On Managing with Love

Let me reiterate some points I've made in previous blogs and expand on the topic.

We began our journey as chimpanzees, where the strongest chimp led the group. As we transitioned to a nomadic society, the best hunter took on the leadership role. When we settled into agricultural communities, the person with the most land or livestock became the leader. The common thread? Physical strength, “muscles” and possession.

Then came the Industrial Revolution, where the intellect, "the brain"  emerged as a key factor: organizing, budgeting, and planning. This shift gave colonial powers an edge over developing nations; they wielded both muscle and intelligence: order—systems, effective comprehensive planning etc.

Today, the brain has become vital for success, focusing on data management, innovation, and strategic thinking. Meanwhile, developing nations provide the muscle—resources and manpower.

However, the landscape is shifting once again. The human brain, once the critical variable for success, is being challenged by artificial intelligence and quantum computing. So, what lies ahead? Which factor will dictate success now? We’ve moved from muscle to brain, but what comes next?

The answer is the heart. The companies that will thrive in the future will be those that manage with love—something AI, as it stands, does not possess. It doesn’t feel, at least not yet.

But what does it mean to manage with the heart? It means to lead not just for profit, but out of a genuine love for what we do and for the people we serve.

Now, how do we manage with love? This concept needs to be articulated clearly, otherwise, it risks becoming just another buzzword that everyone talks about but few know how to implement in a company.

In all my lectures and writings, I've asserted that mutual trust and respect are prerequisites for sustainable love. Without these, the feeling of love will inevitably dissipate. The Adizes methodology doesn’t preach love per se, but it emphasizes working with mutual respect and trust. To me, that’s close enough to love and can be operationalized through shared vision and values, a complementary organizational structure, disciplined meeting management, and a leadership team that earns and grants respect and trust.

I’ve learned from Raj Sisodia, leader of the Conscious Capitalism movement, that mutual trust and respect alone are not sufficient for leading with love. Caring must also be a component.

When these three elements—trust, respect, and caring—are nurtured, love becomes sustainable. Without them, love fades away.

I face a challenge that I hope my readers can help me address: how do we cultivate caring in the workplace? I understand how to build mutual trust and respect; our institute has excelled at fostering a culture of these qualities. Yet, instilling genuine caring is a new challenge for me. While trust and respect are processed by the brain, caring stems from the heart, and I find myself at a disadvantage here (for more on this, see my autobiography, The Accordion Player, my journey from fear to love ).

I invite my readers to share their thoughts and insights.
Calling for help,

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