A VERSION OF THIS ARTICLE FIRST APPEARED IN FAST COMPANY

 

Over the past year, preeminent CEOs from across the country convened for a series of Transformative CEO Summits, hosted by The CEO Forum Group and supported by Purple Strategies. As the year ended, we reviewed what those CEOs had to say on a range of topics and what year three of the pandemic brings for their companies, workforces and the global economy.  

While these discussions uncovered lessons to carry into this third year of pandemic-era leadership, top CEOs also identified trends from the past year worth leaving behind. 

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Using terms such as “post-pandemic” and “back to normal” 

Across industries, business operations have been mired by unpredictability since the COVID-19 pandemic began. More than once, however, it seemed we neared the beginning of the end.

Now with variants raging and record-high COVID-19 cases continuing to make headlines, today’s leaders understand a return to pre-pandemic business is unlikely anytime soon or ever, and many of the challenges wrought by COVID-19 are here to stay.  

CEOs have learned to expect the unexpected. They make plans for the months ahead while encouraging their organizations to prepare for every potential scenario. 

Establishing a “return to work” timeline 

As of March 2022, many corporate employees have spent the past two years working from someplace outside the office, and for most, that set-up won’t change anytime soon.  

Top CEOs acknowledge that corralling folks back into the office five days a week might be near impossible. As a result, they are prioritizing flexible solutions that meet the unique needs of their organizations and employees. The majority (66%) of CEO Forum Group leaders we surveyed in July 2021 indicated their companies plan to operate in a hybrid model going forward, acknowledging employees’ desire for continued workplace flexibility. 

While remote work has introduced the dreaded “Zoom fatigue” to many people, company leaders and their employees alike have recognized that virtual meetings have their benefits too. Nearly two-thirds of workers reported having more access to their leaders now than before the pandemic, according to Purple Strategies’ polling of the employed Informed Public. As one CEO put it, “There is no hierarchy in a Zoom call. No head of the table. There’s something really empowering about that—it leads to a more innovative culture.” 

Believing a public statement on an issue is enough 

 Leaders and companies have demonstrated their willingness to address some of the country’s most pressing issues head-on. But more and more, they’ve realized that speaking out isn’t enough. Successful companies will differentiate themselves by making substantive commitments and providing transparent updates on their progress.  

 When it comes to making substantial progress against their DEI and ESG commitments, CEOs agree on the importance of setting concrete and attainable goals around issues like creating an inclusive workforce and advancing climate sustainability. Taking this step forces their companies to follow through on the plans they’ve announced. Driving transformative change goes beyond chasing positive PR—these values and aspirations must be embedded into a company’s DNA.  

One CEO shared, “We expose our diversity and inclusion metrics to the world in a public forum; there was collective recognition and actions like that really do help drive change.” 

Assuming there’s a choice between automation and technology or people and jobs  

The pandemic has only accelerated the adoption of cutting-edge technologies, but conversations around what this transformation means for workers have centered around a false dichotomy between job creation and job losses. 

CEOs successfully implementing next-generation solutions know that while automation and technology are critical to advancing the efficiency and convenience that pandemic-era customers have come to expect, people remain essential when it comes to applying creativity, making ethical decisions and operating with humanity. During the Second Transformative CEO Summit, one CEO said, “We need to humanize digital implementation.” 

Leaders see a window of opportunity to up-skill their workforces to work with the latest technologies. Last year, 45% of CEOs reported reskilling their employees as a primary focus area when polled during the Second Transformative CEO Summit. By seamlessly implementing automation and new ways of working while preparing workers for higher-paying jobs essential for future success, leaders can create a win-win situation for everyone. 

Treating the Great Resignation like a waning, pandemic-driven phenomenon 

More than 4.5 million Americans quit their jobs in November 2021, the highest rate in more than two decades. The pandemic made employees feel emboldened to realign their priorities—to focus on family, find more purpose-driven opportunities or pursue a new career path entirely—and employers must be willing to do the same. That means examining pay structures, benefits, set hours and expectations for commuting and in-office work. 

Leaders are also seeking to ensure purpose and fulfillment are part of the deal. If the great resignation has taught us anything, it’s that many Americans look for opportunities that provide more than a paycheck. 

“The old playbook is gone,” said a CEO in the financial industry. “Leadership requires purpose-driven, future-forward and leader-led transformation.” 

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Maintaining human connection in the workplace remains crucial to success

The one trend of “year two” executives should continue to implement in the third year of the pandemic? Empathetic leadership. 

