In emerging markets three out of four low-income people de pend directly or indirectly on agriculture for their livelihoods," ac cording to Cherie Tan, who heads this Unilever initiative on sourc ing from small farms. Eighty-five percent of all farms worldwide are in this smallholder class, "so there are great opportunities," she adds.
If we see a company as little more than a machine for making money, we ignore its web of connections to the people who work there, the communities it operates in, its customers and clients, and society at large. Leaders with a wider view bring into focus these relationships, too.
While making money matters of course, eaders with this enlarged aperture pay attention to how they make money, and so make choices differently. Their decisions operate by a logic that does not reduce to simple profit/loss calculations-it goes beyond the language of economics. They balance financial return with the public good.12
In this view a good decision allows for present needs as well as those of a wider web of people-including future generations. Such leaders inspire: they articulate a larger common purpose that gives meaning and coherence to everyone's work and engage people emotionally through values that make people feel good about their work, that motivate, and that keep people on course.
Focusing on social needs can itself foster innovation, if combined with an expanded field of attention to what people need. Managers at the India division of a global consumer goods com pany saw village men bloodied by barbers using rusty razors, and so found ways to make new razors cheap enough that those villagers could afford them.13
Such projects create organizational climates where work has meaning and engages people's passions. As for teams like the one that developed those cheap razors, their labor can more likely become "good work": where people are engaged, work with excel
lence, and find meaning in what they do.
In emerging markets three out of four low-income people de pend directly or indirectly on agriculture for their livelihoods," ac cording to Cherie Tan, who heads this Unilever initiative on sourc ing from small farms. Eighty-five percent of all farms worldwide are in this smallholder class, "so there are great opportunities," she adds.
If we see a company as little more than a machine for making money, we ignore its web of connections to the people who work there, the communities it operates in, its customers and clients, and society at large. Leaders with a wider view bring into focus these relationships, too.
While making money matters of course, eaders with this enlarged aperture pay attention to how they make money, and so make choices differently. Their decisions operate by a logic that does not reduce to simple profit/loss calculations-it goes beyond the language of economics. They balance financial return with the public good.12
In this view a good decision allows for present needs as well as those of a wider web of people-including future generations. Such leaders inspire: they articulate a larger common purpose that gives meaning and coherence to everyone's work and engage people emotionally through values that make people feel good about their work, that motivate, and that keep people on course.
Focusing on social needs can itself foster innovation, if combined with an expanded field of attention to what people need. Managers at the India division of a global consumer goods com pany saw village men bloodied by barbers using rusty razors, and so found ways to make new razors cheap enough that those villagers could afford them.13
Such projects create organizational climates where work has meaning and engages people's passions. As for teams like the one that developed those cheap razors, their labor can more likely become "good work": where people are engaged, work with excel
lence, and find meaning in what they do.
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