MAXIMIZING THE TRIPLE BOTTOM LINE
THROUGH
SPIRITUAL LEADERSHIP
Louis W. (Jody) Fry
lwfry@ct.tamus.edu
http://www.iispiritualleadership.com/
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AGENDA
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•
•
•
•
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Definition of Leadership
Religion and Spirituality
Definition of Spiritual Leadership
Performance Excellence and Spiritual Leadership
The Spiritual Leadership Balanced Scorecard Business
Model
Implementing the Spiritual Leadership Balanced
Scorecard Business Model to Maximize the Triple Bottom
Line
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LEADERSHIP
“Leadership is the art of
mobilizing others to want to
struggle for shared aspirations”
Kouzes and Posner (2003)
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RELIGION AND SPIRITUALITY
Religion is concerned with faith in the claims of
one faith tradition or another, an aspect of
which is the acceptance of some form of
heaven or nirvana. Connected with this are
religious teachings or dogma, ritual prayer, and
so on.
Spirituality is concerned with those qualities of
the human spirit-such as love and compassion,
patience tolerance, forgiveness, contentment, a
sense of responsibility, a sense of wholeness
and harmony-which bring happiness to both self
and others.
(C) IISL
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RELIGION AND SPIRITUALITY
The common bridge between spirituality and
religion is Altruistic love – regard or devotion
to the interests of others.
In religion this is manifested through the
golden rule which is common to all major
religions.
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RELIGION AND SPIRITUALITY
From this perspective, spirituality is necessary for
religion but religion is not necessary for spirituality.
Spiritual leadership can therefore either be
inclusive or exclusive of religious theory and
practice.
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EXTRINSIC VS. INTRINSIC MOTIVATION
EFFORT
EXTRINSIC
=
MOTIVATION
REWARD
PERFORMANCE
(GIVE ME A REWARD TO WORK)
EFFORT
PERFORMANCE
INTRINSIC
=
MOTIVATION
REWARD
(MY WORK IS MY REWARD)
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SPIRITUAL LEADERSHIP
Spiritual leadership comprises the values, attitudes, and
behaviors necessary to intrinsically motivate one’s self and others
to satisfy fundamental needs for spiritual well-being through
calling (a sense that one makes a difference and their life has
meaning) and membership (a sense that one is understood and
appreciated), which positively influences employee well-being,
sustainability and corporate social responsibility, and financial
performance – the triple bottom line.
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ORGANIZATIONAL SPIRITUAL LEADERSHIP

Initiated by the developing a vision that vividly portrays a
journey of service to key stakeholders which creates a
sense of calling.

Implemented through a culture and ethical system based
on the values of altruistic love that creates a sense of
membership.

Enables/supports the unit members’ inner life or mindful
practice (e.g., spending time in nature, prayer, meditation,
reading inspirational literature, yoga, observing religious
traditions, writing in a journal).
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QUALITIES OF SPIRITUAL LEADERSHIP
Hope/Faith
Vision
(Effort)
•Endurance
•Perseverance
•Do What It Takes
•Stretch Goals
•Expectation of Reward
•Victory
(Performance)
•Broad appeal to key Stakeholders
•Defines the Destination and Journey
•Reflects High Ideals
•Encourages Hope/Faith
•Establishes a Standard of Excellence
Altruistic Love
(Reward)
•Forgiveness
•Integrity
•Honesty
•Courage
•Humility
•Kindness
•Empathy/Compassion
•Patience
•Trust/Loyalty
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SPIRITUAL LEADERSHIP
SPIRITUAL LEADERSHIP
HOPE/
FAITH
+
SPIRITUAL
WELL-BEING
VISION
+
+
TRIPLE BOTTOM
LINE
CALLING
Make a Difference
Life has Meaning/
Purpose
+
+
Organizational Commitment &
Productivity,
Financial Performance
Employee Life Satisfaction
Corporate Social Responsibility
INNER
LIFE
Mindful Practice
+
+
+
+
ALTRUISTIC
LOVE
MEMBERSHIP
+
Be Understood
Be Appreciated
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SPIRITUAL LEADERSHIP
Values of Altruistic Love
Altruistic Love : A sense of wholeness, harmony, and wellbeing produced through care, concern and appreciation
of both self and others.
