1. Daan Fousert 8 september 2005 “GOD” IN THE MARKET “GOD” IN THE MARKET THE VALUE OF RETREAT CENTRES IN THE DEVELOPMENT OF TODAY’S LEADERSHIP THE VALUE OF RETREAT CENTRES IN THE DEVELOPMENT OF TODAY’S LEADERSHIP

2. FACTS: There is an increasing demand for spiritualism in a functional context. More and more people are questioning the meaning of their live/work/etc. Development and training centers are not able to serve the need in that respect Sense and function of leadership is questioned There is an increasing demand for servant leadership

3. LEADERSHIP IS NOT ABOUT BEING. LEADERSHIP IS ABOUT BECOMING.

4. Spiritual growth: “THERE IS ALWAYS MORE GROWING YET TO COME, AND MORE LIGHT YET TO SHINE” St. Francis of Assisi

5. HISTORY AND BACKGROUND OF TODAY’S LEADERSHIP

6. VALUE CHAIN LEADERSCHAP STRATEGY ORGANISATION INDIVIDUAL

7. ECONOMY LEADERSHIP SPIRITUALITY ENTREPRENEURSHIP ENTREPRENEURSHIP within a paradoxical playground within a paradoxical playground

8. WHY ORGANISATIONS EXIST

9. ORGANISATIONAL MISSION ORGANISATIONAL MISSION

10. How important is a mission, vision or a dream……..? EXERCISE ORGANISATIONAL MISSION ORGANISATIONAL MISSION

11. My DREAM THEIR DREAM CREATIVITY & ENERGY

12. PEOPLE ORGANISATIONAL MISSION ORGANISATIONAL MISSION

13. PEOPLE LEADERSHIP ORGANISATIONAL MISSION ORGANISATIONAL MISSION

14. PEOPLE Operational (incl..knowledge) LEADERSHIP ORGANISATIONAL MISSION ORGANISATIONAL MISSION

15. PEOPLE Operational (incl..knowledge) PERSONNEL MANAGEMENT LEADERSHIP ORGANISATIONAL MISSION ORGANISATIONAL MISSION

16. PEOPLE STRUCTURE PERSONNEL MANAGEMENT LEADERSHIP OperationAl (incl..kennis) ORGANISATIONAL MISSION ORGANISATIONAL MISSION

17. LEADERSHIP CHOISES LEADERSHIP CHOISES The risk for organizational failures grow when the hierarchy gets tougher. This has do to with the fact that hierarchical thinking Starts with the principal of “we know better” With this attitude leaders fail in taking advantage of the insight of employees that know better, but have learned to keep their mouth shut. Arnold Cornelis

18. INSTRUMENTS Compensation for bad leadership?INSTRUMENTS Compensation for bad leadership? LEADERSHIP LEADERSHIP CHOICES LEADERSHIP CHOICES

19. LEADERSHIP supported by good instruments!LEADERSHIP supported by good instruments! INSTRUMENTS LEADERSHIP CHOICES LEADERSHIP CHOICES What do we see in general? What do we see in general? LEADERSHIP INSTRUMENTS Compensation for bad leadership?INSTRUMENTS Compensation for bad leadership?

20. PEOPLE STRUCTURE PERSONNEL MANAGEMENT LEADERSHIP Operational (incl..kennis) ORGANISATIONAL MISSION ORGANISATIONAL MISSION

21. Operational Behavior ORGANISATIONAL MISSION ORGANISATIONAL MISSION STRUCTURE PEOPLE LEADERSHIP PERSONNEL MANAGEMENT

22. PEOPLE Operational Behavior STRUCTURECULTURE PERSONNEL MANAGEMENT LEADERSHIP ORGANISATIONAL MISSION ORGANISATIONAL MISSION

23. PEOPLE Operational Behavior SERVANT LEADERSHIP STRUCTURECULTURE PERSONNEL MANAGEMENT BASED ON VALUES LEADERSHIP ORGANISATIONAL MISSION ORGANISATIONAL MISSION

