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Leadershipforthe21stCentury B y T a n y a L a t

INTRODUCTION EversinceIwasateenager,Ihavereadcountlessbooksonleadership and management, searching for the elusive leadership paradigm that personallymadesensetome.IreadSunTzu,StephenCovey,JohnMaxwell, NiccoloMacchiaveli,andpracticallyallthebooksandmaterialsonleadership thatIcouldlaymyhandson.Butnoneofthemseemedtofit. ThenIdiscoveredChrisLowney'sbookHeroicLeadershipwhilebrowsing the shelves of one of the oncampus bookstores of Ateneo de Manila University,mycollegealmamater,inMay2004.ThetitleHeroicLeadership leaptoutatme,andIdecidedtopurchasethebookrightthereandthen.But forvariousreasons,thebookjustsatonmybedroombookshelfunreadfor almostayear. When I finally got around to reading Heroic Leadership the following year,Iwasblownaway.Hereatlast,wastheleadershipparadigmthatIhad beensearchingforalltheseyears. HeroicLeadershipdiscussestheleadershipparadigmmodeledbyoneof history's most successful companies the Society of Jesus founded by St. IgnatiusofLoyolafromabusinessmanagementperspective.Anunlikely treatmentforareligiousorganization,andanunlikelymodelforbusiness andlayleaders. But that, perhaps, is precisely what makes Heroic Leadership so charmingandsopotent.WhentheSocietyofJesuswasfounded,allthatits foundershadoriginallyplannedwastosimply"savesouls"andtodowhat was needed to achieve that objective. There were no deliberate plans for corporatelongevityandworlddomination.Butoutofthatseeminglysimple plan evolved a paradigm and principles that have ensured the continuing successoftheJesuits,which,forallintentsandpurposes,istheworld'sfirst 1

andoldestmultinationalcompany,being450yearsoldandstillgoingstrong.

But more importantly, despite its masculine, Catholic, and Western/Europeanorigins,HeroicLeadershipisaleadershipparadigmthat transcends gender, religion, culture, nationality, and class, and can be embracedandappliedanywhereintheworldbyanyone.HeroicLeadershipis averypractical,effectiveapproachtoleadershipthatcouldverywellhave been developed by women for women, and I am sure that it will strongly resonatewithyou,asithaswithme. This paper is my modest attempt to synthesize Chris Lowney's book Heroic Leadership 295page book into a shorter version that can be disseminatedtoawideraudiencethateithermaynothaveaccesstothebook orperhapsmaynothavethetimeorinclinationtoreaditinitsentirety.The ideasandconceptsthatfollowarethoseofChrisLowney'sandtheSocietyof Jesus;IhavemerelyrestatedthemfrommyperspectiveasayoungAsian womanfromadevelopingcountryinparticularneedofheroicleadersatthis pointinitshistory.

HEROICLEADERSHIP EBUNKINGCOMMONLEADERSHIPMYTHS D Throughout the centuries, various leadership paradigms have been developed and promoted, most of them laden with myths that have permeated mainstream, popular culture. Therefore, to understand what HeroicLeadershipis,wemustfirstdistinguishitfromwhatitisnot.

Myth No. 1 Not everyone can be a leader. Leadership is reserved for : thosewhoareexceptionalormakeittothetop.

Heroic Leadership Premise No. 1: We're all leaders, and we're leadingallthetime,whetherwellorpoorly. 2