For 44% of the Informed Public, being in a workplace with empathy and human connection is more important now than before the pandemic (with another 40% indicating it has always been important). This new emphasis on empathy is even higher for employees who are 18-34 years old (52% say it is more important now), parents (49%), working in a fully remote or hybrid environment (49% each), or whose volume of work (48%) or level of work-related stress (53%) has gone up during the pandemic. 

Empathy is no longer an abstract, new-age idea in executive management; Fortune 500 companies are learning it’s mandatory in their C-Suites.  

Why is that? Empathy can be the antidote to each of the challenges outlined above. Recent research from Catalyst found that empathetic leadership can boost productivity, foster creativity, promote feelings of inclusion and reduce intent to seek new employment.

The good news is many leaders agree with the Informed Public. “There is an opportunity to use empathy to think about new ways to connect with people,” one CEO from the banking industry said. “Empathy should make a strong comeback and is the key to building trust. And that’s where the growth is.”  

The ability of leaders to practice empathy will be critical not only for the year ahead but for the evolving future of work as we know it.

Throughout 2022, businesses will need to identify and react to a new set of emerging trends and evolving COVID-era mandatories. Leaders from Capitol Hill to Wall Street to Main Street frequently look to corporate America for guidance, so companies can set the tone by leaving recent pandemic-driven trends behind and leading with empathy, creativity and flexibility.

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In honor of Black History Month, Purple’s Diversity, Equity and Inclusion leads invited some of the incredible Black talent across Purple to share reflections about what this month means to them, Black leaders who inspire them, and more. Below, we highlight their perspectives on Black history, culture, traditions, joy and excellence.

With contributions from: Sedale McCall, director of digital insights and one of Purple’s DEI leads; Jasmine Graves, research analyst; Antoine Fagan, designer; Georgia Boothe, accountant; Giselle Tervalon, communications manager; and campaign coordinators Latisha Townsend, Kimberly Chavis, Jaymi Thomas and Chioma Onwumelu.

 

What Black History Month means to you.

• Georgia: Black History Month is a celebration of our ancestors’ excellence and motivation to always strive for the greatness that lies beyond our current circumstances. It is an important time to celebrate the impact of African American culture in the past and present. It reminds us of hope and opportunity for the future.
• Giselle: Black History Month is a time for me to remember, learn and honor the achievements of my community. So many Black Americans have helped shape and define our country — but that is often not taught. During this month, we should all reflect and learn about the contributions of influential Black Americans because knowing their names and stories is essential to understanding and celebrating American history. 
• Jasmine: Black History Month gives us the opportunity to reflect and gain an understanding of the Black experience in America. Black History Month can foster a sense of community both within and outside of the Black community through learning about Black history that is often missed.
• Jaymi: Black History Month is always a time for me to focus on aspects of history that are fascinating, inspiring and packed with nuanced experiences. One of the most enriching moments I had as a college student was crossing the Edmund Pettus Bridge from Selma to Montgomery, Alabama while I was taking a sociology course. It was a reminder to me that in the summer of 2007 when I crossed the bridge, leaders and laypeople alike crossed that bridge less than 50 years prior. Black History Month reminds me to pause, reflect and honor the legacy of those that led and paved the way for freedoms that shouldn’t be taken for granted.
• Kimberly: To me, Black History Month is the time to celebrate and showcase all things Black. To really soak in and appreciate all our achievements, cultures, traditions and customs. It’s also a great time for allies to further educate themselves on just how valuable Black people are and have been throughout American history, past the obvious.
• Latisha: Every month is Black History Month for me! During the month of February, I think it’s a great time to be in communion with Black people all across the African diaspora. There is a certain knowing we all share, and that feeling is unmatched. To me, BHM means accountability, reflection and unity.
• Sedale: Black History Month provides a moment for others to learn about the community and highlight the progress of African Americans in the country. I think that’s something I try to do every month, but I appreciate the moment for others to focus more.

Black History Month traditions.

• Antoine: During Black History Month, I support Black businesses of all kinds: clothing, food, hygiene, self-care and art. There are so many Black business owners, especially small businesses, and entrepreneurs with a great product or service. They deserve both emotional and financial support.
• Chioma: I watch some Black classics and pick a novel from the Well-Read Black Girl Library!
• Giselle: I love going to the National Museum of African American History and Culture in D.C. It is a wonderful way to celebrate Black History Month.
• Kimberly: I buy from and support Black businesses year-round, but during BHM I really turn it up a notch and try to make sure anything I spend my money on is coming from a Black business. I also like to watch my favorite Black movies and TV shows all month and cook all my favorite childhood foods.
• Latisha: I enjoy watching Black films, reading Black literature and listening to Black podcasts and music. I do this regularly, but I really like the way that our talent gets amplified during BHM.

A Black leader who inspires you.

