1. The document discusses the importance of spirit (SQ/EQ) over other factors like IQ and physical qualities (PQ) for sustainable and profitable organizations. It argues spirit should be the defining factor. 2. It provides information on how to develop spirit (SQ/EQ) within individuals and organizations and recommends journeying from the inside-out by prioritizing SQ-EQ-IQ-PQ rather than the outside-in approach. 3. The document aims to inspire the reader to realize their potential and that significant problems cannot be solved with the same level of thinking that created them, suggesting the need to develop spirit.

1. WHAT YOU NEED TO KNOW FOR
TODAYS’ JOURNEYS
1 - Why spirit (SQ/EQ) has become the defining factor
for any sustainable profitable organisation (IQ/PQ).
2 - How spirit (SQ/EQ) can be grown & measured
3 – How to journey from ‘inside out’ - SQ-EQ-IQ-PQ
rather than ‘outside in’ PQ-IQ–EQ-SQ
4 - To inspire you to realise you can do it

2. “The significant problems we
face cannot be solved at the
same level of thinking we
were at when we created
them.”
ALBERTEINSTEIN

3. Quotient PQ IQ EQ SQ
Decade 60/70s 80s 90s 2000 ->
Growth Action Activity Aspiring Actualisation
Vision Job Employment Career Lifestyle
Music
format
78s/45s
Singles
EPs/LPs
Cassette
Tapes
8 track
CDs Digital
Ipod
The JOURNEY to CONSCIOUSNESS ?

4. Age 0-5 5-12 12-18 18-22 22-40 16-65 0-
death
Quotient EQ IQ /
EQ
IQ /
PQ
IQ IQ IQ /
EQ
SQ
‘Process’ Home School School College
/ Uni
MBA Work Life
Knowledge
Is…..
In
home
In
school
In
Teacher
In
Books
&
Studies
In
Process
& case
studies
In
Organisa
tion
In
Me
‘See..?’ Love Control Authority Clever
- ness
Elitism Hierarchy Wisdom
The JOURNEY to HEAD or HEART? (happiness?)
Educationalist Albert Sweitzer –Educationalist Albert Sweitzer – “Children learn in three ways.“Children learn in three ways.
Firstly example - Secondly example - and thirdly example.”Firstly example - Secondly example - and thirdly example.”

5. Quotient PQ IQ EQ SQ Total
YOUR %
10 years
ago
YOUR %
Now
YOUR %
10 years
ahead
The JOURNEY to CONSCIOUSNESS ?
And what are you going to do to achieve that result, 10 years ahead?

6. Quotient PQ IQ EQ SQ
How to
‘lose’ it
Energy
thieves
Idea
killers
Relationship
breakers
Dream
terrorists
The JOURNRY away from CONSCIOUSNESS ?

7. HOPE PREDICTION
The stronger the connection between hope and prediction the closer we
are to being conscious and enlightened

8. Time
Health
Health
Community
Mental
Physical
1960 2005
Speed of change
Poor
Good

9. “AYE RIGHT”
Only the Scots could make too
positives turn into a negative!

10. Anita Roddick - ValuesAnita Roddick - Values
Support community tradeSupport community trade
Body and self esteemBody and self esteem
Against animal testing and cosmeticsAgainst animal testing and cosmetics
Lighter step on the planetLighter step on the planet
Protecting human rightsProtecting human rights

11. ENVIRONMENT - PQ
IDENTITY – EQ
BELIEFS - EQ
SQ
SPIRITUALITY
CAPABILITIES - IQ
BEHAVIOURS - IQ
BUSINESS
WHO?
WHY?
HOW?
WHAT?
WHERE?
WHO?
WHY?
HOW?
WHAT?
WHERE?
Market Place
Geography - location
What we do Processes
Habits
Strategies – risk - Quality
Company Mission. Why do we exist?
Who are we - Values
Causes & Benchmarking
What is true?
LEVELS OF BUSINESS ‘LANGUAGE’
“If you change something at the higher level then everything at the levels below it changes!”
If a company has an identity
problem then it shows up in this
level
“If you have the why, you will
find the how’s”
– Tony Robbins
“If you change something at a lower level, it does not usually change anything above that”