The prevailing stereotypical one great man/woman theories of leadershipinsinuatethatleadershipisreservedsolelyforthepeoplewhoare incharge and have thetitles togo withit:company presidents, generals, coaches,schoolprincipals,chiefexecutiveofficers,governmentofficials. These theories also foster what might be called a "1%" model of leadership,focusingon1%oftheteam(i.e.,thegeneral),only1%ofthetime (i.e., the pivotal moment when leader supposedly leads, e.g., the peak opportunityontheeveofthebattle).However,thisnarrowfocuson1%ofthe teamand1%ofthetimeoverlooksthechallengesfacingtheother99%ofthe team (i.e., the troops) and 99% of the daytoday opportunities wherein a leadercanmakeasignificantleadershipimpact. TheparadigmofHeroicleadershipexplodesthatonegreatman/woman modelofleadership.HeroicLeadershipispremisedonthevisionthateach personregardlessofrankorstatureisaleaderwhopossessesuntapped leadershippotential. And it's true: we are parents, siblings, teachers, supervisors, mentors, colleagues,andfriends,andweinfluencethepeoplewhoseliveswetouchon adaytodaybasis.Thereforewhetherwerealizeitornotweareleading all the time. Sometimes in immediate, dramatic, and obvious ways, more ofteninsubtle,hardtomeasureways.Butweareleadingnonetheless.And itisinthesesubtle,hardtomeasure,easilyoverlookedopportunitiesthat, takentogether,canformalifetimeofpositiveleadershipinfluence. Leadership, then, is defined, not by the scale of the opportunity that presentsitself,butbythequalityofone'sresponsetosuchanopportunity,be it big or small, dramatic or unassuming. We cannot control most of life's circumstances, but we are fully in control of how we respond to those circumstances.Anditistheheroicleaderwhoseizesalloflife'savailable opportunitiestoinfluenceandmakeanimpactonothers.

MythNo.2Leadershipisaboutstyleandtechnique.Icanbealeaderas soon as I master the "secrets", "principles" and "irrefutable laws" of leadership.

Heroic Leadership Premise No. 2 Leadership springs from within.It'saboutwhoIamasmuchaswhatIdo. There is no dearth of books and manuals that promise to unlock the mysteriesoftheleadershipandmanagementartsbyrevealing7miracles, 12simplesecrets,21irrefutablelaws,14powerfultechniquesand1001 ways.Thesebooksgivetheimpressionthatoncewemasterthesetechniques andimplementthem,wearealreadyeffectiveleaders. Unfortunately,mostofthesebooksare"quickfixes"thatfocusmoreon styleandtechniquethanonsubstance.Forthetruthis,nooneeverbecomes aneffectiveleadersimplybyreadinganinstructionbookorparrotingone sizefitsall rules or maxims. Leadership is not an external technique or practicebutsomethingthatspringsfromwithin:itisnotsomuchaboutwhat wedoasitisaboutwhoweare.Theconceptofleadershipbyexampleholds trueanywhereintheworld. Thus,aleader'smostcompellingleadershiptooliswhosheis:aperson who understands what she values and wants, who is anchored by certain principles, and who faces the world with a consistent outlook. And her greatestpowerliesinherpersonalvision,communicatedbytheexampleof herdailylife. Once this internal foundation has been laid, leadership develops as a natural matterof course. Without this foundation, however, no amount of techniquecanevercompensate,muchlesssubstituteforitsabsence.

MythNo3Leadershipisajob,arolethatIcanputasidewhenit'snot : necessary.

HeroicLeadershipPremiseNo.Leadershipisnotanact. 3 It'sawayoflife.

Becauseleadershipspringsfromwithin,itisnotajoborrolethatone puts on at work then sets aside when one leaves the office or workplace. Leadershipisawayoflife,andwecontinuetoleadwhereverwemaybe,beit atworkwithone'scolleaguesorsubordinates,athomewiththefamily,oron vacationwithfamilyandfriends.

MythNo.4: OnceIcompletethesevenstepstobecomingaleaderor masterthe21irrefutablelawsthenIamalreadymade.

Heroic Leadership Premise No. 4: I never complete the taskofbecomingaleader.It'sanongoing,neverendingprocess.

