Every business, either directly or not, will always be connected to people. While it is known that dealing with people is the most complicated thing a human can possibly master, there is still some principle we can hold on to. People liked to be appreciated, understood, and respected. We all know deep down we are a social being that needs such acknowledgement and acceptance from our society. Scientific findings also state about this behaviour (the herd instinct or morality), some say it's the remaining survival instinct from our early stage of evolution and others say it simply is planted within our genes (Dobelli, 2013). They want to feel empathized—loved—and do not want to lose it. Unfortunately, those who did lose the feeling of being loved may become so distanced toward others, or worse treat others badly as an act of revenge. If we want to grow our business well, we can't just walk away from these kinds of people, we still have to deal with them. Here, persistence is key.

There are many understandings about persistence and even broader for love. But what we meant about these two words in the business world is something much more than their definitions: culture. For that purpose, a clear understanding of the topic is crucial and it needs to be defined clearly, both the definitions and the interpretation. Hence, we provide our definitions of persistence and love as below:

The ability to keep pushing forward creatively and without delay.

The act of fearlessness, yet caring, sincere, and moderate in thoughts, words, and deeds for the greatest good of all—including ourselves.


Although both are inseparable to achieve great success, love is undeniably the more important factor. Without persistence, love alone can help a business thrive, let alone survive. But without it, persistence by itself won't be able to sustain itself or worse, unconsciously directing businesses towards pitfalls. These characteristics shouldn't only be done regularly, but they'll have to embed deeper in every part of the business as a culture. They will have to be done even to the most subtle part of the business itself, like chatting. Companies need to encourage their employees to adopt these two traits as a habit and keep them growing until they become a really powerful positive force that can buffer many adversities that business often encounters.

These two basic traits had long observed to have great significance in predicting the success of a business. Amongst those who did this are Robert K. Greenleaf, he named this style of management as Servant Leadership which continues to inspire dozens of more researchers who explore deeper about the subject to find empirical results of how such culture can actually enhance profit (Jones, 2012). With a bit different approach, instead of identifying it as a servant style, Leonardo defines it as ‘loving and persisting’ characteristics, though they are more or less closely related. He found this by comparing and observing many suffering businesses against thriving ones. Owners or decision makers are found to be the ones responsible for greatly affecting the company’s performance. The more favourable companies’ owners usually inherit these two traits in their core characteristic. They base their decisions on those attitudes, conscious or subconsciously. They are more likely to innovate, listen, and motivate their subordinates while focusing on efficiency and productivity as well because they see people and business as a whole person and community instead of just profit-generating labour. In times of distress, employees that are trained to have persisting and loving culture will be much more likely to stay to help the company and even take more responsibility when needed. This will utterly help businesses thrive and become much more resilient in managing risks. That findings, although not backed up by a formal empirical study and procedure, not surprisingly is also consistent with Jones’ (2012).


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