Meet the Flipsters
Conversations on the Bridge |
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A Conversation with Terry
Mollner
(The complete Flip interview, with only minor edits,
not found in the book)
Terry Mollner, Ed.D. (www.calvertfoundation.org),
is one of the earliest pioneers of modern socially
responsible investing. Since the 1970s, he has helped
the industry grow from nothing to the fastest-growing
asset class of the professional investment community,
with more than $2 trillion in investment in the U.S.,
15 percent of mutual fund assets, and a growing presence
in investment communities around the world.
Terry is the founder, chair, and executive director
of Trusteeship Institute, Inc., a think tank and consulting
firm founded in 1973 that focuses on the development
of socially responsible business, employee-owned cooperatives,
and spiritually based enterprises. He is also founder
and member of the board of trustees of the Calvert
Foundation, and Spirit in Business, Inc.
Terry began by sharing the maturity model that he
has been developing. “People and societies progress
through layers of maturity,” he observed, “building
and expanding upon the prior layers. With each layer
of maturity we discover a larger whole, of which we
were previously unaware. We realize that what we previously
thought was the largest whole is actually just a part
– a component – of this larger whole.
The highest stage of maturity is when we discover
that the universe is the one and only whole, of which
everything else is just a part. That is ‘the
oneness concept.’ But then we have to know the
difference between the belief in oneness and the experience
of oneness. When we do, we realize that the universe
is one indivisible whole, and we’re it. We realize
that time and space are mutually agreed-upon illusions
which allow the universe to be self-conscious through
us. But these illusions do not define reality.
“When we reach this point some really interesting
things happen. Thinking realizes that it’s not
our leader. That doesn’t mean that we stop thinking;
we just give priority to ‘Knowing Mind’
over thinking. ‘Knowing Mind’ is just
knowing what to do because we are the universe; therefore,
we know what to do just as well as we know what to
do as individual bodies in any one moment. That way
of knowing becomes a habit. And we then have the final
realization – ‘I’ve been doing this
all along! And I just wasn’t conscious of it.’
We realize that we can be ourselves and give priority
to our Knowing Mind at all times. It doesn’t
take any effort. We can talk about it and do it at
the same time.”
Where does Terry see our society’s maturity
level? “When the United States was founded,”
Terry reasons, “it was probably at the teenage
level of maturity. American society was drunk on free
choice, having just successfully separated from the
king of England, so we cherished democracy and free
markets. Today our society is in the belief stage.
If you watch television or read the newspapers, everything
is an argument about belief. It’s no longer
enough to have free choice; we want our choices to
reflect reality. So we now are coming up with beliefs
that we consider ‘right.’
“Unfortunately, no society is yet at the highest
level of maturity. Individuals throughout history
have reached it. Buddha figured it out many years
ago. Jesus figured it out. A lot of people have figured
it out; they’ve just been misinterpreted.
“Currently our common societal knowledge is,
‘Everybody should have a right to their own
beliefs.’ The next stage, because we need to
start acting as a planetary consciousness, is when
we agree on fundamental beliefs. That’s going
to result in an entirely new, different corporation;
a new kind of democracy; a new kind of everything.”
We asked Terry to describe his vision of corporate
transformation. “Currently, our multinational
corporations give highest priority to the interests
of a few – called the shareholders – at
the expense of the many. That’s an immoral contract
with society. The moral imperative is to give priority
to the good of all, and second priority to our own
self interest. Thus, we have a legal contract between
corporations and governments that is fundamentally
immoral. No matter how many restrictions we place
on corporations their priority is still the interest
of a few at the expense of the many.
“The new corporation that’s coming into
existence is a corporation that will freely choose
to give priority to the good of all of humanity. Once
it figures out how to do this and do this well, such
a corporation will have a tremendous ability to outperform
all the other corporations because it’ll be
able to get tremendous customer loyalty. It will also
demonstrate resilience during difficult times because
everybody isn’t just thinking about themselves,
so people will tend to stick together. And it should,
on every other basis, have the smarts to be able to
outdo the other corporations.
“I call this new form the relationship corporation.
There’s a board of trustees of only three or
four people and they have only one job: to make sure
the highest priority is the good of all. They delegate
all of the responsibility for running the company
under this principle to a board of directors –
which is much like the current board of directors
– responsible for setting policy and running
the company. The board of trustees maintains the right
to veto any decision made by the board of directors
or management, and it has a representative sitting
in at all meetings to see what’s going on and
to help them out. If there ever is a disagreement
about what gives priority to the good of all, in terms
of wages or product safety, or whatever, the board
of trustees and the board of directors will meet to
try to solve the problem.
