CASE STUDY

Lead the Change from

the Inside Out: Principles
and Practice of Motivation

PAKISTAN INSTITUTE OF QUALITY CONTORL

304, 3rd Floor, Eden Centre, 43 Jail Road
Lahore Pakistan
Pakistan Institute of Quality Control ( ICQI'2000)

Ph: (+92 42) 7563645-7562260 Fax: 7552656

E-mail: piqc@brain.net.pk; Web Site: http:///www.piqc.com.pk

Pakistan Institute of Quality Control ( ICQI'2000)

LEAD THE CHANGE FROM THE INSIDE OUT:

PRINCIPLES AND PRACTICE OF MOTIVATION
by
Faiez H. Seyal
Managing Director
ACE Development Dimensions

INTRODUCTION
A large company had been continuously losing its market share since 1994. With the
ever-increasing cost of operations coupled with poor customer service and
vendors/dealers relations, added with lost employees integrity, losses were at an all-time
high in 1998. Corporate culture included all the deadly evils like aristocracy, power games,
favoritism, poor communication with employees and other stake holders, slow decisionmaking, poor employee-management relationships, late comings, no accountability,
blaming and complaining attitude, resulting in inter-personal conflicts, lost motivation,
aggression, disrespect, etc. Mal practices including stealing, and kickbacks, in all the
departments was the order of the day.
In such an environment, after the failures of two regional directors, the third newly
appointed regional director (RD) was confronted with a big challenge of motivating and
persuading the orthodox and conservative countrys senior management team to turn the
company around. All the efforts made by his predecessors by introducing various minor
and major change initiatives were either put in the cold storage or never got implemented
due to the extreme resistance and non-willingness of the senior management team of nine
(9), including GMs, Director and MD. This team of nine (9) very intelligently had been
justifying their poor performance by putting all the blames on the national tax system,
national price controls, holding company policies, expensive raw materials, etc.
The new RD within the first three months of his appointment sensed the situation and
concluded that he would not be able to handle it at his own and must involve a third-party to
assist him. Within a month, he appointed me to assist him with a mandate to design and
implement an 18-month long human resource development (HRD) effort with the direct
reporting relationship with him. Learning from the past experiences, it was agreed that
even though the purpose of the project was to initiate a major cultural change, it must be
camouflaged under the umbrella of an HRD effort to which the local management team
seemed more receptive.
Over the next 18 months, hundreds of activities were performed including a behavioral
retreat session, vision formulation workshop, skills building workshop, leadership session,
hundreds of brainstorming and coaching sessions, meetings, etc. This "so-called" HRD
program became so powerful that it ignited a never-ending process of chain events that
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lead a major cultural change in the company, producing tremendous business results. The
RD and the senior management team while appreciating the whole effort in terms of quality
of various programs, project management, well-planned and thoughtful activities and
sincerity, commitment and competence of the consultant credited one activity without which
they thought this success could never have been achieved and that was the initial 30-hour
retreat session. This session used a unique mix of behavioral and mind sciences,
medicine, spiritualism and religion. This paper is meant to share the overall experience of
this effort while focusing on this single activity that was called a miracle.

THE STATUS QUO

During the initial interview meetings with key managers, (and later endorsed by others
in the survey questionnaire that I conducted under the umbrella of training needs
assessment), I discovered that most of the people in the organization were competent.
They had pretty good knowledge (what to) of the global practices as well as exceptionally
good skills (how to) of performing their jobs. Most of the management team has had the
foreign training and/or education in their relevant fields in addition to having professional
degrees with an average of about 10 years relevant experience. Even at the supervisory
level, people ranked above the industrys average in terms of education and experience.
With all the desired competence (what and how to), to perform their respective jobs,
however there was a status quo and no one was interested to do anything about it. We
discovered several wrong beliefs, negative attitude (want to) and their respective ill
behaviors at all management levels, the higher the worse. Common observations were:

Negative attitude (what can I do? Its not possible, etc.)

