daan fousert 8 september 2005 “god” in the market “god” in the market the value of retreat...

Daan FousertDaan Fousert 8 september 2005

“ “GOD” IN THE MARKETGOD” IN THE MARKET THE VALUE OF RETREAT CENTRES IN THE THE VALUE OF RETREAT CENTRES IN THE DEVELOPMENT OF TODAY’S LEADERSHIPDEVELOPMENT OF TODAY’S LEADERSHIP

FACTS:FACTS:

• There is an increasing demand for spiritualism in a functional context.

• More and more people are questioning the meaning of their live/work/etc.

• Development and training centers are not able to serve the need in that respect

• Sense and function of leadership is questioned• There is an increasing demand for servant

leadership

LEADERSHIP IS NOT LEADERSHIP IS NOT ABOUT BEING. ABOUT BEING.

LEADERSHIP IS ABOUT LEADERSHIP IS ABOUT BECOMING.BECOMING.

Spiritual growth:Spiritual growth:

“THERE IS ALWAYS MORE “THERE IS ALWAYS MORE GROWING YET TO COME, GROWING YET TO COME, AND MORE LIGHT YET TO AND MORE LIGHT YET TO

SHINE”SHINE”

St. Francis of AssisiSt. Francis of Assisi

HISTORY AND HISTORY AND BACKGROUND OF BACKGROUND OF

TODAY’S LEADERSHIPTODAY’S LEADERSHIP

VALUE CHAIN LEADERSCHAPVALUE CHAIN LEADERSCHAP

STRATEGYSTRATEGY ORGANISATION ORGANISATION INDIVIDUAL INDIVIDUAL

ECONOMYECONOMY

LEADERSHIPLEADERSHIP SPIRITUALITYSPIRITUALITY

ENTREPRENEURSHIP ENTREPRENEURSHIP within a paradoxical playgroundwithin a paradoxical playground

WHY ORGANISATIONSWHY ORGANISATIONSEXIST EXIST

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

How important isHow important isa mission, vision or aa mission, vision or a

dream……..?dream……..?

EXERCISE

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

My DREAM

THEIRDREAM

CREATIVITY & ENERGYCREATIVITY & ENERGY

PEOPLE

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

PEOPLE

LEADERSHIP

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

PEOPLE

Operational (incl..knowledge)

LEADERSHIP

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

PEOPLE

Operational (incl..knowledge)

PERSONNEL MANAGEMENT

LEADERSHIP

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

PEOPLE

STRUCTURE

PERSONNEL MANAGEMENT

LEADERSHIP

OperationAl (incl..kennis)

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

LEADERSHIP CHOISESLEADERSHIP CHOISES

The risk for organizational failures grow when the hierarchygets tougher. This has do to with

the fact that hierarchical thinking Starts with the principal of

“we know better”With this attitude leaders fail in taking advantage of the insight ofemployees that know better, but

have learned to keep their mouth shut.

Arnold Cornelis

INSTRUMENTSINSTRUMENTSCompensation

for bad leadership?

INSTRUMENTSINSTRUMENTSCompensation

for bad leadership?

LEADERSHIPLEADERSHIP

LEADERSHIP CHOICESLEADERSHIP CHOICES

LEADERSHIPLEADERSHIPsupportedby good

instruments!

LEADERSHIPLEADERSHIPsupportedby good

instruments!

INSTRUMENTSINSTRUMENTS

LEADERSHIP CHOICESLEADERSHIP CHOICES LEADERSHIP CHOICESLEADERSHIP CHOICES

What do we see in general? What do we see in general?

LEADERSHIPLEADERSHIP

INSTRUMENTSINSTRUMENTSCompensation

for bad leadership?

INSTRUMENTSINSTRUMENTSCompensation

for bad leadership?

PEOPLE

STRUCTURE

PERSONNEL MANAGEMENT

LEADERSHIP

Operational (incl..kennis)

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

Operational Behavior

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

STRUCTURE

PEOPLE

LEADERSHIP

PERSONNEL MANAGEMENT

PEOPLE

Operational

Behavior

STRUCTURE CULTURE

PERSONNEL MANAGEMENT

LEADERSHIP

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

PEOPLE

Operational

Behavior

SERVANT LEADERSHIP

STRUCTURE CULTURE

PERSONNEL MANAGEMENT

BASED ON VALUES

LEADERSHIP

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

PEOPLE

Operational

Behavior

Self realization: Work as identitySelf realization: Work as identity

STRUCTURE

PERSONNEL MANAGEMENT

LEADERSHIP

SERVANT LEADERSHIP

CULTURE

ORGANISATIONAL MISSIONORGANISATIONAL MISSION ORGANISATIONAL MISSIONORGANISATIONAL MISSION

MANAGEMENT

EMPLOYEES HR

ORGANISATION

Shareholders-value thinkingShareholders-value thinking

Resultoriented

ManagementorientedOn their own

Investigation Watson & Wyatt:

Increase of stockvalue!

