1. What is business really about in a changing cultural environment?
As the world shifts and changes, an integrated approach is required in the business arena. The holistic model of business that underpins this programme acknowledges the necessity for commercial rigour and financial savvy, and also proposes that there needs to be equal and balanced attention on two other key aspects of the business experience: the people aspect of business, specifically how to unite and motivate towards the achievement of common goals and objectives; and the purpose behind achieving these goals and objectives – how the business serves the community it is part of.
In this module we will explore these themes, and how they apply to you, your work/business and your life.
2. Authentic entrepreneurship
When we go beyond the role or title we fill in our work, who are we as leaders? What are the aspects that define our personal influence, grown out of our authentic selves?
The times in life where we are called forth to be bold and courageous are the times when our intrinsic human values are threatened by the actions of others. In such times we arrive at a position of influence, not as a consequence of any conscious personal ambition, but as a consequence of strength of character and the uncompromising way we live our lives.
In this module we look at the extent to which we are living this, and the ways we can develop these capacities further.
3. Understanding intelligence – IQ, EQ, SQ
We are becoming increasingly aware that there are many different kinds of intelligence which can be identified and defined and valued for their usefulness in all different areas of life: as well as traditional intellectual intelligence we have musical intelligence, spatial intelligence, financial intelligence, etc. Psychologists have defined up to sixteen different kinds of intelligence which allow us to live in and interpret the world successfully.
Of greatest interest in this module are two forms of intelligence which, although they have been popularised and are frequently talked about, are largely misunderstood and misrepresented.
In this module we will explore emotional intelligence and spiritual intelligence, and the ways in which we can harness and enhance them for our continued growth, contribution and success.
4. The strength of virtue – characteristics of great leadership
Virtue is seldom talked about, and yet it is one of the most fundamental elements to humankind. We have a kind of understanding whether a person has virtue or not. Virtuous people are not self-serving, but rather seek to serve the greater good. Great leaders hold virtue at their heart.
This module investigates the difference between what you do, and the way that you do it. The difference has massive impact on an organisation.
5. The true purpose of generosity
Successful business can be measured by the extent to which we have understood our customers’ needs and provided the help, support, skills or products that have enabled them to fulfil those needs. Consequent appreciation and satisfaction experienced within that relationship is the currency by which the business can grow.
When we give of ourselves and of our time to listen to what others need from us, we create meaningful activity, meaningful work and meaningful lives. When we truly serve the needs of others we meet our own needs also; and in serving each other we create the opportunity for everyone to enjoy and appreciate life.
In this module we explore the experience of generosity as it plays out in business and in wider life.
6. Uncovering an authentic vision for your company
Why are you doing what you are doing? What is the fundamental driver when it is not about making money? Authentic leaders understand why. They have a vision for humanity which they operate through the vehicle of the organisation they lead. They communicate the vision and empower their people based on it, and this is what drives an enterprise.
This module allows us to explore our own sense of vision and purpose. We begin to understand how an authentic vision which has a social purpose can sit comfortably in a profitable enterprise, and how all profitable enterprises can choose to operate in a way which allows the social purpose to be at the forefront, creating a culture for passion, enthusiasm, trust and commitment.
7. Understanding and accepting the dark side of human nature
Lack of opportunity to express negative emotions results in a breakdown in communication: blame, contempt, putting up barriers and defensiveness. The build-up of these behaviours and emotions can begin to unlock and draw in the immensely powerful unconscious forces that reside deep within the human psyche.
The search for perfection leads us to hide the dark side of our nature. In this module we explore how developing a mindset of excellence – in place of perfection – allows us the space to express all aspects of ourselves, to bring the darkness into the light, to transform it and harness its power consciously in support of our consciously created goals.
8. Developing an entrepreneurial mindset in your people
What do we mean by entrepreneurial mindset? It is the ability to think outside conventional structures and rules in order to innovate and improve; the ability to embrace and accept uncertainty in the knowledge that things change outside one’s personal control.
To cultivate the entrepreneurial mindset within your organisation is to give back personal responsibility and ownership for individual achievements and success. Shared responsibility unites people’s efforts, motivation and common intent. It breaks down the need for hierarchy, replacing it with partnership, collaboration and co-operation.
In this module we will discuss how you can do this in your organisation, and with your team.
9. Insight and the role it plays in business
We have passed through the transport revolution, the industrial revolution, the information revolution, the technological revolution; the resources these have given us create the opportunity to redefine the true purpose of work and the truest definition of what it is to be wealthy, fulfilled and successful.
