Weekly Thought – August 13, 2019

Fred identified key leadership principles early in his career, but he didn’t stop to write about them until the mid-80s. Having his thoughts captured through articles, notes, and speeches creates an on-going legacy for all of us.

Please pray for the fall BWFLI schedule and those who will be going to Palm Beach Atlantic University for the What’s Next Roundtable. Your financial support is certainly appreciated to underwrite these efforts as the Christian colleges and universities are charged no fees, nor do the team members receive honoraria.

Executive Concepts

I use this as a working definition: “an executive is not a person who can do the work better than the employees; he or she is a person who can get the team to get the work done better than he/she can.” My responsibility is to be a super-visor, not a super-worker. Times of physical inactivity can provide space for strategic thinking. My system requires competence around me. It demands a finely tuned method of selection, development, and motivation.

It is built on the foundation of decisiveness. Not quick draw reactions, but well-trained and disciplined decisions.
Recently, I looked at an organization with problems. I asked the board, “Is our lead horse strong enough to pull the wagon?”

“No,” was their answer.

“Okay, where is the one we need?” That prompted a search, hire, and move forward. I could have approached it differently by saying, “This man we have is sincere. With enough help, he just might make it.” What would be the probable result? Five years pulling with him and then finding out he just couldn’t do the job. A tremendous amount of time and effort would have been wasted, paralyzing the organization. The earlier the make a decision about a failure and cut your losses, the less actual loss.

I once asked a banker, “What do you consider when you make a loan?”

“I always think, never delay a failure with my money.”

People spend endless energy delaying failures. In truth, we see change as catastrophic when it is very often the very door we need. I sent one of our daughters a quote I saw when she was in the midst of change: “I refused to change until it became too painful to stay where I was.” Sometimes growth is forced upon us.

Insurance company executive Roger Hull liked to talk about people who succeed after failing… even seeing the failure as the foundation for success. If you are the head of something and you don’t make it go, that’s your responsibility. If you are not making it, you ought to make a change. If you haven’t got the guts to make the change yourself, then somebody ought to make it for you.

People who wait around trying to find the pleasant, comfortable moment to make difficult decisions are simply kidding themselves. When you know a situation is going wrong, then do something to alleviate it. The answer to most problems is the right people in the right places. (Editor’s note: this was written in the 1980s before the concept became common place.)

This week think about: 1) Where have I grown by making a change, even if painful? 2) How can I help someone else stop delaying failure? 3) When do I slip into super-worker versus super-visor?

Words of Wisdom: “Sometimes growth is forced upon us.”

Wisdom from the Word: “For a child has been born to us, a son has been given to us. He shoulders responsibility and is called: Extraordinary Strategist, Mighty God, Everlasting Father, Prince of Peace.” (Isaiah 9:6 NET Bible)

Weekly Thought – August 6, 2019

Fred committed much mental and physical energy thinking about Christianity Today, International (CTI). His friendship with Billy Graham began long before the inception of the magazine and his relationship to the work of CTI was on his mind until his death in 2007. Paul Robbins and Harold Myra were great partners in their mutual exhilaration process. They capably activated the “fire hose” of Fred’s thinking. This week’s content is extracted from an interview with Paul. Even though it is nearly 30 years old, the thoughts are contemporary.

www.breakfastwithfred is a senior citizen in the world of digital content. This summer needed repairs were made. Upgrades are currently underway to bwfli.com. Houses, cars, and websites all need maintenance, don’t they? Thanks for your prayerful encouragement. We are grateful for your standing with us throughout these years. It is joyful to serve you while expanding the reach of Fred’s work.

Unpacking Leadership

Paul Robbins (PR), Harold Myra (HM): Fred, you have achieved a great deal in your life. How did you find the time?

