Jesuit University Business Education Impact on Globalization

AuthorDr. Roger A. Desmarais

14th Annual World ForumColleagues in Jesuit Business Education

International Association of Jesuit Business SchoolsBusiness and Education in an Era of Globalization:

The Jesuit PositionJuly 20-23, 2008

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It is an honor to represent Santa Clara University at this 14th Annual World Forum bringing together the International Association of Jesuit Business Schools and the Colleagues of Jesuit Business Education - hosted by Fordham University.

I am thrilled by the search for excellence inherent in the Forum’s Goal of exploring Globalization’s impact on Jesuit Business Education. I am even more thrilled by the explicit exploration of the powerful impact of Jesuit Business Education on Globalization - and the combined Jesuit Business School and Globalization influence of both on the leadership of global organizations impacting the world.

I intend to speak to:

An understanding of Globalization,The impact of multinational organizations bringing about change,Emotionally and Spiritually intelligent leaders needed for that globalizing evolution, Jesuit Business Schools have the perfect educational opportunity, institutional structure, and geographical positioning to impact future leaders powerfully Jesuit Universities

have a history of educating the leaders of the worldJesuit Universities have the perfect opportunity to impact Globalization

BRIEF BIO OF SPEAKER

I speak to the subject from the position that my history includes 20 years as a Jesuit in the Oregon Province and some 37 years managing my own behavioral consulting firm that has provided leadership development processes, programs of organizational, cultural, behavioral, and managerial change programs to major corporations, from the Board Room to the Union Halls, nationally and internationally.

As a Jesuit, I created and managed a graduate program at Seattle University - Seattle University’s Master of Religious Education (SUMORE) - that will celebrate its 40th anniversary in 2009. The focus in 1969 was to liberate those involved in religious education from the hard rubrics of theology and dogma and to embrace with more balance, their humanity in the spiritual and emotional intelligent areas of living.

I carried that same philosophy into my consulting company: by endeavoring to free executives from the hard rubric of command and control in order to become more collegial and more emotionally and spiritually integrated in their leadership. As a result of teaching courses in spirituality for business leaders, I have re-written the “Spiritual Exercises of Ignatius” to a focused “Spiritual Exercises of Leadership”. Over the years, my on-going adaptation of the process of the Spiritual Exercises to leadership training was called many things: teambuilding, talent management, succession planning, executive coaching, executive retreats, off-site work sessions, etc. Regardless the dynamics were the same: First Week: look at dysfunctions; Second Week: look at alternate ways of leading; Third Week: Death and Resurrection - let the old patterns die and reconfirm new competencies; Fourth Week: Contemplatio Ad Amorem - go out and lead!

I have seen the integrated process of Intellectual Intelligence, Emotional Intelligence, and Spiritual Intelligence find root in the business world and witnessed the need for such leadership development being articulated more and more by corporate executives. I have also experienced that same voice being raised by middle managers not only in MBA programs but also from both their organizational positions and from their managing experience - all demanding more than technical skill sets and intellectually intelligent knowledge.

I have been defining and implementing the various elements of EQ for some twenty-five years. At that time when there was great discussion around IQ tests, I heard Dr. Baron and his colleagues ask the question: “Why is it that some people with high IQs fail while others with modest IQs succeed?” The evolving answer has been Social and Emotional Intelligence - the skill to be interpersonally sensitive and talented. We implemented programs around EQ at harsh and hard places such as Three Mile Island. (We were asked by the Chairman of

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the Board to integrate the international teams responsible for the cleanup.) EQ allowed the program to work - even under international scrutiny and compounding duress and pressures.

On the other hand, the impact of corporate malfeasance in such companies as Enron and others has also surfaced the need for values and virtues in the work place. This process had been evolving and growing but the media and public outrage have sparked a renewed interest in, and demand for, a Spiritual Intelligence - a spirituality of ethics that transcends religions and touches all those who would be leaders.

OPPORTUNITY

That is why this Forum is such a most timely and wonderful opportunity to explore Jesuit Business School Impact on Organizations whose leaders - Jesuit trained and influenced - will integrate and influence the globalization process with a code of ethics based on spiritual values and virtues expected and required of leadership in the world. The Jesuit business Schools will provide an environment and encouragement to implement Spiritual Intelligence as part of the fabric of the scholarship and commitment associated with a Jesuit Degree in Business.

GENERIC THEMES OF GLOBALIZATION:

In order to situate Jesuit Business Schools in the Global Economy, it is important to take a quick look at the movement of Globalization. A synthesis of that awareness will suffice here. Globalization, as the current literature indicates is:

Blurring the lines of national boundaries through organizational and multinationalCorporation identification

Increasing information transfer creating instantaneous presence to knowledgeIncreasing trade, travel and educational opportunities - exponentiallyIncreasing and intensifying a global consciousness of being one worldIncreasing globalized family systems creating global interconnectivity

Increasing currency exchanges in billions of dollars through instant arbitrage – creating an Economic integration of the world market by technologyIncreasing trans-boundary issues requiring multi-national solutions for concern such as drug traffic and terrorism

Creating a global village of common fate, responsibility and opportunity

Some of that same literature also identifies the downside of Globalization as Organizations begin to define and implement the processes of economic Globalization. Globalization can create:

Insensitivity to human suffering;A traumatic time of great political and religious and economic change;Expansion of the distance between the rich and poor nations and their peoples;Creating a greater separated world with more lost societies: global apartheid;An erosion of the ability of ‘governance’ to protect and provide for communal societal needs;Potential threat to the economic welfare and opportunities of nations, large and

small;

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Current political processes and institutions cannot manage the socio/economic issues

WHAT THEN IS GLOBALIZATION?

