Weekly Thought – January 4, 2022

Fred believed in heroes and their role in a successful personal network, as well as professional sphere. In his book, You and Your Network he devotes one chapter to the importance of them. This is a peek into his thinking on the subject. Happy 2022 to all. May you be stretched and blessed during this year.

Personification of Greatness

Defining the heroic quality is important in building a complete understanding of heroes. As I give examples remember they are illustrations, not recommendations. They draw a picture for me. I have chosen each for an outstanding trait which would ennoble my own life as I emulate a particular characteristic.

1) The apostle Paul: total dedication. He went through Oswald Chambers’ term “the white funeral in which he died to himself long before the “black funeral” which is physical death. He is one of the few men I feel I know just from studying him. He made up his mind and found his magnificent obsession, his lodestar, and the race that was his to run.

2) Gandhi: sacrificial unselfishness. He found a love for his people who deserved justice. The spark of greatness was ignited when he was thrown off an Indian train in a racial incident. It was a galvanizing event. He represents the desire to sacrifice and be subservient to something bigger than we are. He believed he could influence change. To me, he personifies the values needed to find answers, not just ask questions.

3) Abraham Lincoln: strength and gentleness. He did his duty as he saw it, even though it tore his heart in two as he did it. I don’t think he appears to possess a superior gift, but a superior spirit that matched his opportunity. He represented flexibility without changing course or values. He lacked personal happiness, but had abiding joy.

4) Albert Einstein: humility. Few people choose him because we rarely choose a hero who is so far above us that we cannot identify with them. Einstein is one of my heroes, not for his intellect, but for his humility. His was a natural state, not acquired or disciplined. Einstein seemed to be devoid of arrogance, self-centeredness, and conceit – for these ignoble trait had been replaced by a mental and spiritual temper which let him see his ignorance much more than his knowledge – and is gratitude far beyond his rights.

5) Leonardo DaVinci: principle-based thinking. His broad perspective didn’t drive him to mount campaigns to change life. He was relaxed to see it as it was. He understood the unifying themes of life: science, art, music, mathematics, or philosophy- they were all facets of life experience with man as the hub. Because he understood principles his mind could range indefinitely, creating sketchy ideas of such magnitude that it would take hundreds of years before they were usefully adapted. To me, he is an intellectual hero. His serenity is a personal reproach to our hurry, scurry, activist culture. He helps me remember I am a small dot in a very big picture – God’s eternal universe.

6) Abraham: vision and faith. He was willing to risk all on the unseen, transcendent God. He went out not knowing where he was going, but trusted the direction of God. He ventured into the unknown because the known was his reality. He obeyed and moved beyond the expected. Without vision we settle on too low a plateau. Without vision and faith we never experience more than the mundane.

7) Edison: persistence and perseverance. Edison is a practical hero. Each failure showed him something that didn’t work and didn’t disturb his intentional efforts to find one that did. There are times in our lives when we need someone to personify the will to survive, the refusal to give up.

8) Ben Hogan: consistency. He paid the price. While he is recognized for his tenacity and coming back after an accident and overcoming handicaps. He was willing to consistently study the golf swing until he could make it repeatable. He personified the secret of good golf.

This week carefully consider: 1) Who are my heroes? 2) What characteristics are important for personification? 3) How can I more carefully study the development of heroes?

Words of Wisdom: “Heroes personify characteristics needed for successful living.”

Wisdom from the Word: “His acts are characterized by faithfulness and justice; all his precepts are reliable.” (Psalm 111:7 NET Bible)

Weekly Thought – December 28, 2021

Fred enjoyed distilling and clarifying. His ability to take a broad topic, squeeze out the essence, and then magnify its utility was one of his major strengths. He called it “putting handles on the pot.” He said ideas needed effective transportation just like a pot needs a handle to make it passable from one to another. Today’s thoughts on organizational vision exemplify this skill.

Moving the Vision

One of a leader’s functions is to gather followers around the vision, not himself/herself. This is where integrity comes into the equation. The leader who coagulates others is an embezzler. Using personal magnetism as a means of getting things done is, to me, manipulation.

