Funding uncertainty, increased need and complexity, pressure to do more with less (again), employee mental health, attrition and other factors continue to challenge leaders in the charitable sector. The concern for geo-political issues, shifting economic structures, devastation from wars or natural disasters and our own life and health challenges can erode any sense of personal stability.
Sadly, these concerns are not new.
We’ve been paddling through whitewater for a long time. How might we find a way to be comfortable in the chaos and keep our eyes on the horizon? Let’s explore something that might seem radical and even politically incorrect in these times: Spiritual Intelligence (SQ).
What is Spiritual Intelligence?
Some people may resonate with the word “spiritual” while others will have an immediate allergic reaction. Stay with me.
Spiritual Intelligence is defined by Cindy Wigglesworth as “the ability to behave with wisdom and compassion while maintaining inner and outer peace regardless of the situation.”
Wigglesworth developed this definition after extensive interviews with multiple leaders. She found 21 common skills that contribute to SQ (see the grid below) and designed a faith-friendly, faith-neutral assessment tool so people can understand where they are and how they want to develop. I describe EQ (emotional intelligence) and IQ (cognitive intelligence) as software we need to manage life, but SQ is a complete upgrade to our internal operating system making all software run better.
In the not-too-distant past many of us were expected to show up at work with body and mind but required to leave our soul in the glovebox. Thankfully the world is waking up to the need to reconnect our whole selves—mind/body/spirit and research is discovering the benefits. Leaving soul out of work limits our resilience, capacity and creativity.
Why is this emerging?
Old patterns and tactics no longer work in this era of change and complexity. Until 1900, human knowledge doubled every century. By World War II knowledge was doubling every 25 years. Recent estimates indicate knowledge doubles every 13 months and faster in technology and medicine.
Here is the problem.
We have access to reems of information and knowledge, but this doesn’t translate to wisdom. If we want our organizations to be resilient and adaptive, we need to tap into unique levels of connecting to self, others, and (if you choose to accept this) a higher source so we can be comfortable in the chaos (Wheatley, 2002) and develop adaptive confidence to build the bridge as we walk on it (Quinn, 2004).
Evidence-based benefits
In my leadership research (MacFarlane, 2016) I found many scholars suggesting that leaders and teams with a higher propensity for spiritual intelligence realize these benefits:
So how does one cultivate spiritual intelligence for personal growth?
I will highlight just a few of the SQ21 skills that have relevance in philanthropic work.
Awareness of our own worldview
Many people float through life not knowing what they truly believe or what influences their perspectives. We are consciously or unconsciously impacted by upbringing, culture, religion, friends, socio-economic status, experiences and information we consume. People may operate on autopilot without realizing what underpins their behaviours and choices. It is important to explore and affirm the best of those influences but also unpack what limits our best selves. The intentional act of asking ourselves the question, journalling about it or sitting with a friend to articulate the essential aspects of our worldview can be an enlightening activity. Could you define your worldview if asked?
Having a sense of purpose
Many in the nonprofit sector have a sense of purpose or higher calling. This can be an asset especially to sustain the energy we need in the face of unrelenting demands and the world’s “wicked” problems. Connecting our purpose to our work fuels joy.
However, being mission-driven can lead to burnout. While we can thrive on our passions, we also need to be aware of when we need refuelling or we may become “so heavenly minded, we are no earthly good.” Stepping back to reflect, recharge and reconnect to and even redefine our higher purpose or divine calling can help mitigate our overwork and overwhelm.
Knowing our values (and living them)
Most nonprofits have undergone a values exercise, expressed on boardroom walls and in brochures. But we as individuals can navigate life with more clarity if we walk through our own values exercise with intention, defining (not just) a long list but our top five. Asking ourselves—why those? And, am I living those values on a day-to-day basis?
Here is a tricky question: Are your values ever misaligned with how your organization operates? Sometimes our stress is not from the work itself but rather manifests when something in our organization doesn’t feel right. Then what? Being values-aware and values-driven can offer a guiding light for tough choices.
Awareness of our ego and keeping it in check
Many spiritual traditions advise on ridding ourselves of the ego. However, the SQ21 model suggests that we need our ego as it can be beneficial for quick decision-making, behaving in socially acceptable ways, or when safety is at stake. However, in most cases, we need to keep our higher self in the driver’s seat. Recognizing when our ego is hijacking us takes practise. Here is one simple tip. When you are feeling agitated, challenged or angry—notice the physical signs and pause.
Then breathe, reflect, reframe the challenge, and choose a response grounded in your values. Our ego will keep us stuck in one-track reactions, but our higher self can see more possibilities and respond compassionately and creatively.
Sensing our interconnectedness
Recognizing our interconnectedness requires a leap away from the current prominence of “otherness”. If we are serving in the nonprofit sector we may have already made that leap. We know we are interconnected. Many faith traditions espouse this belief. How we treat others comes back to us accordingly. In biblical traditions disciples are told if they gave water, food or clothing to others, they were giving the same to Jesus. The Vedic tradition of Hinduism speaks similarly about Karma. We can also recognize our interconnection to the earth and human impact on thriving or suffering here and around the globe.
Have you ever looked at the sky on a dark, starry night and become overwhelmed at your place in the cosmos? Two things I believe are true: We are a tiny speck in the vastness of space and a brief flash across all time and yet everything we do creates ripples. When we live and act with wisdom and compassion while maintaining inner and outer peace it can transform how the future unfolds.
We have that power.
When we practise being fully present, we can pause, recognize our interconnectedness, set aside our ego, live into our purpose and values, and invite a sense of community where we can support each other and solve problems together.
I have just skimmed the surface of some deep ideas and hope you might be curious to learn more about spiritual intelligence in managing self.
In future articles I will unpack more of the SQ21 Skills as they relate to effective leadership and our resonance with donors.
Wigglesworth, C. (2012). SQ21: The Twenty-One Skills of Spiritual Intelligence. BookBaby.
Other resources:
MacFarlane, K. (2016). Cultivating a Culture of Philanthropy [Unpublished organizational leadership project report, Royal Roads University]
Quinn, R. E. (2004). Building the bridge as you walk on it: A guide for leading change. San Francisco, CA: Jossey-Bass.
Wheatley, M. J. (2002). Leadership in turbulent times is spiritual. Frontiers of Health Services Management, 18(4), 19–26.
Kathy MacFarlane has an MA in Leadership, CFRE, and is a Leadership Consultant, a Certified Spiritual Intelligence coach, an MBTI practitioner and a Resilience @cWork Coach. Kathy is passionate about healthy leadership so people can thrive at work. She aims to maximize creativity and innovation by inviting people to bring their souls to the workplace. Kathy spent 30 years leading fundraising in children’s services, health care, college and university settings. She has extensive experience in legacy giving, major gifts, capital campaigns, annual giving, grant writing, and special events. https://kathymacfarlane.com/