12. Four Levels of person / organisationFour Levels of person / organisation
SQ
SPIRIT
EQ Emotion
2
IQ Intelligence
3
PQ
Physical & bodily
health
4

13. People BEFORE Profit
(source Sunday Times 06/03/05)
0
20
40
60
80
100
120
140
160
2000 2001 2002 2003 2004 2005
Best Companies
FTSE 100
Five year compound interest to January 31st
2005
FTSE 100 = 2.2% LOSS Best Companies = 10.2% GAIN

14. Developing HabitsDeveloping Habits
KNOWLEDGE
(What to, Why to)
SKILL
(How to)
DESIRE
(Want to)
HABIT
PQ & IQ
Management
Process
Short term
Newtonian - doing
Transactional/Incremental
Certain = prison
EQ & SQ
Leadership
People
Sustainable
Quantum - being
Transformational
Uncertain = freedom
Head & Body Heart & Soul
Schooling Education

15. 5 ORGANISATIONAL CANCERS
Criticising
Complaining
Comparing
Competing
Contending
All created from a co-dependency of seeking security from ‘outside’ not ‘inside’
(spirit) yourself/team/organisation causing polarisation and division

16. Economies – To Survive?
Agrarian Economy pre 1850 (do agriculture)
Industrial Economy 1840–1960 (do work)
Intellectual Economy 1940–2000 (do thinking)
Emotional Economy 1900 – 2020 (be real)
Spiritual Economy 2000 onwards (be you)

17. IQ – the ability for rational, logical linear thinking which solves
logical problems. Thinking inside the box
IQ - EQ - SQIQ - EQ - SQ
EQ – the ability to assess and recognise the situation we are in,
to read other people and our own emotions and to behave
appropriately. Thinking about the box
SQ – our wisdom intelligence – the intelligence which makes
us whole (or organisation whole). Thinking outside the box
IQ – Formal intelligence (transactions)
EQ – Adaptive intelligence (better transactions)
SQ – Transformational intelligence and

18. EQ as Daniel Goleman defines it, allows me to judge my situation
and then to behave appropriately within it.
This is working within the boundaries of the situation, allowing
the situation to guide me
EQ & SQEQ & SQ
SQ allows me to ask if I want to be in this particular situation
in the first place.
Would I rather change the situation, creating a better one?
This is working with the boundaries of my situation, allowing
me to guide the situation.
Transformation not Transaction

19. IQ EQ SQ
Consistency Chemistry Core
Competence Character Creativity
Process People Passion
IQ EQ SQ OR?IQ EQ SQ OR?IQ EQ SQ OR?IQ EQ SQ OR?
SQ EQ IQ
Core Chemistry Consistency
Creativity Character Competence
Passion People Process

20. Jim Collins – Good to GreatJim Collins – Good to Great
Three questionsThree questions
1. What are you really good at?1. What are you really good at?
2. What are you deeply passionate about?2. What are you deeply passionate about?
3. What will people pay for?3. What will people pay for?
In other words - what are the human needs and wants being met that
would drive your economic engine?

21. Absenteeism / sickness / turnover % /
Technical & skill training / Facilities /
Processes TQM / benchmarking / costs
Management (IQ) =10% of change
Trust & tensions / Motivation /
Personal wellness / Interpersonal
skills / creativity / Honesty /
SPIRIT / Leadership (EQ) =90%of
change
B
U
S
I
N
E
S
S-
I
C
E
B
E
R
G
Submerged and unmeasured
Overt and measured

22. INSPIRATIONINSPIRATION
“I believe the most important thing any adult
can do for a child, any leader can do for their
people, any product can do for its owner, any
event can do for its audience, is to inspire them”
-- Kevin Roberts – World CEO of Saatchi & Saatchi-- Kevin Roberts – World CEO of Saatchi & Saatchi

23. Seeing it DifferentlySeeing it Differently
““ All people see the world not as it is,
but as they are.”

24. SERVANT LEADERSHIPSERVANT LEADERSHIP
““ I Know not what your destiny will
be, but one thing I know: the only
ones among who will be truly happy
are those who have sought and found
how to serve”
Albert Schweitzer

25. PERSON / ORGANISATIONPERSON / ORGANISATION
It is the same principle for a person to find theirIt is the same principle for a person to find their
true voice (unique personal significance) as it istrue voice (unique personal significance) as it is
for an organisation – simply more complex andfor an organisation – simply more complex and
time consuming in clarifying what it is and thentime consuming in clarifying what it is and then
assessing it!assessing it!

