Transcript Document

Spiritual-based Leadership
Leadership lessons learned from Nelson Mandela for the Health Industry
Dr Rica Viljoen
Quote
“As I have said, the first thing is to be honest with
yourself. You can never have an impact on
society if you have not changed yourself.. Great
peacemakers are all people of integrity, of
honesty, but humility.”
Nelson Mandela
The art of leadership . . .
Rica Viljoen
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Doctor in Business Leadership (SBL Unisa)
International Organisational Development specialist and practitioner
focusing on optimising individual, group and organisational behaviour
Focus on creating Engagement in multi-cultural organisations through
Inclusivity
Consulted to and facilitated in various countries e.g. America, Peru,
Australia, Spain, Zambia, Mali, Tanzania, Namibia, Zambia, Ghana
Associated with numerous academic institutions as subject matter
expert e.g. da Vinci Institute, SBL – UNISA, UJ, and Village of
Leaders – Stellenbosch
Managing Director of Mandala Consulting
Work extensively in both private and public Health Care in South Africa
Leadership Theories
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Hersey & Blanchard
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Covey
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Kouzes & Posner
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Koestenbaum
•
Kotter
•
African Leadership
•
Value-based leadership
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Steward Leadership
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Participative Evolution
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Ethical Leadership
Spiritual based leadership
Servant Leadership
Leadership Role Model
b
b
Leadership Process
Leadership task
Relationship
Character
A servants heart
Building up others
1
Doing the work of a leader
U
Ubbivat
Innovation
Impacting society and culture
Challenges in Health Industry in South Africa
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Although the state contributes about 40% of all expenditure on
health, the public health sector is under pressure to deliver
services to about 80% of the population
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The public sector is under-resourced and over-used, while the
mushrooming private sector, run largely on commercial lines,
caters to middle- and high-income earners who tend to be
members of medical schemes (18% of the population)
•
Advances in medical technology are driving growth in the South
African healthcare market. The introduction of less invasive
technologies is leading to a greater number of procedures
•
Technological advances are reducing the risks associated with the
performance of certain procedures.
Challenges in Health Industry in South Africa
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There is a strong trend towards promoting accessibility to
healthcare in South Africa
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Private sector groups are extending their services into rural areas
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The serious lack of healthcare professionals could lead to a severe
crisis in the South African healthcare industry
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Public-private partnerships
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Brain Drain
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"Since the public sector serves 80 per cent of the population,
improved infrastructure is required to improve access and quality
of services to the population with the latter relying to a great extent
on human capital."
Frost & Sullivan research
Releasing voice in organisations – Sustainable Transformation
EQ Journey
Dialoguing
Storytelling
Individual
Individual Diversity factors
OD
Interventions
Leadership
Team Dynamics
Appreciative
Inquiry
Group
Organisational Leadership
Trust
Organisation
World Cafe
The What
Doing
Leadership
Engagement /
Voice
Context:
Industry
South Africa
Africa
Global
How individuals
adapt
The
Individual
Apathy
Inclusivity
Being
How groups
adapt
The
Team
The
Organisation
Disconnect
How organisations adapt
The way
Why we adapt
New world of
work
Essence of Change
New Sciences
Nature of the world
We adapt differently
Rising levels of
conciousness
Viljoen, 2008
Spirituality in Business
Today
Spiritual-based
Leadership
• The English word spirit comes from the Latin spiritus,
meaning "breath" (compare spiritus asper), but also
"soul, courage, vigor.
“We see the World
not as it is, but as we are.”
Stephen Covey
INTR 4.6
INTR 4.6
Leadership
Tendencies
internationally
Spiritual-based
Leadership
–
Increased search for meaning internationally
–
External actions and internal reflections should be mutually
supportive (spirituality and rationality)
–
Leaders can achieve“We
success,
see recognition,
the World peace of mind and
happiness WHILE
needs
they
serve with leadership
notserving
as it is,
but ofasallwe
are.”
when they lead with wisdom from a spiritual core, which may or
Covey religion (Pruzan &
may not be associatedStephen
with an organised
Mikkelsen, 2004)
INTR 4.6
INTR 4.6
Finding your own voice
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Being aware of self – emotional intelligence
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Being aware of complexities – complexity
handling ability
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Being aware of others – cultural intelligence
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Being aware of justice – moral intelligence
•
Being aware of greater impact of behaviour –
spiritual intelligence
The BarOn-EQ-i
™ Model
BarOn EQi
“The ability to deal with environmental demands”
INTRA
PERSONAL
INTER
PERSONAL
STRESS
MANAGEMENT
ADAPTABILITY
GENERAL
MOOD
EFFECTIVE PERFORMANCE
BarOn, 2003
Emotional Intelligence
“And as we let our own light shine, we
unconsciously give other people permission to
do the same.”
