Weekly Thought – May 17, 2016

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

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

Working the Mandate

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

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

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

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

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

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

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

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

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

Weekly Thought – May 10, 2016

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

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

Know Thyself

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

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

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

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

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

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

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

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

Weekly Thought – May 3, 2016

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

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

Fundamental Leadership

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

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

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

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

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

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

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

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

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

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

Weekly Thought – April 26, 2016

Fred began his corporate career in personnel with General Shoe Corporation. Personnel became human resources and General Shoe became GENESCO. He participated with the training people for all levels of the large, international corporation. He understood training required respect, expectations, and belief.

Fred’s commitment to mentoring grew out of his determination to actively stretch others. He set out five criteria for trainers.

Measuring Training

As training progresses there must be ways to measure the outcome. Here are five I have found to be helpful.

1) Is this person’s job fitting well with his or her talents? If not, I have not possibility of developing that person to full potential. You can keep a person temporarily in a place that doesn’t fit, but it’s the trainer’s responsibility to match the job and talents for the long haul. For example, you can’t put a loner into a team operation.

2) How much willingness to do the job I am seeing? I watch to see if the person is basically enthusiastic about the opportunity. Training isn’t helpful for someone who is just going through the motions. If I see an attitude that says, “I will go through this training, but I don’t have to really like it” I know this is just going to be frustrating for all.

3) How consistent is the person’s effort? Sporadic, hot and cold effort is not what I want. Organizations need people who are consistent, long-term players. A friend once told me, “The amateur performs well when he feels like it; the pro performs whether he feels like it or not.”

4) What are the objective results? Talk is cheap. My mentor, Maxey Jarman used to say, “Show me the baby – don’t tell me about the labor pains.” Peter Drucker talked about results as the reason for activity. Some eat up time in training, look good, and yet produce very little. A friend heard another say, “He’s a good man.” My friend asked, “Good at what?” He was simply good at looking good. Too much talk and not enough walk.

5) Is this person willing to be evaluated? I am not going to spend time developing somebody who resists having his results measured. A sign of maturity is the openness to fair, even-handed critique. We live in a culture too filled with “attaboys (and girls).” A good trainer will know how to watch a trainee as instruction and evaluation is given.

Perhaps the greatest challenge in training someone else is getting the person to want to be trained. I have found the greatest gateway to effective training is personal relationship.

This week think about: 1) Who has been a great trainer in my life? 2) Who am I training in life skills, Christian faith, or career goals? 3) What area of my life needs additional skill development?

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

Wisdom from the Word: “He trains my hands for battle; my arms can bend even the strongest bow.” (2 Samuel 22:35 NET Bible)

Weekly Thought – April 19, 2016

Fred kept careful accounting of his ego. He had his blind spots, but even then he understood them and bolstered his defense system. He frequently did a personal audit to make sure he was operating with integrity. Often, he called this process “talking to the little boy inside.” This little boy was the ultimate truth teller!

We are grateful to each of you for committing to stretching yourself. We work hard to bring you Fred’s word which can be applied in everyday work, family, church, and community.

Keeping Focus

A true leader is committed to the cause, and does not become the cause.

Staying personally dedicated to the vision can become extremely difficult, particularly if success comes. A subtle change in thinking can overtake the leader of a successful operation. He or she begins “needing” certain things to carry on the work – things that were not considered necessary at the beginning.

In business, a request for a corporate jet is a sign that personal ego needs are infiltrating an executive’s dedication to the company. The question “What am I getting out of this?” must be asked. It is a test to see if the cause has become diffused. Sometimes perks are described as beneficial to productivity and profitability. I am not decrying the use of executive benefits, and I have had my fair share of rides in corporate jets, but I am pointing out that a change occurs. The important thing is to recognize and evaluate the change.

I admire Mother Teresa, who decided after winning the Nobel Peace Prize she would not accept any more recognition because it interfered with her work. She knew she was not in the business of accepting accolades – she was in the business of serving the poor of Calcutta. She maintained her dedication to the cause.

Most of us leaders have an emotional block occasionally. We need to return to the vision, restate it to ourselves, and rekindle the spark. We must ask, “What is my purpose? Am I satisfying my ego through this business or ministry? Am I sacrificing my ego to the work?”

Genuine leaders can say with the Apostle Paul: “Follow me, as I follow Christ.”