26. Spiritless organisations?Spiritless organisations?
EnronEnron
WorldComWorldCom
ParmalatParmalat
Arthur AndersonArthur Anderson
NASA?NASA?
How many people need to lack the spirit of conscience to bring a
team, department or organisation down?
How many cancer cells does there need to be for it to grow and kill?

27. Self Awareness
Self Realisation Self Control
Self Confidence
Leadership of self =
a commitment to the Self Development Cycle
Leadership of self =
a commitment to the Self Development Cycle
1
2
3
4
SELF
RESPECT

28. Human LeadershipHuman Leadership
IQ EQ SQ
Human – Doing
1850 – today
After simply Surviving
Independence from land
Human – Being
1990 – 2020
Realising there’s
more
Interdependence
with people
Being Human
2000 onwards
Realising everything
is connected
Interdependence
with universe
being

29. − Management effectiveness
(command & control)
− Organisational process
− Quality process
− Hierarchical
communication
− Pay
− Staffing
− Training
− Leadership effectiveness
(external)
− Organisational design &
structure
− Performance Management
− Open communication
− Compensation benefits &
rewards
− Staffing & deployment
− Education & training
Organisational LeadershipOrganisational Leadership
EQ - OrganisationIQ - Organisation SQ - Organisation
-Visionary & motivational
leadership (internal)
-Dynamic organisational
structure
- Performance tracking &
incentives
-Communication &
knowledge sharing
- Tangible value
-Empowerment in Staffing &
deployment
- Self-directed competency
development

30. − Easily measured
− Impersonal
− Low risk
− Main employment tool
− Facts (theory)
− Human doing
− Leads to a formal ‘rating’
− More easily measured
− Personal
− High risk
− Rarely touched in
employment
− Facts (real)
− Human being
− Leads to personal trust
IntelligenceIntelligence
EQ
Emotional Quotient
IQ
Intelligence Quotient
“Emotional literacy is the key to personal power, because emotions are powerful”
Claude Steiner
“80% of people are successful because of their EQ, only 20% because of their IQ.”

31. "Cognitive intelligence (IQ), to be clear, refers to the ability to"Cognitive intelligence (IQ), to be clear, refers to the ability to
concentrate and plan, to organise material, to use words and toconcentrate and plan, to organise material, to use words and to
understand, assimilate and interpret facts. In essence IQ is a measureunderstand, assimilate and interpret facts. In essence IQ is a measure
of an individual's personal information bank - one's memory,of an individual's personal information bank - one's memory,
vocabulary and visual coordination.vocabulary and visual coordination.
The fact remains, that IQ does not, and cannot predict success inThe fact remains, that IQ does not, and cannot predict success in
life“life“
IQ predicts on average 6% of success in a given jobIQ predicts on average 6% of success in a given job
EQ predicts between 27 & 45% of success (depending on the field) ofEQ predicts between 27 & 45% of success (depending on the field) of
any given job.any given job.
A major difference between IQ and EQ is that IQ peaks at 17 andA major difference between IQ and EQ is that IQ peaks at 17 and
remains constant throughout adulthood and then wanes in old age.remains constant throughout adulthood and then wanes in old age.
EQ however is never fixed and gains with age and experience.EQ however is never fixed and gains with age and experience.
"Cognitive intelligence (IQ), to be clear, refers to the ability to"Cognitive intelligence (IQ), to be clear, refers to the ability to
concentrate and plan, to organise material, to use words and toconcentrate and plan, to organise material, to use words and to
understand, assimilate and interpret facts. In essence IQ is a measureunderstand, assimilate and interpret facts. In essence IQ is a measure
of an individual's personal information bank - one's memory,of an individual's personal information bank - one's memory,
vocabulary and visual coordination.vocabulary and visual coordination.
The fact remains, that IQ does not, and cannot predict success inThe fact remains, that IQ does not, and cannot predict success in
life“life“
IQ predicts on average 6% of success in a given jobIQ predicts on average 6% of success in a given job
EQ predicts between 27 & 45% of success (depending on the field) ofEQ predicts between 27 & 45% of success (depending on the field) of
any given job.any given job.
A major difference between IQ and EQ is that IQ peaks at 17 andA major difference between IQ and EQ is that IQ peaks at 17 and
remains constant throughout adulthood and then wanes in old age.remains constant throughout adulthood and then wanes in old age.
EQ however is never fixed and gains with age and experience.EQ however is never fixed and gains with age and experience.
IQ & EQIQ & EQIQ & EQIQ & EQ

