Page 45 - How to Drive the Bottom Line with People

Understanding Higher Math

to embrace power and money as the only real meas-
ures of success. It is true: power and money appear to

be the ultimate rewards, according to today’s culture,
despite history’s repeatedly teaching otherwise. Popu-
lar corporate culture tells us that more is better, but

those who appear to have it all often really have the
least. They are unaware, unhappy, and unfulfilled.
Patrick Morley, author of The Seven Seasons of a
Man’s Life, suggests that poor people may be the luck-
iest people of all because at least they have the hope

that if they had money, they would be happier. I have
found the truth is just the opposite—power and
21
money will never satisfy the soul. =

Organizations that make people and service the
cornerstones of their corporate identity enjoy sustain-
ability. The misguided and myopic notion that places
a premium on power and money has no permanence
in today’s marketplace.

Mired in egomania and denial, business continues
to sink into a morass and worship these false idols of
power and money. The stories documenting titans of

industry that became colossal failures as a result of
selfishness and outright greed seem almost common-
place today. Adelphia, Arthur Andersen, Enron, L&H,
Tyco, and WorldCom are just a few of the more