Conscious Capitalism Chicago: Blog
We write monthly pieces about our adventures, tours, gatherings, discussions and more.
We live in a time where many people are asking the question “What’s my purpose?” That question can come at any given time… when we reach midlife or when we experience a life change (divorce, death of a loved one, job loss, health scare).
To explore this very topic, Conscious Capitalism Chicago hosted Tim Kelley, acclaimed speaker and author of True Purpose: 12 Strategies for Discovering the Difference You Are Meant to Make.
People have the view that purpose is something that we do outside of work. Some of this may come from economics… we “work toward retirement”. Our end goal is to avoid work and maximize leisure, so we end up living into this future that assumes meaning lies outside or beyond what we do for a living.
The context that we live in suggests that people go to work not expecting to find meaningful value but expecting to find economic value by trading time for money. Current movements, like Conscious Capitalism, are trying to break down this belief that somehow purpose and work cannot go together.
Why is Purpose So Important?
About one third of people are purpose-driven. Purpose-driven people are more likely to stay with a company if they find meaning in their work. And if they find meaning in their work, they are more productive and create better relationships with their co-workers. Their co-workers are fellow travelers on a mission to change the world. This is why purpose-driven companies seek out purpose-driven employees.
Purpose-driven leaders are usually more inspiring. Leaders who are only managing – just moving around parts or who are only focused on the bottom-line of profit – typically do not engage our hearts.
Purpose is also a good guide in a confusing world. Classic business strategy that is based on predicting the future and planning moves ahead like chess is not as effective in this current market. It’s difficult in this market to be able to predict and plan for the future. A company with a larger purpose has a rudder to deal with the uncertainty, because the purpose will help guide their decision-making and bring them back on course when the waters get rough.
Companies that are authentically “on purpose” and who share that purpose with their employees and customers tend to have a loyal fan base and the relationship becomes one of a shared movement, rather than a transactional exchange of goods and services. There is also plenty of data to support that purpose driven companies are profitable and sustainable over time. A company does not trade profit for purpose, in these business models, profit becomes a natural outcome of a purpose driven company.
So How Do I Find Me Some Purpose?
You can start by asking questions like:
During our session with Tim, he led us through an exploration of purpose at work and in life, and he went further to facilitate an exercise to help us connect to our own purpose. Tim’s book True Purpose, is a helpful guidepost for the journey. This excerpt of the book serves as a practical resource to get you started.
Here’s a parting thought on purpose: when you become clear about your purpose, it doesn’t necessarily mean that you need blow up your current life or find a new job. We can bring who we are and our purpose into our own current workplace or life situation and create greater fulfillment right where we are.
What’s your purpose?
The theme of this year’s Annual Conscious Capitalism CEO Summit was Confidence and Humility: The Dynamic Duo of Conscious Leadership. 225 CEOs from around the world converged in Austin, TX this past October to connect and learn, from each other and from other conscious leaders, how to put Conscious Capitalism into practice in their businesses and within themselves.
For Thea Polancic, Founder and Chair of the Chicago Chapter, author Brené Brown’s work with the group on vulnerability and shame was especially engaging. Vulnerability is at the core of conscious leadership and is our access to courage. It’s what is at the source of creativity, innovation and change – things that many organizations are looking to impact.
Brown challenged the group to be vulnerable and confront what she calls “face plant moments” of failure. Leaders who are willing to be vulnerable and authentic enough to tell themselves the truth about those times that they’ve failed, can create a space in which employees are free and feel safe to share their mistakes – and humanity – with no consequences.
Joining Thea this year were a cadre of CEOs from the Chicagoland area. A few of them shared their experiences of being at the Summit with us and our members who weren’t able to attend the Summit, at our December CEO breakfast.
CEO, Round Table Companies
Corey Blake, CEO of Round Table Companies, a storytelling company that helps companies and individuals be seen, is a CEO Summit veteran. This was Corey’s third summit and he shared that he continues to attend because he has found a tribe that is aligned on values.
Corey particularly resonated with Brené Brown’s session. (He shared that he felt that starting in that way created room for the participants to let go of titles and be more human with each other – not easy in a room of two hundred plus senior executives.) Each year, Corey’s team provides the “Vulnerability is Sexy” wall. Throughout the summit, leaders share their observations about how they’re experiencing the keynotes and conversations they engage in, and his team translates them into a wall-sized unique graphic interpretation.
