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Noble Enterprise
Uplifting People and Profits
For the Good of All
The Commonsense Guide to
Sustainable Growth & Prosperity
by Darwin Gillett
Book Purpose: To guide and inspire business owners and executives to lead their people in creating business performance far beyond the norm, in the process awakening and activating the rich array of human energy, wisdom, passion and purpose for personal growth, business growth and profitability, and for enhancing society’s development.
The Book Provides: Insights, examples, inspiration and guidance on:
- The revitalization of companies and the people in them
- Inspirational leadership that accomplishes far more than traditional leadership
- How to step into a CEO position and succeed
- Creating competitive advantage through the human dimension (including not just the intellectual dimension but also the spiritual dimension)
Why the book is needed:
- Old methods of leadership – and business strategy are not enough in today’s world where people seek more meaning and growth in their
careers; companies seek new more effective ways to create competitive
advantage; and society looks to business wondering if business is merely about unethical and greedy leaders, or whether business will step up and play a noble and powerful role in improving whole societies, not just through their products but by their very modus operandi;
- The Human Resource, though it plays an increasingly central role in corporate success, is still not being fully developed and tapped. The existing focus on the Human Resource as Intellectual Capital is good as far as it goes, but the spiritual dimension also needs to be recognized and brought forth in a way that enhances employees’ full development and their company’s success;
- People in business, especially leaders, need to be inspired, not just informed and coaxed. Great examples – of companies and leaders – play an important role in inspiring them. Thus a major part of the book is the story of a dramatic and inspiring turnaround.
Book Contents
Part I. Energizing an Organization: The Inner Sources of Corporate Excellence
Looking to the inner energies of a company, not merely to its outer forms and actions – as the source of superior performance. Seeing and managing the company as a flow of energies through its human relationships.
Chapter 1. An Uncommon Turnaround
A new CEO and his team transform a company (AT&T Canada) losing a million dollars a day (despite the press, competition and customers predicting imminent demise, with sales people, management and other staff leaving in droves, and with the morale of the remaining employees near the bottom of 500 North American companies) into an industry leader with morale in the top ranks of those 500 companies and shareholder value quintupled, all in just three years.
Chapter 2. Why Companies Struggle: An Over-reliance on the Outer Sources of Performance
An exploration of why this kind of turnaround - and resulting performance - is so rare. How do companies and their leaders try to get excellent performance? And what are they missing? As they focus primarily on
outer action, they too often ignore the equally important drivers of performance: the
inner qualities of winners and winning organizations. The “Just DO it” mentality and “Best Practices” are not enough. They need the power of Inner Being qualities that were evidenced in the AT&T Canada turnaround - inner qualities of both the CEO and the rest of the company.
Chapter 3. The Five Energies of Highly Successful Organizations
Companies have focused on - and become adept at - marshalling two forms of human energy - the Head and the Hands, or knowledge and physical energy. Recognition of the power and importance of the Mind for business success has spawned numerous related business concepts - the Knowledge worker, the Learning Organization, and Intellectual Capital. Human capital has historically been viewed as the mental capacity of people - knowledge and experience. Yet increasingly companies are finding that this leaves out other energies that affect performance. We explore three other energies that people bring to their work beside mental and physical, namely Emotional, Heart and Will energies, and how they manifest in highly successful Energized Enterprises.
Part II. Familiar Outer Strategies – Fueled by Uncommon Inner Forces
The story of the AT&T Canada turnaround, including what they did, and also a glimpse of the inner energies that enabled them to accomplish what they did as fast as they did. We do this through the eyes, feelings, decisions and experiences of the CEO and also others on his corporate management team and out in the field and in the ranks.
Chapter 4. New Life for a Dying Company
Unitel (the predecessor company to AT&T Canada Long Distance Services) was bleeding one
million dollars a day, losing customers and credibility. The banks that held a substantial portion of debt in the company put the company up for sale. AT&T, a minority shareholder decided to look into possibly bidding for the company. Against great odds, and to the surprise of most, they and the banks came to an agreement that led to an infusion of new financial capital into the company, and brought AT&T in as the new co-owner along with the banks. The AT&T team that figured out a plan for saving Unitel was led by Bill Catucci, who the banks then asked to become the CEO.