The next revolution is the insight revolution, where we unlock from the labyrinth of our soul the wisdom of our journey through time. We have entered into the deepest collective search for meaning and purpose on this Earth, enabled by our growing sense of connection with ourselves and others, beyond conventional boundaries.
The business sector has always had a vested interest, for commercial reasons, in being ahead of the game. In this module we explore our deep inner wisdom and the guidance it can give us in creating and moulding business into the shape of our dreams.
10. Unleashing the power of your personal values
People can only truly achieve chosen goals that are congruent with a person’s personal values. Values imposed from outside are an ineffective way of endeavouring to influence people’s actions positively.
For a leader to truly lead they must have tapped into their own connection with the universal aspiration for enlightenment, happiness and peace, and be able to identify those values that will inspire people to be their best, beyond individual self-serving agendas. Great leaders communicate without fear from this place of universal understanding beyond political, economic and social constraints, guided by their higher purpose in service to the greater good.
This module allows us to explore values and bring them to the forefront of the way business is conducted. We discover how living authentic values can underpin every element of business and can drive profitability and growth.
11. How to grow your people beyond their role
Business, in its purest sense, centres around developing products and services that meet the genuine needs of our customers, in exchange for which the business is paid. When we fail to satisfy the needs of our customers the demand for our services and products goes down and the business stops growing or fails.
In order for us to deliver great service and excellent products, we need our people to engage deeply in the work they do. Growing people through meeting their real needs – beyond their right to work – increases their willingness to give more in return for what they have received themselves.
In this module we look at the leadership aspects of facilitating growth for our teams. Through viewing the workforce as human beings, not human resources, a leader changes the game, changes the results and creates a more positive experience of the journey.
In this module we explore the transition from externally-bestowed, hierarchical power to internal, personal power.
Our conventional understanding of power derives from the political arena where governments, elected into office, make decisions on behalf of the populations that they serve – a notion of power that is hierarchical. Natural progression has brought us to a point where the personal power gained through connection with timeless, universal spiritual values foretells an experience of work where hierarchical structures have been replaced with communities of individuals guided by common purpose and higher values.
We will discuss how the transition from external power to personal power is being incubated within the “small business” context, where owner-managers rehearse and research how best to effect this change so that others can confidently follow their lead.
13. Overcoming subservience
If you have something that I need then I’ll do whatever you want to get it. I’ll even give away my power to get what I need because I don’t know how to ask for it in any other way. Fear is at the centre of all of these interactions.
If we could agree that our greatest need is to be known for who we truly are, defined by the expression of our true needs, we would choose to replace subservience to all that offers only temporary satisfaction with service towards goals which can reward us with happiness, joy, fulfilment and peace. We would not withhold what we can give so as to render others subservient to us; we would strive to understand the needs of others in order to increase the satisfaction and meaning we can achieve in generous service – for it is in meeting the needs of others that we ourselves become free.
In this module we look at the contrast between subservience and true, generous service.
14. Evolving beyond our obsession with earning a living
This module addresses the view that our obsession with earning a living, rooted in our primordial origins, excludes us from redefining the purpose of work in more meaningful terms. It also excludes the possibility of accessing larger reservoirs of human potential and motivation that, if tapped into, could be channelled towards the collective resolution of some of the most significant human challenges.
Here we discuss the shift from merely supplying our basic needs to the possibility of a greater destiny, characterised by the collective achievement of mutually significant goals.
15. Using team meetings as a way to keep the vision alive
The existence of vision, communicated through words, thoughts or pictures, reveals the truth: that there is always more that we can create; that there is always more that we can improve and that there is always more that we can become. Vision conveys what is extraordinary about life and opens a space for miracles to happen.
If you talk to visionary people you can often identify their inability to articulate what it is that they are seeing that inspires them to act towards achieving certain goals. When you dig a little deeper, it becomes evident that this is a source of considerable frustration and, in many cases, the reason why a business, enterprise or organisation ceases to evolve towards the successful delivery of its goals.
In this module we explore how vision can be communicated and passed on to the wider team, firstly by taking the time to create the visionary context of why you are working together.
16. Enrolment, motivation and ownership
This module builds on the previous module by deepening the understanding. We investigate what it means in practice to ‘enrol’ people into your vision, how to motivate without the need for bonuses, and how to encourage your team to take ownership of the vision.
17. The challenge for larger organisations
Small businesses are afforded the luxury of being able to develop some degree of interpersonal connection – a sense of belonging to a team or community of workers striving together to achieve the financial and operational goals of the business. In larger organisations, numbers of staff involved mean the experience of work can sometimes be more or less impersonal.