According to Corey, his participation in conscious capitalism has helped his company create more aligned relationships with their customers and has impacted the quality of work his team is able to produce for those clients.
CEO, Envision IT
Envision IT is an IT consulting company that prides itself on being a group of talented and compassionate people who are “Purpose-Full”. This was Nancy’s first time attending the CEO summit, although she personally has been on the journey of becoming a conscious leader building an exemplary, purpose-driven company for a few years.
As a first timer, Nancy said that she went in with no expectations, but committed to being open, learning, and experiencing as much as she could from the speakers and her fellow participants. Nancy shared that she found the practicums to be especially valuable, providing the opportunity to hear stories from other CEOs about their journeys, and the victories and challenges of implementing the principles of conscious capitalism in their organizations.
Nancy resonated with the talks that emphasized the capitalism part of conscious capitalism. John Mackey (CEO of Whole Foods) and Arthur Brooks (President of the American Enterprise Institute) both made compelling case for capitalism to as a powerful force for good in the world. Brooks challenged the group to remember that money isn’t inherently evil… it is instead the attachment to money that is the source of people working against the greater good.
Nancy has had personal success with helping to guide Envision IT into a thriving “firm of endearment”. She shares that the key to building a company with a solid foundation is to build it from the perspective of “doing the right thing.” She and her team at Envision IT are doing just that.
CEO, Simple Mills
Simple Mills is a start-up food company with a mission to produce products that are both healthy and delicious; and was also a first time attendee at this year’s summit. She shared her experience in an excellent article entitled Four Insights from the Most Revolutionary CEO Summit in the Country at Inc.com.
Closing our breakfast conversation, her comments felt almost prophetic. She reminded us that the world is changing quickly, and capitalism itself is going to continue to evolve before our eyes in the coming years.
The new Whole Foods Market in Englewood opened Wednesday to much fanfare… As much as we don’t like to make Whole Foods the poster child for everything Conscious Capitalism, it’s moments like this that make it clear why they’re the leaders of the movement.
A couple of years ago I visited the Whole Foods in Detroit and it was a moving, inspiring experience, a community experience. People hung out outside drinking coffee and chatting, and called out to neighbors as they arrived. Moving through the store I saw items on the shelves that were the usual suspects, but also new local and ethnic brands I’d never seen before. At the food bar, strangers helped each other navigate the honor system. One man asked the woman next to him, “You mean I just take it myself?” Being trusted to serve yourself stood in stark contrast to paying for gas through a tiny slot in a bullet proof window not far away. Whole Foods had succeeded not only in engaging the community in planning for and launching the store in way that was culturally sensitive and relevant to the area, but also creating a place that people felt was their own.
The Englewood store is a great example of the Conscious Capitalism stakeholder model in action – a win, win, win. Customersget healthy foods, including low cost staples ($1.50 for a loaf of whole wheat bread, cage-free eggs for $1.99). Suppliers include local businesses like our recent conscious business boot camp winner Laine’s Bake Shop – who thrive and grow with Whole Foods’ business and guidance. The Community gets a new source of jobs and a vote of confidence that pulls in other retailers, like the Starbucks next door. Employees get to work in a great, positive environment; learn, grow, and have a good wage and benefits. Whole Foods expands their brand and most importantly, gets to fulfill on their purpose. And their Investors prosper as a result of all of it.
I’ll admit it – I’m a softie and had a hard time swallowing my food during my visit to Detroit, moved by the sheer goodness of a business doing the right thing in a profound way. I expect my visit to Englewood to be the same.
*Photos used from “What if Englewood became the new Hyde Park? A battered neighborhood dreams” published in the Chicago Tribune, Sept 30, 2016.
I work from home, and recently I experienced a week of utter disruption in concentration, focus, and flow. The house next door was being demolished to make room for a new home for the new owners.
All day long I would hear the sound and the vibration of bulldozers as they plowed into the back of the house, of pounding on the roof as they disconnected the house being demolished from the one that I live in, and of bricks falling as they ripped the house apart piece by piece.
Then… silence. In a week’s time, a house that took who knows how long to build and lasted for over a hundred years was gone, demolished. A house that had once been someone’s home and provided many memories and occasions… no longer in existence. All that remained was a large hole in the ground where the old house once stood – and where the vision of the new home to be built was now a possibility. Fresh ground awaiting a new foundation to be poured. And in three weeks that new foundation has already been poured, and you can see the makings of an entirely new house rising from the ground.
