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OTTAWAS PERSIAN PUBLICATION

Vol. 5 - Issue 92 - November 2016

Daniel Badre

Personal Injury Lawyer


Tel: (613) 695.4443
Fax: (613) 695.2626

www.injuryottawa.ca

info@injuryottawa.ca

Ottawa, ON, K1Z 7K8

If you or a loved one are injured in a


a free consultation and case evaluation.
Remember, you don't pay unless we win!

92

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THE SPIRIT OF LEADERSHIP

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Daniel Badre

Personal Injury Lawyer

If you or a loved one are injured in a


for a free consultation and case evaluation.
Remember, you don't pay unless we win!
www.injuryottawa.ca
info@injuryottawa.ca

Tel: (613) 695.4443


Fax: (613) 695.2626

101-1296 Carling Avenue


Ottawa, ON, K1Z 7K8

37
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44

14 percent falling into the actively disengaged


category, 83. Gallup Inc. State of the Global
Workplace 2013. Accessed March 26, 2016.
http://www.gallup.com/services/178517/stateglobal-workplace.aspx.
8-Reuven Bar-On, Ph.D. and I described the
spiritual as follows: a process or journey that
comprises sequential stepping-stones inherent
in becoming more spiritual which is living life
according to what one perceives as ultimately
important, meaningful and purposeful.
9-Michael Cox and Michael Rock. The 7 Pillars of
Visionary Leadership: Aligning Your Organization
for Enduring Success (w/CD) (Toronto: Harcourt
Brace & Company, Canada, 1997).
10-Tuesday, September 27, 2016, 2:00 3:00
pm, www.earningthroughlearning.com (ETL).
Another person asked for an example of the 7
Pillars methodology being applied. I answered
citing a workshop for a U.S. company. Another
example was the City of Vaughan The City
Above Toronto. It was a special edition, a CD
called Compass: Charting Your Course to the City
of Vaughan whereby we created the citys first
Corporate Annual Report by way of the 7 Pillars.
Included on the CD were the Business Directory,
Development Guide, Comparative Cost Calculator, Economic & Technology Department Strategy
1968-98 and 1995 and Economic & Technology
Department Annual Report. The CD won third
prize in North America for a community economic
development project.
11-Margaret Wheatley, Ph.D. Leadership and the
New Science: Learning About Organization from
an Orderly Universe (San Francisco: Berrett-Koehler Publishers, 1992), 144-45.
12-James A. Michener. Hawaii (New York:
Fawcett Crest, 1959), 89.
13-Website: http://www.famous-quotes-andquotations.com/thomas_j_watson_founder_of_
ibm_1.html. Accessed: October 8, 2016.
14-Carl Jung, M.D. said that one should not do
surgery if one has infection on the hands!
15-Mark E. Koltko-Rivera, "Rediscovering the
Later Version of Maslow's Hierarchy of Needs:
Self-Transcendence and Opportunities for Theory,
Research, and Unification," Review of General
Psychology, Volume 10, Number 4, 2006, pp.
302-317. Website: http://pages.stolaf.edu/psych391-spring15/files/2014/02/Koltko-RIvera.pdf.
Accessed: October 5, 2016.
16-T.S. Eliot, Four Quartets, Little Gidding.
Website: http://www.coldbacon.com/poems/
fq.html . Accessed: September 27, 2016.
17-Yale Book of Quotations (ed. Fred R. Shapiro.
New Haven, Yale University Press, 2006), 428.

