Tuesday, 10 September 2019

Why do we Avoid the Word Spirituality?


As I drove from Cleveland the day after the El Paso, Texas and Dayton, Ohio mass shootings in August 2019, I had 8 hours of listening to various radio stations from news, talk shows, Christian stations and every host honed in on one question - “what can be done to avoid another shooting like that?”.

There were various pundits who spoke of gun control, mental illness, video games, white supremacy and on Christian radio many spoke of their thoughts, prayers and trusting in Christ through all these tragedies – but there was not one mention of spirituality or the sacred nature of life.  Why are we avoiding this word?.

The word spirituality or what is sacred to us - to be humbled by the uncertainty of life and to be comfortable being vulnerable to the mystery of it all - has got a negative connotation in mainstream western life and I am still trying to fathom why.  

Is it because the 500 year science based narrative has made us arrogant to think and we can alter nature using material outside ourselves?.

How can we do that when we are a part of nature?.

I do not see why having the word 'spirituality' evokes so much emotion - when it merely opens the door for a more holistic conversation about what makes us human - to balance the spirit or the soul of who we are and that of other beings and nature to balance with what is material and physical.  

I faced this resistance in 2012 as I facilitated a course for Canadian government officers in Ottawa on conflict resolution when I wrote on the white board - IQ, EQ and SQ.

In dealing with difficult situations, I explained the importance of finding balance between our IQ - analytical reasoning skills; EQ - emotional intelligence to understand and manage own emotions; and SQ - spiritual intelligence to grounds us with loving kindness, compassion and empathy. 

A hand went up immediately and a participant said, “we are not allowed to use the word spirituality in government”.  As I inquired further, no one was committing whether this was true or not, but a few seemed uncomfortable while others were indifferent.

Then I asked them to write down what the word spirituality meant to each of them.

As they shared them with the class, I wrote the statements on a flip chart;
  • Meaning and purpose to life 
  • Mystery of life 
  • Religious beliefs 
  • Love and compassion 
  • Peace and harmony 
  • Ethical behavior and our moral compass 
  • Integrity 
  • Gratitude and generosity 
  • Life after death 
  • Sense of community 
  • Oneness with nature and all beings

I was curious as I wrote these - there was a clear disconnect with the reasons for the list of expectations the participants had articulated at the beginning of the course.   

Expectations from the program stemmed from issues and challenges they faced due to bad behavior – the violence, aggression and bullying they faced from their managers, colleagues and clients.  

This behaviour tends to manifest from a lack of spirituality if we went by their own definitions.

I asked them a simple question – “do you see a link between the lack of spirituality as you perceive it and the victimization you face in your workplace?”.

The penny dropped.
The Performance Pyramid - Loehr and Schwartz - HBR
Harvard Business Review paper published in January 2001 "Making of a Corporate Athlete" depicted a “High Performance Pyramidwhere Spirituality was at the top.  

The authors, Jim Loehr and Tony Schwartz wrote[i];

"In recent years there has been a growing focus on the relationship between emotional intelligence and high performance. A few theorists have addressed the spiritual dimension—how deeper values and a sense of purpose influence performance."

The authors recognized that the word “spiritual” prompts conflicting emotions and does not seem immediately relevant to high performance.  By spiritual capacity, they mean the energy that is unleashed by tapping into one’s deepest values and defining a strong sense of purpose. 

This capacity serves as sustenance in the face of adversity and a powerful source of motivation, focus, determination and resilience.

Richard Rohr, a Franciscan contemplative and a mystic in his description of spirituality is apt for these times;[ii]


Fr. Richard Rohr

"By allowing inward change, while at the same time simplifying our external life, spirituality serves as our greatest single resource for changing our centuries-old trajectory of violence and division. Spirituality is profoundly transformative when it inspires in us the attitude of surrender to the mystery in which 'we live, and move, and have our being,' as the New Testament reminds us [Acts 17:28]. . . . People’s hearts must change before structures can change. This change is the basis of genuine reform and renewal." 

Rohr’s wisdom points to us as individuals as violence erupts from our own heart and mind being separated in conflict and doubt, especially in a world perceived as scarce and competitive. 

In Vedic and Chinese practices, the heart and the mind come together through a focus on the breath – 'prana' or 'qi'. This unity brings about healing and a peace of mind to put our conditioned thoughts and worldviews in perspective.