Thephraseseven steps tobecominga leader gives thebeguilingbut ultimatelymisleadingimpressionthatonewillactuallybecomealeaderby completingallthesteps.Andonceoneismadeorhasarrivedasaleader, onecanjustcoastalongandenjoyherleadershipstatus. However, anyone who has tried to lead oneself or a team knows that nothingcouldbefartherfromthetruth.Leadershipisaneverendingworkin progress that draws on continually maturing selfunderstanding. External circumstances,personalcircumstances,andpersonalprioritieschangewith time,withsomepersonalstrengthserodingasopportunitiestodevelopothers arise. All these changes necessarily require leaders to continually adjust, evolve,andgrow. Insteadofmerelyrestingonherlaurels,theheroicleaderrelishesthe opportunitytocontinuelearningaboutherselfandtheworld,lookingforward tonewdiscoveriesandinterests. The4CoreValuesofHeroicLeadership TochooseHeroicleadership,then,istochoosetoliveaparticularwayof life, and a particular way of doing things (a "mode of proceeding"). 5

Essentially,HeroicLeadershipisaboutchoosingtolivealifeofvaluesand principlesoveroneofsuperficialityandexpediency,andtocontinuouslyre affirmthosechoiceseachmomentofourlives. ThewayofHeroicLeadershipisanchoredon4corevalues: SelfAwareness Ingenuity Love Heroism

Thesearenot4techniquesbut4valuesformingonewayoflivingand doingthings.Asweshallsee,therealpowerofHeroicLeadershipliesnotin the mere sum of its parts, but in what results when these 4 core values reinforceoneanotherintoasingleintegratedlife.

1st,CoreValue:SelfAwareness Toovercomeone'sselfandtoorderone'slife

Knowthyself.The1stcorevalueofHeroicLeadershipwasalsoSunTzu's mostfundamentalruleforwinninganybattle. And rightly so. All leadership begins with selfleadership, and self leadership begins with knowing oneself. One cannot lead others without beingabletoleadoneself.Andwecannotleadourselvesunlesswethoroughly understandwhoweareandwhatwevalue,recognizingourstrengths,and admittingaspainfulasthismaybeourweaknesses. With selfawareness, we become aware of unhealthy blind spots or weaknessesthatcanderailusfromourmissionorgoalsandwecanthustake the necessary steps to correct them. At the same time, once we have identified and become aware of our strengths, we can maximize them accordingly.Andperhapsmostimportantly,oncewehaveidentifiedprecisely whatmovesustowholeheartedengagement,wehavelittletroublestaying 6

motivated. Because people and circumstances change, selfawareness is never a finishedproductbutalifelongprocessofselfreflection,selfexamination,and selfdiscovery. By cultivating the habit of continuous selfreflection and learning,wecanaccuratelymaptheeverchangingterrainoftheself,andin turnaccuratelymaptheterrainoftheconstantlychangingworldaroundus.

TheExamen:Atoolfordailyselfawareness Fewpeoplearewillingtosetasideevenonedayayear for selfreflection. But anyone can carve out 5 minutes three times a day. The examen offers a handy tool for dailyselfawareness: Each day upon waking up, remind yourself of key personalgoals. Aftertakingyourmiddaymeal,mentallyreplayyour daythusfar.Recallalltheeventsthathavetakenplace, theopportunitiesandchallengespresented,andhowyou reactedtothem.Didyourattitudesandchoicesbringyou closer to your longterm goals? Or did they move you furtheraway? Dothesamethingafteryoureveningmeal,replaying theeventsofthedaysinceyourmiddayreflection. Thisselfreflectivehabitisaspowerfulasitissimple. Ambitiousgoalsbecomemanageable whenbrokendown into smaller goals. Moreover, the examens create an ongoing feedback loop. Relevant new information is incorporatedandassessedinreal time:youcanremind yourselfofkeygoalseachmorning,noteverysixmonths, andyoucanextractlessonslearnedfromyoursuccesses and failures twice a day, not once a year. And most importantly, the examens can fit into even the busiest schedule.