Globalization speaks to the expanding scale, growing magnitude, speeding up and deepening impact of trans-continental flows and patterns of social interaction. Distant communities are linked and power relations stretch across the world. Such an awareness of growing interconnectedness creates new animosities and conflicts, and fuels reactionary politics and deep-seated fears around religious issues. A substantial portion of the world is excluded from the benefits of globalization which becomes divisive and contested.

Globalization must, but does not, speak to the need for an emergence of a new harmonious world society or to a universal process of global integration in which there is a growing convergence of cultures and civilizations.

There seems to be no commonly held definition of globalization, nor a comprehensive conceptual framework that would allow political or religious decision makers to consider possible implications of globalization for world safety. However, it is clear that global organizations are able to reach around the world farther, faster, deeper and cheaper than ever before.

There are significant questions by humanity of Globalization such as: how do we humanize and spiritualize globalization and make it serve our habitat and humanity? Where do we begin to bring about an ethical and just world order with an economy that serves people? How work with globalization and its potential for inhuman and cruel consequences? How create the rules appropriate for the new global world and change the old rules and the old cast of characters and institutions that created the narrowness of vision we struggle with today? Where will the world find new voices to address the trans-border issues of poverty, illness, global security, crime, terrorism, financial stability, secure health, and ecological degradation? How maximize the organizational presence and structure of Globalized Corporations for global health?

The answers to these questions indicate that globalization is a most important debate in the education of the world today for the future. The debate needs a resource of great sophistication and wisdom, calling upon rich intellectual and spiritual traditions to re-visit the issues of human life and the global ethical principles of that common life so as to position wisdom and experience effectively and humanly in this debate relative to the direction and evolution of globalization and the future of the world.

GLOBALIZATION AT GROUND ZERO:

There are issues at ground zero relative to the debate about Globalization”

Globalization divides as much as it unites. In the short run there are both winners and losers. Losers can experience the loss of security about the most basic human needs, undergo identity dislocations, suffer humiliation and lost of dignity, face uncompensated mass resettlement to make way for a new dam, or find their job suddenly and irretrievably outsourced.

Globalization has a compounding effect of producing both differentiation and homogenization in its universalizing trend. Globalization will most likely create resistance of more nationalistic and ethnic groups. Repressive suppression by those in control will spring up.

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Our society is increasingly interconnected and interdependent. We are all affected by the repercussions of weapons of mass destruction, modified crops, terrorism, global crime, climate changes, new diseases, loss of forests, water pollution, and depletion of fishing stock in the global commons of the ocean - a theme of ‘predatory globalization’.

On the other hand, Globalization presents immense opportunities:

The vision of a global commons,A shared sense of interconnected human beings, Promises of improved economics and health stimulate us to rethink the process of the evolution

in our world.

Given the pros and cons, the plusses and minuses, there is a growing and present need for some solution of global integration. There are those who would contain the initial harmful effects of globalization through a six-fold strategy:

Contain negative globalizationMitigate anarchic responses to globalizationPromote new forms of global governance and functional regulating regimesExpand civil society input and access to inter-governmental organizationsLink globalization to the various national and governmental processWork for codes of ethics for multinational corporations.

LEADERSHIP OF THE 21ST CENTURY

However, the questions remain for Globalization and Education: who are the leaders in the 21st century who will implement the above suggestions and re-create this expanding world into an interconnected global community? Where will these leaders find their intellectual, emotional and spiritual courage to create that better world? And even more basic question would be who will create those leaders of the future with enough Intellectual, Emotional and Spiritual intelligence to combine and integrate the people of the world at their most fundamental level?

All of us here at this Conference believe in the power and value of Jesuit Business School processes and programs. We believe in the Jesuit mission and vision to influence and impact the world.

FUTURE OF JESUIT BUSINESS EDUCATION INFLUENCING GLOBALIZATION

To continue the dialogue concerning the place of Jesuit Education in the Global Economy, another context is required in which to set the discussion. Catholic Social Theory has provided a direction and an insight into the beginning of a long-term solution to influencing globalization. Rev. John Coleman, S.J., in his book “Globalization and Catholic Social Thought - Present Crisis, Future Hope” brings together the major concepts and ideas germane to this discussion of the future of Jesuit Business Education influencing Globalization.

Rerum Novarum in 1891- and all subsequent Papal Bulls, Papal Social Encyclicals, Episcopal Documents and Pronouncements down through the ages - have focused on social concerns such as employment, inflation, Third-World development and debt, the death penalty, a just war, the environment, the economy, civil society, the state, work, the family, the labor movement, and other reflections on what it means to be a truly authentic human being. Catholic Social Doctrine can be narrowed to a few principles:

Human dignity

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Social Nature of the Human BeingThe Common Good - Humanity SolidarityJustice for poor and richAn Integral Humanism

All of these core ethical elements and spiritual realities need to address current issues of an integral globalization. While it is not clear sometimes how easily these core ethical elements and spiritual realities fit with the globalization process, it is clear that Spiritual Leaders, Catholic or not, must focus on issues of the person and society, government, economics, and culture. It is also clear that Catholic Social Theory must begin (but is not yet prepared) to address the new realities of globalization. Ethical principles need to be refined, develop new contours, and be reformulated when they are applied to real-life cases of the global kind. Discernment must expand and nuance principles of human behavior in the 21st century and should not just apply them. Careful correlation of these principles to the new realities of globalization is a task still to be undertaken. The connection must be made between principles, moralities, and the realities of new instruments of economic strategies that are required, expanded and implemented by globalized organizations.

