Influence on Purpose

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Influence on Purpose

5 Principles for Leaders to Build Regenerative Cultures John Baker is the Founder and Managing Partner of Influence on Purpose.

He is a member of the Human Capital Institute and is a certified Master Human Capital Strategist. John has also served as the COO for Robinson Investments and as Chief Human Capital Officer and Director of Leadership Development and Executive Coaching at Sequent. Rebekah Eyre is a Leadership and Executive coach with Influence on Purpose. As a former Staff Sergeant of the US Marine Corps, Rebekah e

xpertly let teams to achieve goals in stressful and complex environments and was manager of large-scale programs, as well as an accomplished advisor for senior leadership on adoption, training, and implementation of initiatives.

02/24/2025

Our book is now available on Audible, as well as in print at Amazon!

For leaders looking to build a successful, regenerative culture, establish trust, and create alignment, we have a book to help you succeed in your endeavors.

If you prefer to listen to books during your commute, or while your hands are busy with other things, we're excited to announce that you can now listen to "Influence on Purpose: 5 Principles for Leaders to Build Regenerative Cultures" from your phone or computer.

We'd welcome your feedback and opinions. If you've found the book to be helpful, please leave us a review!

01/07/2025

Happy New Year! We are excited to announce that for the New Year, we will be releasing our book in a new, audio format to make learning the principles of regenerative organizations easier for everyone!

We truly believe the principles in our book can help leaders to build a regenerative, successful culture.

"A Must-Read for leaders looking to regenerate their culture with the right purpose and principles that enable high growth, employee engagement and productivity."
-Beth Thomas, Author of Powered by Happy, Founder/CEO of Change4Growth, Partner ISG

08/27/2024

Our book "Influence on Purpose: 5 Principles for Leaders to Build Regenerative Cultures" is now available on Amazon and Barnes and Noble.
But who is this book for?

"
This book is for leaders who are asking questions like “What direction are we going? Am I thinking strategically? Am I just getting the job done or am I being innovative?” “How do I go from managing people's performance to developing other leaders?” The people who are going to benefit from this book are going to be those who are ready to learn, who don’t have what Nelson Nash called “Arrival Syndrome.” In other words, “I have arrived, there’s nothing more to learn.” For so many leaders, arrogance or pride is the number one reason for failure.

This book is for leaders who want to be better leaders, who want to find a voice, to have difficult conversations that are productive instead of hostile.

This book is for leaders who know that culture matters. Peter Drucker famously said, “Culture eats strategy for breakfast.” No matter how detailed, intricate, or brilliant your strategy and tactical plans are, they will not compensate for a declining or degenerative culture. Culture is a result of the values you live, it’s what you do, no matter what it says on your wall or letterhead. Regenerative culture is the result of being rooted in principles, of living your values and vision, of being focused on your mission. Leaders we’ve spoken with credit their positive outcomes to a great culture: it’s why employees enjoy coming to work, why one client boasts a below-average turnover rate for his industry, why another has excellent relationships with vendors and customers. Your culture will determine your results."

https://www.amazon.com/Influence-Purpose-Principles-Regenerative-Cultures/dp/B0D2MDY6SC/ref=sr_1_1?crid=2GNH0EAZEW2K9&dib=eyJ2IjoiMSJ9.dMOVf_5VdPG1sPuSmnXjMw.kWxcDaSqEM3YF5jVBrXG0SRsRHGitKXY7ufACeCQ82g&dib_tag=se&keywords=influence+on+purpose+john+baker&qid=1724772120&sprefix=influence+on+purpose%2Caps%2C193&sr=8-1

08/13/2024

Have you ever heard someone say: "I'm just being honest." or: "I just tell it how it is." Have you ever felt that there was something wrong with this, but just couldn't put your finger on why? Maybe this excerpt from our chapter on values will help clear that up:

Honesty: Humility vs. Pride

As a prime example, people often say they value honesty. Yet very different people will say they value honesty and they will get very disparate or dissimilar results. We have four children and I was assigned the role of teaching them to drive, especially when they were first learning how to operate a vehicle. This assignment was given to me by my wife. She told me I had to drive with our children until she knew it was safe to be in the car with them. Not getting the full understanding of her strategy, I asked “does this mean I’m the expendable one?” She quickly explained her perspective. She told me her concern was if the driver started to swerve, run a light or some other inherently dangerous maneuver, she would likely scream, grab the wheel and exacerbate the situation, with possibly deadly results. She went on to explain that I on the other hand would be more likely to calmly redirect or intervene in a way that would preserve the lives of all concerned. A good save right? Anyway, my ego was spared and I was blessed with what turned out to be one of my favorite opportunities. These turned out to be priceless one-on-one visits with each of my children.

