Greetings. In the last few years, I have become enamored with Lush Cosmetics—a British company that sells intriguingly fragrant soap that looks like cheese. Not only have I become a reliable customer for their “fresh and handmade” personal care products, but I also bring groups of business leaders to visit their stores here in Washington, New York, San Francisco, Chicago, and even Kuala Lumpur. Visits intended to give leaders from a wide range of industries a sense of what it takes to create a business that is loved and respected by almost all of its employees and customers. Granted, many of its customers are relying on their parents to buy their soaps, lotions, perfumes, shampoos, bath bombs, and other products but that’s a different story. What interests me most is the “power of purpose” in this global company that is widely regarded as being innovative, caring, collaborative, customer-centric, socially and environmentally responsible, and successful.

Let’s face it, having a clear and compelling sense of purpose is vital to business success—especially today. Yet too many companies fail or neglect to make clear why they really matter, the core purpose they are trying to achieve, and the role that the folks who work there and the folks who buy from them play in making important things happen. At Lush, they wear their purpose on the walls of their stores and even in the ink that adorns some of their employees. It is a purpose that is all about products that are natural, good for you, not tested on animals, and good for the planet. All made by real people whose pictures and names appear on every package, unless a product comes without a package as a way to reduce the use of unnecessary material that is likely to end up in landfills. And purchased by customers who care about the products they buy and use. It is also a purpose that inspires the company  to invest a significant amount of its proceeds to support nonprofit organizations around the world that are working to improve the lives of children and low-income communities, and the welfare of animals—organizations recommended by employees.

All of which begs the questions:

“What is your purpose as a company, organization, or individual?”

“Is your purpose something that inspires all of your employees, customers, and stakeholders to be passionate and knowledgeable advocates for your brand?” and

“What value do you really provide?”

If your purpose is not as clear or compelling as it could be, you might want to take a field trip to your nearest Lush shop where the colors are intense, the fragrances are strong, everything can be sampled, customers are loyal, employees are engaged, turnover is low, the sense of purpose is everywhere, and the soap looks good enough to taste.

Cheers!