TRUST/LOYALTY - In my chosen relationships, I am faithful and have
faith in and rely on the character, ability, strength and truth of others.
INTEGRITY - I walk the walk as well as talk the talk. I say what I do and
do what I say. If for some reason I can’t and you’re affected, I let you
know as soon as possible.
HONESTY - I seek truth, rejoice in it and base my actions on it.
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SPIRITUAL LEADERSHIP
Values of Altruistic Love
COURAGE - I have the firmness of mind and will, as well as the mental
and moral strength, to maintain my morale and prevail in the face
of extreme difficulty, opposition, threat, danger, hardship, and fear.
HUMILITY - I am modest, courteous, and without false pride. I am not
jealous, rude nor arrogant. I do not brag.
KINDNESS - I am warm-hearted, considerate, humane and sympathetic
to the feelings and needs of others.
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SPIRITUAL LEADERSHIP
Values of Altruistic Love
PATIENCE/ENDURANCE - I bear trials and/or pain calmly and without
complaint. I persist in or remain constant to any purpose, idea, or
task in the face of obstacles or discouragement. I pursue steadily
any project or course I begin. I never quit in spite of counter
influences, opposition, discouragement, suffering or misfortune.
EMPATHY/COMPASSION - I read and understand the feelings of others.
When others are suffering, I understand and want to do something
about it.
EXCELLENCE- I do my best and recognize, rejoice in, and celebrate the
noble efforts of my fellows.
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SPIRITUAL LEADERSHIP
Values of Altruistic Love
FORGIVENESS/ACCEPTANCE/GRATITUDE
I suffer not the burden of failed expectations, gossip, jealousy, hatred, or
revenge. Instead, I choose the power of forgiveness through
acceptance and gratitude. This frees me from the evils of self-will,
judging others, resentment, self-pity, and anger and gives me serenity,
joy and peace.
FUN -Enjoyment, fun, and playful activity must exist in order to stimulate
minds, foster creativity and bring happiness and a sense of well-being
to one’s family and place of work. I therefore view my daily activities and
work as not be dreaded but as reasons for smiling and having a terrific
day in serving others.
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PERFORMANCE EXCELLENCE
THROUGH SPIRITUAL LEADERSHIP
The Spiritual Leadership Balanced
Scorecard Business Model provides a
process for fostering the development of the
motivation and leadership required to
maximize the triple bottom line.
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SPIRITUAL LEADERSHIP AS THE KEYSTONE
FOR THE MAXIMIZING THE TRIPLE BOTTOM LINE
Spiritual
Leadership
Organizational
Commitment
Employee
Well-Being
Productivity
Calling
Quality
Membership
Customer
Satisfaction
Corporate
Social
Responsibility
Financial
Performance
Performance
Excellence
People & Planet
Well-Being
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Balanced Scorecard Areas of
Focus and Measures
Vision, Mission & Values
Internal & External Stakeholder Analysis
Strategic Scorecard Areas of Focus
Quality
Create a culture of
service excellence
and perfect order
fulfillment
Stakeholder Focus
Deliver superior
value for our
Customers &
Key Stakeholders
Learning & Growth
Provide for employee
growth and high
levels of employee
commitment
Finance
Maintain focused
and profitable
growth
Measures
% On-time Delivery
% Defective Product
% Accurate Orders
% Complaints
% Satisfied
Customers
Commitment Index
% Productivity
% Best Practices
% Revenue Growth
% Return on
Assets
% Market Share
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BALANCED SCORECARD
Strategic Scorecard
 Quality
% On-time Delivery
% Defective Product
% Accurate Orders
 Customer Focus
% Complaints
% Satisfied Customers
 Human Resources
Commitment Index
% Productivity
% Best Practices
 Finance
% Revenue Growth
% Return on Assets
% Market Share
Goal Jan Feb . . . Dec
Includes those
critical and strategic
indicators derived
from the firm’s
mission, vision and
values as well as an
internal and external
stakeholder analysis.