As I observed all of this occurring, it dawned on me that the destruction of the old and building of something new is such an apt metaphor for what’s required of each of us to become conscious leaders today.
Change is happening rapidly whether we like it or not. To keep up with this ever-changing marketplace, organizations are required to think differently, change their internal operating systems and reinvent themselves from the inside out. And to lead the change effectively and steer organizations to new shores, leaders must also transform themselves.
The book “Shakti Leadership”, by Nilima Bhat and Raj Sisodia, so beautifully outlines the case for this important shift and demonstrates what’s needed to unlock the source of true leadership. In the past, leaders (both male and female) bought into the notion that effectiveness requires traditionally masculine qualities. Hierarchical, militaristic and “win-at-all costs” styles have been highly valued and perceived as the way to be successful in life and in the marketplace. However, as we have evolved and a myriad of challenges have arisen in society and in business, that way of thinking and leading is no longer effective.
What’s needed now is a shift into more balanced energy that marks a continued evolution of leadership, integrating what has been considered more feminine qualities of cooperation, listening, and empathy. And to be a highly effective leader we must each raise our own awareness and learn how to integrate and balance both the masculine and feminine qualities that we all possess. It is power coming from an authentic place that exists within us all and what the Yogic tradition has called Shakti, or life force energy.
Says the book:Becoming a conscious leader requires a transformational journey. You do not become a conscious leader just by getting behavioral skills training in “what leaders do.” Deeper, foundational shifts are required to connect you to new and true bases of consciousness and power. The person you are is the leader you are; therefore, you have to make the journey inward to transform yourself. The hero’s journey, Joseph Campbell’s masterwork, maps perfectly onto modern leadership and business. You need to push beyond your known zone. It takes hard work and you will face many obstacles along the way. It is also a dangerous journey in which you’re going to have to “die” in some ways.
Human beings and the universe are evolving in a certain direction; there is a distinct trajectory that can be discerned. There is an evident purpose to this process, it’s not all based on random mutations. If we can flow into that trajectory and be part of it rather than be at cross-purposes with it, we can have access to extraordinary power. We become agents of what needs to be; if not, these infinitely powerful forces quickly cancel our feeble efforts.
How do you connect with a place that fuels you continuously? How do you become a whole person in order to be a whole leader? How do you become a flexible person in order to be a flexible leader?
The book explores these questions and more.
What is required to lead today, in the 21st century world of business, is a new paradigm of leadership. In essence, it requires a demolition of our existing house – our way of thinking or what has made us successful in the past. In its place, we must build an entirely new house that will allow new ways of being and thinking to emerge… the rise of Shakti leadership that embraces all that we are.
Have you ever been to the intersection of Madison and Pulaski? Even more to the point, have you ever shopped there? If you’re reading this, most likely the answer to both questions is no. The heart of West Garfield Park’s commercial district, the Madison-Pulaski Commercial Corridor, today appears as an array of underused businesses in decline, barely surviving in an economically depressed neighborhood.
But, let’s go back in time. Madison-Pulaski was a thriving commercial district early in the 20th century, home to many businesses and hotels as well as venues for jazz and theater. Beginning in the 1950’s, the district began a long decline, punctuated by the unrest and violence of 1968. Today, the district is trafficked by primarily local, black patrons, shopping at run-down storefronts owned by white money. There is little or no influx of dollars from outside the West Garfield Park area, and woefully little money within the neighborhood. It is striking to visit this business corridor. The edifices are classic, but the facades are worn and tarnished. There seems little hope.
What is the opportunity? We must find ways to infuse dollars from outside the community to re-energize its business and residents – because the community does not have the resources on its own. It will take courage and an inspired alliance among city government, community leaders, consumers and conscious business. Conscious business with a commitment to adding value to all its stakeholders – employees, customers, suppliers and the community that it operates within.
Whole Foods is making just such a bold move on West 63 St. in Englewood on the South Side. Investing in a community, encouraging local hiring, disrupting “food desert” eating habits – and inviting dollars from outside Englewood to flow into the community. Too often, we expect someone else to “fix” the urban problems that we have all contributed to over the years. Conscious business is part of the antidote – in partnership with other stakeholders.