• Attention for personal values.• Development of spiritual leadership.• Information and proper communication• Encouragement of internal entrepreneurship • Attitude: Shareholders value = Stakeholders

value

Leads to

TheThe terrifying terrifying signalsignals from s from the the markmarkeet!t!

• Youth unemployment is increasing.

• High sick leave.

• Increasing functional disability!

• Leaders fail in human attention.

• Psychological contract is gone.

• Enrichment at the top.

• Burn-out at increasing younger age

What is What is BurnOut?BurnOut?• Indication of discrepancy discrepancy between what

people are and what they have to do.

• A sign of erosionerosion of values, personal dignity, strength of mind and will.

• Chronic disruption disruption of life balance.

Sorce: Burnout by Maslach & Leiter

PeoplePeople ofof ththe 21e e 21e centurycentury are lookingare looking forfor cohesioncohesion in their lifesin their lifes..

WWork should beork should be: : aa harmoni harmoniouous s integratedintegrated partpart of someone’sof someone’s l lifeife aanndd

developmentdevelopment!!

This demands a complete This demands a complete different form of and attitude different form of and attitude

towards leadershiptowards leadership!!

ORGANISATION MISSIONORGANISATION MISSION ORGANISATION MISSIONORGANISATION MISSION

RESULTRESULTRESULTRESULT

ProcessesProducts/Services

PeopleQuestion & demand

MarketingEffectiveness & Efficiency

ProductivityOrganizational structure

Financial processesProfit & Growth

Shareholders values

ProcessesProducts/Services

PeopleQuestion & demand

MarketingEffectiveness & Efficiency

ProductivityOrganizational structure

Financial processesProfit & Growth

Shareholders values

IQ

Knowledge

Starting point of thinking:

MANAGEMENTMANAGEMENT::

Basics Values Style

Plato Good-Wrong Traditional

Newton Objectivism Consultative

Taylor Stability Isolation

WWhat can I get out of peoplehat can I get out of people??

ENCOURAGED BY SHAREHOLDERSENCOURAGED BY SHAREHOLDERS VALUE THINKING !VALUE THINKING !

PEOPLE

ORGANISATION MISSIONORGANISATION MISSION ORGANISATION MISSIONORGANISATION MISSION

RESULTRESULTRESULTRESULT FRUITFUL CAPITALFRUITFUL CAPITAL FRUITFUL CAPITALFRUITFUL CAPITAL

InspirationCorporationSocialization

Self managementMotivationCoaching

DevelopmentStakeholders value

InspirationCorporationSocialization

Self managementMotivationCoaching

DevelopmentStakeholders value

IQ EQ

Knowledge Emotion

FOCUS IN THE LAST QUARTER OF THE 20e CENTURY:

And different starting point of leadershipAnd different starting point of leadership::

Basics Values Style

Quantum fysics Learning Participative

Chaos theory Growth Equality

Self management

Organic Allied, linked

WWhat can we add to peoplehat can we add to people??

IQ SQSQEQ

Knowledge EmotionSpiritualitySpirituality

FOCUS IN THE 21e CENTURY:

PEOPLE

ORGANISATION MISSIONORGANISATION MISSION ORGANISATION MISSIONORGANISATION MISSION

RESULTSRESULTSRESULTSRESULTS FRUITFUL CAPITALFRUITFUL CAPITAL FRUITFUL CAPITALFRUITFUL CAPITAL

Consciousness of meHuman as starting point

Holistic growthEnd of sacrifice

Together and linkedMeaning of things

Personal valuesOrganisational values

Consciousness of meHuman as starting point

Holistic growthEnd of sacrifice

Together and linkedMeaning of things

Personal valuesOrganisational values

WORK AS IDENTITYWORK AS IDENTITY WORK AS IDENTITYWORK AS IDENTITY

VALUE CHAIN OF LEADERSHIPVALUE CHAIN OF LEADERSHIP

STRATEGYSTRATEGY ORGANISATION ORGANISATION INDIVIDUAL INDIVIDUAL

IntelligenceIntelligence EmotionEmotion Purpose Purpose

RESULTRESULTRESULTRESULT FRUITFUL CAPITALFRUITFUL CAPITAL FRUITFUL CAPITALFRUITFUL CAPITAL WORK AS IDENTITYWORK AS IDENTITY WORK AS IDENTITYWORK AS IDENTITY

ConclusiConclusionon::

“Any organisation that fails in providing their employees

good reasons to care for to care for theirselves and each othertheirselves and each other,

looses its legitimacy”

Source: Richard Sennett: The Flexible Human being

SERVANT LEADERSHIPSERVANT LEADERSHIP

One answer:

AN INVITATION TO THINK ABOUT AND REFLECT ON OWN VALUES AND EFFECTS OF YOUR LEADERSHIPSTYLE AND BEHAVIOR ON PEOPLE!

