People Over Profit

People Over Profit Plot Summary

Introduction

The relentless pursuit of profit has become the defining characteristic of modern capitalism, often at the expense of people, communities, and ethical standards. This tendency has created a marketplace where dishonesty is normalized, relationships are transactional, and trust is increasingly scarce. But within this seemingly bleak landscape, a countermovement is emerging—one that values people over profit without sacrificing business success. At its core, this exploration reveals a cyclical pattern in corporate behavior, where companies typically move through four distinct phases: honest beginnings, efficiency-focused growth, deceptive practices, and eventual redemption. By understanding this cycle, we gain insight into how to break free from it entirely. Through examining companies that have successfully maintained their integrity despite tremendous growth and pressure, we discover seven fundamental beliefs that can transform business: valuing people, embracing truth, practicing transparency, cultivating authenticity, delivering quality, extending generosity, and exercising courage. These principles aren't just morally sound—they're practically effective, offering a roadmap for sustainable success that benefits all stakeholders rather than exploiting them.

Chapter 1: The Cycle of Corporate Behavior: Honest, Efficient, Deceptive, Apologetic

Most companies begin with noble intentions. Like Walmart under Sam Walton's leadership, they often start with a genuine commitment to serve customers well, treat employees fairly, and provide value to communities. During this "Honest Era," organizations are characterized by mission-driven leadership, innovation, and integrity. They fight for team buy-in at every level and celebrate even small victories as progress toward a better world. This period is marked by a natural dedication to exceeding expectations and winning the hearts of both customers and employees. As companies grow, however, they typically enter an "Efficient Era" where the focus shifts from honesty and quality to efficiency and quantity. The pursuit of scale becomes the driving force, often leading to compromises in the organization's founding values. Take Tyson Foods, for instance. What began as a chicken company built on reliability and quality eventually expanded into a massive operation that implemented factory farming systems, using antibiotics and growth hormones to increase production speed. Even Google, once celebrated for its "20 percent time" innovation policy that spawned Gmail and AdSense, eventually abandoned this practice under pressure to increase efficiency and output. The relentless pursuit of efficiency eventually gives way to the "Deceptive Era," where profit becomes more important than people. In this phase, mission and vision become mere footnotes in a company's history, while quarterly reports stand as the ultimate metric of success. During the late 1990s leading up to the Great Recession, this deception manifested as greedy bankers making unfavorable loans to people who couldn't afford them, creating a $3.2 trillion bubble that eventually burst. When deception becomes widespread across the marketplace, economic collapse often follows. Eventually, organizations reach a critical point where consumers get fed up and begin to jump ship. This forces a decision: apologize for missteps and recommit to founding standards, or face bankruptcy. Welcome to the "Apologetic Era." Companies like Domino's Pizza demonstrate this phase perfectly. After acknowledging that their pizza tasted "like cardboard," they reinvented their recipe and launched an honest media campaign admitting poor quality and announcing efforts to improve. This transparency helped restore consumer trust and sent their stock prices soaring to new heights. Understanding this cycle reveals something profound: companies don't have to operate within it. They can start in the Honest Era and never leave it, or they can return to it permanently. The cycle isn't inevitable—it's a pattern that can be broken by organizations committed to valuing people over profit.

Chapter 2: People Matter: Valuing Stakeholders Above All Else

The fundamental belief that people matter forms the cornerstone of organizations that maintain integrity despite growth. This isn't just about treating people nicely—it's about recognizing the intrinsic value of every individual touched by a business. The marketplace, left to itself, doesn't see people; it sees potential purchasers, zeros, dollar signs, and bottom lines. Breaking this mindset requires deliberate effort to ensure that all stakeholders are treated with dignity and respect. Companies that truly value people focus on three key stakeholder groups. First, they honor team members not just as employees but as integral partners in pursuit of a greater mission. Consider Clif Bar, which provides employees with gardens, fitness facilities, paid gym time, eco-home improvement stipends, and even sabbaticals after seven years of service. These organizations maintain high levels of communication across all layers of their teams, encourage authenticity, and provide meaningful opportunities for growth and development. Second, "people-matter" organizations recognize that customers pay their salaries and deserve to be treated accordingly. Southwest Airlines exemplifies this commitment, famously refusing to charge for checked bags or change fees while creating enjoyable flight experiences. In one notable instance, a pilot delayed a flight for a passenger rushing to see his grandson before life support was removed, demonstrating that Southwest sees customers as humans with real lives and emotions, not just revenue sources. Third, these companies extend their care to vendors throughout their supply chain. Apolis Global, a socially motivated fashion company, employs artisans in various nations to bridge economic development and commerce. Their leather sandals are manufactured by craftsmen in both Israel and Palestine, opening communication channels between Tel-Aviv and Hebron. In Bangladesh, they provide not just jobs but literacy, nutrition, and finance classes to their artisans. The challenge for most organizations is that they excel at valuing some stakeholders while neglecting others. A truly people-centric company must recognize that all people matter—from executives to entry-level employees, high-dollar customers to occasional shoppers, and domestic team members to overseas manufacturers. This comprehensive approach to valuing people doesn't just create a more ethical business; it builds an unstoppable enterprise fueled by loyalty, trust, and mutual respect that naturally generates sustainable profit.