Leaders must recognize several subtle dynamics:

1) Decisions are not commitments: The first is short-term; the other long-term. People can decide to work toward a specific emphasis; commitment’s aim is the ultimate purpose. Both are necessary. Those with only a long-term focus will often fail to accomplish much. Short-term is usually the trigger for activity. The leader’s job is to motivate movement using decision to accomplish commitment. Wise leaders know that when they get a decision (even a group decision) they haven’t necessarily gotten commitment. One of the downfalls of leadership is evoking an emotional decision which will fall apart.

2) Recognize the “driving wheels”: In any organization there are those who provide momentum and those who are just along for the ride. Effective leaders know establishing commitment from the driving wheels will ordinarily result in the others coming along. Correct identification is critical for stable, forward progress in any group or organization. The best way to motivate driving wheels is not emotion but comprehension. My good friend Jack Turpin says the only way for people to perform excellently over the long term is if they fully comprehend what they are doing. Leaders must be honest about the vision, the effort necessary, and reasons for expending it. Lasting motivation is persuasion through comprehension. The key to a driving wheel is asking, “Do you agree this is something worth doing? If so, let’s commit to it together.”

3) Know when it is time to change the vision: Strong leaders know the situation does not hold still forever. It is always important to measure the vision against the desired results. Perseverance is a positive attribute for a healthy leader, but the ability to sense the direction is crucial. Sir Winston Churchill is well known for his exhortation: “Never, never, never, never give up!” But it is just as important to know “When the horse is dead; dismount!”

Organizations require leaders who can define and articulate the vision. Just as important for the leader is the trait of reading the progress and direction of the vision, knowing when to reevaluate, and perhaps shift the emphasis.

This week think carefully about: 1) How do I set the vision as a leader? 2) What gives me clues about the time to change the vision? 3) Who can I use as a model for visionary leadership?

Words of Wisdom: “In any organization there are those who provide momentum and those who are just along for the ride.”

Wisdom from the Word: “He stores up effective counsel for the upright, and is like a shield for those who live with integrity.” (Proverbs 2:7 NET Bible)

Weekly Thought – November 23, 2021

Fred considered short term training and long term development two separate functions. Quick fixes and organizational Band-Aids were seen in a less than favorable light. His ideas about evaluating the process helped many corporations. This week the message is an excerpted version of his counsel.

Evaluating the Training Process

I like to ask questions as I look at the training process of my clients. Here are a few examples:

1. Is this person’s job fitting well with his/her talents? a) is this a quick fix or part of a career plan? b) does this fit the natural wiring of the individual? c) how well has the personality and talent profile of the individual been determined? For example, is the person more comfortable with team or individual projects?

2. How much willingness to do the job am I seeing? I watch to see if the person is basically enthusiastic about opportunity. If I get any sense of “Well, I’ll do it if you want me to, but I’m not really keen on it” my expectations are seriously reduced. a) How interested in accomplishment is the individual? b) Is there a natural rhythm and quickness to learning?

3. How consistent are the efforts? a) Are they sporadic or long term, consistent, day-in, day-out efforts? Business, education, or ministry cannot be run by the stops and starts of the legendary hare; talented, directed tortoises will win the day. Rudyard Kipling gave me words which have become foundational: “When only the will says go.”
4. What are the objective results? a) How much activity produces results? b) What is their actual record of measurable results? c) How often does personality, amiability, and charisma get confused for productivity? Our daughter Brenda said in recruiting and training for the financial service industry they have a phrase: “they have aptitude, but no apt-to-do.” My mentor, Maxey Jarman always told me, “Fred, show me the baby, don’t tell me about the labor pains.”

5. Is this person willing to be evaluated? a) Do they understand evaluation is to better fit them to make a contribution to the organization? b) Is resistance the sign of a character flaw? c) Do they put themselves in the position of evaluating others while avoiding any personal assessment?

Training is not an academic exercise. It is not for the purpose of applying new theories and techniques. Its bottom line must be for the progress of the organization, done effectively and objectively.

