If you’ve ever ridden the London Tube, you’ve heard the warning: “Mind the gap.” It’s a reminder to stay alert where the train doesn’t quite meet the platform.
In business, there’s another kind of gap we need to mind—one that Dr. John Izzo calls the purpose gap. It’s the chasm between what employees and customers want from a business in terms of purpose… and what they feel they’re actually getting.
In our Purpose-Driven Business Summit conversation, Dr. Izzo—author of The Purpose Revolution—didn’t sugarcoat it: while 80% of employees and customers say purpose matters to them, over 70% believe most companies are still in it just for profit. That’s a serious missed opportunity.
But it’s also a call to action.
So, what does it mean to close the purpose gap?
Dr. Izzo’s advice is grounded, not gimmicky. Purpose isn’t about a feel-good slogan—it’s about how you show up. Not just out there in the community, but in here with your employees, your processes, and your everyday decisions.
Here are some of the key takeaways from our conversation:
1. Purpose isn’t optional anymore—it’s expected.
Customers want great products and values alignment. Employees want a good paycheck and meaningful work. Investors increasingly want returns and impact.
What to do: Treat purpose like a core business strategy, not a branding exercise. If it’s not integrated into how you operate, it won’t stick.
2. The real risk is not greenwashing—it’s being invisible.
Many companies do good things quietly, afraid of sounding self-congratulatory. But if customers and employees don’t know what you stand for, they can’t reward you for it.
What to do: Tell your story—authentically, consistently, and where it matters most:
- At the point of sale
- In employee onboarding
- In your proposals
- On social media (especially via your employees)
One large telecom client of Izzo’s added a new section to every RFP: “Why you should feel good about buying from us.” That’s simple—and powerful.
3. Ask this leadership question: Will I be proud of how I showed up during this time?
Whether it’s a pandemic, a downturn, or just a tough week, this question reframes short-term sacrifice as long-term character. And character builds trust.
What to do: Let that question guide your decisions about how you treat customers, staff, and your community.
4. Storytelling fuels purpose—inside and out.
We don’t remember values statements. We remember stories. Like the law firm receptionist who realized her purpose was to deliver “a shot of optimism” to everyone she greeted. That changed how she showed up—and how her manager saw her role.
What to do: Create space for purpose stories at meetings. Recognize employees not just for results, but for living the values. Invite customers to share what your product or service helped them do.
5. Don’t fake it. Imperfect is better than inauthentic.
People don’t expect you to have it all figured out. But they do expect you to be real. Over-promising or slapping “purpose” on a campaign without internal alignment can backfire hard.
What to do: Start small, be honest, and focus on continuous improvement. Authenticity builds loyalty—even when you’re still learning.
Bonus Insight: Purpose can be hyper-personal
Izzo’s story about the receptionist turned “happiness ambassador” proves that anyone, in any role, can live with purpose. Sometimes leaders just need to help employees name it—and celebrate it.
Try this prompt:
“What’s one way you got to live your purpose this week?”
Final Thought
Purpose-driven companies aren’t just doing good. They’re growing stronger, gaining loyal fans, and attracting top talent.
But only if they close the gap.
As Dr. Izzo reminds us: Leadership is a posture, not a position.
So whether you’re a CEO or a solopreneur, this is your moment to lead with purpose—and profit from the difference.
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