Chapter 3: Truth and Transparency: The Foundation of Sustainable Business

When Morgan Spurlock released Supersize Me in 2004, documenting his physical deterioration after eating only McDonald's food for a month, audiences flocked to theaters not because the premise was shocking but because someone was finally telling the truth about a company that hid behind carefully crafted language. The documentary's success—along with similar truth-telling films that followed—revealed a profound hunger for honesty in a marketplace saturated with deception. Truth wins in business because our world is drowning in lies. According to a survey of forty thousand Americans, 93 percent of employees lie "regularly and habitually in the workplace." Organizations committed to honesty tell the truth completely (everyone gets the same story), quickly (not sitting on apologies or critical information), and clearly (avoiding partial truths, spin, and exaggeration). CarMax built a successful business model around honesty in one of America's most notoriously dishonest industries—used car sales. By implementing a no-haggle pricing policy, rigorous vehicle evaluations, and transparency in financing options, they've sold over four million automobiles and been named one of Fortune's "100 Best Companies to Work For" for nearly a decade. Complementing truth is transparency, which has become non-negotiable in our digital age. When information is selectively shared or access is restricted, people naturally assume there's something to hide, creating negative brand buzz. The recipe for transparency combines vulnerability (willingness to share both successes and failures) with accessibility (making information easily available rather than buried in fine print). Companies like Buffer exemplify this approach, making employee salaries, equity, and even sleep habits publicly available within the company. This openness has allowed them to establish fair compensation formulas, reduce workplace contempt, and create an environment of encouragement among team members. While complete transparency isn't always possible—Coca-Cola can't post its recipe online, and financial advisors can't give away their investment algorithms—organizations should challenge outdated thinking that creates protected silos of information. The goal should be to give away as much as possible without compromising the ability to operate. When companies embrace transparency, they're freed from the exhausting work of keeping secrets and maintaining different narratives for different audiences. Together, truth and transparency form the foundation for sustainable business. They build consumer trust in a skeptical marketplace, create internal cultures where employees can thrive, and free organizations to focus on creating value rather than managing perceptions. As trust in traditional institutions continues to erode, businesses that commit to honesty and openness will find themselves with a powerful competitive advantage.

Chapter 4: Authenticity and Quality: Attracting Loyalty Through Integrity

Authenticity in business means simply living your message—being who you are rather than who you think others want you to be. Since launching in 1974, Baileys Original Irish Cream has remained authentically Irish, using milk from 40,000 Irish cows grazing on 1,500 accredited Irish farms. When asked why they don't manufacture elsewhere for cost savings, a Baileys executive replied: "We could produce Baileys more cheaply in New Zealand or Australia, but whenever we've researched the idea consumers say 'over my dead body.'" This commitment to authenticity has made Baileys the world's top liqueur brand, sold in 180 countries with 2,300 glasses consumed every minute. Developing organizational authenticity requires four key steps. First, discover your organizational personality by understanding what makes you unique—your team's talents, passions, and nonnegotiable values. Second, resist the urge to be something else, even if it seems more marketable. Brands feel fake when they try too hard to be real, and humans have an uncanny ability to detect inauthenticity. Third, help others become who they are too. Clothing retailer Anthropologie does this by allowing local designers to curate each store with found objects and antiques, creating spaces where their customers can connect with their adventurous, bohemian side. Finally, continue to innovate while remaining true to yourself by identifying which elements of your identity are nonnegotiable and which can evolve. Quality works hand-in-hand with authenticity to build credibility and communicate value. Todd Sanders of Roadhouse Relics spent a decade perfecting his neon sign craft, including a three-year apprenticeship, before launching his business. His commitment to craftsmanship has resulted in a four-month waiting list and features in major publications and films. Similarly, Umpqua Bank differentiated itself by implementing a "slow banking" experience with personal service that larger banks had abandoned, resulting in record deposits at their flagship store. Maintaining quality requires attention to four key aspects. Physical quality encompasses anything a customer or team member can touch—from products and packaging to office supplies and business cards. Experiential quality recognizes that customers buy more than products; they purchase experiences that should be thoughtfully designed. Visual quality acknowledges that in our aesthetic-driven era, design elements express a brand's heart and form critical first impressions. Personal quality provides the human touch in an increasingly automated world through personalized interactions, handwritten notes, and community events. Organizations that combine authenticity with quality create a powerful value proposition. They don't need to spend fortunes on marketing because their products speak for themselves, and their genuine identity attracts those who share their values. In a world flooded with sales pitches and hollow slogans, these businesses stand out not by trying to be something they're not, but by embracing who they truly are and delivering excellence that reflects their identity.

