Igniting The Genius Within - Part 6 Louis W. (jody) Fry
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Igniting The Genius Within - Part 6 Louis W. (jody) Fry as PDF for free.
More details
- Words: 1,120
- Pages: 23
Louis W. (Jody) Fry [email protected] http://www.tarleton.edu/~fry/ http://www.iispiritualleadership.com/
(C) IISL
1
AGENDA Igniting the Genius Within and Spiritual Leadership Religion versus Spirituality Definition of Spiritual Leadership Performance Excellence and Spiritual Leadership The Spiritual Leadership Balanced Scorecard Business Model Implementing the Spiritual Leadership Balanced Scorecard Business Model to Maximize the Triple Bottom Line (C) IISL
2
Igniting the Genius Within Purpose, Meaning & Passion
Wisdom Perspectives
Scientific Principles
Management Practices (C) IISL
Models, Tools & Scalability
Best Practices, Measurement & Results
3
Spiritual Leadership Trans‐formational, Values, Ethics, Personal
Transcendental Inclusive, Universal
Wisdom Perspectives
Daily Practices
Spiritual Principles
Transactional, Behaviors, Beliefs, Rituals, Morality
Organizations and Wisdom Wisdom Spiritual Leadership
Perspectives Spirit
Principles Mind
Practices Body Organizational Spiritual Leadership
(C) IISL
Vision &Values
Behaviors
5
Alignment Innovation
Change Mgmt.
Organizational Spiritual Leadership
Personal Spiritual Leadership
Open, Creative
Vision
Heart of Change Change of Heart
Values
Love & Serve Stakeholders
Deeds (Walk the Talk)
Organizational Wisdom (C) IISL
6
LEADERSHIP “Leadership is the art of mobilizing others to want to struggle for shared aspirations” Kouzes and Posner (2003)
(C) IISL
7
RELIGION vs. SPIRITUALITY Religion is concerned with faith in the claims of one faith tradition or another, an aspect of which is the acceptance of some form of heaven or nirvana. Connected with this are religious teachings or dogma, ritual prayer, and so on. Spirituality is concerned with those qualities of the human spirit‐such as love and compassion, patience tolerance, forgiveness, contentment, a sense of responsibility, a sense of wholeness and harmony‐which bring happiness to both self and others.
(C) IISL
8
RELIGION vs. SPIRITUALITY y The common bridge between spirituality and religion is Altruistic love – regard or devotion to the interests of others. y In religion this is manifested through the golden rule which is common to all major religions.
(C) IISL
9
RELIGION vs. SPIRITUALITY y From this perspective, spirituality is necessary for religion but religion is not necessary for spirituality. y Spiritual leadership can therefore either be inclusive or exclusive of religious theory and practice.
(C) IISL
10
SPIRITUAL LEADING VS SPIRITUAL LEADERSHIP y An important distinction we make in spiritual leadership is in
differentiating leading and leadership. y In the case of spiritual leading and leader development, the emphasis is typically on individual knowledge, skills and abilities associated with one’s work role. y In spiritual leadership, we focus on the collective social influence process that engages everyone and enables groups of people to work together in meaningful ways. y Spiritual leadership’s focus is on engaging all group members to meet spiritual needs and enhance organizational commitment and performance. Spiritual leadership is thus both a cause and effect as group members interact and various formal and informal leaders in the group emerge. (C) IISL
11
SPIRITUAL LEADERSHIP Comprises the values, attitudes, and behaviors in order to intrinsically motivate one’s self and others so that they have a sense of spiritual well‐being through calling and membership so they:
experience meaning & purpose in their lives (Calling) have a sense of making a difference and feel understood and appreciated (Membership) (C) IISL
12
ORGANIZATIONAL SPIRITUAL LEADERSHIP y Initiated by the developing a vision that vividly portrays a journey of service to key stakeholders which creates a sense of calling. y Implemented through a culture and ethical system based on the values of altruistic love that creates a sense of membership. y Enables/supports the unit members’ inner life or spiritual practice (e.g., spending time in nature, prayer, meditation, reading inspirational literature, yoga, observing religious traditions, writing in a journal).
