacquiringpossessions.Theyneedtofindwaystomakemoneygofurther.Fortunately, themarket for sharing has accelerated exponentially in the last

decade,receivingahugeboostintothemainstreambyZipcar,themarketleaderin car sharing.More than just a niche, Zipcar was bought by rental car giantAvis. The business of sharing has become investment-worthy and is evensparkingnewventurecapitalfunds,likeNewYork-basedCollaborativeFund.And new services such as Airbnb, an online service that allows property

owners topost rental listingsforasshortasonenight,arecreatingwholenewmarketswhere once therewere none. In 2013, ‘hosts’ on its platform bookedfivemillionnightsincitiesandsuburbsacrosstheworldandinmyriadtypesofrealestate, rangingfromtreehouses topenthouses.ThesuccessofAirbnbhasmadenotonlytheeconomiccaseforsharingresources,butthecaseforfindingnew models of ownership that reduce our consumption and increase themeaningfulexperiencesinourlives.Starbucks has understood this need for decades.They aimed to be the third

place inour lives—theplacebetweenworkandhome.Youshareaspacewithothers from the community, and rather than paying rent, you pay for yoursharingrightsbypurchasingacoffeeandperhapsapastry.Inreturn,yougetaplace to sit and relax, with access to free wi-fi and a bathroom—you get acommunityoffice space.Starbuckswas inmanyways the startof thisbroadersharingmovement,allowingustobecomecomfortablewithsharingofficespace

withstrangers.Inspired in part by Starbucks and the mobility of office technology, more

formalco-workingspacesarepoppingupeverywhere.Therearenow800suchcommercial co-working facilities in theUnited States, versus only 40 in 2008and300onlytwoyearsago.Thesharedofficespacephenomenonisdrivennotonlybyagrowing legionof independentworkerssearching for inexpensiveorfreeofficespace,butbythedeeperforcesthatarebehindthepursuitofpurpose.Ofcourse,manypeoplehavegonefreelance,especiallyintheyearsfollowing

the financial crisis. But the growth of the independent workforce startedwellbefore the recession, and it’s largelydrivenbypeople’sdesire topursuemoresatisfyingwork,togainmorecontroloverthetermsoftheirlivesandthewayinwhichtheydotheirwork.Increasingly,theyarenotworkinginisolation,butareparticipatingincollaborativeworkspacesandcollaborativeprojects.The Impact Hub, for example, has created spaces all over the world to

encourage collaboration and support for professionals who seek to createorganizations that improve the human condition. These spaces are open anddesigned to build community and inspire innovation, and they have beengrowingexplosively.TheNewYorkTimesrecentlypointedoutthatalthoughthedream of working independently in our own homes has been gaining inpopularity, ever since Alvin Toffler introduced the notion of the “electroniccottage”inhisbookTheThirdWave,manyofthesehomeworkershavefoundtheisolationalienatingandarelookingformoreconnectionandinteraction.NeueHouse, a new “co-working” space in Manhattan, is a mash-up of a

privateclubandanopenofficespace.Itsmembersareapurpose-drivenblendofa wide range of creative professions, carefully curated with the intention ofstimulating collaborations, and the space includes broadcast and recordingstudios and a screening room. Another shared space, called Grind, describesitselfasa“workspaceforfree-rangehumans.”But the sharingmovement isn’t just confined to newmodels. 68 percent of

Americansnowhave librarycards—thehighest rate inhistory.Far frombeingthreatenedwithextinctionduetotheriseofebooks,assomepredicted,librarieshave been repurposed into much more lively community spaces for workcollaboration,publicgatherings,andculturalevents.Whetherit’sinourhomes,our offices, or community centers, asAmericans,we are findingnewwaysofsharing our spaces and creatingmore purpose andmeaning for ourselves andeachother.

3.Finance

Finance looks almost nothing like it did a hundred years ago. J.P.Morganbuilthis financialempireby lendingmoney topeoplebasedon theircharacterandcommunity standing.Moneywas lent toneighborsbasedon relationships,notcollateral and loan-to-asset ratios.Debtwasn’t a commodity,or somethingonwhichtocreatederivatives.Bankingwasacommunitybusiness.Thisisthewayfinanceworkedforhundredsofyearsuntilthemid-20thcentury.Butin1913,wheninterestonpersonaldebtbecametax-deductible,itbrought

withitanincreaseindemandforloans.Afewdecadeslater,attheheightoftheGreat Depression, the banking system crashed and led to the founding of theFederalDeposit InsuranceCorporation (FDIC),whichmadebankingattractiveagainandinsureddepositsforthefirsttime.Things changed evenmore dramatically afterWorldWar II ended. TheGI

Bill, the development of the suburbs, and the promise of home ownership allincreasedbankingactivityandthesubsequentneedforconsumercredit.Thelate1950s brought the development of credit scores, and it became possible toremovetheriskof lendingtostrangerswithoutconcernabout theirstandinginthecommunityortheircharacter.Fast forward to the1990s,whichbrought themassivefailureofsavingsand

loanassociations,with747outof3,234inthecountrygoingbelly-upinafewshortyears.Andlessthantwodecadeslater,WallStreetfellonitsfaceforbeingover-leveraged,andalso forhavingconsolidatedbanking to theextent that thebigbanksweredeemed“toobigtofail.”Whiletechnologyandtheabilitytomanagehugesetsofdataledtomuchof

this hubris, it is also providing the likely solution. Entrepreneurs like JeffStewart sawanopportunity to return to the rootsof financeand liveup to theideals of pioneers like J.P.Morgan.Online social networks, he figured, couldenablepeopleagain toborrowmoneybasedon theircharacterandstanding inthecommunity.InfoundingLenddo,henotonlysawtheopportunitytocreateamoresustainableandsaneformofbanking,butalsotoservethe2billionpeoplearoundtheworldwhoarecurrently“under-banked.”The future of personal and small business finance is social. By making

bankingsocialagainandusingtechnologytomakeitefficient,wecannotonlyboostdemand,butalsoincreasetheefficiencyandreliabilityofunderwritingandcollections.Byinvolvingthecommunityindecidingwhogetsaloan,itcreatesaselection bias, as people are more self-aware about the debt they should betaking on when it is transparent to their community. And when people’srepayments impact the ability of their friends and family to borrow, they aremuchmorelikelytomaketheirpayments.Lenddonowfocusesonlendingtothemiddleclassindevelopingcountries,a

population that is under-banked but also lives in regions with flexiblegovernmentregulationsthatenabletheinnovation.AndwhilemostoftheirloansaremodestbyAmericanbankingstandards,a$500loancanmakethedifferencebetweenaneducationorhavingtheabilitytostartabusiness.Lenddonowhas400,000membersacross38countriesandboastsloanratesthatarethesameorlowerthantraditionallenders.Social lendingsignificantly removes thebank from theequation.Reputation

connects borrowers and lenders directly, which eliminates the power of theintermediaryandrepresentsanopportunitytogrowthelendingmarket tenfold.Social lending reaches new populations, but in away that is far less prone toWallStreet-stylemeltdowns.Ifsociallendingcontinuestogrowatcurrentrates,consumer and small business lending will in the near future look more likeFacebookthanCitibank,andwillbetransactedonphones.Andasbankinglawschange,wearelikelytoseefinancebecomethecorerevenuegenerationstrategyofsocialmediacompanies.

4.Education

We are seeing a similar shift happening in education. Homeschooling isgrowing seven times faster than enrollment in traditional K–12 schools. Andwhilehomeschooling isn’tnecessarily the solution, it is aharbingerofwhat ishappeninginthefieldandwhereAmericaisheaded.

Themoderneducationsystemisbasedonamanufacturingmodel.In1899,theUnitedStatesCommissionerofEducationcelebrated thefact thateducationhadbeen transformedinto the“appearanceofamachine.”Hemarveledthateachstudentwasnowtaughtto“behaveinanorderlymanner,tostayinhisownplace,andnottogetinthewayofothers.”

In 1900, only six percent of teenagers graduated from high school, and itwasn’t until 1918 that elementary school was compulsory across the country.Withtheinfluxofnewstudents,schoolsbegantogrow,andsodidtheneedforclassroomsandcommonprocessestomanagethem.Carsfurtheracceleratedthisprocess by enabling the consolidation of school districts. In 1940, there wereover117,000schooldistricts in thecountry.Fiftyyears later, thatnumberhadshrunk to 15,000—less than 10 percent ofwhat existed in 1940. People couldtravelfurtherandfastertoworkandschool,whichmadeitpossibletohaveonedistrictcovermoreterritory.By theendof thecentury, thenumberof teenagersgraduating fromcollege

hadboomed to85percent,achieving thegoalof inclusion.4But itcameat thecostofturningourschoolsintofactoriesoptimizedforscaleandefficiency.Mychildren’s Brooklyn elementary school has ten kindergarten classes, ten firstgrades,tensecondgrades,andsoon.Theteachersareheroic,butthesystemandscaleisconstantlyabattletoovercome.Thisrealitywasmadeevenmoreacutein the InformationEconomy,when it became viable to start using big data toevaluateschools.WiththeNoChildLeftBehindActandthenRacetotheTop,the pressures from the system on teachers to conform and commoditizeeducationhavecompounded.Kidsaregettinglostinthefactory.Themassiveschoolsystemhasdonesuch

a great job in scaling and efficiency that it has lost the ability to serve anindividual child. That is, in an effort to scale our education system, we’vesacrificedquality in thepursuitofquantity.Schools, likebanks,havecome torely on data rather than relationships. The parents who decide to yank theirchildrenfromschoolsandteachthemathomearesimplyfedup.Theywanttocreatearigorousandpersonalizededucationalexperiencefortheirchildren,andgiventhecostofprivateschools,takingmattersintotheirownhandsistheonlyviableoption.Fortunately, new platforms and technology have made homeschooling

manageableonmanyfronts.Parentscandoeverythingfromaccessingfirst-ratecoursesonline tofindingsupport fromotherparents in thesamesituation.Thebestpart is that theycancompletely tailor the experience to the learning styleandinterestoftheirchildrenandgivethemtheattentionthattheywouldneverget in the classroom. The results are striking. 25 percent of homeschooledchildren are at least onegrade aheadof their traditionally schooledpeers.Thehomeschooled population as awhole scores exceptionally higher on academicachievement tests.5 This shift is perhaps the best glimpse of the future ofeducation—masscustomizationalongsidepersonalizedattention.Likebanking,itwillreturntoahuman-scalemodelbasedonrelationshipsandpersonalneeds,and itwill bewheremuchof the disruption in the economy and labormarketoccursinthenextfewdecades.I was very fortunate to attend Community High School in Ann Arbor,

