Benedict in the Boardroom

Benedict was born around 480 in central Italy and educated in Rome. He disapproved of the manners and morals of Rome, which was in a period of political instability and societal breakdown. Benedict chose a life of monastic seclusion and contemplation. He was invited to lead several different monastic communities, and composed his monastic rule in about 540. He died sometime before the year 550.

Benedict’s Rule, in addition to its spiritual insights, demonstrates insightful psychological understanding and practical management skills. Benedict appreciates the combination of standards and flexibility that help people develop and flourish Individually as well as in community.

The practical, loving way Benedict understood how people live and grow draws me to Benedictine life at a deep level. The Rule begins with the word, “Listen;” it is filled with down-to-earth ways to give people opportunities to draw closer to deep meaning, to each other, and to themselves. It lays out a clear and responsive framework for living and working together; it ends by explaining that it is written for beginners.

I have come to recognize that many of the passions and values shaping my whole life have had a strong connection to those highlighted by Benedict. For example, he seems to be as concerned with good order, wise management, and the way people treat each other, as he is with meditation and introspection. His Rule is grounded in fairness and respect, working wisely and honestly, and in being open to silence and rest.

While I do not tend to be overly enthusiastic about “rules,” I have found a great deal of support and encouragement in the framework of Benedict’s Rule. The “Rule” is more like a yardstick we can use to measure and understand ourselves, rather than regulations set out to constrict thought and action.

Though he lived 1,500 years ago, Benedict’s wisdom and guidance support us today as we strive to take actions consistent with our core values and principles. It is easy for us to become focused on what we need to accomplished today, and lose sight of the reasons and qualities that motivate us.

How could your actions more accurately reflect your priorities and overall vision for your self?  How could your organization connect more deeply with your values and principles?

[Image by Jun Acullador]