Transcript Developing Emotional & Spiritual Intelligence in the Workplace

Developing Emotional & Spiritual
Intelligence in the Workplace
Our story...
PricewaterhouseCoopers
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‘Professional services firm’
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audit/accounting, business advisory
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tax & legal
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corporate finance
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management consulting
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HR consulting
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business process outsourcing
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FY2000 net revenue $19.6 billion
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150,000 people
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150 countries
PwC CEE/CIS Region
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20 countries - former Comecon + Turkey & Greece
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5000 people
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Investment ‘region’
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Central regional team - London
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Learning & Development seen as key, strategic
priority
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central, regional team - London
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country based L&D professionals
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total team size = 30
The Findhorn Foundation
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Founded 1962
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Spiritual & educational community, located northern Scotland
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Runs residential workshops - 4,500 people/year
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Welcomes additional 10,000 guests/year
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Annual income £1.3 million
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£4 million assets
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160 staff and dependants + community of 500 friends and
supporters
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Heart of a developing Eco-village
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UN recognised NGO, working on "values” and "sustainability"
Findhorn Foundation Consultancy Service
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Developed in 1998
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Exists to share -
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"our experience in embodying the values needed to
build sustainable community, working co-operatively,
and exploring new approaches to leadership"
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with the world of business, public and voluntary
sector organisations, and other communities
PwC: Business Challenge
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Emerging market environment
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Youthfulness of local firms
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20 different languages/ cultures
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Need to be seen as a local firm but think/network
globally
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Be loved by the client
Strategy
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Become the ‘breakaway’ firm
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client focus
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quality of client relationship the key differentiator
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Grow local skills
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Act as a boundary-less organisation
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Work with whole of the client’s ‘system’ & the
Board/CEO
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Be seen by the client as a ‘business partner’
Implications for our People
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Self-less team working
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Acting as a community of shared interest
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Intense curiosity in client’s true, underlying needs
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Self-responsibility and choice
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Emotional/ spiritual awareness
”If we are to make progress in managing
learning in organisations we desperately need
contributions from fields which already have a
holistic understanding of people and human
systems. We need to understand much more the
interconnectedness of emotional, physical and
intellectual effort; we need help in seeing
management holistically. Nobody can manage
successfully if they use only part of
themselves………managing is a whole person
activity, demanding emotional [and spiritual]
maturity at least as much as cerebral
competence………..relationships are at the heart
of managing and at the heart of relationship is
the key proposition of self-awareness”
(David Casey, ‘Managing Learning in
Organisations’)
Focus of FFCS work
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Developing the ability to respond from the heart
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Developing the right brain
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Developing emotional intelligence
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Developing spiritual intelligence
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Through this we build more effective teams and
develop a sense of community in the workplace.
Emotional intelligence (EQ)
"My ability to recognise the situation I am in;
to read what you are feeling; be sensitive to
that; and to adapt and behave accordingly”
(After Daniel Goleman)
Emotional Intelligence is also The ability to observe, and not be lost in, my
emotions
Or as Aristotle put it
“Anyone can become angry - that is easy. But
to be angry with the right person, to the right
degree, at the right time, for the right purpose,
and in the right way - this is not easy”
(The Nicomachean Ethics)
Spiritual intelligence (SQ)
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The intelligence that chooses not to adapt
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The intelligence that leads to meaning, vision,
values, purpose
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Transformative and creative intelligence
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(Danah Zohar)
How do we do the work?
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Disorientation - through games, dance, unusual
exercises & unfamiliar responses
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Focussing on building effective teams and groups
through:
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Clearing blocks to authenticity (what don't I dare to feel
or say?)
Addressing underlying issues (what is primary? What is
secondary?)
Increasing self-awareness (What am I feeling right
now? How am I coming across?)
Skills training (e.g. conflict facilitation, decision-making,
leadership, change management)
Liberating creativity and inspiration (How much of
myself can I bring to work? 10%? 40%? 80%? 100%?
“The point is that we eventually come to the
realisation that it is injurious to the soul to
remove portions of our life from exploration,
as if, at work, certain parts of experience
suddenly lie out of bounds. We simply spend
too much time and have too much psychic and
emotional energy invested in the workplace for
us to declare it a spiritual desert bereft of lifegiving water.”
David Whyte ‘The Heart Aroused - Poetry and the
Preservation of the Soul in Corporate America’
PwC’s Experience
What PwC has achieved so far…...
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A region-wide, multi-national community of
‘change resources’
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greater sense of engagement & presence
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more personal power & authenticity
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greater focus on the (internal) client
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greater sense of identity and self-worth
Modelling the change process before taking it to the
‘client’
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Trickle-down into to the wider organisation
Why does FFCS do this work?
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More emotionally and spiritually intelligent people
will be  Able
to create more meaningful work, and working
environments, for themselves and others
 More
able to respond to the needs of the moment and,
therefore, be more effective
 More
aware of their responsibility to themselves, their
colleagues and the planet
 Able
to live more meaningful and fulfilling lives
Future Plans for our Partnership
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Development of core group of change agents
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End of year workshop/conference to involve
‘clients’
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Supervision & mentoring
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Further involvement in wider organisation
Quadruple Bottom Line
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The business of the future will need to be:
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Economically viable
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Environmentally sound
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Socially responsible
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Spiritually intelligent
PricewaterhouseCoopers
&
Findhorn Foundation
Consultancy Service
Together we can feel the
difference…….