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)

Weekly Thought – August 15, 2017

Fred took his last earthly breath at 9:15am on August 17th. The afternoon before his last words were “I’ve learned to trust in Jesus; I’ve learned to trust in God.” He loved the gospel hymn “Through It All.” His daughter read to him each day. The hymn story that day was “When They Ring Those Golden Bells.” “They will ring for me soon” was his comment. Then later he mouthed the words to Andrae Crouch’s well-loved song.

Trading Hat

An executive generally play three positions simultaneously. Each requires separate skills. First, as a member of the boss’s team. On this team the role is as a peer among others at this same level.

Second, as the quarterback of the team of direct reports. On this one the role of peer is inappropriate. The final decision belongs to the quarterback. The huddle is great and useful for advice, but in 30 seconds the quarterback must have the play called and action underway. Most huddles don’t use a vote.

Thirdly, as a coach to younger and more inexperienced men and women coming up through the organization. This should be a natural process as upward movement occurs. As a coach, the role is secondary to the younger employee’s own quarterback and team. Confusion occurs if the coach tries to take the place of the quarterback.

At Fort Monmouth one of the officers described the unique genius of the American soldier as the ability to move from corporal to sergeant to lieutenant quickly on the field of battle without formal training or ceremony. The speaker pointed out that this distinguished them from other fighting forces which lacked this flexibility.

A good team member with less talent will make a greater contribution to the corporation team effort than a maverick with greater talent. The “individualist” causes problems which interrupt the steady progress. When one focuses on personal gain and visibility to the detriment of the team organizational chaos results. Sometimes extraordinary talent must be sacrificed for the good of the well-performing team. Often in sports hot shots make a team suffer when they won’t sublimate their own numbers for the good of the team.

Another challenge to a well-run team is rhythm. When certain members want to rethink decision ad infinitum (and even ad nauseum) hinders progress. It is important to understand the roles and the responsibilities – and how final decisions are made. Understanding when input is accepted and when it is no longer received is part of the successful pattern of team work.

This week think about: 1) How many teams am I on? 2) Which role do I handle most effectively? 3) Who am I coaching currently?

Words of Wisdom: “A good team member with less talent will make a greater contribution to the corporation team effort than a maverick with greater talent.”

Wisdom from the Word: “May the Lord your God be praised because he favored you by placing you on the throne of Israel! Because of the Lord’s eternal love for Israel, he made you king so you could make just and right decisions.” (1Kings 10:9 NET Bible)

Weekly Thought – April 25, 2017

Fred consciously motivated people. He spent hours thinking about those in his network and how to stretch them. He thought of himself as a conduit for several of his friends who were speakers. As he read, listened, thought, he would put “material” into mental files to be accessed when he talked with any of these three people. He wanted to be part of their growth – and the use of their great gifts.

Ideas on Motivation

One of the ways I motivate people to think is always carrying blank cards in my pocket. When anyone says something worth writing down, I do. For years I tried to keep mental notes of memorable lines and then jot them down later. Then I realized the positive effect of asking someone, “May I write that down?” Often I get the response, “I didn’t know it was that good!”

People love to be quoted and doing so motivates them to think better. One of the nicest compliments you can earn is “He makes me think smart when I’m with him.” It’s a sign you are motivating people to think.

One of my early bosses had a way of saying nice things about his employees which would get back to them. True things which were nice. We appreciated it and worked hard to keep on doing things which he could notice. People work hard to uphold a good reputation.

Ask “what is special about this person?” For example, some people have a way of focusing on the positive in people. That can give you an opportunity to say “Here’s a person who looks for the best in others.” It not only strengthens the person, but gives them an idea of what you value.

I have consciously augmented my wife’s reputation as a creative listener. She is. I began doing it to comfort her because she was ill at ease in social situations and felt that she had little to say. We would come home and she would lament, “All I did was listen.”

One night at a dinner party, she was sitting next to a powerful top executive. His wife, seated next to me said, “Oh, I feel sorry for your wife having to sit next to my husband.” I replied, “He will talk his head off.” “You don’t know him at all then.” “No, I don’t know him, but I know my wife.” Sure enough, this man with the surly reputation did talk his head off. I am sure his wife wondered what in the world happened to him. What happened was Mary Alice. She had the ability to listen dynamically, to make people feel comfortable, and smart. She didn’t compete with him, and he thoroughly enjoyed the evening.

Effective leaders work to develop motivational strategies. They spend time thinking about specific techniques which are sincere motivation, not shallow manipulation.

This week think about: 1) Who is one of the best motivators I know? 2) How can I know the people around me and motivate them more strongly? 3) What is my motivation to motivate others?

Words of Wisdom: “People work hard to uphold a good reputation.”

Wisdom from the Word: “For everything that was written in former times was written for our instruction, so that through endurance and through encouragement of the scriptures we may have hope.” (Romans 15:4 NET Bible)

Weekly Thought – April 18, 2017

Fred refused to sacrifice his integrity for the sake of winning. He believed in the value of moving people to action, but never tricked them into action which only benefited him. His dear friend Zig Ziglar dedicated his life to inspiring and motivating others. They shared the joy of seeing the wood catch fire.

Motivation or Manipulation?

There is a critical difference between motivation and manipulation. One is getting people to do something from mutual advantage. The other is getting people to do what you want them to do, primarily for your advantage. If the person benefits, it’s purely a secondary goal.

Manipulation carries a hidden agenda; motivation carries an open agenda.

We all agree that motivation is good and manipulation is bad. But sometimes only a fine line separates the two, and it’s difficult to know which side of the line you are standing. The issues aren’t always clear-cut. Intent is the key. What could be motivation in one instance could be tainted by self-interest and turned into manipulation.

A psychiatrist friend chided me one night by saying, “You businessmen mistake manipulation for motivation. The difference is you can substitute the word “thirst” for motivation, but not manipulation.” That got my mind working. He was saying unless you are satisfying someone’s thirst, you are probably manipulating rather than motivating. What a simple, yet effective, measurement. Bottom line for me: I can motivate with integrity when I am bringing to consciousness a genuine thirst in another.

Whenever we try to motivate without the other person’s knowing what we are doing we need to be very careful. We can try to bring out a latent desire a person doesn’t even know exists. But we must always keep in mind: 1) recognize how close we are to manipulation; 2) set a checkpoint, and be willing to stop if an authentic thirst doesn’t develop; 3) never resort to immoral means even for righteous ends.

My good friend Zig Ziglar reminded my daughter one time to be sure and understand the difference between the “need to” and the “want to.” He was saying to her she must move away from her clear vision of what someone needed until she satisfied their own desire and want.

Remember the little boy whose obedience was not willing? “I may be sitting down on the outside, but I’m standing up on the inside.” Manipulation often results in silent rebellion. True motivation is a path to growth and maturity.

This week think about: 1) What motivates me to take action? 2) How do protect myself from manipulation? 3) Who can I help find their “thirst” this week?

Words of Wisdom: “Bottom line for me: I can motivate with integrity when I am bringing to consciousness a genuine thirst in another.”

Wisdom from the Word: “This is the reason I do my best to always have a clear conscience toward God and toward people.” (Acts 24:16 NET Bible)