How can we do the same for the Madison-Pulaski Corridor and other neighborhoods so that our city can grow in beauty, prosperity and happiness?
After the annual Conscious Capitalism Conference here in Chicago last year (2015), I wrote “Vulnerability is Sexy,” about the work of Corey Blake and his team of Round Table artists. They skillfully rendered–in chalk on a Vulnerability Wall–our hearts, highlighting the core of what makes Conscious Capitalism conscious: our collective vulnerability to life. Uncertainty, risk, emotional openness and heart are key aspects of vulnerability.
In fact, at this year’s April event, also held here in Chicago, Corey and his Roundtable team were back, this time with a Vulnerability Cube created from the following questions:
What’s all this focus on Vulnerability about?
Might seem a funny thing to consider in a traditional business context, yet there’s nothing traditional about this movement, nothing staid or buttoned up at all about the participants, their companies, the work we all share in together.
As Brene Brown, vulnerability researcher and a speaker for this year’s CEO Summit in October, “ vulnerability is not knowing victory or defeat, it’s understanding the necessity of both; it’s engaging. It’s being all in.”
Brown goes on to share a story of Gay Gaddis, the founder and owner of T3 in Austin, Texas. Gay dared to risk the uncertainty of entrepreneurship by declaring her dream of starting an ad agency, seeded by cashing in a $16K IRA. She’s since successfully built her business over the past twenty years from a handful of regional accounts into the nation’s largest women owned advertising agency. Regarding vulnerability Gaddis said, “When you shut down vulnerability, you shut down opportunity.”
The key to consciousness is self-awareness; self-awareness by definition surfaces our vulnerabilities. This must-have for all conscious leaders, our intentional commitment to cultivate self-awareness involves not only becoming aware of our vulnerabilities, but also noting the myriad of ways in which we hide them from ourselves and others. An essential practice so as to not shut down opportunities.
This year’s Vulnerability Cube allowed participants a means to name their vulnerabilities publicly, creating a collective atmosphere of possibility in businesses and communities as we bring our humanity to the table. On the stage of business and commerce in the 21st century this couldn’t be more vital to our survival and success. Are you all in?
It took me 10 tries to write this blog. Each time I began, an email popped up in the bottom right hand corner of my screen. Or someone stopped by my desk. Or my child asked me to read a book. Or I remembered something I hadn’t written on my list and did it. Or I was thirsty. Ten times, I was pulled away from trying to write a blog about finding the time and mind space to be conscious. And there in-lies the problem. I am too busy to focus on being conscious.
Or am I? I find that it is easy to let myself off the hook, given all I have to do. I have a career. I am a mother. I am a wife. I am a friend. I am an athlete. And the work that comes with those roles fills my entire pie chart of energy and attention. So where can I find more time in my day to focus on being conscious?
Here’s the rub. Being conscious doesn’t require a slice of the pie. I have finally learned that, thanks to the like-minded leaders I’ve met through Conscious Capitalism. Sure, finding the few hours a month to attend the panels and happy hours to engage with those lovely people takes time. But what I have found most freeing is the clarity that being conscious – and by that I mean really being present to the impact you are making in your business and the world – is not unique to any areas my life. It is the filling, the topping and the crust of the pie. And, to ensure I burn the metaphor to ashes, it should be baked into my entire life.
How am I trying to do that? And I assure you, I am still trying. Here’s my action plan. To live, make decisions, run my team, love my family, build a race schedule, constantly asking these questions of myself.
This is just my simple way of bringing consciousness into the busy hours of my life. How do you ensure you have time and mind space to be conscious?
Delivering value to all stakeholders is one of the four pillars of Conscious Capitalism. This requires a shift from a singular focus on any one stakeholder group at the exclusion of others (such as the shareholder/investor or the customer) to a commitment to live out purpose and values for each stakeholder. In this pursuit, one stakeholder we often overlook is the community.
Like fish swimming unconsciously in water (water – what water?), we can be blind to the community (or communities) we impact. Starting almost 40 years ago, organizations began to undertake efforts in the realm of “corporate social responsibility” (CSR) – structuring intentional efforts to give back to the community and protect the environment. This frequently manifested itself as “bolt-on” programming separated from the company’s primary business. In the last decade or two, we’ve seen the rise of the B-Corp (Benefit Corporation) and Social Enterprise, movements to formalize businesses with a distinct purpose to better the world we live in.
