Earlier this summer, I had a meeting with the Director of Organizational Learning at an international software digital printing company. In our conversation, she reminded me that as entrepreneurs and business leaders, we choose our clients.

I wasn’t in total agreement with her in that moment, as I have often found clients “choosing” me to work on initiatives that were not in alignment with my passions, values, and stand in life. Yet, I understood that she was referring to focused intention and the laws of attraction.

And then the light went on! As leaders, one of the key evaluative questions we need to continually ask ourselves is what ARE our values? What DO we stand for? What ARE we committed to? How do we translate that into our businesses?

How can we develop our “relational capital” to attract and serve the clients who will benefit most from what we offer (the intangible values and commitment, and the tangible products/services)? What are our clients’ values and needs?

To assist this inquiry, I was reading an article in The Sun magazine where I was re-introduced to the business model Judy Wicks employed to develop the White Dog Cafe in Philadelphia.

Not only has Judy consistently managed to motivate, recognize, and retain skilled employees, she has also set the standard for community-building, education, and the resurgence of thriving local “living” communities, both in the USA and abroad. Judy is also the co-founder of the Business Alliance for Local Living Economies (BALLE).

Among her guiding principles and practices, Judy speaks on the need for the business world to move away from a mentality of accumulation and competition and (back?) towards an economy based on sharing and cooperation.

She coins this model “living returns” vs. the stock market. She reminds us that investing in our community is in our self-interest and the “multiple bottom line” approach pioneered by Ben & Jerry’s (before the forced buyout to Unilever Corporation), is not only a responsible approach, but an essential and necessary action if we want to experience any form of sustainable return.

The bottom line question is : Do we want to develop and sustain businesses that are beneficial to all life and future generations or not?

We can no longer focus solely on the competitive advantage, but rather need to engage in Cooperative Advantage ™ strategies- competencies, skills, values, communication that is all inclusive, and that encourages sustainability, justice, personal and collective fulfillment.

To find out more about how you can incorporate The Cooperative Advantage ™, in your business, workplace, and community, post a comment or e-mail me directly .

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