S Work - TrainingABC...James Autry Additional Products from James Autry •Love & Profit:The Art of...

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Transcript of S Work - TrainingABC...James Autry Additional Products from James Autry •Love & Profit:The Art of...

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Copyright MMI Star Thrower Distribution.All rights reserved under International and Pan-American Copyright Conventions. No part of this book or video may be reproduced in any form,or by any means, electronic or mechanical, including photocopying, unless specifically permitted inthe text or by written permission from the publisher. Address all inquiries to:

Star Thrower Distribution Corporation26 East Exchange Street,Suite 600St. Paul,MN 55101Toll Free: 1-800-242-3220 - Phone:651-602-9630Fax: 651-602-0037www.starthrower.com

AtWorkSSpiritTHE

C o p y r i g h t

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Addi t ional Produc t s

Welcome to The Spirit at Work

Books:

Videos:

Thank you for taking time to view "The Spirit at Work" videotape as well as the time to study anddiscuss its message and implications for you and your workplace.

In working with organizations around the country, I’ve observed that the confluence of spiritualityand work has become one of the subjects of most intense interest among people at all levels oforganizational life.Yet it is also a subject that creates discomfort because it so easily slips into discus-sions of specific religions and religious belief, which can be interpreted by some as proselytizing, apractice clearly not appropriate to the workplace.

Yet the subject of spirituality and work is itself of vital importance because it is through the deeperconnections we make at work and through what we do together that we can find meaning in ourwork.And without finding meaning in our work it becomes very difficult for most of us to findmeaning in our lives.

It was in trying to help people work their way through this dilemma—how to bring their spirits towork while not crossing the line between personal spirituality and proselytizing—that I developedthe philosophies and practices in this video. My purpose was simple: to get past the concerns aboutreligion and religious expression in the workplace, as well as the concerns of those who simply don’twant to talk about anything spiritual, and to provide a down-to-earth, in the trenches, everydayworkplace way of expressing your spirituality in the context of your work.

I’ve found that the people who choose to follow these guidelines and practice these techniques havebecome more grounded and centered, more fulfilled and content in the work, and more productive.As a result they have had a profoundly positive influence on the people around them.

My greatest hope is that you may find in "The Spirit at Work" the inspiration as well as the infor-mation to achieve that same kind of spiritual growth and professional achievement.

Sincerely

James Autry

Additional Products from James Autry•Love & Profit: The Art of Caring Leadership

•Life & Work: A Manager’s Search for Meaning

•Love & Profit: The Art of Caring Leadership (New York,William Morrow & Co. 1991)

•Life & Work: A Manager’s Search for Meaning (New York,Avon Books, 1994

For further information, or to order any of these, please contact:

Star Thrower Distribution Corporation26 East Exchange Street, Suite 600St.Paul, MN 55101Toll Free: 1-800-242-3220 - Phone: 651-602-9630Fax:651-602-0037www.starthrower.com

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o n ten t sCTABLE OF

Welcome to The Sp ir i t a t Work

Us ing th e Workbook

Why Th is i s Impor tant

The F ive Ways of B e ing :

• Be au th enti c . Be rea l .

• Be vu lnerab l e . Le t go o f the myth o f cont rol .

• Be accept ing. Forge t about w inni ng and lo s ing .

• Be present . P ay a tt ent ion .

• Be u sefu l . Se rve other s .

AtWorkSpiritS THE

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Table o f Conten ts

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This workbook examines and expands upon the principles presented in the video, "The Spirit atWork." Its purpose is to help you understand and apply the information presented in the video.Asyou watch "The Spirit at Work" and complete the exercises, you’ll want to think about how the con-cepts apply to your organization. You may want to examine your organization’s culture, the par-ticular issues facing your group, as well as your approach to work and leadership.

Why This is Impor t a n t :

This page precedes the discussion of the five principles presented in the video.It addresses the ques-tion: why should you use your time at work to discuss these concepts?

After this page, each section in the Leader's Guide follows the format described below:

The Princ iple:

Each principle (or "way of being") from the video, along with a brief phrase that defines and/ordescribes it, is listed.

From the Video:

The portions of the video script that are relevant to each principle are presented.

Program Insight:

All of the key principles or ways of being are discussed in more detail. The goal of this section isto help you recall and think through the principles in your own words.

Applying the Principles:

By completing the questions listed here, this section should help you determine how you can bestapply each principle in your workplace.

