Common Purpose – the heart of leadership development.
Common Purpose runs leadership development programmes that inspire and equip people to work together across boundaries. This enables them to solve complex societal and organisational problems.
Founded in 1989 as a not-for-profit social enterprise, Common Purpose now runs local programmes for leaders in cities across the world, and our global programmes bring together leaders from over 100 countries across six continents. This year, 4,000 leaders will become Common Purpose alumni.
The world is becoming more complex and fragmented. Common Purpose believes that the best leaders are able to lead across boundaries, and especially lead those with diverse perspectives—from different organisational functions, sectors, generations, geographies, cultures, faiths or beliefs.
Common Purpose runs programmes in individual cities where we convene leaders across old and new divides. We also run programmes in cities for university students to prepare the next generation of leaders. We do this from Johannesburg to Edinburgh, from Bangalore to Budapest.
We also take this wider: connecting cities through global programmes, run across continents, where leaders from different parts of the world come together, learn together and work together.
Just as we enable leaders in a city to join forces to tackle common problems, these global Common Purpose programmes enable leaders from across the world to do the same with global problems.
At its simplest, Common Purpose gives people from different backgrounds, sectors, geographies and generations the inspiration, skills and connections to become better leaders at work and in society.
Because leaders find they need to appreciate how a system works before they can change it. They need to understand cities: how they work, and don’t work.
They also need to understand leadership: how it works differently in different cultures and sectors; across generations and geographies; and as they lead diverse teams of colleagues and stakeholders. And, if they are leading partnerships, how they adapt their approach to leadership.
Because you can’t produce complex change on your own. Complex change addresses complex problems and complex problems cross boundaries of all kinds. So leaders who want to address them have to cross the boundaries as well.
To do this successfully, they need networks: with a depth that is not created by exchanging business cards, but through relationships, often painstakingly built. And with enough breadth that leaders can widen their horizons and see what others see.
Because leaders who step out of their own space into uncharted territory will find it a difficult road, with a lot of blocks to negotiate. It is always easier to turn back than to carry on. That’s why inspiration is important.
People need it now more than ever because so many have lost belief that things can change. And lost sight of how much a few good people can achieve if they can overcome their differences and work cleverly together, avoiding the waste of effort and resources that otherwise drop through the gaps between them.
"Common Purpose is, above all, about collaboration - between government, NGOs and corporate sectors. This unique combination has the maximum potential to drive radical change and Common Purpose provides a platform for sharing and learning across these sectors."
As we grow and create a consistent educational experience within and across many different countries, Common Purpose remains independent and non-aligned.
We are always balanced and we owe no historical or other allegiance to any other group. Our independence is reflected in our people, governance, finances, partnerships, behaviour and curriculum.
We draw on the widest possible variety of sectors, backgrounds and beliefs. We would only exclude cities, organisations or individuals if they deliberately promoted the use of violence, opposed freedom of speech, or incited race or religious hatred.
Common Purpose aims to be self-financing, but we work hard so that inability (as distinct from unwillingness) to pay is not a barrier to involvement in our activities.