The Buddhist meditation practice is also about taming the mind of its conditioned ego driven thoughts to move to the unconditioned awareness without judgement – which can be liberating.

We acknowledge our spirituality through this inward gaze by quieting the mind through meditation and prayer to reflect on our reptilian violent nature and our other nature to love, be compassionate, have empathy, be happy for other’s success and on a much grander scale, celebrate the mystery – the impermanence and the uncertainty of life.

Being spiritual helps us to find meaning in life through this roller coaster of the good and the bad that happens to us with a certain equanimity.  It manifests when we anchor on our moral compass and basic values to guide us in the way we behave with self, others and the world around us.  

Spirituality is a way of facilitating a dialogue between reason and emotion, between mind and body.  

Spirituality helps us grow and transform from our ego-centered reptilian material self to an active, unifying, meaning-giving center driven by our other ability to love unconditionally - hinges on dignity for self and others anchored on respect, integrity, kindness, compassion and generosity.

Acknowledging our spirituality allows us to discuss the above as it relates to us as individuals – to put a mirror on ourselves as we show up and impact the world.

As we move away from organized religions which provides an anchor for some still, we need to have faith that our future is safe and secure, meets our needs for belonging and love, and that we are not alone as we belong to this earth’s community. Our spirituality is what helps us to be responsible and accountable within this community, as we are one. 

The Great Separation 

The separation between spirituality represented by the church and objective science which threatened the church’s dominance happened with the 500-year Cartesian project.  

The catholic church’s resistance to scientific discovery – Copernicus was fearful to unveil his discovery of the heliocentric universe, Giodarno Bruno was burned at the stake in 1600 for spouting that science and Galileo was jailed for it in 1633.

Philosopher Decarte was watching all this unfold and helped to move rational reductionist science away from religion with a call for objective evidence for revelations made by anyone.

This separation has been dominated by scientific achievements as it has provided many a quality of material life and prosperity. 

On the other hand, it has left us rudderless with a life without much meaning and little appreciation for the inherent goodness of what it means to be a spiritual human being. 

We then follow a Dean Martin style of spirituality when he said in jest; "I do not drink alcohol, I drink distilled spirits, so I am not an alcoholic, I am spiritual".   

This delusion through a mastery of the material half defined by money and drunk on power has created competitive and reptilian structures in the world, which do not truly reflect the human condition – our emotional and physical needs for survival. 

This denies the modern industrial human the wisdom of nature’s interconnected and interdependent universe, which is spiritual, sacred and mysterious. We then continue on this treadmill of mindless conditioned thought and life, with our egos driving us not to acknowledge spirituality and the sacred as a core part of our being.

As many people live in a spiritual desert - rudderless, disconnected, in despair and separated from nature and other living beings, we wonder why some pick up guns and shoot their fellow human beings.

Spiritual capacity developed through; 

- reflection, prayer and contemplation; 
- sharing in community with gratitude and generosity;
- mindfulness practices such as meditation, yoga;
- reflective writing like Haiku;
- music, dance and the arts 
- a ritual of daily exercise and breathing well; may help us go inward to find the inner power to serve as sustenance in the face of adversity.  

A dedicated practice with focus and perseverance will be a powerful source of motivation and determination to become resilient through the 'roller-coaster' of life. This way we realize our power within to accept our trials and tribulations, take responsibility and not blame others.

It is time to bring back the word spirituality and the sacred into our vocabulary.  It may mean different things to different people, but at the core - Spirituality is a broad concept with room for many perspectives and practices.

Being immersed in a spiritual practice provides a sense of connection to something bigger than ourselves, and it typically involves a search for meaning in life.  As such, it is a universal human experience—something that touches us all.[iii] 

Encouraging spiritual and sacred practices in our homes, schools and communities, we may become whole as a human being to be comfortable in the 'grey zone' that we need not always seek absolute solutions as we feel safe in our oneness with nature.  

This spiritual grounding may stop the despair of some to reason and realize rather than be misguided towards extremist violent action that does not serve any purpose.