There is no solid document clarifying these major issues of globalization – at least none that address the globalization phenomenon as a massive social process of integration, requiring reflection by all and focused on a new way of being in the world together. Catholic Social Theory notes failures of the implementation but provides no systematic thought or process given to global governance concerns. There is a great need to translate Catholic discourse on globalization more fully into effective global action networks that motivate and supply a just-ecology of spirituality for all those who would lead.

A quick solid look at the phenomenon of the multinational corporations is needed in the context of Globalization

NOTES FROM SYMPOSIUM ON GLOBALIZATION

I had the good fortune to be present at a Human Relations Symposium at the Santa Clara Convention Center in California on May 14 at which the speakers and panelists spoke to “Globalization - Today’s New Reality”.

PANELIST SPEAKERS WERE:Dave Pace - former EVP HR of StarbucksBill McGowan - EVP HR Sun MicrosystemsDoug McDonald - EVP HR SunPower CorporationEdward Sweeney - VP HR National SemiconductorJeannette Liebmann - VP HR Applied MaterialsSpencer Clark Moderator and - Chief Learning Officer - Cadence Design Systems

Their united message was that Secular Institutions are dealing with values and norms in a globalization process that is creating a more integrated way of doing business across the world. They are implementing a ‘value-virtue based process’ that creates their ‘non-negotiable’ values and virtues which in turn become lines in the sand they will not cross – norms and values which they expect people in the company regardless of geography to honor if they are to work in that company. Those are the values and virtues by which peoples in that company in any part of the world will live their lives, personally and professionally.

Corporations are not trying to change the cultures and norms, policies and beliefs of other countries into becoming more American, or English, or German, or French. Rather they are beginning to define a universal and global code of ethics by which all people can live and work together - and they are doing it one company at a time. They are sensitive to local issues - and merely state that people who work in Company XYZ will act this way. They are noticing that those ‘company values’ are gradually becoming the values of the local citizens.

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The other issue is this: how are these companies going to design, internalize or instill those ‘non-negotiable’ values in their own people who live throughout the world?

The concern is that many companies - Enron comes to mind - do not have their spiritual house in order yet. The point in this Globalization discussion is not to white-wash what is malfeasance - but rather to have all companies look at themselves and begin to live their own norms and values, virtues and ideals even as they march globally. Organizations need leaders who will guarantee, as much as is possible, that the common good of the company and associated companies wherever they are in the world, are motivated by IQ, EQ and SQ.

Leaders within these organizations must make such value-based decisions based on their value based realities, their spiritual moralities and ethics, their organization’s norms and values, and good business requirements - all at the same time. Again, the question is: where do these people find their moral convictions and courage to make those ‘non-negotiable’ statements?

HOW DO GLOBALISTS SEE GLOBALIZATION AS A UNIIFYING FORCE?

Literature on globalization reflects, and the speakers discussed, issues concerning the meaning and impact of Globalization - ready or not.

Globalization creates a crazy-quilt of international journeys for products: Nokia’s hand held device was conceived in Switzerland, developed in London, constructed in San Jose, and manufactured in Switzerland. Boeing’s Dream Liner was conceived in Seattle but 67% was manufactured, constructed, and assembled outside the US.

Globalization creates a crazy-quilt of various methods and opportunities by which people around the world can work together more effectively across organizational lines and cultural differences.

Globalization creates a crazy-quilt of people around the globe working together more openly and effectively through corporate global organizations that create powerful influences around the world. Members of the global family will experience influences from various parts of the world - just as the products are created by a global set of hands. The Panelists stated that people around the world are being influenced more globally through Global Corporation influence.

In terms of global talent management, search firms hunt the world over for international leadership experience and companies are going outside their nationality for leadership. Global Corporations are going to where the talent is - and that talent is responding to the globalization process. Some examples:

Seimans, a German company is searching for non-German key leaders. The CEO feels the limitation of

the home culture - a culture that needs international leadership experience.

Tasman created an international management team including all nationalities in order to cover all the bases, cultural, political, spiritual, ethnic, and race;

Pepsico, in business for 115 years with a hard case American product, is now run by an Indian Woman - global environment needs global leadership

Applied Materials has 15k people in the work force with half outside the US. The company selects its leadership from around the world but uses local companies because AM has no infrastructure abroad;

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Semi- Conductor has 75% of its workforce outside US. The work is labor intensive and they intend to save costs. Leadership has to be flexible and sensitive to local norms and values yet hold the line for corporate virtues and values as well;

SunPower’s search - with 33k employees world wide - is for best talent not low cost. Labor cost advantages evaporate in a few years because bonuses and competitive salaries from competition level the playing field. There are some places leadership will not enter because of ethical and spiritual standards.

ETC.

As these companies and their competitors move around the world, the world is being influenced and impacted, for good or ill, by their value systems. The panelists spoke to the need to have talented and ‘spiritual’ people in the organizations who will create those non-negotiable values and virtues that incorporate the company’s mission and vision, which moves beyond the accumulation of wealth, which, hopefully, can begin to transcend the weaknesses of human nature

SO?

The questions are these: Who are the people who will have the courage to make those decisions in spite of some financial short comings in the short haul? Who will teach these leaders the merit of truth and virtue as they need to be translated into a globalization process that is changing the world? How is that world evolution going to be directed? - by whom? can we trust them?

