Longevity has been a buzzword over the last couple of years. There’s no shortage of information. Eat this. Wear this monitor. Read this book. Listen to this podcast.

I think what we consume and do not consume matters. I’m making efforts to be healthier. But I also believe that many of those who thrive into their later years are people who live with the deepest sense of purpose. Purpose is different than simply being happy, it’s about pursuing things that matter.

A groundbreaking 23-year study has just confirmed what I've seen firsthand: having a sense of purpose is actually a stronger predictor of longevity than life satisfaction. This research reveals a profound truth that challenges our modern obsession with the pursuit of happiness.

The evidence is compelling. Researchers who followed participants for more than two decades discovered that when purpose in life (meaning) and life satisfaction (happiness) were compared head-to-head as predictors of longevity, purpose emerged as the clear winner.

This isn't just interesting science – it's a wake-up call for how we structure our lives and organizations. We've been sold a cultural narrative that happiness should be our ultimate goal. But what if that actually limits our potential and even our lifespan?

Adam Grant captured this brilliantly when he noted: "It's nice to feel happy today. It's important to have something to strive for tomorrow."

Think about it: happiness is fleeting. It comes and goes based on circumstances. Purpose, however, can carry you through both the mountain peaks and the valleys of life. Purpose guides you when everything else seems uncertain.

What This Means for Leaders

As leaders, we have a responsibility that extends beyond creating "happy" workplaces. The real challenge is helping our teams connect with something meaningful – work that serves a purpose beyond the paycheck.

I've often said, "When the purpose is clear, the mundane becomes meaningful." This simple truth can transform how your team approaches even the most routine aspects of their work.

One of the most impressive examples of purpose-driven leadership I've seen comes from KPMG's "10,000 Stories Challenge." When KPMG's leadership realized they needed to strengthen their organizational purpose, they didn't hire consultants to craft a statement. Instead, they invited their 27,000 employees to share stories about how their work was making a difference.

The goal was 10,000 stories. They received 42,000.

This initiative fundamentally changed how employees viewed their work. By articulating how their individual contributions served a greater purpose, people discovered new meaning in tasks they had previously considered mundane. Pride in employees’ work increased, and more employees reported that KPMG was a great place to work than previously.

How to Prioritize Purpose

Purpose isn't something you find in a weekend workshop. It's cultivated through intentional choices and consistent action. Here are three strategies I've seen work for leaders at all levels:

1. Connect your daily tasks to your deeper values. Even mundane work can be meaningful when you understand how it serves something you genuinely care about.
2. Invest in legacy thinking. Regularly ask yourself: "What am I building that will outlast me?" Over the past year, I’ve been exploring how to do this with my friend Eric Blumenthal on our podcast Legacy Makers aimed at encouraging dads.
3. Surround yourself with people who value your purpose. Your perspective is shaped by the people you spend time with. We see this beyond our professional work: one study showed that grandparents who helped with care of their grandchild had a 37% chance of living longer over a 20 year span.

Remember this:

Purpose is both a compass and an anchor. It provides direction when we're uncertain and stability when we're overwhelmed.

The next time you find yourself chasing happiness, pause and ask a deeper question: "What gives my life meaning?" The answer might not just improve your day – according to the science, it could extend your years.

And that's a purpose worth pursuing.

‍

Last week I was in Texas sharing strategies that individuals and businesses use to create authentic connections with customers. The principles I shared address a fundamental truth about human relationships: meaningful connections don't happen automatically—they require intention.

These principles extend far beyond traditional business-customer relationships. The same approach applies whether you're a nonprofit connecting with donors, a teacher engaging students, or a leader motivating your own team.

Here’s the bad news: creating authentic connections requires more work, more intentionality, and more energy. There's no shortcut.

Here's the good news: the results of those connections pay extraordinary dividends!

When you genuinely connect with someone, they become more than just a customer or client. They become a promoter—someone who actively tells others about their experience with you. This word-of-mouth advocacy is exponentially more powerful than any marketing campaign you could devise.

Paradoxically, the path to reaching the most people is to focus intently on impacting a smaller group exceptionally well.

Mass marketing aims for breadth, but depth creates true loyalty.

ADDO recently summed this up in a new video: The Paradox of Scale.

Want to grow your business and expand your impact? Start with the personal. So how do we do this?

