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ashokbhatia

There are indeed times when we run into CEOs whose heads are screwed on just right. They are passionate about what they do. Their heart is in the right place, beating at a rhythm which matches that of the people and the environment. Their sense of ethics is in harmony with their value system which is governed by respect for the society at large. In terms of an upgraded Blake Mouton Grid, they can be spotted in the vicinity of the slot at 9,9,9.X Y Z upgraded

When it comes to achieving results, they do not pull their punches. Their bosses never cease to be amazed by their effectiveness and efficiency. The competition is in awe of many of them and cannot really be blamed for making repeated attempts to poach them. They do not live from one quarter to the next quarter. Their thinking is strategic. Their vision is far-sighted.

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There are indeed times when we run into CEOs whose heads are screwed on just right. They are passionate about what they do. Their heart is in the right place, beating at a rhythm which matches that of the people and the environment. Their sense of ethics is in harmony with their value system which is governed by respect for the society at large. In terms of an upgraded Blake Mouton Grid, they can be spotted in the vicinity of the slot at 9,9,9.X Y Z upgraded

When it comes to achieving results, they do not pull their punches. Their bosses never cease to be amazed by their effectiveness and efficiency. The competition is in awe of many of them and cannot really be blamed for making repeated attempts to poach them. They do not live from one quarter to the next quarter. Their thinking is strategic. Their vision is far-sighted.

This is not to say that they do not fail. In fact, they are quick to learn from their failures and are good at using those as stepping-stones to future successes. They also refuse to become complacent after achieving a spectacular success. They realize which elements contributed to a particular success and know what could not be replicated in future. Setting new goal posts for themselves and for their team comes naturally to them.

They go out of their way to help a person in distress. They would defend their people much like a tigress would protect her cubs. When down-sizing is the target, key players could get supported by out-placement initiatives.

The real workers in their team simply adore them. The shirkers, if they manage to stick around, despise them. High achievers look up to them for inspiration and direction. Mediocre ones respect and obey them. The good-for-nothing fellows have no place in their teams.

They are invariably fair and transparent in their dealings with not only their own people but also with other stakeholders in business. Customers find their product costs to be open and agree on realistic prices. Suppliers are expected to do the same, thereby ensuring margins which are fair and sustainable. Financiers and auditors find it delightful to deal with them. Investors repose their faith in the organizations they happen to be associated with.

With CEOs like them around, corporate governance never takes a back seat. Exceeding the boundaries set by rules and regulations comes naturally to their teams. Organizations headed by them do not wait for a legal imposition in the realm of Corporate Social Responsibility. They seize the initiative of their own, so the community gets benefited. With no scams in sight, and with open and fair dealings with customers, the brand equity of their organizations inevitably soars.

They happen to be people who practice equanimity. They are at peace with themselves. They enjoy inner harmony and tranquility and radiate it to those who happen to be in their circle of influence. A team member who enters their office with suicidal thoughts could often be seen returning with a chuckle on her face, batteries all charged up.

Succession planning comes naturally to them. Their teams comprise several members who would be following in their footsteps and aping their style of functioning. These are the Incumbent Chiefs, who would fit in at such spots as 5,5,5 and 7,7,7. When CEOs of this genre decide to move on to greener pastures, one of them is ready to fit into their shoes and run the enterprise based on a culture which is not easy to replicate.SQ

Such CEOs rank high in terms of not only their Intelligence Quotient and Emotional Quotient but also their Spiritual Quotient.

Managements of all hues are always on the lookout for CEOs of this kind. Head hunters specialize in ferreting out such CEOs and nudging them into the employment market. Hefty pay packets might not attract them; a corporate value system steeped in equality, fairness and openness just might.

