The Manager's Pocket Guide to Spiritual Leadership (Manager's Pocket Guide Series)

The Manager’s Pocket Guide to

Spiritual Leadership Transforming Dysfunctional Organizations into Healthy Communities

Richard Bellingham, Ed.D. Julie Meek, DNS

HRD Press, Inc. • Amherst • Massachusetts

© 2001 by HRD Press, Inc. All rights reserved. Any reproduction in any media of the materials that appear in this book without written permission from HRD Press is a violation of copyright law.

Published by: HRD Press 22 Amherst Road Amherst, MA 01002 1-800-822-2801 (U.S. and Canada) 413-253-3488 413-253-3490 (FAX) www.hrdpress.com

ISBN 0-87425-617-8

Cover design by Eileen Klockars Editorial services by Sally M. Farnham Production services by Anctil Virtual Office Printed in Canada

Table of Contents Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

v

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Am I living in a dysfunctional organization? . . Is it academic? . . . . . . . . . . . . . . . . . . . . . . . All we need is love. . . . . . . . . . . . . . . . . . . . . Wanted: remarkable people . . . . . . . . . . . . . .

1 1 2 4 6

I. How Do You Recognize a Healthy Community When You See One? . . . . . . . . . . . . . . . . . . . . . Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . How do you know a healthy community when you see one? . . . . . . . . . . . . . . . . . 1. Physical indicators of a healthy community . . . . . . . . . . . . . . . . . . . . . . . 2. Intellectual indicators of a healthy community . . . . . . . . . . . . . . . . . . . . . . . 3. Emotional indicators of a healthy community . . . . . . . . . . . . . . . . . . . . . . . 4. Spiritual indicators of a healthy community . . . . . . . . . . . . . . . . . . . . . . .

7 7 8 8 12 20 27

II. Soul Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Russ Campanello Merging technology with heart . . . . . . . . . 32 Dr. Dorothea Johnson A pioneer with determination . . . . . . . . . . 37 Dr. Barry Cohen Innovation in the midst of crisis . . . . . . . . 41 Stuart Sendell Community involvement with wit and wisdom . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Sister Nancy Hoffman Leadership with spirit and compassion . . 50 iii

The Manager’s Pocket Guide to Spiritual Leadership

III. The Transformational Process. . . . . . . . . . . . . . That “unsettled” feeling . . . . . . . . . . . . . . . . . Transformation Step 1: Understand the degree of your organization’s dysfunction . . . . . . . . . . . . Transformation Step 2: Develop the discipline to use a systematic process . . . . . . . . . . . . . . . . . Transformation Steps 3 and 4: Increase readiness: assess organizational commitment and capacity to change . . . . Transformation Step 5: Identify what great results look like: the Diagnosis phase . . . . . . . . . . . . . . . . . . . Transformation Steps 6 and 7: Involve people, benchmark possible solutions, and identify exemplars: the Design phase . . . . . . . . . . . . . . . . . . . . . Transformation Step 8: Impact the culture: the Delivery phase . . . Transformation Steps 9 and 10: Measure the results and take the longterm view: the Determination phase. . . . .

53 53 55 61 64 67

69 73 77

Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

81

Epilogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

83

Appendix A: Indicators of Healthy Communities . . . . . . . . . . A-1 Appendix B: Possibilities Profile . . . . . . . . . . . . . . . . . . . . . . B-1 Appendix C: Quality of Work Life Survey. . . . . . . . . . . . . . . . C-1 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . R-1 Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I-1 iv

Preface Sole leadership was good in an independent and competitive world. A quick review of the past millennium brings to mind hundreds of courageous men and women who accomplished extraordinary feats through their fierce individualism and their uniquely heroic acts. Yes, sole leadership produced unprecedented results in the last millennium. And it will fail in the next. Leadership in the future will require a new style. Leaders cannot just go it alone and expect to succeed. A critical mass of committed and capable people is required for success. In a global, interdependent, and collaborative world, organizations need soul leadership to continue the momentum that was established during the last decade of the 20th century. Downsizing, restructuring, re-engineering, cost cutting and de-layering have stripped corporations of whatever soul they had. Soul sick and spiritually impoverished, corporations face a new millennium that will impose new demands to create organizations that respond to the physical, emotional, intellectual, and spiritual needs of its employees. With pockets full, but with empty hearts, corporations face the most compelling challenge in history: to find and nourish their soul as a prerequisite to profits, performance, and productivity.

What is Spiritual Leadership? The single most significant difference between leadership in the 2nd Millennium and leadership in the 3rd Millennium will be the difference between sole leadership vs. soul leadership. While sole leadership is characterized by independence, competitiveness, authoritarianism, obedience, and self-aggrandizement; soul leadership will be noted by its emphasis on interdependence, creativity, collaboration, and community development. v

The Manager’s Pocket Guide to Spiritual Leadership

Soul leadership means building healthy communities that are simultaneously committed to both people and profits. soul leadership concerns itself with ethics as well as earnings; it invites criticism as well as celebration. Soul leadership embraces the values of respect, involvement, support, development, innovation, flexibility, and empowerment.

That was then, this is now As we transition from the Age of Information to the Age of Ideation, leadership will need to attend to our source of enthusiasm and inspiration and the part of us that sees the dream—our soul. The Age of Information focuses on knowledge and ways of keeping abreast of the latest breakthroughs. The Age of Ideation focuses on people and culture and ways of generating new sources of gain. Leadership style that worked for the Industrial Age and the Information Age will not work for the Age of Ideation. In this emerging age, successful leaders will create environments in which there is a continuous generation of new ideas. In short, they will need to engage in soul leadership. On the other hand, sole leadership concerns itself only with profits, earnings, and bigger management paychecks. The quality of life and competitiveness in most organizations are deteriorating and becoming dysfunctional. People are working longer hours and having less fun. Work/life balance is a joke. A sense of work spirit is gone. Most people do not have a sense that their work has meaning. And the only thing that keeps us laughing is the gallows humor of Scott Adams and the world view of Dilbert. Are we destined to go through our 30 years or so of working mechanically with the only hope that retirement will constitute a better life? Or can this change? The authors of this book believe that change is possible only through a dedicated effort to build healthy, interdependent communities within organizations. We believe that profitability and competitiveness are only possible with interdependent strategies. Yes, it is possible . . . primarily because it is necessary to win. vi

Preface

Defining Soul Through the ages man has tried to define soul. Here are a few definitions that reflect the importance of soulful leadership: “The beginnings of all things”

—Plotinus

“The way black folks sing when they leave themselves alone” —Ray Charles “Our life’s star”

—William Wordsworth

“The part of you that sees the dream” —John Nance Garner “A presence that releases feelings of mystery and marvel” “The breath of living spirit”

—Rudolf Otto

—Hildegard de Bingen

“The essential and enduring character”

—Aristotle

“The wise silence to which every part is related” —Ralph Waldo Emerson “The source of light and movement”

—Dame Julian

“The entryway to a life of imagination” —Marsilio Ficino “Consciousness” “The first principle of life” “The exquisite realization of life”

—Descartes —Thomas Aquinas —Walt Whitman

“The source of our enthusiasm and inspiration” —Carl Jung “The gray matter of the brain in action” —Milan Kundera “The source of all change and transformation” —Plato “The inner voice”

—Albert Schweitzer

“What is most alive in your own house” —A Sufi master vii

Introduction Am I living in a dysfunctional organization? Yes. You are. Might as well step up and own it right now. Not only are you working and learning in a dysfunctional organization, you are also living in a dysfunctional home within a dysfunctional community. Indeed, you are dysfunctional yourself. Why such an aggressive confrontation? Because, if you don’t see that you are trapped, how can you ever get out? Before you become too offended by this confrontation, you might want to hear what some intellectual giants such as Camus, Nietzsche, Carkhuff, Reich, and Gurdjieff have said about the kind of lives we are living and the kinds of communities we are building. In his introduction to The Plague, Camus says, Perhaps the easiest way of making a town’s acquaintance is to ascertain how the people in it work, how they love, and how they die. In our little town all three are done on the same lines, with the same feverish, yet casual air. The truth is that everyone is bored, and devotes himself to cultivating habits. Our citizens work hard, but solely with the object of getting rich. Their chief interest is in commerce, and their chief aim in life is, as they call it, doing business. Naturally they don’t eschew such simpler pleasures as love-making, sea-bathing, going to the pictures. But, very sensibly, they reserve these pastimes for Saturday afternoons and Sundays and employ the rest of the week in making money, as much as possible. In the evening, in leaving the office, they forgather, at an hour that never varies, in the cafes, stroll the same boulevard, or take the air on their balconies. The passions of the young are violent 1

The Manager’s Guide to Spiritual Leadership

and short-lived; the vices of older men seldom range beyond an addiction to bowling, to banquets and socials, or clubs where large sums change hands on the fall of a card. These somewhat haphazard observations may give a fair idea of what our town is like. However, we must not exaggerate. Really, all that was to be conveyed was the banality of the town’s appearance and of life in it. But you can get through the days there without trouble, once you have formed habits. And since habits are precisely what our town encourages, all is for the best. Habits. Camus was right. We have all established mechanical habits that prevent us from seeing the amazing possibilities that constantly unfold in front of us. Perhaps the biggest obstacle to developing corporate soul is the collection of habits we have formed and to which we are enslaved.

Is it academic? To whom should we turn to help us break our mechanical habits and start to awaken to the possibilities of healthy communities? Academics? Educators? In Thus Spake Zarathustra, Nietzsche raises questions about those sources of transformation. I have moved from the house of the scholars and I even banged the door behind me. My soul sat hungry at their table too long; I am not, like them, trained to pursue knowledge as if it were nutcracking. I love freedom and air over the fresh earth; rather would I sleep on ox hides than on their decorums and respectabilities. They watch each other closely and mistrustfully. Inventive in petty cleverness, they wait for those whose knowledge walks on lame feet: Like spiders, they wait. I have always seen them carefully preparing poison; and they always put on gloves of 2

Introduction

glass to do it. They also know how to play with loaded dice; and I have seen them play so eagerly. We are alien to each other, and their virtues are even more distasteful to me than their falseness and their loaded dice. Clearly, Nietzsche harbors great suspicion of the theorists and scholars as sources of transformation. So if our traditional sources of change and perspective are suspect, to whom do we turn for inspiration? How do we create change and build a healthy community? In a landmark project conducted in the 1960s in Springfield, Massachusetts, people from all walks of life in a dysfunctional environment came together to build a much healthier community. Dr. Robert Carkhuff, the project consultant for this ambitious effort, documented the process in a book entitled The Development of Human Resources. According to Carkhuff, transformation must focus on effectiveness and collaboration among all members in a community: It is clear that constructive change cannot be possible without the cooperation of both the conservatives and the activists. Peace in itself is not a goal. Effectiveness is. Where peace and effectiveness are mutually exclusive, we must choose the latter, for the former will most certainly lead to war. Where they are not mutually exclusive, the transformation may be a nonviolent one. The credo of the healthy activist is based upon the basic principle that at the deepest level there is no understanding without action. To really understand someone is to understand a person’s need to act upon their situation. To really act we must first understand the critical dimensions of the situation and then develop progressive step-by-step programs to achieve the goals desired.

3

The Manager’s Guide to Spiritual Leadership

This is not a call to arms for intellectual ineffectuals. Their day is past. They are going into hiding to await the restoration of sanity before they scramble to secure the positions whose power they abused in bringing about the present crisis. Rather, it is a declaration of war upon those who throw up the smoke screens of dialogue to resolve communication problems only to hide their own basic incompetencies. The answer to their privilege is our power. Power not just in political and economic action but power to utilize our inherent resources and our created opportunities to the fullest. This is a plea for the strong and the healthy of all factions—black and white, rich and poor, young and old—to join together, not simply to resolve the problems of the present but to anticipate as mature adults the problems of the future in this and other lands. This is a plea for those who are competent enough to entertain a lifetime of learning, for those for whom helping in its present form can at best be a transitional phase; for those who can die growing, secure in the understanding that the only meaning to life is growth, and that no price is too high to pay for the opportunity to grow. Carkhuff is telling us that the key factors to change and build healthy communities are openness to learning, a focus on effectiveness, and a willingness to collaborate. Many corporations have tried to implement constructive change, but individuals were so intent on securing their positions of power, that they refused to learn new ways, to collaborate, and to keep the desired results in mind.

All we need is love Above all, a healthy community is built upon love. Without love, we have nothing. Wilhelm Reich, in his 4

Introduction

book Character Analysis, speaks of the difficulty of building healthy communities in a society that suffers from an emotional plague, or an inability to love: The term emotional plague has no defamatory connotations. It does not refer to conscious malice, moral or biological degeneration, immorality, etc. An organism which, from birth, is constantly impeded in its natural way of locomotion develops artificial forms of locomotion. It limps or moves on crutches. Similarly, an individual moves through life by the means of the emotional plague if, from birth, his natural, selfregulatory life manifestations have been suppressed. The individual afflicted with the emotional plague limps, characterologically speaking. The emotional plague is a chronic biopathy of the organism. It made its appearance with the first suppression of genital love life on a mass scale; it became an epidemic which has tortured the peoples of the earth for thousands of years. There are no grounds for the assumption that it passes, in a hereditary manner, from mother to child. Rather, it is implanted in the child from his or her first day of life on. It is an epidemic disease, like schizophrenia or cancer, with this important difference: it manifests itself essentially in social living. Schizophrenia and cancer are biopathies resulting from the emotional plague in social life. The effects of the emotional plague are to be seen in the organism as well as in social living. Periodically, like any other plague, such as bubonic plague or cholera, the emotional plague takes on the dimensions of a pandemic, in the form of a gigantic break-through of sadism and criminality, such as the Catholic inquisition of the middle ages or the international fascism of the present century. Reich raises our inability to love to the status of a plague that has devastating effects on our personal lives as well as on the organizations and communities in which we live, learn, and work. 5

The Manager’s Guide to Spiritual Leadership

Wanted: remarkable people As a reader, given this context, you must be asking, Is it possible to have any impact on this ugly state of affairs? We believe it is possible, indeed necessary, with soulful leadership. But that kind of leadership requires a remarkable person—the kind of person that Gurdjieff described in his book Meetings with Remarkable Men. In his own words, Gurdjieff’s primary aim was to destroy mercilessly the beliefs and views rooted for centuries in the mind and feelings of man by arousing in the mind of the reader a stream of unfamiliar thoughts. Gurdjieff believed this kind of drastic action was required to free men and women from the habits, plagues, and fantastic distortions you read about from Camus, Nietzsche, and Reich. From Gurdjieff’s point of view, a remarkable person is one who: Stands out from those around him/her by the resourcefulness of her mind, and who knows how to be restrained in the manifestations that proceed from his nature, at the same time conducting herself justly and tolerantly towards the weaknesses of others. This definition of a remarkable person will be our touchstone as we think about the soulful leaders needed to transform our dysfunctional organizations. Yes, we live in dysfunctional organizations and there are significant obstacles to change; in particular, our ingrained habits and our inability to learn and to love. If we acknowledge and own these problems, however, it is possible to create healthier communities, if that becomes our aim. But in order to be successful, we first need compelling reasons for change and we need to define clearly what the desired end state looks like.

6

I. How Do You Recognize a Healthy Community When You See One? Introduction Organizations are increasingly interested in building healthy corporate communities. Several business drivers account for this rapidly growing trend. • Marketplace. The requirement in the marketplace for continuous creativity imposes new demands on organizations to work collaboratively. Healthy communities support collaboration. • Customers. The change in customer relationship from independent parties to interdependent partners has created the need for open communications, intimate support, and real empathy. Healthy communities foster these types of behaviors. • Recruitment. The search for meaning at work has intensified over the past several years and has imposed new recruiting requirements for the best and brightest— people are choosing firms more for the culture they have created than for the pay package they are providing. People work smarter and think better in healthy communities. While there is a high level of consensus on the need and desire for healthy communities, there is no common image of what a healthy community looks like or how an organization might create one. This discussion will answer the question, how do you recognize a healthy community when you see one?

7

The Manager’s Guide to Spiritual Leadership

How do you know a healthy community when you see one? We believe healthy communities are characterized by their physical, intellectual, emotional, and spiritual dimensions. Each of those dimensions has a few key indicators that will let you know just how healthy your community is. They are as follows: 1. Physical Indicators A. Safety and environment B. Healthy lifestyle behaviors 2. Intellectual Indicators A. Productive management style B. Continuous creativity 3. Emotional Indicators A. High performance on shared values B. Organizational support for personal development 4. Spiritual Indicators A. Connectedness B. Joy All of these characteristics can be scaled, weighted, and measured (see Appendix A for examples). More importantly, all of these characteristics can be achieved through leadership attention, a participative process, and organizational rewards. Let’s take a closer look at each dimension.

1. Physical indicators of a healthy community A. Safety and environment Fundamentally, a healthy community has to be safe and practice sound environmental practices. Safe communities ensure that their members are not assaulted, harassed, or abused—physically, emotionally, intellectually, or spiritually. This means that people feel secure coming and going from 8

I. How to Recognize a Healthy Community

the building. It means effective hazard communication and training. It means compliance with OSHA regulations. And it means that managers respect differences and think inclusively. Environmentally sound communities ensure that air, water, heat, light, noise, and work stations are all within regulatory standards. They are also conscious of the environmental issues associated with their products and the way they do business. Environmentally sound communities don't pollute, they don't consume excessive amounts of energy, and they don't try to get around or avoid environmental regulations, e.g., CFC emissions. In short, the first indication of a healthy community is a safe and healthy work environment.

