The Evolution of Work-Life Balance: The Emergence of the Minimalist Migrant

The Evolution of Work-Life Balance: The Emergence of the Minimalist Migrant

Over the years, I’ve often explored the concept of the 25-hour workweek. This radical departure from conventional work schedules is not just a distant dream, but a reality for many, largely due to advancements in productivity and digital nomadism. This journey from a grueling 60-hour workweek to a more balanced 25-hour one required specific tools, techniques, and a significant mindset shift. Two vital catalysts for this transition were location independence and minimalism. These principles have transformed my work-life dynamics and also shaped a new class of digital workers – The Minimalist Migrants.

Today, we’ll examine how these principles intersect to form a new paradigm that advocates for work-life harmony. We’ll delve into the burgeoning movement of digital minimalism, illuminating the path to a more balanced and fulfilling life. We will uncover the strategies, insights, and philosophies of the Minimalist Migrant, and explore how this unique approach can also benefit you.

Defining the New Digital Nomad – The Minimalist Migrant

An evolving breed of workers is emerging amid the modern technological revolution – the Minimalist Migrants. These digital nomads adopt minimalism to create a lifestyle that harmoniously blends work, travel, and life. They leverage technology, location independence, and minimalist living to reduce their work hours and enhance the quality of their lives. They’ve transcended the traditional definitions of work-life balance, opting instead for a new work-life harmony.

Why Minimalism?

Minimalism plays an instrumental role in this paradigm shift. In a world obsessed with consumption, minimalism offers a respite. It teaches us to prioritize experiences over material possessions, leading to a significant reduction in financial stress and fostering an inimitable sense of freedom and lightness.

How Does Minimalism Support the 25-Hour Work Week?

By simplifying life and reducing material needs, minimalism enables us to lessen our financial burdens and subsequently work less. When combined with the opportunities digital work and location independence present, the 25-hour workweek becomes an achievable goal rather than an elusive dream.

Adopting minimalism may sound challenging, but here are five practical areas to begin with:

  1. Housing: Do you genuinely need a large house or an apartment in an expensive city? Consider downsizing or moving to a more affordable location.
  2. Transportation: Reevaluate whether owning a car is necessary, especially if you live in a city with good public transportation or frequently change locations.
  3. Clothing: Keep only the clothing items you really need and use. You might be surprised at how few items you regularly wear.
  4. Technology: Streamline your devices. If your phone, tablet, and laptop all serve the same purpose, consider consolidating.
  5. Personal Items: From jewelry to books to knickknacks, discard things that don’t serve a purpose or bring joy. Pare down to the essentials.

Focusing on these areas can help you make significant strides towards adopting a minimalist lifestyle.

The Impact on Mental Health and Productivity

The Minimalist Migrants aren’t solely about reducing work hours or living with less. Their lifestyle has a substantial positive impact on mental health. By working fewer hours, they can maintain a balanced lifestyle, which includes regular exercise, proper rest, and time for hobbies and relationships. This not only enhances their quality of life but also boosts productivity during their work hours.

Survival or Evolved Living?

The advent of COVID-19 led to a reshaping of businesses, business models, client acquisition strategies, and most importantly, a reevaluation of our needs. My discovery that the money I had saved for a few months in Australia could sustain me for years in parts of Europe led me to question how minimalism and location independence intersect.

Minimalist Philosophy Meets Nomadic Life

Minimalism is about living with less and embracing simplicity. It involves reducing possessions, generally to the essentials, thus eliminating distractions and creating more space to focus on experiences without the need for material goods. This realization made me reflect on the true value of things and how our expenses can often trap us in jobs we may not even enjoy.

Location Independence as an Enabler

Location independence and minimalism have emerged as powerful tools that can afford the cushion of time needed to self-reflect and figure out life’s wants. They allow for creating a buffer to invest time in forging your own path instead of being confined by a fixed structure.

Turning Crisis into Opportunity

Let’s consider an example: I coached an individual from Denmark who dreamt of launching his health and wellness consulting business. He realized that his savings could help him establish his business in a country with a lower cost of living, such as Romania. This strategic shift extended his financial runway to 15 months, giving him the confidence and security to build his business without the constant threat of exhausting his funds.

Minimalism – A Tool, Not a Rule

Minimalism doesn’t necessarily mean discarding all possessions and living with the bare minimum. It’s not a prescriptive set of rules; rather, it’s a mindset that encourages conscious consumption. It’s about reassessing what truly matters to you. Now a successful international coach, this individual enjoys a fulfilling and enriched life, traveling with intention and purpose.