The scorecard
identifies those
measures that are
essential to the
successful
implementation of
the strategic plan.
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INTEGRATING BALANCED SCORECARD MEASURES
ACROSS FUNCTIONS, BUSINESS UNITS AND REGIONS
Category
Strategic
Indicator
Employee
Commitment/
Satisfaction
Level 1
Region 1
Northwest
Employee
Turnover
Human
Resources
•Well-being
•Commitment
Employee
Capabilities/
Trained
Region 2
Northeast
Region 2
Southwest
Employee
Productivity
Employee
Best
Practices
Region 2
Southeast
Level 2
Region 1
Business
Unit 1
Region 1
Business
Unit 2
Region 1
Business
Unit 3
Level 3
Business
Unit 1
Marketing
Business
Unit 1
Operations
Business
Unit 1
Finance
Business
Unit 1
HR
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SPIRITUAL LEADERSHIP BALANCED SCORECARD
BUSINESS MODEL
Strategic Management Process
Internal
Internal &
&
External
External
Analysis
Analysis
Mission
Mission &
&
Vision
Vision
Strategy
Strategy &
&
Objectives
Objectives
Leading Indicators/Managing Metrics
Inputs
Inputs
Scorecard
)
Input/Output Model
Processes
Processes
Performanc
Performance
e (Vision)
(Vision)
Effort
Effort
(Hope/Faith)
(Hope/Faith)
Work
Works
s
Reward
Reward
(Altruistic
(Altruistic
Love)
Love)
Implementation
Implementation
Evaluate
Evaluate
Outcome Indicators/Strategic Performance Indicators
Outputs:
Outputs:
Quality
Quality
Delivery
Service
Calling
Calling
Make
a Difference
Difference
Make a
Life Has
Has Meaning
Meaning
Life
Membershi
Membership
pUnderstood
Understood
BeBe
BeAppreciated
Appreciated
Be
Customer
Customer
Satisfaction
Satisfaction
Learning &
Growth
Org Commitment
Member Well-Being
Commitment
Corporate Social
Responsibility
Growt
h
Spiritual Leadership
Process
Financia
Financia
Performanc
Performance
ll
e
Balanced
Scorecard
Performance
Categories
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IMPLEMENTING SPIRITUAL LEADERSHIP
• Administer Organizational Spiritual Leadership
Survey.
• Conduct Vision/Stakeholder effectiveness analysis
with the organization’s leadership team to:
1. Create a dialog for shared organizational
2.
3.
4.
5.
vision/purpose/mission/values.
Identify stakeholder expectations and isues.
Organize empowered teams/task forces around key
issues.
Develop and implement goals and strategies to
address these issues.
Review/develop information systems to measure
stakeholder effectiveness
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IMPLEMENTING SPIRITUAL LEADERSHIP
• As appropriate conduct skills training in:
1. Collaborative, consensus-based decision making.
2. Managing conflict.
3. Managing and overcoming resistance to change.
4. Overcoming anger, resentment and fear through
forgiveness, acceptance, and gratitude.
• Align changes with organization design variables,
especially reward systems, 360 degree and
stakeholder evaluations, and recruiting and selection
process.
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ORGANIZATION DESIGN VARIABLES
Structure
Integrity
•Interdependence
•Variability
•Analyzability/Difficulty
Patience
Task
Trust
Cultural
Values
•Centralization
•Standardization
•Formalization
•Departmentalization
Information
Technology
Fun
Humility
•Scope of data base
•Frequency
•Formalization
•Access
Caring
Reward
System
•E P R Motivation
•Compensation
•Promotion
•Leadership Style
People
•Recruiting.
•Selection.
•Training.
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(C) IISL
MAXIMIZING THE TRIPLE BOTTOM LINE
(PEOPLE, PLANET & PROFITS)
THROUGH
SPIRITUAL LEADERSHIP
?
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