JESUIT GLOBAL: A BRAND NAME

Corporate values are what organizations stand for. The panelists and current literature on the subject asserted that Corporations will educate the world, directly and indirectly through the values they proclaim. They see Organizations as vehicles of change and change catalysts around the world. Leadership is about value consistency lived by leaders. Organizations require adherence to their company policies and still take into consideration with sensitivity the local norms and values that may initially conflict with the corporation’s values and virtues. The point is that organizations can demand adherence to their policies and values by the people who work in those companies in those locales. Those values begin to change local norms gradually - over time.

The point to be made here is this: who makes those non-negotiable rules and policies, values and virtues? Where comes the courage to take a virtuous stand or moral stand or personal stand when money can be made by turning the perspective the other way? Who will be the leaders who will frame the global code of a Constitution of Ethics that global organizations can adhere to and still be in competition on a level field?

The answer from the representatives of those organizations is that they want leaders who are intellectually, spiritually, and emotionally intelligent for they are the ones who will lead in the globalization of the human species at the core - not at the periphery.

Dave Pace and his Starbucks team asked the Chinese government what Starbucks could do for them. “Train Teachers” was the answer. Starbucks invested $1 million to be part of China’s growth. It is too easy to say that it was just good business, when in fact it was the integration of values and good business that forged the

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appropriate response. The goal was not just the accumulation of wealth. It was a win-win for all for it supported humanity in the short and long run.

Organizations are establishing principles that are non-negotiable. Some organizations tolerate no compromise. They intend to help new people coming into the business to practice ‘getting’ those principles, and then holding people accountable. Starbucks wanted to be the best place to work. Leadership said: “Check out what does ‘being the best place to work’ means in China, in Mexico, etc. Leaders asked the leaders on site: “You are there - What’s the answer?” That intentionality became the organization’s direction. They listened to the people. They “Went in their door and come out their own’” – a good Ignatian guidance and advice. Would we call that manipulation today? Was it manipulation then? Or was it international sensitivity at the core? I propose the consideration of a five hundred year old company and its heroic leadership of value and virtue to the world.

JESUIT GLOBAL - A MULTINATIONAL CORPORATION

The Jesuit University Organization is preeminently qualified to turn theory into action as it has done for 450 years. It has the infrastructure through its global universities to be present in a most meaningful way not on the edges but in the center of the globalization dialogue. Jesuits are known for their missionary spirit and the frontier of globalization is a new world requiring new thought and discussion similar to the world of Ignatius of Loyola in 1540. Jesuit Alumni now inhabit powerful positions in major corporations that either are or will be going global. Future Jesuit Alumni of Jesuit Global Business Schools will also populate those organizations that will be on the cutting edge of the creation of a brand new world through business acumen and spiritual values of integration.

It is clear that religions and politics have not - and will not - integrate the world.

It also seems to be eminently clear that current organizational leadership may or may not be capable of integrating the world given the pros and cons of being a manager in this new world of globalization, a new world needing more finely tuned tools than those that have led us to this brink of potential global disaster.

GLOBALIZED LEADERSHIP

There are more than 10 million matches on the internet for “Leadership” as well as thousands of books in libraries on “Leadership”. There are 7 Miracles, 12 Simple Secrets, 13 Fatal Errors, 14 Powerful Techniques, 21 irrefutable Laws, 30 Truths, 101 Biggest Mistakes, and more than 1001 Ways to lead.

These all lead to the startling statistic that half of all decisions are wrong in Corporate America.

I have watched, experimented with, and evaluated most of the management theories and fads that have come down the road over my last 37 years in consulting and found that each had just enough ‘little truth’ to be worthy of another look. The problem with them all was that they did not help translate the little theory into a large engagement of people with people - at the heart level, not just the mind. All the Truths and Errors noted above will be replicated globally until and unless there is a metanoia of the soul of global leadership that needs deep drilling beneath the shell of theory.

There is a great book out by Chris Lowney, called “Heroic Leadership” He writes of the Company of Jesus, a 500 year old Company that began with ten men, no product, no corporation, no venture capital, no company name, no experience, no business plan, and no money.

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Chris points out that the Jesuit Order was founded on four Pillars of Leadership:#1 Understand Yourself - Cultivate Self Awareness;#2 Innovate and Adapt - Develop Ingenuity in the environment;#3 Love Others - Love for all is the foundation for all;#4 Energize Through Ambition- Create a very high ideal of Heroism.

I would like to draw a parallel between the training Ignatius designed for his recruits and the language of the business training of today using modern language to convey the idea. Thus, Jesuit Leadership Training was comprised of 30 sessions of Executive Coaching at least twice in one’s career. This training included an eight-day Executive Retreat once a Year. Continuing Executive Coaching by one’s mentor throughout that career was the norm. Perhaps one of the most stellar activities required of all the leaders was that they conduct variations of such executive retreats for their personnel. It was in the living and giving of such retreats that leaders and personnel integrated and supported living the truths of the organization.

Heroic leadership then was not the flavor of the month. Generation after generation. Leaders taught the recruits about:

#1 HEROISM - which encouraged recruits to aim high and kept them relentlessly pointed toward something more, something greater;#2 SELF-AWARENESS that roots and nourishes the other leadership virtues and which

is the cornerstone of development;#3 LOVE that prepares purpose and passion for ingenuity and heroism;#4 INGENUITY prepared young leaders not just to think out side the box but to live

outside the box.

In those first ten years this Company of Jesus had become the most influential company of its time. In one generation it had expanded to four continents with 30 profit centers in Europe, China, Japan, India, Tibet, Egypt, Asia, Africa, and the Americas. In 200 Years it had created 700 profit centers on five continents. In 2004 it counted 38 thousand professionals.