  


[i] https://hbr.org/2001/01/the-making-of-a-corporate-athlete
[ii]                      https://cac.org/richard-rohr/richard-rohr-ofm/
[iii]                     https://www.takingcharge.csh.umn.edu/what-spirituality

Thursday, 4 July 2019

Corporations will align with Sustainable Development Goals only with Spiritually Intelligent Business Leaders



Spirituality is a broad concept yet we could identify a spiritually intelligent person as one who has a sense of connection to something bigger than themselves, loves self and cares about people, animals and the planet. Spiritual persons understand their oneness with nature and empathetic to the universal human experience.    
As corporations impact on the sustainability of this planet, I postulate that we need spiritually intelligent business leaders to balance with their IQ and emotional intelligence. Their enlightened leadership may then drive corporations to be more responsible, to minimize harm to this earth and its beings.
Dr. Ronald Heifetz, founding director of the Center of Public Leadership at Harvard University's John F. Kennedy School of Government said to a group of business leaders at a Harvard Business School session to discuss how their spirituality helps them be powerful leaders - "There are so many pressures on you as a leader to lose your compassion and develop a thick skin, to lose your capacity for doubt and curiosity,"  [i] The audience did not disagree with him.

Mindfulness is a way to become aware of words and actions that can afflict self and others, therefore mindful leaders will be spiritually intelligent who can transform organizations to be more responsible. 

However, spiritually intelligent mindful leaders are few and far between as the global status quo - the mainstream narrative beginning with education leads to a material and money oriented culture of consumerism.  

That is why it is good to see an initiative such as the United Nations Global Compact (UNGC) bringing many businesses on board to align them with the UN’s Sustainable Development

Goals (SDG) for the planet.

The Global Compact operates on ten principles divided into fundamental responsibilities of human rights, labour, environment and anti-corruption.
The UNGC website[ii] states that;
Corporate sustainability starts with a company’s value system and a principles-based approach to doing business. 
Responsible businesses enact the same values and principles wherever they have a presence, and know that good practices in one area do not offset harm in another. By incorporating the Ten Principles of the UN Global Compact into strategies, policies and procedures, and establishing a culture of integrity, companies are not only upholding their basic responsibilities to people and planet, but also setting the stage for long-term success.

The above description calls for spiritually intelligent corporate leaders.

Since the UNGC released its 10 principles more than 15 years ago, nearly 12,000 companies worldwide have committed to adopting the sustainable and socially responsible policies.  This is a remarkable achievement.
UNGC’S principles have been effective in getting many global businesses to become more mindful of their impact on this world and its people, yet in real life these principles, which are voluntary, can be compromised as soon as profitability and a business’s survival is at stake.  
Bad Behaviour 
                                          Picture: freemalaysiatoday.com
Even that is not a criteria for bad behaviour as we saw Volkswagen – a member of UNGC to falsify its diesel engine emissions to promote the sale of its cars globally – just to gain market share and make more profits.

The Boeing debacle with 737 Maxx also makes a mockery of these principles with what came to light after two deadly crashes - Lion Air in October of last year and Ethiopian Airlines in March 2019 killing 346 people. In the months following the crashes, a report commissioned and paid for by institutional investors with large holdings in Boeing stock stated that pilot error was “the most consequential factor” in both crashes, when that was false.  


What has come to light was a profit motive to sell more planes.  The new software technology called MCAS was required for the new version of the 737 with the bigger engines placed differently on the wings, which risked the planes to stall after take off.  

When operating the plane manually, the MCAS senses if the nose lifts too high leading to a stall and forces the nose down automatically. In these two crashes, the MCAS took control away from the pilots who had no idea what was happening, as none of the pilots were informed or trained to operate it. That would have cost extra money and made the plane not competitive in the market.    

That is why people like Cloe Franko, a senior organizer at Corporate Accountability International, a non-profit organization fighting to stop corporate abuse is more cynical.  In an interview with Deutsche Welle, Franko stated[iii]:
The UNGC provides a platform for corporations to advance their brands and promote their association with the UN - with little or no action. It's a voluntary initiative, which corporate actors use to advance their own agendas and bottom lines. But they don't significantly change the playing field around, for instance, health, the environment and labor - which the UNGC claims to advance. It is primarily a PR scheme.
As well meaning and effective UNGC has been to bring the global sustainable agenda including the SDGs to the private sector, it is difficult to change a leopard’s stripes.  Corporations who hide behind the limited liability laws and its business-as-usual practices for growth and profits only, will continue on this path without significant change in organizational culture and attitudes at a deeper level.  
Transforming this culture begins with enlightened leadership with a combination of rational, emotional and spiritual intelligence.