A great place to start is by asking questions like:

• What does this specific customer need right now?
• Who is one person you can write a personal note to today?
• How can you improve the experience for the individual right  in front of you?

These aren't soft questions—they're the hardest-hitting growth strategy you're not using.

The answers should make you stop seeing your customers as numbers and start seeing them as individuals with unique needs and aspirations. And here’s the secret: what’s personal is universal. Scaling impact doesn't mean depersonalizing; it means personalizing so effectively that your approach naturally appeals to a broader audience.

Today, I challenge you to identify one relationship you can deepen through intentional, personal connection. It might be the smallest action that creates the biggest ripple in your business or organization.

Your next breakthrough might not be in a grand marketing plan; it might just be in a simple conversation.

‍

Last week I shared the language of leadership from Winston Churchill, which reminded me of another Churchill example that has grown increasingly meaningful to me over the years.

The year was 2011. It was our inaugural ADDO event. Around 700 leaders gathered for the ADDO Gathering, headlined by several prominent leaders, including Hall of Fame Football Coach Vince Dooley.

Coach Dooley was a mentor and a friend. He passed away a few years ago at 90 years old. Even at the time of him speaking at our event, he was almost 80. He was far more than just a football coach who had won a national championship. He was a historian, a horticulturist, and a Marine – a renaissance man if there ever was one.

He stood on stage that day and repeated the Winston Churchill quote that has since become etched in my mind:
"Success is not final, failure is not fatal: it is the courage to continue that counts."

I'll be honest – as someone still in my twenties at the time, I wasn't sold on that line. Does it really take courage to continue? And is that really what counts? In my mind, winning counted. Results counted. Achievement counted. Again, I hadn't even reached the age of 30.

But time has shown me that Churchill (and Coach Dooley) were right. With age comes experience, and with experience comes wisdom.

I've had my share of successes over the years. Moments where the vision came together perfectly, where the team executed flawlessly, where the impact exceeded expectations.

But I've also had business deals where I swung and missed.
I've felt the sting of criticism from colleagues I respected.
I've experienced moments that tested my resolve.
I've endured the sleepless nights wondering if an initiative was worth continuing.

And I'm guessing, if you've lived long enough, you have too.

So my encouragement today is simple but important: continue.

Continue when you encounter resistance.

Continue when you experience rejection.

Continue when you feel like no one understands your vision.

Continue when the path forward isn't clear.

Continue when you're tempted to take the easier route.

I've said it before, and I'll say it again: if you have a pulse, you have a purpose.

And since you have a purpose, the world needs what you have to offer.
And since you have something to offer, we need you to continue.

Your courage to continue might just be the difference between a good idea that dies and a great impact that transforms lives.

‍

While many industries require drastically different strategies and approaches, there are some skills that transcend all professional boundaries. Effective communication, particularly public speaking, is one of those universal skills.

I’ve seen this clearly over the last week as I've had the privilege to be with a variety of audiences, ranging from real estate professionals in Seattle to United States military leaders. Yesterday I was in my hometown with educators at a local school.

At the end of my talk, during a Question and Answer session, I was asked something that had nothing to do with my talk, but everyone could relate to: How do I become a better public speaker?

Speaking is what I do, not often something I specifically talk about. I leave that to the professionals like my friend Eva Rose Daniel.

That said, I know this to be true:

Effective leaders are effective communicators.

Harvard Business Review research shows the number one criteria for advancement and promotion for professionals is an ability to communicate effectively.

Right after college I worked for a United States Congressman. One of my first days on the job, he handed me a cassette tape and told me to listen to it. (Fortunately, my car at the time was older, so I was still able to play cassettes!)

The tape was a recording by James Humes, a speechwriter for nine US presidents,  who developed the Sir Winston Method, based on the communication strategies of Winston Churchill. His approach has shaped my speaking ever since.

His five secrets are reproduced below, with some slight tweaks and context added by me:  

1. Start Strong: Every speech should begin with a “hook”, or attention-getter, to grab the attention of the audience. Whether utilizing a question, a startling statement, a quotation, a personal anecdote, a reference to the occasion, humor, or some other technique, a speaker should immediately involve the audience before revealing the thesis of the presentation.