By comparison in 2000 only 16 of the 100 largest American companies could even begin to celebrate one centennial. In 2008, this global “Company of Jesus” will celebrate five centuries of Heroic Leadership. Thank you Chris for the great synthesis of the Company of Jesus.

There is a reason for a quick review of Jesuit History. The parallel is rather clear and points to ‘Globalizing Jesuit Global”. This is a good time for this ‘Jesuit Global’ to resurrect and impact the world as did its founding Fathers. The Jesuit University Infrastructure as a global Institution is the perfect vehicle by which to educate and implement spirituality globally as the driving force to create a Global Leadership Paradigm that will transcend (though include) the mechanics of management. This global educational force should – and can - bring into global play the Emotional and Spiritual Intelligences that will distinguish Jesuit MBA Programs in Business and Management and Leadership – and separate them from other programs. Jesuit Business Degrees will separate and distinguish Jesuit Global Leadership Training through the Heroic Leadership of Jesuit Business Schools, through Deans and Faculty members of Jesuit Universities - Jesuit and laity alike.

GLOBALIZED WORLD OF IGNATIUS

In the time of Ignatius the world was just beginning to be known as global with a small ‘g’. Key institutions and agencies, factors and individuals began to explore the world. Today’s world has much in common with the blossoming of that new world some five hundred years ago. It has as much promise of the ‘new frontier’ as

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ever the world had. In the book of “The Spiritual Exercises of St. Ignatius”, athe following global events were taking place:

1491 IGNATIUS IS BORN1492 COLUMBUS DISCOVERS THE NEW WORLD

1498 VASCO DE GAMA DISCOVERS THE ROUTE TO INDIA1499 AMERIGO VESPUCCI EXPLORES SOUTH AMERICA

HENRY VIII BECOMES KING OF ENGLAND1514 EUROPEAN SHIPS REACH CHINA1519 HERNANDO CORTEZ CONQUERS MEXICO1519 FERDINAND MAGELLAN CIRCUMNAVIGATES THE GLOBE1520 LUTHER IS EXCOMMUNICATED1520 IGNATIUS IS CONVERTED1532 JOHN CALVIN LEADS PROTESTANT REFORMATION IN FRANCE1535 SIR THOMAS MOORE IS EXECUTED1538 IGNATIUS IS ORDAINED1539 DE SOTO EXPLORS FLORIDA;

A MAP OF THE WORLD IS DRAWN1540 FRANCIS XAVIER LEAVES FOR INDIA1543 THE SPANISH INQUISITION1545 COUNCIL OF TRENT1556 IGNATIUS DIES - JESUITS: 1000 MEMBERS IN 76 HOUSES IN 12

PROVINCES INCLUDING BRAZIL, JAPAN, AND INDIA; 33 COLLEGES WITH 6 MORE APPROVED; 1645 372 COLLEGES SHARING COMMON CURRICULUM,1710 612 COLLEGES WITH OVER 100 SEMINARIES

JESUIT MISSIONARIES WERE WORKING IN EVERY PART OF THE WORLD - “TO THE GREATER GLORY OF GOD”.

GLOBALIZED CORPORATE EDUCATION

In this age and time, Jesuit Universities are everywhere. Jesuit Alumni are everywhere in the business world, they hold positions of power, and they provide guidance and direction to their secular organizations. Jesuit Business Alumni are now even better positioned to implement the policies and non-negotiable values and virtues because of their Jesuit Business Degrees that speak to spirituality. Given the need to integrate the world, this is a wonderful opportunity to contact Jesuit alumni the world over, not to ask for money but to offer an opportunity to be part of ‘Jesuit Globalization’.

Jesuit Alumni are bringing their educational virtues to business; Jesuit Business School Alumni are bringing their educational and spiritual influence to Corporate Leadership. Jesuit Alumni provide a grand historical base upon which to build a leadership workforce of immense influence ‘Now’. The Jesuit University Infrastructure is a powerful base upon which to build a specialized leadership focus in the future. That opportunity should not flounder at this time on the question of ‘how’. That will come.

Jesuit Business Schools will provide a difference because the focus will be on the brand “Jesuit Global” and become the visionary difference between Jesuit Business Schools and other B-Schools. Given the same basic curriculum, the Jesuit Brand of Business will distinguish ‘Jesuit’ from the pack. Jesuit Business Programs will intentionally integrate spirituality as core and its translation into each course (finance, marketing, etc.) so that each graduate will hold spirituality and ethical conduct as highly as secular intelligence and its content. Spiritual Intelligence, as a critical difference between Jesuit and ‘Other” Business Programs, should be clear and valuable.

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JESUIT ALUMNI

Wherever I work in Corporate America, people speak highly of their Jesuit education and its impact. They either were taught by Jesuits, or knew Jesuits, or know of people who were influenced by Jesuits. People everywhere tend to respond to the Jesuit Mystique. That power could be focused and integrated. Jesuit alumni love to revisit their Alma Mater for sporting or other special events. Everyone I have known who has had a Jesuit education, is extremely proud of their Jesuit educational heritage. Jesuit Retreat Houses need to help recreate the world of leadership.

Now is the perfect time to maximize that connection by reconnecting with those who have experienced and who support Jesuit education. Now is the time to maximize and educate those who are about to experience and be exposed to Jesuit Business School Education!

It would seem that if that recognition and affection, that educational direction and enhanced knowledge and wisdom, those hundreds of thousands of years of accumulated leadership experience by Jesuit University Graduates who are now in influential leadership positions throughout the world could be maximized, then I believe in what Teilhard de Chardin wrote will come true:

“Someday, when men have conquered the winds, the waves, the tides and gravity, they can begin to hardness for God the energies of love, then for the second time in the history of the world, Mankind will have discovered fire”.