Value conflicts (conflicting personal and organizational values)
Confusion (I dont know what is coming up?)
Lower morale and loss of motivation (why should I do it?)
Ethical issues (if everyone else, why not me?)
Dissatisfaction (always finding something wrong in the work)
No or very low corporate loyalty/integrity (I will leave if I have a better option)
Pessimism (the country/company will never change)
Interpersonal grudges and grievances against superiors
Critical of the performance of subordinates
Complains about excessive work and low rewards
Poor spouse and children relationships and blaming the workload for it
Focusing on their complains with the company not on their own performance
Back biting of peers and seniors
Critical of others in something and doing the same thing themselves

The detailed analysis of this initial data forced me to the next phase (that was not
originally planned) and that was of conducting meetings with the HR, the scanning of
personnel files and then having another round of personal meetings with key managers.
This revealed the following facts:

Pakistan Institute of Quality Control ( ICQI'2000)

Average per capita medical expenses had increased by three folds sine 1994
Absenteeism and sick leave reporting increased to double
Out of a total group of about 20 senior managers, 13 have cardiac disease
history
General unhappiness with their marriages
Four reported divorces, two second marriage cases, six separated
90 percent reported three or more arguments/fights per week with their spouses
74 percent reported three or more arguments per week with their grown-up
children
80 percent reported that they had gained 20 pounds or more weight in past 5
years
60 percent reported the regular usage of anti-depressant drugs
55 percent admitted the regular use of abusive language either at work or at
home
85 percent reported 8 hours or more sleep daily and that their sleep has
increased in the past five years
70 percent complained about lack of energy and motivation to do anything
70 percent reported that someone in the family (father, mother, children) falls
sick twice or more times a month
Out of the total 10 whose children were married, seven expressed their and their
childrens unhappiness and dissatisfaction with their marriages
90 percent reported that they are generally not happy with the life as a whole. All
of these people had a big negative metaphor to describe the life
About 40 percent reported a major personal financial loss in the past three years
30 percent reported a sudden death or a tragedy in the immediate family in the
past three years

One might think what this personal information had to do with the project objectives?
You will know that later. At that time, the biggest challenge ahead however, was of
motivating this team of highly unhappy and critical people who were already pre-occupied
with their personal problems.

THE BIGGEST CHALLENGE

One of the important training needs that emerged as a result of the diagnostic study
was that of a behavioral training. I was sure that if the change in performance was to be
achieved, a change in their beliefs about life, about performance and about change itself
is desirable as obvious from the Figure 1 below that explains our model of behavioral
change.

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Figure 1
Events over Time

Perception

Conclusions

Beliefs

Expectations

Assumptions

Values

Attitude

Behavior

Life Change

Relationships and Performance

I was clear that without a positive change in beliefs, no permanent change in attitude
and behaviors could be achieved. The task was clear. However the real challenge was of
the motivation of the team. During the diagnostic, it was communicated that a number of
initiatives/activities were undertaken in the past to develop a positive culture, but all of
these failed to achieve the desired objectives. Various activities that were performed in the
past three years included:

Office infrastructure, facilities improvement (quality of life)

Salary increase
Pay for performance and other reward system
Better cafeteria and health services
New and better cars
Job rotation system
Job redesign to create additional challenges in the work
Departmental meetings/brain-storming sessions etc. to enhance employees
involvement and participation
Organized seven training workshops with built-in travel and fun
Appreciation and recognizing long-service
In-company events, functions, family get-togethers, etc.

A lot was done to increase the motivation level of the team but unfortunately it did not
work. Why it did not work, my analysis to that was something like this.

SOUL - THE MISSING DIMENSION

A thorough analysis of the above-mentioned findings opened a whole-new world of
knowledge for me. If you too, look at the list above, you will find that items 1 to 5 address
our physical needs, item 6 to 9, our intellectual or mental needs, whereas items 10 and
11 are meant to address our emotional needs.
Now the dilemma here is same as was mentioned by many philosophers, scholars,
intellectuals and prophets over the last several centuries. Everyone had his own way of
conveying the reality, but the message was same. Unfortunately, we never heard it aright.
And even if we did, we did not buy into it, fully. We as humans, have four dimensions of us.
Pakistan Institute of Quality Control ( ICQI'2000)

We have a body, we have a mind, we have a heart and we have a soul. It means that we
have physical needs, we have intellectual needs, we have emotional needs and we have
spiritual needs. The truth of the life is that we can never reach our full potential and be at
peace unless all of our four dimensions are in harmony to each other.

