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Employee engagement is still the secret sauce that sets leading companies apart. However, employee engagement, profit, growth, client satisfaction and even solid leadership by themselves are not sustainable. They are all outcomes of something bigger
Sustainability is driven by what I call “Creativeship.” I’ve often defined leadership as the ability to lead people, build fellowship, and achieve profitable growth. During a recent keynote, I highlighted how iconic companies such as Digital Equipment Corporation, Polaroid, Arthur D. Little, and Wang all went bankrupt despite having satisfied employees and extraordinary leaders. As I pondered how that could be, I realized that our traditional definition of leadership is no longer enough to sustain most businesses. Today, leadership has necessarily morphed into Creativeship—the need to build sustainable businesses and cultures.
This evolution of leadership means that companies need to expand their traditional definition of sustainability. What originated as a catchall environmental phrase (i.e. alternative energy, carbon footprints, water conservation, etc.), must now encompass accounting practices, innovation, globalization, and more—the myriad factors that risk a firm’s sustainability.
-Bob Kelleher-