2ndCoreValue:Ingenuity
Tomakeourselvesindifferentsothatthewholeworldwill becomeourhouse. The urgent question of our time is whether we can makechangeourfriendandnotourenemy.BillClinton Weliveinaworldthatischangingatabreakneck,dizzyingspeed,inan erafraughtwithuncertainty.Althoughchangehasbeenaconstantchallenge to humankind throughout the centuries, our generation finds itself confronted with unique issues, situations, and dilemmas that our predecessorscouldneverhavepossiblyimagined.Thus,theabilitytorespond quickly,adapt,andcreatenewopportunitiesinthiseraofextremechange anduncertaintyisavital,evenindispensablepersonalleadershipskillfor leadersinthe21stcentury. The2ndcorevalueofHeroicLeadershipisingenuity.Ingenuityisatrait, amixofadaptability,daring,speed,andgoodjudgment.Itistheabilityto innovate,toabsorbnewperspectives,torespondquicklytoopportunitiesor threats,andtoletgoofstrategiesthatnolongerworkinordertoembrace newones. However, ingenuity isalso a mindset. As St.IgnatiusofLoyolaputit, ingenuityisbeingcomfortabletravelingthroughthevariousregionsofthe worldandusingallthemeansyoucantoreachyourgoals.Itistheabilityto becomfortableinanysituationandinanypartoftheworldbecausethe wholeworldisourhouse.

Selfawareness:thefoundationofingenuity
Somepeopleshrinkfromchange,paralyzedbyplainoldfearofwhatever isdifferent.Othersdriftaimlesslyfromonesetofvaluesandstrategiesto another.Bothresponses paralysisandincoherent lurching indicatethe sameunderlyingproblem:notknowingorhavingcorevaluesandprinciples.

Ingenuity is thus not possible without a keen awareness and understandingofone'sstrengthsandweaknesses,aswellaswhatonevalues and stands for. With selfawareness, we realize our personal "non negotiables":thevalues,goals,andprinciplesthatwestronglybelieveinand are not willing to compromise. Our nonnegotiables act as both a moral compasswhichpointsusintherightdirectionintimesofuncertainty,anda moralanchor,whichkeepsusfromdriftingaimlesslyoroffcourseinshifting currentsandstormyweather.

Indifference:thekeyto unlocking ingenuity Oncewerealizewhatournonnegotiablesare,wealsorealizethatthere arecertainthingsinourlivesthatwehavebecomeattachedtowhichdonot correspond to our nonnegotiables. These can be attachments to persons, places,orpossessions.Ortheycanbeprejudices,fears,ormindsetsthatwe have gotten used to or cannot imagine living without. Either way, these attachmentsareunhealthyiftheydonothelpusattainournonnegotiables, andiftheypreventusfromgoingbeyondourcomfortzonesintothenewand theunknown. Cultivatinganattitudeofindifferenceisthereforekeytounlockingone's ingenuity.Unhealthyattachmentsserveasbaggagethatonlyweighusdown on our life's journey. With indifference, we jettison such baggage that preventsusfrombeingflexibleandopentothevariousopportunitiesthatlife presentsonadaytodaybasis.Bybeingindifferenttoourattachments,we can thus become strategically flexible, free to respond to change as it happens,andfreetochooseanycourseofactionthatwillallowustoachieve ourgoals. Thewholeworldbecomesourhouse With full awareness of our nonnegotiables and an attitude of indifference, we need not fearchange oruncertainty. Freed ofthe mental baggage and unhealthy attachments that weigh us down, we can become comfortablewithanysituationwemayfindourselvesin,anywhereinthe world.Inamannerofspeaking,thewholeworldbecomesourhouse,andwe 9

canbeathomeanywhere,anytime. Implicitinawholeworldisourhouseattitudeisaprofoundtrustand optimism that while life presents problems and challenges, it will also presentsolutionsandopportunities.HeroicLeaderscanthusaffordtoadopt ahopeful,optimistic,adventurous,andevenplayfuloutlooktolifeandallof itschallenges,secureintheknowledgethatmostproblemshavesolutions, andallthat'sneededtouncoverthemisabitofimagination,perseverance, andopennesstonewideas.

