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)

Weekly Thought – April 11, 2017

Fred developed ideas, strategies, and people. He loved seeing growth and progress. He also appreciated the value of measures and metrics. Wanting to know if the process worked led him to define criteria for the effectiveness of training.

Thank you for your consistent, prayerful support of the Breakfast With Fred Leadership Institute. Our next event is April 18, 19, 2017 at Greenville College in Greenville, IL. Please pray for the team members who will be traveling to campus to “stretch and bless the next generation of leaders… to the glory of God.”

Training Touchstones

The development of others is a strategic element in good leadership. Bringing others along to grow the organization is part of the mission. As training moves along, here are five ways to measure progress:

1) Is this person’s job fitting well with his or her talents? If not, I never be successful in fully developing the potential. It is my responsibility to assess the long range outcome and make sure the job and the talent match.

2) How much willingness to do the job am I seeing? I want to see if the person is enthusiastic about the opportunity to grow. Training has to be more than just an interesting way to pass time. And if I suspect the trainee is thinking, “Well, I’ll do it if you want me to, but I’m not really keen on it” I already know not to expect much.

3) How consistent is the person’s effort? Long-term, not sporadic engagement is what I want. It is the day in, day out effort that benefits both the organization and the employee. A friend once told me, “The amateur performs well when he feels like it. The pro performs well whether he feels like it or not.”

4) What are the objective results? I find many people want to tell me about activity, carry on conversations, give me excuses but produce little or nothing. I like to measure what has actually been done. Some people get by for years talking a good game but doing little. In our family we have a saying “Show me the baby, don’t tell me about the labor pains.”

5) Is this person willing to be evaluated? I am not going to spend time developing someone who resists having his results measured. In the same way, I do not want to attempt to train someone who will never ask for help. If a person knew all the answers, they would not need the training. I see too many whose egos won’t allow them to learn from others.

This week carefully consider: 1) How can I use these questions in my development of others? 2) What do I use as the measurement of personal progress? 3) When do I do my most effective training?

Words of Wisdom: “The development of others is a strategic element in good leadership.”

Wisdom from the Word: “A disciple is not greater than his teacher, but everyone when fully trained will be like his teacher.” (Luke 6:40 NET Bible)

Weekly Thought – April 4, 2017

Fred’s understanding of people created a high demand for his consulting services. He was particularly effective in labor negotiations, sales/marketing campaigns, and board restructuring. He had a clear view and a sound mind when it came to the productivity of organizations. Fred’s ideas were utilized throughout his 60 year business career. Later on Jim Collins popularized these concepts with the “right people in the right seats” language of Good to Great.

Maximizing Effectiveness

The secret of any organization’s success is choosing the right people to play key roles. I recently read about business executive Bernard Tapie who became famous in France by taking over failing corporations and turning them into successful money makers. He developed an empire of 45 companies. His secret: whenever he assumed control of a failing business he immediately brought in his fifteen member management team to reorganize. They worked like a well-oiled machine and repeated the process over and over.

One of the most important aspects of successful leadership is putting together a group of people to carry out the mission. Great athletic coaches know they must have talent to win and so take an active role in the recruiting process. Teams that just happen get happenstance results.

In the small organization staffing can be particularly vexing. But it is extremely important. A costly mistake in smaller operations is thinking they can get by with inferior employees because they aren’t large. Actually, the opposite is true. In a firm of one hundred employees, if one doesn’t pull their weight, it is a loss of 1% productivity. If a company has only 3 employees, one who is unproductive represents 33% of the workforce.

Attracting the right people requires enthusiastically selling your organization to quality prospects. Julian Price who built Jefferson Standard Life Insurance Company surprised the industry by his ability to draw outstanding men and women to a small, regional company in the South. It was small, but mighty in its people pull. In interviewing he would say, “We are going to build a mighty company here. Don’t you want to be part of it?” The challenge of growth and the promise of a future brought many to Greensboro, North Carolina.

Leaders should not be timid about going for the most qualified who bring to the organization the skills needed for growth. When we believe in our vision and our mission it becomes a critical endeavor and one worth sharing. People want to be part of something exciting. Finding the right people to fulfill the dream is the privilege and responsibility of leadership.

This week carefully consider: 1) How strong are my recruiting skills? 2) What is the profile of my ideal team member? 3) When do I enjoy pulling together on a project?

Words of Wisdom: “Teams that just happen get happenstance results.”

Wisdom from the Word: “The one who works his field will have plenty of food, but whoever chases daydreams lacks wisdom.” (Proverbs 12:11 NET Bible)

Weekly Thought – March 7, 2017

Fred encouraged maturity. He believed in the goal of growing to the end. This is why he was a life-long learner and lived with a burning desire to “finish well.” Foundational to maturity is character. He consulted with many organizations, both corporate and ministry. Character is the first element he studied.

