Dirk Verburg

Many people in the workplace wrestle with combining their ethical and spiritual convictions on the one hand, with what they feel is required of them to progress their careers, or simply to stay in their roles, on the other.

For people who want to address this tension, ‘Heroic Leadership – Best Practices from a 450-Year-Old Company That Changed the World’ by Chris Lowney. ‘ will be a great read!

Chris Lowney, is a one-time Jesuit seminarian, who currently chairs the board of CommonSpirit Health, America’s largest not-for-profit healthcare system with 140 hospitals and more than 150,000 employees. Previously, he served as a Managing Director of J.P. Morgan & Co. in Tokyo, Singapore, London and New York.

In the 28th episode of the Leadership 2.0 podcast, I interview Chris Lowney about Heroic Leadership. During our conversation, we discussed the following topics:

• What is Jesuitism?
• Where does Chris’s involvement with Jesuitism stem from?
• The four Key Values of Jesuitism: Self-Awareness, Ingenuity, Love and Heroism
• The Jesuits and Agility
• ‘Greater Love than Fear’ as a Leadership Principle
• Leadership as an Activity
• The Concept of Indifference
• Self-Compassion
• Serving a Higher Purpose in Competitive Work Environments
• A Call to Action – Heroic Leadership – The Workbook
• Why Everyone is a Leader

► You can watch or listen to this podcast episode on

➡️ YouTube
➡️ Apple Podcasts
➡️ Spotify

➡️ No time to watch or listen to podcast now? Here is a short summary of our conversation ⤵

Dirk: Could you briefly explain what Jesuitism is for listeners unfamiliar with the concept?

Chris: Jesuitism refers to the Society of Jesus, a religious order of priests and brothers within the Roman Catholic Church, founded around 1540 by Ignatius of Loyola. Jesuits belong to a religious order with specific traditions and a unique spirituality. Historically, religious orders often distinguished themselves through a particular type of work, such as teaching, or a specific style of prayer. Jesuits, to oversimplify, are a stream of priests known for their distinct history, traditions, and a certain way of approaching the world, often characterized by their adaptability, intellectual rigor, and commitment to education and service.

Dirk: Can you share your personal journey, from being a Jesuit seminarian to holding senior roles at JP Morgan, and then transitioning to the nonprofit sector?

Chris: My journey began as a New York City native, attending a Jesuit high school. At 18, I started studying to become a Jesuit priest, but after a few years, I realized it wasn’t my calling, particularly due to the celibacy requirement. While teaching economics at a Jesuit secondary school with no “Plan B,” I unexpectedly joined JP Morgan’s management training program. I spent two decades there, serving on management committees in Asia, Europe, and the US, which was a very fulfilling career. However, I always felt a desire for a different chapter beyond just working in a big bank. This led me to leave and write “Heroic Leadership,” and since then, I’ve been involved in writing, speaking, and board work in the nonprofit sector, including a large hospital system.

Dirk: Your book highlights four key Jesuit leadership values: self-awareness, ingenuity, love, and heroism. Could you explain the thinking behind each value and its importance, as they differ from typical leadership frameworks?

Chris: My book, “Heroic Leadership,” draws upon Jesuit values, translating their religious roots into accessible principles for any leader. Self-awareness means understanding one’s strengths, weaknesses, and values, and possessing emotional intelligence. Ingenuity emphasizes adaptability, creativity, and openness to rapid change. Heroism isn’t about fame, but about working for a mission greater than oneself, investing energy in a purpose beyond personal ego or status. Finally, love, as defined by medieval philosophers, means wanting the good for others and fostering their potential. In an organizational context, this translates to recognizing and developing the talents of colleagues, helping them flourish and achieve their best. This framework decodes Jesuit wisdom for modern leadership.

Dirk: You mention “having always one foot lifted” as a Jesuit principle. Can you elaborate on this idea of constant preparedness for movement and change?

Chris: “Having one foot lifted” is a profound Jesuit phrase, attributed to Ignatius of Loyola or perhaps Nadal, designed to convey the spirit of preparedness and constant readiness. It signifies always being poised for the next step, continuously leaning into what’s ahead, and being alert to what needs to be done next. It encapsulates a dynamic and forward-looking mindset, suggesting that a leader should never be static but always adaptable and ready to move in response to evolving circumstances and priorities. It’s a reminder to be proactive and responsive, not complacent.

Dirk: You emphasize “greater love than fear” as a core Jesuit leadership principle, particularly for teamwork. How can this principle be applied in highly competitive environments like investment banks?

Chris: The principle “greater love than fear,” originally from Ignatius, means motivating by positive treatment, not by threat or intimidation. While the word “love” can be challenging in a corporate context, it translates to wanting the good for colleagues, recognizing their potential, and developing it. Research from firms like McKinsey on effective leadership behaviors aligns perfectly with this. Their findings highlight actions such as supporting employees, giving praise, providing constructive feedback, and offering opportunities. Therefore, “greater love than fear” in a competitive environment means fostering a culture where people feel trusted and supported to do their best work, rather than being driven by fear of failure or job loss.