• Chioma: I’m inspired by Kimberle Crenshaw, civil rights advocate and critical race theory scholar, and President of MSNBC Rashida Jones.
• Georgia: Michelle Obama because she is truly a modern-day, revolutionary woman who has championed a multitude of important causes throughout her life. She is a Harvard graduate, lawyer, best-selling author and the first African American first lady. Michelle Obama is proof our country has indeed evolved.
• Jasmine: Madam CJ Walker has inspired me as a young Black woman really interested in hair care since the age of seven. Many people know her and admire her because she was the first Black millionaire. However, I think her civil rights work, dedication to improving the lives of African Americans through jobs and opportunities, and impacts on the hair care industry are significantly more admirable. She once said, “I am not satisfied in making money for myself. I endeavor to provide employment to hundreds of women of my race.”
• Jaymi: I am inspired by countless Black leaders who have blazed paths and continue to move the needle forward in modern-day civil rights and justice. A couple of the “under 18” leaders captivating me include Naomi Wadler, who at age 11 shifted the atmosphere during a March For Our Lives speech, and Marley Dias, the purpose-driven 16-year-old who founded #1000BlackGirlBooks and author of the book, “Marley Gets It Done.” I am amazed by how these young women shine and share their gifts with the world in brave and innovative ways.
• Kimberly: bell hooks. Her writing has been majorly influential in the empowerment of Black women to tackle love, race and gender inequalities, and more. I think her work is reviving a movement in Black women today.
• Latisha: A Black woman leader who inspires me is Judy A Smith, a crisis management expert. A Black male leader who inspires me is Malcolm X.
• Sedale: I have two for similar reasons, Dr. Ibram X. Kendi and Ta-Nehisi Coates. Both give context to the things many of us believe but don’t always express through words. Many people know Dr. Kendi as the author of “How to Be an Anti-Racist,” but he is also director of the Center for Antiracist Research, which he started at American University (now at Boston). Both are advocates for many things, but chief among them is knowing better so that we can do better. This is my passion in this space as well.

Other reflections to share.

• Antoine: Black is beautiful, creative, fun, loving, persistent and brave. Be proud of your Blackness at all times.
• Jaymi: As someone who is inspired by history and reflective in nature, I am passionate about the work of future Black leaders – those who will be able to say they lived and created hope and light during some of the bleakest moments including a pandemic, heightened loneliness, civil unrest and turbulent political polarization. In a landscape where some states are wrestling with what it means to teach Black history, my hope is that Black History Month serves as a sort of north star in the conversation around the importance of teaching history with breadth and depth.
• Latisha: Cultural competency in the workplace is of high importance. During Black History Month, non-Black colleagues can show support by listening, respectfully engaging in conversation about Black history, and treating BHM and all other Black holidays as commemorations solely of Black people.
• Sedale: I believe Black history is American history. If you are wondering how to celebrate or observe, whether you identify as Black or not, learn about a Black leader you haven’t studied yet, or even learn more about a Black colleague and their experience. When we learn more about other communities, we can be better as a society.

Purple Strategies has entered into a name, image and likeness (NIL) deal with two members of the George Mason men’s basketball team, Josh Oduro and D’Shawn Schwartz. They will both serve the company as Transformation Ambassadors, sharing their personal transformation stories.

“Purple Strategies is dedicated to helping companies transform to become their best versions and sustain that transformation in a way that connects them to the future. As student-athletes Josh and D’Shawn have undergone their own personal transformations,” said Chris Durlak, a Partner at Purple Strategies and Trustee of the George Mason University Foundation. “They both created a vision of what they wanted to become and how that vision fits in with the future. They then executed a plan to fulfill that vision – plans that evolve to account for the changing conditions around them. We look forward to sharing their personal stories as we continue to help some of the world’s largest and most valuable companies and brands navigate change and transform.”

Josh Oduro is from Gainesville, Virginia, and is a junior at George Mason University majoring in business. Josh ranks second in the A-10 and 29^th nationally in field goal percentage (.596). He is one of just three players in the country this season to average 17 or more points, shoot 58 percent or better from the floor and tally at least 1.5 blocks per game.

“Personal development is a major passion of mine, and I’m excited for the opportunity to work with a leading firm like Purple to share my story,” Josh said.

D’Shawn Schwartz is from Colorado Springs, Colorado, and is a graduate student at George Mason pursuing his certificate in business analytics. Out of high school, he was rated the number one player in the state of Colorado. He received his undergraduate degree from the University of Colorado in business marketing with a minor in music technology. At Colorado, he helped lead the Buffaloes to the second round of the 2021 NCAA tournament. This season, D’Shawn has been named one of 30 candidates for the NCAA Senior CLASS Award, which recognizes student-athletes using their platform in athletics to make a positive impact as leaders in their communities.