THEREFORE:

As I look at the global impact by Global Organizations, and the individuals motivating those Global Corporations, I am moved not by their technical excellence (and take that, in their specialties, as a given), but by their ability to blur the lines of divisiveness and integrate those nationalities and cultures that, through political bias and feelings of supremacy (or inferiority), are isolated and disengaged. That process and the leaders implementing that sequence have already begun to integrate nations through corporations and the people within them. That was also the message from the International Consortium of Globalization.

That process is currently being driven by a tenacious interest in the generation of wealth. This demands an understanding of international culture and economics that in turn allows for the integration and engagement of people who, ultimately, will contribute to a radically changing world. That current and future world requires equally tenacious leaders who can balance both the generation of wealth and the development of spirituality in that global business world of commerce.

That kind of skill is more than technique. It demands a sense of compassion and understanding that allows integration and engagement of peoples who, ultimately, will make the difference in the world through their business leadership. There is a growing voice in business communities and academia that is beginning to articulate more clearly the need for intelligences that are Intellectual, Emotional, and Spiritual - intelligences that allow leaders to transcend the monetary success focus in order to raise followers and leaders and organizations to a higher level of awareness and consciousness.

Spirituality is not an addendum to leadership. Leadership as ‘vocation’ falls within the larger context of spirituality. Leaders should be marinated in the powerful ‘juice’ of spirituality.

LEADERSHIP AS VOCATION

Spirituality transcends religions and allows individuals to dialogue about values and virtues without the

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interference of proclaiming or proselytizing or defending religious beliefs around dogmas and theologies. However, beneath all the traditions, flows the central theme of ‘vocation’ and ‘calling’ – a distinction given to leaders, those chosen to lead. Such a calling is called ‘vocation’ in religious traditions and as such, a leadership vocation has a spiritual foundation. It is not difficult to extrapolate such foundational belief into the realization that leadership is ultimately the process of globalization and integration of all the peoples of the earth.

In our modern world, leadership as a spiritual vocation requires an understanding of what ‘spirituality’ means in the business world as well as an understanding of how to implement and integrate that spirituality in the business world. Leaders need guidance into the world of Applied Spirituality. Secular universities approach spirituality from the ethical point of view with emphasis on the legal issues. Agnostics and Atheists support a value system that intends to make the world a better place for all mankind. All religions profess that same desire and hope.

There are many, many more articles and books being written and published on Spirituality and Spiritual Intelligence whose titles run from “Buddha in the Boardroom” to “Managing with Soul”, from “Bringing your Soul to Work” to “A Spiritual Audit of Corporate America. Books on Emotional Intelligence range from “Emotional Intelligence” to “Executive EQ”, from “The Quick Book on Emotional Intelligence” to “The Dark Emotions”.

I believe that the ability to help student/leaders experience personal satisfaction within but beyond the satisfaction of the generation of wealth is the cutting edge of distinctiveness and the appropriate distance from the regular mix of 'students' whose MBA programs try to out-technique their competitors. The distinction of turning out citizens and leaders for the world who not only understand that world (Intellectual Intelligence), but who also understand the people within that world (Emotional Intelligence). Ultimately, these are the leaders who are motivated to raise their standards so as to 'lead' in a non-conventional way that touches values, norms and virtues that people of the world nurture (Spiritual Intelligence). That distinction is the cutting edge of difference and separation of ‘Jesuit Global’ from the competition.

Educational distinction within the vast global educational field will belong to those who can see beyond the particular and provincial expertise, which currently limits the potential. I am talking of a Global Jesuit curriculum inspired and fired by the global legacy and universal process of Jesuit Education as evolved - and evolving - from St. Ignatius of Loyola. Those who integrate such teachings will stimulate holistic students who will in turn emerge as leaders cut from that same leadership bolt of insight and transcendence. History presents to us integrated and charismatic leaders, whom we honor and revere, and desire to emulate in our own lives. Ignatius of Loyola comes to mind.

My first thoughts about “Jesuit Global” are about 'separation and discrimination', ‘detachment from, and indifference to’, the other “B” Schools. The goal of distinction would not be to just out-replicate the secular teachings from other B-Schools but to create and identify with a brand name that includes the secular but also is significantly different and outstanding - and "Jesuit Global" comes to mind for me.

WHAT IS “BRAND” FOR JESUIT LEADERS AND EDUCATORS?

It is important to maximize and make use of the fact that

(1) The Jesuits have a Global University Institution whose infrastructure is in place; that(2) The current, new, and future generations of leaders have cut their teeth on the internet; (3) On-line teaching is in their future - there is precedence but not with the global firepower

of the Jesuit name and omni-present institutions.

These future leaders can do their 'on-ground' work in their local Jesuit Institutions, and do their on-line affiliation through the Jesuit Global Internet connection to any “destination” or all Jesuit Universities for international specialties.

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Jesuit Global will do what the Catholic Church - and other churches - cannot do as long as it (and they) are not inclusive enough to involve spiritual and ecumenical dialogue with professors and spiritual leaders from all the various religious traditions which all have spirituality at their core. The Pope’s recent refusal of a request by the Dalai Lama for a Papal Visit is being broadcast and experienced as a serious lack in ecumenical sensitivity. Jesuit Universities are in position to begin to heal those religious wounds by transcending the religion and plunging into the spiritual realm of interconnectivity.