Soul
(Spiritual Needs)
Heart: (Emotional Needs)
Mind: (Intellectual Needs)
Body: (Physical Needs)

Figure 2: Hierarchy of Needs

Let me make it easy by providing a layman example. Unless our physical needs are
met, we would never want to strive for or cater to our intellectual needs. The moment we
have met a few of our intellectual needs, immediately after our emotional needs become
active. A need to be loved and to love, a need to be with someone to share our lives, a
need to be heard and a need to be respected, appreciated and recognized for our work,
etc. When after having all of these three needs fulfilled, life seems to be empty, then we
start pondering as to what is missing. A fortunate few, very soon and a majority of people,
at very late in their lives, discover that one of the important dimensions of us has been
neglected and that is our soul. Most of them would try to do as much as they could, to
address their spiritual needs, but most of the time the earlier negligence would have
damaged our souls which in return would have damaged our other three dimensions to the
extent that nothing much could be done at that point in time, to recover from the earlier
damages. The point here is that it is the bitter truth of life if you may call it so, but an
unchallenged law of nature that we could never be at our best by ignoring any one side of
us. Whatever positive or negative happens to any one of these dimensions, it in results
affects other three, positively or negatively, respectively. One could even relate Maslows
hierarchy of needs with this law of nature and would find a number of similarities. A few
minor differences that one might observe would be due to difference in Maslows own
educational, cultural, social and religious background.
The dilemma in this particular case, as obvious, was that the company had been
investing considerably to motivate its people by addressing their physical, intellectual and
emotional needs. But because the high-level spiritual needs were un-addressed, the
company could not achieve the desired objectives from previous initiatives and training
programs. To reinforce my hypothesis, when I sought help from various religious resources
including Quran, I was overwhelmed with the Quranic teachings that supported my
hypothesis. A few verses are quoted here:

Pakistan Institute of Quality Control ( ICQI'2000)

Evil as an example are people who reject Our signs and wrong their own souls.
(7: 177)
Because God will never change the grace which He hath bestowed on a people
until they change what is in their (own) souls. (8: 53)
..It is not God Who wrongs them, but they wrong their own souls. (9: 70)
. Verily never will God change the condition of a people until they change it
themselves (with their own souls).. (13: 11)
And if any strive (with might and main), they do so for their own souls..
(29: 6)
And be ye not like those who forgot God; and He made them forget their own
souls! Such are the rebellious transgressors! (59: 19)

MOTIVATION THROUGH AGES

Isnt it fabulous? As long as we keep our hearts, eyes and ears open, we can easily
reveal the truths of life and they will not be different than already listed in the Quran. Even
the non-Islamic modern world is revealing various truths and using them to improve the
quality of lives at our homes, organizations, societies and the globe as a whole. If we revisited the management history, for an example, it would also reinforce these learning. The
management history is not too old and dates back only to the early 20th century. If we
quickly glanced through it and the subsequent writings of various times, we observe
following trends:
Early 20th century till late 50s: Focus was on having more and more people by giving
them good wages to start with and then later on addressing their other physical needs as
listed earlier. It was the time of industrialization. More people were required for mass
production. It was the time when it was generally considered that people needed to be
controlled and organized. As a result, watch-dog concept leading to tiers of management
emerged. In addition, the administration departments were set up to control people with
heads coming from army, police, law and finance backgrounds.
From 50s till 70s: This is the era in which it was realized that people are not only
physical beings but also intellectual beings. Their intellectual needs were realized and the
training function was established in organizations to cater to the intellectual needs of
people, e.g. need of learning and growth. The focus was initially on the technical training
(job-oriented training) and then gradually moved to management training. The responsibility
to perform this function was handed over to the newly established personnel departments
with heads coming from diverse backgrounds such as technical, education and
management, etc. based on the individual needs of organizations. Organizations finally,
took over the responsibility of training its people to get the most out of them.
Late 70s and 80s: This is the third era in which, people were accepted as emotional
beings. The focus started shifting from training to development. People were recognized
as an important resource that continuously needs to be motivated and developed to
perform at its best. This is the era in which human resource function replaced the orthodox
personnel function responsible for listening to people, involving them in various decisions,
exchange of feedback, job enrichment, teambuilding, etc. During this era, emerged the
concepts of rewards including various corporate get-togethers, functions, events involving
families, etc. The stress on respect, equal treatment, enhanced quality of life, reducing the
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tiers of management, teamwork, also increased. The HR managers were trained in

