If you can shape your business life or your working life, you can just look at it as another extension - you just fulfill all your values as a human being in the work place. If you are an activist, you bring the activism of your life into your business, or if you love creative art, you can bring that in.
Interpretation
Integrating personal values into work can enhance fulfillment.
Anita Roddick emphasizes the importance of aligning one's personal values and passions with their professional life. By infusing activism, creativity, or any other personal commitment into the workplace, individuals can create a more meaningful and authentic work experience that reflects their true selves.
In practice
During a team-building retreat, to motivate employees to contribute their personal passions at work.
I am still looking for the modern equivalent of those Quakers who ran successful businesses and made money because they offered honest products and treated their people decently . . . This business creed, sadly, seems long forgotten.
I started The Body Shop in 1976 simply to create a livelihood for myself and my two daughters, while my husband, Gordon, was trekking across the Americas. I had no training or experience and my only business acumen was Gordon's advice to take sales of £300 a week. Nobody talks of entrepreneurship as survival, but that's exactly what it is and what nurtures creative thinking.
If you think you're too small to have an impact, try going to bed with a mosquito.
But if you can create an honorable livelihood, where you take your skills and use them and you earn a living from it, it gives you a sense of freedom and allows you to balance your life the way you want.
Quite apart from anything else, my experience is trying to change things for the better makes you feel better, healthier. Humans are communicative animals: when you do good in a community, the benefits eventually get back to you.
First, you have to have fun. Second, you have to put love where your labour is. Third, you have to go in the opposite direction to everyone else.
Our model is to develop each business separately with its own shareholder and management - this way we can concentrate on the job in hand, rather than be part of some enormous and faceless conglomerate.
It is more important to do what is strategically right than what is immediately profitable.
The market and the consumer and idea trump the system.
Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity and correspondingly stronger returns on invested capital.
If you're competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering.
Goodwill is the only asset that competition cannot undersell or destroy.
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