‘Jesuit Global’ will be able to do with its infrastructure what global organizations are doing - taking the place of a decaying power in the political field, which aims to control by firepower. Firepower separates through ‘war’ whereas the Jesuit MBA Education’s Spiritual-Power’ integrates through ‘peaceful organizational presence’. Jesuit Global will integrate through heart-mind-spirit power - that influential power that integrates through peace and understanding. The parallel processes between Jesuit Global and Global Organizations could be the new paradigm for the partnering-future of business schools and organizations. Jesuit Global Universities would continue to feed into global organizations graduates prepared, eventually, to take their place as leaders but now with more intentional influence from the inside out through Jesuit influenced leadership training and education along the lines of Emotional and Spiritual Intelligence – in support of Intellectual Intelligence.

I also believe that the way to distance Jesuit Global from other B-Schools is not just through replicating key business requirements (statistics, strategic planning, financial issues, metrics, etc.) but in an expanded specialized focus on emerging powerful integrated thought and behavior as found in Emotional and Spiritual intelligence.

Also, because of my varied particular experiences with the Spiritual Exercises of Leadership in the hard-nosed consulting world, I believe a significant way to distance Jesuit Global from other B-Schools and maximize the name "Jesuit' in order to create a Brand Name for Jesuit Global and International Business Education, is that Jesuit Global must overtly emphasize a spiritual focus that integrates and evolves through the educational process. This spiritual core requires more intentionality to purpose and practice and must be seen as one of the deliverables and educational goals in each course in the MBA program. The connection between spiritual and implementation has to be made clearly and with insight into the practice. A core theme of integrated courses would do what Ignatius did when he began to gather recruits around him to train them to go forth 'into the world but not of the world' - through the Spiritual Exercises of ‘Leadership’.

Current leadership and leaders who wish to do the right thing do not seem to be confused about understanding the dogmas of their religion. Rather, they are confused about how to implement those concepts into practice. The need and process to instill spirituality as an operative “intelligence” in leaders’ lives is a process that includes but transcends Intellectual Intelligence. In this way, Intellectual Intelligence is supported by the Global Mega-Competencies of Emotional and Spiritual Intelligence. Spiritual Intelligence breaks down barriers of religious separation, and Emotional Intelligence breaks down barriers of cultural differences.

Each core in the MBA Program should have explicit commitment to, and implementation of, the core values of spirituality as expressed through the vocation of the leader in a global environment. A core course on “Spirituality for the Business Leader”, for instance, would be expanded and integrated in and through all courses in the MBA Program.

Global Jesuit B-School Graduates would be bringing back to the Organizations of the world, those emotional and spiritual intelligence skills and sensitivities that were bred out of the MBAs in the 1980s and 90s through metrics. That limited and diminished vision tore the heart and soul out of organizational growth and development. Most classes in ethics do not get to the heart of the core spirituality needed in leaders who must discern 'right living' in their strategic decision-making. Case studies tend to focus more on Intellectual Intelligence of what would be morally and/or legally right or wrong but do not emphasize or integrate the basic spiritual foundations on which right behavior can be established. Case studies and the intellectual understanding

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of morality may create insight and understanding but commitment to what is right when ‘right living’ goes south and ethics lacks the moral compass to point true north.

Again, because of my particular experiences in teaching ‘Spirituality for the Business Leader’ in Santa Clara University’s MBA Program, of having integrated my thirty seven years of managing my own consulting firm with the principles of the Jesuit ‘Spiritual Exercises for Leaders’, and my twenty year Jesuit experience, I know the power of such a tremendous focus and development, and its impact on leaders who are searching for that special higher meaning and value in their leadership lives in Corporate America.

Jesuit Universities are about Education and MBA programs are about educating and influencing future leaders of the world’s organizations. The Spiritual Exercises of Leadership are about holistic spiritual development, and though the process uses old and New Testament language for consistency, everyone is able to search their spiritual traditions to find the spirituality that is consistent with their belief system. Anyone can maximize their belief in Buddha, Gandhi, or Jesus as well as their understanding of the Koran, Old and New Testaments, or the Talmud. Underneath it all, leadership as a vocation is a spiritual calling requiring response. That response is Spiritual with a large “S” and catholic with a small “c”.

Secular MBA programs have much that is the same. Jesuit MBA programs must have much that is special and different, namely an ‘applied spiritual focus’ that is translated into meaning and practice within and through all the courses in the MBA program. Jesuit Business Graduates should be seen as leaders now and in the future who exhibit a balance between Intellectual, Emotional and Spiritual Intelligence - a combination and balance that organizations require as they globalize the world.

SUPPORTING PERSONAL EXPERIENCES

I have continued to rewrite and implement the “Spiritual Exercises of Ignatius” into the “Spiritual Exercises of Leadership” - a concept used in various forms through my consulting to major corporations.

Most recently, I was privileged to teach a course in Santa Clara Universit6y’s MBA program titled: “Spirituality for the Business Leader”. In 2001, Dr. Andre delBecq and his colleagues at Santa Clara met with CEO’s of organizations in the Silicon Valley to discuss the issue of ethics and honesty and spirituality in the corporate world. They wanted ‘spirituality’ in such a way that applied spirituality would not be more theory but actually and really and practically applied. Over the next few years the genius and commitment of that group created and evolved a course that epitomizes the process of how to focus Jesuit MBA programs to the global economy through and within the organizations that are helping shape the world - expanding beyond the Silicon Valley.