Michigan.UnliketheothertwohighschoolsinAnnArbor,eachwiththousandsofstudentsandlocatedinresidentialneighborhoods,CommunityHighSchoolissmall (with 300 students at the time of my attendance) and integrated intodowntown.The school embraced experiential learning and apprenticeship. Forexample, for every hour a studentworked at a learning-based job, they couldreceiveahalfhourofclassroomcredit.Ireceivedhighschoolcreditforthefirstbusiness that I started at 16, a baseball card dealership. Students could also

recruit theirown teachers from thecommunity to learn subjectsunavailable inschoolandreceivecreditforthem.Theschoolhaddevelopedaprocesstomakelearningpartofthecommunityandnotisolatedtotheclassroom.Thisisn’treallyaninnovativemodel;untilrecently,peoplelearnedprimarily

throughapprenticeshipsandexperience.However,thosepracticesbegantofadeasschoolsbecamescaledforefficiency,asschoolscouldn’tmakethemefficient.But this too is changing. It is driven in part by a greater appreciation for thisstyleoflearning,butevenmoresobythecollegeadmissionsarmsrace.Doingwellinhighschoolisnolongerenoughtogetintoagoodcollege.Itrequiresarobust and impressive set of extracurriculars, from jobs to volunteering tointernationaltravel.Thisrealityhaschangedhighschoolsinmanycitiesandisforcingthemtocreatemoreopportunitiesinthecommunityfortheirstudents.Andjustasextracurricularsarenecessarytoget intocollege,findingagood

joboutofcollegenowalsorequiresalotmorethana4.0GPA.Infact,GooglerecentlyannouncedthatGPAdoesn’tevencorrelatetothesuccessoftheirhires.Ontopofstudyingoncampus,morecollegestudentsarealsostudyingabroad,interning,andvolunteering.Theyfindallthisnecessarytonotonlylandajobatgraduation,buttoobtaintheeducationandself-awarenesstheydesire.Kristy Timms, an internwho supportedme inwriting this book, is a great

example of this change. She chose her college almost entirely based on theschool’s ability to enable learningoutside theclassroom.SheattendsCUNY’sMacaulay Honors College because is it committed to supporting studentslearning outside the classroom, and it’s situated in New York City, whereopportunitiesareabundant.Kristy loves classroom learning, but although it can lay a theoretical

foundation, she has found it lacks in helping people understand how to applytheir learning to the real world. By combining the classroom learning withinternships, she is able toget a complete education, andMacaulay encouragesand supports this approach. The other colleges Kristy researched, especiallythose that are campus-focused, just couldn’t compete. She has now completedinternshipsindifferentsectorsandisabletonarrowherinterestsandfocusheracademicplan.Throughinternships,shewasexposedtotopicsthat,whilenotonher radar, captivated her and influenced the courses she took the followingsemester.Byworking in different sectors, roles, and sizes of organizations, Kristy is

incredibly self-aware for someone her age.When she graduates, she will notonlyhaveanimpressiveresumé,buthermaturityandconfidencewillplaceheratthetopofthepack.Perhapsmostimportantly,shehascometoappreciatethatlifeisajourney,andthatshecanworkinmanyplacesandenvironmentsinher

lifeandfinddeeppurposeinthem.

5.HealthCare

Another fieldundergoing a radical transformation is health care,which alsospentmuch of the last hundred years focused on scaling and efficiency.DrugstoreshavebeenaroundsincetheMiddleAges,butitwasn’tuntilthe1920sandthe inventionsof insulinandpenicillin thatpharmaceuticalsbegan tobemass-manufactured. In the1950s, the industry really tookoff; it thenboomed in the1970s, when the patent protections for pharmaceutical companies becamebroader,enablingthemtoseereturnsonthemassiveresearchanddevelopmentcostsassociatedwithbringingadrugtomarket.ItwasduringthesedecadesfollowingWorldWarIIthatthehealthinsurance

industrycameontothescene.Healthcareevolvedfromafee-for-servicemodel,where people covered their own costs, to amodelwhere insurance companiesbegan to have incredible power over the industry by controlling the pursestrings.Again, scale and efficiency became the goals of the day, andmedicalprofessionals, like teachers and bankers, moved from a model based onindividualoutcomestoonebasedonmetrics.MywifeandIbelongtoOneMedicalGroup,astart-upoutofSanFrancisco.

ItprovidesalevelofservicethatIfranklyhaveneverexperiencedatadoctor’sofficebefore.Thereisnowaittime.Theirschedulingisfullyonline,thedoctorsgive out their email addresses, and physicians don’t rush you out of the door.Youfeellikeyouaretheonlypatienttheyareseeingthatday.Theyhopetoshiftbacktoamodelthatprioritizestherelationshipbetweenthedoctorandpatient.By leveraging technology, they are able to free up doctors’ time to focus onpatientsandeveninteractwiththemoveremailforroutineissues.Theaveragedoctor sees25 to30patientsperday;atOneMedical, thenumber iscloser tofifteen.But the futureofmedicine is evenmoreprogressive. In the early1960s,40

percentofdoctor-patientmeetingswerehousecalls.By1980,itwaslessthan1percent.Within25years, house calls are likely tobe thenormagain, but in avery different way. Kaiser Permanente is a health care provider to 9 millionAmericans.LikeOneMedical, theyareworking touse technology tostripoutthepaperworkthatdominatesmedicaloffices today.Theirvisionis togoevenfurtherandimplementtechnologytoenabledoctorstoonceagainvisitpeopleintheirhomes.Theirgoalistomakeittheexpectationofallpatientstohavesafe,in-homecare.Theyareworkingtomaketelemedicineandin-homemonitorsthe

newnorm.Healthcarewillagainbepatient-centric.This patient-centric goal is combined with a larger shift in the medical

communitytowardpreventivecare.Preventivecareisnotonlyseenasawaytosave lives, but to help avoid the costs associated with chronic disease. It isincreasingly clear, for example, that it is cheaper to prevent someone fromgettingdiabetesorheartdiseasethanitistotreatthem.Unlikemodernmedicine,where the tendency is to throw pharmaceuticals and procedures at everyproblem,preventativemedicineissocialinitsnature.Itrequiresunderstandingandworkingwithpeopleinthecontextoftheirlivesandwork.Inotherwords,itfocusesonrelationships.

10

WorkingwithPurpose—ThePurpose-DrivenProfessional

“Emergingleadersarelookingforonethingaboveallelseinacareer:purpose.”—LizMaw,PresidentofNetImpactLeavingtheMatrixTechnology has enabled the creation of huge, global companies, where

professionals become further and further removed from both suppliers andcustomersandfromtherealitiesoftheircustomers’lives.Managementhasalsobecome more a matter of depersonalized data analysis, of how much we’regetting done and also of what we should do, undermining the role of humanevaluationandcreativity.Thecurrenteconomicrecessionisalsoinlargepartaproductofthisstructural

flaw.Wecreatedanewmanagementclassthatwassofarremovedfromrealitythatmanagersstoppedmakingrationaldecisions.Thehousingindustrystoppedbuilding houseswith the intention that they become long-term homes and thesource of financial stability for families, and began building in excess forspeculationandprofit.Thebankingindustrystoppedlimitingloans toamountsthat people could actually afford, and began deluding not only the public, butthemselvesaswell,abouttherisksthatthoseloanswouldturnsour.Theymademoneyfromtheelaboratemanipulationofinformationprocessedthroughhighlyarcanemathematicalcalculationsanddivorcedfromfact,withnocautionaboutthepotentialimpactonthelivesofactualpeople.TheyhadcreatedtheMatrix,operatinginaparalleluniversewith100percentheadandnoheart.Whilethereliableincomefromworkinginatraditionalcompanyisalluring,

for most people, working in the Matrix is not fulfilling. Gallup-HealthwaysWell-Being Index, which has been polling more than 1,000 adults every daysince 2008, shows thatAmericans feelworse about their jobs today than everbefore.Gallupalsoreportsthat71percentofourworkforceisdisengaged,and25 percent of this group is comprised of what they call CAVE-dwellers, anacronymforConsistentlyAgainstVirtuallyEverything.1Sadly, most managers are clueless about what motivates their team.When

askedtoidentifywhattheiremployeeswant,thetopthreethingscitedaregoodwages,jobsecurity,andpromotionopportunities.Whenemployeesareactually

asked, they report the top three as appreciation, feeling ‘in’ on things, and anunderstanding attitude.Not only didmanagers fail to identify these as the topdrivers, theyput themat thebottomof the list.2 People increasingly reject thenotion that success is solely aboutmoney, aswell as the idea thatwehave tomake our money first, and then we can begin making our contributions tosociety.In a now-infamous interview with the Sunday Times, the then-CEO of

GoldmanSachsprofessedthathe,asabanker,wasdoing“God’swork.”Heislikely not alone amongCEOswho share the same sentiment and can point toexamplestobackuptheirclaim.Butforthemostpart,itisnotpurposethattrulydrivestheworkoftheircompanies,andtheyoftenreadilyabandontheinterestsofMainStreet.Manybusinessleadershaveconvincedthemselvesthatthebestway for them to contribute is to make a great deal of money and then dopayback.

WillWorkforSocialChangeNathanielKoloc,co-founderof thenonprofitrecruitingcompanyReWork(a

PurposeEconomyorganization),graduatedfromcollege in2008andlikemostofhispeers,wasdeterminedtofindworkthathadapositiveimpactonsociety,while still being professionally challenging and rewarding. Nathaniel foundedReWork to help his peers find the jobs he found challenging to identify as arecentgraduate.Nathaniel works to help professionals find purpose-rich work through

ReWork.Hefindsthatcandidatesarelookingforthreethings:

Legacy.Asensethataftertheyhavedonetheirwork,beitaproject,ajob,oracareer,theworldisdifferentinawaythatismeaningfultothem.Mastery.A deepening of skills, strengths, and talents that they feel helpdefine them and their identity. This includes the increasing responsibilitythatcomeswithexpertiseandexperience.Freedom.Theywanttogetpaidwhattheyareworth,buttheyvaluethingslike remotework, flexible hours, and great benefitsmore than the actualsizeoftheirpaycheck.

