Carl's Corner
by Carl Pritchard, PMP (June 1, 2010)
Do you celebrate project zeal? Do you respect those who are zealous in ways you don't like? 
Management Secularism and an afternoon with the Dalai Lama
by Carl Pritchard, PMP, PMI-RMP
An afternoon with the Dalai Lama is (no surprise) an enlightening experience. Even when your personal focus is on management practice.
Does a passionate belief system have a place in management? As with so many things, it comes down to a definition of terms. I had the compelling experience recently to attend a presentation by His Holiness the Dalai Lama in New York City. Through much of his presentation, he focused on the definition of the terms, including, in particular, a compelling discussion on secularism. While we often think of secularism in the "religious versus secular" context, I couldn't help but consider the application of the same vernacular for those who have an almost religious zeal for particular management practices.
Secularism in Management
As the Dalai Lama introduced secularism, he emphasized that it was the absence of religion, coupled with a profound and abiding respect for the individual. While often seen as the first half of that definition, the second half was a revelation. I even went so far as to investigate (after the speech) the roots of the Dalai Lama's definition. As you might guess, he was right! Secularism as a practice was first defined in depth by Holyoake in 1851 as "promoting a social order separate from religion, without actively dismissing or criticizing religious belief." He goes on to say "Secularism does not say there is no light or guidance elsewhere, but maintains that there is light and guidance in secular truth, whose conditions and sanctions exist independently, and act forever. Secular knowledge is manifestly that kind of knowledge which is founded in this life, which relates to the conduct of this life, conduces to the welfare of this life, and is capable of being tested by the experience of this life."
While rooting itself in evidence and history, secularism does not reject passion, zeal and belief systems. And that may be where management often makes a huge misstep in not harnessing the opportunities presented by religious zeal.
All too often managers dismiss zeal and passion as inappropriate in the workplace. Manager often don't countenance intensity or allow it to flourish. Instead, the workplace is frequently perceived as a sterile or unadorned environment, where we check our deepest passions at the door. This is because the highest levels of intensity evoke strong reaction. How unfortunate.
I once asked Fred Rogers, the late children's show host, about such levels of intensity. I suggested to him that the world might be a better place if we could all be a little less intense--if we could all be a little more like Mister Rogers. "I wouldn't want that," he replied. "I think it would make for a rather monochromatic universe." I love that phrase, and I believe it's one the Dalai Lama could have spoken as well. Why? Because it is the diversity of individual passions and the diversity of individual responses that brings color to our world. And it is the mutual respect of those reactions, responses and attitudes that leverages them to bring new possibilities to bear in the workplace.
Finding the roots of passion can be an open window into the soul. And work is far more likely to have positive outcomes if we are touching the souls of those with whom we work.
In discussing this article with a good friend of mine, she remarked that "all sides" are guilty of a failure to respect the zeal and passion of others. We all believe our passions to be righteous and justified, while those that are directly opposed are somehow inapt. But while the Dalai Lama suggested that we need to respect the passions of others, he did not suggest that we have to subjugate ourselves to others' perspectives.
Indeed, in the brief lecture, he also spoke freely about the wonders of freedom, and the amazing role that personal freedom plays in our ability to truly leverage personal potential. He spoke in solemn tones as he discussed the oppressed in our societies and burst through with infectious enthusiasm as he celebrated those who have found freedom.
In our roles as both managers and individuals, these are messages we need to take to heart. We need to celebrate the diverse perspectives of those around us, as that diversity affords us capabilities well beyond those of the individual. And we need to grant those with whom we interact the opportunity to be free to exercise their personal and professional passions if we truly want to unlock their full potential.
Carl Pritchard can be found on Facebook, Twitter, MySpace, Plaxo and LinkedIn. He can also be found with a simple e-mail to This e-mail address is being protected from spambots. You need JavaScript enabled to view it
Copyright 2010, Pritchard Management Associates - Right to reproduce in full with attribution is granted freely to Silver Spring Chapter members for personal and professional use. All other rights (including resale or republication) are reserved.