B. Healthy lifestyle behaviors A second way to recognize a physically healthy community is to observe the health habits of its members. A healthy community supports healthy lifestyle behaviors. Health enhancement is more than individual, physical risk reduction. An expanded systems view of health encompasses the emotional, intellectual, and spiritual dimensions of our lives as well as the possibilities for enhancing our own health and wellness and the health of the organizations and communities in which we live, learn, and work. These behaviors can be measured and promoted. Not promoting positive lifestyle behaviors is one of the surest ways to cause deteriorating financial health and corporate soul.

Table 1. The total dollars spent on health care is staggering Year 1980 1990 1995 2000

Health Care Costs $250 billion $650 billion $1 trillion $1.5 trillion 9

The Manager’s Guide to Spiritual Leadership

By any measure, health care costs America too much. The inflation rate for health care costs is steadily increasing despite a relatively stable Consumer Price Index (CPI). From 1966 to 1993, national health care costs increased by about 11 percent per year, a much higher rate of growth compared to the general CPI trend. In 1996, we exceeded $1 trillion on health care spending, which is approximately $100 billion more than we spend on all of defense, plus primary, secondary, and higher education. No one has 20/20 vision when it comes to the prediction of health care costs and its toll on our communities, but the impact is fairly obvious. As Table 2 indicates, health care costs as a percentage of GNP grew by 2 percent in the 1960s and 1970s, 3 percent in the 1980s, and more than 3 to 5 percent in the 1990s. Even though health care costs increased by about 5 percent per year from 1993 to 1998, most experts are predicting a return to the doubledigit increases that plagued us in the 1970s and 1980s. It is easy to understand how other services might get a smaller and smaller share of available resources. When we compare these data to other countries, the problem becomes even more alarming. None of the countries with whom we compete spend more than 10 percent of their GNP on health care. If we do nothing, we will have nothing left to do. Unfortunately, our current priorities are out of sync with the reasons for our health care problems. The fact is that over 50 percent of the variance for the leading causes of death can be attributed to lifestyle behaviors; yet, in the United States, we are spending less than 3 percent of our health care expenditures on prevention. Lifestyle is simply the way we live our lives from day-today. Our health lifestyle is the collection of habits we have adopted that contribute to a long, happy life, or a short, miserable one. As mentioned before, it’s our habits that get us. The good news is we have a choice; the bad news is that we are not doing very well. We conduct ourselves 10

I. How to Recognize a Healthy Community

Table 2. The alarming escalation of health costs in the United States Year 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2020

% of GNP 5.2% 5.9% 7.4% 8.3% 9.1% 10.6% 12.2% 13.9% 15.6% 18.0% ?

in ways that make us old before our time and dead before our full life has been realized. We eat, drink, smoke, neglect exercise, and relate to others in ways that rob ourselves and our families of a large part of our potential creativity and productivity. Changes in technology during the past century have provided us many new conveniences, yet they have allowed us to become very sedentary. A recent study indicates that 25 percent of our youth are obese. In contrast, interest in fitness and nutrition has grown steadily over the past several years with technological advances to support that interest. The opportunities have never been better to get in shape and stay that way. In the past, there was more stability in our lives. Now, with the rate of change escalating every year, people have to deal with more uncertainty, more fear, and more stress. Some people handle it; some don’t. On the positive side, advances in communications and travel allow us to stay 11

The Manager’s Guide to Spiritual Leadership

connected to loved ones no matter where they are. And there is a growing interest in human relations and in understanding new worker values such as involvement, creativity, and challenge. The potential for improving our emotional health is greater than ever. The rapid changes over the past hundred years have made an abundance of lifestyle choices available to us. Some people choose for better; some choose for worse. In a healthy community, leaders recognize the importance of healthy habits to the stockholders and to the employees. In healthy communities, leaders promote healthy lifestyle behaviors and employees practice positive health. Both win. In Appendix B, you will find the Possibilities Profile, a selfscoring health risk appraisal that people can use to assess their own health and well-being.

2. Intellectual indicators of a healthy community A. Productive management style The first indication of an intellectually healthy community is the management style pervasive in the organization. North American companies are not alone in their problems with management style. We are inclined to think of Japan, for example, as a country where happy workers gather each morning to sing the company song and then work in harmony to achieve greater profits. In truth, there is growing concern in Japan about the harmful effects of corporate stress on the worker. A study of stress in 130,000 workers found that stress diminishes as

12

I. How to Recognize a Healthy Community

Dilbert, a role model? In The Dilbert Principle, Scott Adams revealed that he used a lot of “bad boss” themes in his syndicated cartoon strip. He said he received at least 200 e-mail messages per day from people who were complaining about their own clueless managers. His favorite story is as follows: “A manager wants to find and fix software bugs more quickly. He offers an incentive plan: $20 for each bug the Quality Assurance people find and $20 for each bug the programmers fix. (These are the same programmers who create the bugs.) Result: An underground economy in “bugs” springs up instantly. The plan is rethought after one employee nets $1,700 the first week.” The Dilbert books contain hundreds of stories reflective of unproductive management styles. you move up the executive ladder; and that the critical difference between a happy and productive work force and a tense, depressed one was clearly a result of differences in management style. We’ll use the acronym EMPOWER to illustrate the critical elements of a productive management style: E mpathize with the experience of associates, suppliers, and customers M easure the gap between stated values and actual behaviors P rovide a secure environment O pen up opportunities for learning W in with your employees through clear communications E ncourage participation and involvement R eward and recognize great performance

13

The Manager’s Guide to Spiritual Leadership

Unfortunately, just as “quality,” “re-engineering,” and “restructuring” have been distorted and misused, so has the notion of empowerment. Most employees translate empowerment propaganda as “you can do anything you want as long it supports my thinking.” On the other hand, many companies initiated empowerment programs under the banner of autonomy and freedom. The problem, of course, was that employees went off in random directions that may or may not have been related to the mission. Leaders who empower their employees effectively use the following formula: Empowerment = Direction + Autonomy + Support For empowerment to work, employees need to have well defined boundaries and they need management support for achieving their goals.

B. Continuous creativity Major changes in the way business is conducted have imposed new demands on organizations to be continuously creative. In this century, businesses have been transformed from vertical to virtual and from industrialized to intellectualized. To highlight that point, a dollar spent on innovation (research and development) now returns eight times that spent on efficiency (machinery) in some industries. And just-in-time information and intelligence are taking the place of just-in-time inventory. While it took an entire century to transition from the Industrial Age to the Information Age, it has taken less than a decade to transition from the Information Age to the Ideation Age. New ideas now drive the economy. Only the most innovative and the most willing to share will thrive. As a result of these changes, the new emphasis is to build intellectual capital, manage knowledge, learn continuously, and find appropriate ways to measure this “new wealth.” In a recent book (Bellingham and Friel, 1998), a whole new set of meaningful measures is proposed. Two charts from that book are presented on the following pages. 14

1 1

Uses you to advance his/her career.

Discourages risk taking.

2

2

2

2

2

2

2

2

2

Occasionally

3

3

3

3

3

3

3

3

3

Frequently

4

4

4

4

4

4

4

4

4

Almost Always

5

5

5

5

5

5

5

5

5

Always

10–19 points: Your boss has/had a very productive and positive influence on the health of the business and corporate soul. 20–30 points: Your boss has/had a neutral influence. More than 30: Your boss has/had a negative influence on the business and the community.

Scoring: lower score is better. Add up your score. If on these items you had:

1

1

Gives you too much work to do in too little time.

1

1

Makes arbitrary decisions on issues in which you would like to participate.

Expects you to accept decisions without a rationale.

1

Makes you feel cautious about what you say in meetings.

Spends more time fighting fires than working on planned tasks.

1 1

Discounts your ideas.

Never

Makes major changes in instructions after a project is assigned.

Your Manager:

Rating chart for unproductive managers

I. How to Recognize a Healthy Community

15

16 1 1 1 1 1 1

Keeps you informed of what’s happening in the business and in the community.

Gives you constructive feedback on your performance.

Involves you in decisions.

Makes sure you have the training you need to do your job well.

Values you as a person.

Listens to you and communicates well with you (two-way).

2

2

2

2

2

2

2

2

2

2

Occasionally

3

3

3

3

3

3

3

3

3

3

Frequently

4

4

4

4

4

4

4

4

4

4

Almost Always

5

5

5

5

5

5

5

5

5

5

Always

Scoring: Higher score is better. Add up your score. If on these items you had: 41–50 points: Your boss has/had a very productive and positive influence on the health of the business and corporate soul. 30–40 points: Your boss has/had a favorable influence. Less than 30: Your boss has/had a negative influence on the business and the community.

1 1

Rewards you when you do something well.

1

Gives you opportunities for growth.

1

Supports you in your efforts to achieve your goals.

Never

Demonstrates understanding of your personal and professional goals.

Your Manager:

Rating chart for productive managers

The Manager’s Guide to Spiritual Leadership

I. How to Recognize a Healthy Community

Healthy communities send the message that they value a person’s contribution and want them to remain part of the creative “fabric.” As a result of that commitment, organizations normally experience reduced time to market, more innovations, and a soulful environment which, of course, is: • “The beginnings of all things.” —Plotinus • “The source of light and movement.” —Dame Julian • “The entryway to a life of imagination.” —Marsilio Ficino • “The source of our enthusiasm and inspiration.” —Carl Jung • “The gray matter of the brain in action.” —Milan Kundera • “The source of all change and transformation.” —Plato If we could build a community that reflected the above definitions of soul, we would not only see continuous creativity, but profitability would soar. In Appendix C, the Quality of Work Life Survey lists all the questions used to assess whether an environment supports continuous creativity. All of these questions have normative data, so we can compare an organization’s results with industry norms. Continuous creativity is an indicator of an intellectually healthy community. The survey data should be used to raise questions about what can be done to improve quality of work life, employee satisfaction, and innovation. Without the data, organizations are left with random attempts to solve a shifting problem.

17

18

Culture Capital

People Capital

Knowledge Capital

Intellectual Capital Development Result Area

•

•

•

•

• •

•

•

•

degree of resource alignment with organizational mission and values efficiency and effectiveness of the product development processes efficiency and effectiveness of a quality management system

ability to attract top-quality applicants individual and team productivity improvements retention rates

availability of current, accurate knowledge and resource maps that enable people to quickly find information sources and easily access both explicit and tacit information cultural support for tacit information sharing and dissemination extent to which information is used to facilitate decisions and actions

Desired Result

Current Status

Intellectual Capital Development Measures Performance Gap

(continued)

Value of Closing Gap

The Manager’s Guide to Spiritual Leadership

Financial Capital

Customer Capital

Intellectual Capital Development Result Area

• • •

• • •

cost reductions profit increases cash flow optimization

revenue increases repeat business extent customers involve you as a partner in their strategic planning

Desired Result

Current Status

Performance Gap

Intellectual Capital Development Measures (concluded) Value of Closing Gap

I. How to Recognize a Healthy Community

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3. Emotional indicators of a healthy community A. High performance on shared values The first indicator of an emotionally healthy community is high performance on shared values. Most organizations have a set of stated values, but they are rarely shared or measured—much less inculcated. With the abundance of leadership books espousing the importance of vision, mission, and values, very few leaders have ignored the pressure to create well-crafted statements that reflect the purpose and direction of their organization. In most cases, these statements are posted prominently on corporate walls and on the backs of corporate identification badges. However, there is normally a wide gap between these lofty statements and the day-to-day realities of work life. And leaders tend to be reluctant to actually measure the gap. Healthy communities have vision statements that reflect the deepest aspirations of their employees. Vision statements in healthy organizations are written in such a way that people want to have their picture taken next to the statement to show their loved ones what an extraordinary place they work. Unfortunately, some vision statements do not inspire that response. For example, a large telecommunications company had a “vision” of becoming a $10 billion operation by the year 2000. When that statement failed to rally the troops with inspired dedication, it changed the statement to “Connecting civilizations through people and technology.” In healthy communities, participants have a clear sense of the purpose and a firm commitment to support it. Healthy organizations have mission statements that clarify the nature of the work and serve as a mobilizing point for all activity. One of the biggest stressors in organizational life is role ambiguity—when people don't know how their jobs relate to the mission. A well-defined

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mission statement gives community members a clear sense of direction and a keen awareness of the value of their work. Value statements anchor the decision-making processes and define what is important in the organization. Unfortunately, most organizations go to great lengths to craft these statements, but then ignore them once they are created. If an organization is willing not only to create these statements, but also to support a systematic process to implement and measure them, there is a greater likelihood that the organization will last. In his book Built to Last, Jim Collins makes that point crystal clear. Contrary to business school doctrine, we did not find “maximizing shareholder wealth” or “profit maximization” as the dominant driving force or primary objective through the history of most of the visionary companies. They have tended to pursue a cluster of objectives, of which making money is only one—and not necessarily the primary one. Indeed, for many of the visionary companies, business has historically been more than an economic activity, more than just a way to make money. Through the history of most of the visionary companies we saw a core ideology that transcended purely economic considerations. And— this is the key point—they have had a core ideology to a greater degree than the comparison companies in our study. A detailed pair-by-pair analysis showed that the visionary companies have generally been more ideologically driven and less purely profit-driven than the comparison companies in seventeen out of eighteen pairs. . . . Yes, they pursue profits. And, yes, they pursue broader, more meaningful ideals. Profit maximization does not rule, but the visionary companies pursue their aims profitably. They do both.

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There are key values that distinguish a healthy community from an unhealthy one. On pages 23 through 26 we’ve listed some of the most common and compelling values that “live” in a healthy organization and some norms that let people know what it means to live by those values in organizational life. These values are listed in a hierarchy, because they should be seen as cumulative building blocks. In Maslow’s hierarchy of needs, he suggests that basic needs such as physical food and shelter need to be taken care of before an individual seeks to satisfy higher needs such as belonging, self esteem, and self actualization. Similarly in this hierarchy, organizations wanting to optimize their health need to satisfy the first order needs before they take on higher order needs.

These values are organized by their physical, intellectual, emotional, and spiritual characteristics. It is a hierarchy in nature because the difficulty of inculcation increases as you go through the list from the basic physical needs to higher level spiritual needs. In a healthy community, values are shared, and there is a commitment to continually strengthen them in the community. To build commitment to shared values, it is critical to involve the community in stating the values and norms and to measure progress on the norms regularly. The extent to which these values are shared and practiced is one of the best measures of corporate soul.

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I. How to Recognize a Healthy Community I. Shared physical values Productivity In healthy communities, high performance is valued. Norms found in an organization that values productivity might include: • We are fast; we put a premium on speed to market. • We are always looking for ways of working smarter. • There is incredible energy here. • We are always looking for ways to make our products more useful to our customers. Profitability In healthy communities, everyone realizes that profitability is a necessary condition for growth. Norms found in an organization that values profitability might include: • We spend money as if it were our own. • We are always looking for ways to reduce costs. • We are always looking for new sources of gain. • We are regularly informed of the financial status of the organization.

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The Manager’s Guide to Spiritual Leadership II. Shared intellectual values Involvement In healthy communities, all voices are heard and people have a sense of ownership for the tone of the community and where the organization is heading. Norms found in an organization that values involvement might include: • We are involved in decisions that affect us. • We include from the start all groups concerned with a process or a change. • We contribute ideas and take responsibility for decisions. • We feel like we are an integral part of the community. • We are involved in problem-solving activities. Commitment to excellence In healthy communities, there is a passion for quality and service. Norms found in an organization that values the commitment to excellence might include: • We make decisions that are based on the customers’ requirements for growth and success. • We hold ourselves accountable to customer service standards. • We clearly communicate desired outcomes—we start with the end in mind. • We empower people to find innovative ways of improving processes and services. • We know what success looks like. Learning In healthy communities, there is continuous learning and processing. Norms found in an organization that values learning might include: • Thinking is encouraged. • Mistakes are seen as opportunities to learn. • Tasks are assigned with development in mind. • There are ongoing opportunities to expand knowledge and skills. • We seek out new, emerging technologies (information, human, and organizational).

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I. How to Recognize a Healthy Community III. Shared emotional values Respect In healthy communities, people are valued and differences are seen as gifts. Norms found in an organization that values respect might include: • We treat people with dignity. • We think inclusively. • We treat individuals as whole persons with unique needs. • We share responsibility for eliminating bias. • We promote diversity. Open communications In healthy communities, there are open, honest, and direct discussions. Norms found in an organization that values open communication might include: • We freely share information at all levels. • We respect confidentiality. • We listen to ideas. • We feel free to disagree. • We give and receive constructive feedback. Fairness In healthy communities, there is an appropriate attribution of responsibility and allocation of resources. Norms found in an organization that values fairness might include: • We are harder on ourselves than we are on others. • We contribute fully our unique talents and experiences. • The organization distributes its wealth fairly. • We share responsibility for improving quality of work life. • Schedules are realistic. Teamwork In healthy communities, there is an abundance of collaboration among people, and work is coordinated among groups. Norms found in an organization that values teamwork might include: • We share common goals. • We work together. • We look for ways to support each other. • We can count on people to be responsive. • We trust each other.