Nathaniel saw that the economic landscape of the last decade has led to anongoingstateofuncertaintywithinestablishedorganizationsaswellasstart-ups,dimming the prospects of long-term job security. As careers continue tofragment, jobs aremore often viewed as stepping stones along amuch longer

career“journey,”whichalsoexplainstheshift inpriorities.Professionalsofallages—not just theMillennial generation— are finding that they arewilling towalkthewindingpathofdeterminingwheretheirskillsandbackgroundsmaybemostusefulinmakingtheworldabetterplace.

WhenPurposeEvaporatesOneofmyfavoritequestionsaskedofSiliconValleyexecutivesexaminesthe

incredibly low philanthropic engagement of tech companies. Why is there apurpose void in these companies? Their answers varied, from describingentrepreneurs as Ayn Rand-style libertarians to explaining that the Valleyoperatesinabubble.One insighton the issue came fromDavidHahn,VicePresidentofProduct

ManagementatLinkedIn.Heobservedthatontheoppositeendofthespectrum,employeesatsingle-product,first-generationcompaniesdofeelrichinpurpose.Theyaretryingtodisruptthestatusquoandhaveastrongsensethattheirworkmatters. They have a sense of impact greater than themselves, are growingquickly,andarepartofavibranttribe.Thosearethethreecoreingredients;thereis,infact,norealpurposevoid.WhenIwasworkingforearly-stageSiliconValleystart-ups,Ihad

adeepsenseofpurpose.ThefirstplaceIworked,HomeShark.com,wasworkingto revolutionize themortgage industryby taking thepoweroutof institutionalbanking and putting it in the hands of consumers, so they could make betterdecisionsaboutfinancingtheirhomes.Afteracoupleofmonthswritingonlinetutorialsonhomebuying,Iwasmovedintoaproductmanagementposition.Itwasadreamjob.Iwasonaconstantlearningcurve,andIwasbeingmentoredbyoneof thebest in the industry.Bythe timeIwas24, Ihaddesigned,built,and launched multiple products. I had helped acquire another company andintegrateditsproductline,whichIwasthenresponsibleformanaging.Iwasalsomanagingateamandworkingacross thenow200-personcompaniestorealizethepotentialofmyproducts.ItwasexactlyasDaviddescribed.But what happened at HomeShark is what happens to most growing

companies: they turn fromDavid intoGoliath.That is, as a company starts tobecome a leader in the market, it becomes a struggle for employees to findpurposesimplyby“fightingtheestablishment.”IfyoulookattheSiliconValleycompanies thatarephilanthropicandhavevolunteerprograms, theyarenearlyalwayspast the ‘David’ phase and are now ‘Goliaths’.They are toobig to betribes and typically haven’t found ways to take the key evolutionary step to

becomecommunities.In this regard, it’s easier for an entrepreneur to create a Purpose Economy,

David-type organization than it is to transform a ‘Goliath’ into a PurposeEconomycompany.Furthermore,asasmallorganization,a‘David,’itismucheasiertoparticipateinthePurposeEconomy.When a company becomes the ‘Goliath,’ they usually start corporate

foundationsandvolunteerprograms.Theyneedtosupplementpurpose,astheyare no longer consistently delivering it to employees. Jessica Rodell at theUniversityofGeorgiafoundthat“whenjobsarelessmeaningful,employeesaremorelikelytoincreasevolunteeringtogainthatdesiredsenseofmeaning.”3Astheorganizationgrows,thisbecomesmoreacute.GoliathslikeHewlett-PackardorWells Fargo, who long ago lost their David-like mojo, grew so large thatemployeesstruggledtofindopportunitiestogrowandchallengethemselves.Jobgrowth is one of the core drivers of purpose for people, andwhen this too islimited,it’sanuphillbattletofindpurpose.OnedesignerfromHewlett-Packardsummeditupbeautifullyformewhenhe

appliedtodoprobonodesignworkwiththeTaprootFoundation.Hehadbeenatthe company for about a decade. He had steady income, worked with goodpeople,andalwayshadaccess to thebest technologyand tools.But therewasonethingthatgothimthinkingaboutleaving:hewastiredofonlydesigninginblueandwhite.Asadesigner,hecravedabiggerpalette;hewantedtobeabletousered,green,andpurple.Thislackofopportunityforself-expressionmotivatedmanyofourprobono

consultants. Somewere designers, but otherswere different kinds of artists—marketing managers, project managers, engineers, photographers, and so on.Theywere passionate about their craft, butworking at a single companywasforcingthemtoalwaysutilizethesamepalette.Andwhileconsistencyiscriticaltorunningalargecompanyefficientlyandeffectively,fortalentedandcreativeprofessionals, it can be deadening. So many companies yearn for moreinnovation and creativity, but they don’t take the very first critical step—thinkingoftheiremployeesasartists.

Purpose-Powered

TheUniversityofPennsylvania’sAdamGrantdidaverysimplebutpowerfulexperimentwithuniversity fundraising call center employees.Hebroke them into three randomgroups.Thefirstwasreadstoriesfrompreviouscallcenteremployeesabouthowthejobhadhelpedthemdevelop their sales skills. The second set was told stories about how alumni had benefited

fromthedonationsraisedbythecallcenter.Thethird,thecontrolgroup,hadunrelatedstoriesreadtothem.

Hereplicatedthestudyfivetimesandfoundthesameresults.Thosewhowerereadthesecondstory,theoneaboutpurpose,morethandoubledthedollarsraised.Bysharingafive-minutestory,hedoubledtheirimpact.Hehadpurpose-poweredthem.

More importantly, he had demonstrated just what middle management in large companiesneededtotakesmallstepstowardevolvingintoPurposeEconomycompanies.Hehadgiventhemalow-costandeasywaytocreateimmediateresults.

SeekingPurposeOutsidetheOrganizationRather than just volunteering to find purpose outside their day job, many

professionals are leaving the role of employee all together and living in aconstant state of start-up. As of 2009, more than 17 percent of the fourteenmillion self-employed workers in the United States considered themselvesindependentcontractorsorfreelancers,concentratedheavilyinsales,IT,creativeservices,marketing,andoperations.4Thedrive tobemorepurposefulexplainsmuchofthemomentumbehindthemassiveexodusfrommainstreamcorporatelife. As Generation X and Millennials have entered the workforce, moreprofessionalshavecreatedalternativewaystodoworkthatismeaningful.FabioRosati, theCEOofElance,whichconnectsfreelancerswithwork,has

seen the rise of thismovement firsthand.There aremany different benefits tofreelance work, but at its core, Fabio sees the drive for meaning. Fabio wasraised in Florence, Italy, and likes to compare the freelancemovement to theRenaissance.Heunderstandsthatmostfreelancersareakindofartist,specialistsoftheircrafts.Havingdevelopedthattalent,theydon’trequirethegirdingofacompany, or a cubicle and a desk; they prefer to work without them. As didartists in Renaissance Florence, he points out, they must sell their art, whichmeans theymust grow andmaintain a portfolio of clientswho subsidize theircraft.There are, of course, plenty of peoplewho have become freelancers out of

necessity,especiallyinthewakeofthefinancialcrisis,andFabiopointsouttheytend to have a different perspective about theirwork, seeing it still as amoreconventional job.But for thosewho have come to freelance out of choice, heseesthatthey’vedonesolargelyoutofthedesiretogainmorecontrolovertheirdestiny,andinturn,theirsourceofpurpose.Whenaskediftheywouldpreferamoretraditionalworkenvironment,fewer

thanoneintenindependentcontractorsindicatedtheywouldprefertoreturntoatraditional work arrangement. Elance refers to the shift to freelancing as the“work differently,” and finds that so many have chosen the freelance pathbecausetheyareputoffbythestricturesofcorporatelifeandwanttohavethelatitudetoselecttheirclients.Fabioalsoseesthatfreelancersareoftendrivenbythesatisfactionofhelping

othersdealdirectlywiththeirclients.Theyaregenerallyindividualcontributors,and they take great satisfaction from helping others, whether that’s anentrepreneur trying to realize her vision or someone at a corporation whocouldn’t possibly keep up with the volume of work that so many are nowexpectedtohandle.Theyalsoenjoyhelpingoneanother,andincreasinglytheyarecomingtogetherandworkinginlooseconfigurationstopooltheirtalents.

Synthesis Corporation, run by my friend Ari Wallach, has created a new model for theorchestration of consulting. He works with large organizations including CNN, the StateDepartment,andtheNationalResourcesDefenseCouncilontheirstrategies,allwithastaffofone—himself.Arihasmade ithisbusiness toknow thebest freelancersout thereandworkwiththemtomanageprojectsthatwouldtraditionallyrequirelargefirms.Ari’smodelisthenew model for professional services. People aren’t creating a new version of Bain orMcKinsey; theyareworkingon theirownand learning tobuildanetworkof freelancers tosupportthem.

More people are creating portfolio careerswhere they craft their own jobs.Fabio notes that as Millennials have entered professional life, a new kind ofworkforcehasemergedinwhichthemajoritywon’thaveatraditionalcareerorwork for one company for long stretches of time. These purpose-drivenprofessionalsarelargelyuntetheredfromcorporationsandfocusmoreondoingwork they have a passion for. In this way, they are more like their ownorganizations,gettinghiredforprojectsbutattheircoreremainingindependent.Thisshiftingworkidentityischangingsomeofthemostbasicassumptionsof

workplace management. For an organization in the Purpose Economy, thedefinition of talent is incredibly broad. It includes the traditional employee, itincludesfreelancers,anditincreasinglyincludesvolunteersorusers.Buildingathrivingorganizationmeansbeingable toknowwhen to engageeachof thesegroupstogetthejobdone,whilebuildingapassionateandresilientculturethatisn’tconfinedtoyourfourwalls.

