“Purpose” is the buzzword driving the communications strategy for brands in every industry right now, and for good reason. Consumers increasingly care about the problems facing their communities and the world at large — like social justice, democracy and climate change — and they are demanding more from the companies they buy from.

It’s not enough for brands to pour money into athlete sponsorships, promoted events or influencer campaigns to boost their sales. Customers want them to demonstrate their values and do some good in the world.

Research from a 2020 study revealed that consumers were four to six times more likely to purchase from, trust, recommend and defend purpose-driven companies. According to an Accenture Strategy global survey, 62% of customers want companies to take a stand on issues like sustainability, transparency and fair labor practices; 53% of consumers who are disappointed with a brand’s words or actions related to a social issue complain about it, 47% stop buying from the brand and 17% don’t come back.

All this talk of purpose-driven companies has made me realize that this idea is not new. Nonprofits have been purpose-driven since day one, showing up to solve society’s most critical problems for decades, and especially this past year. But there’s still a misunderstanding among the general public about what nonprofits do and how much value they provide.

I think it’s time to reclaim the purpose-focused language corporations are just starting to use and relabel this sector. Let’s elevate what it really is and call it “for-purpose” instead of “nonprofit.” I challenge us to move from a word that expresses negation or absence to an inspirational, forward-thinking phrase that indicates intention and action. When we add it to the current conversation about brands with purpose, it can set the sector in a whole new direction.

1. It acknowledges the incredible work that organizations are doing to benefit society.

2. It shows respect for the people who work and lead within these organizations.

3. It creates opportunities for more meaningful collaborations with the for-profit sector.

Here are three ways you can start to reshape your messaging and mission as a for-purpose organization:

No words are truer than these when thinking about retirement and succession planning. As a 30-plus year consultant, I have advised a number of CEOs, including owners and founders, to begin thinking about succession planning — not only for them but for their key leadership staff and longevity of their organization. In fact, this is a critical discussion topic that generally emanates from strategic planning. And, on more than one occasion, this advice proved valuable to the company when the key leader unexpectedly was out of the picture.

For the past few years, there has been a sea change occurring in the non-profit community as founders, and long-term CEOs and executive directors are thinking about, planning for, or have already followed through on retirement. Many of those who rose to the occasion of providing “human” services in such areas of healthcare, housing, food insecurity, mental health, domestic violence, etc. to those needing a helping hand were children of the 60’s who wanted to make the world a better place. Many of them did. But, as with all human endeavors, it becomes time to take a rest and turn it over to the next generation.

This article, however, is not about the need for succession planning. Rather, this writing is geared to those who are handing over the reins — and it is much harder than it sounds. I can attest to that.

During my consulting tenure, I have gathered a body of knowledge used to guide, lead and often direct organizations towards success. For the last few years, I have been transferring much of that knowledge to my partners so they can continue the organization into the future, or as long as they want (it helps that they love what we do). As a professional, I know that what I do, I do very well. But as a founder, I know that I need to be open to new ideas of what we do, how we do it, and for whom. At some point, I have to let go to allow my protégés the freedom to experience their own successes, challenges and, yes, sometimes failures. That is the only way to grow.

If I have done my job well, they will be fine. Just as parents must trust they have created a solid foundation for their children to succeed, so it is with business leaders. Yet the human condition is such that it is often difficult to manage such a transition.

As I look at a five-year plan, these are the steps I recommend (and am personally trying to follow):

1. Provide opportunities for professional development in areas other than your primary business. Ensure the next generation is well versed not only in your industry, but in higher level thinking and strategizing opportunities. My two partners have enrolled in multiple programs to increase their skill sets (and obtain several certifications) as well as find new ways of looking at things.

ACE Preparatory Academy Charter School is seeking board members who possess extensive experience in the following areas: Finance, facilities expansion, fundraising and marketing. Interested parties should submit a resume to Shelly Thomas shellytsquared@gmail.com

Johnson Grossnickle & Associates  Lessons learned from fundraising in a pandemic

IU Lilly School of Philanthropy Key skillsets needed to navigate pandemic 

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