Listen to us on internet or your mobile device around the world

12 10

www.chinradioottawa.com
WWW.Bia2Ottawa.COM

45
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Pillar VII VALUING asks us, What


is everything worth? Lily Tomlin is
well known for her quip, The trouble
with the rat race is that even if you
win, you're still a rat. My translation:
At the end of the day, we must ask:
what is of value to us above all else
and how does that value structure
our life and work? How does our
action reflect what we really hold important? J.K. Rowling says: Whatever money you might have, self-worth
really lies in finding out what you do
best. Today our best has to include
head, heart, hand and spirit.
The temple icon reminds us that
we can build and have a Leadership
Value Path that leads to building
a worthplace. As we grapple with
the different pillars, we begin to see
that a spirit of leadership respects
a variety of competencies. T.S. Eliot
(1888-1965) reminds us, We shall
not cease from exploration, and the
end of all our exploring will be to arrive where we started and know the
place for the first time.16 Knowing
ourselves in the deepest sense can
only mean that we will better understand those around us, and create a
truly human dwelling place. The shift
from workplace to worthplace will
have to be incremental, but we keep
remembering that all employees, including ourselves, want a work space
where dignity, respect, purpose, ethical goals and solid leadership create
excellence in performance.
Learning is the catalyst for all change.
Eric Hoffer (1902-1983) stated, In
a time of drastic change it is the
learners who inherit the future.
The learned usually find themselves equipped to live in a world
that no longer exists. Spirit is that
fundamental innate human and
constitutive capability that allows us
to develop a sense of human consciousness, that is, the unique human
capacity to be self-conscious. Be-

cause we exist with the capacity for


self-consciousness or the awareness
of being aware we can be intentional
and not simply reactors to external
events. We can choose well and, in
so doing, we become more and more
human. As we learn in other things,
the spirit too can learn and flourish.
The philosopher Aristotle (384-322
BCE) reminds us that wonder is the
beginning of wisdom. Once our
curiosity has been activated we then
begin to have questions that seek
understanding. The question of spirit
is a question of wonder, and may be
the most pressing question of our
times. That sense of wonder in the
workplace was magnificently captured by Dr. Martin Luther King in an
address he gave just six days before
his assassination:
Even if it falls to your lot to be
a street sweeper, go on out and
sweep streets like Michelangelo
painted pictures, sweep streets
like Handel and Beethoven composed music, sweep streets like
Shakespeare wrote poetry. Sweep
streets so well that all the hosts of
heaven and earth will have to pause
and say, Here lived a great street
sweeper who did his job well.

It is difficult to speak of work in any


words that are more profound.

Dr. Michael Rock has over 35 years


University and college teaching and
continues to give his Spirit of Leader-

www.simorghmagazine.com

ship and Human Journey Executive


retreats and presentations. He holds an
Ed.D. in Adult Education from Indiana
University (Bloomington) and a Ph.D. in
Spirituality from Saint Paul University/
University of Ottawa. Besides numerous
textbooks, he is co-author of The 7 Pillars
of Visionary Leadership (w/CD), Widowhood: The Death of a Spouse, and St.
Benedicts Guide to Improving Your Work
Life: Workplace as Worthplace. He can be
reached at: worthplace@gmail.com.

ENDNOTES
-------------------------------------------------1-Chuck Palahniuk, Fight Club (New
York: WW Norton, 1995), 143.
2-Ezekiel 37:1-14.
3-BrainyQuote. Website: http://www.
brainyquote.com/quotes/authors/n/nelson_mandela.html. October 10, 2016.
4-Pierre Hadot, What Is Ancient Philosophy? Trans. Michael Chase (Cambridge,
MA: Harvard University Press, 2002), 3.
5-Rick, Executive MBA Program, Organization Theory and Design, Unit 08,
last week of the course, University of
Guelph, Summer-Fall 2016.
6-Dan Ariely, Predictably Irrational: The
Hidden Forces That Shape Our Decisions
(New York: Harper, 2009), 84. I am thankful to my MBA student, Pierre Hespanha,
for mentioning this title. Executive MBA
program, University of Guelph, course,
Organization Theory and Design,
Summer-Fall 2016.
7-In its 2013 State of the Global Workplace, Gallup reports, Currently, 13% of
employees across 142 countries worldwide are engaged in their jobsthat is,
they are emotionally invested in and focused on creating value for their organizations every day, 6. In this same 2013
Report, it states that in the United States,
30 percent are engaged, 52 percent
not engaged, and 18 percent actively
disengaged. In Canada, 16 percent are
engaged, 70 percent not engaged, and
14 percent actively disengaged. States
Gallup: ... employees in Canada are
about half as likely as those in the U.S.
to be fully engaged at work16 percent
vs. 30 percent, respectively. However, a
strong majority (70 percent) of Canadian
employees are simply not engaged, with

