Weekly Thought – May 31, 2016

Fred’s interest in communication allowed him to develop friendships with other great communicators. Zig Ziglar once said, “Listen to what Fred Smith says about listening, communicating, and understanding. Apply his insights to your daily dealings and you will be amazed at the astounding transformation that takes place in the people you want to motivate to new levels of performance.”

We are approaching 100 men and women who have joined Breakfast With Fred Leadership Institute teams on Christian campuses. This intergenerational ministry is built on listening in order to begin conversations and create connections.

Hear! Hear!

Every leader spends a good part of the day communicating with others. A great many books have been written on techniques of good communication, but the real problem is the spirit, not the method. Attitude is often the barrier. Almost any two people who want to can talk together. The emphasis on open lines of communication hides a deeper problem. Often people who are unable to communicate find that they are hindered by their desire to impress, not express.

Motivation largely depends on communications, and the difference between a poor team and a good one is generally selection and organization. The difference between a good team and a great one is motivation. Any organization with the ability to get to good can move to great with the proper motivation. And nothing motivates quite like effective communication.

Most leaders are adequate talkers, but inadequate listeners. The ability to listen creatively and positively depends on the leader’s ability to listen on four levels: 1) the meaning of the words, 2) the choice of words; 3) the sounds of the words, and 4) the sight of the words.

Most people listen negatively, which is simply keeping silent or reloading while the other is shooting. Positive listening guides the talker both in the giving of facts and a display of emotion that permit the listener to evaluate on more than a surface level.

Communication is mistakenly confused with agreement. I often hear people say that all problems would be solved if we really heard and understood each other. Not so! In fact, if we really understood what the other truly was saying, we might have increased disagreement. We talk around subjects in order to avoid points of disagreement. Hearing and understanding are critical to communication, but not synonymous with agreement and concord.

This week think about: 1) How good am I at listening? 2) What is my greatest communication strength? Weakness? 3) Who is a model for listening skills?

Words of Wisdom: “Often people who are unable to communicate find that they are hindered by their desire to impress, not express.”

Wisdom from the Word: “The one who gives an answer before he listens— that is his folly and his shame.” (Proverbs 18:13 NET Bible)

Weekly Thought – May 24, 2016

Fred enjoyed visionaries. He appreciated their ability to see a project then gather the right components to realize the idea. He considered many executives and entrepreneurs as friends. Their stories energized him.

20/20 Vision

David Rockefeller was once quoted as saying. “The number one function of the top executive is to establish the purpose of the organization.” Like the hub of the wheel, everything else grows out of this priority. Until the vision is established, trouble is ahead. Scripture says, “Where there is no vision, the people perish.” The New American Standard Bible focuses on the way they perish: “Where there is no vision, the people are unrestrained.” To be restrained, to be concentrated in purpose, is essential to accomplishment. That is why the leader must define the reason for the organization to exist.

A leader must personify the vision and be dedicated to it personally. As they seek to maintain the vision, leaders must keep in mind these essentials:

1) Define the vision specifically. Leaders disperse the fog.

2) Express it so that other people understand it. Lingo without logic simply confuses and doesn’t galvanize.

3) Get both organizational and personal acceptance of the vision. Nodding heads without knowing hearts keep the motors idling.

4) Repeat the purpose over and over. The Old Testament patriarchs set up stones of remembrance to remind the people of their story. My wife, Mary Alice, always sent the children out the door with these words: “Remember who you are, where you are from, and what you represent.” She kept their purpose and our vision “ever before them.”

When you have a clear vision, you view everything in its light. A vision is a filter and a grid through which all activity flows. You come to see the need for a vision broad enough that everything you do can be tired to it. The focused vision will both include and exclude.

Despite the work that it takes to craft an effective vision, it is a far better alternative to perishing.

This week think about: 1) To what am I most dedicated? 2) How clear is my vision for my work, my family? 3) Who best models vision for me?

Words of Wisdom: “A leader must personify the vision and be dedicated to it personally.”

Wisdom from the Word: “When there is no prophetic vision the people cast off restraint, but the one who keeps the law, blessed is he!” (Proverbs 29:18 NET Bible)

Weekly Thought – May 17, 2016

Fred believed in the clarity of vision and mandate. He also believed not every open door required action. As a tonic for those who said “yes” too often he had a Fred Said: “opportunity is not mandate.” His disciplined view of mission helped many ministries to stay on task.

BWFLI plans for September and October are in active planning mode. Please pray for Asbury University and Palm Beach Atlantic University.

Working the Mandate

Establishing a mandate helps us to define the reality of our task and to lead with integrity. Leaders need to ask, “Why are we operating? What are we about? What are we dedicated to?” Once these questions have been addressed and consensus around the answers is developed, a leader has a mandate. This mandate will be the foundation upon which programs can be developed; recruitment of additional leaders can begin; an organizational culture can be established; and then an understanding of what to do and what not to do can occur.

One critical function of a mandate is separating loyalty to the leader from loyalty to the cause. The leader has to say, “I am subservient to the mandate.” A good leader knows that the organization isn’t there to make him or her happy, nor to serve him or her. It is there to fulfill the mandate. If the leader fails in doing that, firing should follow.

I once spoke with 10 pastors who have their doctorates. They are well-educated and highly qualified. One asked, “How can I get my church to do my program?”

