Page 13 - How to Drive the Bottom Line with People

Foreword

meet frequently with groups of executives who
I express gratitude, even admiration, for the focus

that we give to building principle-centered individuals,
cultures, and institutions. But often they basically say
this, “Wouldn’t you agree that, at the end of the day,

what really matters is profits or return on investment?”
I immediately acknowledge the importance of the
financial economics of an enterprise and suggest that
it is primarily a by-product of what this book calls
“higher math,” that is, success in the marketplace,

obviously, and success in the workplace (a sustainable
culture-driven, people-centered organization).
I then try to teach the social ecology of how all of

the elements are integrated and interdependent. The
executives usually acknowledge the validity of what I
am saying but emphasize the real end of what we’re
after (winning in the workplace and in the market-

a xi
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