“I’m thrilled to be working with Purple Strategies. Having just earned a degree in business, there’s a lot of overlap between athletics and business and I can’t wait to explore and share that,” D’Shawn said.

Josh Oduro Shares his Story

D’Shawn Schwartz Shares his Story

4 Lessons for Leaders from The CEO Forum’s Third Transformative CEO Summit

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Purple Strategies is the thought leadership and polling partner of The CEO Forum Group and Transformative CEO Summit. The CEO Forum convened its third Transformative CEO Summit on September 21, 2021, featuring top CEOs of leading companies discussing creative ways to solve today’s most pressing challenges.

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Top CEOs convened in September for the third installment of the Transformative CEO Summit to discuss a host of topics – from the effectiveness of hybrid work models to opinions on the status of post-pandemic operations. They met against the backdrop of continuing pandemic-related health and economic risks, a spate of costly and destructive weather events across the U.S., and state laws on key and controversial social issues making national headlines. As broader societal issues increasingly land on the desks of top executives, one timely topic of discussion centered on CEO perspectives and ambitions around Environmental, Social and Governance (ESG).

As an area of business focus, issues falling under the ESG category such as climate change have historically been deprioritized in favor of more immediate-term issues. More recently, however, CEOs have felt pressure from critical stakeholder groups including investors, customers and their own employees to move these issues to the forefront of company priorities.

These key groups, along with the next generation of talent, increasingly demand companies become more socially and environmentally responsible, at the same time shareholders push to take a holistic approach to company valuation that considers a corporation’s non-monetary factors in business decision making, risk identification, and evaluating growth opportunities.

At its core, the principles of ESG resonate with a wide range of influential stakeholders, and CEOs recognize not only the value but also the increasing importance of setting ESG goals and communicating their initiatives to drive reputational equity. Below are key insights from CEOs at the Summit around the accelerating ESG challenges and opportunities in today’s business landscape:

(1) ESG today demands moving from words to actions.

As the ESG space matures, smart CEOs look for ways to integrate these issues more deeply into their business planning. Integrating ESG into areas of business focus is no longer a “nice to do” but a “must do” to keep stakeholders engaged and prove the company’s value. To see success in the ESG space, CEOs share the importance of setting concrete and attainable goals, which force their companies to follow through and act on the plans. Making ESG changes goes beyond chasing positive PR and must be woven into the fabric of the company to drive credibility.

(2) Corporate ESG storytelling requires skill and nuance.

ESG began as a way for investors to evaluate a company’s risk and opportunity profile holistically outside of monetary factors. Now, however, ESG is often something companies want to tout more broadly to tell their story to a broader audience. Many companies have put considerable effort into designing and executing ESG initiatives, and understandably want to be able to tell their story to a range of stakeholders – not just investors and internal audiences, but end consumers and future talent as well. Business leaders, however, recognize the inherent challenge of “promoting” their ESG commitments and progress without coming across as superficial, performative or self-serving. Other leaders question the best ways to compel consumers to care enough about the company’s ESG efforts that it impacts their final purchase decision or translates into long-term reputational equity. Despite these challenges, CEOs at the September Summit agreed that successful companies will differentiate themselves in the marketplace by clearly and compellingly sharing their company’s ESG progress and successes to critical stakeholder groups.

(3) The ESG through-line is people.

Within ESG, the Environment pillar may be most recognizable externally given the growing focus on environmental sustainability, but CEOs gravitated most toward Social and Governance as the priority areas for business focus during the recent Summit. A few CEOs summarized ESG as ultimately being about treating people better, which is central to all the pillars, particularly Social and its focus on issues like diversity and social justice efforts within companies, evolving expectations around the employer-employee relationship, and the public’s expectation for companies to engage in social issues that aren’t directly tied to their business. These sentiments were underscored in polling data collected from executives attending the event:

Q. Which single component of “E-S-G” is the biggest area of focus for your business/industry as you look ahead to 2022?

• Social (for example, employee relations and diversity, working conditions, local communities, local conflict) = 53%
• Environment (for example, waste and pollution, greenhouse gas emissions, climate change) = 35% 
• Governance (for example, tax strategy, donations and political lobbying, corruption and bribery, board diversity and structure) = 12%

(4) Meeting ESG goals is the key to future business success.

During the Summit, CEOs discussed how meeting ESG goals often demands a longer timeline than financial returns but can lead to more important rewards in the future. An inclusive, diverse workforce, clean water and a healthier planet offer benefits far greater than financial gains but cannot be realized in a matter of quarters – an understanding and commitment that must be shared by employees, C-Suites and boards alike. The most successful companies will integrate ESG thinking into all aspects of their businesses to meet their goals, impress and gain the support of their key stakeholders, and stand out from their competitors.