In Conclusion

The Minimalist Migrants represent a growing movement of individuals leveraging digital technologies, minimalism, and location independence to redefine work-life balance and embrace work-life harmony. They illustrate how it’s possible to work less, live more, and still be successful and productive in the modern world. Their lifestyle invites us to question traditional norms and explore


Did you enjoy reading the article? If yes, feel free to follow me for more. Most of my content is published on LinkedIn, follow me there for more. My book: The Great Shift, available on all Amazon stores, explores these concepts in more detail. If you have trouble purchasing it, don’t hesitate to reach out.

At the core, I help leaders, founders, and solopreneurs on their path to high performance while achieving work-life harmony. I do so through one-on-one coaching and mentoring, training courses, and speaking engagements.

If you’re interested in learning more, please reach out. I’d love to help.

The Future of Digital Nomadism Unplugged: Charting New Courses Through Uncharted Waters

The Future of Digital Nomadism Unplugged: Charting New Courses Through Uncharted Waters

As the digital nomad wave swells, we find ourselves caught up in a fascinating conundrum. How do we dissect and define the modern digital nomad?

New Kids on the Block – Meet the Digital Nomad Tourist

Now, people toss around the term ‘Digital Nomad’ like confetti at a parade. But here’s the kicker – we’re looking at an immensely diverse tribe. The academic panel at the Nomad Fest in Bansko, got me thinking. Several definitions of the term Digital Nomad were presented and discussed. That offered a striking revelation, while most people would define me as a Digital Nomad, even I was struggling to define me as such depending on the definition offered.

I have noticed that as the movement is growing the differences between the “tribes of nomads” are also becoming bigger.

Here is a new one emerging. Meet the ‘Digital Nomad Tourist,’ the 9-to-5er who doesn’t cut ties with a fixed location but flirts with the nomad lifestyle at festivals and retreats. Are they truly digital nomads? Or just curious cats looking for a taste of adventure?

Bye-Bye Tourist Hubs, Hello Uncharted Territories

COVID-19, the unexpected game-changer, forced digital nomads to adapt to survive. There was a need to stay in places that “felt safer”. A lot of tourist destinations that suffered from the lockdown and travel restrictions, suddenly became an option as they reduced the prices and looked at nomads as a solution to their challenges. These usually crowded places, become viable options to form a home base. A year after, as these restrictions have been sustainably lifted in most geographies and these tourist hubs are going back to their routes, will they turn their back to Nomads? And will Nomads turn their back on them?

Here’s the surprising twist – the movement is going back to their routes. Nomads are back to their routes, hunting for less crowded, lesser-known rural areas, undiscovered places, and new nomadic sanctuaries. And I’m not talking about beach huts and jungle hideouts – think of Morocco, South Italy, South Albania, Bulgaria… In short, areas where tourism is sparse, and the living, is authentic.

Legal Channels & Digital Nomads: A Match Made in Heaven?

Professionalism and legislation are finally finding their place in the digital nomad’s world. Countries are recognizing this nomadic workforce, offering dedicated visas, and greasing the wheels of the bureaucratic machine. As much as nomads love freedom, nobody enjoys wading through a legal quagmire. Contrary to popular beliefs, not many like the grey area. A defined legal framework? Bring it on!

Not only, legal though. We are seeing the movement becoming more professional overall, hence more and more professional service providers are entering the market. What will that mean for the movement? Well, for starters, more solutions and more competition. Not a bad thing per se. As a consequence, however, a lot of early providers will have to step up their game to stay relevant. A clear example is conference and retreat organizers. As there are more and more of them, it’s no longer acceptable to deliver average events… Is our “world” ready for a shake-up?

From Moving Places to Building Spaces

The digital nomad life isn’t just about flitting from place to place anymore. It’s about shifting gears – we’re now moving between communities.

Anyone that has experienced the nomadic lifestyle knows, it can take some time to “adjust and arrive” at a new destination. A couple of years ago I coined the term, “Frequent Living Places”. That’s where the sweet spot is – locations that feel like home, where one doesn’t need time to adjust. We’re slowing down, not because we’re tired, but because we’re smart. We’re choosing to spend more time in fewer places, embedding ourselves in local communities, and living, not just passing through. That means bye-bye to 12 places in a year and welcome to two, or three frequent living places combined with two, or three new places a year.

What are your frequent living places?

Riding Solo? Nah, Let’s Tribe Up!