32. SUSTAINABILITY?SUSTAINABILITY?
SurvivalSurvival – financial health– financial health (BODY)(BODY)
RelationshipsRelationships – Strong synergy, strong external
networks, teamwork, trust, caring – (HEART)
Growth and developmentGrowth and development – economic growth,
customer growth, product growth – (MIND)
Meaning, Integrity & ContributionMeaning, Integrity & Contribution – serving and
lifting all stakeholders – making a difference –
(SPIRIT)

33. SQSQ
SQ is the essence of what makes us human – it allows us to be
creative, to change the rules and to alter situations.
It allows us to play with boundaries, to play the ‘infinite’ game
SQ takes us beyond the era dominated by ‘rational thinking’ and
dominated by capitalist materialism and bleak Newtonian
mechanics
SQ re-invents the true meaning of ‘wealth’ that which enhances
quality of life. Wealth comes from the old English ‘Welth’ meaning
‘to be well’

34. Newtonian & QuantumNewtonian & Quantum
Newtonian mechanisms have played a key role in widening theNewtonian mechanisms have played a key role in widening the
gulf between values associated with ‘doing’ and those associatedgulf between values associated with ‘doing’ and those associated
with ‘being’.with ‘being’.
Newtonian science is preoccupied with objects, obsessed withNewtonian science is preoccupied with objects, obsessed with
analysis and measurement. It draws a sharp divide between spiritanalysis and measurement. It draws a sharp divide between spirit
and matter, between humans and nature.and matter, between humans and nature.
Such ‘separatist’ thinking gives us a concern with the here and nowSuch ‘separatist’ thinking gives us a concern with the here and now
(short term) , a view of truth as black and white, a preoccupation(short term) , a view of truth as black and white, a preoccupation
with achievement and measured by doing and acquiring.with achievement and measured by doing and acquiring.

35. •When we interfere with a quantum system, weWhen we interfere with a quantum system, we
change it.change it.
•When we structure an experiment we influenceWhen we structure an experiment we influence
the results.the results.
•The questions we ask determine the answers weThe questions we ask determine the answers we
get.get.
The clever person knows the answersThe clever person knows the answers
The wise person knows the questions…….The wise person knows the questions…….
•When we interfere with a quantum system, weWhen we interfere with a quantum system, we
change it.change it.
•When we structure an experiment we influenceWhen we structure an experiment we influence
the results.the results.
•The questions we ask determine the answers weThe questions we ask determine the answers we
get.get.
The clever person knows the answersThe clever person knows the answers
The wise person knows the questions…….The wise person knows the questions…….
Heisenberg’s Uncertainty PrincipleHeisenberg’s Uncertainty PrincipleHeisenberg’s Uncertainty PrincipleHeisenberg’s Uncertainty Principle

36. ““We can focus on the position or on theWe can focus on the position or on the
momentum of a particle, but never both.”momentum of a particle, but never both.”
•When we focus on one aspect of a situation, weWhen we focus on one aspect of a situation, we
abstract that aspect out from the whole, and weabstract that aspect out from the whole, and we
lose its associated possibilities – i.e. we are blindlose its associated possibilities – i.e. we are blind
to all other aspectsto all other aspects
““We can focus on the position or on theWe can focus on the position or on the
momentum of a particle, but never both.”momentum of a particle, but never both.”
•When we focus on one aspect of a situation, weWhen we focus on one aspect of a situation, we
abstract that aspect out from the whole, and weabstract that aspect out from the whole, and we
lose its associated possibilities – i.e. we are blindlose its associated possibilities – i.e. we are blind
to all other aspectsto all other aspects
Heisenberg’s Uncertainty PrincipleHeisenberg’s Uncertainty PrincipleHeisenberg’s Uncertainty PrincipleHeisenberg’s Uncertainty Principle