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The Manager’s Guide to Spiritual Leadership IV. Shared spiritual values Stewardship In healthy communities, there is a sense of responsibility for the environment and for the effective use of resources. Norms found in an organization that values stewardship might include: • We manage our budgets thoughtfully. • We are mindful of the effects of our actions on the environment. • We seek out ways to improve operational efficiency. • We actively support the larger communities in which we live, learn, and work through time and money. • Our rewards and recognition system is congruent with our values. Interdependence In healthy communities, there is a grow-grow mentality, i.e., each person and group actively looks for ways to help the other grow. Norms found in an organization that values interdependence might include: • We actively look for ways to help our members succeed. • We actively look for ways to help our customers succeed. • We actively look for ways to help our suppliers and partners succeed. • We actively look for ways to help our larger communities succeed. • We actively look for ways to help our stakeholders succeed. Integrity In healthy communities, there is an emphasis on ethical leadership. Norms found in an organization that values integrity might include: • We are reflective—we try to do the right thing. • We are honest—we say what we mean. • We are reliable—we do what we say. • We are forthright—we openly communicate our reasons for positions we take. • We are steadfast—we stay the course in the face of criticism and risk.

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B. Organizational support for personal development The second indicator of an emotionally healthy community is the amount of organizational support for personal development. This support can be in the form of tuition reimbursement, training programs, sabbaticals, mentoring programs, elder care or child care benefits, vacation time, wellness programs, or simply recognition of personal or professional change. Since the psychological contract between employer and employee has evolved into developmental opportunities in exchange for commitment, it makes good business sense to create a developmental environment. Research also indicates that the single biggest factor in employee commitment is the belief by employees that managers genuinely care about their well-being (Mendes, 1995). Organizational support can be measured by an Organizational Support Indicator (Allen, 1990) or by including questions about perceived levels of support in employee attitude surveys.

4. Spiritual indicators of a healthy community A. Connectedness The first indicator of a spiritually healthy community is the sense of connectedness employees have. People can feel connected to themselves, to others, and/or to a larger purpose. Therefore, in a connected community, there would be free expression of emotions. People would not only be conscious of their thoughts and feelings, they would find constructive ways to express them. In a connected community, one would see high performing teams in which there would be lively debate and discussion of new ideas. Finally, in a connected community, there is usually a vision that taps into people’s deepest aspirations.

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You can also recognize a connected community by what you don't see. In a connected community, there would be very little evidence of rumor mills, undermining, crossdepartmental friction, or festering conflicts.

B. Joy The second indicator of a spiritually healthy community is the presence of joy and laughter. In addition, a spiritually healthy community has several indicators of success as well. First, in joyful communities, there are celebrations of unique gifts. People are encouraged and supported to share their gifts with the community. Second, people reflect upon and acknowledge strengths and weaknesses. In his most recent book, Extraordinary Minds, Harvard psychologist Howard Gardner suggests that extraordinary people have a clear sense of their strengths and weaknesses and are open about sharing those. Third, in joyful communities, there is encouragement for whole person development, and all members of the community go out of their way to support each person’s unique talents. Fourth, members of joyful communities constantly check in with each other to deal with issues and concerns as they arise. Fifth, there is a willingness to accept and initiate feedback, and there is an agreed upon level of honesty that the community subscribes to. For example, a member might say that it’s okay to point out problems in certain areas, but there are issues on which feedback is not welcome and here is what they are. Sixth, there is agreement in advance about how problems are going to be handled. For example, are all problems

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surfaced to the entire community? Is there a particular time when problems are to be discussed? What is the process for conflict resolution? Finally, there is a high level of awareness about each other’s lives and a constant sense of affection and affirmation. Essentially, people love and feel loved in a joyful community. And, if you are really interested in creating a joyful community, positive and enthusiastic greetings are not a bad place to start. How do you recognize a healthy community when you see one? There are physical, intellectual, emotional, and spiritual indicators that enable you to not only diagnose how healthy your community is, but also to develop specific interventions to make it healthier. Why would you want to have a healthy community in the first place? Because it is a prerequisite for sustainable profitability and performance. In a climate that requires continuous creativity, healthy communities are a requirement for success. How do you create a healthy community? You start with soulful leaders who understand the necessity and have a passion for innovation and change. To give you a glimpse of the characteristics of soulful leaders and possibilities of healthy communities, the next section will overview some models of each.

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II. Soul Models Introduction The role of soul in healthy communities is fairly obvious. Soul leaders know that their organizations can be prisons that enslave people to act in habitual and mechanical ways as Camus and Reich so eloquently described. Soul leaders know that a healthy community is a prerequisite to profits. Soul leaders know intangibles (e.g., intellectual capital, continuous creativity, shared values, connectedness, and joy) lead to tangible results (e.g., productivity, profitability, performance, and partnerships). Fortunately, there are many examples of soul leaders who demonstrate that purpose and profits don’t have to be incompatible. We selected our models on the following criteria: Intellectual • Innovation • Results orientation Emotional • Decency • Compassion Spiritual • Integrity • Courage In the examples that follow, you will see how soulful leadership has not only created healthy communities, but has also produced enormous profitability.

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Russ Campanello Merging technology with heart Russ Campanello is the Chief People Officer at NerveWire. He has also been the VP for Human Resources at Lotus Development Corporation and the VP for Operations at Nets, Inc. He is chosen as a model for this book because he is a seasoned executive who knows the importance of community in the business environment and who lives by his principles. With the support of Jim Manzi, Russ formed the first soul committee in corporate America. The purpose of this committee was to define the desired relationships with customers, employees, communities, and stockholders and to analyze the gap between stated values and actual behaviors at Lotus. This committee was rewarded for surfacing issues of incongruency between policy and practice. Its intent was to build a culture with enduring character—one that was based on a shared set of values that inspired people to be their best. In many ways, Russ was simply trying to reconnect the company back to its roots and to find current expressions for those roots. Like many start-ups, Lotus was strongly defined by the personalities of its founders. Lotus was founded by Mitch Kapor, who started the company in his house and hired his first employee, Janet Axelrod, in 1981. Axelrod had previously worked for the Haymarket People’s Fund, an activist-controlled foundation committed to radical social change. Kapor freed Axelrod to create the tone of the new company, and it was she who was largely responsible for the early corporate culture. Axelrod integrated the HR function, fought for workplace diversity, advocated for philanthropy, and sponsored AIDS walks. She also facilitated the creation of Lotus’s operating principles, which were intended to serve as guidelines for interaction between all employees. Their purpose was to foster and preserve the spirit of Lotus and to promote the well-being of all concerned. 32

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In 1990, Russ formed a cross-functional group of people to revisit Axelrod’s set of operating principles, to capture what was historically good about the Lotus culture, and to determine what was needed in the future to succeed. Russ recognized early that Lotus had a significant competitive advantage over Microsoft on culture. Customers would prefer to deal with Lotus because of who they were versus Microsoft because of what they produced. The Lotus operating principles were more than words on the wall. Under Russ’s leadership, these principles lived in the Lotus culture: Commit to excellence Insist on integrity Take responsibility; lead by example Communicate openly, honestly, and directly Treat people fairly; value diversity Listen with an open mind; learn from everything Establish purpose before action Respect, trust and encourage others Work as a team Encourage risk-taking and innovation Have fun The formation of the soul committee, therefore, was simply the culmination of a long list of leading-edge ideas that emerged in Lotus’s short history, which Russ had perpetuated with his own set of initiatives. Russ was first out of the gate with many forward-thinking programs such as spousal benefits for gay partners, the Healthy Partnership Program (a shared responsibility, gain-sharing wellness incentive program), the flextime program, and an on-site day care center for employees’ children. Russ has continuously demonstrated steadfast courage in the face of risks and resistance. This is soul leadership. Russ became Vice President of Human Resources at Lotus in June, 1989. Shortly thereafter, three women proposed that he change the Lotus benefits package radically by extending corporate benefits given to the 33

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spouses of married, heterosexual employees to the domestic partners of spousal equivalents of lesbian and gay employees. If adopted, Lotus would be the only publicly traded corporation to offer such benefits. When Russ assumed his position as Vice President, he faced multiple challenges: there were widespread pay and benefits inequities between company divisions, sagging employee morale, tremendous internal change, and limited success in hiring and developing a diverse work force. Thus, his initial reaction to the proposal to extend benefits to gay partners was, “Oh my God, I’ve been in the job only for a few months. I can’t believe this is the first policy decision I’m facing.” But face it he did. In spite of his concerns about the role of business in challenging these issues, the impact of this policy decision on employee morale and the marketplace, and the fact that this was his first major policy decision, Russ still proceeded. During the meeting with the three women, Russ had thought: “She’s been with her partner 10 years and I was divorced after three. And look at the stresses that a lesbian couple has to face in the world. This is really about creating equity. There is something inherently wrong with the system currently in place that doesn’t acknowledge the partners of this community.” Russ presented the idea of spousal equivalents benefits to CEO Jim Manzi in 1990. The senior executive team signed on quickly. The proposal was consistent with pre-existing policies and addressed some of the diversity issues that were troubling the senior team. Internally, the policy decision went smoothly. Externally, however, there were problems with insurers and the IRS. And when the decision was publicly announced on August 26, 1991, Russ was deluged with phone calls from local, national, and international media outlets.

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According to a Harvard Business Review case study on this policy and Russ’s role, letters poured into corporate headquarters—as did a few destroyed software packages. Responses were 80 percent positive to 20 percent negative; people called and wrote to congratulate Lotus on its leadership, and to condemn the company for falling prey to everything from the forces of Satan to the pressures of political correctness and liberalism run amok. Lotus executives knew of only one significant investor who withdrew support for the corporation as a result of this new policy. What the Harvard case study did not report was that Russ also received threatening phone calls at his home. He withstood the pressure and the policy remains in place—a model several other major corporations have now adopted. Russ also played a major role in the nurturing and feeding of the norms and values that enabled Lotus to continuously generate new products and solutions, to compete with Microsoft, and, ultimately, to be acquired by IBM for the hefty sum of $3.5 billion. Russ also was responsible for the creation of the Lotus Day Care Center to help working parents balance their home and working needs. It was physically located in the middle of the corporate campus. Russ viewed this prominent placement as the corporate equivalent to the Statue of Liberty—a real statement of values. Russ was not only concerned with social responsibility and corporate values, he was also focused on business and how HR could get more connected with the customer. One of his most significant contributions was to re-engineer HR within Lotus. Russ describes what HR needs to do to enter the information age and come to grips with workflow technology in a January 1995 article in The Review (a publication of the Association of Human Resource Systems Professionals). Essentially, in two years, Russ transformed the HR function at Lotus by applying workflow 35

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technology to standardize the content knowledge of the company to provide a quick and efficient way of administering policies and transacting business. Now, almost 25,000 employees’ transactions are handled each year without paper. That means the HR function is no longer about reacting to problems, it is focused on how to find solutions to problems and to address programs for the future. Russ’s tenure at Lotus was cut short by IBM’s acquisition of Lotus. Shortly after IBM acquired Lotus through its hostile take-over, 80 percent of the senior management team left Lotus; unfortunately as they left, the Lotus soul quietly slipped out of its body. During that whole difficult process, Russ maintained the highest possible integrity. He constantly fought for what was right for people and he did what he could to preserve the cherished values at Lotus. At no point did he sell out for personal gain or engage in vindictive reactions. This is soul leadership. Building integrity and deciding to take a stand for critical principles does not occur in an overnight transformation. From previous experiences, Russ had learned the importance of these values. Russ took an indirect route to HR. He entered Lowell Technology Institute, what he called the poor man’s MIT, as an engineering student but quickly transferred to marketing. When Russ confessed to a professor that nothing made sense, the professor suggested Human Resources. In HR, Russ found a combination of traditional business concepts and theory about human behavior and motivations that were more resonant to his soul. Throughout the years, Russ has consistently been an example of the criteria for soul leadership: innovation, results orientation, decency, compassion, integrity, and courage. The stories above provide rich examples of how these values come alive in Russ’s work and life.

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Dr. Dorothea Johnson A pioneer with determination Dr. Dorothea Johnson is the former Vice President for Health Affairs at AT&T. In that position, she was responsible for the health of over 300,000 employees and their families. She is chosen as a model for this book because she is a pioneer with vision and verve. Dorothea was one of the first women to break the glass ceiling in a Fortune 50 firm. Instead of resting comfortably and seeking safety in her new position of status and power, Dorothea continually challenged senior management to create a healthier workplace. Dorothea initiated the first culture-based health promotion program in the corporate world. Total Life Concept (TLC), the process she founded, extended the notion of risk factors to include the norms and values of the worksite. She also secured corporate funding for the most comprehensive evaluation of worksite health promotion in the country. The work done at AT&T is still seen as a landmark study in the creation of a healthy work environment. What differentiated TLC from other corporate health promotion programs was its emphasis on corporate culture and management behaviors. TLC took the position that people could only swim upstream (practice positive health in a dysfunctional culture) for a short amount of time and that it was unfair to ask them to do so because their efforts would likely result in failure. Even in those corporations that do sponsor health promotion efforts today, the emphasis is still on individual physical risk reduction. The mission of TLC, on the other hand, was always to build a healthy community. TLC measured cultural changes, assessed organizational support, and provided feedback to managers on their behavior. Unlike any other corporate health promotion program, TLC began its intervention with a Managing for Health

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and Productivity Seminar that was designed to persuade managers to believe that supporting positive health practice was a first priority business need. Dr. Johnson was a pioneer in many aspects of her life. When Dorothea went to medical school in 1952, only 3 percent of medical students, nationwide, were female. Now, approximately 50 percent of medical students are female. In 1980, she established a unique union/ management Employee Assistance Program. In 1985, she became the first woman President of the American Occupational Medical Association. And in 1986, she was promoted to Vice President and Division Executive of Health Affairs at AT&T, one of very few women executives at that time. In practically every initiative she proposed in her career at AT&T, the same paradigm repeated itself: Resistance— Results—Resourcefulness. Whether she was attempting to create a comprehensive Employee Assistance Program, sponsor fitness programs, develop a culture-based health promotion program, or implement a blood donor program, the first response from corporate AT&T was always negative. As a soul leader, however, Dorothea’s compassion and restraint overrode the initial rejection, and she would always persevere to get her ideas accepted. When Dr. Johnson first became Corporate Medical Director of AT&T Long Lines in 1978, she was charged with creating an alcohol treatment program, although the company didn’t really believe there was a problem. Based on a survey in which managers were asked how many people in their department had alcohol issues, AT&T Long Lines concluded that 32 people out of 40,000 employees had alcohol problems. We know now that the number was probably closer to 4,000 employees, but poor survey methodology and the phenomenon of denial resulted in the erroneous conclusion. In spite of those results, Dorothea persisted by finding an executive who would sponsor a pilot program. The results of that pilot were so successful 38

II. Soul Models

that the program was adopted company-wide. In 1983, AT&T Long Lines was recognized as having the best EAP program in the country by the Association of LaborManagement Administrators and Consultants on Alcoholism (ALMACA). In the late 1970s, AT&T had a few fitness centers scattered about the country. They were all operating independently and there were no real standards to ensure safety and positive conditioning. When Dr. Johnson wanted to expand the fitness centers and standardize the physical conditions, processes, and procedures, she again met with resistance. In fact, she discovered that all the shower heads had been removed from showers at the headquarters buildings because executives didn’t want employees jogging around the building. When Dorothea apprised the President of this situation, the shower heads immediately re-appeared. Dorothea then found a sponsor for a state-of-the art fitness center with professional staff and demonstrated the results that could be achieved when fitness centers are designed and run professionally. By the time Dr. Johnson retired from AT&T in 1995, there were over 40 fitness centers around the country all reporting into Health Affairs and all running according to professional standards. In 1982, just prior to divestiture, Dr. Johnson proposed a comprehensive, culture-based wellness program to help employees manage the changes that were about to implode upon them as a result of the largest corporate break-up in history. At the stroke of a pen, AT&T transformed from a million employees to about 300,000. More importantly, AT&T changed from the most stable, secure, certain environment in history to an unstable, insecure, and uncertain environment in which tens of thousands of people have been delayered, downsized, reduced-in-force, out-placed, etc. Total Life Concept (TLC) was designed to ease some of the negative effects of change and to help people see the opportunities that change represented. Again, the first corporate response 39

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was no. But Dorothea found a champion to sponsor a pilot that demonstrated results translating into more than $300 million in savings over a 10-year period if the program were expanded. Dorothea was resourceful enough to get funding for a company-wide program. When Dorothea retired from AT&T, the TLC program was widely recognized as one of the most comprehensive and costeffective programs in the country. This is soul leadership. Finally, during her last five years at AT&T, when resources were continually cut in spite of the human and economic benefits, Dorothea directed her attention to a blood donor program. Following the resistance-results-resourcefulness paradigm to the letter, she was at first denied the funding support to implement this critical program. Undaunted, Dorothea found a sponsor who would fund her effort. Based on the results of the pilot she conducted in a few locations, she was able to broaden the scope and depth of the program. Over the next few years, she produced four award-winning videotapes on blood donation. In 1993, the American Association of Blood Banks gave the Presidential Award to AT&T for outstanding commitment to the promotion and support of voluntary blood donation programs. This is soul leadership. In every case, Dorothea started out with one-on-one meetings until she found a champion. Then, she would quickly move to involve a broad base of support for her efforts. In every case, she had an elevated purpose in mind: to improve the health of the community. In every case, she encountered resistance and overcame it. In every case, she achieved results and ensured that evaluation protocols were solid. In every case, she was resourceful enough to find a broad base of support, to mobilize key people around the cause, and to influence leadership to look differently at what can be accomplished and how it can be accomplished. Dr. Dorothea Johnson clearly deserves to be included as a soul leader in building healthier communities. 40