behavioral sciences and were given responsibility to organize various behavioral training
sessions for the emotional uplift of their people. The annual confidential reports of the last
era were replaced with performance reviews and subsequently with performance
management systems. By the end of the era, the management development term was
replaced with the people development. The scope of development broadened and
included the personal development aspect in addition to professional development.
From 90s onwards: This is the fourth era. People were finally declared as human
capital. It was realized that the only difference between winning and losing organizations is
the quality of its people including their character, beliefs, habits, personal motivation,
abilities, etc. People were realized as spiritual beings with various spiritual needs and
wanting to experience spiritual growth. Authors who published in the last era but people
never understood them became popular and best sellers. A typical example is of Stephen
Coveys Seven Habits of Highly Successful People that included spiritualism and
addressed centuries-old laws of nature now forgotten by our material society. The
popularity of the book reinforced the fact that how unknown the universal truths are and how
desperate the world is to have solutions to their problems. The emphasis of developing
good mangers and workers changed to making people good people first. If we could just
make them good human beings, they would automatically become good managers,
workers, etc. The emphasis started shifting from the personality traits to the character
traits. A simple life truth re-emerged and i.e. how could we have ethical organizations
without having ethical people in it. It was also realized that personality traits could easily be
taught to anyone but it is extremely difficult to infuse character traits in to people and that is
a prophetic work. By the end of the century, the emphasis started shifting from spiritualism
to God. By the turn of the century, God finally regains entry in the modern worlds corporate
life and is being recognized as a part and parcel of our everyday s life. The HR managers
are expected to be mentors, spiritual leaders, healers, etc.
Isnt it amazing? It will be for those who are far away from Quran but not for those who
are called men of understanding in Quran. The point here is no matter if we realize it or
not, it is already happening. And something that has not happened yet, would definitely
happen, because if it is in Quran, you can rest assured that it is an unchallenged truth. The
more we explore and learn, more aware of the fact we become. The truth that we cannot go
beyond what is already there in the Quran.

THE BEHAVIORAL RETREAT SESSION

Well coming back, the point under debate was that we could never be happy and at
peace unless our spiritual needs were met. Having this belief, I took a big risk of blending
spiritualism and God in the first behavioral re-treat program. A 30-hour residential
program was designed for the group of 30 senior managers that was meant primarily to
address spiritual needs as listed below.

A need to self-discovery (i.e. Who am I? Where I came from, What is my true

reality? What is the purpose of my being? etc.)
A work fulfilling enough that is also aligned with my personal mission and value
statement

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Need to know the life principles and truths, and how do they affect me as an
individual and the work to be aligned with those universal principles
Opportunities to meditate and reflect on experiences
Appreciation for my religious beliefs and the work and the culture where I could
practice my religious beliefs
Something that will also enhance the quality of my personal life including my
relationship with self, my children, my spouse and the society as a whole
A culture and opportunities to talk about and seek Gods guidance

Based on my observations about the attitude and behavior of the team as well as
the suffering they were going through in their lives, I thought it to be absolutely critical. I was
also certain that unless we filled up the emptiness in their lives with something powerful and
built them spiritually, it would be foolish to expect that they would be motivated enough to
contribute positively in the work ahead. How could one fix someone elses life if ones own
life is shattered. We knew that the normal human response is always, whats in it for me?
And that was something I wanted to capitalize on. Hence, I blended the answer to this
question in the overall program and the methodology. The objectives set for the behavioral
retreat session as finalized with RD were:
1.
2.
3.
4.

to sell the idea of change, by providing them a totally new perspective of

change
persuade and motivate the team to change from within so that the team wants
to change as opposed to being forced to change
provide people a more positive attitude towards life
provide opportunities to individuals to look deep inside, to reflect on their
practices, behaviors and performance and identify those practices and behaviors
that needs to be changed to achieve the objective of the overall project

The contents of the program included:

The need for Change: what happens to us if we do not change?

