Profitable, pays a living wage which includes the ability to afford health care for their workers and their workers' families, offers opportunities to grow for their employees and a great experience for their customers, clearly integrity and engagement are the mark of their management philosophy.

Businesses, like individuals, need to consider what's important to them and incorporate that into everyday business practices. I know...I can hear the grumblings of those how think that businesses/corporations have no soul and are only concerned about their profit margin; however, its been proven that businesses that have good social responsibility practices implemented have increased public perception, which creates a greater than average share-of-the-discussion amongst consumers and increases sales/revenue. You can't be everything to everyone so just focus on what's important to find the congruity between your business, you and your employees and your customers.

For your new profile setup on fastcompany.com, allow a new member to "sweep" or "scrape" all similar information from other similar sites that ask for the same basic info (start with LinkedIn). This would allow new sign-ups much faster, as you've made the process easier & less redundant for people. In other words, even if yours IS the latest, the coolest, etc., who wants to spand time keying in information that already resides elsewhere? Some may not bother.

If this is easy, please do it fast!

Thanks!

It's ability to evolve and contribute to life abundantly. Its intention and focus on helping its stakeholders identify their potential and work with possibilities without fear and toward love is true succcess.

These days a successful company is defined by what it does not do.

One that is truly committed to its people, its customers, the communities in which they operate, and for being stewards of the globe neighborhood. In addition, a successful company is one that operates with integrity and the highest degree of uncompromising ethical behavior.

If companies were simply more corporately responsible, they would be more socially responsible by default.

A Successful Company takes care of business, takes care of people (internal and external) and forges forward with sustainable plans.

Community and world development through charitable causes...A Fast cause

I believe that social responsibility begins ‘at home’ first. Here I refer to taking responsibility for the impact of the corporate culture on the self-esteem and spirit of employees before taking responsibility for the impact of the organization on customers, suppliers, shareholders, communities and other stakeholders, as well as the environment.

This having been said, in today’s era of social responsibility, I would define a successful company as one in which leadership develop the social responsibility skills to build a culture that develops a ‘switched-on,’ confident and spirited workforce. Why? Because it makes huge moral and business sense – what I call ‘spirited economics.’ Athletics provide a helpful illustration of the way in which I use the word ‘spirit’ or ‘spirited.’ When we apply the word ‘spirit’ to a team (or an individual) we are saying that they demonstrate capabilities such as clarity of purpose, have a vision, are driven by courage and determination, pull in one direction, believe in themselves and others, strive for greatness, are quick-witted, have a sense of humor and show humility.

Leaders who consider it their social responsibility to honor the spirit of employees, create an environment where from boardroom to backroom everyone is switched-on to their personal skills and talents, true self-confidence, determination, vision and each other. Based on my book, Who’s in the Driver’s Seat: Using Spirit to Lead successfully,, this means that socially responsible leaders consider it a leadership imperative to take ego out of the equation. They understand that leadership ego is a huge organizational liability that causes employees to switch off and become alienated from their self-esteem, energy and talent; as well as from each other. As I say in the book, "No matter how educated and experienced we are, as leaders, if our ego is in the driver’s seat, we are switching others off and we have given up the right to expect superior results from those we lead.”

Spirited employees accept the organization’s goals as their own. They feel free to challenge themselves, each other, their perceptions, assumptions, behaviors, and intentions. In meetings, their dialogue is fast and furious, honest and confronting. The energy is high, even frenetic. This kind of spirited debate enables them to see problems and solutions in new ways; and make profitable decisions. The courageous, authentic interaction between them releases the potential for quantum leaps of thought and creative input.

Spirited employees are healthy employees. They feel energized because they are recognized, valued, engaged in meaningful and purposeful work, and know that the their contribution is making a measurable difference. This translates into mental, emotional and physical wellbeing. This sense of wellbeing gives them the energy to be driven by a mutual vision and purpose and unflinching in their determination to deliver extraordinary results,
When ego is in the driver’s seat we are narrow-minded, mentally challenged and defensive because we are ‘sweating the ego stuff’. The ego self fears change, hates having its assumptions and perspectives challenged and spends huge amounts of energy justifying, intellectualizing and rationalizing its position and planning how to maintain the status quo.
So what’s the problem? The problem is that many organizations are not socially responsible in the sense of recruiting, promoting and developing spirited leaders that are humbled by the awesome responsibility of ‘spirited economics.’