II. Soul Models

Dr. Barry Cohen Innovation in the midst of crisis Dr. Barry Cohen is the Executive Vice President in charge of Marketing at Parametric Technology (PTC). He was the Senior Vice President for Human Development and Organizational Productivity at Computervision (CV) before CV was acquired by Parametric. He is chosen as a model for this book because he is a philosopher with courage and compassion. Indeed, he could be one of the only senior executives in corporate America with a Ph.D. in philosophy. Barry’s experience at CV was particularly soulful because his organization suffered inordinate trauma over a 10-year period. In 1988, when Prime Computer and Computervision merged, the organization had revenues of $1 billion and had 15,000 employees. By 1998, revenues had slipped to less than $200 million and there were less than 1,000 employees remaining. While the company engaged in heroic efforts to save the business, marketplace conditions proved to be overwhelming. No one wished for the steady deterioration of CV, and surely mistakes were made along the way. Independent of all that, the employees at CV continued to fight. While they were suffering from battle fatigue by the end, there was still an unending spirit permeating the last remaining building. A great deal of that fighting spirit can be attributed to Barry’s soul leadership. What makes Barry an ideal selection as a soul leader is how he dealt with individuals, teams, and the organization during this prolonged series of crises that eventually led to the purchase by PTC. Above all, Barry always dealt with people directly and honestly. Clearly, Barry had to deliver hundreds of cold, ugly messages during 10 years of decline. The content of hard messages, however, can be delivered in a caring way. While Barry could never be accused of sugar coating

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a message, he would always ensure that the person heard the full message and that the person felt heard in the process. Barry understood fully the differences between content, process, and context. Even though the content could be devastating at times, the process was humane and the context respectful. For example, layoffs were handled in decent and sensitive ways. While Barry realized that HRD at Computervision translated into Human Reduction and Destruction for many people, he still did all he could to create a humane, innovative, and productive environment. Just as he impacts individuals, Barry also has a powerful impact on the teams he leads. Three norms that Barry instills in his teams are: • Be harder on yourself than you are on others • Do what you say • Assume nothing Driving these norms is a critical behavior for soul leadership. On Barry’s teams, there is always a winning attitude even if the team is not winning at any particular point in time. In the face of daunting challenges, Barry is always able to keep his teams mobilized and goal oriented. He is constantly looking for ways to improve the commitment and capacity of his teams. This is soul leadership. When PTC bought CV, Barry was the only senior executive to hold a meeting with his employees to tell them the truth . . . . that the likelihood of being laid off was significant and that they should spend the merger time thinking about what was right for themselves; they should prepare themselves by writing resumes and exploring opportunities. He asked that they each work to help the merger, but also to help themselves. The employee appreciation of Barry’s candor was overwhelming. At a time when people were feeling the most fear, they were also feeling a sense of dignity and respect. 42

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In addition to making an impact on individuals and teams, Barry also exerts an amazing influence on the organization. In the midst of all the restructuring, downsizing, and delayering that CV had to do, Barry initiated a Health and Healing Program for all employees. Clearly, Computervision needed healing at an individual and organizational level, but few executives would have the courage to implement such a process in the midst of severe budget cutting and layoffs. Barry deemed it a necessity and his decision paid off. The Health and Healing Program consisted of four phases: Orientation, Education, Support, and Evaluation. We will review each phase here to give a fuller sense of the commitment Barry has to his convictions. The Orientation included a comprehensive health risk appraisal, biometric testing on-site, and an overview of health promotion. All participants received a confidential report of their health risks and went to a workshop on how to interpret the results and get started on a behavior change program. Employees learned how their lifestyle behaviors could contribute to a long and healthy life or a short, miserable one. They were also introduced to Luke Chan, a ChiLel Chi Gong Master, who presented the notion of Eastern healing techniques and invited people to a two-day, company-paid workshop to learn how to do the exercises, affirmations, and visualizations associated with Chi Gong. The Education phase consisted of the two-day workshop with Luke Chan, where people learned ChiLel Chi Gong methods and received a tape to facilitate their first 100 days of practice. This particular form of Chi Gong encourages people to change their habits by doing Chi Gong everyday for 100 days. The workshop also includes a healing component in which participants experience the benefits of giving and receiving Chi.

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In the Support phase, all workshop participants were invited to attend daily half-hour Chi Gong sessions during work hours. Sessions were held at three different times during the day to accommodate people’s schedules. Every few months, Luke would attend the sessions to give feedback to employees regarding their Chi Gong skills. In addition to the Chi Gong support, a steering committee was also established to explore ways to promote health and healing at Computervision. This committee met every month to review progress and to recommend additional action that might be taken to improve employee health and well-being. Needless to say, Barry took a significant amount of heat for his continued support of this effort in the midst of crisis conditions. That’s soul leadership. During the Evaluation phase, Computervision analyzed the process and impact variables related to the health and healing program. Findings indicated that 40 percent of the employees who attended the workshop completed the 100-day commitment. Of those who maintained their Chi Gong practice, 65 percent reported improvements in health, productivity, and innovation. These participants reported decreases in weight, cholesterol, blood pressure, and doctor visits. Participants also reported reductions in stress, illness, and absenteeism. Most importantly, the program helped people stay calm, centered, and focused in the midst of all the chaos in the organization. They simply had more energy to do what they needed to do. Specifically, pre and post survey results showed significant improvements on the following attitudes: • • • • • •

I feel connected with people at CV. I have a sense of belonging at CV. CV cares about my sense of well-being. CV offers ways to learn more about myself. I am able to handle stress on the job. I feel good about working at CV.

These results validate the importance of soul leadership.

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II. Soul Models

The Computervision experience represents just one phase of Barry’s career and just one reason we have selected him as a soul leader. Barry’s early work was in community mental health and psychiatric rehabilitation where he developed and implemented programs that still serve as models for the field. As the statewide director of community mental health in Youngstown, Ohio, in the 1970s, Barry established himself as a pioneer in psychiatric rehabilitation. His Skills + Support Model is still being used in rehabilitation programs nationwide. In the 1980s, as the Director of Technical Assistance Services at the Center for Psychiatric Rehabilitation at Boston University, Barry co-authored texts on psychiatric rehabilitation that still serve as standards today. Barry also produced award-winning videos on the practice of psychiatric rehabilitation. In the 1990s, Barry dedicated his leadership talent to the psychiatric rehabilitation of business and industry. The terminology, of course, has changed, but the end results have not. Through his work with over 100 organizations, Barry has continually sought to bring the human dimension into the work equation. He has done this through humor, direct confrontation, and honest dialogue. If we review the criteria for soul leadership—that is innovation, results orientation, decency, compassion, integrity, and courage—Barry is a soul model for all of them.

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Stuart Sendell Community involvement with wit and wisdom Stuart Sendell is the Managing Director of Larson Financial Resources. He is chosen as a model for this book because he is a community leader with wit and wisdom. In addition to serving in a leadership capacity at one of the most respected financial services firms in New Jersey, Stuart invests an enormous amount of time in nonprofit organizations in Morristown, New Jersey. He has served as Chairperson of the Housing Partnership, the Morristown Unitarian Fellowship, Children on the Green, First Night Morris, Morris 2000; has been treasurer of the Morris Shelter; and has been on the board of the Community Foundation of New Jersey and the United Way. To give you a sense of Stuart’s commitment to community, here are brief descriptions of some of these agencies. The Housing Partnership is designed to provide and locate affordable housing for people in need throughout Morris County. Morris Shelter provides transitional housing and support to 450 homeless men, women, and children each year. Stuart was treasurer for nine years when the agency went from a budget of $125,000 to $1,350,000. Children on the Green provides child-care services for low-income parents by subsidizing their services with fee-paying, higher income families. Stuart helped to found this agency in 1994. The program facilitates the early integration of children from a wide spectrum of socioeconomic status, and it addresses the critical needs of parents who are trying to transition from welfare to work. First Night Morris is the annual non-alcoholic New Year’s Eve celebration modeled after the Boston First Night. Stuart helped to found First Night Morris in 1992 and served as chair for two years. 46

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Morris 2000 is a unique nonprofit organization whose bylaws require the 30-person board to be equally divided among business, government, and civic members. The board acts as a watch dog over the county’s quality of life and responds to requests from towns and the county to research issues, establish consensus on a course of action, and implement solutions. Stuart evolved as a soul leader through a series of tempering and enlightening experiences. He was exposed early to the perils of sole leadership at Bendix Corporation where he worked for 10 years in the 1960s. At that time, Bendix was a quintessential theory X firm. Managers were autocratic, operated independently, and tried to keep workers in the same jobs doing the same old thing because they didn’t want to lose them. Developmental leadership was not a concept that had any meaning for them. In the Bendix culture, most people learned the system, played the game, and put in their 9-to-5s for 30 years until they retired. Since Stuart’s energy and enthusiasm were hard to contain, he managed to move from manufacturing, to engineering administration, and finally to a cross-functional team designed to improve the product development process. It was clear in this culture, however, that if you wanted to get something done, you had to do it yourself. Stuart quickly understood that the only way to make things happen, however, was through relationships. He was an early pioneer in relationship selling. So at an early age, he began to engage in norm breaking activity. He got to know the personal lives of his co-workers, he bought raffle tickets for people he needed to relate to, and he started inviting people from other teams to work with him on projects. In short, without being able to articulate it, Stuart was developing as a soul leader: being resourceful, showing restraint, and having compassion for the people with whom he worked.

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Coincidentally and serendipitously, after about five years at Bendix, Stuart joined the Central Unitarian Universalist Church in Paramus, New Jersey. At this particular church, where he eventually served as board member, Stuart was struck with the emphasis on community, collaboration, and consensus building. This is not to say that Stuart became a soul leader because he got religion. The premise of UU is that people should be open to multiple sources of truth and that each person should build his or her own theology—even if that means atheism or agnosticism. Stuart had always believed that the best way to get things done was to do them yourself. But in the UU fellowship, he learned that while the process may be longer and more painful, if participants reach consensus on how things needed to be done before starting a project, the end result was more productive and lasting. Stuart was also moved personally by the sense of camaraderie and work spirit that develops when people work together. Inspired by this new vision of what was possible in communities of any kind, Stuart attempted to apply the principles of collaboration at Bendix. Even though he was never able to have much impact on the Bendix culture, the experience made Stuart more aware of the gap between what he saw as possible in a work community and what actually happened on a day-to-day basis for most people. While some people resonated to the idea of collaboration and community, there was too much residual resistance to make any difference—particularly without high level support. Thus, after 10 years, Stuart realized there was no more growth for him at Bendix and he left. Stuart was fortunate at that point to make the acquaintance of Bob Larson, the President of Larson Mortgage, a large mortgage banking company. Stuart was struck with the energy and spirit at Larson and jumped at the opportunity when Bob offered him a job. Over the next 25 years, first as an employee, and later as an owner, Stuart experienced both the benefits of working in a healthy community and the challenges of building and 48

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leading one. What Bob Larson started as a highly productive, family-oriented operation, Stuart was able to build upon and create a new level of principle-based, community-oriented business. When Stuart had a chance to buy Larson Financial with a controlling interest in the company, he chose instead to create an equal partnership with Mike Forney and Gus Larson. Together, they have made conscious efforts to create a healthy community and to achieve exceptional profitability. They have succeeded and are continuing to succeed on both fronts. Within Larson Financial, Stuart and his partners, Gus and Mike, are committed to confronting their own leadership behaviors and how they affect the Larson community. In this company, issues are surfaced and communications are open, honest, and direct. In every hard employee decision, there is discussion and reflection concerning how any action fits with the stated values of the organization and what is the right thing to do for the individual and for the community. When Stuart, Mike, and Gus first formed the company, they went off-site for two days and talked about what kind of company they wanted to establish and how they wanted to relate to each other. They all took the MyersBriggs Personality Test and discussed the implications of their respective style preferences on how the group would function as a team. After one year, the partners decided to conduct a culture audit among all the employees to get a sense of how the employees perceived the work environment and their leadership style. They continue to have leadership retreats to assess their relationship and confront key issues, and they continue to take regular audits of the Larson culture. Stuart sees multiple benefits to building healthy communities. First, he believes it is essential for high performance and profitability. Second, he sees some of the same joys in a work community that one would see in a family: watching 49

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people grow and develop—even though the satisfaction may be delayed—is one of the most rewarding experiences one can have. Finally, he enjoys the open communication, creativity, and work spirit that can only be engendered in a healthy community.

Sister Nancy Hoffman Leadership with spirit and compassion Sister Nancy Hoffman is Senior Vice President of Mission and Ministry for Centura Health, one of the largest not-forprofit health systems in Colorado. In that role, she feels her responsibility is to help Centura’s 14,000 employees understand that what they do every day in the delivery of health care is the expression of the organization’s mission and values. She is chosen as a model for this book because she leads by affirmation and advocacy and does so on a daily basis in the lives of those she serves. Sister Nancy has never been one to shy away from a challenge. Her career spans many creative administrative endeavors including building and directing a program for women in ministry, a position she held for nine years in Cincinnati. She was drawn to the Colorado mountains for a period of contemplation, when she was offered a position as Director of Ministry/Chaplaincy at St. Anthony Hospital in Denver. In the midst of her duties there, the Catholic and Adventist Health Systems in Colorado merged to form the new Centura Health system. It was at that time that she accepted her current position to ensure that this newly merged system would continue to keep its mission and values at the forefront of its business decisions. Amidst the challenges of such a large merger, Sister Nancy, along with a team of dedicated Centura managers and employees, began to develop mechanisms that would support alignment between values and practices. The team set out to develop ways to impact both organizational and individual health through a program they call WellCentura. The team struggled with a way to foster 50

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commitment to this new culture on the part of management. Sister Nancy had an idea. She knew that the entire performance management system for Centura managers was being overhauled. She knew that if she could convince her colleagues that each manager should commit to a personal and organizational health goal, it would go a long way toward supporting the type of culture everyone wanted. She persisted until that vision became a reality. Personal and organizational health goals are now part of the vital few required areas of expected results for all Centura managers. Continuing her quest for ways to make Centura’s vision a reality, she has committed to the development and implementation of an additional norm-enhancing mechanism. She and several others have created a value decision matrix. The matrix is simply a framework of questions that each decision must pass through. The questions were built around Centura’s core values. As examples, questions include: 1. How does this decision affect our employees?. . . our community?. . . the uninsured? 2. In the complexity of choosing among the good things we could do, if this is chosen, what won’t get done and how does that impact us? While still in the early stages of implementation, Sister Nancy’s vision is that all decisions made at any level would pass through the matrix and so generate relevant discussion. In this way, their values will literally live in their practices. In very practical ways, Sister Nancy’s motto for leadership includes praying, role modeling, developing possibilities for a positive work spirit, and trying to get out of the way when she sees that positive channels for action are working. She consciously schedules extra time at each location she visits just to wander down the hall to seek out someone to affirm, to thank, and to give them a measure of her time. 51

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She holds regular open communication forums with the instructors to “Tell me what you think I don’t want to hear!” She often helps those around her, not with answers, but with questions and more questions until the employee finds they come up with their own answers and solutions. She affirms that health care is a tough world to live in right now. She works along with others struggling to balance health quality and cost in a way that preserves compassion and integrity. She aches for all in the organization as she watches them go through these changes and struggles, feeling more and more fatigued and beaten up by the chaos of our health care system. And she knows three things for sure. First, the employees are the living, breathing expression of Centura’s core mission and values. Second, the patients and families served by Centura see whether or not Centura fulfills its mission by the care they receive every day. And third, for Centura’s care givers to breathe life into their care, they must first be filled with a positive work spirit themselves. She hopes to find a way to “build the organization so that employees feel safe enough to bring our soul to work—so they don’t have to leave their souls in the car!” Sister Nancy epitomizes the soul leader—she is radiant and aglow with soul.

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III. The Transformational Process That “unsettled” feeling Any transformation process requires that “unsettling” period when you know that the ways of thinking that have guided you in the past are no longer working. This period is characterized by lots of frustration. And you ask yourself why is it that even though tremendous resources and dollars have been and continue to be thrown at the problems and opportunities, you see little difference. We believe there are a number of possible answers to that question. But what’s important is your assessment of why these “transformational” investments have not yielded the returns that you had hoped for. If your change efforts are feeling more like “traumas” than “transformations,” see how many of the items from our “Top Ten List” on the next page of reasons resonate for you. Reflect upon all the major change efforts in which have been involved, and identify the recurring themes. Do you see any patterns? Now, in an effort to make this learning more concrete, we will use health as an example to show how all these causes come into play, how you can preempt the pitfalls, and how to use a systematic process to create the kind of transformation you want. This example should trigger multiple ideas for soulful leadership that you can apply to your own situation.

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Top Ten List Reasons Why Change Efforts Feel More Like Traumas than Transformations

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We denied the degree of our dysfunction— we didn’t know we were in prison.

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We lacked the discipline to use a systematic process.

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We lacked commitment at one or more levels of the organization.

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We lacked capacity (money, skills, time, resources).

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We couldn’t discriminate what great results looked like.

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We didn’t involve people as well as we should have.

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We had inadequate role models or exemplary organizations to show the way.

❑ ❑ ❑

Our culture blocked all efforts at change.

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We had insufficient measures of success. We didn’t take a long-term view.