Fred: Those of us who divide our efforts, particularly in the more visible activities, may appear to do more, but I doubt it. Frankly, I thought you might ask me why I have done so little, considering Wesley, Napoleon, Churchill, and others who have done so much with their 24 hours. I keep thinking how much Wesley did in such a relatively short life span. I am not being facetious or humble. My rule is to “think use, not amount.” Blaming lack of time can become an escape mechanism.

PR, HM: You always appear so relaxed, even casual, yet there is below the surface a lurking intensity. Does this intensity have a special meaning for you?

Fred: Yes, I guess it does, for it is one of my touchpoints, like a channel marker to a ship captain. Intensity is the boiling point of effort, the concentration of energy, the tip of the welding flame. Most accomplishers have a special ability to develop intensity at the right time over the right issue. Most pros have the ability to maintain a relaxed pose, then snap into action at the right moment. Only amateurs keep jumping up and down all the time like college cheerleaders. Many hardworking people fail to accomplish because the lack intensity at the critical points. Good leaders study situations, identify the critical elements and put additional resources at those points. Occasionally I do a check-up on my intensity level. If I am flat and intense about little, I know I need an adjustment. The people around me and the projects are important to maintaining intensity in good working order. I need people who correctly evaluate and turn up the intensity. Those who can’t can foul up the play or severely limit the options.

PR, HM: What are shorthand clues to your style?

Fred: I try to decide 1) what I’m trying to do, 2) what it takes to do it, and 3) who can I get to do it better than I can. I find summary thoughts helpful to keeping me conscious of goals like: “Results are the only reason for activity.” So many good-intentioned people will spend their time (and try to take mine) telling about the details of the work they are doing. I short-cut this by looking them in the eye and simply saying, “Don’t tell me about the labor pains – show me the baby!”

This week think about: 1) What are some of my key markers for leadership? 2) How apt am I to get bogged down in labor pains? 3) Where is my source of intensity?

Words of Wisdom: “Blaming lack of time can be an escape mechanism.”

Wisdom from the Word: “Trust in him at all times, you people! Pour out your hearts before him! God is our shelter!” (Psalm 62:8 NET Bible)

Weekly Thought – May 28, 2019

Fred knew his gifting included communication. His life verse was a paraphrase given to him by an evangelist when he was a teenager… “Take the gift God has given you, and use it, and you will stand before great men.” (Proverbs 18:16) He worked his entire life honing his skills, stewarding his gift, and using them well.

Would you like to participate with BWF in researching how to use Fred’s material in the decision making process? Please email at Brendaasmith@aol.com

Discipline of Communication

Every leader spends a great deal of the day communicating. Many books are written on the techniques, but the emphasis should be on the spirit, not just on the technique. The why, and the who are essential to creating an effective strategy for how and when. If two people want to talk together, it is almost impossible to fail. One of the hindrances to effective communication is the self-centered motivation. Too many are influenced by their desire to impress, not express.

My friend Zig Ziglar speaks before great audiences inspiring and motivating healthy action. When building teams it is essential to understand how to use communication to the highest degree. Jim Collins wrote about going from “good to great” in your organization. Having properly, genuinely motivated employees is a benefit of good communication.

Most leaders are adequate talkers, but inadequate listeners. The ability to listen creatively and positively depends on the leader’s skill development on four levels: 1) the meaning of the words. Often vocabulary is an evidence of experience, education, and background; 2) the choice of words. I have friends with impeccable word usage. They have a wide, diverse repertoire which allows them to be very specific; 3) the sounds of the words. Words are emotionally charged. We can pick up what is going on just by hearing the tone, and rhythm; 4) the sight of the words. I would say this falls into the body language category. What we say is actually seen in our bodily reactions. When we think we are not communicating, our bodies are sending messages.

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

An important point I want to make: communication is mistakenly confused with agreement. I often hear people comment about the solution to all relationship, management, and social problems is “communication.” The emphasis on talking with each other is the answer which will bring agreement. NOT SO! In my experience there are times that fully understanding what the other person is saying brings more disagreement and conflict. Listening, hearing, and understanding are critical to communication but not synonymous with agreement and concord.