Post-HumanResources

Debbie Cohen, a veteran of the Information Economy, joined the Mozillateamin2011as theirHeadofPeople.Fromthestart, itwasclear thatMozillahad a different culture and leadership style thatwould require her to design anew approach. It was an exciting opportunity to really push the limits ofmanagement and work culture. How do you develop leaders who succeed byfollowing rather than directing?Howdo you build a community inwhich thelinebetweenvolunteersandemployees is razor-thin?ThesekindsofquestionsstarklycontrasttheapproachtohumanresourcesatmostInformationEconomycompanies like Microsoft and Amazon.com, managing people throughcompetition,top-downhierarchy,andintellectualjousting.Human resources, a function in organizations that we take for granted, is

actually a relatively new field. A related function existed in the IndustrialEconomy,buthumanresourcesislargelyafieldthatemergedinitscurrentforminthe1980s.Inmanyways,theverytermexposestheinherentchallengeinthefield.How dowe treat people as humanwhile seeing their value simply as aresource?Personnel, the predecessor to HR, was designed to enable a company’s

negotiation with labor unions; it was the voice of management in containingcostsandgrievances.AstheInformationEconomyemerged,businessesbegantosee the need to maximize their human resources, but with roots in labornegotiationandriskmitigation,HRasawholecontinuedtotreatemployeesascommodities.Thislackofvisionwasexacerbatedbyshiftsinemploymentlawthat pigeonholed HR as an arbiter of compliance, deriving much of itsorganizationalpowerfromfearoflitigation.It’snotastretchtosaythatHRhasfewfansincontemporaryorganizations.

The field has been eviscerated in the media, often depicted as management’shenchmen and an impediment to innovation. This creates a real opportunity,describedinthefinalchapterofthissection,formorestrategicHRprofessionalsto redefine their role in organizations as something akin to a communitymanager. It changes not only how we think about talent, but also how weapproach the core administrative functions that traditionally supported anorganization’smostimportantrelationships—thosewithitspeople.

“Emerging leaders are looking forone thingaboveall else in a career:purpose,”LizMaw,President ofNet Impact, sharedwithme.Net Impact is perhaps best described as the tradeassociationforpurpose-drivenbusinessprofessionals,withchaptersallaroundtheworldandthousandsofmembers.Lizexplainsthat“toattracttoptalent,itisanimperativeforemployerstounderstandthatthegamehaschangedandtheeconomywithit.”

SECTIONFOUR

SocietalPurpose—MovingMarkets

13TheFiveWaystoMoveaMarket

Ihavethehonorofservingonbusinessplanandsocialinnovationcompetitionpanels regularly,and ithasbeenamusing towatchaspiringentrepreneurs,oneafter another, year after year, share how their mobile application is going tomake a billion dollars and end poverty. Apparently, technology and mobileapplicationscananswereverychallengeandseizeeveryopportunity.Technologyisawesome,butitisn’ttheonlygameintown.Technologyisbut

oneof five levers, including researchanddata,bright spots,publicperception,andpolicy,allofwhichcanaffectmarkets in thePurposeEconomy.Basedonmy research, which was published in 2012 in the Stanford Social InnovationReview,marketcreationrequiresthatatleastthreeoftheseleversbedeployedatdifferent times or simultaneously. They are the ways you remove barriers toadoptionofthechangesyouwanttomake.Myresearchwasinspiredbyseeingsomanybrilliantpeopleworkingtocreate

realchangeintheworldandfallingshort.Iwonderediftherewasapredictableformulaforsuccessfulefforts.Thatis,whatwerethesecretsofsystemicchange?In studying successful market moving efforts, a clear pattern emerged. Withevery successfulmarket-moving effortmy team and I studied,we found theydrew from these same five strategies or levers. Just as with Everett Rogers’diffusion of innovations, harnessing the five levers would allow a morepredictableframeworktomovemarkets.

1.BrightSpots

Brightspots,orpositivedeviants,areexamplesofusuallysmall-scaleeffortsthat have achieved a remarkable result. They point to the possibility thatsomething better is possible and create a starting place for thinking aboutreplication,andhowtobuildorexpandamarket.Forexample, in1994,AliceWaters, a famedchef in theBayArea,workedwith a local school to create agarden for students. They called it an “edible schoolyard,” and it helped toinspirethegrowthofthemarketforhealthyschools.Herbrightspotappealedtothehyper-progressiveinnovatorsinBerkeley,butitalsoprovidedaproofpointthatcaughttheattentionofearlyadopters,whobegantodevelopvisionsforhowtoexpandthemarketnationally.Asyouconsiderhowtomoveamarketandaddressthebarriertoapopulation

adoptingachange,abrightspotmightbesomethingalreadyhappeningandjustneeding amplification, or it may be something you need to create, as AliceWatersdid.Inourcasestudyonvegetariandietsfromthepreviouschapter,whatarethe

bright spots that would overcome barriers to your target adoption segmentdroppinganimalsfromtheirdiet?Whatwouldtheyneedtoseeorexperiencetomake the change?For example,my father-in-lawwas shockedwhenhehad avegetarianmealthatwasbothdeliciousandfilling.Thatmealwasabrightspotthatdidn’tturnhimintoavegetarian,butitdidovercomehisperceptionthatyoucan’thaveagoodmealwithoutmeat.

2.Research&DataResearchismostoftenatooltohelpcreateincrementalshiftsinafield,butit

can also become a much more powerful lever. In the context of the PurposeEconomy, research can provide insights that inspire entrepreneurs to pursue

marketsasinnovators.And,giventhatthePurposeEconomyisn’tonlyaboutthebottomline,researchoftendefineshowtomeasurenon-financialsuccess.Inthiscontext, new research or data that changes how you think about success in amarketcanfundamentallyshifttheentiremarket.Asconsumers,weseethisallthetimeinnewmedicalresearchthatchangesourunderstandingofwhatfoodsweshouldbeeatingmoreorlessof.Asreferenced in the lastchapter, there isalreadysignificant researchon the

medical challenges created by eating animals, as well as the environmentalimpact. What additional research could change or remove barriers to peoplemaking the change? What perceptions do the target adoption segment carryaroundwiththemthatpreventsthemfrommakingtheswitch?Whatbeliefsaretheyholdingthatneeddebunking?Forexample,whataretheirbeliefsaboutthehealthbenefitsofanimalproductsthatmightmakethembelievetheyneedmeattobehealthyandstrong?

3.DisruptiveTechnology

Disruptive technology can include everything fromnewmedicine tomobileapplications.Likebrightspots,itchangesourunderstandingofwhatispossibleand gives markets new tools to advance their growth. The most disruptivetechnologies, such as the polio vaccine, can catalyze massive change.Informationtechnologyhascertainlybeendoingthis,withexamplespoppingupallthetime,fromclassicslikeWebMDtomobileapplicationsthathelporganizeresponsestodisasters.Youlikelysawtherecentheadlinesaboutatechnologythatmightdisruptthe

vegetariandietmarket.InAugustof2013,thefirstinvitrobeefburger,createdbyaDutchteam,waseatenatademonstrationforthepressinLondon.12Itwasan animal-flesh product that had never been part of a living animal. It isn’t atechnology that is yet cost-effective or scalable, and it certainly raises ethicalissues, but it exemplifies how a disruptive technology might impact thevegetarianmarket.

4.PublicPerception

Peopleareunlikely to joinamarket if theydon’tknowabout itorhave thewrong frameofmindabout it.Agreat deal canbe accomplishedby changingpublic consciousness. For example, a series of health-related marketingcampaigns by formerNewYork CitymayorMichael Bloomberg has brought

aboutdramaticchangesinthelargestcityintheUnitedStates,suchasthebanonindoorsmoking,andhasledtotheadoptionofsimilarlawsinothercitiesandcountries.Another issue is the hot topic of the death penalty. For several decades,

Americansupportforthedeathpenaltywasstrongandgrowing.Peopleboughtinto themindsetof ‘an eye for an eye’, anddespitemanycampaigns to try tochangeperception,nothingseemedtowork.TheInnocenceProject,whichusesnewDNAtestingtechnology,showedthattherewerepeopleondeathrowwhowereactuallyinnocent.TheyreframedtheissuetoappealtoAmericans’fearofexecuting innocent people. For many, the injustice of a criminal not gettingexecutedwas lesser than the risk of executing someone innocent. This simplereframing began to turn the tide for public perception of the death penalty inAmerica.Forourcasestudyonthevegetarianismmarket,whatpublicperceptionsneed

to change to spur the next adoption segment to make the move? Whatperceptionsdotheyholdthatarepreventingthemfromtakingaction?Whatdotheyneedtoexperienceinordertochange?Forexample, if theysawfirsthandthe inside of a slaughterhouse, would that alter their perceptions about eatingmeat?The livestock and dairy industries seem to think so and havemoved toprevent the public andmedia frombeing to able to see the animal productionprocess.

5.Policy

When you change policy, whichmost oftenmeans changing public policy,youchangetherulesofthemarket.Companiesandspecialinterestgroupsknowthe power of changing laws and government buying behavior in a market.Changesincorporatepoliciescanalsohavesignificantimpact.Manycompanieshave such a large footprint that when they change their purchasing or hiringpolicies,forexample,theycanquicklymoveamarketforward.City Year changed policy to create and fund AmeriCorps, which enables

80,000peopleperyeartoserveintheircommunity.Walmartbegantopushtheirsupplierstoprovidesustainableproducts,whichbegantochangehowhundredsofcompaniesmadeproducts.Aretherechangesincorporateorgovernmentpoliciesthatwouldimpactthe

adoptionofvegetarianism?Thegovernmentcouldoutlawanimalconsumption,but that isneither likelynornecessary toget thenextsegmentof theadoptioncurve to change.What incentives are companies and governmentsmaking for

peopletocontinuetoconsumeanimalproducts?Howaretheyimpactingpricingand public perception? These are the kinds of questions that would likelyuncoverastrategytoputpolicytoworkforthecurrentmarket.