(Related Posts:

https://ashokbhatia.wordpress.com/2015/12/24/looking-for-ceos-inspired-by-the-yuletide-spirit

https://ashokbhatia.wordpress.com/2016/01/07/ceos-who-happen-to-be-charmless-charlies

https://ashokbhatia.wordpress.com/2016/01/14/ceos-who-end-up-becoming-road-rollers

https://ashokbhatia.wordpress.com/2016/01/22/the-sponge-comforter-ceos

https://ashokbhatia.wordpress.com/2016/01/28/ceos-who-are-arsonist-achievers

https://ashokbhatia.wordpress.com/2016/02/04/the-missionary-zealot-ceos

https://ashokbhatia.wordpress.com/2016/02/19/ceos-who-happen-to-be-crazy-conformists

https://ashokbhatia.wordpress.com/2016/03/22/the-armchair-revolutionary-ceos)

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SQIt would not be wrong to say that in today’s world, a relentless pursuit of wealth and material belongings has left a deep scar on our souls. Many of us are twiddling our thumbs trying to figure out either how to de-stress ourselves or how to keep fighting those depressive blues. There is a nagging emptiness within and the mind boggles as to why and how it has come about. Most of us have no clue as to what could be done about it.

Redefining ‘Success’ and ‘Happiness’

One way out of this dilemma is to perhaps redefine our concepts of ‘success’ and ‘happiness’. What do these terms really mean? When we dig deeper, we might find that these two are not really dependent on external factors. There is an inner connection somewhere.

Something very elaborate, say a long well-planned vacation, might not yield the emotional high that we expected. On the contrary, a post-dinner spontaneous outing for a late night ice cream binge could leave us elated.

Why do some things make us happy and others do not? We love beauty. We cherish humour. We like being appreciated and being loved. We love doing something ‘different’. Anything which connects us to our inner selves tends to make us happy. A movie or a work of fiction which we are able to relate to relaxes us. Exploring new frontiers and visiting new places often makes us happy. Perhaps the soul revels in its experience of exploration when we were cave-dwellers and hunters!

A paradigm shift could perhaps help. If ‘success’ ceases to be about the property we own, the social respect and fame we enjoy, and the high and mighty ‘connections’ we boast of, we might arrive at a different picture of ourselves. The quality of sleep we get. The inner glow of satisfaction we have when we leave our place of work for the day. The love we get when we get back home after a hard day’s work. A change in perspective brings about a stupendous transformation in how we think and feel. Our attitude becomes positive.

Materialism, Big Data and Perception Management

This is not to say that materialism is bad, per se. To satisfy one’s needs is a basic requirement of life. But we often end up over-doing it. Also, we fail to distinguish between our needs and our desires. Needs may be satiated easily. But desires have a tendency to regenerate and evolve, keeping us engaged. Desires keep making us run after an illusory rainbow which forever keeps drifting away from us.

Marketing professionals invariably target their products, services and communications at our desires. With the advent of Big Data, promotional campaigns are becoming far more segment-focused. We hear of ‘evidence-based decision making’ or ‘actionable information’. Even public policies are getting framed and aggressively communicated by governments to promote the feel good factor, whereas ground realities might show only a marginal improvement. Managing perceptions is essentially about catering to the desires of the average person. Fulfilling genuine needs can take a back seat.

Enter – Spiritual Quotient

Another way of striking a balance between materialism and spirituality is to become aware of our Spiritual Quotient; that is, our ability to understand and comprehend the spiritual aspects of life. In other words, moving on from the world of mind and heart to the realm of our inner selves.

When we move on from IQ to SQ, we move from the gross to the subtle, from the finite to the infinite, from tangible to the intangible.

Those who have a high SQ have this uncanny ability to be creative and insightful in their approach to problem solving. They build up their level of self-awareness and there intuitive faculties. They realize that there is a realm of intelligence which is beyond the five senses our bodies are endowed with.

IQ is what sees us through academic pursuits. EQ is what we gain by experiencing life. SQ is something of which we become aware a little later in our life.

IQ can be readily measured. EQ can also be estimated, though not with the same level of precision that IQ can be. However, SQ does not lend itself to easy measurement. All its attributes happen to be subjective in nature. By observing a person for a long time, one can perhaps estimate her SQ more realistically.

How relevant is SQ to a business?

