Purpose and vision: a powerful mix

Bringing purpose from idea to actuality took center stage as EY shared its playbook at this PRDecoded session.

Jeff Stier (left) and Tal Goldhamer (right) of EY
Jeff Stier (left) and Tal Goldhamer (right) of EY

“Purpose without vision is blind.”

That mantra was shared by Jeff Stier, purpose and vision realized practice leader at EY, during a breakout session at PRDecoded, sponsored by EY, entitled “The Power Mix: Blending Company and Personal Purpose + Vision.”

Purpose is more of a day-to-day proposition, he added, while vision brings in the long-term human impact.

“Companies with vision can define the qualitative and quantitative goals they hope to achieve with their purpose programs,” explained Stier.

The combination of purpose and vision only works, though, if companies effectively meld their corporate purpose and vision with that of their individual employees.

Tal Goldhamer, chief learning officer for the Americas at EY, has spent years working with staffers to help them crystallize their own purpose and vision.

“Few people know how to use their purpose and vision as a filter to make decisions,” he suggested. Understanding that, EY instituted a purpose and vision discovery program that it has shared with approximately 15,000 employees and clients to date.

“When people discover their purpose and vision,” added Goldhamer, “it helps them define what really fulfills them.”

And a satisfied employee – one who melds their personal purpose and vision with that of their company – is an effective employee. Goldhamer shared the story of Sam B., one such EY staffer.

After much searching, Sam discovered that what really fires her up is inspiring others to find their unique passions. So, she mentors college grads as they enter the professional ranks. And her job at EY helps her live out that personal purpose and vision. In turn, Sam is a key figure in EY’s ability to achieve its purpose of building a better working world.

The bottom-line benefits are also evident. Stier shared recent research that found intangibles – such as human capital – account for more than 85% of the market value of US corporations. This, he concluded, underscores the need to put people at the center of responsibility and purpose.

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