One of the quotes that my peer Goncalo is best known for is: Nomads travel between communities. Well, Nomads are seeking a sense of belonging, of being part of a tribe. We are seeing the rise of a new era.

Ever experienced loneliness as a nomad? Working alone can be tough. It’s easy to feel isolated, to get lost in loneliness. The answer? Traveling in tribes. From nomad tribes to businesses offering group travel experiences, we’re looking for connections, for shared experiences. Sounds primitive? Maybe. But it’s in our nature and what makes us human.

I am calling it first: Digital Nomad communities will travel between Digital Nomad communities.

Stripping the Glamour: Beyond the Instagram Filters

In a world obsessed with highlight reels, the digital nomad life is often mistaken for a perpetual vacation. Here’s a reality check – it’s far from it. The grind is real, and the hustle is relentless. It’s not just about managing the endless work; it’s also about staying mentally agile and fighting the FOMO. It’s time we bust the biggest myth about digital nomadism. Here’s the unvarnished truth – many of us are on the brink of burnout. Behind the envy-inducing Instagram posts are countless hours of work, sleepless nights, and an unrelenting hustle. Striking the right balance is more crucial than ever – it’s not all rainbows and unicorns, folks.

A new dawn

In short, the future of digital nomadism is as intriguing as it is challenging. As we adapt and evolve, we’re not just changing where we work, but how we live, grow, and connect. Welcome to the brave new world of digital nomadism!


Did you enjoy reading the article? If yes, feel free to follow me for more. Most of my content is published on LinkedIn, follow me there for more. I have also recently published my book: The Great Shift. It’s available on all Amazon stores, as an ebook or paperback copy. If you are still struggling to purchase it, reach out. I’ll be happy to assist.

At a core, I help leaders, founders, and solopreneurs on their path to a high-performance whilst achieving work-life harmony. We do so through one on one coaching and mentoring, training courses, and speaking engagements.

If you wish to learn more about it, feel free to reach out. I’d love to help.

6 Areas to Consider to Hire Top Talent

6 Areas to Consider to Hire Top Talent

*This article was originally published on

Why Should I Work for You? 6 Areas to Consider to Hire Top Talent

Even in the current crisis, the War for Talent continues.

The workforce is increasingly demanding and not willing to settle in just any organization.

There has been a paradigm shift, so I invite you to answer this question with me: why are many organizations having trouble recruiting?

Whilst in the past, employees were willing to compromise on work-life balance, accepting long commutes, constant relocations, and spending long days at the office overworking, which no longer holds.

Previously known as the malcontent and unstable, the trailblazers of Generation X, the followers of Gen Y, and now the even more innovative Gen Z have increasingly disrupted the way we work.

Our generation of workers is not moved by economic growth, climbing up the career ladder, or even the threat of job loss.

Particularly after the COVID pandemic, people started questioning themselves about the real meaning of work and what truly fulfills them at the workplace. And the answers to these questions are the key to attracting and retaining talented workers in your organization today:

  • Competitive and fair salary
  • Company history and employee engagement
  • Company values
  • Job location
  • Working hours
  • Benefits

So when a potential employee asks you why they should choose your organization, these are some of the aspects that might kindle a spark in their eyes.

Competitive and fair salary

Most employers put great emphasis on this one aspect: pay.

While salaries are still important, they have become just a qualifier.

When you reach your average salary, any dollar above that is less important, and the higher it goes, the less it impacts the talents’ decision. At the end of the day, it’s not about paying top dollars here but about offering a fair salary that complements other company elements and benefits.

And what is a fair salary? It’s a competitive salary for the market.

If you picture a job seeker having to choose between two companies with similar positions in the market, culture, and benefits, this person will choose the higher-paying bid. Or even someone currently employed that receives a better offer to change jobs. The chances of losing talent increase when the pay is not up to market trends.

Now, let’s imagine the higher-paying company has a less attractive company culture and benefits than the company offering a lower pay. If it, for example, offers the job seeker less flexibility, autonomy, and opportunities for growth, the job seeker is much more likely to choose culture over money. Especially in current times where talent is actively job-hunting for human-centric organizations.

When attracting talent, it is also essential to value your existing workforce. It’s an honest practice to ensure that new hires do not outearn existing talent with a similar job type, skill level, and years of experience. This could disrupt the culture and lead to lower motivation and engagement. If the employee’s performance then proves adequate, rises are rightfully justified.

Fair and equal remuneration is a crucial part of company ethics.

Company history and employee engagement

So, what else are people valuing the most these days?

I’d have to include here company history.