SQ has several components: gratitude, self-esteem, self-awareness, consciousness, compassion, surrender, service and ego. Let us attempt to examine its relevance in the lives of individuals and business entities.

  • A sense of gratitude can make a practicing manager humble. She is able to see her own station in life/career more objectively. External factors or people who have played an important role in her career advancement become easily apparent. Team members, peers as well as superiors invariably end up liking her better. In turn, this fuels a better rate of career enrichment.
  • Self-esteem makes it easier for a manager to say a categorical ‘no’ when the situation demands so. It also leads to better levels of self-confidence. When negative news is to be conveyed to a team member who is not performing on all six cylinders, a manager with a higher degree of self-esteem can look her in the eye and tackle the situation head-on. Effectiveness improves.
  • Leaders and managers with a higher degree of self-awareness tend to be more successful. They are able to reprimand someone without letting it affect their own inner well-being. They are better at identifying appropriate moments to convey what they wish to communicate. They are better at radiating their sunny disposition to those around them, thereby improving morale and securing better results for the business.
  • A higher level of consciousness makes a manager connect better with others. The realization dawns that the team member or the stakeholder being addressed is yet another entity blessed with unique qualities and, hence, has to be treated at par. The challenge being faced by the other, as also the innate capacity of the person to handle it – both get factored in the line of action being suggested. Based on this approach, even large businesses can be shut down without much recrimination or hurt.
  • Compassion is a logical fall-out of a higher level of consciousness. A distributor or a supplier facing a financial crunch might feel repulsed at being pitied. But a compassionate gesture which addresses his immediate concerns can build a relationship rooted in mutual faith, loyalty and genuine respect. A manager who prevails upon his CFO and gets even a post-dated cheque issued to a hapless supplier ends up winning corporate loyalty. When Taj Hotel faces a terror attack, the whole company gears up to rehabilitate and reward the affected staff.
  • Surrender does not imply an abject abdication, but a well nuanced and calibrated acceptance of the reality at hand. A company which has nurtured an iconic brand over several decades may suddenly need to shift gears so as to match the change in its market demand. A new business vertical which utilizes a core competency of the group may need to be entered into. Flexibility and fleet-footedness in business is a sine qua non for long-term survival and growth.
  • A sense of service is what leads to sustainability. When an IT major like Infosys decides to compensate its carbon footprints by providing green products to rural households, it makes eminent sense. When a MNC like HUL decides to use a government scheme like MNREGA to create water potential for farmers in one of the most water-starved areas of India, it is servicing the society it draws its inputs from. When an Air Asia flight goes down killing all passengers on board, the CEO resorts to Twitter to keep the anxious relatives updated. When the Tata group sets up a Center of Performing Arts, as also institutions like TIFR, TISS and IIS, a value of giving back something to society becomes manifest.
  • Managing ego is at the core of the art of managing things. A manager who allows herself to be treated like a door-mat could disappear from a company’s landscape pretty soon. Another one who is forever having an ego clash with people around her would also not survive in the long run. What is required by a manager to be successful is a fine balance between the two extremes, buttressed by a strong sense of self-esteem.

Dr Ian Marshall and Danah Zohar, in their 2001 book, SQ: Connecting With Our Spiritual Intelligence, say that ‘while computers have IQ and animals can have EQ, it is essentially an SQ that sets human beings apart.’

It follows that to have a smooth ride in life, all three – IQ, EQ and SQ – have to be relied upon equally by all of us – whether in our personal lives or in our businesses.

A disruptive future

Technology is changing the way we live, think, behave and feel. The rate of change is only going to go up in future. Leaders, managers and even individuals with a high level of SQ are bound to have a better chance of tasting success in the decades to come.

It is time to still our brains, rein in our emotions and start building up our Spiritual Quotients!

(Caricature drawn by Sanket is gratefully acknowledged)

(Related posts:

https://ashokbhatia.wordpress.com/2012/11/19/spirituality-in-management

https://ashokbhatia.wordpress.com/2014/12/02/grooming-future-business-leaders-a-spiritual-approach-part-1)

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