Dirk: You state that leadership is an activity, emphasizing that “leadership springs from within; it’s about who I am as much as what I do.” Could you elaborate on this aspect of authenticity and intrinsic motivation in leadership?

Chris: The idea that “leadership springs from within” contrasts with the notion of an “empty suit”—someone whose leadership is merely an act, lacking substance or consistency. True, inspiring leaders possess authenticity; they are genuinely themselves, know what they stand for, and demonstrate constancy in their values. This internal integrity fosters loyalty and trust, as people connect with leaders who are real and genuine, not manipulative. Leadership isn’t about knowing the right tricks or tactics to control others, but rather about embodying principles and values that are deeply understood and willingly championed. It’s about an inner conviction that guides actions and inspires others.

Dirk: A key notion in your book is “indifference”—a state of detachment. You mentioned parallels with Stoic philosophy. Could you explain the concept of indifference in Jesuit thought and how it relates to modern organizational life, particularly regarding biases and ego?

Chris: The Jesuit concept of “indifference” can be easily misunderstood as apathy, but it’s akin to Stoic philosophy and even aspects of Buddhism. For Ignatius, it means freeing oneself from “internal baggage”—biases, fears, ego, or status needs—that hinder wholeheartedly pursuing a mission. It’s about achieving a balanced, unbiased state, like a scale, before making major decisions, allowing evidence to guide choices rather than personal inclinations. In organizational life, this means consciously setting aside self-interested drives—like desires for power, status, or wealth—to ensure that decisions are made based on the collective mission, rather than unknowingly being corrupted by personal motivations. It’s about achieving internal freedom to act ambitiously for a greater purpose.

Dirk: Your book discusses the importance of “being loved as a basis for empowerment,” a concept rarely found in management literature. Could you expand on this idea and its connection to self-compassion?

Chris: The idea of “being loved as a basis for empowerment” is distinct from typical corporate environments where worth is often tied to immediate performance. It signifies a fundamental belief in and support for individuals within a team. Let me illustrate this with an anecdote of an early Jesuit missionary who, after making a mistake, received a supportive letter from Ignatius, essentially empowering him to trust his judgment. This demonstrates a culture where individuals feel their talents are recognized, trusted, and supported to do their best work, rather than constantly fearing exposure or reprimand. While not directly termed “self-compassion” in the book, this underlying trust and positive regard from leadership can foster a sense of security and self-worth in individuals, allowing them to take risks and learn without debilitating fear, which can indeed encourage self-compassion.

Dirk: Your book highlights heroic undertakings by Jesuits inspired by their calling. How can we instill this sense of duty and responsibility from serving a greater purpose into commercial and often Darwinistic workplaces?

Chris: This is a profound and challenging dilemma. While the book offers relevant principles, heroic actions often stem from a deep, almost religious sense of mission, a calling worth everything to an individual. It’s similar to a parent’s unwavering devotion to a sick child, a level of commitment not typically expected in a commercial setting. The challenge lies in helping individuals find what resonates with their personal sense of importance within their workplaces. This could involve developing teammates, upholding deep integrity with clients, or ensuring work serves a genuine purpose beyond just profit. Managers, in turn, must elicit and nurture these intrinsic motivations in their teams, recognizing that while not everyone will have a “religious” calling, finding a meaningful connection to their work can inspire heroic efforts.

Dirk: You recently published a workbook as a companion to “Heroic Leadership.” What led you to write this workbook, and what does it aim to achieve for readers?

Chris: The workbook, published about 20 years after the original book, came about because readers often asked for a more practical guide on how to become a heroic leader, rather than just understanding what it looks like. While I didn’t feel I had the specific skills to create such a blueprint myself, a learning management company approached me to develop an asynchronous online program. Collaborating with Judy Wearing, an expert in translating concepts into exercises, we created the workbook. It directly parallels the book’s four pillars—self-awareness, ingenuity, heroism, and love—and for each, it offers exercises. These prompts encourage readers to reflect on their values, inventory their “baggage” (ego or other issues that hold them back), and draw lessons from past achievements and failures, providing a tangible way to apply the principles.

Dirk: As we conclude, are there any final elements of heroic leadership you wish to emphasize or any concluding thoughts you’d like to share?

Chris: The most fundamental idea to emphasize is that leadership isn’t just about hierarchical positions or influential figures like presidents or popes; it’s about each individual. Everyone, whether a parent, teacher, or manager, implicitly points a way or direction and influences others through their behavior, priorities, and how they use their time and resources. We are all leaders, whether on a public platform or within our immediate circles of colleagues, neighbors, or children. Therefore, the discussion on heroic leadership isn’t just for senior executives, but about how each person lives their life every day, recognizing their inherent capacity to influence and lead.

► Resources

Chris has authored six books, including the bestselling Heroic Leadership, which has been translated into eleven languages and was named to the recommended reading list of the Commandant of the United States Marine Corps. His latest work, Make Today Matter: 10 Habits for a Better Life (and World), won an Independent Press Award. You can find more information about his books here: https://chrislowney.com/wp/books/