3rdCoreValue:Love Withgreaterlovethanfear Allleadershipparadigmsnecessarilyrequirealenswithwhichtoview theworld.Istheglasshalfemptyorhalffull?Arepeoplegenerallygoodor bad?Aretheygenerallydishonestortrustworthy?Howweviewtheworld andregardpeoplewillnecessarilyaffectthewaywerespondtosituations andhowwedealwiththepeoplearoundus. Books such as The48 Laws of Power andNiccoloMachiavelli's The Princeviewtheworldfromalensofsuspicionanddistrust.Machiavelli's advicewas:(i)fyouhaveachoice,tobefearedismuchsaferthantobeloved. Foritisagoodgeneralruleaboutmen,thattheyareungrateful,fickle,liars anddeceivers,fearfulofdangerandgreedyforgain. HeroicLeadership,ontheotherhand,choosestoviewtheworldusinga lensofloveandtrust.St.IgnatiusofLoyolainstructedhisJesuitmanagers togovernusingalltheloveandmodestyandcharitypossiblesothatteams couldthriveinenvironmentsofgreaterlovethanfear. Everyone knows that people perform best when they are respected, valued,andtrustedbysomeonewhogenuinelycaresfortheirwellbeing.And organizations, armies, sports teams, companies, and families perform best when team members respect, value, and trust one another and sacrifice narrow selfinterest to support team goals and their colleagues' success. Thesewinningattitudescanallbesummedupinoneword:love.

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Realizinglove Itissaidthatonecannotgivewhatonedoesnothave.Inotherwords,one hastoknowwhatitisliketobelovedinordertoloveothersinturn. Our first experience of love usually starts with our families. But ultimately,alllovecanbetraceddirectlytoGod'sdivinelove.Weareableto viewtheworldfromaperspectiveoflovewhenwerealizethatwearehereon thisearthpreciselybecauseofaGodwholovesussomuchintoexistence.We havenotdoneanythingofourownmerittodeservethislove,andmanytimes we fail to live up to what is expected of us, and yet we are loved unconditionallyanyway. Stirredtoprofoundgratitudeforthisundeserved,unconditionallove,it thenbecomespossibleforustoseethatGoddwellsinallthingsincreation and in all human beings. And once we recognize that, we realize that all humanbeingshavedignityandpotentialandarethereforedeservingofour love.

Loveinaction Loveisnotmerelyaboutseeing,butaboutdoingsomethingaboutwhat wesee.WhenwerealizethatwearelovedbyGod,andthatotherhuman beings are loved by God as well and therefore deserving of our love, we cannothelpbutbemovedtotranslatethatloveintoaction."Lovetherefore ought tomanifest itselfmorebydeeds thanbywords." Or toput it more simply,loveisn'tloveuntilwegiveitaway. Heroicleadershipputsloveinactionbyrefusingnotalentnoranyoneof quality,runningatfullspeedtowardperfection,andoperatingwithgreater lovethanfear. Refusingnotalentnoranyoneofquality Once we have recognized and embraced our own talent, potential and dignity, it becomes possible for us to recognize and affirm such talents, potential,anddignityinothers.Moreover,itallowsustorecognizeandhonor 11

the talent that others shun or overlook because of wrong pedigree, skin color,accent,background,oreducation.Heroicleadersrefusenotalentnor anyoneofquality.

pingothersrunatfullspeedtowardperfection Hel Manyofusarewhatwearetodaymothers,teachers,mentors,leaders because in our own lives, there were special people who recognized our potential,andhelpedusunlockandunleashthatpotential.Itthusbecomes possibleandevencompellingforustopayitforwardbyrecognizingand unlockingsimilarpotentialinothersaswell. Butthisiseasiersaidthandone.Anyonewhohasbeenamotherora coachorateacherknowsthatunlockingandunleashingpotentialistough work, and requires solid commitment, courage, and passion. Developing human potential goes further than simply being nice: love leads to confrontationwhenhumanpotentialisdisrespected,wasted,orfrustrated. Loveisabouttakingthetimeonedoesn'thavetocorrectanerrantchild'sbad behavior; to help the passable company employee do better; to counsel a friend against going into a relationship that would stifle her potential; to admonishandchallengetheunderachievingstudent. Ultimately,then,heroicleadershipisabouthelpingothersrunatfull speed towards perfection. As we know only too well, children, students, athletes,andemployeesachievetheirfullpotentialwhenthey'reparented, taught,coached,ormanagedbypeoplewhoengendertrust,providesupport and encouragement, uncover potential, and set high standards. In short, peoplerespondreadilytoleaderswholovethemenoughtocorrectthemand helpthembecomethebestpeopletheycanpossiblybe.