Universal law of change and its implications on individuals
Where does the self fit into organizational and societal change
The cost of negative thinking
What is positive attitude and the benefits of being positive
Accepting responsibility of personal and professional life
Learning and change and the universal law endorsing this
Traits of global successful people
Values that build high performance culture
Religious interpretations of these values
What do we get as a reward if we followed these values
Importance of self discovery and self meditation
Stress where does it come, what does it cost and how to control it
Our personal character and what it has to do with the performance
The price we pay if we choose to do things at the cost of our character
Ethics of change and why and how to follow those
Winning support of the family and building highly supportive family

With this agenda, I decided to persuade the RD to allow spouse participation in the
program. My stance on this issue was something like this. People are emotional beings.
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They need to be told and their new learning needs to be reinforced. They need to have
someone around with whom they could share and who could also provide them with the
support and encouragement. The implementation of the learning would become much
easier if the spouses were included to support their partner on this journey to change. I
also persuaded the RD that we must enhance the quality of life at their homes, if we have to
achieve the objective of enhancing the quality of life at the workplace. And very promptly, he
got convinced. The response of the senior management team was totally different than
what I thought. I was thinking that they would like the idea of bringing their spouses with
them on a four-day vacation cum training trip to one of the resorts. To my surprise, many
rejected the idea. The struggle I went through to persuade them to bring their spouses
along on this company-paid "trip" was an experience in itself. However cutting it short, with
the exception of a few, all others agreed.
During the orientation session on the first day of training, when I announced that the
training would last for about 10 hours a day, the team openly confronted the very idea of
such a long session. The training thus started in a little tense environment, but by the end of
the day the whole scenario was changed and the group became interested and started
opening up. Many of their beliefs about various aspects of their lives were shattered. By the
end of the lunch time on the second day, requests for one-to-one session (individual and/or
couple counseling) after the formal training hours session started coming. Responding to
the need, I agreed to entertain these requests after the formal training hours and it lasted till
mid-night on the following two nights. On the third day the last session was reserved for the
personal action plan (PAP) activity, i.e. what do we do differently in the office. After the
activity, the group commitment on the PAP was taken and endorsed by their spouses.
By the end of the third day, almost everyone had confessed their negative behaviors,
mal-practices, wrong beliefs, and showed their personal commitment to change. Amid
cries, tears, commitments, promises and hopes, the session concluded on the third day
and by that time we had spent more than 35 hours together in the training room compared
with originally planned 30 hours. Throughout the training, the whole team was so involved
that none missed any sessions that lasted for about 14 hours a day for whole three days.
Suffice it to say the training not only met but also exceeded the objective. Many couples
reported that if they had done this training earlier, their lives would have been totally
different, today.

AFTER-SESSION ACTIVITIES
This was a beginning and of course, a very powerful one. We had won the trust and
commitment of the team to turn the company around. This was the time to accelerate the
process before the motivation and energy level fizzled. To this end, we immediately
planned the whole project and formed a steering committee of 3 senior managers from
within the group to monitor the progress and drive the major up-coming change. The
cultural change model we used is listed in the Figure 3.
Major activities after the first session included:
two-days (20-hours) residential vision formulation workshop for senior
managers. Two task teams of 6 members each, were formulated after this
workshop. One responsible for drafting the strategic documents and the other to
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submit the report on the cultural barriers in the way to achieve the vision and
propose recommendations for removing them
two-days (20-hour) residential session on leading and facilitating teams was
conducted for the members of task team focusing on team skills and group
dynamics
one-day motivational session was conducted for everyone in the company. This
session was the compressed version of the three-day behavioral retreat session.
The purpose of the session was to overcome the chances of any potential
resistance during the implementation phase and to minimize any chances of
grapevines by selling the idea of change, telling people what is coming next, why
are we doing it and what are we expecting from them.
Two task teams met on a weekly basis after office-hours to review their
performance against targets. In addition, the team allocated three hours twice a
week to undertake other sub-activities, necessary to reach the objectives. These
sessions were initially monitored by us. Both teams met the dead line of
presenting their draft recommendations within three months.