G u i d e l i n e s :

This section offers specific, concrete "dos and don’ts" from James Autry that can guide you as youapply the concepts presented in the video.

Each section includes a relevant passage from James Autry’s book, Life & Work: AManager’s Search for Meaning.

(1994, New York,Avon Books)

Us ing The Workbook

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5 Princ iple s

Listed above are the five principles, or ways of being,identified in the video. This workbook includesmore comprehensive information on each, as well as exercises that will help you apply the conceptsto your own experiences.

Why This Is Important:

Why is it worth taking your time to talk about the principles, or ways of being, that James Autryhas identified?

Why is it worth taking our time to talk about the principles, or ways of being, that James Autryhas identified? As Autry notes, we often intuitively come together at work when a crisis erupts.Hierarchies disappear and feuds dissipate -- and much work gets done.When we need one anotherthe most, we can connect at a deeper level.

Of course, this is good. However, our organizations would be even stronger if we could connect inthis way all the time, rather than waiting for a crisis to prompt us to action.

Autry contends that people are looking for a deeper meaning in their work.While money is impor-tant, most people want more from work than just a paycheck. They want some assurance that theirleaders accept and value their contributions. They want to know that their managers are authenticand can be trusted. They need to see that their supervisors are there for them. When employeesbelieve that their leaders possess these qualities, they often are inspired to do their best work.

In his poem, "Recession", James Autry explores the commitment and passion that many of us havefor our work.As he articulated, our passion often results from the intrinsic value of a job well doneand a struggle overcome.

Importance . . .I

55Principle 1: Be Authentic Principle 2: Be VulnerablePrinciple 3: Be AcceptingPrinciple 4: Be Present Principle 5: Be Useful

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Why do we keep on keeping on,

in the midst of such pressure,

when business is no good for no reason,

when everything done right turns out wrong,

when the Fed does something

and interest rates do something

and somebody’s notion of consumer confidence does something?

What keeps us working late at night

and going back every morning,

living on coffee and waiting for things to bottom out,

crunching numbers as if some answer

lay buried in a computer

and not out among the people who

suddenly and for no reason

are leaving their money in their pockets

and the products on the shelves?

Why don’t we just say hell with it

instead of trying again,

instead of meandering into somebody’s office

with half an idea,

hoping she’ll have the other half,

hoping what sometimes happens will happen,

that thing, that click, that moment

when two or three of us

gathered together or hanging out

get hit by something we’ve never tried

but know we can make work the first time?

Could that be it,

that we do all the dull stuff

just for those times

when a revelation rises among us

like something borning,

a new life, another hope,

like something not visible catching the sun,

like a prayer answered?

PoemsPT h e J a m e s A u t r y C o l l e c t i o n

Pr incipl e 1

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Be Authen t i c : b e rea l .

From the Video: The Spirit at Work

"Authenticity simply refers to being who we really are…being real. To be authentic is to be thesame person in every circumstance; to hold to the same values in whatever role we have… Beingauthentic is, first, knowing and being ourselves, then focusing on results, not appearances andalways saying what we mean in the most straightforward terms possible."

Insight into the Principle:

Several thousand years ago, the Greek philosopher Socrates proposed the idea that one shouldknow and be true to one’s self. His wisdom endures today.

As the video points out, authenticity means knowing ourselves, our values and the kind of per-son we want to be.What’s more, we need to hold ourselves to our ideal,no matter what role we’rein, and even when it’s difficult.Authenticity also means that we treat both those above and belowus in the corporate hierarchy with the same dignity and attention.

Being authentic means that we face hard decisions, such as letting an employee know when hisor her performance isn’t acceptable, rather than brushing the issue aside. It also means that weforego the temptation to use "slippery language" to hide our true goals. For instance, it’s hardlyauthentic to talk about total quality management (TQM) simply to make extraordinary demandsof employees. Likewise, asking a supplier to be your partner simply to try to gain a price breakis similarly "slippery."

Finally, as the video discussed, authenticity means admitting when we’ve made a mistake and apol-ogizing. For all of us, an inflated sense of ego or lack of true self-confidence can keep us fromsaying that we’ve blown it. As the video also showed, admitting a mistake can have a positiveresult. Far from revealing us as weak, it lets others see us as comfortable with our limitations, aswell as human and caring.

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Question:

Think back to a time when you admitted a mistake you made at work. Was the impact of youradmission better or worse than you feared? Would you do it again? How might you do it differ-ently? For instance, you may have found that just thinking about admitting your mistake was muchworse than actually doing it.