Nelson Mandela
Complexity handling ability – optimal functioning
WORK CHALLENGES
Individuals who are OVEREXTENDED may
feel
• Anxious, worried
• Perplexed
• Overwhelmed
Individuals who are UNDERUTILISED may
become
• Frustrated
• Bored
• Anxious
INDIVIDUAL CAPABILITY
Adapted from Csikszentmihalyi, M (1975) Beyond boredom and anxiety
Complexity handling ability – optimal functioning
“A good head and a good heart are
always a formidable combination.”
Nelson Mandela
Cultural Intelligence
What’s different?
1.
2.
3.
4.
5.
6.
Communication styles
Attitudes towards conflict
Approaches to completing tasks
Decision-making styles
Attitudes towards disclosure
Approaches to knowing
Visible cultural
differences
What’s
1. Beliefs
hidden below 2. Values
surface?
3. Perceptions
4. Expectations
5. Attitudes
6. Assumptions
Invisible cultural roots
Kotelnikov, 2005
Cultural Intelligence
UK & USA = O.K.
JAPAN = MONEY
BRAZIL = INSULT
RUSSIA = ZERO
Spiritual Intelligence
“The ability to act with wisdom and compassion while
maintaining inner and outer peace (equanimity),
regardless of the circumstances.”
Zohar, 2000
•Comfort with chaos
•Comfort with dichotomy
•Comfort with paradox
Covey – Finding yourself
Vision
(IQ)
Conscience
(SQ)
Passion
(EQ)
Discipline
(PQ)
Kets de Vries – Life Balance
MENTAL
PHYSICAL
EMOTIONAL
SOCIAL/CULTURAL
Graves
Historical context
Claire Graves “What is a Psychologically healthy human
being?”
Known by many names:
Levels of Human Existence
Open System Theory of Values
Spiral Dynamics
21
Copyright Al-Q-Mie 2007
Graves
Adaptation
1. Expressive of self
2. Taking care of other humans beings
1. Adjustment-of-the-organism-to-theenvironment
2. Adjustment-of-the-environment-to-theorganism
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Copyright Al-Q-Mie 2007
Graves
Beck and Cowan, 1994
Our rainbow nation – cultural DNA
Meme
Beige AN
Nature of
Existence
Automatic
Purple BO
Tribalistic
Red CP
Egocentric
Living with self
awareness
Third Subsistence
He seeks salvation
Blue DQ
Saintly
Achieving everlasting
piece of mind
Fourth Subsistence
Build life for pleasure here and now
Orange ER
Materialistic
Green FS
Socio-centric
Conquering the physical
universe so as to
overcome want
Living with the human
element
Yellow GT
Cognitive
Restoring viability to a
disordered world
Turquoise
HU
Experientialistic
Accepting existential
dichotomies
Fifth Subsistence
Success but does not know self and wants to
belong
Sixth Subsistence
Want to be more than only for others – for self in
relation to universe
First Being
Distinctly Human . Adjusting to the reality that
you can only be, you can never really know
Second Being
Graves, 1978
Problems of Existence
Level of Existence
Maintaining physiological
stability
Achievement of relative
society
First Subsistence
He leaves Eden
Second Subsistence
Find a way to foster individual survival
Our rainbow nation – cultural DNA
“Tribe”
•Circular tribal structure.
•Led by elder(s), shaman, or chief who makes decisions.
•Roles determined by kinship, strength, sex, age.
•Ways of the tribe are sacred and rigidly preserved.
•Demands obedience to leader(s)
“Empire”
•Power-orientated – strongest survives best.
•Most powerful person makes decisions.
•Big Boss directs Work Bosses who drives the masses.
•Communication downwards only.
•Strength determines relationships
“Authority
Structure”
•Rigid rules for structure and rank.
•Person with appropriate position of power makes decisions.
•Divine authority speaks through secular authority.
•Communication downward and horizontally across classes.
•People stay in their “rightful” places.
“Strategic
Enterprise”
“Social
Network”
“Systemic
Flow”
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•Bureaucratic and status-orientated.
•Person with the delegated authority makes decisions.
•Distribution of specific amount of responsibility.
•Communication down, up and across.
•Power relates to prestige and position within the structure allows for upward mobility.
•Organisation of equals for mutual benefit.
•Little concern with status or privilege.
•The “people” make decisions as a group.
•Frequent communication in all directions.
•Emphasis on consensus, sensitivity to feelings, and human needs.
•Structure according to task at hand.
•Project-centred with changing “functional” leadership.
•Competent person makes decision.
•Communication only as needed.
