Few people have impacted our understanding of how to manage
business more than Ken Blanchard, co-author of 20 bestselling
books, including The One Minute Manager (Berkley
Publishing). On his latest, Leadership by the Book: Tools to
Transform Your Workplace (William Morrow), he teams up with
Pastor Bill Hybels and Phil Hodges of the Center for
"FaithWalk" Leadership to address spiritual values in
business.
Define "spirituality" for business.
The biggest problem in business today is the human ego, which
pushes God out and puts you in the center. Spirituality recognizes
that there's something more important than you, something more
loving than you, a higher power that can give people a peace they
don't have when they think life is all about proving
themselves.
Content Continues Below
How would this translate to different business
practices?
The big question I ask my audiences now is, are you a servant or
a self-serving leader? Too many companies are set up so the sheep
are there for the benefit of the shepherd. Everyone feathers his or
her own nest. If people are spiritually grounded, they'll ask
how they can provide help and they'll be open to feedback.
It's one thing to talk about how we should be, but how
can we actually integrate spirituality into the rough and tumble of
trying to do business?
The most important habit is solitude, quiet time. People who
enter their day by taking 45 minutes or an hour for
themselves--meditation, prayer, inspirational reading, taking a
walk--before they go for it in the real world do best. Research has
shown those who take care of themselves first are better listeners
and can be with others in a more constructive way.
You point out that everyone wanted some of Jesus' time,
but he always took time for himself first.
I was also fascinated with the fact that he fasted, and I've
been doing that for a day and a half per week, not to lose weight,
but to get in touch with my senses. You start seeing the connection
between spirituality and care for the body. Another thing is that
Jesus fellowshipped with those close to him. Entrepreneurs need a
kitchen cabinet where they can get candid feedback from others who
care but don't have a vested interest in what they're
doing.
What are some other key lessons from your book?
Bosses need to wander around and see if they can catch workers
doing things right. Too many entrepreneurs are seagull
managers: They hear something's wrong, so they fly in, make a
lot of noise, crap on everybody and fly away.