III. The Transformational Process

Transformation Step 1: Understand the degree of your organization’s dysfunction How do we put words to that unsettled feeling we have in our guts about our past efforts? Using for example, efforts to stabilize health-related costs, the first short answer is we’ve embraced the wrong definition of health when we speak of creating healthy people and healthy communities. In practice, we quickly adopted the medical model of health by focusing on risk and disease, which works well if your domain is to reduce disease, but not so well if your desire is to transform people and organizations into healthy communities. Our medical model definition of health has influenced everything we have done. For 15 years, we have embraced every variety of risk and disease management known to man as the cornerstones of our employee wellness efforts. What do we have to show for it? Not much, if you invested because you wanted pervasive good health, high productivity, and “drop to the bottom line” evidence that your efforts improved profitability. The first step in understanding the degree of our dysfunction is to transform our thinking about what “health” in our description of healthy communities really means. We’d like to take you through a mental exercise to do just that. Take a piece of paper and draw a horizontal line across the page. Now at the left end of the line, write the word “Illness.” At the right end of the line, write the word “Wellness.” Now, think about how you have felt during the past week and put an “X” on the line, where it best represents your experience of health this past week. What you were thinking about as you marked your “X”— was it whether or not you had the flu? Your level of energy? Your relationships? Most people include many of these things when they consider their level of feeling well—and that’s our first point. 55

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Health is much more than physical health. Too many times, corporate planners view creating “health” as benefit plan design, fitness centers, and smoking cessation classes. But health is, as you have experienced, each person’s composite evaluation of how they’re feeling and doing at any given point in time. If you’re experiencing pleasant, comfortable physical sensations and emotions combined with functioning at your perceived capability level, you would say you feel well. In contrast, if you are in pain, are nauseous, or have low energy combined with the sense that you are not functioning up to par, you will tell us you are experiencing some level of illness. The difference in this definition of health is vital. I can be well and be a diabetic. Conversely, I can be ill and nonproductive at work and have no disease label attached to my experience. Let’s continue on with your paper and pencil exercise. Think about how you felt when you were with those closest to you this past week and mark a corresponding “0” on the line. Is your “0” mark different from your “X” mark? Notice how the connectedness and support (or lack thereof) that you receive from those closest to you actually affects how you feel and how you function. Now the last part of the exercise . . . think about how you felt at work this past week and mark a corresponding “I” on the line. Is it different from where your “X” and “O” are? For many people (unfortunately), this mark is very distinctly toward the illness end of the spectrum. Now think about what made you put your mark there? Do things like time pressures, involvement, communication, sense of teamwork, and how your boss treats you come to mind? Many of us leave our homes every day to face a prison where we are not valued, not involved, not communicated with, and not loved. Now think about what you have just experienced in this exercise. What is the chance that our traditional efforts to help employees be “healthy”—things like screening and 56

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health education—will really help you FEEL better completely and BE MORE PRODUCTIVE in the workplace? You have just demonstrated the three most important distinctions that can be made around the definition of health that we use in defining a healthy community. The distinctions are: 1. Health is multi-dimensional—it includes physical, emotional, intellectual, and spiritual health. 2. Health is how we’re feeling and doing—we judge our health by our composite evaluation of how we’re feeling and doing, experiencing health as some degree of either illness or wellness. Illness and wellness are separate phenomena from disease. 3. Health is more than disease and risk—Disease and health risk represent only a very narrow band in the spectrum of what influences our health-related costs. Disease and risk only account for about onefourth of the reason we seek health care services. Forty to sixty percent of primary care office visits are for symptoms for which there is no clinical diagnosis. Absence and disability costs have far more to do with how the employee feels about the employer than with their physical diagnosis. If one accepts the definition of health just described as having some merit, then our traditional models of influencing people’s behavior through awareness raising and physical health enhancement programs stop short of getting the job done. We see employee and organizational resistance toward taking time away from their jobs for another wellness program because we are not addressing the primary contributing factors to their sense of illness. To further support our point, let’s go through another mental exercise. Think about an area of your lifestyle that you know could be better—better relationships, deeper spiritual life, better sleeping or eating habits, etc. Now ask yourself this question: Do I have the skills necessary to 57

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change that behavior—do I know what to do? For most of us, the answer is yes. Then the question is, Why aren’t you changing? Therein lies the Achilles’ heel of the typical physical risk reduction approach—awareness and training are necessary, but not sufficient components of behavior change. Finally, if the exercises we have just been through are not enough to convince you of the degree of dysfunction going on in your organization, do some detective work. Healthrelated costs are an extremely meaningful measure of success. If employees are working in a community in which they share key values with community members, they work for supportive managers, and they have multiple opportunities for professional and personal development, one would expect to see health care costs go down or to remain relatively low compared to national trends. The average per capita health-related cost for employees in U.S. corporations is approximately $6,000. Some companies approached $10,000 per employee, while others came in at less than $3,000. The difference is directly related to the health of the community. In highly evaluated interventions with multiple corporations (including AT&T, Northern Telecom, Public Service of Indiana, etc.), research indicates that an ongoing process based on a systems approach to health and productivity will result in significant cost savings and productivity improvements. When health care costs are used as a measure of success, the data should raise questions about what can be done to improve organizational and individual health. Even with this data, some companies still refuse to attribute any of the cause to organizational norms and values and/or to destructive management style. While not denying the importance of provider selection, supply side management, and medical consumerism, the evidence suggests that these two variables (culture and management style) are directly related to health care cost problems. 58

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As described in Chapter II, the pioneering work of Dorothea Johnson at AT&T provided a glimmer of hope. Dorothea broke through traditional models by beginning to focus not just on individual health—but by building a healthy community as well. How did she do it? By focusing on building health-enhancing social norms. What influences behavior? Over and over we learn the answer is “social norms.” Do employers create social norms? You bet they do—think about places you have worked that had such painful cultures, you quit after a few months. Conversely, think about the places you have been where you know instantly when you walk in the door—this is a great place—I feel valued here. Employers have a marvelous advantage in terms of influencing people’s behavior. They have a captive audience of people who have some level of investment in their jobs and a “tool belt” that they use to create positive “around here-isms.” The tools are things like policies, management style, organizational structure, the physical layout of the workplace, communication practices, etc., that together create a set of norms that create “what it’s like to work around here.” And the key is that norms can be healthenhancing or health-depleting, in terms of BOTH individual and organizational health. People are supported in their efforts to improve their own health by the healthy social norms created in a workplace. It is impossible to separate the two—healthy people and healthy communities go hand in hand. With the success of the AT&T model as a picture of what could be accomplished, a group of us got together in the early 1990s and committed ourselves to finding a way to teach employers this new way of thinking about how to build healthy communities. The process of learning is called the 4D process—the 4 D’s standing for Diagnosis, Design, Delivery, and Determination. Our learning from these experiences with multiple employers across multiple industries all over the world now confirms our original hunch. There IS a better way. It CAN be done. The 59

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changes CAN endure. And the results are staggering. There are organizations in this country that have been transformed by this process and are living in healthy communities. The people who worked with us learned, and they taught their organizations how to think differently. It requires a new mental model and a new process—a new way of thinking about how to transform your dysfunctional organization into a healthy community. The rest of the chapter will be devoted to helping you learn the best way to do that. Your Turn Think about your own situation. Where are you denying dysfunction in your organization?

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Transformation Step 2: Develop the discipline to use a systematic process Most of the organizations we have worked with don’t quite know what to expect when they begin this learning pathway we call the 4D Process. They bring to it all of their mechanistic thinking habits and rote ways of doing things. They view the whole experience as a project with an end. Most come to the table thinking they will build fitness centers or host an array of health education programs as a result. We, on the other hand, work to break down the old thinking patterns. We go through many of the mental exercises we just took you through and emphasize the importance of incorporating the 4D Process into their ongoing way of doing business. A member of one of the teams we worked with became quite uncomfortable with the fact that we were breaking down many of her mental models. She insisted that we tell her the “one thing” that would fix their problems. We replied, “It’s the ‘P’ word—if you follow the process, you will become aware of the answers.” She was quite frustrated by this. But despite her frustration, she tolerated the Diagnosis and Design phases, and the team successfully developed a strategic plan of action. She faithfully, albeit with some skepticism, followed our advice. It wasn’t long before the organization was launching their strategy. About a month into this successful launch, she began to recognize the transformation that had been taking place within her for some time—but was now taking place in the organization as well. She called and left a message: “We get it! It’s the ‘P’ word that counts!”

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She now realized the value of the 4D process; following the process first made the organization AWARE of their problems (Diagnosis), gave them a framework for developing their strategy (Design), helped them launch the strategy (Delivery), and determined results (Determination). Their organization was transformed by this process—they now exemplify all four of the characteristics of a healthy community. Diagnosis

Commitment Determination

Capacity

Design

Culture

Delivery As shown in the diagram above, the 4D process is simply: Diagnosis—a problem-solving process involving a study of the challenges and opportunities facing your organization Design—designing solutions for those challenges Delivery—delivering or implementing the solutions Determination—evaluating results The unique difference is that we find most organizations have not had experience applying this process to the management of individual and organizational health. Although the process seems simple and straightforward, it is very powerful in its results. 62

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Any transformational process begins with a diagnosis of the commitment, the capacity, and the culture to support change. Commitment is being motivated to change and having a sense of urgency to change at all levels of the organization. Capacity is having the skills, resources, technology, time, and money to change. Culture is the collection of norms, values, rituals, and beliefs that either facilitate or retard change. Successful transformation requires a simultaneous focus on all three variables. Your Turn What area of your organization could benefit by applying a more systematic process?

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Transformation Steps 3 and 4: Increase readiness: assess organizational commitment and capacity to change How do you assess whether or not your organization is ready for transformation? What are the indicators? Where do you start? These are very valid questions and important ones to answer before you launch such an effort. We have found from our experience that companies experience a collective “learning curve” of understanding and commitment to a strategic, systemic approach to creating healthy communities. We typify the curve as having five key stages or “points of learning” along the continuum of health management efforts. The five stages of learning are: 1. 2. 3. 4. 5.

Selected compliance Compliance Conservation Enhancement Leadership

Selected compliance is characterized by a “stay out of trouble” philosophy. Leadership supports only those measures designed to make it “look like” the company supports employees, when in fact, there are few organizational supports for employees. Leadership is convinced that there is no relationship between employee health and the success of the business, so little more is provided than a health benefit plan. Compliance is characterized by “meeting the letter of the law.” Conforming to both external law and internal standards receives the greatest attention. Leaders feel it is important to provide a safe work environment and the key measure of success is the number and severity of lost time incidents. Few other efforts are seen. 64

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Conservation is known for its dedication to risk reduction—physical, fiscal, liability, etc. This is the classic medical or public health model. In addition to good benefits and attention to safety, these employers pump their resources into physical risk reduction efforts. There is tremendous emphasis on screening and health education, but participation is typically low due to the lack of supporting health-enhancing norms. Enhancement is characterized by an expansion of the conservation philosophy to include emotional and intellectual aspects of well being. Employee assistance, diversity training, and work/family balance initiatives are all hallmarks of this type of thinking. Leadership is characterized by the three hallmarks of the system’s approach to creating healthy people and communities. The first is that the targets are different—the strategy focuses on efforts to improve BOTH individual and community health. Thus, the strategy would likely include management development as much as a smoking cessation course, or focus on a change in decision-making practices as much as a health-screening effort. Second, the process (4D) used to create the strategy is cross-functional, strategic, and ongoing. Third, the outcomes are different. There would be high levels of participation (over 80 percent) in the first year, plus ongoing results in the four indicators of a healthy community as described in this book. Most of the organizations we have worked with started from the Conservation or Enhancement levels. They were ready for transformation because one or more of the following was true: • Their health-related costs were going up at double-digit rates; • Their previous experience with traditional efforts was showing dismal results; 65

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• There was tremendous market pressure to both reduce health-related costs and raise employee commitment to the core purpose of the organization in order to compete—that means solving the problem with no more “take aways.” With the problems listed above as a motivating force for change, the following cues to action were also evident: • There was senior management commitment to taking a fresh approach; and • They were willing to commit organizational resources in terms of time, money, and skills (either using internal staff or outside consultants) to put a process in place that would uncover the problems, design solutions, deliver the strategy, and determine results. Senior level commitment and organizational capacity for change are important prerequisites for transformation. Often senior executives need a nudge to see that resources are realigned to accomplish this type of initiative. To begin, all you need is a small group of committed people who are ready to do something different. Once you have your group together, you are ready to do some detective work—to begin the Diagnosis phase. Your Turn What’s the level of readiness for change in the area of the organization that you identified in the previous step?

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Transformation Step 5: Identify what great results look like: the Diagnosis phase When transformational efforts begin to feel like traumas, often the core problem is that the organization hasn’t taken time to define what great results look like for them! If you can’t envision where you’re going, how can you expect to get there? Symptoms of this are endless meetings with little result, team members feeling a sense of “lost” direction, or lots of fragmented, multi-directional efforts to improve this or that that seem to go nowhere. After you have determined what great results look like, the second challenge is to determine where you are in relationship to where you want to be and what the gaps are. This is the purpose of the first phase in the 4D process—the Diagnosis phase. A combination of data collection methods is used in the Diagnosis phase to assess where your company is on the journey toward creating a healthy community. If you do your job well in terms of asking questions and listening to what the organization is telling you, your strategy will be amazingly obvious. In other words, choke the data until it tells you what to do! The prevailing question in this phase is: “What individual and organizational indicators—both processes and outcomes—could be better optimized to create higher levels of individual and community health? The data collected in the Diagnosis phase also serves as baseline information for any future evaluation efforts your company may want to pursue. The diagnostic framework is based on the four dimensions of a healthy community described in Chapter I, which taken together form a holistic image or “snapshot” of your company’s status as compared with industry health management norms. Process and outcome data elements (outlined in Appendix A) within each category have been

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selected and designed to collect the most essential information and to serve as comparative measures against industry norms. Some of the data will need to be collected just by gathering information from the human resources, benefits, payroll (demographic), and risk management areas. It is also important to interview those in leadership whose support or commitment in terms of resources will be vital to your success. In addition, you will want to talk face-toface with a representative sample of employees in welldesigned focus groups. Finally, designing and administering a survey to gather information regarding health habits, readiness, interests, and perceptions of the quality of work life will be essential. Be sure to ask all groups what great results look like to them—this will essentially create an internal benchmark that will define the goals for the process and help you identify the gaps. Once the data is gathered, use the same categories described in Appendix A to help synthesize and model the information so that the team can assimilate and make sense out of it. Ask yourselves the following questions: • How do you rank on the continuum from Selected Compliance to Leadership? • How do you stand up in terms of Commitment, Capacity, and Culture? • What are your goals for the effort? To reduce costs? To improve management style? To make a measurable difference in health, productivity, and profitability? Once you have gathered the information and asked yourselves these important questions, you are ready to move on to the Design phase. Your Turn Within the area of the organization you identified in the previous steps, how often are people taking a hard look at where they are?

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Transformation Steps 6 and 7: Involve people, benchmark possible solutions, and identify exemplars: the Design phase Now that you’ve done your detective work and the challenges you face are glaringly obvious—you are ready to begin the Design phase. This phase has two purposes: 1. Develop a strategic plan—develop a one year plan for health management including the goals, objectives, tasks, accountabilities, timelines, budget, communications and evaluation plans for the effort. In other words, decide what you have going to do to improve individual and organizational health and who, what, when, where, and how you are going to get it done. One important component—it helps if the plan is designed so that it will be approved and funded! 2. Create a team—bring together a cross-functional and representative group of people who can learn to work together, catch the vision, and oversee the implementation of the plan through the year. Deciding who will be on the team is the crucial first step. By now, you will have identified the managers whose job function impacts organizational or employee health in some way and you probably asked them to supply you with data. Include these people first. Also include the person responsible for your internal employee communications, be that a newsletter or other media. Next, ask yourself how many different kinds of broad job categories there are and include employees representative of those types of work. For example, in a utility company, representatives from the administrative support jobs, the line crews, and the power station workers would be included. In selecting people, think about adding as much diversity as you can—gender, age range, job types, job sites, 69

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different shifts, ethnicity, hourly and salary, union and nonunion, devil’s advocate and advocate, informal as well as formal leaders. It is helpful to design a letter of invitation citing the purpose of the group, who is being asked to contribute, the extent of the time commitment, and the desired length of service. Keep in mind that when groups get larger than 8 to 12 people, the sheer size of the group can impede group dynamics and group process. In terms of time commitment, a strategic plan can usually be completed with six full days of the team’s time initially. This time frame is reflective of dedicated time and a skilled facilitator guiding the process. Then, the team will meet at least quarterly to review progress, problem solve, and plan for the next quarter’s efforts. Two other strategies are important to developing a great team. First, we find it helpful if the team discusses and approves a set of ground rules up front. This sets the norms for the group, opens up discussion, and sets the tone for subsequent meetings. Any book on group dynamics lists such rules. We happen to like those published by Roger M. Schwarz (1995). Secondly, it is helpful to discuss whether decisions will be made by majority vote or by consensus. The decision should fit the needs and desires of the group. However, we have found tremendous benefit derived from working toward consensus. That is, the initiative under discussion must be worked through and refined to the point where the entire team feels okay about the decision. Although it sounds difficult, we have found that if members of the team are not in favor of the decision, there is a very good reason why. That reason often constitutes a strong implementation barrier that has not been considered or reflects a core value that has not been met. If members feel comfortable sharing their reasoning, often the item under discussion can be modified in some way—resulting in a much better “fit” with the organization—its norms and values. 70

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Six-Day Work Session Agenda We have found the following sequence works well as the team’s agenda items for the six-day work sessions: • Introductions; ice-breaking activity • Assure understanding of group’s purpose, time commitment, expected member contributions • Establish ground rules; majority vs. consensus decisions • Report diagnostic findings in both written and presentation formats and assure understanding • Develop core purpose statement that links to overall business vision statement • Develop core values that will guide the initiative and use them as checkpoints in your discussions and decisions • Establish no more than two to three goals for the first year • Write no more than three to four objectives under each goal • List tasks under each objective • Re-prioritize, eliminate redundancies, reality check the plan at this point • Add accountabilities and timelines, reality check the plan again • Re-prioritize if accountabilities and timelines are not realistic • Add the budget • Run up a “trial flag” with senior management to see if any modifications are needed • Refine the plan based on management input • Finalize the plan • Develop your communications plan • Develop your evaluation plan • Write an executive summary and develop a presentation to be used in gaining final approval of your plan 71

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Often, the very first step in developing a strategy is to help the team have a vision for what great results look like. Just to develop a mental picture of what is possible,

it is often helpful to have phone conferences or to visit organizations, such as the models described in this book. Often, people in organizations feel so demoralized by past efforts that have failed, that building hope is the first prerequisite to developing your strategy. Talking with people who have succeeded or finding the right facilitator who can bring hope and experience to the group may be where you need to start.