This week think about: 1) How well am I doing with communicating to express, not impress? 2) Which of the listening skills is my strength, weakness? 3) What comes to mind as a communication goal this week?

Words of Wisdom: “We should 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 – March 19, 2019

Fred studied leadership his entire life. He read, but the majority of his study was through the in-depth observation of and conversation with true leaders. He used what he learned to operate as an outstanding leader in business and Christian work.

Fred’s great friend Harold Myra co-authored with Gary Chapman, and Paul White an outstanding book titled “Rising Above A Toxic Workplace: Taking Care of Yourself in an Unhealthy Environment.” It gives the reader confidence and hope.

Destructive Leadership

Almost every leader publicly espouses the line: “People are our greatest resource.” In my years of interaction with industry and ministry leaders I have found it not uncommon to find some who don’t really allow others to develop. Even the unintentional placing of obstacles retards the growth and development of others in their organization.

In thinking about it here are ten methods which hinder up and coming leadership:

1) Magnify the risk: “I know you want this job, but remember, if you fail, you are out!”

2) Minimize the reward: Instead of talking about the sheer joy of accomplishment, they emphasize the drudgery. “How does your spouse feel about your not coming home for dinner? There will be a lot of night work and weekend hours if you accept this new position.”

3) Create a threat: “How do you think you handle criticism? As a boss you will have to get over that. Everybody in this place and this position gets criticism from others.”

4) Show a lack of confidence: “I doubt you are really the right person, but we don’t have anybody else. Somebody needs to fill this position.”

5) Expect results too soon: “In a couple of weeks you ought to be on top of this job.”

6) Deny support: “I’m not going to be able to give you much help. You are just going to have to dive in and swim.”

7) Create an atmosphere of criticism: “You can’t do anything right. We really thought you had the talent for this position.”

8) Overstate the effort required: “You probably will have to get used to working weekends – and forget about a vacation this year. You will go home with a headache, a back ache and dread tomorrow, but that is the price we pay for leadership around here!”

9) Suggest peer rejection: “You’re not really a people person, are you? This job requires high people contact and team building. Even though it doesn’t look like a fit I am willing to give you a shot at it.”

10) Emphasize the pressure: “The last person in this job just couldn’t take the heat.”

Leaders who sabotage the growth of others create toxic environments. They create insecurity and unsettle potential leaders. No one wants to work for those who take all the credit and shift all the blame. Healthy organizations reflect institutionalized development and growth. Ego management requires all leaders to check all misdirected motivations, creating environments of truth and trust.

This week think about: 1) Have I ever discouraged another because I was insecure? 2) What is my strongest development strategy for emerging leaders? 3) How can I stay cognizant of these negative attitudes in my business, church, or family?

Words of Wisdom: “It is not uncommon to find leaders who don’t really allow others to develop.”

Wisdom from the Word: “Then the local people began to discourage the people of Judah and to dishearten them from building.” (Ezra 4:4 NET Bible)

Weekly Thought – February 26, 2019

Fred thought in visuals, and translated those visuals into words so others could capture the ideas.  He often likened his process to the handle on a pot.  The purpose of the handle was to enable someone to safely and easily manipulate the pan.  He believed his ability to take complex thoughts and make them communicable was like putting a handle on them.

BWFLI is deepening the relationships with the colleges and universities with which we have partnered in the last 11 years.  We will be doing this through personal input, written materials, and campus visits.  Thank you for helping us in this crucial work.  Please pray with us each month.  Sign up for the prayer network and stand with us as we lift up our Christian institutions of higher learning.

Taking Care of Business

As I have said before, during the first weeks of each year I did in-depth evaluation of the prior year and planning for the new one.  One area was focused on my business.  I began this when I was a corporate executive looking at my management responsibilities.  And then when I began Fred Smith Associates in 1955 I continued the practice, deepening the considerations year by year.