True leaders understand that for their organisations to become better than they are, they have to lead in their willingness to become more of who they potentially could be. True leaders create space for others to grow into by continually growing themselves beyond who they have been. Human development within the context of work must be as much a priority as the need for commercial and operational excellence.
In this module we explore the challenges and possibilities of developing individuals and team relationships in the context of large organisations.
18. Leadership beyond your business – what next?
A business can be considered a vehicle of developing excellence in all aspects of human affairs, whether commerce, production, service delivery, customer service, administration, accounts, marketing, sales, leadership or teamwork. A good leader will establish a momentum and mantra of excellence that will continue long after they are present within the business itself. This done, what next?
The infrastructures of essential resources, transport, technology, commerce and information are complete. What is required now is intent, pledge and resolution to traverse the terrain of everything else that stands in our way.
What challenges will you tackle next? What wider difference do you see yourself making in the world? In this module we begin to create a bigger vision for your contribution, beyond the bounds of commerce.
19. Becoming a social entrepreneur
By this stage it will become clear that all organisations have the opportunity to be social enterprises, in that they find their ‘social’ purpose as a way to behave, rather than focusing solely on the commercial agenda. Authenticity in Corporate Social Responsibility comes from ‘how’ you behave, and not from ‘what’ you do. Behaviour which feels like it focuses on increasing profits is not authentic. Behaviour determined by a social purpose is always authentic.
In this module we reflect on what we have learnt so far and find ways to collaborate together to maintain the social focus. We look at how we might communicate what we have learnt for the greater good of our society.
20. Servant leadership and the new world order
Now that we will have established our social purpose, leadership changes from a desire for power to a desire to do good. From this position, one of our prime objectives will be to serve our team as they follow the purpose of the organisation. This is the new emerging culture for business, and indeed for any organisation.
Beyond this, we go out to serve the wider world, to champion the vision of unity, community and peace; thus enabling fair distribution of resources around this planet.
This module focuses our attention on service as the vehicle of leadership, and the transformation this can bring to our experience of the world.
21. Identifying your higher purpose and finding your legacy
Clues to our higher purpose are found in the things we naturally feel we can do for others. When we’re doing those things we have an experience of effortlessness, and the feeling that we are using an energy source that does not create fatigue but rejuvenates, invigorates and enlivens, leaves us fulfilled, proud and internally stronger.
In this module we investigate where we make our truest contribution; we look beyond the purpose of our organisation to our individual purpose; and in finding that, we begin to see what we want to be remembered for.
What would you like your legacy to be?
22. The rewards – joy, fulfilment and enlightenment
The lower evolution depicts human activity as a series of experiences that create opportunities to face the fears locked away in the unconscious mind. Counselling, therapy, coaching and the human potential movement as a whole have all served over the last seventy or eighty years to support the integration of the shadow into a conscious experience of ourselves.
Once through this gateway we emerge onto the path of the higher evolution, which opens up the experience of more refined and celestial emotional frequencies. A group of people within a business or an organisation that is united by a common sense of vision and purpose and guided by an agreed set of moral principles sets in motion motivational forces that can accelerate human development through and beyond the process of personal integration into a collective experience of service and unity.
In this module we will look at how you can further this ideal within your own organisation and relationships.
23. Leading as a disciple
What do we mean by discipline? The word has traditionally been associated with feelings of control, prevention, rules, discomfort, obligation, duty and constraint. It has undermined self-expression, human creativity, emotional health and the right to blossom into the magnificent and unique potential that is inherent in every human being.
In fact, a disciple is someone who chooses voluntarily to follow somebody else because they are moved to do so by the congruence of that person’s thoughts, words and actions, by this person’s willingness to step beyond selfish aspiration and greed. A life of discipline is brought about by a desire to serve and support the purpose they have committed to achieve. From this perspective, discipline is not something that can be imposed by another – it is something we choose based on our deepest, truest beliefs.
This module addresses congruence of thought, words and action in the context of pursuing worthwhile business and collective community goals.
24. Sending it back – developing excellence in the world
Excellence within any industry sector is to be found, not in defining what the highest level of technical competence is, but in understanding the fundamental purpose of these technical skills; it involves understanding your own purpose in business and being curious to understand the purpose of others in order to serve them best, and then acting on that understanding to provide the best services and products possible.
In addition to this, we have a duty to challenge mediocrity, both in our own organisations and outside. To develop excellence in the world we must differentiate between things we consider to be good and things we consider to be great, and compassionately encourage ourselves and others to continually improve.
In this module we explore the concept of excellence and how we can contribute to developing it.
What is the dream? What do we want for the world? What could we achieve if we worked together beyond the boundaries of our individual businesses and our individual limitations? And what is our role as leaders to take us towards this vision?