Millennials need to feel passion in their work. According to Deloitte, two-thirds of Millennials believe that businesses have no ambition beyond wanting to make money, and less than half believe that corporations behave ethically. There’s a disconnect in the workplace, with the newer generation of workers increasingly in favor of prioritizing people before mere financial performance. Milliennials want to build companies with an ethical ethos from Day 1.
Incorporating this sense of purpose into your organization starts with a couple of simple questions: why did you (or do you want to) start your business in the first place? Which stakeholders’ (employees, customers, investors, your community) circumstances are you trying to improve?
How it all started
FoodtoEat is the culmination of many years of work in the community.
For me, my sense of purpose and involvement started waaaaaay back in middle school. I was fortunate that my school incorporated community service as part of our curriculum. Once a week, I had the chance to go into a classroom with disabled preschoolers and learn more about their world. It was a startling reminder of my own privilege, of how I wouldn’t face a fraction of the challenges that kids less than half my age had already faced.
From then on, thinking about ways to better the lives of those around me – especially those in underrepresented communities – became a critical part of my DNA. I needed to instill a sense of purpose in every action and strive towards that headline goal of improving my community.
My college years were defined by working on political campaigns at the local and federal level. By getting directly involved in working for candidates who shared my sense of purpose, I hoped to play a larger role in creating social change and shaping the world in accordance with my principles.
Post-college, I decided to play an even more active role in impacting my community and started FoodtoEat. I just didn’t see enough companies out there aimed at people who looked like me – minorities and immigrants. And an overwhelming number of these people were in the food business, hustling 18 hours a day to feed droves of hungry people.
And while technology was being used to help hungry diners find more convenient ways to get their food (Seamless or Grubhub), there was a distinct lack of technology to help food operators grow and scale their businesses. More importantly, many of the food operators I met with in my early days were minorities and immigrants, and I felt strongly that they too should share in the benefits that technology has to offer.
This has been our ethos from Day 1 – empowering local food operators by amplifying their voices (most recently through our I Made Your Food campaign) and growing their business via access to catering opportunities at large corporations with a local presence. This community-minded message has been a key part of our growth for close to the last decade – it gives both our vendors and corporate customers a firm handle on what we stand for, why they do business with us, and what we can deliver to each of these external stakeholders.
Including internal stakeholders
As I mentioned at the top of the post though, we also need to embody a unified purpose and vision for our internal stakeholders, like our employees and shareholders. As an example, when I became pregnant with my first child, I was shocked to learn how my community lacked a support system for expectant mothers. Adequate corporate family leave policies were essentially nonexistent (a friend of mine only got one paid week off!), and the Federal Medical Leave Act (FMLA) only offers 12 weeks off, unpaid. How many people do you know that can afford take a few weeks – let alone 12 – without pay?
That’s why I’ve recently started drafting a family leave policy at FoodtoEat that provides expectant parents ample time off with pay. Having lived through it, I know how important it is for both parents to have ample time to bond with their newborn and adequately prepare for life as a parent. And as their employer, I have a duty to ensure their physical and mental well-being, not just because it’s the right thing to do, but because I know that it’s right for my business as well.
As founders, it’s essential for us to think about purpose in our organizations. We have an obligation to build companies that stand for something for all our stakeholders. Not just because the future generations we hope to recruit increasingly demand it, but also because aligning our goals and incentives with their own is just a sound business practice. Every company brags that their people are their greatest asset. As the founder of a purpose-driven businesses though, I’m able to back up these words with actions that help the my team, my organization, and my community thrive.