I started by reviewing the past year, bringing forward any items which remained on the accomplishment list.  First, I looked at the organization’s personnel.  I wish back then I would have had Jim Collins’s visual metaphor of the bus: putting the right ones in the right seats and the wrong ones off the bus.  Without his picture, that is exactly what I did each year.

In organizations I was utilizing and maximizing strengths and buttressing weaknesses, trying to get extraordinary results from ordinary people.  I always made sure I had a few extraordinary people in key leadership positions.  My constant reminder was to make people decisions with my head, and not with my heart.  Of course, there is a healthy interplay between the two.  One thing I learned early on in owning my own business was to trust the counsel of a few talented, insightful individuals whose gifts were different from mine in making key personnel hires.  I found Mary Alice had an innate, impeccable ability to read character.  Therefore, any high level hires were always done with a candidate/spouse dinner with Mary Alice and me.  She could read people!

Next, I wrote a vision statement to guide the organization.  I reviewed, revised (when needed), and implemented the vision statement each year.  In this process I evaluated our corporation’s position relative to our competition, considering new services or new products.

Of course, I looked at cash flow and profit potential.  I took an overall look at capital requirements and budget items.  The facilities and equipment requirements were reviewed with an eye to any needed additions.  Technological changes are moving so rapidly it became a primary point of interest.  I also reviewed legal, accounting, and benefit plans.  I wanted to make sure we were meeting competitive standards.

Peter Drucker’s outstanding model of having efficiency at the bottom and effectiveness at the top was uppermost in the evaluation of my own performance.  I had two major channels: public speaking (then writing) and business ownership.  For years my personal measurement has been delegating everything from the “things that only I can do.”  Some of these were looked at as annual items, other as long range corporate culture ones.

Then, I looked at the potential for flexibility in the organization because surprises come and I never want to be at their mercy.

This week think about:  1) I am two months into 2019, how am I doing with my plan? 2) What are the things that “only I can do?” 3) Who is a good model for organizational planning?

Words of Wisdom: “For years my personal measurement has been delegating everything from the ‘things that only I can do.’”

Wisdom from the Word: “The Lord’s decisions stand forever; his plans abide throughout the ages.” (Psalm 33:11 NET Bible)

Weekly Thought – October 16, 2018

Fred consistently studied human nature. He was invited to join high powered negotiation teams for his skills in discernment and communication. His grasp of human nature, as well as the nature of God, gave him an effective platform.

Planning is underway for the upcoming trip to Greenville University for the BWFLI sponsored What’s Next Roundtable. A team of men and women will engage students in conversations centered around mentoring, networking, and persevering. Pray with and for them. Your financial support is needed to finish out the year. Thank you for donating to the mission of “stretching and blessing the next generation of leaders… to the glory of God.”

Define The Base

Adler, the eminent psychiatrist, helped me with his observation that everyone is logical if you understand the base from which they operate. For example, if you were to go into the mental health facility and see a short man with his hat turned sideways, and his hand in his shirt you might assume he thinks he is Napoleon. Then, if you greeted him warmly with “Good morning, Napoleon,” and he acknowledges the greeting it would be perfectly logical. His base premise would be his identification as the French leader. Architecture gives us another example: the tower of Pisa. We all know it as the “leaning tower.” The building is absolutely square to itself – the base that is tilted.

I’ve had labor relations situations where this understanding has been extremely helpful. I was involved in an imminent strike situation in which the employees were determined to engage in a long, bitter strike. This would have resulted in catastrophic financial loss to the employees, but their minds were set.

I asked the negotiating lawyer if they mentioned the company’s making money from the strike. This assumption was mentioned more than any other complaint. The employees truly believed the company would benefit financially from a strike. “They repeat this more than anything else,” was his response. I recommended to the owner he call the employees together and explain to them in believable language the truth – the company was NOT going to profit from the threatened strike. The employees accepted his word and avoided the strike. When each party understood the basic operating premise, an environment for resolution could occur.