SERVANT LEADERSHIPSERVANT LEADERSHIP==

““GOD” IN THE MARKETGOD” IN THE MARKET

SERVANT LEADERSHIPSERVANT LEADERSHIPDO THOSE SERVED, GROW AS PERSONS, DO THEY, WHILE BEINGSERVED BECOME HEALTHIER, WISER,FREER, MORE AUTONOMOUS, MORELIKELY THEMSELVES TO BE SERVANTS?

Robert K.GreenleafRobert K.Greenleaf

SERVANT LEADERSHIP CHARACTERISTICSSERVANT LEADERSHIP CHARACTERISTICS

Servant Leadership

- Listening- Empathy- Healing- Awareness- Persuasion

- Conceptualization- Foresight- Stewardship- Commitment To Growth of People

- Building communities

VALUES VALUES OVEROVER

RULES,RULES,BEHAVIOR BEHAVIOR

OVEROVERSKILLS !SKILLS !

VALUES VALUES OVEROVER

RULES,RULES,BEHAVIOR BEHAVIOR

OVEROVERSKILLS !SKILLS !

• LISTENING• Responds to situations by listening first• Encourages thoughtful silence• Reflects on what is being said and its meaning• Removes personal self-interest from the listening process

• EMPATHY• Expresses unlimited liability for others• Accepts and emphasizes-never rejects• Views those served as acquirers• Can “walk in someone else’s shoes”

• HEALING• Understands that healing is a powerful force for transformation and integration• Seizes the opportunity to help make ourselves and others whole• Addresses broken spirits and emotional hurts• Understands the search for wholeness is shared by all

SERVANT LEADERSHIP CHARACTERISTICSSERVANT LEADERSHIP CHARACTERISTICS

• AWARENESS• Knows self well• Is an active learner, immersed in the world• Begins “in here” – light own lamp• Is able to withdraw, be silent, re-orient

• PERSUASION• Uses persuasion to convince• Knows others can do what they must do for themselves• Reinforces hope• Is effective at consensus building

• CONCEPTUALIZATION• Thinks beyond day-to-day reality• Nurtures other capacity to work outside their usual frame of thinking• Encourages others to think “outside the box”

SERVANT LEADERSHIP CHARACTERISTICSSERVANT LEADERSHIP CHARACTERISTICS

• FORESIGHT• Holds liberating visions• Understands the ineffable nature of life• Is comfortable with the use of intuition• Can see a way and point to it

• STEWARDSHIP• Holding something in trust for the greater good• Chooses service over self-interest• Feels ownership in what is done

• COMMITMENT TO THE GROWTH OF PEOPLE• Is committed to and demonstrably fosters the personal, spiritual and professional

growth of all in the organization

• BUILDING COMMUNITY• Understands that we build for all• Believes that work is essential for the worker’s identity

SERVANT LEADERSHIP CHARACTERISTICSSERVANT LEADERSHIP CHARACTERISTICS

What could this What could this mean for yourmean for your

retreat retreat centers?centers?

FACTS:FACTS:

• There is an increasing demand for spiritualism in a functional context.

• More and more people are questioning the meaning of their live

• Development and training centers are not able to serve the need in that respect

• Sense and function of leadership is questioned

Turn FACTS into Products:Turn FACTS into Products:

• Introspection• Self reflection• Self transformation• Meaning of things• Purpose of life• Life answers• Leadership evaluation• ETC.

NOT FROMA RELIGIOUSPOINT OF VIEWBUT FROM ASPIRITUALPOINT OF VIEWWHILEMAINTAININGYOURAUTHENTICITY

A path to Servant LeadershipA path to Servant LeadershipLife experiences

Knowing self

Faith

Wisdom

Purpose

Loving others

Serving others

Passion and serenity

Clarity in Chaos

Are these elements not the basics

of Christianity?

MARKET POSITION of the CENTERSMARKET POSITION of the CENTERS

AMBITIONAMBITIONorganisationsorganisations

AMBITIONAMBITIONindividualsindividuals

• succes• sustainable growth• qualitative leadership• market share in balance• recognition of added value to the community

• successful functiong• development and growth• self realization• Life and work balance• recognition of personal values and added value for organization

RETREAT & MEANINGRETREAT & MEANING:: FOCUS OF THE CENTERS:FOCUS OF THE CENTERS:

YOUR CHALLENGE:YOUR CHALLENGE:

• How to define your products; your role and your added value

• How to define a market need• Bridging the gap between retreat and economics• How to market (= communicate) the products• Get to know the market• Redefine your interpretation horizon• Out of the (religious) box thinking: provoke your

thinking patterns• Investing comes before return

YOUR CHALLENGE:YOUR CHALLENGE:

BUILDING BRIDGESBUILDING BRIDGESOnce you have crossed some bridges yourself!Once you have crossed some bridges yourself!

Growth means opening up for the warms of the sun andGrowth means opening up for the warms of the sun andheaven and …….heaven and …….

At the same time getting your roots in the earth darkness' At the same time getting your roots in the earth darkness'