Why? It speaks to the job’s stability and the company’s stability, especially in economic crisis circumstances like the one we are now experiencing.

The workforce’s mindset seems to have been changing after the pandemic, with an increasing number of independent and traditional workers stating that independent work is more secure than traditional employment.

This makes it even more relevant to promote and prove to the employees that they will be able to stay in the organization for a long time or as long as they wish. You want to indicate that you’re a stable company, that you’re growing, innovating, and have a competitive market share that guarantees the sustainability of the business. Low employee turnover is something that you’d like to aim for.

And whereas the need and demand for stability vary according to the seniority and the lifestyle of the employee, job security always attracts more committed and engaged employees.

Company values

Culture is becoming more and more important for the workforce. People have become much more selective.

The more recent generation of workers are more attracted to companies that align with their values and are less likely to take a job that doesn’t resonate with their purpose, regardless of the position offered or package. This is effectively a big shift; whilst salary is important, there is a larger portion of the workforce that is no longer ready to compromise on these aspects. 

A one-size-fits-all type of organization has double the trouble in motivating and engaging everyone, and those who are wishy-washy about their mission, vision, and values soon lose the commitment of their people.

And just like when you establish the persona for your product or service, it’s become relevant to establish personas for your organization. What is its character? How are its relationships? How does it respond and contribute to the outside world?

This helps determine the work environment, as well as the type of people you want to work with. The key word here is synchrony, another aspect of a human-centric organization where the whole organizational system and culture resembles that of a community.

From then on, building up the values that influence the work environment and determining how you interact with all stakeholders is an easier task.

Overall, questions about culture have always been asked during the interview processes, but what the workers are craving now is to see how that translates into practice.

As a result, professionals are no longer asking questions like: “What are your Values?”  but rather: “You mentioned Trust is a key value. Can you share with me an example of how that translates into practice?”. Employees are tired of seeing nice company culture brochures and posters on the walls, they are hunting for “the real thing”!

Job location

Whereas in the past major cities were the optimal office location option, nowadays, it varies according to employee lifestyle and preferences.

And this is where you need to know your target market.

If you’re recruiting or retaining people that are in the life stage of having a family, the best job location for them is more likely to be a safe environment with less population density, good access to good education, and all sorts of infrastructures that support the growing family.

If you’re looking at attracting a younger crowd or a more social crowd, the demand here is more likely to be for good access to all sorts of amenities such as workout facilities, sports activities, eateries, nightlife, and adequate housing options.

If you’re trying to attract more impact-oriented people, it’s important to select a place with clean air and plenty of options to engage with nature and make a positive change in the community they are a part of.

Additionally, over the last years, people have been getting more and more used to working from home, and research indicates that 9 out of 10 employees want flexibility in where and when they work and that 54% of employees are likely to quit if they aren’t offered the flexibility they want. This means fully office-based work only gives you access to less than half of the talent pool. A larger number of organizations now offer hybrid work options to allow their employees to have some flexibility and, at the same time, have regular check-ins in the office and with their teams.

The Work From Anywhere (WFA) job policy is also on the rise. People in their early and mid-twenties, career changers, and independent workers are very open to traveling (digital nomadism) and even living in different countries. This means they are looking for flexible work models. The organizations that adopt such policies often organize company retreats and virtual events to create team bonding and collaboration, help build trust and improve communication.

Working hours

Working hours equals more or less flexibility for employees: will they be able to work and structure their days or follow a strict schedule? Do they have to work on weekends and not do activities with their families? Do they have to work long days?

One big trend to be aware of here is that more and more companies are experimenting with shorter work hours: from 40h/week to 35-30/hours a week and even 4-day workweeks. And these are the ones that are still tracking hours. Some organizations are going completely away from the concept of hours overall. Instead, they focus on the output rather than on the number of hours working.

This aspect is particularly important when it comes to work-life integration. The more flexibility you give your people to set their own work schedules, the more attractive the organization becomes. And while this can’t usually be done in every industry and trade, there’s always room for innovation and improvement of your people’s work-life balance.


What are some of the benefits we’re talking about? The more standard and common benefits offered by organizations are health insurance, sick and medical leave, paid time off or holidays, career planning and progression, and educational assistance and training.

But nowadays, with the workforce increasingly valuing work-life balance and integration, progressive and human-centric organizations have started offering a new set of benefits to attract and retain their talent.

