A CEO-to-CEO Conversation on Crisis, Care and the Business Case for Doing Good
Recently, E4E Relief CEO, Matt Pierce, sat down with the CEO of CECP, Daryl Brewster, to explore a question many leaders are grappling with today: How do organizations care for people in moments of crisis while still building long-term value and resilience?
Their discussion spanned the evolution of corporate purpose, lessons from disaster response, and why trust, empathy, and integrated communication have become non-negotiable leadership skills in uncertain times.
Matt Pierce: Corporate purpose has evolved significantly over the last decade. From your perspective, what’s changed — and why does it matter now?
Daryl Brewster:
What we’ve seen over the last 15 years is a real shift in how leaders understand purpose. Purpose isn’t just a statement on a wall; it’s the why of the organization. It becomes the guiding force that helps leaders navigate uncertainty, especially during crises. When conditions change — and they always do — purpose acts as a North Star, helping organizations stay grounded while adjusting their sails.
COVID accelerated this shift, revealing that supporting employees and communities isn’t just the right thing to do — it’s a long-term business strategy.
Matt Pierce: You work with companies responding to crises all over the world. How do leaders balance urgent, short-term needs with long-term impact?
Daryl Brewster:
That balance is one of the hardest leadership challenges. Most companies face their first major disaster with very little experience. That’s why tools like CECP’s Integrated Long-Term Plan Framework matter, because they help organizations connect purpose to action. You start with your reason for being, layer in macroeconomic realities, and translate that into a playbook that supports people today while building resilience for tomorrow.
The power of benchmarking and peer learning is critical. Case studies and shared experiences — from natural disasters to global health crises — help companies respond faster and more effectively when it matters most.
For this reason, for the last 20 years, CECP has conducted its annual Giving in Numbers™ survey, tracking how companies invest in society, particularly in areas like education, healthcare, environment and sustainability, community and economic development, and disaster relief, providing benchmarks and insights into both long-term and short-term corporate giving trends.
Matt Pierce: Measurement often comes up as a barrier. How should leaders think about proving the value of purpose-driven work?
Daryl Brewster:
You have to connect purpose to both the value and the values of the enterprise. Measurement isn’t just about one number; it’s about telling a complete story. At CECP, we look at multiple dimensions of return: reputational impact, cultural and HR outcomes, financial performance, and community impact. And leaders need both data and human stories to make the case internally.
There are quantitative indicators like retention or productivity that often resonate with CFOs, while there are also qualitative metrics through personal stories of employee support that are powerful for HR and communications leaders. It’s important to consistently share these within the organization to both boost knowledge and understanding of key purpose-driven programs and to secure investment in sustaining them.
Matt Pierce: From your experience, what separates organizations that respond well in moments of crisis?
Daryl Brewster:
There are four attributes we consistently see in effective crisis response: trust, empathy, integrated communication, and purpose. Trust has to be built before the crisis; you can’t manufacture it in the moment. And trust should be built across key stakeholders including employees, customers, investors, and communities, with reliable, consistent responses. Empathy matters because leaders are navigating uncertainty alongside their people, and their people’s ability to navigate hardship is stronger when they know their company has their back. Finally, and significantly, communication must be clear and integrated so all stakeholders understand what’s changing and why. Purpose ties it all together.
These attributes enable leaders to act decisively without losing sight of their responsibility to people. A strong sense of organizational purpose underpins effective crisis response, helping companies adjust strategies while maintaining focus on their ultimate goals and values.
Matt Pierce: What advice would you offer CSR and human capital leaders trying to embed purpose across their organizations?
Daryl Brewster:
Build credibility. Connect with key functions — HR, legal, public affairs, finance — and tailor your message to what matters most to them. Use metrics where you can, case studies where you need to, and never underestimate the power of peer learning. Purpose work succeeds when it’s integrated, not siloed.
One of my favorite Fortune 500 leader’s approach is “Drop the labels, do the work, connect it to the value and the values.”
Moving Forward: From Intention to Action
As the conversation closed, both leaders underscored a shared belief: Caring for the whole human being — especially in moments of crisis — isn’t a distraction from business success; it’s a driver of it. By anchoring decisions in purpose, organizations can respond to immediate needs while strengthening trust, culture, and long-term value.
For leaders navigating today’s complex landscape, the message was clear: when purpose leads, resilience follows.