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“Follow the science” has been the fallback mantra for many politicians, corporate leaders and pundits on moving past the limitations imposed by the COVID-19 pandemic. Science is facts. Science is rational. Science has data on its side.

But what if the solution to getting people comfortable with being back in large, indoor environments, such as bringing people back to the office, needs a dose of something more – something science alone cannot provide?

Communicators (and most politicians) learned a long time ago that emotional appeal, particularly laddering up to a human value, sways opinion more effectively than a fact or piece of evidence. And one of the strongest and most desired human values is peace of mind – the mental state of tranquility or protection that you enjoy when you are free from worry.

In the latest COVID-related research conducted by Purple Strategies, we focused on returning to the office. The findings reinforce what we know from previous research and ongoing public debates. The insight that stood out, however, was employees’ overwhelming desire for and acceptance of nearly all the actions a company could take to be seen as providing a safe working environment.

And the reason? Employers taking these steps provide employees with peace of mind. There may be no evidence that some or many of these measures prevent the spread of the virus, but these actions improve employees’ mental health, which this virus has attacked as much as physical health.

While some of these actions are clearly grounded in science, many of the protections employees want to see in place before returning to work have been derisively described as “hygiene theater.” Hygiene theater is the practice of taking cleanliness measures that give the illusion of improved safety while actually doing little to reduce any risk. Our findings, however, strongly indicate that for employees, risk goes beyond germ transfer models and chemical calculations.

In our study, by a nearly 2-to-1 margin, American workers told us that seeing their employers implement a multitude of protective measures would make them more comfortable and give them peace of mind, but too many measures make them uncomfortable or anxious. By a 4-to-1 margin, employees agreed that the current or proposed actions already in use at their workplace made them feel more comfortable returning to in-person work. They did not see the current or proposed actions as being too many and making them uncomfortable. These numbers were consistent across age, race and gender, with some slight narrowing, but not reversing, when looking at political affiliation and education.

When we looked at 13 of the most common actions employers have announced they have or will take, these actions were seen as “reasonable” by 64%-85% of people. On these same 13 proposed actions, only a small proportion (10%-25%) of the public rated any of the measures as “not necessary to feel safe working in person.” The actions that rose to the top as both reasonable and essential include: “Encouraging employees to stay home if they don’t feel well,” “Posting the health guidelines that the company is following,” and “Providing free masks and hand sanitizer.” None of these actions burden employers. In fact, most are common sense, reinforcing that these health and safety actions are about peace of mind, not scientific evidence.

So, while the term “hygiene theater” is often said with a cynical tone, its emphasis on visible displays of action, including a mix of those backed by science and those backed by common sense, may be a positive and appropriate approach for how employers think and act while creating the ideal return to work environ. Bringing together the actors, scripts, orchestra and all the props that make for successful theater is exactly what employees are looking for to safely return to work both physically and mentally.

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By Robert Fronk | Managing Director

As private sector moves continue to fuel cryptocurrency’s growing legitimacy as an asset class, corporate stalwarts including Walmart, Amazon, PayPal and JPMorgan Chase are hiring senior-level crypto expertise. Major consumer brands such as Starbucks, Home Depot and Whole Foods allow customers to pay with crypto, using applications that convert it to U.S. dollars.

But it’s not all good news for fans and investors. Recent polling of the news-aware public by Purple Strategies shows mixed feelings on crypto, with 25% sharing a hopeful view, 22% expressing nervousness and 17% indicating outright fear.

Naturally, the excitement has piqued the interests of U.S. Government regulators and elected officials. Both Treasury Secretary Janet Yellen and Federal Reserve Chair Jerome Powell have expressed reservations about cryptocurrencies. Securities and Exchange Commission Chairman Gary Gensler recently told the Senate Banking Committee that the SEC is “working overtime” to create rules to oversee cryptocurrency markets. The White House and the Treasury Department also support imposing sanctions banning cryptocurrency use for ransomware payments.

To regulate or not to regulate is only part of the question. Most of the public recently polled (84%) believes cryptocurrency should be regulated by the government to some extent. Opinions start to split, however, when asked if the government could effectively regulate it, underscoring public skepticism about Washington’s capacity to do so.

Some experts say getting cryptocurrency policies right is ‘the most urgent national-security issue of our time.’ Others have critiqued crypto regulatory proposals in the Senate infrastructure bill, charging that it unintentionally shifts illicit cryptocurrency transactions to markets where the U.S. government has no reach, making it more difficult for law enforcement to protect American companies, government agencies and individuals.

