HUMANE LEADERSHIP Paul R. Lawrence Harvard Business School Cumnock 300 Soldiers Field Road Boston, MA

DILBERT

Emotional Drive to Bond in long-term relationships of mutual caring dB dA Emotional Drive to Acquire scarce resources that are essential for survival and procreation dD Emotional Drive to Defend against all threats to essential scarce resources Emotional Drive to Comprehend ourselves and our environment dC Four Drives: Our Ultimate Innate Motives

Schematic of How The Brain Works As a Decision Making Apparatus

Impulses with Checks and Balances

Skill Sets Arrayed on a Four-Drive Quadrangle

Darwin on Morality: “The following proposition seems to me in a high degree probable—namely, that any animal whatever, endowed with well-marked social instincts… would inevitably acquire a moral sense of conscience, as soon as its intellectual powers had become as well, or nearly as well developed, as in man.”

Darwin on Morality: “I fully subscribe to the judgment of those writers who maintain that of all the differences between man and the lower animals, the moral sense of conscience is by far the most important.”

The “Golden Rule” It is not a big step from the drive to bond to the practical rule that the key is to treat the other person, most of the time, as one’s self would desire to be treated in terms of the four innate drives.

Moral Rules Deduced from the Golden Rule and Four Drives dA In support of the other’s drive to acquire: -- Help enhance rather than steal or destroy, the other’s property. -- Facilitate, not frustrate, the other’s pleasurable experiences. dB In support of the other’s drive to bond: -- Keep, rather than break, one’s promises. -- Seek fair, not cheating, exchanges. -- Return a favor with a favor. dC In support of the other’s drive to comprehend: -- Tell truths, not falsehoods. -- Share, not withhold, useful information. -- Respect, not ridicule, the other’s beliefs, even in disagreement. dD In support of the other’s drive to defend: -- Help protect, not harm nor abandon, the other.

Help others rather than harm them. Tell truths, not lies—except for white lies. Keep promises. Seek fair exchanges that reflect merit differences. Detect and punish cheaters. Hauser’s Universal Moral Rules

Customers Employees Managers Relevant Public Stockholders Suppliers Human Leadership by the CEO & Governing Coalition Building cooperative relationships by addressing all four drives in a balanced and sustainable manner Humane Leadership and Stakeholder Relationships

Humane Leadership Addressing the Four Drives

FINDINGS FROM NOHRIA, GROYSBERG, AND LEE ARTICLE “An organization’s ability to meet the four fundamental drives explains, on average, about 60% of employee variance on motivational indictors [previous models have explained about 30%].” “A company can best improve overall motivational scores by satisfying all four drives in concert. The whole is more than the sum of its parts. A poor showing on one drive substantially diminishes the impact of the other three drives.”

Power Sharing in the Corporate Hierarchy

Distribution of Added Value in the Corporate Hierarchy

TOWARD ULTIMATE HUMAN VALUES FOR ALL

TOWARDS ULTIMATE HUMAN VALUES FOR ALL

dC Deep Understanding dD Reasonable Security dC Peaceful Cooperation dA Sustainable Prosperity HUMANE LEADERSHIP Impulse Checking and Balancing WISE AND JUST