Stand for Something — Success Takes Root When It’s About More Than Money

So much of our world is devoid of substance. The airwaves, store shelves and TV channels are chockfull of who's wearing what, who's buying what, who said what to whom, who made a dumb mistake, who is a millionaire and who wants to be a millionaire.

These are not things of substance. These are not things that warm the soul, stimulate the mind, generate enthusiasm, create meaningful relationships or build winning teams.

Similarly, your employees are not interested in simply padding your wallet. Sure, they have some interest in padding their own wallets, but don't fall into the trap of thinking that money alone is all your employees want. Granted, some of them may be so disheartened that they've lost hope of obtaining anything more from their job than a paycheck. But if you want to create a winning company (and get more out of your business than a financial reward), you're going to have to make it about more than money.

Sure, you must make a profit to stay in business. And if you want to grow fast, you need healthy cash flow to fund the growth. But put money first and, more than likely, you'll fail to build something really great. You'll also miss an opportunity to have more fun, build a winning team, make a difference in the lives of your employees and live for things that have

real meaning.

Think about what really matters to you. Think about what you'd really like your company to live for. Work toward it. Put it on paper and make it part of your culture. Make it part of the principles that guide you and yours.

Examples of companies that strive to do more than just turn a profit, and win big in the process:

Merck and Company

"We are in the business of preserving and improving human life."

Robert W. Johnson, Jr., founder

Johnson & Johnson

1943

"Service to customers comes first... service to employees and management comes second... service to our community comes third, and... service to stockholders last."

Henry Ford

1916

"I don't believe that we should make such an awful profit on our cars. A reasonable profit is right, but not too much. I hold that it is better to sell a large number of cars at a reasonable small profit...I hold this because it enables a larger number of people to buy and enjoy the use of a car and because it gives a larger number of men employment [at Ford] at good wages. Those are the two aims I have in life."

Sony Corporation

1946

Purpose of Incorporation

• To pursue dynamic activities in technology and production for the reconstruction of Japan and the elevation of the nation's culture.
• To establish a place of work where engineers can feel the joy of technological innovation, be aware of their mission to society, and work to their heart's content.
• To apply advanced technology to the life of the general public.

Management Guidelines

• We shall eliminate any unfair profit-seeking, persistently emphasize substantial and essential work, and not merely pursue growth.
• We shall welcome technical difficulties and focus on highly sophisticated technical products that have great usefulness in society, regardless of
• the quantity involved.
• We shall place our main emphasis on ability, performance, and personal character so that each individual can show the best ability and skill.