{"id":29587,"date":"2023-01-20T12:13:55","date_gmt":"2023-01-20T12:13:55","guid":{"rendered":"http:\/\/iecoinstitute.org\/?p=12843"},"modified":"2023-06-14T08:26:06","modified_gmt":"2023-06-14T08:26:06","slug":"interview-to-matthew-t-lee-by-rita-jacome","status":"publish","type":"post","link":"https:\/\/iecoinstitute.org\/en\/interview-to-matthew-t-lee-by-rita-jacome\/","title":{"rendered":"INTERVIEW TO MATTHEW T. LEE by Rita J\u00e1come"},"content":{"rendered":"

Jan, 16th<\/sup> 2023<\/strong><\/p>\n

What are the main aspects you will talk about in your presentation in Madrid?<\/strong><\/p>\n

The point of my talk is to explore how a focus on flourishing, driven by a logic of love, enables humanistic leaders to co-create more effective organizations with organizational members, stakeholders, and the natural world.\u00a0 This seems a daunting task, but we can point to good role models and research findings that are supportive and encouraging.\u00a0 If we take \u201clove\u201d to be a concern with the good of the other, including the fostering of healthy ways of relating and encouraging growth, then we can understand why innovation in organizations might be associated with a logic of love.\u00a0 Organizational members who feel psychologically safe and understand flourishing as the deeper purpose of their organization\u2019s specific products and services may be more committed to the organization, more engaged with their work, more satisfied with their work lives, and more effective in their work.\u00a0 Some organizations are more skillful than others in connecting with higher work motivations and purposes.\u00a0 This can be a competitive advantage in the labor market in which many of today\u2019s workers are seeking much more than a paycheck.<\/p>\n

What exactly is Humanistic Leadership?<\/strong><\/p>\n

It is helpful to distinguish leadership and management functions, with the former being about having a positive influence that might over time expand an organizations goals and aspirations, while the latter is more about efficient attainment of existing goals.\u00a0 The boundary between these ideas are somewhat blurry, but Humanistic Leadership adds content to the meaning of \u201cpositive influence\u201d associated with leadership.\u00a0 As the Humanistic Leadership Academy explains it, Humanistic Leadership involves \u201ca mission to transform [business and] business education to create leaders who honor individual dignity, demonstrate the courage to care for others, and work toward shared wellbeing on a healthy planet\u201d (https:\/\/humanisticleadershipacademy.org\/).\u00a0 In other words, the aim of such leadership is the promotion of deep flourishing for people and planet, with profit and other goals being a byproduct of following this North Star.<\/p>\n

Which institutions are behind this trend?<\/strong><\/p>\n

We can see these principles in many business school courses, but it has perhaps not yet become fully mainstream there or in the business community.\u00a0 There are early adopters, such as Barry Wehmiller, Inc., which has made the creation of a caring culture combined with an effective business model the centerpiece of its growth strategy.\u00a0 The International Humanistic Association is bringing these principles to the business and business school sectors, and the newly established Humanistic Leadership Academy is carry the work forward as well.<\/p>\n

Tell us about the Decalogue of Good Practices promoted by IECO and endorsed by the International Humanistic Management Association (<\/strong>IHMA<\/strong><\/a>). How do these measures differ from the corporate social responsibility already promoted by many organizations?<\/strong><\/p>\n

There is of course much overlap between the Decalogue and CSR principles, but where the latter can seem somewhat reductionistic and less-than-fully inspiring at times, the Decalogue connects very clearly with dignity, flourishing, and meaningful work in a manner that deeply inspiring.\u00a0 CSR can sometimes seem like basic compliance with minimal standards, and in fact critics say that CSR is often a public relations stunt that has not changed anything fundamental about extractive and harmful organizational processes.\u00a0 The Decalogue feels more like an energizing and motivating set of practices that connect with the depths of life and what it means to be fully human, including perhaps even religious and spiritual values and worldviews.\u00a0 We can see the Decalogue as a roadmap for living into a higher calling, for work as a vocation rather than merely a job or career.\u00a0 There are resources across religious and moral traditions that might unite seemingly opposed groups, and again, the logic of love leans us forward.\u00a0 Virtues can be understood as strategies of love aimed at excellence of character and conduct.\u00a0 If we tap into motivations grounded in healthy love.<\/p>\n

Why do you think it is necessary to promote this Humanistic Management in companies?<\/strong><\/p>\n

We can create organizational cultures that truly promote a better world, if we have an appropriate North Star and agreed-upon set of practices that tap into higher human motivations.\u00a0 This may require quite a bit of restructuring within organizations if the flourishing North Star has been clouded by extraction and individually and collectively selfish practices.<\/p>\n

It seems contradictory to talk about a slow or quiet reflection on the humanistic meaning of work in the century of the digital revolution and the culture of impatience and instant gratification. Could you tell us what feedback have you received from the companies and institutions when they listen to these ideas? What are the main challenges faced by organizations?<\/strong><\/p>\n

Speed as you described it is a problem because it can disconnect us from our best possible selves.\u00a0 I mentioned Barry Wehmiller, Inc. above.\u00a0 They have learned that slowing down to listen, celebrate together, and express gratitude for the care that is present their family of organizations is a very effective pathway to greater success.\u00a0 If we lose sight of why we are doing something, we tend to drift towards disengagement.\u00a0 Gallup surveys find that most workers throughout the world are indeed disengaged, with large numbers actively rowing in a direction that is opposite of what organizational leaders desire.\u00a0 Of the 3.3 billion people who want a great job, 3 billion do not have one and 75% are workers are not fully engaged in their work.\u00a0 That is a crisis that leads to massive stress-related health and mental health problems.\u00a0 The contemporary workplace is literally killing people.\u00a0 It is no surprise the heart attacks increase by 20% on Monday mornings.\u00a0 It does not have to be this way, as Barry Wehmiller is demonstrating.\u00a0 In other words, love is practical and it works in the real world.<\/p>\n

What three pieces of advice would you give to the companies that want to implement Humanistic Leadership in their organizational culture? <\/strong><\/p>\n

    \n
  1. Clarify your motivations (This book can help: https:\/\/app.iecoinstitute.org\/resources\/<\/a>),<\/li>\n
  2. Explore what flourishing might mean in your organization and how to start walking in this direction (Florens Collective can help, https:\/\/www.florenscollective.com\/<\/a>),<\/li>\n
  3. Seek out the role models who have already made substantial progress in this direction (e.g., Barry Wehmiller: https:\/\/www.barrywehmiller.com\/<\/a>).<\/li>\n<\/ol>\n

     <\/p>\n","protected":false},"excerpt":{"rendered":"

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