(C) IISL
13
EXTRINSIC = EFFORT MOTIVATION
PERFORMANCE
REWARD
(GIVE ME A REWARD TO WORK)
INTRINSIC = MOTIVATION
EFFORT
PERFORMANCE
REWARD (C) IISL
(MY WORK IS MY REWARD)
14
Hope/Faith
Vision
(Effort) •Endurance •Perseverance •Do What It Takes •Stretch Goals •Expectation of Reward •Victory
(Performance) •Broad appeal to key Stakeholders •Defines the Destination and Journey •Reflects High Ideals •Encourages Hope/Faith •Establishes a Standard of Excellence
Altruistic Love
(C) IISL
(Reward) •Forgiveness •Integrity •Honesty •Courage •Humility
•Kindness •Empathy/Compassion •Patience •Trust/Loyalty
15
SPIRITUAL LEADERSHIP
+
HOPE/ FAITH
VISION
+
+
Organizational Commitment & Productivity, Financial Performance Employee Life Satisfaction Corporate Social Responsibility
INNER LIFE +
+
Make a Difference Life has Meaning/ Purpose
+
Spiritual Practice
CALLING
+
+
+
ALTRUISTIC LOVE (C) IISL
+
MEMBERSHIP Be Understood Be Appreciated
16
PERFORMANCE EXCELLENCE THROUGH SPIRITUAL LEADERSHIP The Spiritual Leadership Balanced Scorecard Business Model provides a process for fostering the development of the motivation and leadership required to maximize the triple bottom line.
(C) IISL
17
Spiritual Leadership as the Keystone for the Maximizing the Triple Bottom Line Spiritual Leadership Organizational Commitment
Employee Well-Being
Productivity
Calling
Quality
Membership
Customer Satisfaction
Corporate Social Responsibility
Financial Performance
Performance Excellence (C) IISL
People & Planet Well-Being 18
Balanced Scorecard Areas of Focus and Measures Vision, Mission & Values Internal & External Stakeholder Analysis Strategic Scorecard Areas of Focus
Quality Create a culture of service excellence and perfect order fulfillment
Stakeholder Focus Deliver superior value for our Customers & Key Stakeholders
Learning & Growth Provide for employee growth and high levels of employee commitment
Finance Maintain focused and profitable growth
Measures % On-time Delivery % Defective Product % Accurate Orders
% Complaints % Satisfied Customers (C) IISL
Commitment Index % Productivity % Best Practices
% Revenue Growth % Return on Assets % Market Share 19
Strategic Management Process Internal Internal & & External External Analysis Analysis
Mission Mission & & Vision Vision
Strategy Strategy & & Objectives Objectives
Leading Indicators/Managing Metrics
Inputs Inputs Scorecard ) Input/Output Model
Effort Effort (Hope/Faith) (Hope/Faith) Work Works s
Processes Processes
Evaluate Evaluate
Outcome Indicators/Strategic Performance Indicators
Outputs: Outputs: Quality Quality Products Delivery and Services
Performance Performance (Vision) (Vision)
Calling Calling Make a Difference Difference Make a Life Has Has Meaning Meaning Life
Reward Reward (Altruistic (Altruistic Love) Love)
Membership Membership Understood BeBe Understood BeAppreciated Appreciated Be
(C) IISL
Implementation Implementation
Customer Customer Satisfaction Satisfaction
Learning & Growth Org Commitment Member Well-Being Commitment Corporate Social Responsibility Growth
Financial Financial Performance Performance
Balanced Scorecard Performance Categories
Spiritual Leadership Process 20
SPIRITUAL LEADERSHIP Linking Pin Approach
Strategic Team
(C) IISL
21
Implementing Organizational Spiritual Leadership z Measure and establish a baseline of spiritual leadership. z Conduct vision/stakeholder analysis to both articulate and implement (1) the organization’s vision/purpose/mission with regard to its key stakeholders and (2) a culture based in the values of altruistic love. z Create the organizational context for empowered teams. z Develop employee skills to manage and overcome resistance to change. z Develop employee skills for managing conflict and collaborative, consensus‐based decision making. z Initiate interventions to remove workplace anger, resentment, and fear through forgiveness, acceptance, and gratitude.