Changing Human Behaviour

As we develop corporate responsibility and sustainability agendas, protocols, processes, rules and regulation, there is one thing that is hardly addressed, which is human behaviour. It is not to examine behaviour through academic disciplines of psychology, sociology or economics alone, but adding culture, attitudes, values, ethics and spirituality. A holistic view encompasses the spirit, the mind, emotions and the physical.  

We also acknowledge the four frames of a modern organization[iv] – Structural (hard systems and processes), Human Resources (hard and soft), Political (soft) and Symbolic (soft).  With enlightened leadership these soft systems and processes linked to emotional and spiritual intelligence can impact behaviour to transform organizational cultures to become more responsible.

There is yet a reluctance to delve on the soft and ‘wooly’.  Going deeper than what the five senses offer and what can be proven “objectively” (hard) with quantifiable results seems mysterious and emotionally fraught.

In the quantum world of science, we use new physics in our modern communications technologies. However, our education, hence our worldview, is based on Newtonian Physics - left brained, rational and reductionist, so we find comfort in the hard objective areas and avoid the soft as these can be emotional and uncertain.

Anything to do with the spirit, the mind and the body is outside the educational curricular and we wonder why the world of economics and business is not taking into consideration externalities – impact on human and eco-system well-being - the cradle to grave costs that are not internal to those businesses. Hence the corporation operates with its legal license with limited liability and the choice to be a responsible citizen or not is in the hands of its share holders, directors and the top management.  

Ethical Leaders Exist





If corporations are led by the rare likes of the late Anita Roddick of Body Shop, late Ray Anderson of Interface Carpets, Paul Polman of Unilever, Ratan Tata of Tata Sons, the chances are, “
Purpose and Passion” is lived through enlightened leadership values and vision where a profitable business is a means of giving back to society and the environment.

These are names from the past and if I search for personalities who are going against the grain in 2019, not many corporate leaders are shaking the tree at the moment, except many who are moving towards being more sustainable as it makes business sense to do so.  

There are corporations like Virgin led by Richard Branson who is committed to reducing the environmental footprint, coffee and tea company Grosche who are providing natural-sand bio-filters for millions of rural people around the world to have access to clean water as cited among others in the article "50 + Real Live Examples of Private Sector SDG Leadership" in Corporate Knights article (Dave Klar: March 2019). However, not many leaders are championing the need to make the globe more equitable, mitigate or help communties adapt to climate change, for instance. 

That is because most corporations are run by highly trained rational and focused people immersed in the reptilian, competitive world acting out their default behaviour to maximize profits, grow at any cost, as it is survival to the fittest in a culture driven by fear. They operate on the edge, constantly on guard, hoarding, not sharing, not trusting, which is so outside the nature of the compassionate human being, that it causes the spiral of stress on people and the planet.  

Playing the Winning Game and Losing 

I play a game in organizational soft skills training programmes called the Winning Game. The rules give away the fact that it is a game of interdependence. I divide the group into 4 teams (Typically 4 – 12 per team), allocate names of departments of their own organization and tell them the objective – “To win as much money as you can”. Six to ten rounds can be played depending on the time and each team has to decide on one of two options, yet they know, their result will be predicated on how the other teams score.  

Invariably, most teams become competitive focusing on winning at any cost, even when given a chance to speak to each other to collaborate, at least one team may deceive the others, which causes all the teams to lose trust and then begins the spiral of collusion, revenge and unskillful action.  It is also interesting to watch the energy levels, emotions of people, who seemed to have composure and calm, rise to action as they become reptilian to deal with the emerging threatening environment.

When at the end I tot up the earnings of each team and add all four team’s total and say, everyone has lost - there is surprise.  

Post game discussion is dominated by finger pointing - blaming each other and also laying blame on me as the facilitator for deceiving them with partial information, yet not many put a mirror on themselves.  

Within one hour, this game replicates normal human behaviour.  Organizations that may lack an enlightened leadership vision and values based on human integrity, generosity, graciousness and dignity – in effect spirituality, may get trapped in the default competitive human nature. 

Very rarely have I seen a situation where an organization wins together at the Winning Game and these have been with rural agri-based organizations where interdependence is crucial for survival.  

The Protestant Work Ethic

Most western corporations were founded in the Protestant Work Ethic. The desire for a good life provided a moral framework for good behavior for employees.  It also provided a meaning and purpose to work and the workplace.  
Luis W. Fry

However, the Industrial Revolution also ushered in a Newtonian deterministic, machine-like universe through scientific method, removing free will of man. It postulated that the universe and man were stable and materialistic in nature (Luis W. Fry 2004). 