When an organization or individual differed with me, I used to assume they were unreasonable. But when I started practicing this principle of logical premise, it made a big difference. I started looking for their base. It was an effective change in my thinking.

As a parent I was given the opportunity to practice this regularly. When I couldn’t make sense of a child’s decision and was tempted to strongly challenge them, I stopped to say “What is their operating base?” I can’t say I always took the time to work this out before reacting to what I saw was foolishness, but I got better. We see this so very often in the political arena. We see our politicians pushing and pulling in a seeming illogical manner. When we stop to analyze the premise of each argument, we can more often understand their position. It doesn’t mean we have to agree, but we can create a ground for communication.

Logic is an outgrowth of the operating system. Properly understand the base and you will understand the logic. It may not be a pleasant behavior, but it follows the underlying assumption.

This week think about: 1) Who seems illogical to me that might serve as a learning lab? 2) What assumptions are part of my operating system that confuse others? 3) When do I expect understanding to result in agreement?

Words of Wisdom: “Properly understand the base and you will understand the logic.”

Wisdom from the Word: “He has filled him with the Spirit of God—with skill, with understanding, with knowledge, and in all kinds of work,” (Exodus 35:31 NET Bible)

Weekly Thought – October 9, 2018

Fred’s support of the local church, Christian ministries, and particularly spiritual leaders began early in his life as the son of a Southern Baptist pastor. He taught his family to provide friendship, guidance, and support to vocational Christians. Serving on numerous national boards, several as chair, gave him an opportunity to use his gifts of wisdom and discernment to further the Kingdom. He was known as one who spoke unvarnished truth. It was always with no personal agenda, but with concern for the welfare of the organization. These words from the late 1980s are absolute on target today.

A Flexibility Born of Faith

As I think about spiritual leadership, I become convinced the key is the Holy Spirit’s energizing and directing the leader’s uniqueness and gifts by giving him or her a vision that creates a passion. I have never known a lazy or confused leader who had a clear sense of passion.

For twenty years I’ve been writing for Christian leaders. I’ve spoken to many groups, large and small. I realize it is a difficult time to be a Christian leader in an almost totally secular society. There is renewed interest in spirituality which is cultish, not Christian.

Faith-based leaders have lost much of the respect hey once had in society. Burnout is common. Depression is almost epidemic. And stress is exploding. Immorality and divorce rates are increasing within the faith community. Short tenure in the pastorate and ministry leadership is too common. More and more preachers and teachers are faced with the demand for entertainment in their message and excitement in their programs.

Could a major part of the problem be that leaders have lost their vital identification with the Lord? Have they become convinced they work for the church rather than for God? Those who feel they work for a church board surrender their authority in spiritual leadership.

I believe there is a flexibility in spiritual leadership that is based on faith in God’s provision and direction. It is a calling, not a career. I have great respect for a prominent minister who privately says, ‘I would be glad to get out of the ministry if God would let me off the hook. In fact, if He doesn’t keep me in, I would be out.” His calling from God wasn’t a business decision – it was an “I can do no other” response to God’s call.

It is possible, even probable, that some in Christian leadership are misplaced. Leaders who are not endowed with gifts energized by the Spirit become easy prey to the human methodology of leadership. This opens them to the temptation of power, prestige, and money.

Those who operate from a gifted calling seem to have a flexibility born of faith. They didn’t manipulate their way into leadership, nor do they play politics to remain there. They have a calling to fulfill, not a profession to pursue. They have a strong feeling of stewardship but little feeling of ownership. Their greatness is in serving; they joy is in Kingdom work.

This week think about: 1) Who do I know in ministry who needs my encouragement? 2) What can I do to stand behind my pastor? 3) How can I strengthen my own vision and passion for the Kingdom?

Words of Wisdom: “Those who feel they work for a church board surrender their authority in spiritual leadership.”

