Why do we lean into the instinctive short term decisions that are counter to the long-term outcomes we truly want?

If we want to be remembered as someone who made a positive impact on people - what does our natural/instinctive perspective, posture and practice towards people TODAY indicate this memory will be?

We can not procastinate the outcomes we want and expect to make up for it all at once. The legacy we want will not magically happen.

‘For someone on top of the world, the view is not exactly clear…’

Leadership is naturally where Love as a KPI starts (and where it ends). We as leaders should measure how loved people are as a consequence of an enterprise’s culture, actions, products, services, experiences, practiced values, operations etc
Do people experience being more valued, uniquely appreciated, validated, propelled into their purpose and potential, and called higher as a result of their interaction with a business?

The tenets required to build meaningful, enduring relationships in our personal lives (with friends, mentors, family members et al.) are the the very same tenets required to build enduring relationships with employees, customers and other stakeholders in business.

Love is the outcome of the perspective, posture and practice that prioritizes the true needs and betterment of another. Tt warrants a pivot that starts with a perspective shift, where we look at each goal or initiative from the lens: 'how can our strategy, goals or initiatives be a conduit to leaving the people impacted by it holistically better': be it developmentally mentally, financially, physically, ethically or otherwise.

Love does not mean the same thing to everyone - how is this premise implemented practically? Not everyone experiences being loved in the same way.

Everyone wants to be appreciated. Everyone wants to be valued. Everyone wants to be acknowledged. Everyone wants to be seen. Everyone wants to be loved.

However, the specific expression of love that would resonate and is potent enough to completely change life’s trajectory for one person at any a given time could be quite different from what would be required for another.

I believe how people are 'left' after interacting with a business is the real bottom line. The balance sheet or a signed employment letter is only part of the story. By how businesses are leaving people, I mean what is the mental, emotional, physiological, psychological state businesses leave the human beings that interact with it?

And where does it then go? How might that state influence

…their interactions with fellow commuters later that day?

...how they engage with their family when they return home?

...their disposition towards the first person they interact with at the next business they go to?

... their view of themselves?

There is often a missed connection between how we see people and the outcomes we want in business. Two things are of significant consequence to nearly all outcomes in life and particularly business - how people see and treat other people, and how people see and treat themselves. How we 'see' another (also colored by how we see ourselves) spills over to how we treat one another.

When organizations are driven by Love for people - regardless of if those people are termed ‘customers’ or ‘employees’ (or 'suppliers'... or 'community members'... or any category we place the humans that comprise the ecosystem of every organization in) - it exponentially drives the financial, operational and strategic success of a business