37. − Simple
− Law abiding
− Ultimately controllable
− Atomism
− Emphasis on separate working parts
− Fragmentism
− Determinate
− Value certainty and predictability
− Control
− Complex
− Chaotic
− Uncertain
− Holism
− Emphasis on relationship
− Integration
− Indeterminate
− Thrives on uncertainty and ambiguity
− Trust
A new kind of ‘SERVICE’A new kind of ‘SERVICE’
QuantumNewtonian

38. In cancer research the latest
breakthroughs come with a different level
of thinking – each type of cancer cell has
its own ‘signature’ – so treatment comes
from treating every cancer individually
and with care and not all with a ‘blast’ of
Chemo for all cancers – we as humans
require to learn from nature to celebrate
the differences and seek to understand.
ANY Breakthrough ALWAYS Breakwith

39. This is work that
counts the beats of
your heart and not the
buzz of your brain

40. “You have to be the change
you want to see in the world”
Gandhi

41. Sensing it differentlySensing it differently
“The most powerful agent of change is a
change of heart.”
- Gil Atkinson

42. Sensing it differentlySensing it differently
“Things do not change, people do.”
Alvin Tofler

43. Sensing it differentlySensing it differently
"Go throughout the world and preach the
Gospel. And if you have to, use words."
St Augustine

44. Sensing it differentlySensing it differently
“If I create from the heart, nearly everything
works; if from the head, almost nothing.”
-- Marc Chagall-- Marc Chagall

45. Sensing it differentlySensing it differently
Your vision will become clear only when you
look into your heart... Who looks outside,
dreams. Who looks inside, awakens."
-- Carl Jung

46. Sensing it differentlySensing it differently
““It is only with the heart that one can seeIt is only with the heart that one can see
rightly; what is essential is invisible to the eye.”rightly; what is essential is invisible to the eye.”
Antione de Saint-ExuperyAntione de Saint-Exupery

47. How do you find your ‘voice’How do you find your ‘voice’
TALENT
What is your
unique ability?
PASSION
What are you
passionate
about?
NEED
What drives
you?VOICE
CONSCIENCE
What does your
conscience say?
Mind
Body
Spirit
Heart

48. Mission statementsMission statements
The mission statement and strategic plan are oneThe mission statement and strategic plan are one
thing, but the process of getting everyone on thatthing, but the process of getting everyone on that
same song sheet is another thing of EQUALsame song sheet is another thing of EQUAL
importance.importance.
Otherwise what IS the spirit of the organisation?Otherwise what IS the spirit of the organisation?

49. Sensing it differentlySensing it differently
“You can only do EQ and SQ work with someone
you trust – you can do IQ work with anyone, even
someone you mistrust. What hope IQ alone!!!!”
Les Morgan

50. PHYSICAL
(seen)
NON PHYSICAL
(unseen)
H
I
D
D
E
N
T
A
L
E
N
T
?

51. PQ&IQ
EQ&SQ
H
I
D
D
E
N
T
A
L
E
N
T
?

52. Competence
Character
(unseen?)
H
I
D
D
E
N
T
A
L
E
N
T
?

53. Your paradigm
•Assimilate information - new ideas which fit the present ‘way of
seeing things’ - the present order of your world - the present
processes of your mind
•Accommodate information - a way of ‘seeing’ things or a blinding
flash of the obvious, which completely changes our present paradigm
- it calls into question the whole way we look at the world / subject /
person etc.
Assimilate = transactional change/learning (little change - learning)
Accommodate = transformational change/learning (large change - unlearning)

54. SUMMARY to TAKE AWAY
1 –The need to move from Newtonian IQ short term thinking
and doing to EQ and SQ vision to deal with deeper issues and
create sustainable profits like BCTWF
2 – That SPIRIT provides the air for your organisation
to breath and thrive not just survive
3 - To show the paradox of the traditional journey of
PQ-IQ-EQ-SQ (outside in – not inside out)
4 - To move from transactional thinking to
transformational action – YOU inspire