When I asked my group of 35 middle managers, CEOs, and owners of their own companies (whose ages ranged from 35 to 45) why they took a course in spirituality in their MBA Program, the answers were perfectly in tune with their realities. Their responses ranged from one end of the continuum stating that there is too much personal dysfunctions in their organizations and they wanted to do something about that, to other commitments to rejuvenate the spirituality that was tossed out with their religions (most were fallen ‘away’), to those who were raising families and realized the need for a spiritual base in their personal and professional lives. The religious range was from a few Catholics, Jews, Muslims, Hindu, and Greek Orthodox, to, as one said, a ‘motley group of mongrel Christians’. They all had their feelings about their religions that ranged from zero to cool. They all had their desire for spirituality in their lives that ranged from warm to hot. They did not look to their spiritual leaders to provide them with the direction they expected from the program in spirituality from a Jesuit University. They were not concerned about being ‘converted’. They came precisely because they knew they would be free to believe what they wanted but would be guided in how to act a more fundamental spirituality needed in a holistic life.

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The genius of the course on spirituality included instructions on how to meditate in various ways from the more prescriptive western to the ‘no-mind’ of eastern philosophies. Each learner was to selected a spiritual master for the course and reflect and meditate on those spiritual virtues of the master that each wanted to replicate in their leadership styles. The course was conducted over 7 Saturdays, meeting every other week for six hours - the equivalent of three classes per Saturday. Each of the three modules for each Saturday began with a 20 minute meditation - with the last meditation of the day meeting in the Jesuit’s Resident chapel. Personal journals of reflection and meditation insights were supported by a ‘wine tasting’ approach to class notes and readings: learners were encouraged to find themes and thoughts that touched their souls - and then to capture them in their own personal words.

One Saturday was given to an all day retreat - from 8:00 to 8:00 - that was held at the beautiful Jesuit Retreat House of the California Province in Los Altos. The day was fierce as a storm blew in providing a cozy warm comfort on the inside as the learners participated in class lectures, special readings, walking meditations, and dyads and triads working on personal topics of spiritual leadership.

It was a time of quiet personal reflection and thesharing a homework assignment for the course - an experience based on going to a ‘scary’ place one would not normally visit in one’s way of life. Some went to AA and Drug meetings, some lived on the street in the homeless section of the Tenderloin District in San Francisco, others went to battered women centers, visited the dying at hospices, spent time at mentally ill centers for the aged, etc. The sharing was from the heart and so terribly moving that souls were impacted deeply.

One of the most meaningful practices that Andre created for the course was a personal written paper he wrote in response to every single written reflection, usually three pages for each of two Reflection Homework Assignments. This was labor - and love - intensive. I continued that tradition and was deeply moved by the response of the managers. Most had never experienced such sensitive responses to their heartfelt papers in their total MBA careers. Each person’s paper was held with reverence and the response to each was an example of applied spirituality - for each of them. The net result was that their homework assignments became critical paths and milestone developments for each person. One could track the development from high powered, narcissistic, pride-filled individuals to individuals who were more humble and open and sensitive and spirituality motivated leaders - and in just about two months. They reported back that they were experiencing immediate positive feedback from their teams that encouraged them all the more to implement their ‘spiritual leadership’. Without prompting, they suggested that the class might want to get together in three months to check how they were doing. Much discussion and support came from concern about ‘re-entry’ without the support of the group. Buddy connections were made and all shared their emails.

Many years prior to the above, with a grand group of visionaries, I designed and managed the first three years of a Graduate Degree Program in Religious Education at Seattle University, which, with some evolutions and enhancements appropriate to the changing world, will celebrate its 40th anniversary in 2009. SUMORE (Seattle University’s Master of Religious Education) has been recognized as having a very positive impact on the Church in the United States. I use this as an example supporting the power and value of “Jesuit Global” though the Jesuit University infrastructure.

In that vein, the celebration of SUMORE’s 40 years of powerful impact on religious leaders around the world will be hosted by Seattle University. The invitation will go out to all those 40 years of graduates who can attend to celebrate again the reality of their commitment to ‘Discover Fire’ - Chardin’s quote was the mantra of SUMORE in those early days. In those early days, in 1969, Seattle University Leadership evaluated the need and took the risk to support what needed to be done: it was time.

As my career continued, my consulting experiences, and those of my like-minded consulting colleagues, supported and provided for a process of moving from those Leadership Competencies that are more focused on technical skill sets of management (Intellectual Intelligence), into those competencies that focus on interpersonal relationships (Emotional Intelligence) and finally into the Spiritual foundations of intrapersonal excellence (Spiritual Intelligence). This process works and allows leaders to impact their organizations in

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parallel with the globalization of the world through organizational influence. Those organizations are influenced – and will be influenced – by those who want to integrate ‘spirituality’ into their lives. These leaders will be educated by their universities to accomplish that task. And Jesuit Global should take the lead, given the fact that the Jesuit Mission and Vision is to impact the world – just as Ignatius and his professionals impacted their expanding world in the 16th century.

FINAL THOUGHTS

Many of these thoughts and ideas are in play right now in Jesuit Universities whose leadership has created graduates who are changing the world. However, now is the time to accelerate, integrate, and ‘sell’ Jesuit Global University MBA Education to the world as the educational process that will provide the cutting edge “Mega-Competencies” ne34eded now and in the future – and then

“FOR THE SEOND TIME IN THE HISTORY OF THE WORLD,MANKIND WILL HAVE DISOVERED FIRE”!

Dr. Roger A. DesmaraisPresidentCorporate Systemics, Inc. Email: csirad@earthlink.net

1250-1 Newell Avenue # 145 Phone: 925-256-7771Walnut Creek, Ca. 94596 Fax: 925-256-7772

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