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