24. PEOPLE Operational Behavior Self realization: Work as identity Self realization: Work as identity STRUCTURE PERSONNEL MANAGEMENT LEADERSHIP SERVANT LEADERSHIP CULTURE ORGANISATIONAL MISSION ORGANISATIONAL MISSION

25. MANAGEMENT EMPLOYEESHR ORGANISATION Shareholders-value thinking Shareholders-value thinking Result oriented Management oriented On their own

26. Investigation Watson & Wyatt: Increase of stockvalue! Attention for personal values. Development of spiritual leadership. Information and proper communication Encouragement of internal entrepreneurship Attitude: Shareholders value = Stakeholders value Leads to

27. The terrifying signals from the market! Youth unemployment is increasing. High sick leave. Increasing functional disability! Leaders fail in human attention. Psychological contract is gone. Enrichment at the top. Burn-out at increasing younger age

28. What is BurnOut? discrepancyIndication of discrepancy between what people are and what they have to do. erosionA sign of erosion of values, personal dignity, strength of mind and will. disruptionChronic disruption of life balance. Sorce: Burnout by Maslach & Leiter

29. People of the 21e century are looking for cohesion in their lifes. Work should be: a harmonious integrated part of someone’s life and development!

30. This demands a complete different form of and attitude towards leadership!

31. ORGANISATION MISSION ORGANISATION MISSION RESULTRESULT Processes Products/Services People Question & demand Marketing Effectiveness & Efficiency Productivity Organizational structure Financial processes Profit & Growth Shareholders values Processes Products/Services People Question & demand Marketing Effectiveness & Efficiency Productivity Organizational structure Financial processes Profit & Growth Shareholders values

32. IQ Knowledge Starting point of thinking:

33. MANAGEMENT: MANAGEMENT: What can I get out of people? ENCOURAGED BY SHAREHOLDERS VALUE THINKING ! VALUE THINKING !

34. PEOPLE ORGANISATION MISSION ORGANISATION MISSION RESULTRESULT FRUITFUL CAPITAL FRUITFUL CAPITAL Inspiration Corporation Socialization Self management Motivation Coaching Development Stakeholders value Inspiration Corporation Socialization Self management Motivation Coaching Development Stakeholders value

35. IQEQ KnowledgeEmotion FOCUS IN THE LAST QUARTER OF THE 20e CENTURY:

36. And different starting point of leadership: What can we add to people?

37. IQ SQ EQ KnowledgeEmotion Spirituality FOCUS IN THE 21e CENTURY:

38. PEOPLE ORGANISATION MISSION ORGANISATION MISSION RESULTSRESULTS FRUITFUL CAPITAL FRUITFUL CAPITAL Consciousness of me Human as starting point Holistic growth End of sacrifice Together and linked Meaning of things Personal values Organisational values Consciousness of me Human as starting point Holistic growth End of sacrifice Together and linked Meaning of things Personal values Organisational values WORK AS IDENTITY WORK AS IDENTITY

39. VALUE CHAIN OF LEADERSHIP STRATEGY ORGANISATION INDIVIDUAL Intelligence Emotion Purpose RESULTRESULT FRUITFUL CAPITAL FRUITFUL CAPITAL WORK AS IDENTITY WORK AS IDENTITY

40. IQEQSQ KnowledgeEmotionSpirituality FOCUS IN THE 21e CENTURY VALUE SHIFT! VALUE SHIFT!

41. Wish for partnership Need for balance and synergy Wish to work for and with a better purpose Need for holistic growth and development Increasing search for community Hope for trust Source: John Izzo BASED ON OTHER FACTS:

42. Conclusion: to care for theirselves and each other “Any organisation that fails in providing their employees good reasons to care for theirselves and each other, looses its legitimacy” Source: Richard Sennett: The Flexible Human being

43. SERVANT LEADERSHIP One answer: AN INVITATION TO THINK ABOUT AND REFLECT ON OWN VALUES AND EFFECTS OF YOUR LEADERSHIPSTYLE AND BEHAVIOR ON PEOPLE!