What about the other 95% (I made that number up) of the capitalist enterprises out there? How can they impact their communities by fulfilling their core purpose and what are the possibilities? On Tuesday, January 19, we had a chapter forum inviting members to explore this question. As business becomes more conscious, what might be the impacts on the external community (Chicagoland in our case) and the internal community (organizational work environments)?
We surfaced a wide range of results – from people being happier and more fulfilled to better business results to reduced crime and litter. We envisioned improvements in traffic as people opened up to “giving way to each other”. We saw higher levels of engagement, both at work as well as in families and the community. More public art. Reduced boundaries among business, the community and education with greater collaboration. Reduced income gap… and more.
This inquiry will continue throughout our chapter events in 2016. We’ll share more detailed results from Tuesday’s session on this site and weave its themes through our speakers, panels and forums. Join us in the conversation.
Who is your community and how can you impact it through your business?
Holly Jordan on January 24, 2016 at 9:43 am
Who is your business community, how can you impact it and what does the result look like? These powerful questions can begin the change.
Rebekah Metts-Childers on January 25, 2016 at 4:32 pm
What a great thing to focus on. We often look far for those that need our help, but we can’t forget about those in our own neighborhoods who can use our support.
Earlier this month, Thea Polancic stopped by Impact Engine to work with our newest cohort of accelerator companies on positioning their social enterprises for growth. Thea is a leader in cutting-edge ideas to help Chicago companies increase their profits while not losing site of purpose. She is the Managing Partner of ClearSpace, LLC; a Chicago-based consulting firm that helps leaders, teams and organizations grow and thrive and also the Founder and Executive Director of the Chicago Chapter of Conscious Capitalism, Inc. Conscious Capitalism is a movement dedicated to elevating humanity through business. We connected with Thea after her seminar to learn about her purpose, how you can drive change inside and outside of organizations, and what entrepreneurs should consider the “north star” of their business.
You are a self-described “passionate advocate for the power of business to transform the world.” What sparked that passion?
TP: In 2008 after years of running my own business I felt I needed a be playing a bigger game than just trying to be successful. It felt repetitive to set goals and pursue them year after year. This set me on a path to discover my own purpose. Around that time I read an article by Elizabeth Debold entitled “Will Business Save the World?” In the article, she spoke of the incredible leverage that companies have to make a difference in the world – perhaps the most powerful potential force for good that we have. It was a radical concept then – certainly not what people thought about business at that time. This deeply resonated with me, and I realized that helping business be a force for good in the world was my purpose.
Tell us about your work at Conscious Capitalism and why it fits with your passion.
TP: In 2009, I began to convene a group of leaders who all felt the same as I did. We created an organization called the Chicago Transformational Leadership Exchange and gathered together 4-5 times a year to foster dialogue and spread these ideas. In 2010, we realized that we needed thought leadership and a larger platform to really make an impact. Synchronistically, I found out about the Conscious Capitalism movement not long after. Conscious Capitalism was founded by John Mackey, CEO of Whole Foods and it’s foundational philosophy almost exactly expressed what we had created with the CTLX: that businesses should have a higher purpose as well as being unapologetically capitalistic, be values-driven, seek to create value for all stakeholders and be a forum to develop conscious, servant leaders. We reached out to them and in 2011 began to operate as the Chicago Chapter of Conscious Capitalism.
So my role at as the Chair of CC Chicago is a natural expression of my passion. We now are a registered non-profit with great leadership team who produce many events every year from informal social gatherings to CEO breakfasts and large-scale learning forums.
Having started as an “intrapreneur” at Caterpillar and then became and entrepreneur when you founded ClearSpace. What have you learned about driving change inside and outside of existing organizations?
TP: Advocating for a new idea, product, or service requires patience and persistence. If you’re truly innovating, you’re going to encounter resistance – it’s a sign that you’re really out there! So shifting the status quo is about change. And no matter what size the organization, change takes time and patience because it ultimately, it’s about helping human beings shift what they think and how they do things. It’s probably less about driving change than about guiding, supporting and facilitating change. These are more complex skills that most of us haven’t’ well developed.
You believe in being fully present in your interactions – how does that make you a better businessperson and leader?