TheLeversinAction:BuildingtheProBonoMarketThesefivemarketleverscanandoftenshouldbeemployedincombination.In

my work with the Taproot Foundation, we used all five over a dozen years,although out of the gate, my focus was on creating a bright spot. Pro bonoservice had unfortunately acquired a reputation as being both unreliable andunabletoscale—mostnonprofitshadgivenuponit.To realizemyvisionofempoweringallnonprofitswithprobonoservice, it

was clear that I had to begin by showingwhat was possible. The benchmarkfrommyscanofthefieldwasthatlessthan50percentofprobonoprojectswerecompleted, and that the largest pro bonoprogramswere delivering services toonlyafewdozennonprofits.Thesepooroutcomeshadbuiltaperceptionamongnonprofitsthatprobonoisawasteoftime.Taprootwouldneedtosignificantlysurpass those numbers if we wanted to prove that something different waspossible.Ittookusjustoverfiveyears,butwedidit.Byleveragingbestpracticesfrom

awiderangeofindustries,includingCostco’sproductdevelopmentandpricingmethods, Deloitte’s consulting model, and the nomenclature of the mosteffective charitable foundations, we were able to achieve a 95 percentcompletionrateandscaletohundredsofprojectsayear.Ourbrightspotcaughttheattentionofthefield,andsoon,newprobonoprogramswerepoppingupallovertheworld.Wehaddonemorethanjustservenonprofits:wecreatedscaleandcredibilityforthemarket,whichattractednewentrepreneursandcapital.Leveragingthesuccesscreatedbyourbrightspot,Taprootshifteditsfocusto

policy.Weneverworkedtochangegovernmentpolicy;ourfocusinsteadwastochange corporate volunteer policies. These were the organizations that wouldcreatetherulebookforourmarket,andweneededthemtoshifttheirpoliciestoopenupthemarket.Togetthemtodothat,weknewweneededtomovethemawayfrommeasuringthesuccessofcorporatevolunteerismbyquantityofhoursdevotedbytheiremployees(whichhadbeenthenorm),tomeasuringsuccessbythequalityofworkdone.Whilewedidn’twork tochangepublicpolicy,wedid findoneofourmost

valuableandmostneededallies in thehighest seat ingovernment.Thus far inourpursuitofchangingthewaypeoplethinkaboutprobono,perhapsnosingle

achievementisquiteaslarge-scaleastheWhiteHouse’sembraceofthemission.The day I heard President George W. Bush say the words “pro bono” in aspeech, I knew we were nearing a tipping point. The President had publiclygottenbehindourvisionandwaschallengingAmericanbusinesses toembraceprobonoservice.Hehadbeguntochangepublicperception.Roughlyayearearlier,ImetwithNancyMurphy,whowasthenleadingthe

CSRpracticeatAPCOWorldwideandservingonourboard.SheexplainedthatAPCO had been hired to help advise the President’s Council on Service andCivicParticipation,ledbyJeanCase.Itwaspopulatedwithleadersfromnearlyeverywalkoflife,includingaNASCARdriver,corporateleaders,thepresidentoftheUniversityofTexas,andtheheadcoachoftheIndianapolisColts.Itwasastar-studdedproduction,butasNancyexplained, theyhadonemajorproblem:therewasnostrategyforhowtousetheirplatformtocreatemeaningfulchangeinthecountry.Nancy put the question tome directly: If I could have this council and the

Presidentgetbehindacampaign,whatwoulditlooklike?Isharedwithherthestory about the role of President JohnF.Kennedy in creating themodern probono ethic in the legal profession. In 1962, JFK had called a summit of theleadingattorneysaroundthenation.Heurgedthispowerfulgroupoflegalmindstoensurethatthenewcivilrightslawsthathadjustpassedwereenforced.JFKknewthatwhilehehadwonthebattleinD.C.,thewarwouldbewonorlostinthe courtrooms. Successwould require an army of pro bono legal support, hetoldthelawyers,andheaskedthemtobehiscivilrightsarmy.Notonlydidtheywin the war, but in so doing, they created the modern practice of pro bonoservice in the legalprofession.They turned thisgreatmomentofpride for theprofessionintoacorepartoftheveryidentityofthosewhopracticelaw.Taprootneededawatershedcampaignlikethisforthebusinesscommunity.In

anerawhenthegovernment’sroleinsomanysocialserviceswasreceding,thePresidentneededtocallonbusinesses, inorderthat thenonprofitsectorwouldbesetuptoserveoursociety.ThiswouldbeanidealchargeforthecouncilandthePresident, I toldNancy.Gather theleadersof thebusinessprofessions,andhavethePresidentchallengethemtopledgeprobonosupportforthenonprofitsector. Ask them to collectively pledge over a billion dollars in pro bono. Itwasn’t the $200 billion needed, but it could be the spark to catalyze theestablishmentofprobonoasafield.JeanCaselovedtheideaandembraceditasherown.Thegroupdeveloped“A

Billion+Change”asamulti-yearcampaign,anditbecamethecorefocusofthecouncil.While it hit a few speed bumps along the way, the campaign wouldeventuallysurpass$2billioninpledgesfromcompaniesandtranscendtheBush

administrationtocontinueunderPresidentObama.Inaddition,Taprootmadeuseoftheleverofresearchanddata ingrowing

the pro bono market on an annual basis. The most powerful examples camethroughourworktoovercometheperceptionofmanynonprofitsthatprobonowasonlyforunsuccessfulnonprofitsthatcouldn’taffordtopay.Westudiedthehighestprofileandtop-performingnonprofitsinthecountryandfoundthatwithvery few exceptions, they relied on pro bono services for 10 to 20 percent oftheirbudgets.Probonowasanecessaryingredientforsuccess,notadesperateoption for failing nonprofits. This research began to change perception in thenonprofitsectorabouttheimportanceofprobonoservice.Disruptive technology also proved key in building the pro bono market.

WhenwefirstopenedanofficeinNewYorkCity,ImetwithBrookeMahoney,thentheheadoftheVolunteerConsultingGroup.Herorganizationwaswidelyrespectedinthecityforitseffortstoengagebusinessprofessionalsinworkfornonprofits. Sitting in her office with a PowerPoint presentation, I shared ourservice grant model with her, and she dismissed it out of hand. “It isn’tpossible,” she said. “I tried it ten years ago and it didn’t work. It was tooexpensiveandtookwaytoomuchstafftimetomanage.”Itwasaninterestingmomentasanentrepreneur,highlightingthegoodfortune

IhadinstartingtheTaprootFoundationwhenIdid,backin2001.Brookehadhadbasically thesamenotion,butshehadfailed tenyearsearlier,because thetechnologydidn’t exist tomake the ideapossible.Since then, the Internet andthe widespread use of email had changed the nature of what could be donevirtually.Ithaddisruptedthewayweworkandhadmadeworkinginavirtualteam andmanaging a virtual program possible. Even simple tools like onlinegroupemailsandfreeconferencecallingservicesmade thedifferencebetweentheservicegrantmodelworkingorfailing,asithadearlier.Roughly ten years later, technology once again played a critical role in

advancing the pro bonomarketplace. In about 2009, I began receiving emailsfromcolleaguesaboutawomanwhowascreatinganewprobonoprogram.Afewmonths later, someone finally sentmea link toherwebsite,Catchafire, acompany that matched nonprofits with individual pro bono consultants to dopredefined capacity building projects. The business model was based on amatchingfeethatCatchafirechargednonprofitsfortheservice.RachaelChongandIfinallymet,andIlovedwhatshewasdoing.Infact,she

had been inspired by Taproot, but she didn’t like the model. As a juniorinvestmentbanker,Rachaeldidn’thave the time todoa servicegrant, andwedidn’tneedtheskillsshehadtooffer.Thatis,shelikedtheideabutthoughttheexecutionwaswrong.WithCatchafire,volunteerswouldworksolo,ratherthan

in teams, and the time commitment would be 50 hours, not a hundred. Theexperiencewouldalsobelargelyonline,toavoidthecostandinconvenienceofcoordinating inperson interactions. Itcouldbeamuchmorescalablesolution.We had created a Costco, and she had designed something closer toAmazon.com,offeringalargecatalogofsmallsolutionswithonlinepayment.Taproot’s most recent partnership harnesses the power of one of the most

successful technological innovations in recentyears—the remarkable reachandconnectedness of LinkedIn. LinkedIn’s goal is to connect talent withopportunity. The logical extension was to connect their 250millionmemberswithopportunitiestocreateanimpact—todoprobonowork.Operatingasanactiontank,Taprootwasabletoidentifybarrierstoadoption

andthenworktoremovethembyusingthefivelevers.Combined,thediffusionof innovations framework and the five levers created a powerful model anyleadercoulddeploytochangetheworld,onemarketatatime.

FiveLeversinAction:NineMini-CaseStudiesYou can find these levers in action across industries and sectors. While

Taprootusedallfive,differentorganizationsmovedmarketsbyusingdifferentlevers.

1.Mosaic:SolarEnergy

Mosaic, an online portal for solar energy investment and crowdsourcedfinance,utilizeddisruptiveenergyandfinancingsector technologies toaddressthepublicperceptionofsolar’shighinvestmentcosts.Publiclysubsidizingsolarinvestmentshasbeentrickyfromapolicyperspective,butMosaic’sdecisiontocrowdsource its financing and “green” investment was not only a clevermarketing tool, but another way to challenge perceptions of the businessviability of solar energy. To date, $5.6million has been invested through theMosaicplatform.

2.OMEGA:BiofuelsThe OMEGA (OffshoreMembrane Enclosures for Growing Algae) Project

used new research and data by scientists and engineers to create a disruptivetechnologyin theformofalgae.Unlikemostalgae,OMEGA’salgaeworksasbothabiofueland“cleaner” thatdoesn’t feedonecosystemresources,suchasfood,fertilizer,orland.Furthermore,thecombinationofbothemergingresearchand disruptive technology creates the opportunity for others in the field todevelop even further.While thisworked as a controlledpilot project, thenextstepistounderstandthecommercialviabilityofoffshoreOMEGAsystemsforavarietyofuses,includingbiofuelsproduction,wastewatertreatment,andcarbonsequestration.

3.Kickstarter:CrowdsourcedInvestmentKickstarter, an online platform for crowdfunding independent creative

projects, launched in 2009 using secure online fundraising platforms (itself arecent disruptive technology). The platform recognized and filled a gap forcreative entrepreneurs, designers, and other freelancers wanting to maintaincreativecontrolovertheirprojects.Thefoundersliketohighlightthisprocessasbeing rooted in the timeofMozartorMarkTwain,whosolicitedmoney fromtheircommunitiesandgavethatcommunityoneoftheirfinishedproducts.Evenso,Kickstarter’sinventiveuseoftechnologytoharnessthepowerofthecreativecommunity has enabled a crowdsourced $789 million for 53,672 differentprojects,andintheprocess,Kickstarterhasbecomeoneofthemostinfluentialbrightspotsinandbeyondthetechworld.

4.BLab:ResponsibleBusinessLeadershipB Lab began with the vision of “redefining success in business”. They

leveraged thebright spot of social enterprise by creating infrastructure to helpscale what weremostly grassroots efforts into a new organizational structure.Buttheirmostmeaningfulaccomplishmentmaybetheirsuccessinlobbying19states (as of this writing) to pass legislation that legally recognizes a new,sociallyresponsiblecorporatestructure—theBenefitCorporation.