This week think about: 1) What vision or cause currently excites me? 2) How can I protect against moving to ego satisfaction which outstrips the cause? 3) Who is a good model of leadership which is submitted?

Words of Wisdom: “A true leader is committed to the cause, and does not become the cause.”

Wisdom from the Word: “Therefore, King Agrippa, I was not disobedient to the heavenly vision,” (Acts 26:19 NET Bible)

Weekly Thought – April 12, 2016

Fred’s reputation for objectivity brought people to his office (and eventually his hospital bed). His ability to step back and break situations into manageable pieces facilitated his impact. He understood the art and science of leadership.

BWF Project, Inc. is the non-profit organization holding the various outreaches: Weekly Thought, www.breakfastwithfred.com, BWFLI Leadership Institute, and BWFLI Women’s Leadership Cohort. Your prayerful, financial, and “friendful” support encourages us. Thank you.

Leadership Ingredients

Everyone wants a list of ingredients which make a leader… the common denominators. There is no fool-proof formula. The ingredients vary in each situation. For example, there are times when the key element is courage; other times the decisions are so obvious, courage plays a minimal role.

Certainly, I could give a “traits of a leader” list, but it would be just like listing ingredients in a recipe without giving the amounts or mixing instructions. The chemistry of cooking is in the proper combination of ingredients in the proper environment for the right time. Too many lists are just intellectual exercises. You go down, check off the boxes, and then declare yourself a leader. Mary Alice is an excellent cook. She succeeds because she understands how much, how, and for how long – and does it with love.

One of the greatest requirements of a leader is knowledge of human nature. But the application of that knowledge varies, depending on the activity. For example, Napoleon was known for his exceptional understanding of human nature in war – that was the basis of his power. He knew how hard he could push, how far he could go, and how much he could do with what he had. But he didn’t understand human nature in politics.

Winston Churchill showed tremendous leadership in the throes of World War II. When he tried to exert the same leadership style afterwards, he failed. Leadership is not a formulaic, constant science that works if you only follow A to B to C. Rather, it is a delicately aligned art, as well.

I am often asked, “Fred, is leadership innate or learned?” I think it can be coached, but never implanted. I don’t believe you can make a leader out of someone without an innate gift of leadership. These gifts show up early in life.

Looking at three or four year olds, you can already see emerging patterns. That usually continues through life. But it is critical to develop those gifts. If a person has innate ability, circumstances and training will certainly enhance their use.

Think about this week: 1) How do I strengthen my leadership skills? 2) What is my favorite “go to” leadership skill? 3) Who is depending on me for authentic leadership?

Words of Wisdom: “Leadership is both art and science.”

Wisdom from the Word: “Select wise and practical men, those known among your tribes, whom I may appoint as your leaders.” (Deuteronomy 1: 13 NET Bible)

Weekly Thought – April 5, 2016

Fred Smith Sr. and Bob Deffinbaugh (chair of the BWF Project board) talked much about leadership. Bob was the teaching elder at Community Bible Chapel in Richardson, TX. When they chose elders and deacons, they considered men who were already leading and doing the work of the office. They believed strongly that you recognized those already leading – that you didn’t appoint men and make them leaders by title.

The 2016 BWFLI schedule is in full swing. The teams for our April schools are eager to be on the campuses of Lindsey Wilson College and Alice Lloyd College, both in Kentucky. Keep on praying. Month by month our BWFLI Prayer Network shares concerns for our Christian higher education institutions. You will receive prayer suggestions and thoughts from Brenda A. Smith, President of BWF, and Bob Deffinbaugh.

Not Just A Title

Some think they are leaders when they are not.

One of my executive friends was asked by his son, “Dad, what does it take to be a leader?” The man spent an hour struggling to reply and finally in desperation said, “Son, all it takes to be a leader is to have somebody follow you.” That is the best definition I know.

Followers – that is what leadership is all about. If people are not following you, you are not a leader. You may have the title, but that’s all.

I remember sitting in a city park at “Soapbox Corner.” All the eccentrics assembled to promote their ideas in public. One fellow attracted great crowds with his animated speech. I noticed another man who walked around the edges of the crowd muttering to himself. Also interested in the somewhat odd folks, I moved closer to hear what he was saying. “I came here to talk, not to listen!”

He was mad because people weren’t listening to him. His crowd moved from following him to the charismatic speaker. He felt frustrated because he thought himself entitled to be the talker…but the crowd thought differently.
We communicate only when people listen.