Fosteringenvironmentsthatoperatewithgreaterlovethanfear People perform best when they are respected, valued, and trusted by thosewhogenuinelycarefortheirwellbeing.Andwhentheyworktogether in an environment of love, mutual respect, trust, and affirmation, the dynamism,unity,loyalty,andmutualsupportthatcomeoutofitallowthe 12

teamtoachievemorethantheyevercouldhaveasmereindividuals. Anyone who has worked in a closeknit, loyal, trusting team be it a family, sports team, or circle of friends knows this. Unlike workplaces riddledwithbackstabbingandsecondguessingwhichsapmembersoftheir energyanddrive,environmentsofgreaterlovethanfearactually generate energyandarewellspringsofcreativityanddynamism. Lovedrivenleadershippointsthewaytoafutureinwhichwomenand men will enjoy greater chances to reach their potential, and fosters environments where people will have the confidence and the courage to spreadtheirwingsandnotjustflybutsoar.

4thCoreValue:Heroism
Magis:Elicitinggreatdesiresandstrivingformore. Beyondselfinterestandmaterialgain,peoplegenerallylongtobepartof somethingthatisgreaterthanthemselves.Wegladlydomorethanwhatis expected of us when we areselfmotivated,inspired, and feel that weare contributingtohigher,loftiergoalsthattranscendournarrowselfinterests. Heroic leadership is about encouraging people to consciously choose heroismasawayoflife.AsSt.Ignatiusputit,toconceivegreatresolvesand to elicit equally great desires. Or stated another way, to envision great thingsandinspireotherstostriveforsuchgreatness. The Jesuits have a term for this: magis, which is the Latin term for more.Thissimplebutpowerfulmottocapturesabroaderspiritofaiming highandcontinuallystrivingforexcellence. Heroism, then, is about committing to a way of life that emphasizes excellenceinallthingsandfocusesongoalsthataregreaterthanoneself. However, this becomes possible only when we own these goals: when we makethosegeneral,collectivegoalsintoourown personal goals.Itisthis ownership,coupledwithasenseofpurpose,thatenablesustochallengeour limitsandaspireformore. As we have seen, lovedriven environments foster unity, loyalty and 13

mutualsupport,andgenerateenergyandcreativityamongteammembers. Insuchenvironments,heroismisthelogicalnextstep.Heroicleadersinspire those around them to aspire for greatness and heroism, and create the culture and support mechanisms to make such heroism possible. More importantly,heroicleaderslikewisemodelheroismwiththepoweroftheir ownexample. Heroismis measured not bythe scaleof ouropportunities, but bythe qualityofourresponsestosuchopportunities.It'snotthejobthat'sheroic; it'stheattitudethatwebringtothejob,nomatterhowsimpleormundane. Notaskistoosmallnorinsignificanttobetransformedintoanopportunity forheroism.

HeroicLeadership:Leadershipforthe2 Century 1st

The4corevaluesofHeroicLeadershipflowseamlesslyintoeachotherto formoneintegratedlife.Aswehaveseen,magisdrivenheroismencourages people to aim high and keeps them restlessly pointed toward something more, something greater. Such heroism inspires ingenuity, constantly challengingpeopletothinkoutsidetheboxandeven live outsidethebox. Lovegivespurposeandpassiontoingenuityandheroism.Andlove,heroism, andingenuityarerootedinandnourishedbyselfawareness. HeroicLeadershipinvitesustoassessthedailyimpactthatwehaveon thepeoplearoundusandontheworldwelivein;tothinkaboutwhatkindof markwewanttoleaveonothers. HeroicLeadershipalsoinvitesustoreplaceaccidentalleadershipwith purposeful leadership, both of the self and of others. Each moment, each encounter is an opportunity to influence the outcome for the better an opportunitytoexerciseleadershipandheroismifonlywerealizethisand actonit. Inthisdayandagewhenitseemsthatsomanythingsaretakingplace that are beyond our control, Heroic Leadership emphasizes that we have controloverhowwerespondtoanygivensituation,andthatwehavethe toolsweneedtorespondheroically.Andinaneraofsweepingmaterialism 14