5.KhanAcademy:OpenEducationTheKhanAcademyemergedasMOOCs(massiveopenonlinecourses)and

beganmakingheadlines.LikeotherMOOCs,KhanAcademyused technology—the Internet and its myriad media and sharing channels—to disrupt theeducationspace.However,inofferingonlinecoursesforfree,Khanwasabletotacklethelackofaccesstogood,quality,publiceducationinawaythatgarneredincredible support very early on at little cost. Leveraging this early success,Khangainedthefinancialbackingandsupportneededtopioneerandlaunchthefirst“elementary”MOOCofitskind.Today,KhanAcademyreachesabout10millionstudentspermonthandhasdeliveredover300millionlessons.

6.FairTradeUSA:FairTradeConsumerProductsThe Fair Trade movement is rooted in a growing sentiment that the food

consumersandsupplierspurchaseshouldbeproducedinconditionsthataresafe,withwagesthatarefair,usingpracticesthataresustainabletotheenvironmentand the communities they impact. This sentiment arises from disconcertingresearchandnewsreports.Thesimplestampofapproval,a“fairtradecertified”FairTradeUSAicon(whichcannowbefoundonover12thousandproductsin100thousandU.S.retaillocations),waseffectivelyacampaignformorehumaneproduction methods and practices. This tactic has helped change publicperceptions around ethical means of production. Leveraging these changingpublic perceptions, the group created a foundation that is now a vehicle for

affecting policy, creating awareness, supporting transparency, and promotingbestpracticesinthesupplychain.

7. San Francisco Public Utility Commission: UtilityConservationtheSanFranciscoPublicUtilityCommission isexemplaryamongAmerican

utility providers. Buttressed by public perception, policy, research, and new,renewable technologies, the Commission decided not merely to begin toincorporatesustainabletechnologyandenergyintotheirportfolioofprovisions.Theyalsomadeittheirimperativeandmissiontoconsidertheenvironmentandcommunityinterestsastheirpriorityforallwater,power,andsewageprovision.By creating a new bright spot for other monopolistic companies to imitate,SFPUC has helped move the needle for the industry. Pulling from a 1987Brundtland Report (Our Common Future) on Sustainable Development, theydefinetheirgroundbreakingjourneywith“developmentthatmeetstheneedsofthepresentwithoutcompromisingtheabilityoffuturegenerationstomeettheirownneeds.”

8.FreelancersUnion:IndependentWorkforceIn 1995, the Freelancers Union (originally named Working Today) was

founded inNewYorkCity inorder to represent theneedsandconcernsof thegrowingindependentworkforce.Theorganizationusescompellingresearchandcampaigns to find innovative ways to bring together and support its 380,000members and the country’s 42 million independent workers. Modeled in partafter the AARP, the Freelancers Union offers health insurance to itsmembership.Inthepastfewyears,theorganizationhasopenedupaninnovativehealth clinic for its members in Brooklyn and fought successfully for policychange in New York City to eliminate the unincorporated business tax forindependentworkers—amovethatsavesitsmembersupto$3,400annually.

9.PracticeFusion:HealthCareTransparencyPractice Fusion is an electronic health record (EHR) company that

distinguisheditselffromacrowdedfieldofhealthtechcompaniesbypioneeringan innovative, free, web-based model for EHR technology. As one of thenation’s largest and fastest growing health care platforms, PracticeFusion hasleveraged a disruptive technology to show both patients and practitioners thatEHR can create greater fluidity and transparency by putting the patient at thecenterofcare.

WhichMarketWillYouChange?

So, what steps do you need to take as you create your Purpose Economyorganizationwiththeactiontankmodelinmind?

WhenItAllComesTogetherWewere9,400feetabovesealevel,surroundedbywallsofmountains,atthe

Elk Mountain Lodge, a short ride out of Aspen, Colorado—one of the most

beautifulplacesonEarth.ItwasOctober,andtheaspentreesweregoldenwiththesunsetdancingofftheirleaves.Onthatday,thatplacewasthemostbeautifulbecauseofthewomanstanding

besideme,inadressaswhiteasthemountaintops.WhenIdefinesuccess,Irecallthismomentinmylife.IhadfoundedTaprootthreeyearsearlier.Wewerestillayoungorganization

and weren’t operating anywhere but San Francisco at the time, much lesssupporting organizations replicating our model around the world. We haddeliveredlessthan10percentofthe$100millioninservicestononprofitsthatwe would by our tenth year. We had engaged only a few hundred of thethousands of professionalswhowould eventually join our ranks, andwewerenot yetworkingwith anyof the dozens ofFortune200 companies thatwouldbecomeclosepartners.IhadyettoevenconceiveoftheWhiteHousecampaigntogenerateover$2billioninprobonoservicesforthecommunity.InstartingtheTaprootFoundation,Ididsomethingthatscaredthehelloutof

me. I left a well-paying job with next to no savings, to do something myexecutivecoachatthetimecalledunrealisticatbest.TherewasnoclearwaytofundTaproot,andthecoreconceptrancountertomanyoftheestablishedrulesandbestpracticesinthefield.ButIcouldseeit,tasteit,andsmellit.Ithadtobedone.Frommyexperience

workinginthenonprofitsector,Iknewthemissionwascriticaltothefutureofcharitableorganizations.Frommyexperienceworkinginproductdevelopment,Iknewthatitwastechnicallypossible,andthatbusinessprofessionalswerenotjust hungry for purpose, but starving for it. I had found a calling. Itwasn’t abusinessplan, an idea,oranorganization—itwasme. ItwasanauthenticandfullrepresentationofwhoIamasapersonandaprofessional.Pursuingthevisionwasaconstanthigh.Theearlysetbacksandtheconcerns

of friends and family only fueled the high and determination. I felt like I’dsuddenly been invested with a super power. Rather than a radioactive bug,however,thesourceofmynewfoundpowerwassomethingdeepinsidemethathadbeenreleasedwhenIconnectedwithavisionthatwasprofoundlypersonalandimportanttome.My super power certainly didn’t grant me any new physical abilities, like

leaping from buildings in a single bound (my vertical leap remained at aboutthree inches). But it did something much more meaningful; it allowed me tosurroundmyselfwithamazingpeople.I’devenmetKarathroughthework.Shehadbeenanearlytargetfortheemergingboardofdirectors(asthejokegoes,Iover-recruited). Though I had dated a number of wonderful women over theprevious tenyears,withKara itwasdifferent.StartingTaproot requiredme to

becomeopentotheworldandtoexpressmyselffully.Ithadenabledmetofindthewomanofmydreamsandtoputmywholeselfintotherelationshipinawaythathadpreviouslyeludedme.OnthatcoldOctoberday,standingbeforeKaraandmewasDickMatgen,our

officiantandoneofthemostimpressivehumanbeingsyoucouldeverhavethehonortomeet.DickandIhadmetlessthantwoyearspreviously,whenIvisitedhisofficeatthePeninsulaCommunityFoundation,seekingsupportforTaproot.Hehelpedussecureourfirstgrant,a$10,000checkthatfeltlikeallthemoneyintheworldatthetime.AformerCatholicpriest,Dickhadlefttheclergywhenhecameout.Hispartner,George,satintheaudience.WithGeorgewasCarolineBarlerin and her new husband,HunterWalk, as

wellasmanyoldfriends,quiteafewofwhomhadbecomecloseroverthelastfewyears.Theyhad,inmyriadways,helpedmerealizemydream;likeme,theywerepartofsomethingbiggerthananyoneofusalone.Lookingatmybride,Dick,Caroline,and the restof thecrewassembledon

that cool but stunningOctober day, I realized that in foundingTaproot, I hadfoundmyself.

CONCLUSION

IgrewupinaBuJew(parentsofJewishdescentpracticingTibetanBuddhism)householdandwasexposedtothevaluesandtraditionsofbothcultures.IspentmyearlyschoolyearsataBuddhistschool,andmyparentscenteredtheirlivesaroundtheSangha(Buddhistcommunity).TheywerebothofJewishdescentbuthadfoundtheneedtofindtheirownpathinthe1960s.the Jewish concept of tikkun olam, aHebrew phrase thatmeans “repair the

world,”suggestshumanity’ssharedresponsibilitytoheal,repair,andtransformtheworld.TheTibetanBuddhist tradition’sBodhisattvaVowsimilarlyfocuseson repairing the world through the elimination of human suffering. The vowstates:“Althoughbeingsarenumberless,Ivowtosavethemallfromsuffering.Ivownottoattainenlightenmentuntilallbeingsarefreefromsuffering.”Talk about ambition—repairing the world and saving every being from

suffering.But this is ultimatelyour goal, andwemust constantly set it as ourtrue north. That said, both are brilliantly grounded ideas. In setting suchunobtainable goals,we also directly have to admit thatwewill never achievethem, which grounds us in reality and forces us to bring humility to ourambitionswithinthePurposeEconomy.