Vision
Where do we Want to be?

Values

Strategy

What do we care about?

How will we get there?

Behavior

Objectives

How do we work together?

What do we Need to do?

Actions and Results

Figure 3: Model of Cultural Change
After the approval/revision of the recommendations by the steering committee, the
team developed the implementation plan under our guidance. The progress was
monthly shared with the steering committee
After the approval of the recommendations and the implementation plan, a fiveday (60-hour) residential Leadership training was conducted for a group of 50 to
assist them with the implementation. This session addressed leadership
behaviors and skills

THE RESULTS
Surprisingly, all recommendations were thoroughly implemented by the end of the
15th month without any resistance. The tangible results achieved as a result of this effort are
miraculous:

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Product quality improved- customer complaints came down to one-third within the
first three months of the implementation
Continuous improvement philosophy embedded
A major cultural change achieved
Right-sizing achieved without any major resistance
Sales increased
Reduced wastage/repeat work
Reduced overtime
Increased productivity/efficiency leading to lesser sub-contracting
Absenteeism reduced
Reduced medical costs
Customer satisfaction index improved
Teamwork induced
Reduced employee turnover
Reduced management-workers tensions
Interpersonal conflicts eliminated
Abuse and aggression eliminated
Sales travel billing reduced
Store stealing eliminated
Kick-backs eliminated as reported by vendors
Plant/office cleanliness
Motivation and morale improved
Customers/vendors wait time decreased to one-third
Spouse relationships improved tremendously as reported by spouses in a followup session

Is it not miraculous? Yes, it is. All of this might be sounding out of this world. You must
be thinking what sort of magic was this? Well, it was the magic of the truth. Truth is
powerful. And if one has the courage, passion and commitment strong enough, anyone
could do this magic.

CONCLUSION
This paper has listed my experience of a miraculously successful HRD project. My
client and I both agreed that these marvellous results could never have been achieved
without bringing spiritualism and God in the work. It might make a lot of sense to many but
there will be many others who will still not like to accept these basic truths of life. I always
tell people that no matter what we like or what our individual biases towards life may be, the
fact is that the truth does and will prevail. We must understand that we are not independent.
We are a part of a universal system created by God and there are prescribed and set
rules and guidelines called laws of nature to run this universe. We are not powerful
enough to change these rules. However, our Creator has given us a choice either to
conform to these laws of nature or discard them. If we choose not to conform by the
prescribed laws, which most of us do, then on one hand we will never reach our full
potential and on the other, we will pay the fine for our non-conformances. The fine can be
anything (e.g. the sufferings individuals were going through, as listed in the earlier part of
this paper). Therefore, its a matter of choice. It is not only me. Everyday, people around the
world in their chosen fields are revealing the basic truths of life and learning from those. An

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article published in Business Week of August 30, 1999, under the heading 21 Ideas for
the 21st century, highlighted the importance of religion in our lives:

Why are we here? What does it all mean? Human being will ask these big
questions and the religion will provide the context.
Neither economic efficiency nor scientific rationalism has diluted the
overwhelming force of religious beliefs, rituals, and myths.
The pull of religion will intensify. Science and religion will find common grounds.
Today, faith .. fills a void that material comfort cannot.
In the U.S., 9 in 10 people claim to engage regularly in prayer and 3 out of 4 do so
on a daily basis.
The narrow-bore scientific disciplines of the late 20th century will give way to
interdisciplinary approaches asking the larger, over-reaching questions about the
complex patterns of life.
The correlation between brainwave patterns and meditative states, faith, prayer
and healing will emerge.

