Show Some Spirit Is there room in your business for a few unworldly concerns?
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Few people have impacted our understanding of how to managebusiness more than Ken Blanchard, co-author of 20 bestsellingbooks, including The One Minute Manager (BerkleyPublishing). On his latest, Leadership by the Book: Tools toTransform Your Workplace (William Morrow), he teams up withPastor Bill Hybels and Phil Hodges of the Center for"FaithWalk" Leadership to address spiritual values inbusiness.
Define "spirituality" for business.
The biggest problem in business today is the human ego, whichpushes God out and puts you in the center. Spirituality recognizesthat there's something more important than you, something moreloving than you, a higher power that can give people a peace theydon't have when they think life is all about provingthemselves.
How would this translate to different businesspractices?
The big question I ask my audiences now is, are you a servant ora self-serving leader? Too many companies are set up so the sheepare there for the benefit of the shepherd. Everyone feathers his orher own nest. If people are spiritually grounded, they'll askhow they can provide help and they'll be open to feedback.
It's one thing to talk about how we should be, but howcan we actually integrate spirituality into the rough and tumble oftrying to do business?
The most important habit is solitude, quiet time. People whoenter their day by taking 45 minutes or an hour forthemselves--meditation, prayer, inspirational reading, taking awalk--before they go for it in the real world do best. Research hasshown those who take care of themselves first are better listenersand 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'vebeen 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 connectionbetween spirituality and care for the body. Another thing is thatJesus fellowshipped with those close to him. Entrepreneurs need akitchen cabinet where they can get candid feedback from others whocare but don't have a vested interest in what they'redoing.
What are some other key lessons from your book?
Bosses need to wander around and see if they can catch workersdoing things right. Too many entrepreneurs are seagullmanagers: They hear something's wrong, so they fly in, make alot of noise, crap on everybody and fly away.