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Question:

Being authentic means telling the truth, not just being technically accurate, says Autry. What is thedifference between the two? What harm can come from being technically accurate rather thantelling the truth? List two ways in which telling the truth differs from being technically accurate.Then list two problems that can result when communication is technically accurate, but not truth-ful. For instance, being technically accurate differs from telling the truth in that it conveys only anarrow view of the truth.

Differences between being technically accurate and truthful:

1. __________________________________________________________________________________

2. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Dos and Don’ts:

• Do focus on results, not appearances.• Do say what you mean.• Don’t sugarcoat or water down bad news to such a degree that the other person is left with a

false impression of what you’re trying to say. (Of course, you also don’t want to be tactless or insensitive. Think through what you want to say to find the right balance.)

• Do focus on telling the truth, rather than being technically accurate. Have employees do the same.

"The only choice I believe we have is to behave with integrity. By that I mean, alwaysexamine and search for the path, the action, the deeds that most align with ourbeliefs, with what we determine within ourselves we will and will not do ever."

(Life & Work, page 36: )

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Pr inc ip le 2

Be Vulnerable: let go of the myth of control.

From the Video: The Spirit at Work

"It is impossible to be authentic without being vulnerable – without revealing our true selves.Whatdoes vulnerable mean? Wearing our feelings on our sleeves? Sharing our pain? Or, tearing up at amoment’s notice? No. Doing any of that as some kind of technique would be neither authentic nortruly vulnerable."

It means revealing our emotions,how we feel about the work, the workplace, our products, our cus-t o m e rs and one another. It means being able to admit mistakes openly, p a r t i c u l a rly with our employe e s .

The paradox of vulnerability is that it requires us to be strong because it means letting go of theold illusion of control.

Insight into the Principle:

As Autry illustrates in his poem, "Self Made," being vulnerable means accepting the fact that all ofus depend on others when we’re trying to meet both our own career goals, as well as our organi-zation’s goals. Being vulnerable requires us to recognize our limitations, and the skills we lack, andwhich our colleagues provide.

In addition, being vulnerable means acknowledging how important work is to us. Many of us takegreat pride in the jobs we do, even if we don’t always express it. While much of our time may bespent on the day-to-day tasks required to get our product or service out the door, for most of us,work transcends these activities. In addition to a paycheck, work provides meaning and purpose --even joy -- in our lives.

What does being vulnerable not mean? As the video also points out, being vulnerable doesn’t meanreturning to the tactics we used as children, such as crying when things don’t go our way, or tact-lessly pointing out another’s shortcomings.While some people might use these techniques under theguise of honesty or authenticity, often they’re simply a way to intimidate others or gain attention.

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Be Vulnerable . . .

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Question:

List how your workplace might change if you, as a leader, felt more comfortable expressing yourown vulnerability on the job. For instance, would others also feel more comfortable letting downtheir guard?

1. __________________________________________________________________________________

2. _________________________________________________________________________________

Question:

What steps can you take to let go of control and show your vulnerability? List two. For instance,could you do better at expressing your enthusiasm for your work, rather than disguising it withsarcasm?

1. __________________________________________________________________________________

2. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Dos and Don’ts:

• Do recognize that being vulnerable is a sign of strength; acknowledging one’s own feelings and shortcomings is a difficult thing to do.

• Don’t equate being vulnerable with being weak.• Don’t assume being vulnerable means engaging in such tactics as false tears or tactless comments.

P r inc ipl e 2

"Work contains every emotion of life–or is supposed to–which means that weshould experience a lot of joy and celebration from our work, not to mention personal growth and fulfillment.".

(Life & Work, page 54: )

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Pr inc ip l e 2

He called himself a self-made man,

and his colleagues agreed.

"The kind of man who built this country,"

they said.

"Never asked anybody for help."

"Never took a dime he didn’t earn."

"Made it on his own."

And so forth.

But can that really be,

the self-made somebody?

How many times do we ask for help

without ever using the words?

How much are we paid

before we’re good enough to earn

the dimes we take?

And can we climb the ladder alone,

or do some of us just never notice

those lifts and boosts

along the way?

PoemsPT h e J a m e s A u t r y C o l l e c t i o n

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Be Accepting: forget about winning and losing.

From the Video: The Spirit at Work

"Just as it is important to be ourselves, it is important to support our employees and colleagues inbeing themselves…As authentic people, we must accept others without judgment, just as we wantto be accepted…as nothing more or less than fellow human beings."