Wisdom from the Word: “You must follow the LORD your God and revere only him; and you must observe his commandments, obey him, serve him, and remain loyal to him.” (Deuteronomy 13:4 NET Bible)

Weekly Thought – October 31, 2017

Fred’s view of uniqueness was practical and pragmatic. He believed we had gifts given by God for use. He strongly advocated the search for personal design and the thorough, purposeful application. In his questioning he probed motivation and inspiration.

Asking Key Questions

1) What type of work do I do best: project, administration, individual, or team? It is important to know. If one is project oriented then they want to complete and move on to the next thing. Administrators like to keep perfecting the system. A family friend used to say his style was keeping it “cheap and cheerful.” He liked to engage in a project, finish it to his satisfaction, and leave the maintenance of those with systematic gifts. Those we call one-man operators are generally entrepreneurial and have a hands on management style. I have a friend who is a great executive consultant does not have a secretary – he is strictly a loner and thinker. I remember hearing Roger Staubach, great Cowboys quarterback, say he didn’t like golf because it was too individual – he liked to play on a team. It is critical to understand our skills, and our enjoyments. The more we know about how we are wired, the more effective we can be in our work environments. Of course, we all have to exist in situations where we must participate and function in less than ideal parameters, but when possible operating out of understanding results in higher achievement.

2) Do I lean on first impressions or do I wait and see? Those with gifts of discernment usually size up situations and people more quickly. However, we all get general feelings in the first few minutes. Even so, we must leave room for impressions to change. Some people and situations “grow on us” as we watch. It is easy to over-value colorful personalities and give less attention to the more quiet ones. Our society puts a premium on the out-going, extroverted style. Often, though, in the long run my wife Mary Alice is proven right when she advises me to step back and recognize that “still waters run deep.”

3) How many long-time friendships have I maintained? This is a question I often ask. Although it is not a hard and fast rule, I generally find people who have few long-time friendships and changing relationships tend to be opportunistic about them. They use the term “networking” as a euphemism for use and discard. When I hear them unfold their stories, the pattern of change crops up over and over: houses, jobs, friends, and even wives. Long-term friendships hone us; those who know us year after year inform and influence us – as we do them.

4) Do my friendships change with my current conditions? True friendships do not change, but acquaintances do. Most of do not have a plethora of true, long-lasting friendships because the investment is great. But most of us have many acquaintances who enrich our lives and make it much more pleasurable. There are situational relationships such as common commitments, career projects, community involvement, church, or family activities. These change as our situations change. Mutual interests are at the core of these. However, the mutuality of true friendship is generally rooted in years of trust and helping each other. My friend Ron Glosser finished every phone conversations with these words: “How can I help you?” He understood I felt the same way.

This week think about: 1) Who is my closest friend? 2) How perceptive am I at judging character at? 3) What attracts me to people and situations?

Words of Wisdom: “It is easy to over-value colorful personalities and give less attention to the more quiet ones.”

Wisdom from the Word: “As iron sharpens iron, so a person sharpens his friend.” (Proverbs 27:17 NET Bible)

Weekly Thought – October 24, 2017

Fred believed strongly in reality. He regularly reminded those around him to “stay current on the facts” and to “operate from the what is, not what you wish it were.” His questions reflect this emphasis.

Thank you for your ongoing support of the website, the Weekly Thoughts, and the BWFLI events. Each week we hear from you all about the influence of not only Fred, but those who follow after him in desiring to stretch and bless. Your encouragement strengthens us.

Reality Touchstones

1) When do I see myself as an exception to the rule? This is an important question to answer. I understand one of the common denominators of criminals is their assumption the rules do not apply to them. I see Christians asking God for miracles rather than going through the hard work of producing what He has already given them the ability to achieve. I do not believe God is in the business of producing spoiled brats. God functions largely, I believe, by process. Therefore, a divine process is just as divine as the miracle. Also, when we expect to break the rules and win we are not only fooling ourselves but setting a terrible example for those around us.