Chapter 5. Shared Vision & Values
Where does a new leader start in trying to turn around a company? Is there one strategy that will do it? Is it a process of finding all the problems and fixing them? The new CEO leads with a new vision for the company, one that he believes in passionately, and that attracts and inspires his new top management team, and eventually those within the company - a vision of becoming the leading telecommunications company in the country. Next, people themselves determine the values they will live by and the company will be known for - and build them into the fabric of the company.
Chapter 6. Leadership Presence
The impact on the company, as seen through the eyes of several key employees, of the CEO’s presence - with employees and for employees. The CEO as chief motivator and inspirer. The trickle down effect. Resurrecting wounded pride in the Company. “Being there” for people throughout the company
Chapter 7. Supercharging the Management System
Building a management system that engendered collaborative decision making and rapid strategy development and execution. How this system got leaders from all the business units and functions aware of – and operating from the whole picture rather than only their own area, and provided an overall framework within which people then had the freedom to innovate and execute.
Chapter 8. Quality and a Culture of Continuous Improvement
In a company known for its poor quality, how management created a culture of continuous improvement, in which people learned the skills of quality improvement, and where they had the desire to initiate and contribute to improvements that often required the collaboration of people in different departments. “A thousand flowers.” Winning a quality award.
Chapter 9. A Bond of Trust with Customers
How the company created new relationships with customers even before they were able to deliver new products and improved quality. The CEO’s role in helping the sales organization attract new customers, and the power of the inner dimension in winning back skeptical customers.
Chapter 10. Growing and Unleashing People
Building an energized company through conscious attention to what motivates people, what inspires people and what enables people to grow and realize their purpose and potential. The little things as well as the procedural and programmed things, a corporate university for life-long learning.
Chapter 11. A Legacy of Corporate Revitalization and Individual Transformation
The company at the end of the three years of the CEO’s leadership - in terms of product and service quality, market share, profitability - and shareholder value. The concomitant rise in employee morale. The lasting impact on the company and the people involved, and the lessons they took from the experience.
Part III. Re-imagining the Corporation: A NOBLE BUSINESS MODEL for the
21st CENTURY
What does the AT&T Canada story (and others) suggest about the future business model for success? Rethinking the corporate business model by putting purpose and people at the center, where human spirit has a place at the table - not instead of profit but as a source of higher purpose and focused energy that serves multiple stakeholders and their emerging spiritual needs and goals as well as their material ones.
Chapter 12. The NOBLE BUSINESS Enterprise
The “Nobility Factor” that can attract the best employees, customers, decisions and action, and empower leadership, thus creating superior business performance. Why the Noble Business Model may become
the winning business approach for the 21st Century. The Four Pillars of the Noble Business:
Chapter 13. Pillar One: LARGER PURPOSE and the New Work Ethic
The company’s purpose as its driving force – and how its power is heightened when that purpose serves the Highest Good and is in sync with its people’s own sense of life purpose. A New Work Ethic forming around meaning and the pursuit of higher, noble purpose.
Chapter 14. Pillar Two: SPIRITUAL CAPITAL and the Light Worker
Spiritual Capital as an ingredient of Human Capital that is as important as Intellectual Capital in creating company performance and health. Lightworkers as the providers of Spiritual Capital. How to grow and utilize all three forms of capital (financial, intellectual and spiritual).
Chapter 15. Pillar Three: INDIVIDUAL FREEDOM and Innovation
The success of Market Capitalism stems from freedom in the marketplace. That same freedom can be a powerful force within a company, generating initiative, innovation and progress. How do Noble Leaders foster that freedom – within an overall context of Purpose, Principles and Strategy?
Chapter 16. Pillar Four: UNITY and Collaboration
Noble Businesses, drawing from both Quantum Physics and ancient Spiritual teachings, see the deep interconnection between the “dots” – rather than merely their separateness. Purpose, values, strategies and actions capitalize on that underlying unity – with powerful business results.
Chapter 17. The NOBLE LEADER
Noble Leaders tap their spiritual as well as intellectual and physical energies to inspire people and to generate sustainable growth and prosperity. The Character of a Noble Leader and the energies they express. Seven Roles of a Noble Leader including Chief Reality Office and Chief Inspiring Officer.
Chapter 18. TEN STEPS for Building a Noble Business
Ten steps you can take to turn your enterprise into a Noble Enterprise, illustrated with examples of what other CEOs have done to take those steps.
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