Prof. Csikszentmihalyi, who introduced the concept of “Flow”, extends its application in his book “Good Business” to the role of business in society. Csikszentmihalyi describes “Good Business” as a guidance for a way of conducting business that is both successful and humane, focusing on how leaders, managers and employees can learn to contribute to the sum of human happiness, to the development of an enjoyable life that provides meaning, and to a society that is just and evolving.

1. Good Business
Flow and Growth
Lessons learned from
“Good Business” Decision-Makers
Prof. Mihaly Csikszentmihalyi
(C)2015 ALEAS Sims, California Prof. Csikszentmihalyi - www.fligby.com

2. “Good Business” project
An inspiring journey with real decision makers
Ted Turner (vice
chairman, AOL
Time Warner)
Sir John Templeton
(Financial
lnvestment)
Anita Roddick (founder, The Body Shop)
Jack Greenberg
(chairman and CEO,
McDonald's)
Kenneth Derr
(chairman and
CEO, Chevron)
Michael Murray
(former VP,
Microsoft)
Michael
Markkula
(cofounder,
Apple
Computer)
Norman Augustine (former CEO,
Lockheed Martin)
Gerald Greenwald (former
chairman and CEO, United
Airlines)
Mads Ovlisen
(CEO, Novo Nordisk)

3. How does it feel to be in flow?
Goals are clear
Feedback is immediate
A balance between opportunity
and capacity
Concentration deepens
The present is what matters
Control is no problem
The sense of time is altered
3

4. Flow for Business
The greater the Flow in an
organization – that is, the greater
the number of key employees who
are in that state – the better the
unit’s performance.
(C)2015 ALEAS Sims, California 4Prof. Csikszentmihalyi - www.fligby.com

5. Reasons for low flow-level
• Few jobs nowadays have clear goals
• Contemporary jobs seldom provide
adequate feedback
• Skills of the worker are not well
matched to the opportunities for
action
• Lack of control
• Thee use of time is specified by
rhythms external to the worker
(C)2015 ALEAS Sims, California 5Prof. Csikszentmihalyi - www.fligby.com

6. DETERMINE YOUR
STRENGTHS,
AND BUILD UPON THEM.
It is certainly more enjoyable, as well as more
productive, to work from one's proficiencies
instead of struggling against the grain.
Lessons learned from “Good Business” Decision Makers (1)
(C)2015 ALEAS Sims, California 6Prof. Csikszentmihalyi - www.fligby.com

7. Flow Power-field
Extraordinary times require extraordinary Leadership Development
(C)2015 ALEAS Sims, Inc. California 7Prof. Csikszentmihalyi - www.fligby.com

8. MANAGEMENT HAS A LOT TO DO
WITH ANSWERS. BUT LEADERSHIP IS
A FUNCTION OF QUESTIONS.
The first question for a leader is always is: "Who do we intend to be?"
and not "What we are going to do?"
Lessons learned from “Good Business” Decision Makers (2)
(C)2015 ALEAS Sims, California 8Prof. Csikszentmihalyi - www.fligby.com

9. Characteristics of Visionary Business Leaders
• Optimism (being positive about the future)
• Strong belief in the importance of integrity (principles on
which mutual trust can be based)
• Ambition coupled with perseverance (allows to take on
increasingly difficult challenges)
• Curiosity and desire to learn
• Empathy for others and a sense of mutual respect
Lessons learned from “Good Business” Decision Makers (3)
(C)2015 ALEAS Sims, Inc. California 9Prof. Csikszentmihalyi - www.fligby.com

10. Our jobs determine to a larger extent what
our lives are like.
We must have the conviction that our
existence serves a useful purpose and
have value.
(C)2015 ALEAS Sims, California 10Prof. Csikszentmihalyi - www.fligby.com

11. 11Prof. Csikszentmihalyi - www.fligby.com(C)2015 ALEAS Sims, California