Csikszentmihalyi's Good business

Good BusinessFlow and Growth

Lessons learned from“Good Business” Decision-Makers

Prof. Mihaly Csikszentmihalyi

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

“Good Business” projectAn 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)

3How does it feel to be in flow?

Goals are clearFeedback is immediate

A balance between opportunity and capacity

Concentration deepensThe present is what matters

Control is no problemThe sense of time is altered

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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.


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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


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)


7

Flow Power-field

Extraordinary times require extraordinary Leadership Development

(C)2015 ALEAS Sims, Inc. California Prof. 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?"



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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


(C)2015 ALEAS Sims, Inc. California Prof. 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.


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