Once you have the team put together, schedule six dedicated days (two consecutive days each time) over approximately a two-month period for Design Team meetings. By now, gaining final approval for your plan should be a mute point. Involving senior management from the Diagnosis phase forward has made you aware of how this effort fits with overall business objectives, where the barriers may be, and which parameters should guide plan development. If you have been successful in involving all levels in the organization and keeping them updated along the way, approval should follow naturally. Approval can often be delayed by changing organizational context or challenges—if so, your team may need to rethink the plan, timelines, or budget so that the effort supports the new context. Keeping your ear to the ground along the way for those signals is obviously crucial. With approval in hand, your team is ready to begin the Delivery phase. Your Turn Who are the exemplars for your area of transformation? Who should be involved in the change effort?

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Transformation Step 8: Impact the culture: the Delivery phase Now that your team has created a strategic plan focused on creating a healthier community, you’re prepared to launch the plan. The strategic plan becomes essentially a work plan, defining the focus, required resources, and implementation strategy for each step in the timeline. The Design Team transforms into an Advisory Board, holding accountability for ensuring that the plan is implemented and monitored on an ongoing basis. Communication Perhaps the most important aspect of the launch is how you communicate the effort to employees. Corporate communication efforts usually succeed in telling the “what this is” piece, but fail miserably to provide the context for change—the “why we need to do things differently piece.” Employees need to see that the organization is moving to a shared partnership model in building individual and community health. They need to know how much of the organization’s money is being spent on runaway healthrelated costs and how that squeezes their paychecks and threatens their jobs through lowered profits. They need to hear leadership admit that well-meaning efforts to control those costs have been short sighted and unenlightened in the past. They need to understand the four indicators of a healthy community. They need to be told honestly how the organization measures up to those indicators and the desired results of this new approach. They need to see how what they told you in the Diagnosis phase was used to develop the plan. They need to know how you plan to get there and what you want them to do to help in the effort. If you can accomplish that, you will have their full support, you will see smiles, and you will have lots of help getting where you want to go. Another thing we have learned from working with many companies is that employees don’t want this information from a video, in a mass meeting with the CEO, or a letter 73

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mailed to their homes. They want to hear it in staff meetings in their work units from their front-line supervisors. Getting that done is a tall order in most organizations, but we find it works the best. So how do you get that done? We have found that a logical sequence starting first with senior management, then middle managers, then front-line supervisors and employees works the best. First, the strategy is best communicated to senior, midlevel, and front-line management in a session dedicated to helping them learn how to “Manage for Health and Productivity,” as already described. The session should include all of the talking points mentioned above, but should also include the manager self-assessments included in Chapter I and assistance in helping the manager develop an initial action plan to improve their styles in at least the top three problem areas. Some organizations go further to break out the Quality of Work Life Survey (Appendix C) results by team and require that executives, managers, and supervisors develop action plans with their staff to improve all Concern, Problem, and Danger areas. Pulse surveys can be used to assess early progress and signal managers that the organization is serious about holding them accountable for building the health of their teams. A step further is requiring that all managers develop both an individual and team-level health improvement goal. There is no faster way to create new management norms than incorporating health improvement goals (work team and individual level) into their performance management process. In large, multi-site organizations this first step can take several months. Supporting talking points should be developed so that managers can communicate to employees this important first phase of implementation. Of course, employee newsletters and other methods of 74

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communication can be used to support and reinforce the message, but should never be used in isolation as the sole source of this important information. It is here that the greatest paradox of the entire process often occurs—the culture you are trying to support often becomes the biggest barrier to your efforts! Your culture was built over many years and has been reinforced time and time again, so it isn’t likely these well entrenched social norms will change easily. Often the first indication that you need to slow down and take extra time is difficulty in gaining support for the initial “Managing for Health and Productivity” sessions. The key to breaking through the cultural blocks is executive leadership role modeling. If executives give only lip service to the effort and their practices are not aligned with the vision of where you are trying to go, management will choose to sacrifice their health for their jobs rather than their jobs for their health! Executives can often be “coached” through these mis-alignments in collective or one-on-one sessions, but this step is imperative. Develop the supporting infrastructure The next step in the launch sequence is development of the supporting infrastructure. In most organizations, staffing and budget procedures require some attention to support the ongoing, cross-functional effort. In large, multi-state or multi-site organizations, regional Advisory Boards often need to be developed and trained so that efforts can be supported and increased through their efforts at the local level. Regional groups also ensure that the overall Advisory Board has a mechanism for communication and assistance throughout the organization. Some organizations go even further to develop Health Ambassadors at the work group level. These people serve as promoters, coaches, and reporters for the effort. This completes a “web of support” so that by the time employees attend their launch sessions, there is ample 75

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understanding and support for their efforts. The change in the culture from just this simple sequence of events can be quite amazing and positive to those who have endured, hoped, and persisted through the early phases of Diagnosis and Design. Post-launch, you begin to carry out the tasks outlined in your strategic plan, noting your progress and readjusting as necessary to reflect either new problems that emerge or changing corporate context. Delivery continues throughout the year, overlaid with ongoing information supplied by your evaluation (Determination) phase efforts. This information provides decision support for ongoing changes to your plan and also guide re-design efforts from year to year. Your Turn How well have the changes you have tried to initiate in the past been communicated and supported?

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Transformation Steps 9 and 10: Measure the results and take the longterm view: the Determination phase About once a month, we get a call: ”Please help me! I’ve heard through the rumor mill that my program is on the chopping block. How can I show senior management what I’ve done, so that I can save my program?” The truth is that what gets measured gets valued. And corporations today have little tolerance or fiscal ability to continue allocation of precious resources to initiatives that show little contribution to the overall success of the business. So the Determination phase is a chance to show the contribution you’re making to the organization. The Determination phase has two purposes: • determine the effectiveness of the strategic plan you have just created • plan re-design efforts for each subsequent year Build evaluation objectives The first step is to “begin with the end in mind” to borrow a phrase from Stephen Covey. So, first, build your evaluation objectives. They often include: • Trimester or quarterly reports. These interim reports summarize progress on strategic plan objectives, participation, satisfaction, and user profile data appropriate for the time period. The document should be 6 to 10 pages in length and contain appropriate graphics and text plus an updated strategic plan grid. These interim reports should be presented to the Advisory Board and senior executives with a summary of key findings presented to the employees. • Annual report. This annual summary of evaluation results should be summarized in a 10 to 20 page Annual Evaluation Report. This document should be circulated to management and Advisory Board members with talking points summarized for employees. 77

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• Internal publications. Highlights from the interim and the annual evaluation results may be summarized in articles for publication to employees. • External publications. The evaluation results may also be summarized for various publications of importance to the organization. The articles will highlight those areas of process, impact, and outcome results that are relevant to each publication’s audience. • Decision support information. The primary purpose of interim evaluation reports is to keep the Advisory Board informed of progress—noting what is working and what is not working so that adjustments can be made in progress. Before your initial year is completed, you will be called to re-design efforts for the subsequent budget period. Evaluation results should be used to guide the Advisory Board’s efforts to re-design the plan from year to year. Build your evaluation plan Build the evaluation plan before you begin executing the Delivery phase so that you track participation and satisfaction from the very beginning. You will need lead time to develop your tracking tools, establish the evaluation database, establish baseline measures for the organizational level indicators, etc. Choosing from among the indicators in Appendix A, build a plan to demonstrate the changes that will occur as the organization is transformed into a healthy community. We find that a helpful framework to use in building your plan is to assess demographic, process, impact, and outcome measures. Demographic measures are used to describe the participant and non-participant populations. Process evaluation involves variables like participation rates and progress toward achievement of objectives. Impact of the initiative can be measured by using behavioral change and quality

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of work life follow-up data. Outcome evaluation involves measuring the organizational, bottom-line impact of the strategic plan. For each data point, you will need to establish a consistent definition, establish the data collection methods, and identify required data elements and analytic methods. Once that is determined, decide who will collect each piece of data and when it will be collected. Once the plan is developed, it is helpful to set up a data repository and to establish a process for establishing and refreshing the core employee database. In summary, the Determination phase demonstrates the contribution of the initiative to the core business strategy and assists with re-design of the strategic plan. We do this by tracking demographic, process, impact, and outcome measures for evaluating progress. Planning ahead is imperative; we begin by developing an evaluation plan with objectives and key measures. Your Turn How well have you measured the results of your change initiatives?

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Summary What are the key differentiating factors between the transformational model just described as the 4D Model and traditional models? First, the way your organization thinks about health is different. You’re focused on how people are feeling and functioning and the myriad of influences on their health. Second, the targets are different. Your health management strategy targets aspects of individual AND community health that need to be improved. Third, the process is different. You think of your health management strategy as you would any other core process in your business— involving an annual cycle of Diagnosis, Design, Delivery, and Determination of results. You involve all key stakeholders in this process and commit to the necessary capacity required to execute your strategy. The end result is a culture that makes it easy for people to be healthy and productive and that translates to results in terms of the key characteristics of healthy communities described in this book. The guiding premise is that the more strategic, integrated, and systems-based the health management process can become, the greater the opportunity to maximize human and community health and productivity, thus optimizing business competitiveness. As we mentioned in the beginning of this chapter, health management simply serves as an example of an intervention that can be implemented to improve the sense of community in your organization. It is not the only one. Hopefully, as you have completed the “Your Turn” exercises in Chapter III, you have identified and thought

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about the most dysfunctional area in your organization. There are multiple ways to transform your organization into a healthy community: • Decide on a charity to support, e.g., sponsor City Year • Create an inspiring vision statement • Involve people in defining the core values of the organization • Establish a soul committee • Provide opportunities to participate in non-profit organizations • Emphasize the importance of relationships with customers, communities, vendors, and employees • Provide developmental opportunities for people • Share results on meaningful measures of success • Support team building • Engage in organizational renewal efforts • Sponsor social activities The most important adjustment you can make, however, is to free soul leaders to create environments that foster continuous creativity, collaboration, interdependence, connectedness, and community. In the end it is soulful leadership that results in healthy communities.

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Epilogue This book has been designed to help you move from prisons to possibilities. You saw in the beginning how inclined we are to fall into habitual patterns (Camus); how traditional sources of transformation have failed (Nietzsche); and how our societies have been plagued with an inability to love (Reich). You also saw how constructive change is possible when there is a focus on effectiveness, an openness to learning, and a willingness to collaborate (Carkhuff). And, you saw what it takes to be a remarkable person and soulful leader: resourcefulness, restraint, and compassion (Gurdjieff). Then, you learned how to recognize a healthy community when you see one by observing physical, emotional, intellectual, and spiritual indicators of health. You saw how it was possible to create communities of continuous creativity, connectedness, and joy. You also saw, by example, how soulful leaders shaped those communities, and how exemplary organizations established interdependent relationships in which both partners grew and are continuing to grow. Next, you assessed yourself on the ten behaviors that could result in trauma instead of transformation for you and your organization. And, you saw how a systematic transformation process has achieved and can achieve significant results that lead to a healthy community. We hope this book inspires you to take a hard look at the prisons you have created and a fresh look at the possibilities that stand before you. We hope that through your soulful leadership you will create abundant profits and an elevated purpose for your organization and that your communities will be vibrant with life, learning, and love.

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Appendix A: Indicators of Healthy Communities The following sections detail the indicators for the four dimensions of Healthy Communities: 1. Physical 2. Intellectual

3. Emotional 4. Spiritual

As explained in Chapter III, the starting place is to establish baseline information on all parameters (Diagnosis) and build your plan for creating a healthy community to address the gaps between where you are and where you would like to be (Design). As your plan is delivered (Delivery), be sure to re-assess these indicators at least on an annual basis to determine results (Determination) and to help you re-design your plan from year to year.

1. Physical indicators A healthy community is safe and has sound environmental practices. A healthy community effectively manages medically related absence in the workplace and has effective processes in place to return people back to work as quickly as possible following illness or injury. A healthy community supports healthy lifestyle behaviors and experiences higher percentages of people who practice healthy lifestyle habits. To determine the degree to which your company meets these indicators, the following measures are suggested.

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A. Safety and environment Process indicators • Policies regarding harassment and equal opportunity are in place and enforced • Confidential grievance process in place and enforced • Demographics reveal appropriate gender, age, ethnicity, educational level, job status mix • Appropriate security and insurance measures are taken to ensure employee safety on company grounds, in company vehicles, and during company travel • Policies regarding OSHA compliance are in place and enforced • Air, heat, water, light, noise, work environment, and work station ergonomics are all within regulatory standards • Environmental issues regarding use of company’s products are explored and standards are enforced to meet regulatory requirements Outcome indicators • Incidence of sexual harassment grievances • Incidence of lack of equal opportunity grievances • Incidences caused by a breach of security • Reports detailing degree of OSHA and environmental compliance • Reports detailing degree of work station and work environment ergonomic review and compliance • Medically related absenteeism: incidence rates and costs • Workers’ compensation: incidence rates by type of injury and costs • Short- and long-term disability: incidence rates by type of injury and costs

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Appendix A: Indicators of Healthy Communities

B. Healthy lifestyle behaviors Process indicators • Health incentive systems are in place • Food options include an abundance of healthy choices at affordable prices • Exercise options exist—either at the workplace or through subsidized arrangements with community vendors • Workers are encouraged to use flextime to take advantage of health-enhancing activities • Workplace includes dedicated space for quiet reflection and rest • Lifestyle skill-building programs are accessible in a variety of different formats (program, self-guided materials, audiocassette, video) • Benefit plan design provides coverage for preventive screenings and exams • Annual health assessment process in place • Nurse advisory services or other self-care training resource in place Outcome indicators • Employee perception of degree of organizational support for healthy lifestyle behaviors • Health risk and readiness to change • Health status—how people are feeling and functioning • Productivity • Stabilized and lower than industry average: — health plan claims costs — medically related payments as percent of payroll — total employee benefits as percent of payroll — total employee benefits as percent of operating costs — total employee benefits as percent of after-tax profitability A-3

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2. Intellectual indicators A healthy community is one where a productive management style is pervasive in the organization. A healthy community experiences a high level of individual and organizational success, indicated by the degree to which profitability, turnover, morale, and health care costs are effectively and proactively managed. The healthy community experiences health-related costs and growth trends that are significantly lower than their industry peers. The healthy community experiences health care use patterns per covered beneficiary that are significantly lower than the age/sex adjusted levels for their industry peers. To determine the degree to which your company meets these indicators, the following measures are suggested.

A. Productive management style Process indicators This information can be gathered in several different ways, but perhaps the most popular way is through a 360-degree feedback performance assessment tool. Several proprietary tools are available. If you wish to develop your own, another way to gather this information is to collectively agree on performance dimensions that are of value in your organization. Performance plans typically include “expected results” or “what” should get done, but fail to incorporate performance dimensions. Performance dimensions are aspects of “how” someone performs their job. A top manager may be great at accomplishing all of her expected results, but may do considerable damage to all those around her, in the way she accomplishes those tasks. Examples of performance dimensions include leadership, teamwork, accountability, etc. Once the organization has decided what dimensions are of importance, the manager should request feedback on them (preferably in a 360-degree format) A-4

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each time they are evaluated and should be encouraged to develop action plans based on their results. The concept of 360 degrees simply means that any given manager should ask for feedback from those who supervise them, their peers, and those they supervise. Increasingly, many are beginning to include a review by their customers in addition to those contacts outside the company with whom relationships are important. Performance management moves away from one-time, annual reviews. Instead, managers should be encouraged to hold frequent “dialogue” sessions with their important contacts so that they can begin to work on problem behaviors and receive ongoing, supportive feedback on their progress. To summarize: • Expected results and performance dimensions are aligned with business objectives. The performance plan is clear and agreed upon with each manager. • Ongoing dialogue process replaces the annual performance review. • Action plans are developed to help the manager with problem areas and the manager is held accountable for progress. • Performance is tied to succession planning and compensation. • A simple rating scale for performance dimensions might look like the following: High performance: >9 Strength: 8–9 Concern: 7–7.9 Problem: 6–6.9 Crisis: 5–-5.9

rating rating rating rating rating

Outcome indicators • Management style ranks as a “Strength” in terms of gap score on employee Quality of Work Life Survey items found in Appendix C. A-5

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B. Continuous creativity Process indicators • All categories in annual employee Quality of Work Life Survey in “Strength” category • Intellectual Capital Development (ICD) process measures Outcome indicators • ICD outcome measures

3. Emotional indicators Premise: A healthy community is one where employees exhibit a high degree of emotional well-being. To determine the degree to which your company meets these indicators, the following measures are suggested.

A. High performance on shared values Process indicators • Vision statement in place and used to align business strategy • Mission statement gives community members a clear direction and a keen awareness of their unique contribution • Community values are clearly stated • Annual process in place to measure progress on the norms Outcome indicators • All categories in annual employee Quality of Work Life Survey interpreted as “Strength” gap score.