This week think about: 1) How often is evaluation and assessment part of my job? 2) What questions do I think about in approaching evaluation? 3) Which part of assessment is the most helpful to me personally?

Words of Wisdom: “Show me the baby, don’t tell me about the labor pains.”

Wisdom from the Word: The LORD said to me, “I have made you like a metal assayer to test my people like ore. You are to observe them and evaluate how they behave.” (Jeremiah 6:27 NET Bible)

Weekly Thought -October 19, 2021

Fred excelled in disciplining his decisions. He, also, made this exercise part of his mentoring. He knew healthy organizations depended heavily on the skill of leadership in assessing situations and making wise, effective decisions.

Disciplined Decisions

As leaders, our decisions determine the character of our organizations. We cannot afford to make exceptions for ourselves. If the President cuts corners, it sets standards for the entire organization. In my experience, dishonesty at the top encourages it throughout.

I have seen some leaders overlook “small dishonesties” as a way to glue the organization to the leader through guilt… it may even become an informal perk. If the company philosophy says honesty is the best policy, then it must be the only policy. My mentor at GENESCO had a policy: “If it has to be done, it has to be done right. If it can’t be done right, it doesn’t have to be done.” Where others took short cuts we had to work to find creative solutions with integrity.

Leaders must recognize that their character directly affects how they operate. They must make disciplined decisions. For example, working from the desire to maintain total control does not usually result in a healthy organization. Some leaders operate with the agenda of protecting personal position. Leadership development in such situations is thwarts personnel development.

I was once in a ministry reorganization that raised the control question. “Is this work his or His?” “Does it belong to the leader or to God?” When I hear a ministry leader say “God called me to head up this organization” I want to ask “For what purpose: to give you a lifetime job, or that the mission might be accomplished?” Control driven ministry leaders are usually more self-serving than God-serving.

Certainly there are times of emergency when unilateral control may be required for a short time – until the emergency is resolved.

Control oriented leadership doesn’t establish succession. I was once asked to take the helm as President of an organization that had long been led by a dictatorial head. I knew my team approach would not be profitable because the staff was trained to act on orders, not to think through solutions. I couldn’t in good conscience ask people who hadn’t taken responsibility for results for years to begin to think for themselves. My experience teaches me the perpetuity of the healthy organization is management’s first responsibility, and so leadership development at all levels is of prime importance. Successful succession is a leader’s responsibility and often a test of character.

Think carefully about: 1) What measures do I use to assess the health of an organization? 2) How careful am I to make disciplined decision – even in the smallest matter? 3) Who looks up to me as a model for character development?

Words of Wisdom: “Leaders must recognize that their character directly affects how they operate.”

Wisdom from the Word: “Listen to advice and receive discipline, that you may become wise by the end of your life.” (Proverbs 19:20 NET Bible)

Weekly Thought – September 21, 2021

Fred traveled heavily in his consulting and speaking work. Early on he attained lifetime status with American Airlines. He met interesting people and exercised his great skill of question asking. This week’s thought recalls a funny experience during the 1960s on one of those cross-country flights.

Decisive Actions

Decisiveness is a quality of effective executives, but it is indeed a rare trait. Everyone likes to say, “Oh, yes, I am decisive.” Very few really are. They wait until they are forced into a decision or until the decision is made for them.

Lately I’ve been accumulating clever ways people avoid making a decision. And there is no dearth of material. One of the worst offenders is the executive who talks five minutes on both sides of the question and then emphatically announces, “That is what I think.” Oh, no, there is one worse – the fellow who sits next to the him and says, “I agree with Bob.”

Actually, decisiveness is a matter of the will. I think I will illustrate it with a true story.

I was spending a few days with Mobil Oil (one of my consulting clients) on the west coast. Wanting to get home I took the red eye American flight to Chicago and then on to Cincinnati. When I got to the check-in I realized the flight was full. As we loaded people kept coming on the plane until every seat was taken except for the one next to me.

Just before the door closed a 6’3” mountain of a man with big, broad shoulders and a flat stomach came running on the plane and sat down next to me. He shouldn’t have done that. Why should he make me uncomfortable all the way to Chicago as I sat there with my 225 pounds of solid blubber? It was Charlton Heston, the actor.