46

Business is not either-or but rather both-and, that is, art


+ science, and in that order. We need an inner landscape
that grounds us but also gives us the mental steps to infuse
and guide this spirit of leadership that we envision. Feedback from one manager put her experience of a webinar
I delievered this way: The webinar I just listened to was
wonderful. It went beyond the how to and entered into
the realm of what really matters: the emotional, spiritual
aspects of leadership and the workplace.10
In short, I proposed the following images and progressive
steps for a developmental leadership pathway model:

Pillar I VISIONING asks us, What is our leadership direction? The Book of Proverbs says in the bluntest terms possible, Without vision, the people perish
(29:18). The starting point for vision has been artfully
described by Dr. Jean Vanier: Leadership is always dependent on the context, but the context is established by
the relationships we value.11
Pillar II MAPPING asks us, What are the challenges we
are facing and need to overcome? Facing issues and challenges is beautifully, and yet realistically, pictured in novelist James Micheners book, Hawaii: King Tamatoa realized
that there came a time on any voyage when a man and his
canoe had to trust the gods and to run forward, satisfied
that the sails had been well set and the course adhered to
whenever possible; but when all precautions failed to disclose known marks, it was obligatory to ride the storm.12
Pillar III JOURNEYING asks us, What leadership navigational steps do we need to embrace? Facing
this question calls for resilience. What is needed here
is the competency for leaders to navigate and model a
Leadership Value Path. For many, this will mean taking

47

time and, of course, having courage, great teamwork and


resilience. The markers for the journey may be known
intellectually but like King Tamatoa, the emotional and
spiritual known markers may not be as obvious or well
developed for new organizational designs that are emerging all around us.
Pillar IV LEARNING asks us, What changes
do we need to make? This middle pillar is where things
can get stuck or there is a breakthrough. Learning =
changing and some may be reluctant to do so. Thomas
Watson, founder of IBM, provided a counterintuitive help
when he told people his formula for success: Its quite
simple, really. Double your rate of failure. Youre thinking
of failure as the enemy of success. But it isnt at all. You
can be thoroughly discouraged by failure or you can
learn from it. So go ahead and make mistakes. Make all
you can. Because, remember thats where youll find success.13
Pillar V MENTORING asks us, What or who is
available to help guide us? Dr. Konrad Lorenzs research
on goslings and imprinting unequivocally demonstrated
that choosing the right mentor is critical. Otherwise its
the blind leading the blind.14 To repeat what I wrote
earlier: what is most central is what Abraham Maslow
underlined in a talk to the American Psychological Association where he recognized that there was something
beyond self-actualization that was needed for wholeness;
he called this missing piece self-transcendence.15 This
is the spiritual; this is the heart-and-soul of The Spirit
of Leadership: the sense of purpose, meaning, community, otherness, awareness not only of self but of others
and the whole universe. Self-transcendence is a good in
and of itself and honouring such well-being and dignity
in employees should then mostly likely lead to corporate
success. Good mentors appreciate this and have a broad
worldview.
Pillar VI LEADING asks us, What will help fuel
the power of curiosity? A marvelous insight, as we saw,
comes from Dr. Jean Vanier, founder of the worldwide
L'Arche communities for the mentally and physically
handicapped. I do my best to live by such a principle
every day, whether teaching or giving executive retreats:
We are each leaders at the place of our gift. We are each
followers at the place of gift in the other. Vaniers principle embraces humility in the sense of a down-to-earthness and a deep awareness of self and other. It speaks to
the spirit embodied in true leadership because it not
only involves listening with the eye of the mind but also
with the ear of the heart.
www.simorghmagazine.com

to mentor and guide people. We


need leaders who understand that
building a strong organizational
culture requires much more than
taking your employees out for
drinks and pizza. Lastly, we need
more courses like this one that
force MBA students to stop being
bean counters, and start reflecting
and thinking about the art of the
possible.5