TP: More and more, the world we face is complex, ambiguous and uncertain. It’s less about what we know, and more about how we respond to what appears or is happening from moment to moment. To be able to do that we have to be aware – of what we are doing, how we’re feeling, how we’re reacting, and how others feel, react and what they need from us in terms of leadership. That’s a lot happening in the present moment! To be really responsive we have to develop the ability to be here, in this moment, where it’s all happening – and not off in our minds, worrying about the future or obsessing about the past.
What is your advice to impact entrepreneurs to make their business “great from the start”?
TP: Get clear about your purpose and your value system from the start. This becomes your north star and your guidance system, helping you make decisions, choose what to pursue – and more importantly – what not to pursue; and retain a sense of self in pursuit of your passion.
Noelle Juengling is inspired by the challenge to fundamentally shift the way companies think about their role in driving societal and environmental change. She is responsible for marketing strategy, mentor and curriculum planning, and processes oversight at Impact Engine.
Republished with permission from the original post at Impact Engine: http://theimpactengine.com/thea-polancic-on-purpose-and-profit/
How do you engage the axiom, Walking the talk, when it comes to Purpose in your business practice?
Bob Knott, Chair of Business + Social Purpose Practice at Edelman, told us how and why. He shared his passion for social purpose and the data that underscores one of the core tenets of Conscious Capitalism. Namely, that operating with a commitment to Higher Purpose is not only an intuitively great idea, but an essential best practice in business today, “Purpose is not an optional sport anymore.”
Why? Because Purpose gives meaning to the core business. It’s about the difference a business is attempting to make in the world beyond simply maximizing profits.
In our lively, interactive session Bob shared key findings from Edelman’s recent research on Purpose in business. “As a group committed to seeing purpose flourish, we should strive to see more acutely how purpose impacts overall business performance.”
Tuesday, Oct 27 Bob Knott spoke at Conscious Capitalism Chicago event: Purpose – Walking the Talk.
Chair of Business + Social Purpose Practice, Edleman
As Bob engaged with our questions he shared a set of actions that will serve businesses to build and keep trust, to stay in alignment with a Higher Purpose, these behaviors are intertwined. You can’t do one and not do the others:
Big takeaways from Bob and Edelman’s research shared with us at our Conscious Capitalism Chicago event:
Innovation seems to be a great thing, until it starts causing problems e.g. privacy, environment, security
“People don’t want to work for a great company, but to work for a company that does great things.” In answer to the question, what drives the increase or decrease of trust in business, survey responses revealed that nearly 1 in 2 highlighted the contribution to a greater good as the reason for an increased level of trust in business, while the converse is also true—a lack of contribution decreases trust in business. In fact, fully 8 of 10 surveyed believe business can make a profit *and* have positive impact.
While consumer intent reflects a strong interest in Purpose, are people really willing to put their money where their mouth is?
Hot-off-the-press data from the Nielson Global Survey of Corporate Social Responsibility indicates that apparently Millennials do, though will this hold up over time as Millennials age, while the rest of us hold varying degrees of skepticism about the purity of business intentions, thereby impacting our trust with them.
Purpose has strong promise – to attract talent, to support a willingness to pay more for purpose goods, resulting in consumers being more likely to develop a relationship with a company’s brand over time.
Yet, consumers aren’t fully convinced.
Less than 1 in 3 believe that business innovations are motivated a desire for personal and societal improvement. In fact, consumers question the motives that drive business to innovate in the first place.
Two in three consumers, 66%, believe that brands are innovating simply to make more money for the company, apparently a universal experience around the globe. Consumers everywhere seem to believe that the real driver behind brand innovation is to make more money, versus having a positive societal impact or solving bigger problems like childhood hunger, climate concerns, food sourcing, etc.
In fact, consumers even tell us they have some real concerns about where innovation is leading us in the future. Innovation seems to be a great thing . . . until it starts causing problems – e.g. issues with privacy, safety and security, and its impact on the environment. Crucially, 87% tell us that because of these concerns, they’re hesitant to trust.
The way forward for business is through building trust.
Engagement, authenticity and integrity were cited as the most important values critical to enhancing trust-business innovations in the marketplace.
Fully, eight in ten consumers want greater transparency, even to the point of asking business to make test results available to view. They’re looking for academic endorsements, strong clinical trials, beta tests—tests that are done comprehensively and frequently-to ground the belief in businesses espoused Purpose.
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