For instance, Winston Churchill began his address to the House of Commons when he became prime minister with one of his most famous lines: “I have nothing to offer but blood, tears, toil, and sweat.”  And when he came to the United States to address Congress in 1941, humor was his tool: “I can’t help but reflect that if my father had been American and my mother English instead of the other way around, I might have got here on my own.”

2. One Theme: After the hook, and before previewing major sub points of the speech, the speaker should reveal the thesis, or theme, to be developed. Major sub points within the body of the speech should all support the thesis, which should be referenced again in the conclusion of the speech.

Churchill once compared a speech to Beethoven’s 5th symphony: “A speech is like a symphony. It can have three movements, but it must have one dominant melody: dot, dot, dot…dah”.

3. Simple Language: By using active rather than passive voice, choosing short words, and avoiding jargon, speakers can make their message more comprehensible and more memorable.

After the Nazi conquest of France in World War II, Churchill impressed the world with his simple, yet direct, words: “We shall fight on the beaches, we shall fight on the landing grounds, we shall fight in the fields and in the streets, we shall fight in the hills; we shall never surrender.” This instead of “Hostilities will be engaged on the coastal perimeter . . .”

4. Vivid Imagery: Imagery is a critical tool for any effective speaker; philosophical concepts must “come alive” if they are to be retained by the audience.

Churchill was a master of this technique. Whether referring to Italy as “the soft underbelly of Europe,” to an appeaser in the House of Commons as “one who feeds the crocodile hoping it will eat him last,” or to Soviet dominance in Eastern Europe as “an iron curtain,” he knew how to paint effective pictures in the minds of his listeners.

5. End with Emotion: It may be pride, hope, love, or patriotism, but exhibiting sincere emotion can help “seal the deal” at the conclusion of a speech.

The conclusion to one of Churchill’s most memorable speeches produced one of his most memorable phrases, as he demonstrated his pride in the British people: “Let us…brace ourselves to our duties and so bear ourselves that if the British Empire and its Commonwealth last for a thousand years, men will still say: ‘This was their finest hour.’”  

I’ll leave you with this: whether or not you love public speaking, it’s a skill everyone should work on. Late United States President Gerald Ford once said, “If I went back to college again, I’d concentrate on two areas: learning to write and to speak before an audience. Nothing in life is more important than the ability to communicate effectively.”

The roles you have make a difference, and your ability to communicate effectively can determine your impact as a leader. I'd encourage you to level up your speaking ability to accomplish your goals and inspire those around you. After all, the most influential leaders throughout history have been those who could not only envision a better future but also articulate that vision in a way that moved others to action.

‍

In my travels speaking to organizations across the globe, I've noticed a common thread emerging from conversations with both seasoned executives and emerging leaders: the challenge of maintaining optimism while facing harsh realities.

A Gallup study released this month puts hard data behind what many of us have intuitively known - when asked what they need most from their leaders, followers overwhelmingly point to one thing: hope.

Some have a tendency to scoff at that. We’ve all heard that “hope isn’t a strategy.”

It’s true that hope alone isn't enough.

But neither is a myopic focus on the current reality. The magic happens when we balance both: a candid assessment of reality with a hopefully vision for a brighter future.

Consider what either looks like in isolation:

Hope without Reality:

When hope isn't anchored in reality, it becomes nothing more than wishful thinking - fluffy, abstract, and ultimately unattainable. I've seen countless leaders lose credibility by painting rosy pictures that their teams could see right through. It's like building a house on sand; it might look beautiful for a moment, but it won't stand the test of time.

Reality without Hope:

A relentless focus on reality without any glimpse of hope is equally dangerous. I recently spoke with a middle manager whose leader prided himself on "telling it like it is." The result? A team discouraged, discontent, and disconnected from their work and each other. Reality without hope isn't leadership - it's a slow march to defeat.

The most effective leaders I've worked with acknowledge current challenges with unflinching honesty while simultaneously illuminating the path forward. They understand that hope isn't about denying reality - it's about seeing beyond reality to the possibilities and potential that lies ahead.

Here's what this looks like in practice for great leaders:

• When sharing difficult news, they pair it with specific, actionable steps forward
• They celebrate small wins while maintaining focus on larger challenges
• They create space for both authentic concern and genuine optimism
• They ground future possibilities in present capabilities

The next time you face a challenging situation with your team, remember: your job isn't to choose between hope and reality. It's to hold them both in balance, showing your people that the path forward runs straight through the middle of these seemingly opposing forces.

