Benedictine Way of Leadership

We can learn to lead by discovering the power that lies within each one of us to make a difference and being prepared when the call to lead comes. But when that time comes, there are certain rules that you must apply to achieve success. As a student of San Beda College, we must e uip ourselves with a proper work attitude in the corporate world. Because of the Benedictine !ule of Leadership, we are taught on how to strike balance a true Benedictine Character and "ndustrial competitiveness. Benedict#s renowned practicality makes his way of life appropriate wherever people live and work together. $is values can be applied to the family, the parish, the school, and the workplace. %. &he Benedictine !ule 'f Leadership( !ule of Common "nterest( Superior organi)ations are at all times shaped as elite fraternities, with a clearly stated common purpose. *ission statements must be precise declarations of the common purpose, as well as promises of organi)ational behavior. !ule of Selection and +ormation( 'rgani)ations are only as good as their people, superior organi)ations should not be easy to -oin, and the primary motivator for selection and formation is the promise of fraternity and stability. &here must be no preferential treatment of members. !ule of merit and Seniority( &his rule e.plains how to deal with -ob/assignment issues. Age should not be considered a relevant measure of talent, and, while seniority must be honored because it creates continuity and a reference point for e.perience, merit should always be the determinant for rewards or positions of authority. !ule of +ocused and "ndependent 0entures( Benedict believed organi)ations should remain lean, self/sufficient and focused on a common ob-ective. $e warned against too many levels of management or bureaucracy, and of the dangers of centrali)ation and hierarchy. $e believed that subsidiary or offshoot groups should be economically autonomous, maintaining only cultural and philosophical bonds. !ule of "nnovation( Benedict recogni)ed that paradigms would be challenged and periodically upset. $e believed innovation within the e.isting paradigm would come from the lower levels of the membership, while innovation that challenged the paradigm would come from senior members. "nnovations that break the paradigm had to come from outside the organi)ation. !ule of 1thics( &he rule states that ethics is a fundamental, structural part of the organi)ation and its management system, ethics cannot be forced, so the leader must create an environment in which members naturally make the proper ethical decisions. &he ethical leader must ensure that there are no fraud, dishonesty and greed in business practice. $e or she must give emphasis to disciplinary acts and have corporate cohesion. !ule of Stability( 0ow of stability means building strong and sure foundations, avoiding unnecessary and foolish risks, and investing for the long term. A leader must invest in their training, make the workplace en-oyable, and ensure that they remain on board for the long run. *aintaining stability in his relationships with subordinates means building a strong is a good start to achieve success. +or the Christian leader, seeking stability means building a solid, disciplined spiritual life and knowing and holding to one#s spiritual values despite the pressures of competition and a constantly shifting marketplace. &his rule provides for continuity in leadership succession, ideals, culture and -ob security.

Stable organi)ations provide continuity 234 continuity in leadership succession, in organi)ational ideals and culture, and in -ob security. &he three keys to stability are community, fairness and tenure. &he rule does allow for organi)ational transfers, but only under proper conditions and if a certain process if followed. !ule of 5urposeful !itual( Cohesiveness is an all/important bonding process. "t is the 5ositive power inherent in the motion of 6elite fraternity6. it creates the sense of group 6togetherness6. $owever, St. Benedict said that it comes from a management process. it can be traced to purposeful ritual. !itual provides a powerful sense of stability in a troubled world. the rule also carefully lays out the nature and times of different prayers, and how they change it according to the season. Customary is a document that describe the special custom, celebration, ideal, and other standards of behavior fit the community. it reflects the collective e.periences and wisdom of the community. !ituals, must be tied clearly and unambiguously to the shared common ob-ective of the group to be achived. !itual cannot be contrived or fake. "t must be cyclical events and consistently applied. "t must be aesthetically pleasing and does not create cohesiveness. !ule of 7roup !eliance and *utual !espect( Building and nurturing a cohesive working team, St.Benetict would likely offer mutual reliance. *embers must learn to rely on other community members. "n a &ruly cohesive organi)ation, reliance is deep, intimate, and multidirectional. *utual respect must be given for any and all members of the team,regardless of social status, -ob title, or station in life. $e calls the emphasis on mutual respect between group members the 6good )eal6, of the community. !ule of 8iscipline( Benedict held that leaders should see discipline as a lesson plan, not as punishment. Benedict believed that cohesive organi)ations gave second and third chances. $e stated that there should be no favoritism in matters of discipline and that the ultimate penalty of discharge from the community, while sometimes necessary for the health of the group, was as traumatic as an amputation and had to be very carefully considered. !ule of Counsel( Benedict#s idea was that e.ecutive appointments should be democratic. Any member of the organi)ation could become a leader, regardless of seniority, as decisions had to be based on merit alone. +or St. Benedict, efficiently accomplishing a set of comple. and diverse task, re uire a blend of single/leader management structure and the cohesive dynamics of modern team management. &he rule outlines a strict process for selection of senior e.ecutive. "t also establishes how that senior e.ecutive must subse uently interact with the group. $e believed that the initial selection of Chef 1.ecutive 'fficer should be a largely democratic process. Sound -udgement thus become the standard in Benedictine model. Age, rank, and seniority should be irrelevant. 'nly the best and the most deserving need apply. *erit is the most consideration. !ule of 7rumbling( Benedict discouraged complaining, but recogni)ed that grumbling was a ma-or indicator of the health of his organi)ation. $e declared that the source of grumbling ought to be found and any problems fi.ed. Subordinate grumbling is a vital sign that is believed to be the best indicator of health of an organi)ation. 0ital signs are not -ust monitoring devices. &racking grumbling should be an obsession for the senior e.ecutive. Leader239s decisions may be the root cause for subordinate grumbling. 7rumbling is contagious and infectious. Some grumbling may, in fact, be -ustified, if so, fi. the problem. !ule of Leader( &he !ule of Leader e.plains that actions speak louder than words. Leaders were to teach by e.ample, and were to keep track of, and study, their own failures and successes. !ule of $umility and *oderation( Benedict thought the basic leadership virtue was humility. Leaders had to show aptitude and ob-ective,

but their enthusiasm was to derive from a aspiration to look up and contribute to the health of the organi)ation, not from individual personality. $e believed that true humility was a skill one had to learn and practice. !ule of "ron !esolve( 1ffective managers need to be good administrators and leaders attributes are the inner or personal ualities that constitute effective leadership. &o a practicing e.ecutive it seems obvious that an effective leader#s behavior is a critical factor and will depend not only on his or her own innate personal attributes including ethics and his or her own ac uired skills but also on the situation, people and tasks involved. 5ersistence, honesty, and humility. 5ersistence pays off: $onesty may not always get you what you want, but " believe it should be a core value in all aspects of life. And humility is self/e.planatory. 5eople want to relate to you and feel like they are being seen eye/to/eye. Arrogance tends to alienate others.