(C) IISL
22
Maximizing the Triple Bottom Line (People, Planet & Profits) through Spiritual Leadership
(C) IISL
23
(C) IISL
1
AGENDA Igniting the Genius Within and Spiritual Leadership Religion versus Spirituality Definition of Spiritual Leadership Performance Excellence and Spiritual Leadership The Spiritual Leadership Balanced Scorecard Business Model Implementing the Spiritual Leadership Balanced Scorecard Business Model to Maximize the Triple Bottom Line (C) IISL
2
Igniting the Genius Within Purpose, Meaning & Passion
Wisdom Perspectives
Scientific Principles
Management Practices (C) IISL
Models, Tools & Scalability
Best Practices, Measurement & Results
3
Spiritual Leadership Trans‐formational, Values, Ethics, Personal
Transcendental Inclusive, Universal
Wisdom Perspectives
Daily Practices
Spiritual Principles
Transactional, Behaviors, Beliefs, Rituals, Morality
Organizations and Wisdom Wisdom Spiritual Leadership
Perspectives Spirit
Principles Mind
Practices Body Organizational Spiritual Leadership
(C) IISL
Vision &Values
Behaviors
5
Alignment Innovation
Change Mgmt.
Organizational Spiritual Leadership
Personal Spiritual Leadership
Open, Creative
Vision
Heart of Change Change of Heart
Values
Love & Serve Stakeholders
Deeds (Walk the Talk)
Organizational Wisdom (C) IISL
6
LEADERSHIP “Leadership is the art of mobilizing others to want to struggle for shared aspirations” Kouzes and Posner (2003)
(C) IISL
7
RELIGION vs. SPIRITUALITY Religion is concerned with faith in the claims of one faith tradition or another, an aspect of which is the acceptance of some form of heaven or nirvana. Connected with this are religious teachings or dogma, ritual prayer, and so on. Spirituality is concerned with those qualities of the human spirit‐such as love and compassion, patience tolerance, forgiveness, contentment, a sense of responsibility, a sense of wholeness and harmony‐which bring happiness to both self and others.
(C) IISL
8
RELIGION vs. SPIRITUALITY y The common bridge between spirituality and religion is Altruistic love – regard or devotion to the interests of others. y In religion this is manifested through the golden rule which is common to all major religions.
(C) IISL
9
RELIGION vs. SPIRITUALITY y From this perspective, spirituality is necessary for religion but religion is not necessary for spirituality. y Spiritual leadership can therefore either be inclusive or exclusive of religious theory and practice.
(C) IISL
10
SPIRITUAL LEADING VS SPIRITUAL LEADERSHIP y An important distinction we make in spiritual leadership is in
differentiating leading and leadership. y In the case of spiritual leading and leader development, the emphasis is typically on individual knowledge, skills and abilities associated with one’s work role. y In spiritual leadership, we focus on the collective social influence process that engages everyone and enables groups of people to work together in meaningful ways. y Spiritual leadership’s focus is on engaging all group members to meet spiritual needs and enhance organizational commitment and performance. Spiritual leadership is thus both a cause and effect as group members interact and various formal and informal leaders in the group emerge. (C) IISL
11
SPIRITUAL LEADERSHIP Comprises the values, attitudes, and behaviors in order to intrinsically motivate one’s self and others so that they have a sense of spiritual well‐being through calling and membership so they:
experience meaning & purpose in their lives (Calling) have a sense of making a difference and feel understood and appreciated (Membership) (C) IISL
12
ORGANIZATIONAL SPIRITUAL LEADERSHIP y Initiated by the developing a vision that vividly portrays a journey of service to key stakeholders which creates a sense of calling. y Implemented through a culture and ethical system based on the values of altruistic love that creates a sense of membership. y Enables/supports the unit members’ inner life or spiritual practice (e.g., spending time in nature, prayer, meditation, reading inspirational literature, yoga, observing religious traditions, writing in a journal).