And the public already cites the ‘currency of the future’ as the currency of cybercrime. Crypto’s growing reputation as the currency of ransomware attacks and illicit activity could limit its growth, with 59% of respondents agreeing that cryptocurrency enables illegal activity.

However, fear of crypto’s role in illicit transactions may be countered by a fear of missing out. Industry experts argue that regulations must be carefully considered so as to not stifle innovation. Interestingly, almost half (45%) of survey respondents believe the adoption of cryptocurrency is important to keep the United States competitive in the global economy, while a quarter of respondents are unsure how cryptocurrency impacts the United States’ competitive advantage. This uncertainty creates an opportunity for crypto advocates to address the doubts and define the benefits of their new currencies.

In addition to concerns about evolving regulations, the risk to national security, and crypto’s effect on the competitiveness of the U.S. economy and individual businesses, companies must also navigate the impact disruptive innovations like crypto can have on their Environmental, Social and Governance (ESG) goals. It wasn’t long after Tesla announced it had taken a sizable position in bitcoin that reports began to pop up about bitcoin mining’s hefty energy consumption. The energy and environmental costs associated with cryptocurrencies will complicate how companies integrate cryptocurrency into their business and payment strategies while staying true to their ESG commitments about energy efficiency and the environment.

The convergence of serious reputational risk and significant business opportunity requires that traditional organizational silos come down. We know from our work and through interviews with corporate reputation leaders across industries, in roles at both public and private companies, that forward-looking enterprises are integrating business decision-making with reputation management. The challenge: Too often these responsibilities are siloed off. As more companies staff up their cryptocurrency personnel, they must think through where these leaders and teams sit within the organization. It is also important to take another look at the cross-functional governance model that informs and scrutinizes product development to ensure all potential stakeholder concerns are represented.

Financial innovation is nothing new, especially in the U.S. That doesn’t mean cryptocurrency will be viewed by stakeholders – from the informed public to Beltway policymakers – as an unalloyed benefit to the economy. For companies making major investments in their crypto infrastructure, it will be essential to responsibly condition the environment and prepare their key audiences to advance crypto’s role as a viable, beneficial and stable form of payment. As we’ve seen in our work with clients bringing new innovations forward – whether medical breakthroughs or new technologies and services – it’s critical to avoid surprising policymakers and regulators or those who hold sway over your license to operate and innovate.

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Source: Purple Omnibus Survey of the US Informed Public. N=1002.  September 17-20, 2021.

 

Purple Strategies has appointed Darryl Packard as General Counsel at the firm. Darryl steps into the role with more than 15 years of experience in all aspects of business law, including from previous roles in the education, student loan and insurance industries. He joined Purple in 2019 and has become indispensable in all matters legal and regulatory, from contracts to compliance and legal strategy to litigation.

“Darryl started with us in 2019 as a lawyer but from the beginning, he’s been so much more,” said Steve McMahon, Purple co-founder and CEO. “He’s contributed enormously as our firm and our team have grown, and he’s provided consistently sound counsel to our partnership. We’re delighted to promote him to General Counsel and add him our leadership team, where he will continue to help us to chart the continued growth of Purple.”

In this new role, Darryl will advise on matters related to the future direction of the company. He will be able to provide insight on new and existing laws and legal rights that impact functionality of the business, including areas such as returning to the physical office, partnerships with vendors and contractors, and corporate governance matters. As Purple continues to evolve as a firm, Darryl will work as part of the senior leadership team to develop and expand policies, practices and processes to ensure sustainable growth.

Darryl received his bachelor’s degree from the Grambling State University College of Business and his Juris Doctor degree from the University of Massachusetts-Dartmouth. He is also a member of both the Virginia and Massachusetts State Bars.

“I enjoy being able to work in an environment with such a strong diversity of opinions and ideas, which is what we have at Purple,” says Darryl. “No day is the same, all thoughts are useful, and the confluence of diverse opinions makes this place special not only to me but to the benefit of our clients.”

Purple is introducing our new CEO Research Project, developed with our partners at The CEO Forum Group, a media and content company that serves, connects and convenes the CEO community.  

Each week, the project collects insights on news of the day from top CEOs while surfacing data, context and insight to guide executive action. 

Examples of data stories developed through the project can be found below. Explore all the CEO Research Project insights on the project website or weekly on the Purple LinkedIn and Twitter channels. 