In a way it has taken away human emotion out of the process and good behavior meant, putting up with domineering and demeaning managers, not reacting to unfair systems and processes.  This may lead to a “survival to the fittest” culture, silos, fear driven competitiveness, requiring selfish behavior to show self in a good light to the management.  According to Luis Fry, the current malaise in corporate ethics and social responsibility has roots based on egoism and a perversion of the Protestant Work Ethic.

This behaviour is reinforced through an education and social conditioning to be rational, logical and to specialize.  Institutions yet designed in the old industrial age hierarchy and operating in silos, the notion of interdependence and interconnectedness is alien.  The term spirituality in such a formal structure is too vague and mysterious and may even evoke fear.

In his 2004 paper, Toward a theory of ethical and spiritual well-being, and corporate social responsibility through spiritual leadership, Louis W. Fry of Tarleton State University,  Central Texas states;

Spiritual well-being is a result of satisfying the spiritual survival needs for:  (1) transcendence or calling manifested in the desire to strive for those purposes and values that express whatever a person feels is ultimately meaningful to him or her and (2) membership which is the desire for people, especially at work, to feel understood, and appreciated resulting in a sense of belonging and partnership.   Spiritual well-being, however, is not obtained by striving for it directly.  Organizational members cannot experience a sense of spiritual well-being by trying to manufacture it.  It is not produced when a company focuses on its monetary goals, but instead occurs when leadership first establishes a healthy workplace culture grounded in altruistic values and transcendent goals.  When members of an organization have a sense of belonging and a commitment to a common purpose, the organization as a whole is more successful in meeting or exceeding key stakeholder expectations; this is also when sustainable monetary goal achievement is realized.

Acknowledging our Spiritual Nature 

Acknowledging our spirituality helps us to find meaning in life, provides a foundation of our values to guide us in the way we behave with self, others and the world around us.  

Spirituality is a way of facilitating a dialogue between reason and emotion, between mind and body. Spirituality helps us grow and transform from our ego-centered material self to an active, unifying, meaning-giving centre.

Spirituality is about a transpersonal vision of goodness, beauty, perfection, generosity, graciousness, and sacrifice.  It hinges on dignity for self and others and the foundation is true integrity.  Love and compassion is its cornerstone.

Yet the 500 year Cartesian project promoting rational reductionist science has given many a quality of material life and prosperity, but has left us with a life without much meaning and little appreciation for the inherent goodness of what it means to be human. 

The institutions that perpetuated this myth of man was formalized with Descarte’s wisdom – “I think therefore I am”  - dividing the material and spiritual world, with science shaping the rational, reductionist mind to accept the external world through the five senses on one hand to the spirit, the humanities, art and the mysterious on the other. 

This mastery of the material half defined by money and power has created a competitive and reptilian world. This denies the modern industrial human the wisdom of nature’s interconnected and interdependent quantum universe, which is spiritual and mysterious.

So, we continue on this treadmill of mindless conditioned thought and life, with our egos driving us to consume more, as that defines our external success, yet deep down questioning the meaning of all this stuff. 

This has to change if we are to find a meaningful transformation for this planet to sustain it itself.

Getting to the Core

Making a difference requires a shift in consciousness with individual leaders - a transformation from a traditional, linear, task-oriented management to an inspirational leader balancing intelligence with sensitivity to the human condition and the environment through values and spiritual integrity.  Then it becomes personal, human and close to nature.

In a Guardian interview, Unilever’s Paul Polman was critical of companies claiming their fiduciary duty to maximise profits for shareholders in the short-term, arguing it a narrow a model of Milton Friedman's old thinking. 

If we focus our company on improving the lives of the world's citizens and come up with genuine sustainable solutions, we are in synch with consumers and society and ultimately this will result in good shareholder returns - (Polman 2012).

This change in consciousness and behaviour is not easy with the rational, reductionist worldview supported by education.  A more holistic education, with a focus on the complex-self as well as the external world from a young age will help in the long run.

However, change is needed now and courageous leaders like Polman are going against the grain.  Among thousands of corporate leaders we count few like him - Anita Roddick and Ray Anderson.

This is why adult learning programs on leadership for sustainability like former Bath University MSc for Responsibility and Business Practice and the Ashridge Business School’s Responsible Business Masters are important.  