(C) IISL
13
EXTRINSIC = EFFORT MOTIVATION
PERFORMANCE
REWARD
(GIVE ME A REWARD TO WORK)
INTRINSIC = MOTIVATION
EFFORT
PERFORMANCE
REWARD (C) IISL
(MY WORK IS MY REWARD)
14
Hope/Faith
Vision
(Effort) •Endurance •Perseverance •Do What It Takes •Stretch Goals •Expectation of Reward •Victory
(Performance) •Broad appeal to key Stakeholders •Defines the Destination and Journey •Reflects High Ideals •Encourages Hope/Faith •Establishes a Standard of Excellence
Altruistic Love
(C) IISL
(Reward) •Forgiveness •Integrity •Honesty •Courage •Humility
•Kindness •Empathy/Compassion •Patience •Trust/Loyalty
15
SPIRITUAL LEADERSHIP
+
HOPE/ FAITH
VISION
+
+
Organizational Commitment & Productivity, Financial Performance Employee Life Satisfaction Corporate Social Responsibility
INNER LIFE +
+
Make a Difference Life has Meaning/ Purpose
+
Spiritual Practice
CALLING
+
+
+
ALTRUISTIC LOVE (C) IISL
+
MEMBERSHIP Be Understood Be Appreciated
16
PERFORMANCE EXCELLENCE THROUGH SPIRITUAL LEADERSHIP The Spiritual Leadership Balanced Scorecard Business Model provides a process for fostering the development of the motivation and leadership required to maximize the triple bottom line.
(C) IISL
17
Spiritual Leadership as the Keystone for the Maximizing the Triple Bottom Line Spiritual Leadership Organizational Commitment
Employee Well-Being
Productivity
Calling
Quality
Membership
Customer Satisfaction
Corporate Social Responsibility
Financial Performance
Performance Excellence (C) IISL
People & Planet Well-Being 18
Balanced Scorecard Areas of Focus and Measures Vision, Mission & Values Internal & External Stakeholder Analysis Strategic Scorecard Areas of Focus
Quality Create a culture of service excellence and perfect order fulfillment
Stakeholder Focus Deliver superior value for our Customers & Key Stakeholders
Learning & Growth Provide for employee growth and high levels of employee commitment
Finance Maintain focused and profitable growth
Measures % On-time Delivery % Defective Product % Accurate Orders
% Complaints % Satisfied Customers (C) IISL
Commitment Index % Productivity % Best Practices
% Revenue Growth % Return on Assets % Market Share 19
Strategic Management Process Internal Internal & & External External Analysis Analysis
Mission Mission & & Vision Vision
Strategy Strategy & & Objectives Objectives
Leading Indicators/Managing Metrics
Inputs Inputs Scorecard ) Input/Output Model
Effort Effort (Hope/Faith) (Hope/Faith) Work Works s
Processes Processes
Evaluate Evaluate
Outcome Indicators/Strategic Performance Indicators
Outputs: Outputs: Quality Quality Products Delivery and Services
Performance Performance (Vision) (Vision)
Calling Calling Make a Difference Difference Make a Life Has Has Meaning Meaning Life
Reward Reward (Altruistic (Altruistic Love) Love)
Membership Membership Understood BeBe Understood BeAppreciated Appreciated Be
(C) IISL
Implementation Implementation
Customer Customer Satisfaction Satisfaction
Learning & Growth Org Commitment Member Well-Being Commitment Corporate Social Responsibility Growth
Financial Financial Performance Performance
Balanced Scorecard Performance Categories
Spiritual Leadership Process 20
SPIRITUAL LEADERSHIP Linking Pin Approach
Strategic Team
(C) IISL
21
Implementing Organizational Spiritual Leadership z Measure and establish a baseline of spiritual leadership. z Conduct vision/stakeholder analysis to both articulate and implement (1) the organization’s vision/purpose/mission with regard to its key stakeholders and (2) a culture based in the values of altruistic love. z Create the organizational context for empowered teams. z Develop employee skills to manage and overcome resistance to change. z Develop employee skills for managing conflict and collaborative, consensus‐based decision making. z Initiate interventions to remove workplace anger, resentment, and fear through forgiveness, acceptance, and gratitude.
(C) IISL
22
Maximizing the Triple Bottom Line (People, Planet & Profits) through Spiritual Leadership
(C) IISL
23
Related Documents