Insight into the Principle:

Being vulnerable carries with it an aspect of empathy. If we’re going to accept ourselves as we are,we also need to accept others as they are. Rather than classifying people as either winners or losers-- and therefore either worthy of our time or not -- we need to accept them as they are. That is, asfellows humans, worthy of dignity and respect.

Of course,acceptance isn’t the same as approval.Being accepting doesn’t mean letting people behaveinappropriately, do whatever they wish, or carry out every proposal they propose. In fact, beingaccepting in the workplace carries an inherent paradox: while we have to accept people as they are,we also have to critique them,demand that they pull their weight and perform,and sometimes evenfire them. How can the notion of "being accepting" possible square with the reality of a manager’sresponsibilities?

Autry argues that being accepting means that we treat others’ ideas as worthy of discussion andcritique.We need to accept that disagreement is part of the process; indeed, diverse views can makefor a richer debate and lead to better decisions. The key is making sure that the debate focuses onthe ideas proposed, not on the people who proposed them.

The video also points out that many disagreements have more to do with superficial elements –such as the way in which someone presents an idea, or the department in which a colleague works-- than with the substance of those ideas and plans. Being accepting means looking past style dif-ferences to use everyone’s insight, and arrive at the solutions that will work best to help the orga-nization move forward.

Be Accepting . . .Pr inc ip l e 3

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Princ ip le 3

Question:

List several ways in which you, as a leader can be accepting, yet still carry out your responsibilitiesas a manager. For instance, you may need to make a solid effort to keep the overall good of theorganization in mind, rather than focusing on personal battles.

1. __________________________________________________________________________________

2. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _

Follow-up Question:

Can you think of several ways in which using a question to harness another person’s energy canhelp resolve a matter, without escalating the battle? (For instance, a question can catch people offguard, and generate a milder response than a defensive reply might.)

1. __________________________________________________________________________________

2. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Do’s and Don’ts:

• Do focus criticism on the ideas being presented, not on the people presenting them.• Do ask a question when you’re tempted to begin or continue an argument.• Do fo rget about winning and losing. I n s t e a d , c o n c e n t rate on succeeding and helping others succeed.

"We do have to care about one another. We have to realize that what we do here,we do together, and we cannot succeed unless we do it together. We have to realizethat we must depend on one another. There is no other way."That means caring and acceptance and support, even though you might neverwant to see the other person outside of this workplace."

(Life & Work, page 183-184)

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PoemsPT h e J a m e s A u t r y C o l l e c t i o n

There are days when the old ways seem easier.To hell with consensus

and community building

and conflict resolution

and gentle persuasion.

Time to kick some butt,

turn some heads around,

get some action,

make this place move.

Time to stop asking questions

and give some orders.

It’s an old urge,

the luxury of power,

the first temptation of bosshood,

and it comes like a bad temper

on a day when someone won’t accept

the answer I give,

and pushes again,

another five-minute meeting that eats up an hour,

another printout to prove a point not worth proving,

another ploy to protect someone’s invisible turf,

another dance along that border

between debate and defiance.

I feel the anger flashing

and fight what I want to say,

all the top-sergeant stuff

like "Shape up or ship out,"

or "Tell it to the chaplain."

When I’m lucky,

the thought of those words

bouncing off these paneled walls

makes me laugh.

When I’m not,

I take a very deep breath.

Pr inc ip l e 3

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Pr inc ip l e 4

Be Present: Pay Attention

From the Video: The Spirit at Work

"One must be absolutely present in the moment to truly accept and effectively respond to every-thing that moment is made of…Being present is not about being somewhere at a particular moment.It’s about having our whole selves available at all times; available to ourselves as we try to live ourvalues at work, and available to others as we respond to the problems and issues of those we workwith."

Insight into the Principle:

Paying attention and being present can be more difficult than most of us realize.In addition to beingphysically present, it means having all of our attention focused on the here and now.

Many of us are present less often than we think.Instead of listening, we tend to focus on other mat-ters, such as the work we’re not doing, or the deadline that’s looming. Instead of listening to some-one, we may spend the time simply preparing our response.

Being truly present means taking the steps necessary to keep our attention focused on the matterat hand. For instance, we can let phone calls roll to voice mail, and forego the temptation to checke-mail. We can tell colleagues who want to interrupt that we’ll get back to them later.