I responded by asking him, “Did you found the church?” His answer was a clear “no.” I then asked him, “If you got a better offer, would you leave?” His answer again was a clear “yes,” “Then what right do you have to call it ‘my church?’ Pastor, the church isn’t a personal possession.”

While the leader is responsible for the initiation of the mandate, he or she has to build a consensus for it among the people. First, all must buy into the mandate; second, all must be willing to dedicate themselves to carrying it out.

Christ gave us His mandate and empowered His disciples to begin 2000 years of carrying it out.

This week think about: 1) What is the mandate for my work? My family? 2) How clear am I as a leader? 3) Who models leading with integrity in my life?

Words of Wisdom: “Establishing a mandate helps us to define the reality of our task and to lead with integrity.”

Wisdom from the Word: “How great are your works, O Lord! Your plans are very intricate!” (Psalm 92:5 NET Bible)

Weekly Thought – May 10, 2016

Fred’s ability to speak truth clearly and effectively gave him a platform from which he stretched others. His capacity for setting aside his ego and seeing situations objectively provided authenticity.

The BWFLI week at Lindsey Wilson College and Alice Lloyd College provided non-stop opportunities to “stretch and bless the next generation of leaders… to the glory of God.” Here is an example of student feedback: “The Breakfast With Fred Leadership Institute was informative for all parties involved. The older generation passed on their wisdom and expectations while the younger generation expressed their goals for the future.”

Know Thyself

The hardest person on any executive’s team is to supervise himself. He soon recognizes that “my problem is me.”

If many people took the energy and intelligence they spend devising ways to avoid work and applied it toward building a work plan, they would be highly successful. One of the most important executive disciplines is cutting off escapes from effective work. Sadly, there are executives who are strategic about accomplishment avoidance. For example, a great many people study their jobs rather than work them. Most people already now considerably more than they are actually using in the workplace. Education is not the problem – disciplined motivation is.

Another escape for most people is activity. They have not learned “results are the only excuse for activity.” Many people feel at day’s end they are satisfied with their efforts when in fact they have just been busy. They are the chief of their local fire department putting out flames but never constructing buildings. They are on the run but never getting anywhere productive. Too many executives eat, belch, and run – like fire trucks with dirty engines. Little boys make lots of noise playing firemen, but grown executives need to put down their helmets.

In order to accomplish anything, you must have a definite goal. Unless you can write it down, it isn’t definite or specific. My mentor Maxey Jarman taught me that aimless verbal wandering has no power. Only when I put the goal on paper does it take shape. Until it is formed, it may be a direction – but it isn’t a goal. A ship with a lot of steam doesn’t get to port unless it stays on course.

Once the goal has been set, it must be pursued with a burning desire. The desire must be maintained and sustained with discipline.

This week think about: 1) Where am I substituting busy for results-oriented? 2) What steps can I take this week to better manage myself? 3) How can I clarify my goals?

Words of Wisdom: “Little boys make lots of noise playing firemen, but grown executives need to put down their helmets.”

Wisdom from the Word: “To knowledge, self-control; to self-control, perseverance; to perseverance, godliness.” (2 Peter 1:6 NET Bible)

Weekly Thought – May 3, 2016

Fred studied leaders. He tirelessly talked with them, listening to their stories, and analyzing the principles of leadership they demonstrated. He respected those who “paid the price” to lead.

As we begin the month of May, we think of the preparations being made for the BWFLI work yet ahead. We look forward to touching thousands of college students this year with the message of hope. Thank you for your support.

Fundamental Leadership

Bill Glass, All-Pro football player of the 1960s said he was never on a winning team that didn’t have high morale. But the morale came from winning, not the other way around. “People who are not in leadership don’t understand that,” said Bill.

It is important for a leader to generate progress – to put some “wins” on the board. Browbeating people with failures is a poor excuse for motivation. People need to feel success and the sense of making progress. It is critical to identify what says progress in your organization and focus on that. It may not be dramatic all the time, but it needs to be consistent.

Every leader also needs to understand that early sacrifices have to be made in order to earn a place in leadership. When you are young you can’t set out to be a pro athlete and a concert pianist. You must identify a path of preparation – and it usually counts out distractions.

A friend of mine, Glenn Baldwin, upon selling his successful investment company, was asked for the secret of his success. “Well,” he said, “back when I started twenty-two years ago I worked very hard and had a good year. Twenty-one years ago, I worked hard and had my second good year. Then twenty years ago I worked hard and had my third good year… and so on and son. The secret of my success was twenty-two consecutive good years.”

The questioner replied, “Is that all? Wasn’t there some secret?” “There was no secret trick,” said Glenn. “I just put one good year on top of another.”

People read all the leadership books looking for the keys, the secrets, the formulas to establish quality organizations. It really boils down to one thing – quality institutions have quality leadership… leadership that understands the value of confidence, hard work, intelligence, integrity, and sacrifice.

I will admit the magnitude of a leader’s success is not always determined solely by their personal qualities. Often, political or economic environments allow some to emerge. For example, Abraham Lincoln or Winston Churchill – both were elevated by their leadership during war times. In fact, Churchill’s career was declining when the war allowed him to apply his skills in a particular situation.

Think about this: 1) What am I doing consistently to develop my leadership? 2) How does my own story show patterns of hard work, and sacrifice? 3) Who am I encouraging in their leadership?

Words of Wisdom: “Quality institutions have quality leadership.”

Wisdom from the Word: “In all hard work there is profit, but merely talking about it only brings poverty.” (Proverbs 14:23 NET Bible)