 

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CEOs Bullish on Economic Forecast

Read on the CEO Research Project site 

When polled during the June 2021 Transformative CEO Summit, CEOs and other executives gathered virtually at the event expressed optimism that we are emerging from the pandemic into significant economic opportunity – betting on pent-up consumer demand and COVID-necessitated efficiencies like increases in automation and greater adoption of technology to prevail over looming warning signs including supply chain issues, rising inflation and resurgent case counts. 

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Empathy and Human Connection Needs on the Rise

Read on the CEO Research Project site 

When leading CEOs gathered early this year for the first-ever Transformative CEO Summit to discuss the unprecedented events of the past year and ways they will shape the path forward for corporations, the importance and resurgence of human connection emerged as the unifying lens. New public polling indicates the CEOs were right. For 44% of the Informed Public, being in a workplace with more empathy and human connection is more important to them now than it was before the pandemic. The increase in importance is even more true for younger employees (52% for those 18-34 years old), employees who are parents (49%), employees working in a fully remote or hybrid environment (49% each), or whose volume of work (48%) or level of work-related stress (53%) has gone up during the pandemic. These groups all account for a huge share of any workforce. An additional 40% of respondents say it’s no more important now than before, but empathy and human connection in the workplace is still important to them. 

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Company Favorability Rises When CEOs Speak Against Injustice

Read on the CEO Research Project site 

CEOs today are expected to lead not only on issues directly related to their business but also on key issues of society at large. Among adults who regularly follow the news, 3 in 4 (77%) say they’d view a company favorably (31%, much more favorably) following a CEO making a public statement against injustice. And while such expectations have historically been considered a demand coming from just one end of the political spectrum, the reality is that support today cuts across political party lines – with any remaining political divide disappearing with each new generation. 

While there is a meaningful gap between Democrats and Republicans overall in viewing that CEO action favorably (90% favorable for Democrats; 57% favorable for Republicans), the gap closes significantly for adults under the age of 55, bringing all groups near or above that 3-in-4 favorable threshold. For adults 35-54 years of age, 93% of Democrats and 65% of Republicans would view a company more favorably if its CEO issued a statement against injustice. For the 18-34 age group, the gap narrows significantly, with 86% of Democrats and 75% of Republicans viewing the action favorably. 

Go deeper: 

“It’s no longer a choice to separate executive reputation from corporate reputation.” – Explore the insight from Futurecasting by Purple Strategies. 

5 Lessons for Leaders from The CEO Forum’s Second Transformative CEO Summit

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Purple Strategies is the thought leadership and polling partner of The CEO Forum Group and Transformative CEO Summit. The CEO Forum convened its second Transformative CEO Summit on June 21, 2021, featuring more than 30 CEOs of leading companies discussing creative ways to solve today’s most pressing challenges. 

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Top CEOs from across the nation convened this summer for the second Transformative CEO Summit with one key topic on their minds: emerging stronger from the COVID-19 pandemic.

Leaders are eager to move on from the reactive decisions the global pandemic required them to make to keep their customers and employees safe and move toward a more proactive stance, capitalizing on lessons learned and on their own successful navigation of a year unlike any other.

This shift comes at a crucial time as leaders need to focus on how to retain their employees. According to the Department of Labor, a record 4 million people quit their jobs in April alone. That trend looks unlikely to change in the near future as a majority (65%) of the U.S. Informed Public feels very (33%) or somewhat confident (32%) in their ability to find another job role or opportunity in the next three months, according to a recent Purple Strategies* survey. The CEOs who gathered at the Summit were not daunted by this challenge; instead, they’re actually seeing this as a rare opportunity to empower employees and completely elevate the nature of work.

To accomplish this task, leaders expressed readiness to invest significantly in their workforce, especially employees who stuck with them and delivered when the organization had to make adjustments simply to keep customers and survive the pandemic. The below topics emerged across keynotes and group discussions as those most critical to CEOs, who shared their perspective on how leaders can push forward to create a workforce and working environment that are stronger than ever as the world transitions out of the coronavirus pandemic.

(1) Consider strong culture non-negotiable.

CEOs recognize that their employees’ mindsets, needs and expectations have changed since the start of the pandemic. After spending nearly 15 months away from both the office environments they’d known as well as their extended families, many workers crave a higher degree of connection and purpose from their employer than ever before. Leaders are striving to attract and retain talent by creating a compelling culture, tailored to their company and goals, that is tangible and authentic for employees no matter their work model or location.

(2) Continue to disrupt hierarchy and create opportunities to connect.

While some people may be experiencing Zoom fatigue, leaders of large companies credited the platform, and others like it, for enabling them to shake up traditional corporate organizational structures and allow their employees, regardless of level or location, to speak up and connect. By putting participants in the same size box on the same screen, the traditional “head of the table” and “back of the conference room” have been eliminated. CEOs across industries agreed this change helped lead not only to more engagement from a variety of voices, but also to more innovation – going forward, they don’t want to lose that.