“Mr. Heston, you are in wonderful physical shape.” “I have to be in my business.” I replied, “I wish I could be, too, but I have to work.” “Well, I have to work but I can stay in this shape on 17 minutes a day.”

He had no right to say that. That was not sociable. I have 17 minutes a day. He should have talked about days under professional training.

For 30 minutes I sat and stewed in my own fat. Then I said, “Mr. Heston, I travel a lot.” “I do, too.” “How do you exercise when you are on the road?” “It’s very simple. I go into the hotel room, sit on the luggage rack, put my toes under the bed, and do back bends.” “What do you do about your shoulders?” “Oh, that is easy. I roll under the bed and push the bed up and down in the air.”

Now what is the difference between Heston and Smith? You recognize it all too quickly. A recent survey discovered the definable difference between successful and unsuccessful people: the unsuccessful say “I should – I ought to- I plan to – I’m going to” but never get around to it. The successful say, “I will.” They make the decision and take action. They do it.

This week carefully consider: 1) As I read Fred’s story, where do I need to make a decision? 2)What is holding me back? 3) Who models decisiveness in my work life, community, and family?

Words of Wisdom: “Decisiveness is a matter of the will.”

Wisdom from the Word: “So give your servant a discerning mind so he can make judicial decisions for your people and distinguish right from wrong. Otherwise no one is able to make judicial decisions for this great nation of yours.” ( 1 Kings 3:9 NET Bible)

Weekly Thought – December 15, 2020

Fred’s reputation as a nationally-recognized speaker began at an early age. Raised in the home of a fiery Southern Baptist preacher he studied the styles of many. His love of communication lasted throughout his lifetime. Men and women came to learn from him, even until the last days of his life. This week’s selection is a discussion of speaking from a very specific aspect – gesturing. As you watch presentations, think about Fred’s observations.

Gesturing Effectively

Gestures have a vocabulary all their own. The Spanish painter Goya charged as much to paint just the hands as he did a face because most artists will tell you they are the most difficult part of the body to capture.

Delsarte studied how hands show emotion. He got so good he could sit in a park and tell whether a baby was held by a nanny, or the mother, just by the intensity of the hands. I, too, am interested in what hands say. When I watch a speaker, I focus on the hands. I want to see if the gestures are spontaneous or programmed. I want to see whether the spontaneous gestures are repetitious or varied. My friend Haddon Robinson has one of the finest pairs of hands I know. I have tried to count the different formations his hands make, and the number gets astronomical. Yet they’re absolutely spontaneous, and they’re in harmony with what he’s saying and with the sound of his voice. He has a large vocabulary of words and gestures.

One of our former presidents could say something like “You know I love you,” but he would make a hacking gesture. Some psychiatrist friends who studied his gestures told me, “His hands tell you how much he really loves you.” You don’t use a hacking motion with a genuine expression of love.

Great conductors, for example, will often set aside the baton because they can communicate more clearly with their hands. The orchestra can read the hands more readily than the baton which can give the tempo, but not the nuance.
Many people telegraph what they are going to say with their hands. They’ll let you know what’s coming before they actually say it. The hands come alive before the voice does. The audience detects this even if unaware of what is being communicated.

The pointed finger rarely creates a friendly atmosphere. We think of the teacher who points before reprimanding.

In my experience I have found people who do not have effective gestures, but are willing to learn. Too many people hinder themselves because they are afraid to try. Any time we want to develop new skills we must start by giving ourselves permission to try (and possibly fail at first). With gestures the key is simply to make sure they are spontaneous, representing both the voice and the mind. A good speaker gives himself/herself permission to learn how to vary them to increase effective expression.

Here is an example: If you are going to be delivering a climactic statement, do not get intense too soon. It’s better to relax your body and back away about a half step from the audience. Then just before you come to that statement step toward the audience and straighten up. That way your body, as well as your voice projects the message.