The rising trends include:

  • unlimited holidays
  • work-from-home days (hybrid work models)
  • work-from-anywhere days (fully remote or office-based companies that allow for up to three months of traveling and working from abroad)
  • flexible working hours
  • asynchronous work
  • company retreats
  • mental health days and assistance
  • wellness perks
  • volunteer time off
  • no overtime

The more the organization shows that it truly cares about the happiness and well-being of its employees, the more creative and comprehensive the benefits, and the more likely it is to increase its competitive advantage.

No, you don’t have to master all the aspects mentioned in the article to be in the market; there are plenty of average workers looking for jobs every day and considering modest bonuses and perks.

If you’re not able to offer a certain perk like, let’s say, working from home or flexibility then you should be able to compensate your people in another way. Maybe you need to offer a salary structure even higher than the market rate and team retreats and training to compensate for that. And if you don’t have the financial capability to do so, consider other benefits, be inventive, and ask your workforce what they want and, more importantly, what they need – in other words, what motivates them to get up in the morning and work for you.

However, to hold and attract top performers to your company, you should step up. At the end of the day, this is like a point system: organizations that tick off the most items from these lists increase their chances of getting and retaining the best talent out there.

Keeping up to date with current trends means you become less vulnerable and more competitive. HR work here is essential: to track your numbers (such as employee churn and lifetime, number of applications received for a position), assess your employee satisfaction rates, and understand where you can still improve.

As mentioned in the B4P – On People article, the whole employee experience, from recruitment to career progression and exit interviews, should be seamless. And just like in a Tetris game, you need to piece together the employee package in a way that fits both you and the workforce.

The live-for-work mindset is dying, and the work-to-live mentality is on the rise. Work-life balance and integration are a must.

Working for profit-oriented companies does not motivate people. A strong purpose and mission are needed to help engage the workforce. 

Organizations are groups of people that intentionally assemble to serve a purpose that is achieved through a set of planned objectives.

B4P: Putting people first in your organization

B4P: Putting people first in your organization

*This article was originally published on


Be a human-centric organization

Let’s start with the following assumption: Organizations are made of people, period!
Not just processes, products, or services, but People. Nope, it’s not a spelling mistake People with a capital P. 

B4P stands for Purpose, People, Planet, and Profit. We started with the first B4P – Purpose article; it’s time to rethink what business stands for! 

Yet, most companies already claim to put the Human at the center. The business world is full of nice brochures, posters on the wall, CEOs, and boards of directors proclaiming how their businesses are soo human-centric. If that is the case, though, why are we seeing unprecedented rates of people quitting their jobs? In fact, one in five workers around the globe is still planning to resign in 2022 (PwC, “Global Workforce Hopes and Fears Survey 2022”).

Why are all the metrics rapidly falling? I am talking about metrics like job satisfaction, employee engagement, time in the company, etc. Additionally, do you think if we were to ask the employees of these companies if their organization is indeed human-centric we would get the same answers as the CEOs and board of directors? 

Some would say that the essence of this approach is quite easy to explain. Professor Denis Dauchy, from EDHEC Business School in Paris, would probably ask: “What about the execution?” Putting people at the center of everything you do in your business could indeed be harder to execute.


The power of a People First Culture

How do we guarantee that we prioritize our people and ensure we have their best interests at heart? And why should we do it in the first place?

Now, while it can seem to be counterintuitive, the reasoning behind it is that when you put the people first, they will put you first, too.

The more you give back to people, the more people will actually be inclined to give back to you. Even at the more basic level, you might have seen that.

I remember when I first read Delivering Happiness by Tony Hsiseh, how amazed I was by how a single ‘random act of kindness’ would lead to a snowball effect. I like to think that the same applies here too.

Let me showcase it with a simple example. I remember a case of an employee of mine a few years back when we were still in the company’s early days.

She was hired as a ‘jackie of all trades’ and tasked to review our website and explore ways to improve it. At the time, she was working at an hourly rate. This meant that the more hours she did, the more work she had and the more income she would receive. This employee put her hand up and said, “I appreciate that you are trying to look after me by giving me more work, but I’m actually not the best suited for this task. I think someone else would be more suitable to perform it and would most likely cost less than me because they will be twice as effective.”

Nothing I didn’t know already, but she was right; my intention was to keep her engaged and, indeed give her more work. Hers was to give back to me by appreciating my effort and being honest about it.

This is a very simple example of where these giving exchanges can happen. (Side note: she is still working with us today, and her role has developed in a completely different way, one that is close to what she loves doing. That someone else is also still working with us).

There are surely exceptions; if you are familiar with the work of Adam Grant, you will recall his “Are you a giver or a taker?” Ted Talk, where he classifies people into givers, takers, and matchers.