One such visit was with my oldest daughter (Amanda). While we were driving Amanda asked me if I thought she was honest. This is one of those situations Rebekah alludes to throughout this book. In my annoying consultant way, I answered her question with a question. “What do you mean by honest?” I asked. She said something like: “You know, do you think I’m straight forward, I tell it like it is?” In persistent annoying dad mode, I asked “Do you think that makes you a good communicator?” (I know, I know, many of you are shouting “just answer her &$ #@ question you idiot!!!” Hang in there) She said “Yah, I think that makes me a good communicator. Nobody has to guess what I’m thinking.” I said “Well honey, you’d be about half right.”

I said “let’s say I go home and look in your room and find it’s not clean and I say: ‘Amanda your room is a pig stie, get it cleaned up. As a matter of fact, it’s not your room, it’s my room, I pay the bills.’ How would you feel, what would you do?” She said “first, I’d be really angry, that would be a disrespectful way to talk to me. Next, I’d think of all the times you didn’t pick up after yourself.” I said, “is your room a mess, should it be clean, do I own the house?” She said “yah but you shouldn’t talk to people that way.” To which I heartily agreed.

The moral of the story?... we went on to talk about the purpose of communication. You aren’t going to get your message across if your style of delivery damages the person’s willingness or ability to understand and receive the message. When Amanda felt disrespected, her focus was on protecting her dignity and defending herself… even if by attacking me. My intended message was totally lost as collateral damage. As explained in the previous chapter: Honesty with the character of pride will lead to miscommunication more often than effective communication. I have learned to define honesty as requiring both caring and courage.

Amanda has grown up to be one of the most compassionate and courageous people I know. Mostly that’s her nature. I like to think that nurture help support the positive outcome.

05/20/2024

Another excerpt from our book: how developing my character made me a better husband!

"The first time I bought a vehicle and thought, “Man, I have arrived,” was when I purchased a used F250 that didn’t have rust on it. It was the first vehicle I ever owned that wasn’t rusted. We had four children, and we finally bought a used truck that wasn’t rusted. I worked about an hour from home, so I drove the family van with better mileage than the truck, but all week long I was thinking “This week end, I’m going to work on the barn, I’m going to get the truck, I’m going to go to get some lumber and my son and I are
going to build stalls.” I had a vision, this was my Saturday, it was all planned.

Finally, Friday came. I had worked over 12 stressful hours that day and I was wiped out. I was driving the family van and I noticed that the tank was pretty low. And I thought, “Eh, there’s enough to get home and then enough to get to a gas station, so I’m just going on home.” But it was pretty close to empty.

Now anybody who grew up in my home will know that ‘Dad’ always said “Never let the tank get below a quarter. One, it’s hard on the vehicle; it will pull sediment up into the filters and into the carburetor or fuel injection. And two, it’s really thoughtless if someone else has to drive behind you and they have to fill the tank for you.” My Dad always said that and so I always taught that to my children. That Friday, I broke my own rule: I drove home on almost empty, and thought “even if I have to, I’ll run and get gas in it for
whoever drives next.” In other words, I rationalized.

Saturday morning came and my wife was up super early. She said,
“I’ve got to take Amanda to go do her ACT test.” We lived in a small town in Ohio, and she had to drive about 45 minutes to get to the testing site, so she had to leave at five in the morning. She took off and soon after I was getting ready to jump in the truck to get to work on all my planned projects, when she came driving back in the van. She said, “I need the keys to your truck.” And I said “You can’t have the keys to my truck. I’m going to use it.” And she said “John, you left the van on empty. The nearest gas station isn’t open yet. I
need the keys to the truck.” Well, I said “Fine.” And I gave her the keys to my truck and then she drove away in my truck on Saturday morning destroying my plans for the day.