The eyes are critical in speaking… almost as important as the voice. There is a temptation to zero in on a few attentive people in the front of the room. Speakers often overcome their insecurity and nervousness by addressing their remarks to this group. This is an error. I tell young speakers to think of the farmer who is feeding the chickens… “You have to throw the corn wide enough for everyone to get some.”

Gestures lend emphasis and color to words. Your emotions overflow into your gestures and become one of the most powerful parts of your body language. What you say is either enhanced or diminished by your repertoire of gestures, so it is a good place to focus if you want to develop your speaking skills.

This week carefully consider: 1) How conscious am I of a speaker’s gestures? 2) What am I doing to develop my own vocabulary of gestures? 3) When have I sent a mixed message because my words and my gestures were not in sync?

Words of Wisdom: “With gestures the key is simply to make sure they are spontaneous, representing both the voice and the mind.”

Wisdom from the Word: “A person will be satisfied with good from the fruit of his words, and the work of his hands will be rendered to him.” Proverbs 12:14 NET Bible)

Weekly Thought – December 8, 2020

Fred appreciated men and women of vision. He said, “one of a leader’s functions is to coagulate followers around the vision, not around himself or herself.” At this time when planning is being assessed and evaluated, Fred’s thoughts are helpful.

COVID directly impacted the Breakfast With Fred Leadership Institute. However, the ripples from years past still demonstrate the effects. The Weekly Thoughts have continued without interruption. In an email we received this week, the influence of the Weekly Thoughts was mentioned: “I truly feel like one of the students that you have graciously mentored through BWFLI. The October 27th weekly thought spoke directly to my heart as I’m processing my transition.” These weekly emails are nearly 16 years in production. May the gifts God gave to Fred continue to be shared as they seek to stretch and bless.

Gather Around the Vision

Genuine leadership gathers people around the purpose of the organization. Toward that end, leaders need to recognize several subtle dynamics.

1) Decisions are not commitments. The first is immediate; the second is the long term working out. For example, in evangelism we see a lot of decisions. It is right to talk about a response to the Gospel and an “on the spot” decision. The commitment comes as part of the maturing process. If a person or an organization never moves from decision to commitment operations look much like New Year’s Resolutions – with a similar outcome. The leader is to envision a way to move from decision to commitment. I have observed that this process needs both the spoken and written forms. Speakers are effective at bringing people to a decision point, but generally it takes the written word to bring people to a long lasting commitment. Wise leaders know when they get a decision (even a group decision) that isn’t equivalent to commitment. A tragic managerial mistake is assuming the first step is enough without securing the second.

2) Recognize the “driving wheels.” There is a difference between people who provide the momentum in a group and those who just go along for the ride. Wise leaders know if they get the driving wheels committed, they can bring the others along. A bumpy ride is ahead for organizations who miss this step. The best way to persuade the driving wheels is not with emotion, but comprehension. My good friend, Jack Turpin, first discussed this with me. He had no lasting respect for short term excellence. “Anybody who can reach excellence should try to sustain it.” He believed the only way people will perform excellently over the long term is if they fully comprehend what they are doing. A decision based on emotional fervor won’t last; a fully comprehended commitment will. The way to motivate the driving wheels is to ask, “Do you agree this is something worth doing? If so, let’s commit to doing it together.”

3) Know when it is time to change the vision. Leaders know that situations don’t stay the same forever. We see this in the church as we study demographic trends. For a local church to maintain its vitality and often its viability, it must look at the makeup of the congregation. To assume a static position on means and methods can result in loss. Sadly, many have lost the promise of future leadership by ignoring shifts and alienating younger congregants. It is critical to measure the vision and see if it is getting the desired results. Churchill is famous for saying, “never, never, never, never give up.” But it is just as important to know that “when the horse is dead, dismount.”

Leaders must be honest about the vision, the effort required, and the reasons for expending it. Lasting motivation is really persuasion by comprehension. If you have to hide the reasons you want a person or an organization to follow, you are probably manipulating and unlikely to find long term commitment or sustained excellence.

