success + ​economy

​​Income and Wealth

• ​Purpose is correlated with higher incomes and net worth (Carelton, Cornell, West Virginia, Northwestern, 2016) 
• Purpose is correlated with a 47% increase in the experience of abundance (Leider/Metlife, 2009)
• Purpose-driven employees are 10% more likely to have received a raise in the last 12 months (BetterUp, 2019)

​Stock Price

• Purpose-driven companies outperform the market by 15:1 (Collins, Porras, 2001)
• Purpose-driven companies outperform their peers by 12:1 (Corporate Culture and Performance, 2011)
• Purpose-driven companies outperform the S&P 500 by 400% over a 10-year period (Millward Brown Optimor, 2012)​

Customer Loyalty

• 87% of global consumers believe businesses should put at least as much emphasis on social interests as business ones (Edelman, 2017)​
• 73% of global consumers will switch to purpose-driven brands (Edelman, 2012)
• 57% of high-income global customers are belief-driven buyers (Edelman, 2017)
• 55% of global customers will pay more for a product that has a higher purpose (Nielsen, 2014)

Employee Performance and Engagement

• Executives in flow (a component of purpose) are 500% more productive than those not in flow (McKinsey & Co., 2013)
• Purpose-driven employees have an average annual output that is $9k higher than those without purpose (BetterUp, 2019)
• For every 10k employees who have a sense purpose and meaning, there ate $82M in productivity gains and 19.5k fewer days of paid leave per year (BetterUp, 2019)
• Purpose-driven employees are 125-225% more productive (Bain & Company, 2017)
• Purpose-driven employees work an extra 1-hour per week, translating into $5.4k in output per work per year (BetterUp, 2019)
• Purpose is correlated with a quadrupling of the likelihood of being engaged at work (Gallup/Healthways, 2013)​
• 90% of global employees in purpose-driven companies are engaged (Korn Ferry, 2016) vs. 13% of the global workforce who are engaged (Gallup, 2013)

Leadership

• Purpose is correlated with an increase in the likelihood of being in leadership by 50%  (Imperative / NYU, 2016) 
• Purpose-driven leaders have a leadership effectiveness score that is 63% higher than reactive leaders  (University of Notre Dame, Mendoza College of Business, Anderson, Adams, Mastering Leadership, 2016)

Strategy

• 91% of global executives link a strong corporate purpose with profitability (Deloitte, 2013)
• 87% of global executives believe companies perform best when their purpose is beyond profit (Ernst & Young, 2015)
• Purpose-driven mission statements rated the #1 strategy and management tool by senior managers (Bain & Co., 1996)
• 83% of global executives believe purpose helps them stay ahead of industry disruption (Deloitte, 2014)
• 84% of global executives believe purpose is required to implement new strategies (Harvard Business Review, 2015)
• Personal purpose is cited by global CEOs as one of the top 3 things (along with ethics and values) to focus on (IBM, 2012)
• In 2014, "purpose", "mission" and "change the world" were mentioned 3,243 times on earnings calls, investor meetings and industry conferences, a 40% increase over 2009 (Factiva, 2015)​

Job Satisfaction

• Being connected to your purpose or the company's purpose is ranked the #1 factor in job satisfaction, and is more than 2x more important that the next factor, company leadership (Happiness Research Institute, 2015)
• If one is not fulfilled at work, there is a 1% chance of being fulfilled in life (Imperative, 2019)
• Meaning at work accounts for 48% of meaning in life (University of Applied Sciences, 2019)
• Purpose is correlated with a 64% higher level of career fulfillment (Imperative / NYU, 2015)
• Purpose is correlated with a 50% greater likelihood of having meaningful relationships at work (Imperative / NYU, 2015)
• Purpose is correlated with a 54% greater likelihood of believing work has a positive impact (Imperative / NYU, 2015)
• Purpose is correlated with a 47% increase in the likelihood of promoting one's employer (Imperative / NYU, 2015)
• Meaningful work is desired consistently across the socioeconomic spectrum (UW - Milwaukee, 2019) 

Hiring and Retention

• People who are fulfilled are 2x as likely to stay with a company for 5 years, and 3x as likely to stay for 10 years (Imperative Workforce Purpose Index, 2019)
• Purpose-driven employees have a tenure that is 7.4 months longer than those without purpose (BetterUp, 2019) 
• Purpose-driven employees are 69% less likely to quit in the next six months versus those without purpose (BetterUp, 2019)
• In toxic workplaces, employee intent to leave is reduced by 58% for employees who report above average workplace meaning (BetterUp, 2019)
• 70% of American workers would accept a more fulfilling job offer (PWC/Imperative/CECP, 2018)
• 75% of Millenials will choose to work for or do business with a company that does good in the world (Deliotte, 2016)
• 90% of employees are willing to trade a portion of their lifetime earnings for more meaning (BetterUp, 2019)
• Employees are willing to trade 23% of their annual income in perpetuity for meaningful work (BetterUp, 2019)
• 70% of Millenials want to live their purpose at work (Harvard Business Review, 2014)

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