Summary of purpose driven life by

Misc Points Overall Summary of 12 Rules for Life Most humans crave order and meaning in existence, to deal with the terrifying uncertainty of the world. For much of history religion served this function eg being a servant of God. But as secularism rises, a void remains that is filled by nihilism and empty ideologies.

Summary of purpose driven life by

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Summary of purpose driven life by

Bakke's passion is to make work exciting, rewarding, stimulating, and enjoyable. While most business books focus on top executives, Joy at Work is aimed primarily at the working life of the other 90 to 95 percent of people in large organizations.

In Bakke's view, successful business people should be guided by principles and purposes meant to be ends in and of themselves, not techniques to create value for shareholders or to reach financial goals.

He is disturbed that society's preoccupation with economics often leads people to calculate their worth as individuals based on their salaries or wealth and to judge their leaders more on financial results than on values.

Bakke views winning, especially winning financially, as, at best, a second-order goal. Yet, most business books do not go beyond this objective and thus fail to define the ultimate purpose of an enterprise.

Bakke challenges us to broaden our definition of organizational performance and success beyond dollar value. The timeless values and principles he advocated during his tenure at AES, he says, stand on their own merits, whatever a company's share price. Bakke and AES partner Roger Sant redefined the basic operating structure for organizations and created an unconventional global success story.

He had grown up enjoying work on his family farm in Washington State, but now he saw how central staff operations tend to exert ad estructive tyranny over organizations. He knew that purpose makes work meaningful and believed that fun and work weren't at all incompatible.

So, when he and business strategist Roger Sant brainstormed forming a private-sector company to generate electricity, the two already had a different kind of organization in mind. As one of the new company's first steps, therefore, AES held a two-day retreat where 20 employees hammered out its "shared values" integrity, social responsibility, fairness, and fun.

All AES personnel were encouraged to develop a collegial, values-driven atmosphere at work and to live these values off the job, too. AES leaders stressed these values from the start to let people know where the company stood and to give prospective employees the choice of whether they wanted to be a part of AES or not.

To Bakke, fun was not the Friday afternoon beer blast or the annual holiday party. Rather, fun meant a joy-filled, rewarding, creative work environment, free of autocratic supervisors and staff offices, where each and every employee could fully utilize his or her talents for success.

Bakke believes that values are the organizational infrastructure that guides management and gives a company its distinctive character.

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Yet, CEOs rarely talk about values in investor meetings and rarely consider them in judging the performance of managers or employees, or in making business investment decisions.

When, inAES management, employees, and investors decided to take the company public, they submitted a draft public-offering document to the Securities and Exchange Commission for review.

Government thought it was very risky to try to operate a business with integrity, fairness, social responsibility, and a sense of fun. As capitalists created factories and hired laborers, they defined two classes of people: Workers moved from independence and generally high self-esteem in the agrarian model to dependence and low self-regard in the factory model.

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In the contemporary business world, managers can get education, take responsibility, oversee budgets, and make decisions. But workers are considered lazy and irresponsible; capable only of work for hourly wages; in need of constant training and supervision; and not to be trusted to make sound decisions.

Business leaders are far more concerned with the tasks these interchangeable, expendable "human resources" can perform than with who they are as humans. Current approaches to leadership are often hierarchical and paternalistic, with decision making, compensation, and control all centralized.

But decentralizing makes more sense, since lower-ranking people are most often closer to the problems and better positioned to come up with solutions, especially if they seek advice from a broad range of colleagues.

In the AES experience, staff technicians were more engaged and reacted more quickly to problems when no bosses were looking over their shoulders. They felt they played an important role in their company, knowing that the company trusted their judgment.

Yet making such changes ignites resistance.STEP-BY-STEP: How to Find Your Passion: 10 Simple Steps to Living a Purpose Driven Life Booklet Length: Words If you don't think it's possible to find your passion in life, think again! Executive Summary. Reprint: RH. Over the past five years, there’s been an explosion of interest in purpose-driven leadership.

Academics, business experts, and even doctors make the case that. Summary of the Book of Deuteronomy. Deuteronomy is a book containing four sermons that Moses gave to the people before entering the Promised Land. Decisions are the heart of success and at times there are critical moments when they can be difficult, perplexing and nerve racking.

This side provides useful and practical guidance for making efficient and effective decisions in both public and private life.

Overall Summary of 12 Rules for Life. Most humans crave order and meaning in existence, to deal with the terrifying uncertainty of the world. For much of history religion served this . Explore the Purpose Driven Life tools, training, and resources referenced in the book and small group study guide.

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