What is incredibly interesting but


also challenging today is that over
the past thirty years there has been
an increased blurring of social norms
with market norms,6 and more so as
millennials are expected to be 70% of
the business world by 2020. Spirituality is a social norm; ROI (with its
emphasis on the 3 Ps performance,
productivity and profitability) is a
market norm. Our social norms have
typically included home, family, any
religious affiliation, friends, society at
large, etc. In the past going to work
meant leaving many of the social
norms behind and entering another
world, a world of market norms only.
But increased blurring over the years
has opened the door to workplace
spirituality and its emphasis on the
centrality and dignity of the person.
Ironically technology has upped the
ante in many ways for market norms
to gain increasing strength and the
shading of social norms. Even worse,
the market norms have sometimes
once again begun to substitute for
social norms. The notion of product from yesteryear increasingly
attempts to replace the notion of
person, allowing people themselves to be used or commoditized.
Ironically, the results have been
negative even for the workplace.
The result is widespread disengagement that reflects a loss of employee
interest, affecting motivation, that
creates havoc with accompanying
emotional and spiritual ailments that

49

in turn create unhealthy and toxic


workplaces. In North America alone,
figures for disengaged employees
hover around 70-75% with estimated
costs of $350-$500 billion annually!7
We can only trust that the spiritual
will win the day and not be co-opted
by market norms.
Spirituality is not a product or thing.
It is a way of being, a way of living
for a person who seeks meaning and
purpose in their life. In both life and
work, spirituality has become increasingly important. Research shows
that the bulk of people around the
world will claim that they are spiritual but not religious. At the same
time, there is an almost tangible
yearning in the workplace for employees to be treated with personal
dignity, respect and well-being. Moving in this direction is what I call the
shift from just having a workplace to
fostering and growing a worthplace.
The spirit of leadership demands that
we bring our whole selves physical,
mental, emotional and spiritual to
the task of building a future worth
going to. This call involves one giant
step for all of us! But it does challenge the ROI-only view of business.
It is not that performance, productivity, and profit are unimportant, but
it is likely that to get to them we will
have to move the needle in the direction of another p, the person.
Importantly, we can measure the stages of spiritual development. While the spiritual per se
can never be measured, its personal
evolution can. The Spiritual QuotientInventory (SQ-i) assessment tool
that Reuven Bar-On, Ph.D. and I
collaborated on for these past seven
years measures these stages. We
can capture the spiritual in process
by examining its stages of development,8 stages that have a remarkable
consistency across many traditions
going back millennia. The beauty of
the scientifically-based SQ-i is that

it showcases the trajectory of how a


person attempts to develop meaning
and purpose in their life, and consequently can be a great help to selfunderstanding and continued future
development.
The spirit blows where it will. Obviously the spirit cannot be completely
objectifiable. We cannot judge with
absolute transparency motives or
intentionality. But what we can say
is that the human spirit involves the
deepest dimensions of life. By the
same token, a life-giving spirituality
is precisely that: life-giving, not lifedenying, self-and-other liberating,
seeing beyond self and ones own
preoccupations to considering others
and the universe. In other words, a
true spirituality is self-transcendent.
In many management articles and
books, defining spirituality is often
described as trying to capture an
angel. I agree with that; spirituality
always takes us beyond the boundaries of the ordinary.
But we can capture such an angel
in process by examining the spiritual
stages of development. The results
from measuring stages begins what
I would call the start of a conversation, in this case, a spiritual conversation, the trajectory of how a
person has attempted to develop
meaning and purpose in his or her
life.
Very important also is that each of us
also desires and needs an inner image or metaphor or model or inspired
path of leadership that will keep us
focused, lead us and give us guidance
as we travel the spiritual journey.
Here, I use the imagery from a book
(w/CD) that I co-authored called The
7 Pillars of Visionary Leadership.9 It
is this art and vision we have forgotten. Instead too often we put all our
trust in how-to strategies alone.