This week carefully consider: 1) How well do I communicate my personal and professional visions? 2) What am I doing to be certain I don’t use manipulation? 3) Where do I need to focus as I anticipate next year?

Words of Wisdom: “Wise leaders know when they get a decision (even a group decision) that isn’t equivalent to commitment.”

Wisdom from the Word: “Commit your future to the LORD. Trust in him, and he will act on your behalf.” (Psalm 37:5 NET Bible)

Weekly Thought – June 23, 2020

Fred thought in pictures. His ability to pass visuals along to his audiences endeared him to all who listened. They carried home more than words, even more than principles – they had a concept they could picture.

As we mentioned before, it is time to update the breakfastwithfred.com website. Like all of us, it has aches and pains. If you would help us underwrite this process, any gift is greatly appreciated. Thanks for praying for us.

Wheelbase

Fiat 500s and Rolls Royce limousines have a commonality: they both have a wheelbase. The big difference is the distance between the front and back wheels. The shorter the wheelbase, the more quickly the impact of road bumps is felt and the rougher the ride. It doesn’t affect the ability to arrive at the destination – it does impact the comfort of the passengers.

Nearly sixty years in business has given me ample opportunities to put this visual into practice.

A baby has a short emotional wheelbase. He or she goes from crying to laughing and back to crying with very little provocation – and time. My grandson Jeff often heard me speak of this principle. When he and his wife Anne began raising their family this came back to him. I overheard him telling baby Jack who was crying in his high chair, “LYW, Jack, LYW.” When I asked what he said, he told me: ‘Lengthen your wheelbase, Jack.”
As we grow, our emotional wheelbase should lengthen. We learn the bad is never that bad and the good is never that good. The mature learn to live with a balance understanding and practicing, “This, too, shall pass.” Emotional maturity allows us to face crisis without giving in to the panic of the environment. Under the glass on my desk are lines from the poem “If.” “If you can keep your head when all those around are losing theirs…” At the end of the litany of ifs is the famous line, “Then you, my son, are a man.”

Yet, some executives maintain their childish short emotional wheelbase. You cross them and they scream; you please them and you are the recipient of flowery clichés. They are weak leaders and fail to engender great loyalty and trust.

The winner who stretches his emotional wheelbase enjoys greater success. And it is infinitely easier on the organization, the community, the family – and their own bodies.

This week carefully consider: 1) How long is my emotional wheelbase? Am I driving a Smart Car or a limo? 2) What exercises can I do to move toward maturity? 3) What picture am I taking away this week?

Words of Wisdom: “The winner who stretches his emotional wheelbase enjoys greater success.”

Wisdom from the Word: “Therefore we must progress beyond the elementary instructions about Christ and move on to maturity.” (Hebrews 6:1(a) NET Bible)

Weekly Thought – March 17, 2020

Fred’s reputation as a communicator extended to writing, consulting, and speaking. He studied the principles and styles throughout his life. His goal was to understand the impact of true communication. His “ten commandments of communication” were used as a weekly eight years ago this week. Fred originally put it on paper in 1987. They may be new to you, or they may be an excellent reminder of Fred’s strong thoughts as a nationally known speaker. Let them be helpful to you this week.

The Jarvis Christian College project is moving well. Please continue to pray for the students, the curriculum, and the influence.

