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by Chris Lowney

Many of today’s organizations struggle to find leadership. “living with one foot raised,” always ready to respond
Top executives hire talented, ambitious young people only to opportunities. Although education was not one of
to find that they crumble under pressure, can’t inspire and the Jesuit’s initial goals, for example, they spotted a
motivate their teams, or lack the courage to innovate and need and began plowing money into building a col-
take risks. Chris Lowney, author of Heroic Leadership, lege. Within a decade, they had opened more than 30
believes these companies can look to a sixteenth-century colleges all over the world.
priest for guidance. In 1540, St. Ignatius Loyola founded • Love. Loyola believed people perform best in environ-
the 10-man Jesuits with no capital and molded it into the ments that are supportive, caring, and charged with
most successful “company” of its time. Now the world’s positive emotion. He counseled leaders to create a
largest religious order, the Jesuits have operated a highly climate filled with “greater love than fear,” and be
efficient international network of trade, education, military passionately committed to unlocking the potential in
work, and scholarship for almost five centuries. themselves and others.
• Heroism. “Heroes extract gold from the opportunities
PILLARS OF LEADERSHIP SUCCESS around them rather than waiting for golden opportuni-
With fascinating historical examples and anecdotes, ties to be handed to them.” Leaders aim high and
Lowney explores how the Jesuits have grappled energize others with their ambitions for something
with many of the same problems that face today’s more, something greater than what is. This Jesuit
organizations—“forging seamless multinational teams, idea contributed to the first European forays into
motivating inspired performance, remaining change ready Tibet, for example, and created the world’s highest-
and strategically adaptable.” He believes the Jesuits’ quality secondary education available.
enduring success comes from molding leaders at all
levels based on four core leadership pillars:
LIVING LEADERSHIP
• Self-Awareness. To be a leader, one must understand The Jesuit approach focuses not on what leaders do, but
his or her strengths, weaknesses, values, and beliefs. on who they are. The principles aim to make each individ-
The Jesuits are trained to reflect on their goals, val- ual a better person, which in turn makes a stronger orga-
ues, and performance throughout each day. Once a nization. Leadership cannot be separated from everyday
year, each sits down with a superior for an “account life. The four pillars of leadership form a foundation for a
of conscience” to reinforce an understanding of com- way of living that is based on strong values and allows
mon goals and success. any individual to respond positively to the leadership
• Ingenuity. Innovating and adapting to a changing opportunities all around us every day.
world is one of the things the Jesuits have done
Heroic Leadership, by Chris Lowney, is published by Loyola Press.
best. St. Ignatius Loyola described the ideal Jesuit as

One example of a spiritual leader is Tom Chappell, owner of Tom’s of Maine,
a health care products company. Chappell was financially successful but he

reached a point where he decided something was missing. He enrolled in divinity
school and subsequently applied his theological training to Tom’s of Maine, creat-
ing a successful example of a values-led business. Another example is the CEO of
BioGenex, Kris Kalra. He realized he was a workaholic living entirely for mate-
rial success. His higher purpose was lost. Kalra focused on spiritual studies for
three months, and he returned to work with a new attitude and respect for others’
ideas. The outcome was 12 new company patents and a sharp increase in sales.
His spiritual leadership likely saved a business that was stumbling. 68

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