This is the crux of the "DUAL PURPOSE." The intent of this book is to help you distinguish the difference between a job, a career and a purposeful place of work. There are far too many employees, workers, leaders and the like who are stuck in an employment rut. They feel as though work is like a jail sentence with no way out. There''s no opportunity to be innovative. There''s no way to be heard. Equally troubling is the organizations that believe their existence is tied to the fixation of profit or power without regard for the employee, customer or society. This disregard for a better balance is helping to cause a lack of innovation in the organization, fuelling short-term thinking and rampant employee disengagement.

The following pages are a playbook -- perhaps a manifesto -- to help leaders build workplace purpose. It''s a lofty goal, but it''s ajourney worth the exploration. This book is the story of Mary, John and Bas and companies like Fairphone, Ford and Johnson & Johnson. It''s a book of workplace hope, ultimately establishing a new definition of work for the organization itself. It''s a book that helps to solve the various conundrums that face leaders in their quest to bring better balance between purpose and profit, between management and meaning. This book aims to endorse the practises of visionary and purpose-first leaders such as Sir Richard Branson. Much has been written about Branson''s Virgin empire and his business acumen, but at the root of his -- and its success --lies a highly flourishing set of employees, empowered to innovate while riding high on a wave of purpose. That''s what makes Virgin and Branson so successful.

Innovation may be the seed, but purpose is the pollen thatuncontrollably spreads success across the Virgin empire. It''s a book that highlights the truly courageous leaders out there -- such as Paul Polman, CEO of Unilever -- who vowed to ensure society is not left behind when it shifts the meaning of capitalism. The first section of this book -- Working Class -- provides an overview of the history and definitions of work itself. We investigate concepts including consumerism, capitalism, Fordism, industrialism, robotism and other ism''s to understand why we might be where we are today in our definition and operating practices of work. We then delve into important historical and current workplace statistics, research and theories that help to explain our state of mind in the workplace itself. We investigate the attraction and pitfalls of money, profit, shareholder return and other financial tenets. We analyze power, budgeting, greed and bureaucracy. I''ll warn you up front it''s not a fun or sexy section -- Fifty Shades of Grey it''s not -- but it''s absolutely necessary to first introduce the antagonist in our quest to fix the organization.

The second section of the book -- Working Brass -- identifies and defines several key areas and related strategies to help improve an employee''s workplace mindset and the organization''s overarching purpose. If the first section --Working Class -- is the antagonist, this section is the protagonist, a hero or heroine for the workplace. It''s based onthe identification of habits, actions and new ways of acting. It starts with the actions a leader might contemplate taking to help build the Good DEEDS of the organization. It includes several strategies for leaders to contemplate as they migrate away from a fixation on greed, power and profit to one that ideally balances its responsibility with all stakeholders. It''s a return to common sense. The Working Brass section also contains The Purpose Path, a unique development model that can assist leaders in both the identification and development process of employees and their wish for workplace purpose. As absurd as it sounds, Albert Einstein once said, "If at first the idea is not absurd, then there will be no hope for it.

" Let us reintroduce the absurdity of balancing profit and power with purpose.