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Appendix A: Indicators of Healthy Communities

B. Organizational support for personal development Process indicators • Career development model and succession plan in place • Recognition system supportive of personal development • Tuition reimbursement in place • Employee assistance program (EAP) in place • Diversity training in place Outcome indicators • Percent of new positions filled from within employee population • Recognition seen as area of “Strength” on employee Quality of Work Life Survey • Turnover lower than industry norms • Increasing use of tuition reimbursement program • Respect and fairness seen as areas of “Strength” on employee Quality of Work Life Survey • Employee assistance utilization data should also be reviewed to ensure that use is appropriate • Mental health claims compared to industry norms

4. Spiritual indicators Premise: A healthy community is one where all who come in contact with the organization experience joy and wish to be connected in an ongoing way with the organization. They are drawn to the community. To determine the degree to which your company meets these indicators, the following measures are suggested.

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A & B. Connectedness and joy Process indicators • People’s unique gifts are celebrated. • Processes are in place to encourage people to reflect upon and acknowledge their strengths and weaknesses. • There is support for “whole person” development. • There is willingness to accept and initiate feedback. • There are agreed-upon levels of honesty. • The process for addressing issues and concerns is well defined and clear to all who come in contact with the community. Outcome indicators • Unsolicited resumes exceed the number of positions available. • Issues and concerns are resolved quickly and with relative ease. • Customer satisfaction is high especially in the areas of responsiveness and courtesy. • Work environment reflects a predominance of smiles, laughter, warmth, and support. • Turnover is low. • Interdependence and Integrity are seen as areas of “Strength” on the employee Quality of Work Life Survey (Appendix C). • The community is resilient—it responds to changing competitive environments with creativity, passion, and commitment.

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Appendix B: Possibilities Profile Completing the Possibilities Profile that follows will give you an idea of how urgent it is for you to make changes. It will also provide you with some direction for enhancing your life in a number of ways. As you make your assessment, remember to look for your strengths as well as your risks or weaknesses.

Part 1. Unchangeable Risk Factors Directions: Circle the score that fits for you. Score Age and Sex • If you are a male under 35 or a female under 40 . . . . . . . . . . . .1 • If you are a male between 36 and 45 or a female between 40 and 50 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 • If you are a male over 45 or a female over 50 . . . . . . . . . . . . . 5 Personal Health History • Diabetes symptoms: — If none . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 — If mild, controlled by diet . . . . . . . . . . . . . . . . . . . . . . . . 5 — If severe, controlled by insulin . . . . . . . . . . . . . . . . . . . . 10 • Heart Disease: — If no diagnosed problem . . . . . . . . . . . . . . . . . . . . . . . . 1 — If diagnosed problem . . . . . . . . . . . . . . . . . . . . . . . . . . .10 — If diagnosed problem and history of heart attack or heart surgery . . . . . . . . . . . . . . . . . . . . . .15 Family Health History • Number of blood relatives (parents, siblings, grandparents) who died prior to age 65 due to heart disease, cancer, or stroke: — If 0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 — If 1–2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 — If 3–4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 — If more than 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Unchangeable Risk Factors Total Score ________

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The Manager’s Guide to Spiritual Leadership In general, the higher your score, the more you are at risk. This profile does not deal extensively with unchangeable risk factors because it is not intended to be a comprehensive medical history. A risk appraisal cannot be a substitute for medical care. As you get older, especially if you have a history of illness, you are at greater risk; therefore, it is important to reduce the risk factors that can be changed and to do things to enhance your health and wellbeing. If you have a family history of heart disease, cancer, and/or stroke, you are at greater risk, and it is critical to get professional screening or do self-screening for the earliest possible detection of illness. Although this may seem like common sense, many of us ignore our unchangeable risk factors.

Part 2. Modifiable Risk Factors (Things that can be changed) Directions: Circle the item in each section that matches you. A short description explains the importance of each factor.

Score Tobacco Use • If you have never used tobacco . . . . . . . . . . . . . . . . . . . . . . . .1 • If you have not used tobacco for more than 5 years . . . . . . . . .5 • If you have not used tobacco for 5 years or less . . . . . . . . . . .10 • If you use tobacco . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 The most powerful and effective thing you can do to improve your health is to stop smoking. If you use tobacco in any form, quit. Blood Pressure* • If your top score is less than 140 and your bottom score is less than 90 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 • If your top score is between 140 and 160 and your bottom score is between 90 and 100. . . . . . . . . . . . . . . .10 • If your top score is above 160 and/or your bottom score is above 100 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 High blood pressure, called hypertension, is one of the top three risk factors for early death and disability caused by cardiovascular disease.

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Score Cholesterol* • If your total cholesterol level is less than 200 . . . . . . . . . . . . . . .1 • If your total cholesterol level is between 201 and 250 . . . . . . .10 • If your total cholesterol level is above 250 . . . . . . . . . . . . . . . .15 Each reduction of your total cholesterol level by 1 percent reduces your total risk of heart attack by 2 percent. * Note: If you do not know your blood pressure or cholesterol level, it is recommended that you find out because of its strong relationship to risk. If you have ever been told that your blood pressure or cholesterol was high, score a 15; otherwise, do not score that section. Weight • If you are within 10 lbs. of what you should weigh for your age and height . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 • If you are between 10 and 25 lbs. above what you should weigh . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 • If you are more than 25 lbs. above what you should weigh . . .10 Being overweight increases the chances of having high blood pressure, high cholesterol, and diabetes. Safe Driving Safe driving includes wearing seatbelts, driving defensively, and obeying traffic rules. • If you always drive safely . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 • If you almost always drive safely . . . . . . . . . . . . . . . . . . . . . . . .5 • If you don’t drive safely . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Accidents are the leading cause of death for people under age 35. Many of these accidents could be prevented by making a habit of some simple behaviors like fastening your seatbelt and being on the lookout for potential accident situations.

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The Manager’s Guide to Spiritual Leadership

Score Stress Overload Feeling things are out of control; that there is not enough time; feeling angry at other people; or feeling bitter about not getting your way. • If you almost never feel this way . . . . . . . . . . . . . . . . . . . . . . . .1 • If you occasionally feel this way . . . . . . . . . . . . . . . . . . . . . . . .3 • If you frequently feel this way . . . . . . . . . . . . . . . . . . . . . . . . .10 Certain behaviors, especially hostility, are associated with increased risk of heart disease and accidents. Back Pain • If you never have back pain . . . . . . . . . . . . . . . . . . . . . . . . . . .1 • If you sometimes have back pain that limits your activities . . . . .5 • If you frequently have back pain that limits your activities . . . .10 Pain in the lower back is one of the most disabling events a person can experience. Alcohol • • • • *

If you don’t drink . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 If you have less than one drink* per day . . . . . . . . . . . . . . . . . .1 If you have one or two drinks per day . . . . . . . . . . . . . . . . . . . .5 If you have three or more drinks per day . . . . . . . . . . . . . . . . .10 Note: One drink is equal to 8 ounces of beer or one cocktail or 6 ounces of wine.

Alcohol abuse can lead to serious health and social problems, and it is implicated in over 50 percent of motor vehicle fatalities. For your health and that of others, don’t drink and drive. Eating Unhealthy Foods • If you regularly limit your intake of fats, sugar, cholesterol and salt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 • If you occasionally limit your intake of fats, sugar, cholesterol and salt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 • If you rarely limit your intake of fats, sugar, cholesterol and salt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 The average American consumes about 20 percent too much fat, 100 pounds of excess sugar, and four times as much salt in the diet as is recommended for good health. Total dietary fat is recommended not to exceed 30 percent of calories.

B-4

Appendix B: Possibilities Profile If any one of your scores in this section is 10 or above, you have a modifiable factor that is putting you at risk. Scores of 10 or more in several areas indicate a general lifestyle that is putting you at high risk. When many risk factors combine, the likelihood of something unhealthy happening to you is increased greatly. If you are already at risk because of your personal and family medical history, it becomes even more urgent to act now.

Part 3. Modifiable Enhancers Enhancers are those factors you can enhance to improve the quality of your life or reduce your risk of premature death. Directions: Continue with your Possibilities Profile. Circle the score that fits for you.

Score Time for Yourself Having time for yourself or the things you value such as family or hobbies • If you usually make time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 • If you occasionally make time . . . . . . . . . . . . . . . . . . . . . . . . . .5 • If you rarely make time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Making time for ourselves and the things we value is a responsibility we should take seriously because it is necessary for positive mental health. Eating Healthy Foods Healthful foods include fruits, vegetables, and grains. • If you eat a variety of healthful foods with an emphasis on fiber . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 • If you eat a variety of healthful foods . . . . . . . . . . . . . . . . . . . . .3 • If you don’t eat a variety of healthful foods . . . . . . . . . . . . . . . .5 What we eat can improve the way we feel and increase our level of energy on a day-to-day basis.

B-5

The Manager’s Guide to Spiritual Leadership

Score Exercise Moderate exercise is sustaining an aerobic target heart rate for 20 minutes three or more times per week. • If you exercise moderately on a regular basis . . . . . . . . . . . . . .1 • If you exercise lightly on a regular basis or perform lots of physical activity at home or at work . . . . . . . . . . . . . . . . . . . .3 • If you rarely exercise and/or perform a limited amount of physical activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 While lack of exercise has been implicated in a number of health problems, exercise is included in the enhancer section because of its positive impact on quality of life. Job Satisfaction Coming to work eager and leaving work with a feeling of accomplishment. • If you frequently feel this way . . . . . . . . . . . . . . . . . . . . . . . . . .1 • If you occasionally feel this way . . . . . . . . . . . . . . . . . . . . . . . .5 • If you usually feel dissatisfied with your job . . . . . . . . . . . . . . .10 This factor is one of the best predictors of longevity and overall happiness. Interpersonal Communication Skill Having meaningful and productive communications with others at home and at work. • If you frequently have such communication . . . . . . . . . . . . . . . .1 • If you occasionally have such communication . . . . . . . . . . . . . .3 • If you occasionally have such communication at home or at work, but not both . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 • If you rarely have such communication . . . . . . . . . . . . . . . . . .10 Interpersonal communications (relationships) play a major role in social support and emotional well being. Effective interpersonal communications are a key part of success at home and at work.

B-6

Appendix B: Possibilities Profile

Score Self-Esteem Feeling capable and satisfied with your performance and character at home and at work. • If you frequently feel satisfied with yourself at home and at work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 • If you occasionally feel satisfied with yourself at home and at work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 • If you occasionally feel satisfied with yourself at home or at work, but not both . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 • If you rarely feel satisfied with yourself . . . . . . . . . . . . . . . . . .10 Self-esteem is a two-edged sword. As a risk factor, it has profound implications for depression and suicide. As a positive factor, selfesteem is central to the whole process of successful change. Connectedness A sense of community with family, with your work group, with church, with humanity, with the environment. • If you frequently feel connected . . . . . . . . . . . . . . . . . . . . . . . . .1 • If you occasionally feel connected . . . . . . . . . . . . . . . . . . . . . . .5 • If you usually feel alone . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Feeling linked to others gives us a sense of belonging and security. If any one of your scores in this section is 5 or above, then you may lack some enhancers that can improve the quality of your life as well as reduce your risk of premature death. Scores of 10 in several areas indicate a lifestyle that could be greatly enhanced.

B-7

Appendix C: Quality of Work Life Survey High performance is measured via this annual Employee Opinion or Quality of Work Life Survey where employees’ perceptions of the quality of work life is documented, measured, and used to drive actionable strategies to improve the organizational culture as a whole and for specific work teams (results should include break-out reports by team). (Categories of items may also include those described in Chapter I such as commitment to excellence, respect, fairness, open communications, etc.) The response set is vital and should measure degree of agreement with each item, degree of importance of each dimension to the employee, and directionality (Are things getting better? Getting worse? Or about the same?). This permits the calculation of “gap scores” so that the highest priority is given to dimensions that are both of concern and of importance to employees. Gap scores for each item and each category of items are calculated and are interpreted using the following scale: • • • • •

High Performance: <0.5 gap Strength: 0.5–.99 gap Concern: 1.0–1.49 gap Problem: 1.5–2.0 gap Danger: >2.0 gap

C-1

C-2

11. My Team Leader tries to use the ideas of all employees.

10. My Team Leader seeks out the ideas of all employees.

9. I feel free to express my concerns and opinions.

8. Rumors do not hurt the company’s efforts.

7. The company communicates its vision and values.

6. Information is timely.

5. Information is complete.

4. Information is accurate.

3. Information comes directly from the appropriate source.

2. I am informed about what goes on in the company.

1. I am informed about what goes on in my immediate work area.

Item

Strength

Communication Importance

Gap Score

(continued)

Direction + or –

The Manager’s Guide to Spiritual Leadership

Gap score interpretation:

Strength < 1.0

Concern = 1.0–1.49

17. I am able to give my Team Leader feedback without fear of retribution.

16. My Team Leader effectively manages conflict.

15. Team Leaders and employees engage in direct, honest discussions.

14. People respect the confidentiality of others.

13. Our bulletin boards, E-Mail, and newsletters communicate useful information.

12. Leadership is usually open minded.

Item

Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

Communication (concluded) Appendix C: Quality of Work Life Survey

C-3

C-4

Gap score interpretation:

Strength < 1.0

9. I care about my work group.

8. My co-workers care about the company.

Concern = 1.0–1.49

7. My co-workers feel they are part of the team.

6. My co-workers help each other to learn and develop.

5. The job responsibilities at the company are clear.

4. My co-workers resolve differences constructively.

3. I am able to depend on others.

2. I trust my Team Leader.

1. I trust my co-workers.

Item

Collaboration Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

The Manager’s Guide to Spiritual Leadership

Gap score interpretation:

Strength < 1.0

Concern = 1.0–1.49

11. I feel supported by my Team Leader during times of change.

10. I take personal responsibility for making change successful.

9. I see change as opportunity.

8. We work together to make change a success.

7. I see the company benefiting from change.

6. I participate in making the change.

5. During times of change, I understand “when” the change will occur.

4. During times of change, I understand “how” the change will affect me.

3. During times of change, I understand “why” the change is necessary.

2. During times of change, I understand “what” the change is.

1. Change is organized.

Item

Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

Change Involvement

Appendix C: Quality of Work Life Survey

C-5

C-6

Gap score interpretation:

Strength < 1.0

Concern = 1.0–1.49

8. My performance expectations are clearly linked to providing good customer service.

7. I am able to provide input on performance expectations.

6. I receive informal feedback frequently throughout the year.

5. My job responsibilities are clearly linked to the company’s goals.

4. My current feedback sessions are effective in guiding and developing my work.

3. I am satisfied with the current Employee Feedback Process.

2. The level of performance expected of me is reasonable.

1. My job description clearly states what is expected of me.

Item

Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

Feedback Process

The Manager’s Guide to Spiritual Leadership

Gap score interpretation:

Strength < 1.0

Concern = 1.0–1.49

12. I adapt to new technologies and learn to use new tools.

11. My Team celebrates success.

10. I am encouraged to be creative.

9. I receive adequate help when I have personal problems that interfere with my ability to do my job.

8. I receive adequate help when I have work-related problems that interfere with my ability to do my job.

7. My Team strives to create joy in our work.

6. The company provides adequate orientation when employees start a new job.

5. I have opportunities to learn and improve my skills.

4. I am told about my mistakes in a constructive manner.

3. Employees are recognized in a meaningful way.

2. I am recognized for a job well done.

1. I am paid fairly.

Item

Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

Rewards and Recognition

Appendix C: Quality of Work Life Survey

C-7

C-8

Gap score interpretation:

Strength < 1.0

Concern = 1.0–1.49

8. My Team serves as effective stewards of the company’s resources.

7. I seek ways to continually improve my work processes.

6. My Team Leader addresses performance concerns.

5. The company is run efficiently.

4. The company is committed to high quality.

3. The company provides me with the resources to produce quality work.

2. I am proud of the quality of my work.

1. Overall, I am proud of the company’s quality of work.

Item

Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

Quality of Work and Productivity

The Manager’s Guide to Spiritual Leadership

Gap score interpretation:

Strength < 1.0

Concern = 1.0–1.49

6. The company provides proper security for employees.

5. Individuals follow safety policies.

4. The company promotes physical, emotional, and mental health.

3. The company provides a safe work environment.

2. My physical work environment is attractive.

1. The physical environment at the office is healthy for employees (e.g., air quality, temperature, and water).

Item

Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

Safety, Health, and Work Environment Appendix C: Quality of Work Life Survey

C-9

C-10

Gap score interpretation:

Strength < 1.0

Concern = 1.0–1.49

8. I can depend on my Team Leader to follow through.

7. My co-workers take initiative instead of “just doing their job” or “waiting to be told.”

6. I take initiative instead of “just doing my job” or “waiting to be told.”

5. My co-workers help when work piles up.

4. I help when work piles up.

3. I feel free to seek out new jobs and opportunities.

2. My Team Leader encourages me to assume informal leadership roles.

1. I am given opportunities to use my talents to the fullest.

Item

Empowerment Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

The Manager’s Guide to Spiritual Leadership

Gap score interpretation:

Strength < 1.0

Concern = 1.0–1.49

6. Employees have a good balance between work and family.

5. Employees receive satisfactory benefits (e.g., insurance, personal time, sick time, educational assistance).

4. The quality of my life is not hurt by job-related stress.

3. I am happy with the level of flexibility in work schedules.

2. The company provides opportunities for employees to be active in the community.

1. The company is a family-friendly organization.

Item

Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

Work and Family Balance Appendix C: Quality of Work Life Survey

C-11

C-12

Gap score interpretation:

Strength < 1.0

7. Employees show respect for each other.

6. My co-workers respect personal privacy.

Concern = 1.0–1.49

5. The company does not tolerate discrimination and prejudice.

4. The company treats people as individuals with unique needs.

3. The company ensures equal opportunity at all levels.

2. Different cultures/ethnicity are respected by the company.

1. I am treated with dignity.

Item

Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

Respect and Fairness

The Manager’s Guide to Spiritual Leadership

Gap score interpretation:

Strength < 1.0

Concern = 1.0–1.49

6. My Team recognizes legal and ethical responsibilities.

5. Leadership recognizes the importance of our customers.

4. When doing my job, I am concerned with what my customers think, what they want, and how best to serve them.

3. I receive personal satisfaction when I provide good customer service.

2. I work in an environment that empowers me to provide good customer service.

1. The definition of customer service is communicated throughout the company.

Item

Gap Score

Direction + or –

Danger > 2.0

Importance

Problem = 1.5–2.0

Strength

Customer Relations

Appendix C: Quality of Work Life Survey

C-13

References Adams, Scott. The Dilbert Principle. New York: Harper Collins, 1995. Bellingham, R. and Friel, T. Intellectual Capital Development. New Jersey: Possibilities, Inc., 1998. Campanello, R. and Price, T. “HR Enters the Information Age.” The Review, January, 1995. Camus, A. The Plague. New York: Vintage, 1972. Carkhuff, R. R. The Development of Human Resources. New York: Holt, 1971. Collins, J. C. and Porrass, J. I. Built to Last. New York: Harper Collins, 1994. Covey, Stephen. The Seven Habits of Highly Effective People. Gardner, Howard. Extraordinary Minds. New York: Harper Collins, 1997. Grant, Sarah. “Lotus Development Corporation: Spousal Equivalents.” Harvard Business School Case Study #9–394–197: June, 1994. Gurdjieff, G. I. Meetings with Remarkable Men. New York: E. P. Dutton, 1974. Mendes, Anthony. Inspiring Commitment: How to Win Employee Loyalty in Chaotic Times. Burr Ridge, IN: Irwin Professional Publishing, 1996. Nietzsche, F. Thus Spoke Zarasthustra in The Portable Nietzsche. New York: Viking, 1954. Reich, W. Character Analysis. New York: Noonday, 1949. Schwarz, Roger M. “Ground Rules for Effective Groups,” The Skilled Facilitator: Practical Wisdom for Developing Effective Groups. San Francisco: Jossey-Bass, Inc., 1995. R-1

Index

Index –A–

–B–

Absenteeism, A-2 Accountability, A-4 Action plans, A-5 Adams, Scott, vi, 13 Advisory Board, 73, 75, 77, 78 Affection, 29 Affirmation, 29 Age, B-1 Age of Ideation, vi Age of Information, vi Alcohol use, 39, B-4 American Association of Blood Banks, 40 American Occupational Medical Association, 38 Annual report, 77 Aquinas, Thomas, vii Aristotle, vii Association of Labor Management Administrators and Consultants on Alcoholism, 39 AT&T, 37–40, 58, 59 AT&T Long Lines, 38–39 Attitudes, spiritual leadership and employee, 44 Axelrod, Janet, 32

Back pain, B-4 Behavior relation to values, 13 social norms and, 59 See also Lifestyle behavior Bendix Corporation, 47–48 Benefit plan design, A-3 Blood donor program, 40 Blood pressure, B-2, B-3 Built to Last, 21–22 Business drivers, for corporate communities, 7 Business strategy, evaluating transformation and, 79 –C– Campanello, Russ, 32–36 Camus, Albert, 1–2, 83 Cancer, B-1 Capacity, for change, 63 Career development model, A-7 Carkhuff, Robert, 3–4, 83 Center for Psychiatric Rehabilitation, 45 Central Unitarian Universalist Church, 48 Centura Health, 50–52

I-1

The Manager’s Pocket Guide to Spiritual Leadership Change effort. See Transformation Change, Quality of Work Life Survey on, C-5 Chan, Luke, 43–44 Character Analysis, 5 Charity, support of, 82 Charles, Ray, vii Chi Gong, 43–44 Child care benefits, 27 Children on the Green, 46 ChiLel Chi Gong, 43–44 Cholesterol, B-3 Cohen, Barry, 41–45 Collaboration Quality of Work Life Survey on, C-4 relation to healthy community, 7, 25, 48, 83 spiritual leadership and, v transformation and, 4 Collins, Jim, 21–22 Commitment to change, 63 assessing, 64–66 to excellence, 24 to personal development, 27 to shared values, 22 Communication healthy community and, 13 interpersonal skill, B-6 open, 25 Quality of Work Life Survey on, C-2–C-3 transformation and, 73–75 I-2

Community. See entries under community; Connectedness; Organizational community Community building, love and, 4–5 Community development, v–vi Community leadership, 46–47 Community values, A-6 Compassion, 31 Compensation, A-5 Compliance, 64 Computervision, 41 Confidentiality, C-3 Conflict resolution, 29, C-3, C-4 Connectedness, 27–28, 31, 56, A-8, B-7 Consensus decision making, 70 Conservation, 65 Consumer Price Index (CPI), 10 Continuous creativity, 14–19, 31, A-6 Corporate culture, health promotion and, 37–38 Courage, 31 Covey, Stephen, 77 Creativity continuous, 14–19, 31, A-6 marketplace demand for, 7 spiritual leadership and, v

Index Culture health care cost and, 58 transformation and, 63 Culture audit, 49 Culture capital, 18 Customer capital, 19 Customer relationships healthy community and, 7 Quality of Work Life Survey on, C-13 Customer satisfaction, A-8 –D– Day care benefit, 35 de Bingen, Hildegard, vii Decency, 31 Decision-making processes, 21–22 Decision support information, 78 Delivery, of transformation, 62, 73–76 Demographic measures, evaluation and, 78–79 Descartes, Rene, vii Design, of transformation, 62, 69–72 Determination, of transformation, 62, 77–79 The Development of Human Resources, 3–4 Development opportunities, 82 Diabetes, B-1, B-3 Diagnosis, preceding transformation, 62, 67–68 Diet, A-3, B-4, B-5

Dignity, C-12 Dilbert, vi, 13 Disability incidence, A-2 Discrimination, C-12 Disease health and, 55, 57 prevention, 10 Diversity respect for, 25, A-2, C-12 in transformation team, 69–70 Diversity training, 65, A-7 Domestic partner benefits, 33–35 Driving, safe, B-3 Dysfunctional organizations, 1–2 transforming, 2–4 –E– EAP. See Employee assistance program Effectiveness, transformation and organizational, 4, 83 Elder care benefits, 27 Emerson, Ralph Waldo, vii Emotional criteria, for spiritual leadership, 31 Emotional health, 11–12 Emotional indicators, of healthy community, 20–27, A-6–A-7 Emotional values, 25 Emotions, expression of in healthy community, 27 Empathy, 13

I-3

The Manager’s Pocket Guide to Spiritual Leadership Employee Assistance Program (EAP), 38–39, 65, A-7 Employee benefits, 27, 33–35, 64, C-11 Employee commitment, organizational support for personal development and, 27 Employee communication, transformation and, 73–75 Employee newsletters, 74–75 Empowerment, 14, C-10 Enhancement, 65 Environment, stewardship of, 26. See also Work environment Equal opportunity, C-12 Equal opportunity policies, A-2 Ergonomics, A-2 Ethical leadership, 26 Ethics, spiritual leadership and, vi Evaluation, 77–79 objectives, 77–78 planning, 78–79 Excellence, 24 Executive leadership role modeling, 75 Exercise, A-3, B-6 External publications, 78 Extraordinary Minds, 28 –F– Fairness, 25, C-12 Family, work/family balance, 65, C-11 I-4

Family health history, B-1 Feedback, 28, A-5, A-8, C-3, C-6 Ficino, Marsilio, vii, 17 Financial capital, 19 First Night Morris, 46 Fitness, 11 Fitness centers, 39 Flextime, A-3, C-11 Foods healthy, B-5 options, A-3 unhealthy, B-4 Forney, Mike, 49 4D process, 59–63, 65 vs. traditional models, 81–82 Front-line managers, communicating change and, 74 –G– Gardner, Howard, 28 Garner, John Nance, vii Greetings, 29 Grievance process, A-2 Gurdjieff, G. I., 6, 83 –H– Habits, of dysfunctional organization, 2, 83 Harassment policies, A-2 Harvard Business Review, 35 Haymarket People’s Fund, 32 Hazard communication and training, 9

Index Health defining, 55–56 emotional, 11–12, 57 enhancers, B-5–B-7 intellectual, 57 modifiable risk factors, B-2–B-5 physical, 57 Quality of Work Life Survey on, C-9 sense of at work, 56 spiritual, 57 systems view of, 9–12 unchangeable risk factors, B-1–B-2 Health Ambassadors, 75 Health and healing program, 43–44 Health benefit plan, 64 Health care costs, 9–10, 11, 65–66, A-3 systems approach to health and, 58 Health education, 65 Health history, B-1 Health improvement goals, 74 Health incentive systems, A-3 Health-promotion program, culture-based, 37–40 Health risk, A-3, B-1–B-5 Health status, A-3 Healthy community. See Organizational community, healthy Healthy Partnership Program, 33 Heart disease, B-1

Hierarchy of needs, 22 Hoffman, Nancy, 50–52 Honesty, 28, A-8 Housing Partnership, 46 Human resources, reengineering, 35–36 Hypertension, B-2, B-3 –I– IBM, 35, 36 Ideation Age, 14 Illness, 57 Infrastructure, for transformation, 75–76 Innovation, 31 Integrity, 26, 31, A-8 Intellectual capital, 31, A-6 development measures of, 18–19 Intellectual criteria, for spiritual leadership, 31 Intellectual indicators, of healthy community, 12–19, A-4–A-6 Intellectual values, 24 Interdependence, v, 26, A-8 Internal publications, 78 Interpersonal communication skill, B-6 Involvement, 24 –J– Job satisfaction, B-6 Johnson, Dorothea, 37–40, 59 Joy, 28–29, 31, A-8 Julian, Dame, vii, 17 Jung, Carl, vii, 17 I-5

The Manager’s Pocket Guide to Spiritual Leadership –K– Kapor, Mitch, 32 Knowledge capital, 18 Kundera, Milan, vii, 17 –L– Larson, Bob, 48–49 Larson Financial Resources, 46, 49–50 Larson, Gus, 49 Larson Mortgage, 48 Leadership Age of Ideation and, vi for healthy communities, 12 as performance dimension, A-4 role modeling, 75 sole vs. soul, v–vi systems approach and, 65 for transforming dysfunctional organization, 6 Learning organizational support for, 13, 24, 27 transformation and, 4, 82, 83 Lifestyle behavior, 43, 57–58, A-1 healthy community and, 9–12, A-3 See also Behavior Lifestyle skill-building programs, A-3 Lotus Development Corporation, 32–36 I-6

Love, community building and, 4–5, 83 Lowell Technology Institute, 36 –M– Management development, health and, 65 Management style health care cost and, 58 healthy community and, 12–14 productive, A-4–A-5 rating chart for, 15–16 Manager self-assessments, 74 Manzi, Jim, 32, 34 Marketplace, relation to healthy community, 7 Medical model, of health, 65 Meetings with Remarkable Men, 6 Mental health claims, A-7 Mentoring programs, 27 Microsoft, 35 Mission, 20 Mission statements, 20, A-6 Morris Shelter, 46 Morris 2000, 47 Myers-Briggs Personality Test, 49 –N– NerveWire, 32 Nets, Inc., 32 Nietzsche, Friedrich, 2–3, 83

Index Norms commitment to excellence, 24 fairness, 25 health-enhancing social, 59 integrity, 26 interdependence, 26 involvement, 24 learning, 24 open communications, 25 productivity, 23 profitability, 23 respect, 25 shared values for healthy communities, 22–26 stewardship, 26 teamwork, 25 Northern Telecom, 58 Nurse advisory services, A-3 Nutrition, 11 –O– Obesity, 11, B-3 Operating principles, at Lotus Development Corporation, 32–33 Organizational community, healthy characteristics of, 7–29 emotional indicators of, 20–27, A-6–A-7 intellectual indicators of, 12–19, A-4–A-6 outcome indicators of, A-2–A-8

physical indicators of, 8–12, A-1–A-3 process indicators of, A-2–A-8 spiritual indicators of, 27–29, A-7–A-8 Organizational dysfunction, 1–2 assessing degree of, 55–60 transforming, 2–4 Organizational support, for personal development, 27, A-7 Organizational Support Indicator, 27 OSHA regulations, 9, A-2 Otto, Rudolf, vii Outcome evaluation, 79 Outcome indicators, of healthy communities, A-2–A-8 –P– Parametric Technology, 41–45 Participation, healthy community and, 13 Partnerships, 31 People capital, 18 Performance, 31, 49 Performance dimensions, A-4–A-5 Performance management, A-4–A-5 Performance plans, A-4 Personal development, organizational support for, 27, A-7 I-7

The Manager’s Pocket Guide to Spiritual Leadership Personal health history, B-1 Physical indicators, of healthy community, 8–12, A-1–A-3 Physical values, 23 The Plague, 1–2 Plato, vii, 17 Plotinus, vii, 17 Possibilities Profile, B-1–B-7 Practices, alignment with values, 50 Prejudice, C-12 Prevention, of disease, 10 Process evaluation, 78–79 Process indicators, of healthy communities, A-2–A-8 Productivity, 23, 31, A-3, C-8 Profitability, 17, 23, 31, 49 Psychiatric rehabilitation, 45 Publications external, 78 internal, 74–75, 78 Public health model, of health, 65 Public Service of Indiana, 58 Pulse surveys, 74 –Q– Quality, 24, C-8 Quality of Work Life Survey, C-1–C-13 on continuous creativity, 17, A-6 developing action plans using, 74

I-8

on interdependence and integrity, A-8 on management styles, A-5 on personal development, A-7 on recognition, A-7 on respect and fairness, A-7 on shared values, A-6 Quarterly reports, 77 –R– Rating unproductive managers, 15–16 Recognition, 13, A-7, C-7 Recruitment, healthy community and, 7 Reich, Wilhelm, 4–5, 83 Relationship selling, 47 Relationships, emphasis on, 82 Remarkable person, defined, 6 Renewal efforts, 82 Resources fair allocation of, 25 stewardship of, 26 Respect, 25, 42, C-12 Responsibility, fair allocation of, 25 Results, of change, 77–79 Results orientation, 31 The Review, 35 Rewards, 13, C-7 Risk factors, for disease health and, 55, 57 modifiable, B-2–B-5

Index reduction of, 65 unchangeable, B-1–B-2 Role ambiguity, 20 –S– Sabbaticals, 27 Safety, 8–9, A-1, A-2, C-9 Saint Anthony Hospital, 50 Schwarz, Roger M., 70 Schweitzer, vii Screening efforts, 65 Seatbelts, B-3 Security, 8–9, 13, A-2 Sedentary lifestyle, 11 Selected compliance, 64 Self-esteem, B-7 Self, time for, B-5 Sendell, Stuart, 46–50 Senior management, commitment to change and, 66 Service, 24 Sex, B-1 Shared values, 20–26, 31 emotional, 25 high performance on, A-6 intellectual, 24 physical, 23 spiritual, 26 Social activities, 82 Social norms, healthenhancing, 59 Sole leadership, v, vi Soul committee, 32, 82 Soul, defined, vii, 17 Soul leadership. See Spiritual leadership

Spiritual indicators, of healthy community, 27–29, A-7–A-8 Spiritual leadership criteria for, 31 defined, v–vi role models, 31–52 Spiritual values, 26 Staff meetings, to communicate change, 74 Stakeholders, involving in transformation, 74, 81 Stewardship, 26 Strategic plan, 69, 70 Strengths, acknowledging, 28 Stress, 11, 12–13, B-4, C-11 Stroke, B-1 Succession planning, A-5, A-7 Success, measures of, 82 Support, 27, 56, A-7 –T– Talking points, to introduce change, 74 Teams creating transformation team, 69–72 leadership for, 42 Quality of Work Life Survey on, C-4 Teamwork, 25, A-4 360-degree feedback, A-5 Thus Spake Zarathustra, 2–3 Time for self, B-5 Tobacco use, B-2

I-9

The Manager’s Pocket Guide to Spiritual Leadership Total Life Concept (TLC), 37, 39–40 Transformation, 53–79 assessing degree of organizational dysfunction, 55–60 assessing organizational commitment/capacity to change, 64–66 delivery phase, 73–76 design phase, 69–72 determination phase, 77–79 diagnosis phase, 67–68 of dysfunctional organizations, 2–4 implementation problems, 54 leadership for, 6 unsettled period of, 53 using systematic process for, 61–63 Transformation team, 69–72 work session agenda, 71 Trimester reports, 77 Trust, C-4 Tuition reimbursement, 27, A-7 Turnover, A-8 –U– Unitarian Universalism, 48

I-10

–V– Vacation time, 27 Values defining core, 82 relation to behavior, 13, 50 shared. See Shared values spiritual leadership and, vi Value statements, 21–22 Vision, 20, 27, 72 Vision statement, 20, 82, A-6 Volunteering, 82 –W– Weakness, acknowledging, 28 Weight, B-3 WellCentura, 50 Wellness, 57 Wellness programs, 27, 50–51, 57 culture-based, 37–40 Whitman, Walt, vii Whole person development, A-8 Wordsworth, William, vii Work environment practices in, A-1, A-2 Quality of Work Life Survey on, C-9 safety and, 8–9 sense of health and, 56 Workers’ compensation, A-2 Work/family balance, 65, C-11