If your business is full of takers, this could be problematic. It might be a bit more work, but with a bit of work, you will have created a company where everyone is working towards making your business sustainable and profitable by engaging all the humans, leaders, clients, and partners. All working in unison, coming up with innovative ideas.


Design a holistic employee experience (EX)

It is important to be completely holistic in your employee experience, from recruitment to career growth and even off-boarding.

Leaders often ask organizational change experts to improve their leadership model, culture, or recruitment. The truth is that these aspects don’t work in isolation. It is, of course, possible to improve these areas and processes, but the overall employee experience is 360º, and all these pieces need to come together at some point. The earlier, the better it is for the overall employee experience. Unfortunately, very often, I see these different elements not only not being aligned but also working against each other. Sometimes for one division to succeed and hit its targets, it comes at a cost for other divisions. 

Some companies already plan an onboarding flow to guarantee that their new employees adjust to the company culture and design a career plan with plenty of learning and development in the organization. 

But if we want to be truly holistic, we need to shift the needle on both ends. In the recruitment process, we need to create a robust process that allows us to find people that are a great fit for our desired culture and counter the need to quickly fill roles with the long-term goal of finding the right person. I don’t think it’s a coincidence that companies with low turnover rates, especially during probation, usually take longer to fill the positions. 


Why does employee off-boarding matter?

On the other end, is it possible that we need to shift our mindset a little bit when it comes to off-boarding? Or at least challenge it?

Allow me to elaborate. We sometimes relate to staff as assets of the company. It might be time to ‘retire’ that word altogether. Whilst I agree with the essence of it, I no longer like it for the connotation that it brings with it: the concept of ownership of assets and even the fact that assets usually depreciate or have a usage/lifespan after which it is fully depreciated. 

I much rather like to think of employees as partners for a particular time span. I don’t promise them employment forever, and they don’t belong to me. I am aware that they may decide to pursue other opportunities at some point. In fact, I think we should accept that and factor it into our employee experience from the beginning. Some progressive companies already do that, we learned a great deal by understanding how companies like Morningstar or Netflix do off-board differently. 

Rarely I see companies doing off-boarding well. I think it’s a shame as it makes good business sense. Here are just a couple of reasons why: 

  • Last chance to understand where things went wrong
  • Opportunity to improve or make the role more attractive for the next starter
  • Understand how to find the next person or simple how to ‘pitch’ the position better in a crowded marketplace
  • Opportunity to keep the employee engaged for future opportunities
  • Engage the employee for a future reference or even for referrals for his position


All these aspects are areas that can contribute greatly to savings in the recruitment process as well as in operational costs.

Lastly, the world is watching. Have you ever seen a celebrity break up? Or even a breakup in your close circle? Well, everyone is judging or at least has an opinion.

Support your people each step of the way, as all these different phases should work in unison. If you fail at one of them, it may, in fact, disrupt your relationship with the other members of the organization.

If you ask me, the best way forward is to choose a holistic approach to humans in organizations by joining forces across different departments such as Recruitment, People and Culture, Compensation & Benefits, and Human Resources Information, which many times work separately and as different units.



This article is part of a series on the B4P Framework.

Forward-thinking organizations are orienting their actions not only to their consumers (B2C), other businesses (B2B), or profit but also towards people, purpose, and the planet.

In this series, you will learn a bit more about the importance of directing your organization’s actions towards these 4Ps – purpose, people, planet, and profit – and gain some insight into how it can be done.


Have you enjoyed reading this piece?

Then feel free to share it with your network and anyone who can benefit from its content.

B4P – Business for Purpose, People, Planet, and Profit

B4P – Business for Purpose, People, Planet, and Profit

*This article was originally published on


Purpose in business is no longer just an option.

More and more we’re seeing businesses transitioning to becoming full purpose-led organizations. I was recently discussing with one of my colleagues the importance of this shift and how the workforce nowadays chooses to apply to organizations that are aligned with purposes that they relate to and are motivated to achieve.

As we discussed this, an idea came to mind: organizations nowadays are not only being asked to orient their actions towards their consumers (B2C), other businesses (B2B), or profit. There is an increasing need to guide their actions towards people, purpose, and the planet.

That’s when we came up with the basis of our B4P framework: Business For Purpose, People, Planet, and Profit.

While in the past, the purpose was a good addition, almost a nice to have, these days it has become a must-have.

According to Mckinsey, individuals can find purpose in three different ways: outside of work (with family, volunteer activities, etc), from work (through work activities that energize and ignites them), and from the organization (company purpose and culture).

