We began by discussing Chapter 30 (page 11) of the “The Vocation of the Business Leader – A Reflection” which deals with “Human Dignity” and the Church’s conviction that “… each person, regardless of age, condition, or ability, is an image of God and so endowed with an irreducible dignity, or value. Each person is an end in him or herself, never merely an investment valued only for its utility–a who, not a what; a someone, not a something.” (emphasis mine).
Given that foundation, we then explored Chapters 45 and 46 (page 15) on fostering dignified work and highlighted and discussed the following excerpts:
- “The grandeur of one’s work not only leads to improved products and services, but develops the worker himself.”
- “… when people work, they do not simply make more, but they become more.”
- “Because work changes the person, it can enhance or suppress that person’s dignity; it can allow a person to develop or to be damaged.”
- “Recognising the subjective dimension of work acknowledges its dignity and importance. It helps us to see that “work is ‘for man’ and not man ‘for work'””.
- “Good work gives scope for the intelligence and freedom of workers.”
- “This requires from leaders the ability to develop the right person in the right job and the freedom and responsibility to do just that.”
- “Good work must be sufficiently well-organized and managed to be productive so that the worker can indeed his living.”
We then went on to discuss the state of mind of workers and agreed that we have not met anyone who gets up in the morning, carefully prepares for work and faces the traffic and various obstacles to come to work to do a bad job. Therefore it is incumbent on the leader, the manager, to guide and coach and train that worker as to what the job is — who are the customers? what is the value proposition, i.e., why should that customer buy our good or service? how does the worker contribute to that value proposition? what are the values that underpin how we deliver that value proposition?
We then looked at the principle of subsidiarity in Chapter 48 (page 16). The principle states that “We develop best in our work when we use our intelligence and freedom to achieve shared goals and to create and sustain right relationships with one another and with those served by the organisation. In other words the more participatory the workplace, the more likely each worker will be to develop. Employees should have a voice in their work …. This fosters initiative, innovation, creativity, and a sense of shared responsibility. … Specifically, subsidiarity provides business leaders with three practical steps:
- To define the realm of autonomy and decision rights at every level in the company, …
- To teach and equip employees, …
- To trust that the persons to whom tasks and responsibilities have been given will make their decisions in freedom and , accept the risks of their decisions. …
This last point taking on the risk of the decisions makes subsidiarity different from delegation. One who delegates confers power, but can take it back at any time. In such a situation, employees are not called to the same level of excellence and participation as in a situation governed by the principle of subsidiarity, and are less likely to grow and accept their full responsibility.”
We all agreed that while this was necessary for sustained growth, especially as a company or organization grows and becomes more complex and diverse, it is by no means easy. It demands that the leader invest time in training and development and allow the employee to make decisions and mistakes. Trusting the employee to make mistakes and to learn and grow from those mistakes with constant guidance and counsel is the key. This demands servant leadership and not command and control. As Chapter 50 states — “Working under the principle of subsidiarity calls for restraint and a humble acceptance of the role of a servant leader.”
It also demands that the leader understands that trust is composed of competence and character and that the former increases over time with the right guidance and mentorship. Underpinning this is the statement–I cannot fail, I can only learn and grow. It is the basis for inculcating in employees the value that they should think and act like owners. Organizations are doomed to die with their founders if they are not managed like this. Their existence would be finite.
We then ended with a look at Chapter 78 (page 23) and the idea that is now growing in prominence and conviction as explained by Pope Benedict XVI “that business management cannot concern itself only with the interests of the proprietors, but must also assume responsibility for all other stakeholders who contribute to the life of the business: the workers, the clients, the suppliers of various elements of production, the community of reference.”
We all agreed that the reflection was an excellent document and look forward to delving deeper into its content and to disseminating and implementing it across the business and other communities.
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