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THE SPIRIT OF LEADERSHIP:


A Reflective White Paper

Michael Rock, Ed.D., D.Th., Ph.D.

Youre not your job.


Youre not how much money you have
in the bank.
Youre not the car you drive.
Youre not the contents of your wallet.1
We all know that without breath we cannot
live. Breath or spiritus (L.) is what keeps us alive. Each
and every moment we breathe ourselves into existence.
When breath is no more, we call that death. This is as
true for organizations as it is for individuals. The person
or organization is no longer alive. Sometimes such a state
is literally true and we get ready for the funeral or the
bankruptcy announcement; sometimes it is symbolically
true and we walk around like rats feet on broken glass,
in the words of T.S. Eliots (1888-1965) poem The Hollow
Men. Regardless of the metaphor used, there is an experience of emptiness, a reality that carves the innards out
of living and functioning.2
The Spirit of Leadership demands the very breath of life
that those in leadership positions owe to themselves and
to employees. This responsibility is no small task; it is life
itself. The spirit of leadership whether that be parenting, teaching, consulting, managing or leading demands the very best of who we are. We are to do who we
are. Action follows being. We begin to know a person (the
who) by how they act (the do). If that is not congruent,
then we experience a false self and we always wonder
who that masked person is. Dr. Carl Jung (1875-1961)
calls this false self the shadow self that to some degree is
part of each person. Lifes task is an ongoing awareness of
and integration of our personal shadow selves.
The very energy of life propels us to become more and
more ourselves something that the noted psychologist
Dr. Abraham Maslow (1908-1970) called self-actualization. Later in life he recognized that something more was
needed beyond self-actualization: that of self-transcendence. This spiritual level is composed of self-awareness,
awareness of others, and outreach beyond self to what
is called otherness, that is, self-transcendence. Becoming all that we are meant to be points not only to a full
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flourishing of self, but also to a wider and deeper sense of


otherness, of beyondness, a sense of the whole universe
that transcends a persons ego boundaries. The spiritual
should not be equated with religion (which we could
visualize as a way a person may put their spiritual self
into practice). While not all of us may be religious, we all
have a deeper spirit within ourselves. In other words, we
cannot not be spiritual. To claim otherwise would be the
height of ego arrogance an existential denial of self, of
being able to breathe and we know the outcome of not
breathing.
A final introductory remark is needed here: the spiritual
and spirituality should never be regarded as a problem
solver for lifes or works problems. Instead, it offers
us ways to engage ourselves so as to live with integrity
and dignity in all situations, including those that present
us with problems, even those beyond our ability to correct. Nelson Mandela (1918-2013) reminds us, I learned
that courage was not the absence of fear, but the triumph
over it. The brave man is not he who does not feel afraid,
but he who conquers that fear. 3 In such situations spirituality helps us retain hope and personal well-being.
In other words, spirituality becomes a way of engaging
in life that the philosopher Hadot refers to as an existential option which demands from the individual a total
change of lifestyle, a conversion of ones entire being, and
ultimately a certain desire to be and to live in a certain
way.4 Spirituality will give meaning, purpose and a sense
of well-being. From that, other good things should impact
the whole of life, including work. But to see it as an
instrument would be to misuse it. While it always has an
impact on how life is lived, spirituality is its own good.
Such a statement then raises the issue at the heart of
research on spirituality in the workplace. Managers will
often give me the same feedback: We know all about
finance, marketing, technology, etc., but we want something more. One manager, studying for his MBA, towards
the end of a recent course with me, wrote a posting
called The Power of Self-Transcendence:
When I started my MBA journey, I was focused steadfast
on finance and I remember thinking to myself that I wish
the program had a finance specialization. Now looking
back, I could not have been more wrong. The marketplace is rife with people who can analyze balance sheets,
but what organizations desperately need are better
forward-thinking leaders. We desperately need leaders
who have a high degree of self-transcendence. We need
leaders who can provide vision, meaning and [are] able

50

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