I fussed to myself, not to anybody else, just myself. I was planning to use that truck, and I kept trying to make up some sort of story that would make it not my fault and make it her fault. I’m pretty imaginative so I probably came fairly close, but I had to admit early on, “You know, you idiot, you’re doing exactly what you teach other people not to do. One, you broke your own rule. Two, you’re trying to make up a story that makes it someone else’s fault and you’re purposely distorting your own reality.”

I felt terrible about that and by the time my wife got home I had dinner ready for her and the house was clean; I had to do some penance for my bad thoughts. The funny thing is, she never knew I had those thoughts. (Note to self: it’s always best to repent before the thought turns into a deed.) That is an example of what can happen if we allow ourselves, sometimes purposefully, to become stuck in our own reality. This is where pride will take us, whereas, when I was humble, I came closer to the truth of the situation,
which was simply that I had caused my own problem. What would my relationship with my wife have been like that evening if she had returned home and I had still been sullen and resentful, even if she had been responsible for the situation? But because I was able to turn from my pride and approach a situation with humility, not just once but many times throughout our marriage, (but mostly because my wife is a wonderful person) we have a strong and regenerative relationship today."

05/14/2024

Why Respect Matters:

Without respect and compassion, you cannot build the relationships necessary to create a regenerative culture.

I was working with one leader who was constantly expressing anger and frustration with those who reported to her. “They” were always lazy or ignorant. “They” didn’t get it and she was tired of them not doing what she wanted them to do. As soon as I noticed this pattern, I realized this wasn’t a problem of content, it was a problem of relationship. I told her if you can’t find the good in people, you are not qualified to lead them.

I’ve come to see this as a maxim I can trust. Given further thought, I also realized the ability to see good in people has more to do with your character than theirs. I have noticed for many years and taught my clients: disrespect will always cost you money. Though this is a hard-hitting fact, the cost in dollars is only a
small part of the cost when disrespect is expressed or felt. It is important to understand financial loss as a lagging indicator of disrespect. The earlier signs will be loss of alignment and engagement in the form of demoralization or resentment.

When people feel disrespected, the driving agenda in their mind
is to get back their dignity, usually at the cost of mission accomplishment. This leads to a culture of backbiting, complaining, silos, and even malicious or petty acts of sabotage, all of which take a toll on stakeholder relationships, productivity and inevitably, on profitability.

Recognizing and acting on the principle of love in our organizations and relationships is not only the right thing to do, it is the smart thing to do!

05/10/2024

We are so happy to share our story with you on May 21st! Here is a bit from one of the authors:

I joined the Marine Corps at 18 and served for 10 years, so much of my adult experience with leadership came from the Marines. While some of the practices aren’t applicable in the civilian world (good luck assigning your employees extra duties when they mess up) and some of the language certainly isn’t, the principles remain the same. They’re recognizable in good leaders everywhere, and the lack of principle is recognizable in poor leaders, no matter their title or rank.

At the end of boot camp, my senior drill instructor told my parents, “Usually boot camp is to break the recruits down and then build them up the right way, but we didn’t have to do that with Baker. Baker just got it from the beginning.” I wasn’t a super athlete, and my parents didn’t raise us with screaming and push-ups; I was an average marksman and my fitness score was only moderately high. What I “got” from the beginning, what I went to bootcamp with, was an understanding of hard work and of consequences; I understood what I could control and what I couldn’t. What I understood, in so many words, was the Law of the Harvest. I understood what I could influence and what I couldn’t, and if I couldn’t influence it, I knew I had to let it go. And despite the physical and mental hardships, boot camp is really very simple: do what you’re told.

There were similar moments throughout the Marine Corps where I recognized principles at work, even if I didn’t always realize it at the time. Looking back, it’s easier to point out the principles at play and the lack of them. There were leaders who, while I liked them personally and got along with them, didn’t do a good job of developing their Marines, who resorted to fear or anger as motivators instead of digging deeper. There were officers who gave vague directions and were then angry when they didn’t get the results they wanted. There were good people, good Marines, who were only average leaders because they didn’t know the principles.

The best leader I had the pleasure to work with was nothing like me: a middle-aged, divorced, crusty officer with a taste for whisky and Sweet-tarts. But he was the best example of a leader I can call to mind in the Marine Corps: he “got it.” He understood how to develop his Marines, how to rely on principle rather than emotion, even how to be compassionate (in a crusty, Marine sort of way), and how to hold Marines accountable even when it was unpopular or inconvenient.