Because at its core, leadership isn't about making people feel good or making them face facts.

Great leaders help people get from where they are to where they need to be.

‍

Last week was a banner week for our business.

ADDO hosted business leaders at the Inside Out Business Collective in Atlanta, and I launched an updated website: www.KevinPaulScott.com

Both of these are examples of some things I challenged myself to do in the last year. When I turned 40 last year, one of my goals was to remain relevant.

Understand this:

Relevance isn’t about chasing trends, but standing the test of time.

I made a decision that I didn’t want to look back and believe that my greatest impact was behind me. This is easier said than done, because it’s tough to fight the gravitational pull to the past.

I prefer things that are familiar.
I like the music from when I was growing up.
I want to show my kids the movies from my childhood.

None of those are inherently bad. However, if left unchecked, I could quickly become someone who spends the majority of their time wanting to go back to the good old days.

To combat that tendency, here are three commitments I made to myself:

1. I don’t want to be an expert in what used to work.
There’s tremendous value in mastering your craft. It’s helpful to be at the top of your game. But things are changing. Technology is advancing, methods are evolving, and the landscape is adjusting. If I decide I’m unwilling to change, I need to be content with limiting my impact.

2. I want to be curious and not a critic.
Every person you meet knows something that you don’t know. Each one has something to offer. I don’t have to like everything, but I want to start from a position of curiosity and a willingness to learn.

I’m not advocating to chase every trend, but don’t dismiss something just because it’s different.

3. I want to be willing to make bold asks.
When I was in my early twenties, I had endless optimism, a lot of chutzpah, and no fear of rejection. At our first ADDO Gathering we invited a sitting US Senator and a Hall of Fame Football Coach to speak. As I get older, I didn’t want to be embarrassed so I was hesitant to ask. Last week, we had some of the top business leaders in America because our team was unafraid to ask.

So today I’m celebrating these two milestones because they are outward sign that I’m keeping the inward commitment I made last year.

My hope for you is that you’ll make the same decision to keep moving forward. What you do matters. And the world needs you--- not only for what you’ve done in the past, but for what you’re going to do in the future.

Decide today that you’ll look ahead to solve the problems of today, choose to be curious, and have a willingness to risk rejection in the pursuit of purpose.

I’ll be cheering you on!

‍

I was a little hesitant to share, because none of this seems groundbreaking. But, interestingly, this seemed to resonate. I heard from several of you how these simple truths were valuable. Over the next four weeks, I want to take a deeper dive on each of those four topics: Humility, Alignment, Trust, and Communication. At our company retreat, Anna Brimer on our team helped us tackle Humility. I love the way she addressed a common misconception about humility: people often think that humility and confidence cannot coexist. She shared that arrogance is a by-product of pride and that confidence is a by-product of humility.

‍

When it comes to team synergy, each of us individually has to walk with humility in order to produce a collective benefit for every single person who comes in contact with each of us, our work, and our brand. Anna identified three major roadblocks to humility that I believe every leader needs to address:

‍

‍1. Humility cannot exist where offense operates.
‍Each person on the team must give others the benefit of the doubt and assume good intentions. In our organization, when someone approaches me with a concern, I remind myself: this isn’t about defending my position; it’s about understanding their perspective. Our ability to look past the circumstance at hand and see the person creates an atmosphere of trust. This means we have the best interest of others at heart in conversations and actions, and trust that others are doing the same for us.

‍

‍2. Humility cannot exist where jealousy festers.
‍I've seen talented teams implode not because they lacked skill, but because they couldn't celebrate each other's successes. True humility calls out the potential in one another and invites us to help where we can for people to reach that potential. Even if it means that someone else surpasses us. This means we are humbly confident in ourselves and what we are called to do, and we work toward helping other people to do the same.

