Purpose 31
lives in the process. Says Vice President Deborah Barber, ‘‘It’s different
than attaching yourself to a tube of toothpaste.’’^5
Tell that to Tom Chappell, creator of the world’s leading ‘‘alternative
toothpaste,’’ Tom’s of Maine. Chappell is definitely a ‘‘man on a mis-
sion,’’ and Tom’s of Maine is a ‘‘toothpaste with a mission.’’ If Ben &
Jerry’s is about much more than ice cream, Tom’s of Maine is about
much more than toothpaste. Once a month, the whole company spends
half a day focusing on one aspect of their mission: diversity, profitability,
and the environment. The cost to the company? Some $75,000 in lost
production time. ‘‘And it’s worth every penny,’’ says Chappell.
What exactly is gained? First of all, the company gains a lot of very
practical recommendations for improving the operation while keeping
it ‘‘on course.’’ Secondly, it boosts morale, builds teamwork, and shows
that the company practices what it preaches. Says Chappell, ‘‘When we
need to call upon the reserves of our people—to dig in deeper, meet
extraordinary goals—we can expect it here.’’ These people aren’t at-
taching themselves to a tube of toothpaste, they’re attaching themselves
to a larger business and social mission.^6
In 1991, Larry Bossidy, CEO of Allied Signal, found himself in a
position similar to that of Moses. The company lacked purpose, morale
was suffering, and the bottom line was showing it. Like Moses, Bossidy
had to take some drastic action and ask his people to make some hard
sacrifices. No, he did not ask them to wander in the desert for forty
years subsisting on matzoh and manna. But he did cut $225 million in
capital spending, sold some divisions, and cut 6,200 jobs.
What made Allied Signal’s people want to make these sacrifices? Bos-
sidy’s sense of purpose.Fortunemagazine noted that Bossidy was able to
paint a picture of the future as compelling as the one Moses had painted
for the Israelites. The remaining employees ‘‘could see the Promised
Land and know when they got there.’’^7 Bossidy made sure he constantly
communicated his purpose to all levels of the company. And unlike
Moses, he was able to ‘‘cross over’’ with his troops.
Moses’ leadership capabilities did not just stem from a dynamic per-
sonality or communication style (indeed, he was ‘‘slow of tongue’’ and
often needed his brother Aaron to speak for him). He had a tremendous