When it comes to recruitment, organizations that are driven by purpose also seem to be outperforming the market (Deloitte Insights, “2020 Global Marketing Trends”). More and more, talented people want to work for a cause. When you work because you are motivated by your organization’s mission and not because of the financial benefit, that’s when the engagement, the entrepreneurial mindset, the high performance, and giving that extra 10% come to play. So, people who live their purpose at work outperform those who do not.


I dare say that nowadays, people are increasingly seeking to feel complete in all three of those spheres. Or at least I know it holds true for me and for the people I interact with on a daily basis.

The way you can support your people in finding purpose outside of work is by making sure you allow them to have a good work-life balance and even work-life integration. When people look after themselves and their physical and mental health, this is ultimately reflected in their work.

When the employment arrangement is fair and suitable to the employee’s needs and the organization’s culture is healthy, the other factor that needs to be addressed is the employee’s motivation for devoting time to support the business growth.

When leaders are not aware of this, they struggle with employee engagement and productivity.

And how can a leader find what motivates every one of its people to find purpose at work?

  • Start by analyzing individual objectives;
  • Find out how each person can help the business improve and expand;
  • Define and assign personal performance metrics;
  • Share personal and business goals with the team and select an accountability buddy to ensure these goals are achieved.

If in the first stage the individual objectives do not align with the organization’s mission and values, the leader should always support the employee in the transition to finding a role within the organization that is more aligned with what they want to do. Like in any other business relationship, the end goal is to ensure that the stakeholder is satisfied.

As for the organization’s purpose and culture, don’t suppose that the fact that your workforce doesn’t directly talk about the matter of purpose with you means that they believe it is good enough, or that they agree with it. Take the initiative to engage in discussions and understand where everyone stands.

Luckily, there has been an increasing rise in purpose-led companies. With social networks and all types of media outlets, people now can more easily learn about how companies operate internally and how they impact the external environment.

As businesses become aware of this, many brands start to support causes and address social problems that are somehow aligned with their own mission and values. Equally, it has also become easier to see through the superficiality of some initiatives. It’s become quite easy to gauge whether the companies are actually living the purpose or if it is just a marketing gimmick.

While in the past, these actions would be taken by NGOs or a very small number of organizations, nowadays, becoming a purpose-led business is the path to follow.

I myself got inspired to work for a purpose when I was living in Australia and heard about the work done by many social entrepreneurs like Lauren Shuttleworth, Nicholas Marchesi, and brands like the Thank You or Who Gives a Crap – everything they do is entirely connected to a cause. And it goes beyond a slogan or a campaign. There is no purpose-washing going on there as we see happening with some brands in the market. Thank You is owned by a charitable trust that then distributes its funds to impactful change-makers that support vulnerable communities to fight inequity, scarcity, and poverty. And Who Gives a Crap donates 50% of their profits to help build toilets and improve sanitation in the developing world.

Companies not only have to say they’re supporting a cause, but they also have to demonstrate that they’re actually doing something and exactly what they’re doing by being more transparent in how they do business.

As for us at the Great Shift, every service or sale we make is connected to giving. Every month, we rotate between our employees in choosing the causes (aligned to our overall purpose) we support through B1G1. It always impresses us how, with the work we do every month, we can create a big impact such as bringing water to remote communities in Africa or even giving a child access to education for a whole year. These are some of the things that keep us motivated to do better and achieve more to support and help more and more causes.

We preferably support causes that are connected to our clients and with the Sustainable Development Goals (SDGs). One of our main clients, ART (Australian Radio Towers), is very focused on the Aboriginal cause in Australia. As a result, when we do our giving, we make sure to give back to the Aboriginal communities in the country. And every month we send our clients a report stating which causes we fund through our business relationship.

At Great Shift, our main purpose is to build better tomorrows. We do it by

  • Inspiring other organizations to become more ethical, purpose-driven, and led with a human-centric approach through our own example;
  • Giving back to the causes that are dear to our hearts, and creating an impact in the world and in the lives of others;
  • Helping organizations co-create a better future of work by upgrading their own culture and leadership style. This, in turn, will help the stakeholders of those organizations to have a higher level of work-life balance and satisfaction.

My advice for leaders who themselves are defining their purpose and the actions to take in achieving them is to ask yourself and your people what drives you. Think of solutions you can bring to the world and how the world can benefit from them in both the present and the future. Make sure you can measure your impact and share it with both your people and the world – this is what will really help you stay motivated in the long run.