‍

‍3. Humility cannot exist where passiveness presides.Real humility isn't about being a doormat; it's about having the courage to have difficult conversations and welcome feedback. Some of my greatest growth moments came when team members cared enough to challenge me.[highlight]This means that we take responsibility for my mistakes, that we welcome feedback to grow, and we are eager to learn. T.S. Eliot said it perfectly: "Humility is the most difficult of all virtues to achieve; nothing dies harder than the desire to think well of oneself."Anna’s challenge to us is my challenge to you this week: Take an honest self-audit. Ask yourself:

‍

• Do I believe the best in others, or am I quick to take offense?
• Do I genuinely want others to succeed, or do I feel threatened by their success?
• Do I hold high expectations for others, or do I let mediocrity slide to avoid conflict?

Your answers might make you uncomfortable. That's good. Growth starts at the edge of comfort.Remember, humility isn't about thinking less of yourself – it's about thinking of yourself less. When every team member embraces this mindset, synergy isn't just possible; it's inevitable.

We had a great time, although it was cut short due to snow in Georgia.Our theme this year was Success Through Synergy. I was struck by how an ancient principle (and a 1990’s business buzzword) really resonated as a strategy for 2025. Let’s go back. Way back. In the New Testament, "sunergos" described those who worked side-by-side in ministry, united by a common purpose greater than themselves. This wasn't just about showing up and doing your part – it was about a deep, intentional partnership that multiplied impact. The key is multiplication.

‍

When people are working synergistically, the result is 1 + 1 = More than 2.

‍

As Stephen Covey wisely noted, "Synergy is not the same as compromise. In a compromise, one plus one equals one and a half at best." True synergy doesn't diminish – it multiplies. It's the difference between a group of talented individuals working independently and a unified team creating breakthrough solutions no one could have developed alone.In my work with various organizations, I've observed that genuine synergy rests on four essential pillars:‍

1. Trust is the foundation. When team members know they can depend on each other, take risks without fear, and speak openly, they stop holding back their best ideas and efforts. Trust creates the safety needed for innovation and excellence to flourish.

‍2. Humility makes space for others' strengths. The most effective leaders I've worked with understand that they don't have all the answers. They actively seek out diverse perspectives and create environments where every team member can contribute their unique talents.

‍3. Alignment gives synergy direction. Just as those early Christian partners were unified in their mission, today's teams need a compelling shared purpose. When everyone understands and believes in where they're going, individual efforts naturally complement rather than compete.

‍4. Communication breathes life into the other elements. Regular, honest dialogue builds trust, demonstrates humility, and reinforces alignment. But it must go beyond surface-level updates to include the tough conversations that clear obstacles and strengthen relationships.

The ancient Greeks and early Christian communities understood something vital about human collaboration that many modern organizations are rediscovering: when people truly work together, united by purpose and guided by these principles, they can achieve what seemed impossible alone.

Remember, just as "sunergos" meant more than mere cooperation in ancient times, true synergy today requires more than putting talented people in the same room. It demands intentional leadership that creates the conditions for multiplication rather than addition. When you get it right, the results will speak for themselves.

During the last couple of weeks, between Christmas and New Years, things slowed down. I answered some emails and had a few calls, but a lot of work was put on pause.Then Monday rolled around and everything started spinning back up. The early December emailers circled back, and everything collided... at the same time.The worst part? The problems started piling up."We are having some trouble with the system and need some help.""Our CEO has an issue with that date, can we find another time?""The program we've been working on needs to be ready two weeks earlier."And this is just at work.Wouldn't life be easier if we had less problems? Here's a newsflash:

Less problems might make your life easier, but it would mean your role is less necessary

‍

The role of the leader is to solve problems. So, if you're dealing with challenges, you're in good company. That means the world needs you.I've always loved this reminder from Colin Powell, "The day the soldiers stop bringing you their problems is the day you stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.”When people are bringing you problems, it means 3 things:

1. They trust you: When someone shares a challenge, it shows they believe in your ability to solve it. Solving doesn’t always mean fixing, but they trust you to guide them through difficult situations. They've seen your track record of turning obstacles into opportunities.
2. They respect you: People don't share problems with those they don't hold in high regard. When someone knows a leader has wisdom, they seek out your insights and judgment to offer sound advice.
3. They believe you care: Sharing problems requires emotional risk - someone knows you'll listen with empathy and work alongside them to find solutions. Past experience has helped someone see and experience your genuine concern for their success.
   ‍

I hope your new year is off to a great start. In 2025, I'm not actually praying for you to have less problems; I'm praying you'll put those problems into perspective and use your God-given abilities to make this world a better place.