And soon after another study revealed the changes in the corporate America in Business
Week of November 08, 1999, under the heading Religion in the Workplace:

There are 10,000 Bible and prayer groups in workplace in the U.S. (which are
retraining corporate America on the powers of the religion, character and morality,
etc.)
Companies like Xerox, Taco Bell, Pizza Hut and Wal-Mart Stores regularly
organize sessions for the spiritual uplift of their employees
48 % of American talk about religion in their workplaces everyday
51% of American wants to pray everyday
Many CEOs regularly consult various spiritual leaders seeking help with important
decisions
78 % feel the need of spiritual growth in their life as compared with 20 % in 1994
95 % of American have absolute trust on God
Once words like virtue, spirit, and ethics got through the corporate door, God
wasnt far behind.
Body, emotion and brain. The only thing that was missing from the equation was
spirit. and its finally here.

Whatever the non-Muslim world is discovering today must not be new to those who
understand Quranic teaching which revealed these basic realities 1400 years ago. Just
imagine, that all the hardships and struggle made to reveal these truths and the fine that
the world must have paid during the process and finally revealing what was already there
could have been avoided if the laws of Quran would have been blindly pursued. Remember
that the Quran was called the FINAL book as it lists down the final guidelines for
everything. We cannot discover anything, new or different than what is already there. It is
simply not possible. If it was possible then the Quran would not have been called the
Final book.
Well, it seems that even the credit of introducing God in the corporate world would go
to Americans. And learning from Americans and following them, like always, by the time,
we finally catch up, they will have established yet another benchmark for the world and that
would be no different than Quran no matter what they will call it. I leave you with a question
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to ponder over. Is our aloofness to our religion mainly due to those who misused the
religion to serve their own vested interests or it is due to our own ignorance as to what
exactly it is? And if you too feel the pain and a need for change, then Lets re-build our
homes and workplaces on the solid principles of Quran.

ABOUT THE AUTHOR

Faiez Seyal is a national authority on the psychology of peak performance and personal
and organizational turnaround- an identity he has established through his consistent ability
to help individuals, groups, families, and organizations create their destinies. He is a great
influencer, motivator and a coach for this generation. In 1995, he left a "Big 6" accounting
and consulting company as a director and partner, to form the Ace Companies specializing
in coaching, speaking, training, consulting and publishing in the areas of personal
development, leadership and change management.
In addition to his world-class business-improvement training and consulting practice,
Faiez Seyal is known nationally, for his personal development seminars including
Together Forever, Born Again, The Sixth Discipline, The Road to Success, Change
Your Lens, Change Your World, Lead the Change from the Inside Out, Peak
Performance, Developing Customer Focused Organizations, Customer Intimacy, Lead
the Sales from the Inside Out, Leadership 63, Back to Basics, etc. and related audio
productions and books. These state-of-the-art programs are developed utilizing his global
research on the world best practices and his own experience of learning from and
interacting with people from virtually every socioeconomic category. In the last few years of
his speaking career, he has touched more than 50,000 people who participated in his live
seminars and customized programs.
Faiez is a graduate of internationally acclaimed SHRM Program of Harvard Business
School. He has received his professional training from world-known National Training
Laboratories (NTL) Institute for Applied Behavioral Science, USA and Tavistock Institute of
Human Relations, England. Faiez is a Licensed Master Practitioner of NLPTM , a Certified
Human Systems Development (HSD) Consultant and a Certified HSD Trainer, from
Academy of Educational Development, USA. He is a Fellow of the Chartered Institute of
Personnel and Development (FCIPD), England. He is a Professional Member of the
National Speakers Association, USA. In addition to holding an MA from Pakistan, and
another MA degree from the University of Central Oklahoma, USA.
A decade of service and commitment towards making the difference at all levels of
society has earned Faiez an unmatched satisfaction and inner peace. Faiez and his Ace
Companies have become a brand name as the nations peak performance coaching,
training, speaking and consulting practice and cutting-edge turnaround experts. Together,
Faiez and his Ace Companies will continue to be the leading source of education, training,
development and inspiration of people in the 21st century.

Pakistan Institute of Quality Control ( ICQI'2000)

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