2) How strong is my will to win? I never know how strong my will to win is until I get into a possible losing situation. Our will to win and our desire to win are connected. It is important to strengthen the will in small matters so when the big situation comes along you can count on the ability of your resolve and persistence to kick in. The will to win is just like muscle development — it takes practice.

3) Am I a better starter or finisher? Most people are better starters because there is a certain excitement in the beginning. Finishing requires diligence and hard work. When our son asked me to tell him about the important people in my life he asked me “did he finish well?” after each story. I had not thought a lot about this but I gave it great thought and sadly realized many started strongly, but finished weakly. A friend asked me to meet him at the club for lunch one day. He began by saying he was 63 and felt he was at the ¾ mark. He knew I was on the home stretch and wanted to know about finishing well. I told him about the African runner who competed in the Olympics. Just short of the finish line he pulled his hamstring and fell crippled to the track. His father jumped to the ground and helped his son limp to the finish. When asked why he got up he replied, “My country sent me here to not just start, but to finish.” Point well taken!

Think about this week: 1) How can I strengthen my will muscles? 2) What am I doing right now to make sure I finish well? 3) Who can help me keep my focus clear?

Words of Wisdom: “The will to win is just like muscle development – it takes practice.”

Wisdom from the Word: “For your loyal love extends beyond the sky, and your faithfulness reaches the clouds.” (Psalm 57:10 NET Bible)

Weekly Thought – August 22, 2017

Fred encouraged results. He appreciated process and activity, but focused on the outcome. Those who came to him with lots of talk but nothing else found him to give little comfort. His training by Maxey Jarman deeply impacted his own path and that of many others.

Be Ye Doers

Make results your measure for activity. A friend had this wall motto: “Results is the only excuse for activity.” It sounds obvious, but amazingly few people are really results oriented. Most are satisfied with activity and best effort. They forget there are no medals for “best try.” Results count, not activity.

The best way to stay focused is to keep asking, “What am I really trying to accomplish?” My friend Baxter Ball, VP of Mobil put it into an arithmetical symbol “+4.” When he said, “Just give me the +4 he wanted to deal without any embellishments…” he wanted the nut of the matter. Don’t ask me where he got it. I just knew what he meant when he said it!

Many regale others (especially bosses) with the details of exhausting activity: how many miles they traveled, how tough the job is, how many hours they worked, etc. expecting this to make up for lack of activity. It is my experience that those who use activity to produce results downplay the preparation and highlight the outcome. Reports of poor production are often prefaced with excuses and rationalizations.

One of my more caustic friends was listening to a young executive tell how tired he was. The young employee went through how much trouble he had on the job, how difficult it was, and what unexpected problems arose. In the midst of this my friend interrupted, “Please show me the baby and don’t tell me about the labor pains.” I totally grabbed that and my children, business associates, and others who come for counsel will hear it if they start wandering down the activity trail instead of showing results.

I ask you, was my friend discourteous? No, not one bit. He was teaching results and not effort. Unfortunately, for many individuals and companies, this lesson is never learned. As an aside, I believe parents who reward and award where results do not exist are doing a disservice to their children. There is a clear line between parental encouragement and building a fantasy world of expectations. Children who try but do not accomplish will never be high achievers. A parent should learn how to find a child’s areas of strength and guide them to productive activity, not just activity.

On my wall is a plaque given to me by Mason Roberts when he was President of Frigidaire. “Having done my best today, it will be easier to do better tomorrow.” Each night as he left the office he would tear off a day on his desk calendar, thank God for the day and assess his progress. If, however, he didn’t feel he had accomplished enough, he would hang up his hat, sit down, and work until he felt comfortable enough to leave. For Mason, results mattered.

This week think about: 1) How can I manage myself to focus on results, not just activity? 2) What hinders my progress? 3) Where do I need to discipline my activity to produce more results?

Words of Wisdom: “Reports of poor production are often prefaced with excuses and rationalizations.”

Wisdom from the Word: “And there are different results, but the same God who produces all of them in everyone.” (1 Corinthians 12:6 NET Bible)