The Great Shift

The Great Shift

A mass awakening to better ways of working

Ever since I started coaching organizations (worldwide) and even leading my own business in recent years, I realized that there was so much potential in the world of work that was yet to be explored.

Great thought leaders and pioneer businesses have always inspired me; however, even just a couple of years ago, I felt that their innovative ways of working were too far ahead of the models and settings most companies operate in. Apart from some singular initiatives, the future of work only seemed to be peeking around the corner.

If I think of an analogy for what had been happening, I think of New Year’s Eve, with all the preparation involved for that one magical moment where fireworks are fired into the sky to explode spectacularly into a spectrum of colors and shapes, each of them carefully planned to produce an unforgettable show.

COVID-19 brought about a lot of change and for some, a spark in many areas of human life.

Since the beginning of 2021, the Great Resignation or the Big Quit has been taking place, a workforce movement where thousands of people around the world decided to leave their jobs.

However, I do believe that this pandemic has catalyzed much more than a wave of resignations: it has started what I like to call The Great Shift.

For me, the Great Shift represents the coming of a new dawn. It’s a combination of situations that have been taking place over the last 5-10 years and have finally culminated in all the movements around the world of work that was sparked by COVID.

The Great Shift is a movement of reform that goes beyond work. Many people have started to question their lifestyle choices after reconsidering their priorities, examining their life expectations, and reevaluating their values and purpose. 

This has surely had a great impact on their professional life.

Why? If you think about it, most people used to live for work and organize their lives around their schedule, workplace, scarce holidays, and overall professional obligations and responsibilities.


While working from home, workers began prioritizing family time, their personal and social lives, and started dedicating more time to their hobbies and passions. They understood that it was feasible to experience work-life integration without impacting business performance. Their careers and work-life were no longer at the center of everything. This is when the crisis arose and the reshuffling of our society as we knew it began.

I personally realized that I had been completely off balance. Before the pandemic, whilst I was enjoying my work, I was also constantly on the road, away from home for prolonged periods. I’d work so hard during the week that I’d allow myself small luxuries to compensate for it: I’d take myself out to dinner at a fancy restaurant, have brunch somewhere nice, go out for drinks at the best bar in town, and buy myself a new watch every three months.

That lifestyle can not compare to what my life is today. My priorities were not clear at that time and I hadn’t stopped to ask myself about my personal purpose for work. I now understand that even though I do love what I do, work can not come at the expense of every other aspect of my life.

And while I still appreciate the finer things in life and allow myself some luxuries from time to time, I realized that I prefer to enjoy the outdoors, engage in a community with shared interests, spend time with my loved ones and look after my mental health by working fewer hours. Most of my work is now done remotely so I can choose to work from a place that allows me to lead this healthier lifestyle.


More and more people nowadays also wish to find an alignment between their own purpose, values, and mission and the purpose, values, and mission of the entity they work for. When this doesn’t happen, they are having the courage to carve their own paths.

After being confined at home for months, or even for nearly two years in some countries, these are some of the questions they started asking themselves:

– I’ve dedicated such a huge amount of my time to this job. Do I feel valued and recognized in this organization? Is it aligned with my values and aspirations?

– And what work would make me get up in the morning and keep going no matter what?

– Do I want to work fully remote and choose where I want to live or go back to the office and have the same routine as before?


Avant-garde startups and businesses were agile enough to adjust or redefine the way they work to meet the new demands of the workforce. These human-centric organizations understood that the old ways would no longer retain and attract talent.

On the other hand, many companies, even big brands we have all looked up to in previous years, have been going in circles and failing to win the War for Talent.

Traditional work models are starting to crumble, and the top-down approach to leadership is becoming less and less attractive. Moreover, organizations operating in such ways are being made accountable by prospective job candidates, their workforce itself, and the platforms in which they are present.


So, going back to the firework analogy, a different set of situations have been lighting up our sky and showing different colors and ways of being in the present moment that is causing an impact, and will leave their mark on how we redefine the way we do work and the way organizations structure themselves.

As a mass awakening, whether leaders and organizations are ready or not, an inevitable shift is taking place around the world.



I hope you enjoyed reading this text. This is an excerpt from the intro to my upcoming book and the reason why I decided to start the Great Shift movement.

If there was ever a time to take that step forward in reshaping what work means to you and your organization, this is the moment to do it.

Together with my team, I am cooperating with different organizations and professionals around the globe who are equally committed to creating better tomorrows by transitioning to better, more human-centric ways of working.

Feel free to reach out to me to learn more about it.