Effective Leadership

Leadership, as we know, is both something you are and something you do. But effective leadership starts with character. When leaders fail, more often it is a result of a character flaw than the lack of competence, training, or even opportunity.

In the case of Christian organizations, the aim of the leader is to conform more and more to the image of Christ. And, it is their responsibility to build up the congregation, training them in righteousness with a goal of maturity. It is a process. It is critical to understand this. There is no “getting there” and settling down to rest. Leaders who last don’t stop growing; they continue stretching themselves. And in the same manner corporate officers refuse to let down. They strive to get better, stronger, and more adept.

Those who understand this process have intangible personal qualities. Some find these hard to define, but I think we can look at it as a growth process.
Growth must be seen as a whole. I wonder sometimes what we would look like if our mental, emotional, and spiritual aspects were as visible as our physical bodies. I expect each of us would have deformities representing our lack of development. When we are seriously out of balance we would be misshapen, distorted, even grotesque. An example of this idea would be the person who develops their mind to the exclusion of social skills or emotional health.

My good friend Zig Ziglar looks at our lives as a wheel. He teaches others to measure where each section of their life is by marking it on the wheel. Then when the dots are connected the seminar participant can see how rocky the ride would be if areas of their lives are much stronger (or weaker) than others.

Maturity is balanced growth. It’s obviously difficult to keep the inside and outside in total symmetry – or Zig’s wheel rolling smoothly, but it is a worthwhile endeavor. I look at life through the prism of discipline, so I suggest a balanced growth pattern contains plans for the disciplines of: freedom, emotions, things, recognition, accomplishment, experiences, ideas, and relationships.

This week think about: 1) What is my personal definition of mature growth? 2) How symmetrical are my internal and external appearances? 3) What is my biggest challenge to maturity?

Words of Wisdom: “Leadership, as we know, is both something we are and something we do.”

Wisdom from the Word: “Brothers and sisters, do not be children in your thinking. Instead, be infants in evil, but in your thinking be mature.” (1 Corinthians 14:20 NET Bible)

Weekly Thought – February 28, 2017

Fred said he never felt the time pressures so often discussed in leadership articles. He attributed this to the art of delegation. However, before he could delegate he had to understand what his unique abilities were and what “only he could do.” These thoughts from Fred were written in the mid-80s but are strikingly current and relevant.

Understanding Leadership versus Management

Leadership and management are two different skill sets. Many good leaders are not good administrators. And in the same way, good managers are not always effective leaders. The rule of thumb is: Lead people and manage work.

As President, Jimmy Carter was a better executive than leader. He read up to three hundred pages of reports before breakfast, it is said. He was one of our best-informed Presidents, but he had great difficulty getting others to follow him.

Ronald Reagan’s strength has been leadership, not management. The press criticizes him because he often doesn’t fully answer technical questions. He doesn’t focus on the memorization of that information. He devotes his energies to leading through setting the vision for the country, getting others to join behind in the vision, and achieving a sense of well-being about the direction he outlines. People who mock him call him “The Great Communicator.” This is intended to suggest that capable talkers are not thinkers. They also allude to his film career as a negative quality. They do not realize the power of clear communication in strong leadership. Reagan simply delegates the administration.

Even if a leader is not strong in administration, he must recognize its absolute value. It is a foolish person who closes his mind to “the details.” Those who understand the contribution of a well-run organization know how to delegate, appreciate, develop, and then leave it alone.

Over supervision (or being a control freak) is the great sin of leaders committed against managers. The leader’s task is to say, “Here’s where we are, and there is where we ought to go.” The administrator’s job is to successfully get the organization from point A to B. Books written about well-run companies recognize the contribution of teams comprised of leaders with complementary gifts, exercised by strong people. I have always said the pairing of number 1 and number 2 positions is a critical decision.

As A.T. Cushman, the CEO of Sears, put it, “The art of administration is constant checking.” He’s so right. It’s detail work. Management takes a different, but important set of skills. To nurture both leadership and management is to put into place a winning combination.

This week think about: 1) What are my strongest gifts? 2) How am I developing my strengths and bolstering my weaknesses? 3) Where have I experienced the greatest use of my talents?

Words of Wisdom: “Lead people and manage work.”

Wisdom from the Word: “You should explain God’s laws and teachings to the people. Warn them not to break the laws. Tell them the right way to live and what they should do. But you should also choose some of the people to be judges and leaders.” (Exodus 18: 20, 21 NET Bible)