Ten Commandments of Communication

1. Be believable: make sure you demonstrate agreement with your audience with your style, dress, speech patterns, vocabulary, etc. Speak convincingly with authority and experience.
2. Be audience oriented: always have an attitude of a servant, not a master. Show gratitude for the opportunity. Make sure you speak to an audience about a subject, not about a subject to an audience… put the audience first.
3. Be personal: create a one on one relationship. Do not be removed from the audience. Share life experiences when appropriate and tastefully done.
4. Be prepared: always speak from the overflow. Respect for the audience requires proper preparation. come ready to pull from a deep well. Freedom and confidence result from full preparation.
5. Be enjoyable: audiences relate to stories which illustrate points. Be ready to give hope. Bring good news. Each opportunity before an audience is a stewardship. Always recognize they are trading time to listen to you.
6. Be human: there is no room for a messianic complex in a successful speaker, nor an attitude of inerrancy. Humor is a key element in establishing a human connection. A speaker can get laughs with “blue humor,” but will lose respect. Finding stories which bring clean laughter connects the speaker to the audience, moves the points, and breaks down tension.
7. Be empowered: I always remind myself that I am the pipe, not the pump. I am not the Holy Spirit (the generator), but the tube through which He flows. My motives must be clean; my attitude must be ready.
8. Communicate to change behavior: the goal must be to spur the audience to action. A critical rule: never manipulate principles; never play with the truth. Challenge audience to take the next step knowing they will only hear what they can immediately apply.
9. Pray before speaking: ready your attitude. Keep “profitability to the Master” uppermost before saying one word. Listen for “nudges” from the Holy Spirit.
10. Leave them wanting more: create a desire to know more about both the subject and the speaker. Give back time, never go over the allotted minutes. Avoid the “when are they going to stop” atmosphere. The best content has a limited receptivity.
An 11th added years later: “Speak to express, not to impress.”
This week think about: 1) Which commandment can help me in my speaking right now? 2) How can I apply these principles to my home, career, and community? 3) What opportunity for communication is uppermost for me this week?
Words of Wisdom: “Speak to express, not impress.”
Wisdom from the Word: “A wise person’s heart makes his speech wise and it adds persuasiveness to his words.” (Proverbs 16:23 NET Bible)

Weekly Thought – February 25, 2020

Fred learned from his mentor to put his thoughts in writing. He benefited from skilled administrative assistants who understood his style and translated his thoughts to paper. Thankfully, files exist which hold decades of these ruminations. Five pages of onion skin typing paper hold one liners on leadership, written in 1958 when he was 42.

In 2020 the What’s Next Roundtable creates a three session model which will engage students and team members for an entire semester. Please pray for the students who are nominated by their schools, team members who accept this ongoing challenge, and growth for all who participate.

Lines on Leadership

1. Leadership does not mean domination. It seeks effective activity with a beneficent purpose.
2. In every significant event there has been a bold leader, an object, or purpose – and an adversary.
3. A healthy society is one in which opportunities are given for leaders to emerge from all ranks in the population.
4. Marks of a leader: individual craftsmanship, sensibility, insight, initiative and energy.
5. No sluggards need aspire to leadership. There are passive persons who are content to go through life getting lifts from people who wait until action is forced upon them. They are not leadership material.
6. Leaders get out in front and stay there by raising the standards by which they judge themselves – and by which they are willing to be judged.
7. A love of high quality is essential in a leader.
8. The leader carries with him a sense of idealism – a vision of what might be.
9. The leader will take counsel from others, but will act on what his/her mind says is right. A leader is self-trained out of the fear of making a mistake.
10. The leader acts on probabilities instead of certainties.
11. Leaders need to submit themselves to a stricter discipline than is expected of others. Those who are first in position must be first in merit.
12. Leaders must have the force of character necessary to inspire others to follow with confidence.
13. Leadership motivates people to work for you when they are under no obligation to do so.
14. Leaders must see situations as a whole, as well as in the separate parts.
15. The higher leaders go in management, the more they need refilling because they are constantly giving out.
16. If leaders want to attract people, let others know and believe they are willing to find and share a great purpose in living.
17. Leadership cannot be delegated.
18. Leaders understand how much can be accomplished by people when expectations are real. Only when higher performance is demanded, do we realize the extent of our capabilities.
19. Leaders plan the utilization of skills. Sloppy practices set precedents.
20. Policies and plans are more or less useless unless they are known to all affected.

This week carefully think about: 1) How do I define leadership? 2) Who has most effectively modeled leadership for me? 3)Which of Fred’s one liners particularly hits me?

Words of Wisdom: “The leader carries with him a sense of idealism – a vision of what might be.”

Wisdom from the Word: “‘And in the last days it will be,’ God says, ‘that I will pour out my Spirit on all people, and your sons and your daughters will prophesy, and your young men will see visions, and your old men will dream dreams.’” (Acts 2: 17 NET Bible)