•May adopt “Tribe” through “Social Network” if appropriate to situation
Determining voice
Complexity
handling
ability
Temperament
(The instrument you
play)
(How difficult you play)
Values,
Career
anchors
Emotional
Maturity
Individual
voice
(What is important
(How well you can play
with your instrument)
For you )
Personal and
strategic
agendas
(Unconscious
dynamics)
Viljoen, 2008
Worldview
(What questions of
existence do you ask and
how do you solve this)
Personal Optimisation
My life’s
purpose
Growth
Actualisation
Self Mastery
My
potential
My
Unique gift
Personal Power
Quote
“ Education is the most powerful weapon which you can
use to change the world.”
Nelson Mandela
Spiritual-based leadership
You must be authentic to lead authentically.
“There is no softer pillow than a clear conscience.”
– Ken Blanchard
Mandela on being authentic
“As I have said, the first thing is to be
honest with yourself. You can never have
an impact on society if you have not
changed yourself... Great peacemakers are
all people of integrity, of honesty, but
humility”
Spiritual-based leadership
You must true to self if you want to build trust.
-Spiritual based leadership requires you to have strong
relationships with the people who follow you.
"The most essential quality for leadership is not perfection,
but credibility. People must be able to trust you, or they
won’t follow you."
– Rick Warren, The Purpose Driven Life
Mandela on being leadership and trust
“It is better to lead from behind and to put
others in front, especially when you
celebrate victory when nice things occur.
You take the front line when there is danger.
Then people will appreciate your
leadership.”
Spiritual-based leadership
You must define a path for others to follow.
At an organisational level you must have:
- a well defined vision and mission
- a set of core operating principles or values
- a strong leadership team with the ability and courage to
execute the first two
"It is impossible even to think without a mental picture."
- Aristotle
Mandela on vision
“During my lifetime I have dedicated myself to this
struggle of the African people, I have fought against
white domination, and I have fought against black
domination. I have cherished the ideal of a democratic
and free society in which all persons live together in
harmony and with equal opportunities. It is an ideal
which I hope to live for and to achieve. But if it needs
be it is an ideal for which I am prepared to die”
Spiritual-based leadership
You must believe that doing the right thing is profitable.
Companies where majority of employees trusted top managers
had shareholder returns 40% higher than companies where
distrust was dominant.
– Christian Ethics in the Workplace
Mandela on being leadership and trust
“For to be free is not merely to cast off one's
chains, but to live in a way that respects
and enhances the freedom of others”
Leading with Consciousness in the Health Care World
Core Beliefs
Within-towithout
principle
Self-
Aspiration
Concentration
Introspection
Interiorizing the management
Controlling vs Self-management
Humanizing the organization
Worker vs Man; Self vs Others
.
Formulating attitude to business
Individual vs Organisation/Skills vs. Values
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3
2
1
1. The key is within!
2.Technology makes
things possible, but it is
the people who make it
happen
3. Only in peace one can
know what is the best
thing to do
4. What is within, that is
without.
6. Consciousness can’t be
borrowed or imparted
ready-made
7. Intellect can go to
moon, but the heart can
conquer the world
Adapted from Bibikova & Kotelnikov, 2007
Manage with Consciousness in the Health Care World
Yin
Yang
Passive, Receptive
Active, Creative
Brain-stilling
Working ON Your Business
Brain-storming
Working IN Your Business
Business Effectiveness
Business Efficiency
►Taking the bird’s-eye view of your business
strategies
►Building and balancing your business
system
►Harmonizing men, material and methods to
achieve sustainable growth, human
development, and social benefit
►Spotting and pursuing opportunities
►Making fast decisions and implementing
them under the time pressure
►Innovating and creating outside-the-box
solutions
Vadim Kotelnikov: 2007
Richard Stengel
•Courage is not the absence of fear — it’s inspiring others to
move beyond it
•Lead from the front — but don’t leave your base behind
•Lead from the back — and let others believe they are in front
•Know your enemy — and learn about his favorite sport
•Keep your friends close — and your rivals even closer
•Appearances matter — and remember to smile
•Nothing is black or white
•Quitting is leading too
Spiritual based Leadership
Bringing the heart back into the organisation
company.”
Quote
“I have walked that long road to freedom. I have
tried not to falter, I have made missteps along the
way. But I have discovered the secret that after
climbing a great hill, one only finds that there are
many more hills to climb. I have taken a moment
here to rest, to steal a view of the glorious vista
that surrounds me, to look back on the distance I
have come. But I can only rest for a moment, for
with freedom comes responsibilities, and I dare
not to linger, for my long walk is not ended.”
Nelson Mandela
The art of leadership . . .
We must use time wisely and forever realize that the
time is always ripe to do right.”