Chapter 5: Generosity and Courage: Sustaining Ethical Business Practices

Generosity transforms business when it becomes part of an organization's DNA rather than a marketing tactic. P. Terry's Burger Stand exemplifies this virtue, paying employees well above minimum wage, offering interest-free emergency loans, providing year-end bonuses, and donating over $330,000 to local causes—all while keeping burger prices around two dollars. Companies like P. Terry's understand that generosity should be selfless rather than conditional, built in rather than tacked on, and holistic rather than merely financial. Adam Grant, in his book Give and Take, categorizes people as givers (who give without expectation of return), takers (who are only in business for themselves), or matchers (who give to receive something in return). His research shows that givers tend to be most successful because they cultivate networks of loyal supporters. This explains why seemingly counterintuitive acts of generosity often yield remarkable returns. Netflix offered free one-month trials when releasing House of Cards, and instead of mass cancellations after binge-watching, 99.4% of trial users became paying customers. Panera's donation-only cafes, where customers pay what they can afford, remain profitable because generosity inspires more generosity. Complementing generosity is courage—the willingness to face fear and take calculated risks for the sake of one's values. Ray Anderson, founder of Interface (the world's largest producer of modular carpet), demonstrated extraordinary courage when he redirected his petroleum-dependent company toward environmental sustainability in the mid-1990s. Despite intense backlash from his task force, Anderson persisted with his vision, implementing the seven beliefs of people-over-profit organizations: valuing people, embracing truth, practicing transparency, cultivating authenticity, delivering quality, extending generosity, and exercising courage. Leaders must overcome various forms of fear to create lasting change. The fear of change tempts us to attribute success to current practices, even destructive ones. The fear of failure prevents bold action, though we should never be ashamed of fighting for better business practices. The fear of admitting fault makes apologies difficult, as Apple CEO Tim Cook discovered when acknowledging problems with their Maps application. The fear of the unknown appeals to our organizational sensibilities but limits vision and potential. To cultivate courage, create space for bold decisions by maintaining margin in your schedule. Begin planning now by seeking advice from those who've walked similar paths. Create safety nets, whether financial cushions or backup career options, to make risk-taking less daunting. Finally, invite others to join you, as fear is scarier when faced alone. The combination of generosity and courage creates a sustainable foundation for ethical business. Generosity builds goodwill among customers and employees while courage enables organizations to stand firm when facing pressure to compromise. Together, they allow companies to break free from the cycle of corporate behavior and create lasting positive impact while remaining profitable.

Chapter 6: Breaking the System: Implementing People-First Leadership

Breaking the system requires comprehensive commitment to all seven beliefs—people matter, truth wins, transparency frees, authenticity attracts, quality speaks, generosity returns, and courage sustains. A partial implementation won't suffice; like baking a cake, if you have the correct amount of eggs, flour, and salt but omit sugar, no one will want a slice. Only by uniting all seven beliefs can we create a sustainable future where the marketplace is dominated by those committed to valuing people. The transformation begins with consumers, who wield enormous power in the marketplace. The way you spend money helps determine who stays in business and who fails, influencing prices, quality standards, and product availability. Becoming an intentional consumer means buying good (investing in products that align with your values), giving good (proactively budgeting money, time, and talents for charitable purposes), and sharing good (recommending ethical brands and exposing unethical practices through word of mouth and social media). For entrepreneurs and starters, launching "good" requires four key approaches. Start now, without waiting for perfect knowledge or conditions—the best entrepreneurs learn by doing. Start right by building ethical practices into your business model from day one rather than planning to add them "eventually." Start proud by placing your values front and center in all communications and marketing. Finally, don't stop starting—maintain the humble, collaborative, innovative spirit of a startup even as you grow. For those working within established organizations, becoming change agents may be more challenging but equally vital. Hannah Jones demonstrated this as Nike's vice president of sustainable business, transforming a company once criticized for manufacturing practices into a leader in sustainability. To lead change from within, craft a detailed plan of attack, starting by modeling the values you advocate. Charge ahead slowly with specific, measurable goals, building change brick by brick rather than attempting wholesale transformation. Be willing to die for your principles, recognizing that creating change may cost relationships or even your position. Remember that even "good" companies can disappoint personally. Sevenly founder Dale Partridge learned this when he was terminated from the company he created. His experience offers valuable lessons: pick partners wisely, maintain a distinct identity separate from your work, own your failures, learn to let go when necessary, allow yourself to grieve losses, and resist the urge to burn bridges. Despite personal disappointment, Partridge continues to take pride in Sevenly's mission, recognizing that the principles of valuing people over profit remain valid regardless of his individual circumstances. By implementing these approaches at every level—as consumers, entrepreneurs, and change agents within organizations—we can create a new and permanent future where capitalism is no longer a dirty word but a powerful force for good.