“Further, the board of trustees commits itself
to trying never to exercise the veto power. This will
be something unique in our society: an eldering situation
wherein the board of trustees reaches an agreement
with the board of directors to achieve the highest
priority in all circumstances. The board of trustees
will hold transparent meetings where the whole public
can participate in conversations on how their companies
can best serve humanity. Competition will become secondary
to cooperation, and well-managed.”
What will happen to profits in this new corporate
paradigm? “The relationship corporation sets
a ceiling on profits,” says Terry. “Its
highest priority is to end up with surplus profits
that it doesn’t have to pay to any investors.
So it pays investors what it needs to pay them, whatever
is necessary to raise capital or maintain capital.
Same thing with bonds. It will only pay the interest
rate it feels it needs to pay and it will redeem the
bonds whenever it thinks its best to redeem them.
All the money in profits beyond that will be managed
for the good of humanity of one of two ways: either
by investing it in relationship investment banking
firms, which will be about the business of buying
more companies and converting them to be relationship
corporations; or by donating it to charitable and
education activities around the world.”
We asked Terry how he sees these relationship companies
and relationship investment banking firms emerging.
“The next societal shift will occur primarily
in the private sector, where people are free to make
choices and form agreements,” he predicts. “Governments
can come along and help. But because every stage of
maturity builds on the preceding ones and never qualifies
them, progress toward the next stage of maturity must
enhance the individual freedom of the teenage stage.
Freely chosen, cooperative agreements can place a
context around competition that doesn’t confront
the competition, but tames it and relegates it to
a secondary relationship for the good of humanity.
“For example, let’s say a few CEOs of
multinational corporations are enthusiastic about
something like setting fair wages across the globe.
They organize a voluntary meeting – anyone who
wants to express an opinion is welcome to attend.
The responsibility of this group is to come up with
what they think would be a good agreement for the
corporations to make among themselves. The multinationals
will be the only ones to vote – everybody else
in the room is a consultant – because the multinationals
won’t want anyone telling them what to do. But
that’s fine, because the social pressure will
be so great that it won’t make any difference
who’s voting. If they reach agreement on a fair
minimum wage, the way to implement that is the same
way they’ve implemented ISO 9000 and 14000 –
all vendors and suppliers will have to conform if
they want to do business with the multinationals.
In this way they use their clout to raise the social
playing field without changing anything about competitive
activity inside the circle.”
Does Terry think that global evolution will encourage
the positive transformation of corporations? “I
think China will be the pivotal force. Americans tend
to think the whole world is going to change to want
to be like us, and so they think China is going to
implode, as the Soviet Union did. But it’s not
going to happen. China is a very different kind of
animal; it’s very smart and has figured out
a lot of things. A number of nations now realize that
they have to get into competition with the multinationals
because that’s where the main game is being
played. Norway, for instance, has taken action to
end up with tremendous control over its private companies.
And Russia is reorganizing to be like China. Hugo
Chavez, the president of Venezuela, has figured out
what’s going on and he’s starting to try
to get South America to organize together and emulate
China.
“Just think of the country as one corporation
where all the people in the country work for the same
company and they all happen to live on the campus
of the company. In other words, a communist state
is nothing but a Western corporation. But China has
figured out that they should allow the creation of
small enterprises because that encourages competition
and a lot of good things will flow from that. The
smart companies that succeed and grow will only be
able to sell to the government-owned multinationals;
they become skunk-works for the state. And China,
Inc. is going around the world buying up natural resource
companies. But unlike companies in the West, China
will never be interested in selling these companies.
Its interest is the long-term interest of its shareholders,
that is, the Chinese people. If Western corporations
are going to compete, they’re going to have
to establish the good of the people as their highest
priority. So that’s going to allow for the emergence
of the relationship corporation. That’s a flip
that’s going to happen rapidly.”
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The Flip, by Jared Rosen and David Rippe, illuminates
a clear path to a vibrant enlightened world where
millions of people already live and thrive. It describes
in vivid detail and real examples evidence of an upside
down world in decay and a Right Side Up world of authentic
beings bright with possibility.
The Flip is an owner’s manual for the twenty-first
century full of insights, conversations with recognized
experts, thought leaders, and visionaries, and actionable
exercises and tips you can use to begin your own personal
flip.
To read more about The Flip
and additional interviews from other luminaries, experts
and bestselling authors, please visit www.theflip.net
The Flip is available at your
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& Noble, Joseph-Beth,
and Borders.
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