andconsumerism,HeroicLeadershipremindsusthattimehonoredvaluesof loveandheroismarestillthebestwaysofachievingsuccess. It'sahumbleyetoptimisticapproach.Humblebecauseitacknowledges thatweultimatelydon'tcontrolresults,onlyourownactions.Yetoptimistic becauseitrecognizesthatouractionscanbeprofoundlyinfluential,notonly inthepresentmoment,butalsointheyearstocome,a:;amodelforfuture teachers,parents,students,employees,andmanagers.

IhopethatHeroicLeadershipwillchangeyourlifethewayithas changedmine.

Abouttheauthor TanyaLatisapracticinglawyerinthePhilippinesandislegalconsultant to Akbayan CitizensActionPartyanditsrepresentativesinthePhilippine Congress,wheresheworkswiththepartyonissuesrelatingtofairtrade,full employment,participatorydemocracy,andgoodgovernance.Sheisalsolegal consultant to the Economic Rights Unit of Initiatives for Dialogue and Empowerment through Alternative Legal Services, Inc. (IDEALS), a non governmental organization that provides legal and policy guidance to the basicsectorsonissuesrelatingtoglobalization,trade,andeconomiclaw.She isalsoalecturerattheInstituteofLawofFarEasternUniversityandthe CollegeofLawofthePolytechnicUniversityofthePhilippines. Together with Ms. Tricia Santiago of Life Academy, Ms. Lat has been conducting trainingworkshops on Heroic Leadership for law students and youngleaders.Shebelievesthattheyouthhaveavitalroletoplayinthe transformation of their country, and preparing the next generation of Philippineleaderstobeheroicleadersisherpersonalcontributiontonation building. Ms.LathasbeenadmittedtotheMasterofLawsprogramofGeorgetown University in Washington, D.C. where she will be specializing in 15

internationaltradeandeconomiclaw.Sheisalsoaresearchfellowatthe GeorgetownInstituteofInternationalEconomicLaw(20072008).

AbouttheauthorofHeroicLeadership Chris Lowney was named a Managing Director of J.P. Morgan & Co. while still in his thirties and held senior positions in New York, Tokyo, Singapore,andLondon.HeservedonMorgan'sAsiaPacific,European,and Investment Banking Management Committees, accumulating a wealth of multinationalexperienceatacompanyregularlyranked oneof"America's Most Admired Companies" by Fortune magazine. Prior to joining J.P. Morgan,Mr.LowneywasaJesuitseminarianforsevenyears,duringwhich timehetaughtandstudiedatJesuitinstitutionsintheU.S.andPuertoRico. HeisasummacumlaudegraduateofFordhamUniversity,wherehealsore ceivedhisM.A.andwaselectedtoPhiBetaKappa. Mr. Lowney's first book Heroic Leadership: Best Practices from a 450 YearOldCompanythatChangedtheWorldwastheNo.1rankedbestseller oftheCBPAandwasnamedafinalistfora2003BookoftheYearaward fromForewordmagazine. HeroicLeadership hasbeentranslatedintomore thanahalfdozenforeignlanguages. Mr.LowneycurrentlylivesinNewYork,whereheservesparttimeas Special Assistant to the President of the Catholic Medical Mission Board (CMMB), the leading U.S.based Catholic charity providing health care programsandservicestopeopleinneedaroundtheworld.Hehasauthoreda secondbook, AVanishedWorld, recentlypublishedbyFreePress/Simon& Schuster,andiscurrentlyworkingonhisthirdbook.

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