In the book, Leadership for Sustainability edited by Judi Marshall, Gil Coleman and Peter Reason (Greenleaf; 2011) who founded the original Bath University program with Anita Roddick, pondered as they planned; “What gives people sense of agency, resources, awareness, the approach and the crafts to practice to take action in the service of a more environmentally sustainable and socially just world?”.

They created a leading-edge course helping participants to step outside and challenge current formulations of society and business - as transformation requires knowledge, wisdom and courage to question the status quo. 

Sadly, both these programmes, which have contributed over 500 mindful leaders are no more as it runs counter to the corporate culture - when employees become ethical responsible managers and holds their companies to account, it does not serve its profit motive.  

MIT-Sloan School of Management’s  Edgar Schein speaks of assumptions we make based on values that are ingrained through long-term acceptance – this is the way business is done – and how its contrarian when going against this grain. 

This is what Marshall, Coleman, Reason and Roddick were trying to unhinge by designing the innovative course in a traditional school of management to influence change through action-research and self-reflective inquiry, mindfulness, systemic thinking, power and diversity, acting with and against organizations and communities. Thus was born the concept of the “Tempered Radical” who influences change from within. 

This innovative MSc was transformative for many, including myself and inspired new leaders to face the sustainability challenge head on. Alumni are leading the way in the sustainability space, but we need many more enlightened leaders to influence the corporate world to transform.   

Mindfulness and Spiritual Intelligence

Invoking this change is not complex. At an individual level, it requires a shift in mindset to quieten the mind by focusing on the breath to reflect and accept personal responsibility for our own words and action that may impact the world. 

Mindfulness meditation through a focus on the breath has been practiced for over 5000 years as a way of creating deep self awareness. Western proponents such as Ekhart Tolle and Jon Kabat-Zinn have been promoters of mindfulness bringing these practices to the mainstream.    

As mindfulness practice helps people to differentiate between thoughts and pure awareness or knowing. It makes the distinction that thoughts may be loaded with emotional biases through past conditioning as opposed to awareness, which is the present – the unconditioned here and now, just as it is.  

This distinction enables us to put stress, anxiety and other forms of mental pressure in perspective as they arise from thoughts and feelings. When we bring them to the conscious rational awareness through mindfulness, we may act with clarity.

We can alter the perceptions by focusing on the feelings and the reason for them to have manifested – a need met or not met – which can move people from emotion to rational awareness in order to alter the self talk – the rumination that perpetuates stress and anxiety. 

By quietening the chatter of the conscious mind through a mindfulness practice, we can reach the subconscious mind to unhinge hardened narratives embedded in us – such us our competitive nature, the material consumerist mind, our single minded focus on growth at any cost and the lack of understanding of our interconnectedness with nature. 

This may help us as business leaders to change our narrative to become more ethical and open to consider options that are outside the paradigm of profit at the cost of externalities – impact on health and well-being of people, pollution and other harmful effects on the environment.

According to Ricardo Levy, Chairperson of Catalytica Energy Systems, executives are trained for action—contemplation is not part of their rulebook. In his own career, he discovered the need for spiritual guidance in crucial decisions. Levy's guidelines are:[v]

·        Quiet the mind.
·        Reach deep inside. Go beyond the ego to hear the
          inner voice.
·        Don't fear ambiguity; rest in the unknown. "This is the
          most difficult piece," Levy admitted. "We're not  
         comfortable unless we see the path."
·        Stay humble in the face of temptation and power.
         "Being humble is a key issue. It's good for a leader to be
         reminded of the intoxication of power." 

This is a typical mindfulness practice which makes a person
 aware of what is going on within them and the surrounding
 world. That alone helps one become more responsible
 and ethical, especially when faced with ethical and moral
 dilemmas.  

At the core, us humans have an inbuilt nature for
empathy and sympathy for self and others and will become
aware of consequences of one’s decisions and 
actions. Mindfulness also brings about an awareness of the
entire eco-system of cause and effect leading to impacts.

The UNGC articulates it’s 10 principles well 
 with guidance. Mindful awareness enables us to quiet our
 minds to really understand what they mean and then take 
 authentic action to making meaningful change in
 corporations to create a better world.  

Spiritually intelligent business leaders will go beyond the
 benefit of good PR to make a real difference in the world to
 meet its dire needs to develop the SDGs to create a fair, just
 and a happy, harmonious world for now and the future.