GLOSSARY

actiontank:Aneffortinsideorbetweenorganizationsthatsetsgoals,identifiesthe largest barriers to achieving those goals, and takes action to remove thosebarriers;amoreaction-orientedversionofthethinktank.AgrarianEconomy:Aneconomycenteredaroundfarmingandtheland.BenefitCorporation(BCorp):AcorporateformintheU.S.designedforfor-profit entities thatwant to consider society and the environment in addition toprofit in their decision making process. B Corps differ from traditionalcorporationsinregardstotheirpurpose,accountability,andtransparency.bright spots:Oneof the five levers that canbeused tomoveamarket in thePurposeEconomy,this leveris typicallyaneffort,usuallysmall-scale, thathasachievedaremarkableresultandcanactasstartingplaceforotherstobuildorexpandamarket.calling: A psychological approach to work that experiences work and life asseamless. It is most commonly influenced by the psychological approachmodeledbyparents.Seealsocareerandjob.career: A psychological approach to work that defines work as core to self-esteem and success relative to peers. It is most commonly influenced by thepsychologicalapproachmodeledbyparents.Seealsocallingandjob.communityorganizing:Theprocessof identifying, recruiting,anddevelopingleadership,buildingcommunityaroundthat leadership,andbuildingpoweroutofthatcommunitytocreatemeaningfulchange.disruptivetechnology:Oneofthefiveleversthatcanbeusedtomoveamarketin the Purpose Economy, this lever can change our understanding of what ispossibleandgivemarketsnewtoolstoadvancetheirgrowththroughtheuseofnewtechnology.diffusion of innovations: Theory created by Everett Rogers explaining how,why, andatwhat ratenew ideas and technologies spread throughculture.Theadoptionofinnovationisinherentlysocialinnature.economic evolution: The emergent nature of economies in which each newdominanteconomygrowsoutofthefoundationofthepriordominanteconomy.However, instead of displacing the prior economy, the new economycomplementsandbuildsfromit,servinghumanneedsindistinctivenewways.five levers for social change: The only five ways to move a market in thePurpose Economy. The five levers are research and data, policy, public

perception,disruptivetechnology,andbrightspots.GrossDomesticProduct(GDP):Themarketvalueofallofficiallyrecognizedfinal goods and services producedwithin a country in a given period of time.GDPpercapitaisoftenconsideredanindicatorofacountry’sstandardofliving.job crafting: A process for reimagining your work life which involvesredefining your job to incorporate yourmotives, strengths, and passions. Thisexercisepromptsyoutovisualizethejob,mapitselements,andreorganizethemtobettersuityou.job:Apsychologicalapproach towork that framesworkasameans toenablelifeoutsidework.Itismostcommonlyinfluencedbythepsychologicalapproachmodeledbyparents.Seealsocareerandcalling.human-centereddesign:Aprocessthathasbeenusedfordecadestocreatenewsolutions todesignchallenges.Theprocesshelpspeoplehear theneedsof thepeopleandcommunities they’redesigning for,create innovativeapproaches tomeet these needs, and deliver solutions that work in specific cultural andeconomiccontexts.human-scale:Anurbandesigntermmeaningamanageablescalebasedonsolidunderstandingandappreciationof communityand livability.This scale canbemeasuredqualitativelyorquantitatively.IndustrialEconomy:Apost-IndustrialRevolutioneconomydrivenby theuseof technology to enable increased production of material goods, supporting alargerpopulationwithahighcapacityfordivisionsoflabor.Information Economy: An economy with an increased emphasis oninformationalactivitiesand information industry.TheInformationEconomyasweknow itbeganemerging inearnest in the1950s.New technologies formedtheinfrastructureoftheInformationEconomy,culminatingwiththeevolutionoftheInternet.market: A cluster of activity in an economy centered around the adoption ofspecificgood,serviceorbehaviorchange.Millennial: A person reaching young adulthood around the year 2000. Alsoknown as Generation Y, this demographic cohort is most often referring topeoplebornfromtheearly1980stotheearly2000s.policy:OneofthefiveleversthatcanbeusedtomoveamarketinthePurposeEconomy,thepolicyleveristypicallyusedtochangetherulesofthegame.Itismostoftenused todescribeefforts tochangecorporateorgovernmentpoliciesthatimpactamarket.probono:ALatinphrasemeaning“for thepublicgood”.Today, it isused todescribeprofessionalworkundertakenvoluntarilyandwithoutpaymentoratareducedfeeasapublicservice.

publicperception:OneofthefiveleversthatcanbeusedtomoveamarketinthePurposeEconomy, this leverprovides apopulation anewwayof thinkingabout a market, changing consciousness, and reframing an issue to catalyzesocialchange.purpose: The reason for which something is done or created, or for whichsomething exists. In the case of the Purpose Economy, purpose goes beyondserving others and the planet and also indicates the search for a sense ofcommunityandtheopportunityforself-expressionandpersonaldevelopment.PurposeEconomy:Theemergingeconomydefinedby thequest forpeople tohave more purpose in their lives. It is an economy where value creation isfocused on enabling purpose for employees and customers—through servingneeds greater than their own, enabling personal growth, and buildingcommunity.purposepattern:Awayofclassifyinghowpeoplefindpurposeandfulfillmentin theirworkbaseduponwho they serve,how theyserve them,andwhy theyserve them. It ismost powerfully expressed as a personalmission or purposestatement.research: One of the five levers that can be used to move a market in thePurpose Economy, this lever, driven by data and often found in academicsettings, can provide insights that inspire leaders and entrepreneurs to changetheirunderstandingofamarket.sharing:Thejointuseofaresourceorspace.social capital: A person’s relationships and the benefits he or she sees fromthese relationships; the expected collective or economic benefits derived fromthepreferentialtreatmentandcooperationbetweenindividualsandgroups.social impact:Theeffectof an activityon the social fabricof the communityandwell-beingoftheindividuals,families,andsociety.social media: Interactions among people in which they create, share, and/orexchangeinformationandideasinvirtualcommunitiesandnetworks.well-being:Theconditionof an individualorgroup, for example, their social,economic, psychological, spiritual, or medical state; the state of being happy,healthy,orsuccessful.

ENDNOTES

Introduction

1. Hurst, Aaron. “Five Levers for Social Change: Part 1.” Stanford SocialInnovationReview.N.p.,20Feb.2012.Web.

SECTIONONE:WELCOMETOTHEPURPOSEECONOMY

Chapter1:ThePurposeEconomy

1.“DoesLifeNeedMeaning?CSUTacklesUltimateQuery.”TheDenverPost. N.p., n.d. Web. 01 Jan. 2012.<http://www.denverpost.com/lifestyles/ci_19754476>.

Chapter2:EconomicEvolution

1. Porat,Marc.The Information Economy:Definition andMeasurement. Rep.Washington, D.C: Superintendent of Documents, U.S. Government PrintingOffice,1977.Eric.ed.gov.Web.2.Porat,Marc.TheInformationEconomy.ExcerptfromAmbrosi,Alain,ValériePeugeotandDanielPimienta,eds.WordMatters:multiculturalperspectivesoninformationsocieties.N.p.,Nov.2005.Web.

3.“EmployeeTenureSummary.”U.S.BureauofLaborStatistics.U.S.BureauofLaborStatistics,18Sept.2012.Web.4.Hartung,PaulandTaber,Brian.“1.CareerConstruction:HeedingtheCalloftheHeart.”InBryanJ.Dik,ZintaS.Byrne,andMichaelF.Steger,eds.Purposeand Meaning in the Workplace. Washington, D.C: American PsychologicalAssociation,2013.Print.5. “Gross Domestic Product by Selected Industries and State: 2009.” GrossDomesticProduct(GDP).N.p.,2009.Web.

6. “The 2011 Statistical Abstract.” Gross Domestic Product (GDP). UnitedStatesCensusBureau,2011.Web.7. “The 2012 Statistical Abstract.” Gross Domestic Product (GDP). UnitedStatesCensusBureau,2012.Web.8.Sutton,Mark.“SocialMediaRevenuetoReach$16.9bn.”Http://www.itp.net.N.p.,n.d.Web.13Sept.2013.

9.“TheRiseoftheSharingEconomy.”TheEconomist.9Mar.2013.N.p.Web.10.Larsen,Janet.“PlanBUpdates.”EarthPolicyInstitute.N.p.,25Apr.2013.Web.11.Frier,Sarah.“EtsyTops$1Billionin2013ProductSalesonMobileLift.”Bloomberg.com.12Nov.2013.Web.

12.“NavigantResearch.”NavigantResearch.N.p.,n.d.Web.13.“SelectUSA.”TheEnergyIndustryintheUnitedStates.N.p.,n.d.Web.08Nov.2013.

Chapter3:TheTenDriversoftheNewEconomy

1.“Infographic:FreelanceRevolutioninAmerica—1.7MillionJobOpeningsin2011andCounting.”PRWeb.N.p.,26Oct.2011.Web.2. Anders, George. “The 20Most Desired Employers: FromGoogle to Nike,Accenture.”Forbes.11Oct.2012.Web.

3.Grant,Adam.“WhatMillennialsReallyWantOutofWork.”LinkedIn.N.p.,n.d.Web.01Aug.2013.4.“TheMillennials:Confident.Connected.OpentoChange.”PewResearchCenterRSS.N.p.,24Feb.2010.Web.5.Wrzesniewski,Amy.“‘It’sNotJustaJob’:ShiftingMeaningsofWorkintheWakeof9/11.”JournalofManagementInquiry,11.3(2002):230-34.Print.

6.“LifeExpectancyin theUSA,1900-98.”LifeExpectancyin theUSA,1900-98.DemographicsBerkeley.N.d.Web.7. “Encore Careers—Purpose, Passion and a Paycheck in Your Second Act.”Encore.org.N.p.,n.d.Web.8.“TripTrackerProgram.”BoulderValleySchoolDistrict.N.p.,n.d.Web.

9.Jacobs,DeborahL.“CharitableGiving:BabyBoomersDonateMore,StudyShows.”Forbes.08Aug.2013.Web.10. “Baby Boomers and Volunteering: Findings from Corporation Research.”N.p., Mar. 2007. Web.<http://www.nationalservice.gov/sites/default/files/documents/boomer_research.pdf11. “International Human Development Indicators—United NationsDevelopmentProgramme.”InternationalHumanDevelopmentIndicators.N.p.,n.d.Web.

12. “Traditional Families Account for Only 7 Percent of U.S. Households.”PopulationReferenceBureau.N.p.,Mar.2003.Web.13. “U.S. Bureau of EconomicAnalysis.”U.S. Bureau of Economic Analysis.N.p.,n.d.Web.11June2012.14.“OccupationalEmploymentProjectionsto2020.”BureauofLaborStatistics.N.p.,Jan.2012.Web.

15.“AdministrationonAging.”AdministrationonAging.N.p.,n.d.Web.

16.“U.S.BureauofLaborStatistics.”U.S.BureauofLaborStatistics.N.d.Web.17.“Babysitters,Nannies,ChildCareandSeniorHomeCare.”Care.com.N.d.Web.

18. Seligman, Martin E. P. Flourish: A Visionary New Understanding ofHappinessandWell-being.NewYork:Free,2011.Print.19.Grant,AdamM.GiveandTake:ARevolutionaryApproachtoSuccess.NewYork,NY:Viking,2013.Print.20.Friedman,ThomasL.TheWorldIsFlat:ABriefHistoryoftheTwenty-firstCentury.NewYork:Farrar,StrausandGiroux,2005.Print.

21.Harth,Chris.“GSFFactSheet1:TheStateofGlobalStudiesintheUnitedStates.”Publication,GlobalStudiesFoundation.N.d.Web.22.Gardner,JohnW.Self-Renewal:TheIndividualandtheInnovativeSociety.NewYork:Norton,1981.Print.23. “Public Trust in Government: 1958-2013.” Pew Research Center for thePeopleandthePressRSS.N.p.,18Oct.2013.Web.

