In South Africa at the moment, there is outrage and fear related to gender-based violence which stems from the disregard of Some for the value of Others.

There is outrage and fear related to xenophobia-related violence which stems from the disregard of Some for the value of Others.

There is outrage and fear related to gang-based violence and acts of crime which may stem from generations of the disregard of Some for the value of Others.

I am deeply distressed. When this happens, and while I still have the strength to do so, my resolve is to act according to strongly-held embedded values, and to not stay silent. I hope in a small way, through my own sensemaking, to encourage values-led leadership in all of us, whether we are leaders of ourselves, leaders of groups, leaders of organisations, leaders that influence society and government.

I broadened my reading recently to include the book Conscious Capitalism, published in 2014 by John Mackey and Raj Sisodia. Not an obvious starting point for the topic of values-led leadership. But. Because businesses are groups of people organised around common purposes and led by individuals (conscious leaders) who commit to whatever ideals drive the organisation, they are places where a leader (‘Someone’) can influence attitudes and behaviours toward Others.

Let’s be clear. In a society that is ‘normal’, I believe that we learn values (including respect for others) in the home.

It should not have to be the role of leaders at work, or Ministers of Parliament to coach values . . . unless the situation is so abnormal, that homes are so broken, that we all – members of civil society, community organisations, faith-based organisations, schools, colleges, universities – do what we can where we can to stop the outrage.

We are in that abnormal now.

A conscious leader. Mackey and Sisodia quote Martin Luther King Junior on what a conscious business leader is.

Among other characteristics, this leader uses power well.

Most often, in a business content, we talk about power being the power to influence the results of the business. But Luther King points out that a leader’s power can be bigger than that, being “the strength required to bring about social, political and economic change. There is nothing wrong with power if power is used correctly . . . Power at its best is love implementing the demands of justice, and justice at its best is power correcting everything that stands against love” (2014, 189).

To my point: conscious leaders of organisations in SA today, while focused on the purpose of their businesses or institutions and their impact on all stakeholders, have the option – and responsibility – of using their power also to stand for justice for All and Others.

A conscious culture. The authors say that a conscious organisational culture is one led by traits or values such as trust, accountability, transparency, integrity, loyalty, egalitarianism, fairness, personal growth, and love and care (2014, 35).

The conscious leaders of organisations in SA today are weighed down with many, many responsibilities. Survival. Governance. Serving all their stakeholders (people, suppliers, community, society, investors) well, because it is smart business practice to do so.

But I believe we can and should model and lead organisations where universal ethical values such as love and care (2014, 35) are the norm, and where we actively shun and stand against hate and disregard of Others.

In the outpouring of anguish and anger around the deaths of Uyinene Mrwetyana, Jesse Hess, Lynette Volschenk, Meghan Cremer and others, I have watched big and small businesses, self-employed people, schools, universities and social institutions, rise to say, No More.

Organisations are places where persons of different values join in the pursuit of common goals. They are certainly places which can harbour people who foster hate, or have criminal intent, or disregard for Others. But they are also places where we can demonstrate our deep respect and care.

This week, I engaged with the owners of a small Cape Town practice who are committed to the development of their staff members. I have heard how they are guiding young graduates not only to acquire career-based skills but also to explore the different values held by staff members, and to foster understanding and respect in the team.

That is the type of conscious leadership and organisational culture development we need today, in the midst of our abnormal days.

Together, our every small act of protest, our every act of growing respect for others, in business and in others spheres of influence can say: No More, and form a foundation for a more ethical business world and a more just SA.

 

References

Conscious Capitalism, Inc. 2019. Conscious Capitalism credo. https://www.consciouscapitalism.org/credo Accessed 2 September 2019

Mackay, J. and R. Sisodia. 2014. Conscious Capitalism: Liberating the Heroic Spirit of Business. Boston, Massachusetts. Harvard Business Review Press.