Chapter 7: Challenges and Resilience: Overcoming Setbacks in People-First Business

Implementing people-first principles inevitably encounters resistance, particularly in established organizations deeply entrenched in profit-focused mentalities. Executives may worry about short-term financial impacts, questioning whether prioritizing employee wellbeing, environmental sustainability, or community investment will hurt quarterly earnings. This tension creates an essential proving ground: can people-first businesses remain competitive while maintaining their values? The evidence suggests they can, but it requires navigating several key challenges. First, people-first businesses must overcome the market's skepticism. In a landscape where "corporate social responsibility" has often been reduced to publicity stunts, consumers and employees alike approach ethical claims with warranted suspicion. Authenticity becomes crucial here—companies must walk their talk consistently, avoiding the common pitfall of public virtue signaling paired with private corner-cutting. Interface's commitment to environmental sustainability demonstrated this authenticity by setting concrete goals, measuring progress transparently, and accepting short-term costs for long-term integrity. Second, organizations face the challenge of maintaining people-first principles through leadership transitions. While founders may establish values-based cultures, subsequent leaders can easily prioritize profit maximization, especially under shareholder pressure. This highlights the importance of institutionalizing values through governance structures, compensation systems tied to ethical metrics, and careful succession planning that evaluates candidates' commitment to core principles alongside their business acumen. Third, global competition creates pressure to compromise, particularly regarding labor practices and environmental standards. Companies operating in multiple countries must navigate conflicting regulations and cultural norms while maintaining consistent ethical standards. This requires courage to sometimes forego opportunities in markets where values would be compromised, and creativity to develop solutions that work across diverse contexts without sacrificing principles. Despite these challenges, resilient people-first businesses find ways to thrive. They communicate their values clearly while demonstrating tangible business benefits. Patagonia's environmental activism has built tremendous customer loyalty while attracting top talent. Costco's above-market wages have resulted in industry-leading employee retention and productivity. Southwest Airlines' people-first culture has produced the industry's most consistent profitability despite fewer ancillary revenue streams than competitors. When setbacks occur—as they inevitably will—resilient organizations view them as opportunities for growth rather than reasons to abandon their principles. They respond with transparency, acknowledging mistakes quickly and outlining concrete steps for improvement. They remain flexible in tactics while staying firm in values, adapting to changing circumstances without compromising core beliefs. Most importantly, they recognize that creating meaningful change is a marathon, not a sprint, requiring persistent effort rather than overnight transformation. The path of valuing people over profit isn't easy, but those who walk it with determination create businesses that don't merely survive—they flourish, creating ripple effects throughout their industries and communities that extend far beyond the bottom line.

Summary

The fundamental insight revealed through this exploration is that business success and ethical conduct are not opposing forces but complementary strengths. Companies that integrate the seven core beliefs—valuing people, embracing truth, practicing transparency, cultivating authenticity, delivering quality, extending generosity, and exercising courage—create sustainable competitive advantages while contributing positively to society. This approach represents not just a moral upgrade but a practical strategy for thriving in a marketplace increasingly dominated by conscious consumers and purpose-driven employees. The transformative power of this framework lies in its universal applicability. Whether you're a consumer making daily purchasing decisions, an entrepreneur launching a venture, or an employee within an established organization, you possess the agency to break the destructive cycle of corporate behavior. The future of capitalism need not be characterized by exploitation, deception, and greed; instead, it can evolve into a system where profit serves as a means to human flourishing rather than an end that justifies any means. By understanding the cyclical patterns that drive corporate behavior and committing to principles that value people over profit, we can collectively create a marketplace that honors human dignity while generating sustainable prosperity for all stakeholders.

About Author

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Dale Partridge

Dale Partridge is the President of Relearn.org and Founder of Reformation Seminary. Dale holds a Graduate Certificate from Western Seminary. He is the author of several Christian books, including “The Manliness of Christ” and the bestselling children’s book “Jesus and My Gender.” He is also the host of the Real Christianity podcast and the lead pastor at King's Way Bible Church in Prescott, Arizona.

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