24.“PartisanPolarizationSurgesinBush,ObamaYears.”PewResearchCenterforthePeopleandthePressRSS.N.p.,4June2012.Web.25. “The 2008 Statistical Abstract.”Gross Domestic Product (GDP). UnitedStatesCensusBureau,2008.Web.26. “The 2009 Statistical Abstract.”Gross Domestic Product (GDP). UnitedStatesCensusBureau,2009.Web.

27.“BCorporation.”BCorporation.N.p.,n.d.Web.

SECTIONTWO:PERSONALPURPOSE—OWNINGIT

Chapter4:PurposeIsWhatMatters

1.Thompson,Derek. “TheNewEconomicsofHappiness.”TheAtlantic.N.p.,23May2012.Web.2.Seligman,MartinE.P.“AuthenticHappiness:UsingtheNewPositivePsychology.”AuthenticHappiness.N.p.,Apr.2011.Web.

3.Senior,Jennifer.“AllJoyandNoFun:WhyParentsHateParenting.”NYMag.com.N.p.,4July2010.Web.4.Gardner,JohnW.Self-Renewal:TheIndividualandtheInnovativeSociety.NewYork:Norton,1981.Print.5.Brooks,ArthurC.“AFormulaforHappiness.”TheNewYorkTimes.N.p.,14Dec.2013.Web.

Chapter5:PurposeMyth-Busting

1. Stern, Ken. “Why the Rich Don’t Give to Charity.”The Atlantic. N.p., 20Mar.2013.Web.21Dec.2013.2.“GeneralSocialSurvey.”GeneralSocialSurvey.N.p.,n.d.Web.

3. Bellah, Robert N.Habits of the Heart: Individualism and Commitment inAmericanLife.Berkeley:UniversityofCalifornia,1985.Print.4.Wrzesniewski,Amy.“Jobs,Careers,andCallings:People’sRelationstoTheirWork.”JournalofResearchinPersonality,31(1997):21-33.Web.5.Staw,B.M.,Bell,N.E.,&Clausen,J.A.(1986).“Thedispositionalapproachtojobattitudes.”AdministrativeScienceQuarterly,31,56–77.

Staw,B.M.,&Ross,J.(1985).“Stabilityinthemidstofchange:Adispositionalapproachtojobattitudes.”JournalofAppliedPsychology,70,469–480.6. Berg, JustinM., AmyWrzesniewski, and Jane E. Dutton. “Perceiving andRespondingtoChallengesinJobCraftingatDifferentRanks:WhenProactivityRequiresAdaptivity.”JournalofOrganizationalBehavior31,2-3(2010):158-86.Print.

Chapter6:TheWHO,HOW&WHYofPurpose

1.“GoogleSaysGPAIsWorthless(SATsandBrainteasers,Too).”WallStreetOasis.N.p.,21June2013.Web.2.Gardner,Howard.ResponsibilityatWork:HowLeadingProfessionalsAct(orDon’tAct)Responsibly.SanFrancisco:Jossey-Bass,2007.Print.

3. Haidt, Jonathan. “The Moral Foundations of Occupy Wall Street.”Reason.com.N.p.,20Oct.2011.Web.4. Haidt, Jonathan. “What the Tea Partiers Really Want.” The Wall StreetJournal.16Oct.2010.Web.

Chapter7:ThePracticeofPurpose

1.Chida,Y.“PositivePsychologicalWell-beingandMortality:AQuantitativeReview of Prospective Observational Studies.” National Center forBiotechnology Information. U.S. National Library of Medicine, Sept. 2008.Web.2.Hoffman,Reid,andBenCasnocha.TheStart-UpofYou.NewYork:CrownBusiness,2012.Print.

3.Baumeister,R.F.,&Vohs,K.D. (2002). “Thepursuitofmeaningfulness inlife.” In C. R. Snyder and S. J. Lopez, eds. The Handbook of PositivePsychology.NewYork:OxfordUniversityPress.608-628.Pratt,M.G.,&Ashforth,B.E. (2003). “Fosteringmeaningfulness inworkingand meaningfulness at work: An identity perspective.” In K. Cameron, J. E.Dutton and R. E. Quinn, eds. Positive Organizational Scholarship. SanFrancisco:Berret-Koehler.Wrzesniewski, Amy, Jane E. Dutton, and Gelaye Debebe. “InterpersonalSensemakingandtheMeaningofWork.”ResearchinOrganizationalBehavior25(2003):93-135.Elsevier.Web.

4.Emerson,R.M.“SocialExchangeTheory.”AnnualReviewofSociology,Vol.2(August1976):335-362.5. Berg, JustinM., AmyWrzesniewski, and Jane E. Dutton. “Perceiving andRespondingtoChallengesinJobCraftingatDifferentRanks:WhenProactivityRequiresAdaptivity.”JournalofOrganizationalBehavior 31.2-3 (2010): 158-86.Print.

SECTIONTHREE:SOCIALPURPOSE—THEPURPOSEECONOMYORGANIZATION

Chapter8:ThePurposeEconomyOrganization

1. “2010CauseEvolution Study.”ConeCommunications: Public Relations&Marketing.2010.Web.2. 2011 Executive Summary Deloitte Volunteer IMPACT Survey. DeloitteDevelopmentLLC,2011.Print.N.p.

Chapter9:PurposefulVentures—FiveOpportunities

1.Turkle,Sherry.AloneTogether:WhyWeExpectMorefromTechnologyandLessfromEachOther.NewYork:Basic,2012.Print.

2.AmandaPalmer.“TheArtofAsking.”TED:IdeasWorthSpreading.N.p.,Mar.2013.Web.3.“HowManyBooksWerePublished100YearsAgoAsComparedtoToday?”StuffNobodyCaresAbout.N.p.,31Jan.2013.Web.4.“TheHistoryofEducationinAmerica.”ChesapeakeCollege.N.p.,n.d.Web.<http://www.chesapeake.edu/Library/EDU_101/eduhist_20thC.asp>.

5. “HSLDA | Home Schooling Works!—The Scholastic Achievement andDemographicCharacteristicsofHomeSchoolStudentsin1998.”HSLDA.N.p.,1999.Web.

Chapter 10: Working with Purpose—The Purpose-DrivenProfessional

1. “Gallup-Healthways Well-Being Index.” Gallup-Healthways Well-BeingIndex.N.p.,n.d.Web.2.Crane,ThomasG.,andLerissaNancyPatrick.TheHeartofCoaching:UsingTransformationalCoachingtoCreateaHigh-performanceCulture.SanDiego:FTA,2002.Print.3. Rodell, Jessica B. “Finding Meaning through Volunteering: Why DoEmployees Volunteer and What Does It Mean for Their Jobs?” Academy ofManagementJournal56.5(2013):274-294.Print.

4.“Infographic:FreelanceRevolutioninAmerica—1.7MillionJobOpeningsin2011andCounting.”PRWeb.N.p.,26Oct.2001.Web.

Chapter11:LeadingwithPurpose

1.Kopp,Wendy.OneDay,AllChildren...:TheUnlikelyTriumphofTeachforAmericaandWhat ILearnedAlong theWay.NewYork:PublicAffairs, 2011.Print.2.“Trendwatching.com’sMay2011TrendBriefingCoveringTHEF-FACTOR.”Trendwatching.com.N.p.,May2011.Web.

3. Bunderson, Stuart J., and Jeffery A. Thompson. “The Call of the Wild:Zookeepers, Callings, and the Double-edged Sword of Deeply MeaningfulWork.”JohnsonGraduateSchool,CornellUniversity.2009.Web.

SECTIONFOUR:SOCIETALPURPOSE—MOVINGMARKETS

Chapter12:MarketMovers

1.Moore,GeoffreyA.Crossing theChasm:MarketingandSellingHigh-TechProductstoMainstreamCustomers.NewYork:HarperBusiness,1999.Print.2.“WholeFoodsMarket.”WholeFoodsMarket.N.p.,n.d.Web.

3. “Supermarket Facts: Industry Overview 2012.” Food Marketing Institute.N.p.,2012.Web.4. “U.S. Organic Food Market Increases.” Organic Consumers Association.N.p.,n.d.Web.5. “U.S. Organic Industry Review 2011.”Organic Trade Organization. N.p.,2011.Web.

6.“HonestTea—RefreshinglyHonest.”HonestTea.N.p.,n.d.Web.7. “The Sustainability Consortium.”The Sustainability Consortium. N.p., n.d.Web.8.“CityYear:GiveaYear.ChangetheWorld.”CityYear.N.p.,n.d.Web.

9.“VegetarianisminAmerica.”VegetarianTimes.N.p.,18Dec.2013.Web.10.“Livestock’sLongShadow:Environmental IssuesandOptions.”FoodandAgricultureOrganizationoftheUnitedNations.2006.Web.11.Campbell,T.Colin,andThomasM.Campbell.TheChinaStudy:TheMostComprehensive Study of Nutrition Ever Conducted and the StartlingImplicationsforDiet,WeightLossandLong-termHealth.Dallas,TX:BenBella,2005.Print.

12. “InVitroMeat: First Public Trial.”Wikipedia.Wikimedia Foundation, 17Dec.2013.Web.

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TableofContentsAdvanceAcclaimforTHEPURPOSEECONOMYTitlePageCopyrightDedicationAcknowledgmentsIntroductionSECTIONONE:WelcometoThePurposeEconomy

Chapter1:ThePurposeEconomyChapter2:EconomicEvolutionChapter3:TheTenDriversoftheNewEconomy

SECTIONTWO:PersonalPurpose–OwningItChapter4:PurposeIsWhatMattersChapter5:PurposeMyth-BustingChapter6:TheWHO,HOW,andWHYofPurposeChapter7:ThePracticeofPurpose

SECTIONTHREE:SocialPurpose–ThePurposeEconomyOrganizationChapter8:ThePurposeEconomyOrganizationChapter9:PurposefulVentures–FiveOpportunitiesChapter10:WorkingwithPurpose–ThePurpose-DrivenProfessionalChapter11:LeadingwithPurpose

SECTIONFOUR:SocietalPurpose–MovingMarketsChapter12:MarketMoversChapter13:TheFiveWaystoMoveaMarket

ConclusionGlossaryEndnotesReferences