44. SERVANT LEADERSHIP = “GOD” IN THE MARKET

45. SERVANT LEADERSHIP DO THOSE SERVED, GROW AS PERSONS, DO THEY, WHILE BEING SERVED BECOME HEALTHIER, WISER, FREER, MORE AUTONOMOUS, MORE LIKELY THEMSELVES TO BE SERVANTS? Robert K.Greenleaf

46. SERVANT LEADERSHIP CHARACTERISTICS Servant Leadership - Listening - Empathy - Healing - Awareness - Persuasion - Conceptualization - Foresight - Stewardship - Commitment To Growth of People - Building communities VALUESOVERRULES,BEHAVIOROVER SKILLS ! VALUESOVERRULES,BEHAVIOROVER

47. LISTENING Responds to situations by listening first Encourages thoughtful silence Reflects on what is being said and its meaning Removes personal self-interest from the listening process EMPATHY Expresses unlimited liability for others Accepts and emphasizes-never rejects Views those served as acquirers Can “walk in someone else’s shoes” HEALING Understands that healing is a powerful force for transformation and integration Seizes the opportunity to help make ourselves and others whole Addresses broken spirits and emotional hurts Understands the search for wholeness is shared by all SERVANT LEADERSHIP CHARACTERISTICS

48. AWARENESS Knows self well Is an active learner, immersed in the world Begins “in here” – light own lamp Is able to withdraw, be silent, re-orient PERSUASION Uses persuasion to convince Knows others can do what they must do for themselves Reinforces hope Is effective at consensus building CONCEPTUALIZATION Thinks beyond day-to-day reality Nurtures other capacity to work outside their usual frame of thinking Encourages others to think “outside the box” SERVANT LEADERSHIP CHARACTERISTICS

49. FORESIGHT Holds liberating visions Understands the ineffable nature of life Is comfortable with the use of intuition Can see a way and point to it STEWARDSHIP Holding something in trust for the greater good Chooses service over self-interest Feels ownership in what is done COMMITMENT TO THE GROWTH OF PEOPLE Is committed to and demonstrably fosters the personal, spiritual and professional growth of all in the organization BUILDING COMMUNITY Understands that we build for all Believes that work is essential for the worker’s identity SERVANT LEADERSHIP CHARACTERISTICS

50. What could this mean for your retreat centers?

51. FACTS: There is an increasing demand for spiritualism in a functional context. More and more people are questioning the meaning of their live Development and training centers are not able to serve the need in that respect Sense and function of leadership is questioned

52. Turn FACTS into Products: Introspection Self reflection Self transformation Meaning of things Purpose of life Life answers Leadership evaluation ETC. NOT FROM A RELIGIOUS POINT OF VIEW BUT FROM A SPIRITUAL POINT OF VIEW WHILE MAINTAINING YOUR AUTHENTICITY

53. A path to Servant Leadership Life experiences Knowing self Faith Wisdom Purpose Loving others Serving others Passion and serenity Clarity in Chaos Are these elements not the basics of Christianity?

54. MARKET POSITION of the CENTERS AMBITIONorganisationsAMBITIONindividuals succes sustainable growth qualitative leadership market share in balance recognition of added value to the community successful functiong development and growth self realization Life and work balance recognition of personal values and added value for organization

55. RETREAT & MEANING: RETREAT & MEANING: FOCUS OF THE CENTERS:

56. YOUR CHALLENGE: How to define your products; your role and your added value How to define a market need Bridging the gap between retreat and economics How to market (= communicate) the products Get to know the market Redefine your interpretation horizon Out of the (religious) box thinking: provoke your thinking patterns Investing comes before return

57. YOUR CHALLENGE: BUILDING BRIDGES Once you have crossed some bridges yourself!

58. Growth means opening up for the warms of the sun and heaven and ……. At the same time getting your roots in the earth darkness'