Similarly, the principles apply outside of the work zone: that’s how we know they’re true. While interviewing individuals Dad has worked with over the years, I heard again and again how learning with Dad not only improved their business or careers, but their personal and family lives as well. That’s when I realized how worthwhile this work really is and how grateful I am to play a part in sharing it with others.

05/08/2024

Here's an excerpt from our book about the Principle of Creation:

The principle of Creation is essential to adding value. Creating intellectual or intangible solutions is just as necessary and valid as creating physical solutions or inventions. We create new solutions, come up with new ideas each day to solve even small problems, such as how to get home from work when our usual route is closed, entertaining a fussy baby, or even creating works of art in paintings, sculptures, or music. When we recognize the principle of Creation, we recognize that there is no end to innovation, to growth. We realize we don’t have to take from others to have more; someone else’s company doesn’t have to fail for ours to succeed. There are always more solutions and opportunities because humans are always creating them. Rather than just taking for ourselves, when we create, others benefit as well from a solution that wasn’t there before.

05/07/2024

We are excited to announce our book is now available for presale at Amazon and Barnes and Noble! The release date is May 21st.

"I highly recommend the book "Influence on Purpose: Five Principles for Leaders to Build Regenerative Culture" by John Baker and Rebekah Eyre.
Having John work with me over the years as an executive
coach and providing leadership training at our company, I can attest to the transformative impact these principles have on organizational culture.
John and Rebekah distill years of experience and research into these essential principles that empower leaders to drive positive change within their organizations. Grounded in real-world examples and authored by someone with a deep understanding of our company's journey, this book serves as a practical guide for leaders committed to creating lasting positive change. It is a must
-read for anyone aspiring to foster regenerative cultures and I will share this book across our team.
These principles are also applicable to our personal lives outside of the corporate environment and John and Rebekah use real life and often entertaining examples of when those principles were implemented successfully as well as the times when they were not.
Improve your own leadership skills and create a truly regenerative culture at your company by examining how you apply the 5 principles detailed in this book in your professional and personal lives."

Phillip Wenzell,
Vice President, Strategy and Corporate Development
Allied Mineral Products

https://www.amazon.com/Influence-Purpose-Principles-Regenerative-Cultures/dp/B0D2MDY6SC/ref=sr_1_1?crid=2095MHMR5K9N2&dib=eyJ2IjoiMSJ9.0fxmi-SqWIhWHpC2krdsMJbTW13fL1kBrqdHFo2TXE_NCmJmRC8vj_HJUAdLepk5A0QRMRm7ZFMO_rqgWRuWg9RHGdkZdi_Pm6DsqGuPzU8LBrloAVWNc-rY35DlJQvSiYNO-p49-rie0jjifbFXhKH56A9PiLoWbDsHhF0LTfXnwFMCnzPsNWAPukuPS60QzhqrdkJJ5Hs3P4Jx84I1mE7gM8XZKorOpTQqEBMXUEo.I8wW21BUIpwmpfyMz0hmnq-vj8HgM5PQR5TNMRw6Iwg&dib_tag=se&keywords=influence+on+purpose+john+baker&qid=1715107277&sprefix=influence+on+purp%2Caps%2C220&sr=8-1

04/02/2024

Other than me being in my natural element, what does ranching have to do with leadership and regenerative culture? Find out in our book. Coming Soon!!

03/29/2024

Jon Tabor, Chairman and CEO of Allied Minerals Inc. says:

John and Rebekah have captured the essence of having a successful enterprise for the long term. Constant investment in your principles and values should be a natural conclusion and habit of any leader. The environment must stay fertile and healthy to ensure success. Regenerative thinking defines the platform for sustainable growth.

03/25/2024

About the author:
John Baker

John is the Founder and Managing Partner of Influence On Purpose. He is a member of the Human Capital Institute and is a certified Master Human Capital Strategist.

Prior to Influence On Purpose, John served as the COO for Robinson Investments as well as Chief Human Capital Officer and Director of Leadership Development and Executive Coaching at Sequent.

"If you can't find the good in people, you are not qualified to lead them... if you can't do the first, you won't be able to do the second."

Address

39240 STATE Route 56
Nelsonville, OH
45764

Website

http://influenceonpurpose.com/

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