Developing EI and SI at Pwc

8/12/2019 Developing EI and SI at Pwc

1/22

Developing Emotional & SpiritualIntelligence in the Workplace


2/22

Our story...


3/22

Professional services firm

audit/accounting, business advisory

tax & legal

corporate finance

management consulting

HR consulting

business process outsourcing

FY2000 net revenue $19.6 billion

150,000 people

150 countries

PricewaterhouseCoopers


4/22

20 countries - former Comecon + Turkey & Greece

5000 people

Investment region

Central regional team - London

Learning & Development seen as key, strategic

priority

central, regional team - London

country based L&D professionals

total team size = 30

PwC CEE/CIS Region


5/22

Founded 1962

Spiritual & educational community, located northern Scotland

Runs residential workshops - 4,500 people/year

Welcomes additional 10,000 guests/year

Annual income 1.3 million

4 million assets

160 staff and dependants + community of 500 friends andsupporters

Heart of a developing Eco-village

UN recognised NGO, working on "values and "sustainability"

The Findhorn Foundation


6/22

Developed in 1998

Exists to share -

"our experience in embodying the values needed to

build sustainable community, working co-operatively,

and exploring new approaches to leadership"

with the world of business, public and voluntary

sector organisations, and other communities

Findhorn Foundation Consultancy Service


7/22


8/22

Become the breakaway firm

client focus

quality of client relationship the key differentiator

Grow local skills

Act as a boundary-less organisation

Work with whole of the clients system & the

Board/CEO

Be seen by the client as a business partner

Strategy


9/22

Self-less team working

Acting as a community of shared interest

Intense curiosity in clients true, underlying needs

Self-responsibility and choice

Emotional/ spiritual awareness

Implications for our People


10/22

If we are to make progress in managing

learning in organisations we desperately need

contributions from fields which already have a

holistic understanding of people and humansystems. We need to understand much more the

interconnectedness of emotional, physical and

intellectual effort; we need help in seeing

management holistically. Nobody can manage

successfully if they use only part of

themselvesmanaging is a whole person

activity, demanding emotional [and spir i tual]

maturity at least as much as cerebral

competence..relationships are at the heartof managing and at the heart of relationship is

the key proposition of self-awareness

(David Casey, Managing Learning inOrganisations)


11/22

Developing the ability to respond from the heart

Developing the right brain

Developing emotional intelligence

Developing spiritual intelligence

Through this we build more effective teams and

develop a sense of community in the workplace.

Focus of FFCS work


12/22

"My ability to recognise the situation I am in;

to read what you are feeling; be sensitive to

that; and to adapt and behave accordingly

(After Daniel Goleman)

Emotional Intelligence is also -The ability to observe, and not be lost in, my

emotions

Emotional intelligence (EQ)


13/22

Anyone can become angry - that is easy. But

to be angry with the right person, to the rightdegree, at the right time, for the right purpose,

and in the right way - this is not easy

(The Nicomachean Ethics)

Or as Aristotle put it


14/22

The intelligence that chooses not to adapt

The intelligence that leads to meaning, vision,

values, purpose

Transformative and creative intelligence

(Danah Zohar)

Spiritual intelligence (SQ)


15/22

Disorientation - through games, dance, unusual

exercises & unfamiliar responses

Focussing on building effective teams and groups

through:

Clearing blocks to authenticity (what don't I dare to feelor say?)

Addressing underlying issues (what is primary? What is

secondary?) Increasing self-awareness (What am I feeling right

now? How am I coming across?) Skills training (e.g. conflict facilitation, decision-making,

leadership, change management) Liberating creativity and inspiration (How much of

myself can I bring to work? 10%? 40%? 80%? 100%?

How do we do the work?


16/22

The point is that we eventually come to the

realisation that it is injur ious to the soul to

remove portions of our l i fe from exploration,

as if , at work, certain parts of exper ience

suddenly l ie out of bounds. We simply spend

too much time and have too much psychic andemotional energy invested in the workplace for

us to declare it a spir i tual desert beref t of l i fe-

giving water.

David Whyte The Heart Aroused - Poetry and the

Preservation of the Soul in Corporate America


17/22

PwCs Experience


18/22

A region-wide, multi-national community of

change resources

greater sense of engagement & presence

more personal power & authenticity

greater focus on the (internal) client

greater sense of identity and self-worth

Modelling the change process before taking it to the

client

Trickle-down into to the wider organisation

What PwC has achieved so far...


19/22

More emotionally and spiritually intelligent people

will be -

Able to create more meaningful work, and workingenvironments, for themselves and others

More able to respond to the needs of the moment and,therefore, be more effective

More aware of their responsibility to themselves, theircolleagues and the planet

Able to live more meaningful and fulfilling lives

Why does FFCS do this work?


20/22

Development of core group of change agents

End of year workshop/conference to involve

clients

Supervision & mentoring

Further involvement in wider organisation

Future Plans for our Partnership


21/22

The business of the future will need to be:

Economically viable

Environmentally sound

Socially responsible

Spiritually intelligent

Quadruple Bottom Line


22/22

PricewaterhouseCoopers

&

F indhorn Foundation

Consultancy Service

Together we can feel the

difference.

Developing EI and SI at Pwc

Documents

Transcript of Developing EI and SI at Pwc