At times, this can appear counter-intuitive.After all,many of us have become masters at multi-task-ing, or doing several things at once. While multi-tasking may work at times, when it comes to deal -ing with others, being less than present is simply less effective. While we may hear what people say,we fail to hear the things they don’t say, but imply. As a result, we say or do things that we mightnot if we had the complete story.

In addition, being present helps to create a calm environment in which our employees can work.From our example, they can see that what truly matters right now is the situation at hand. Whenthat is resolved or reaches a stopping point, then it will be time to move on to the next issue.

Be Present . . .

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Question:

What are some of the ways in which not being present has come back to haunt you? For instance,do you ever find yourself repeating a meeting or conversation because you weren’t fully engagedthe first time that you spoke with someone?

1. __________________________________________________________________________________

2. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _

Question:

What can you do to make yourself more "present" to colleagues and employees? List two ways. Forinstance, could you promise yourself that you wouldn’t check e-mail or voice mail when you’re talk-ing with others?

1. __________________________________________________________________________________

2. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Dos and Don’ts:

• Do take the time and effort to truly focus on whomever you’re talking to.• Do try to minimize physical barriers (such as a large desk) when you’re talking with someone.• Do keep distractions to a minimum when talking with someone.• Don’t feel you have to check voice mail and e-mail during a conversation.• Do make a regular effort to get out from your office or your desk and get to know colleagues.

"The biggest challenge of the leader is, without checking on people or making their decisions for them, in paying attention to everything, being consistent and focusedin every situation, listening to everyone’s concerns—yes, including their ‘trivia.’

It is important to realize that the value of listening is in the listening itsel f and whatit communicates to the other person: involvement and, o ften, empathy. There is avalue to you as well, though sometimes it’s tough to feel it, and that is in being con-nected through your willingness to truly be present with this person at this timeand in this place."

(Life & Work, pages 38, 39 and 350)

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Be Useful . . .Pr inc ip le 5

Be Useful: Serve Others

From the Video: The Spirit at Work

"Making ourselves useful is simply the concept of being of service to others. Since serving others isan essential facet of leadership, we can not expect to lead others if we don’t first put the very peo-ple we expect to lead – our employees and colleagues – right at the top of the list of those weshould serve."

Insight into the Principle:

True power doesn’t come from our authority as managers and executives. Rather, it comes from thepeople we’re leading.Leading means directing others so that they can and want to achieve the goalsof the organization. In order to be an effective leader, we need to be at the service of those we’releading. We need to be available to convey a vision, inspire others and provide direction, resourcesand encouragement.

For all the talk of a service economy, it’s easy for many of us to dismiss the notion of being of ser-vice. That’s especially true as we rise up the management ranks; "service" often becomes somethingthat is done for our own benefit, not something that we do for others.

As the video notes, not being in service is precisely the opposite of what leadership is.As leaders,we need to be resources for our employees; offering our insight, expertise,and vision.Equally impor-tant, we need to offer our capacity to listen to and care about our employees as human beings.

Autry has identified six qualities that are essential to leadership. They are:

1. Leadership is not about controlling people; it is about caring for people and being a useful resource.

2. Leadership is not about being a boss; it is about being present for people and building a community at work.

3. Leadership is not about holding onto territory; it is about letting go of ego, bringing your spirit to work, and being your best and most authentic self.

4. Leadership is less concerned with pep talks, and more concerned with creating a place in which people can do good work, can find meaning in their work, and can bring their spirits to work.

5. Leadership, like life, is largely a matter of paying attention.6. Leadership requires love.

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One key challenge for business is to recognize, understand and encourage the con-cept that employees must have a working environment in which they can grow per-sonally and, yes, spiritually. I believe that much spiritual growth is possible throughthe doing of business because of the simple fact that the doing of business requiresinteraction with our fellow human beings, and within those interactions are vast pos-sibilities for spiritual connection and growth."

(Life & Work, pages 101)

Question:

In which areas do you think you are doing a good job of "serving" your employees? List two. Forinstance, do you excel at inspiring them, or conveying the vision of your organization?

1. __________________________________________________________________________________

2. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _

Question:

In what ways could you improve your efforts to be of service to your employees? Again, list two.For instance, could you do a better job of making sure that your employees have the resources theyneed to do their jobs?

1. __________________________________________________________________________________

2. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Dos and Don’ts:

• Do remember your commitment to be of service to your employees, as well as your customers.• Do recognize that true power comes not from the authority your organization may confer on

you, but from the people you are leading.

P r inci pl e 5

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C o m m e n t s

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