(3) Walk the walk on diversity, equity and inclusion.

When asked what issue they expect their company to focus on the most over the next 12 months, more than three-fourths of CEOs selected racial and social justice. And Summit attendees stressed that DE&I is and must remain a central consideration in all business priorities and decisions – from deploying technology to providing inclusive flexibility to their returning workforce.

(4) Purposefully deploy technology to empower employees.

Transformative CEOs have a sharp focus on leveraging technology in new ways to support employees and make their work more fulfilling – while ensuring they know management isn’t trying to substitute technology for talent. In the healthcare industry, as just one example, this means adopting technology that makes completing and submitting paperwork simpler, thus freeing up time for employees to focus on what really matters and only humans can offer: patient care and support.

(5) Be flexible when defining flexibility.

The pandemic demanded a new level of flexibility from employees and employers alike, something many employees are not ready to give up. But what that flexibility looks like is something leaders agree cannot be one-size-fits-all, and can’t be found in a playbook or competitor report. It must be bespoke. Leading CEOs recommend focusing on what works best for each business function and role, and communicating about these approaches with clarity, intention, and transparency.

These lessons are more important now than ever as workers around the U.S. are reevaluating what’s most important to them in their careers and companies, and power in the talent market tips in their favor. Transformative Summit leaders have recognized this inflection point and are leading by example to shape their workplaces into environments that inspire and fulfill their employees – and become a competitive advantage as the world turns the COVID corner.

*Purple Omnibus survey of the U.S. Informed Public, n=1,001, fielded June 25 – 28, 2021.

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Purple Strategies is the thought leadership and polling partner of The CEO Forum Group and Transformative CEO Summit. Purple formed 12 years ago when two political firms that were asked regularly to partner together to bring a mix of “Red” and “Blue” perspectives to corporate challenges decided to join forces. Through the years Purple has continued to evolve, bringing in diverse perspectives across a multitude of disciplines. Today, Purple is an independent, fully integrated corporate reputation strategy firm, inspired by politics, driven by data and insights, partnering with clients around the world to anticipate, navigate, and compel change. Purple blends the creativity of brand communications and the speed and strategy of political campaigns to serve Fortune 500 companies, coalitions, associations, non-profits, and some of the most recognizable brands in the world.  

As a GU Politics Fellow, Rory joins some of the best minds in politics, campaigns, journalism and public service to engage and educate future leaders in those fields.

Purple Partner Rory Cooper has been chosen as part of the Fall 2021 class of Georgetown University’s prestigious GU Politics Fellows Program. Through its work as part of the Institute of Politics and Public Service at GU’s McCourt School of Public Policy, the new Fellowship class aims to tackle some of the biggest political challenges of the day and give the next generation of political and government leaders insight into politics and beyond.

Throughout their term, the Fellows host weekly discussion groups for students and the broader Georgetown community to become better acquainted with the world of U.S. politics. Fellows also create student strategy teams that advise the Fellows on ways to better connect politics, government and media with the next generation, and offer students opportunities to network, build relationships, ask questions, discuss career paths and examine the latest developments in domestic and foreign policy. The program creates a space where students learn from these leaders, and the Fellows learn from students and take those insights back into their professional work.

Rory joins a prestigious list of past Fellows and a new class including:

• Charlotte Clymer: Former Press Secretary for Rapid Response, The Human Rights Campaign; Transgender activist and military veteran
• Ambassador Bob Lighthizer: US Trade Representative, Trump Administration
• Amna Nawaz: Chief Correspondent, PBS NewsHour
• Rebecca Pearcey: Political Director and Senior Advisor, Elizabeth Warren for President
• Brian Stelter: Chief Media Correspondent & Host of “Reliable Sources,” CNN

At Purple, where he was named a Partner earlier this year, Rory advises top executives and leading advocacy and reputation campaigns for some of the world’s most recognized corporations and issue-based organizations. He joined Purple after serving as communications director for House Majority Leader Eric Cantor where he advised leadership on the party’s agenda and legislative priorities. As part of the original staff in the Office for Homeland Security at the White House, Rory played a central role in the creation of the Department of Homeland Security and the development of a national homeland security strategy in the aftermath of 9/11.

Previously, Rory led communications and strategy for The Heritage Foundation, served as a senior policy advisor at the U.S. Department of Energy, and was director of legislative and intergovernmental affairs at NASA. Along the way, he’s worked on several presidential and congressional campaigns, including President Bush’s reelection efforts in 2004 and as a political staffer for the National Republican Congressional Committee.