Often leaders don’t have the title. In a manufacturing plant, I’ve known many leaders of employees who were not in management. Their personality and influence gave them informal authority. They were natural leaders.

The major characteristic of a leader in an organization is the ability to turn subordinates into followers. People can be subordinates by definition – by placement on a organizational chart, or membership roll. But they alone must decide to be followers.

Think week think about: 1) When I turn around is anyone following? 2) What do I need to be an effective leader? 3) How do I avoid leaning on the title and work on true leadership?

Words of Wisdom: “We communicate only when people listen.”

Wisdom from the Word: “Elders who provide effective leadership must be counted worthy of double honor, especially those who work hard in speaking and teaching.” (1 Timothy 5:17 NET Bible)

Weekly Thought – February 16, 2016

Fred advocated for leaders who wisely considered the impact of cultural pressure. He understood the target which is permanently painted on the backs of leaders. “Going along to get along” was never his mantra. These thoughts from Fred were written decades ago, but hit the bull’s eye today.

BWFLI is committed to hope. Hunter Baker in an essay on higher education and civility remarked: “…Christians are not free to live without hope.” Teams are ambassadors of God in Christ. And teams receive the encouragement of seeing men and women growing in Christ, preparing to lead the world.

Swimming Up Stream

The integrity of a leader often is shown in the stand he or she takes for right against mistaken, but popular, concepts. They do this not to just be different or difficult, but daring enough to be right, avoiding the temptation to join in the swim downstream by challenging the direction of the flow.

I heard writer Chaim Potok say, “A true leader is never absorbed in the stream in which he swims.” Scripture calls this being transformed rather than being conformed.

Our society is facing many positions that need challenge and clarification. For example, relativism, situational ethics, personal responsibility versus rights, acquisition and distribution of wealth, equality, political expediency, self-love as expressed in image and significance, and the power of peer pressure.

While these issues rage, values and ethics have become a hot subject – almost to the point of becoming a cultural fad. Big philanthropic dollars are pouring into think tanks to study the subject; colleges are opening up departments to investigate their impact; and writers are prolifically cranking out page after page for best seller lists.

I once spoke to a conference built around “values-based leadership.” Everything that was said was well and good, but I felt I needed to point out we need to root our human values in divine virtues or we end up being controlled by our human desires and vacillating according to our human interests.

True authenticity requires the foundation of virtue (which is scriptural!) not just manufactured in convenience and social exigency. We need values based on virtues given by God.

Just as Newton did not create gravity, but discovered it, so we cannot create true virtues, but discover them, making them the bedrock of our values. We must be careful we don’t sacrifice truth on the altar of popular acceptance. Values without virtues are barren.

This week think about: 1) What is the bedrock of my values system? 2) When am I tempted to “go along to get along?” 3) How can I be a person of hope this week?

Words of Wisdom: “Values without virtues are barren.”

Wisdom from the Word: “But you are a chosen race, a royal priesthood, a holy nation, a people of his own, so that you may proclaim the virtues of the one who called you out of darkness into his marvelous light.” (1 Peter 2:9 NET Bible)

Weekly Thought – February 9, 2016

Fred spoke and wrote much about matching organizations and people. The concept of “fit” is important to the effective organization. He believed leaders needed to use the art and science of discernment when making good personnel decisions.

The BWFLI season is well underway. The steering committees at Lindsey Wilson College, Alice Lloyd College, Asbury University, and Palm Beach University are diligently planning venues. Continue praying for all who are preparing as team members. And pray for the students to find a connection.

People Patterns

Strong leaders identify patterns of behavior in their associates, especially those who are close to them. I have found it helpful to employ people in the area of their gifts, and passions. Then you only have to coordinate them, not supervise. I want to know about:

1) Character – This determines how a person uses his or her intelligence.

2) Confidence level – This is critical because it permits someone to attempt a task with a positive attitude and concentration. Loss of concentration is often disastrous.

3) Concept of self – This reflects how a person sees themselves. I am not talking about self-image, but self-worth. This has a lot to do with a person’s willingness to accept responsibility and self-development.

4) Collegial abilities – This assists to maximize team environments. Loners can be stars, but rarely make good team members. It is good to know whether a person is cooperative or competitive and under which conditions and circumstances.

5) Commitment – This is particularly critical because understanding of the organization’s vision and mission make a difference in the progress of the associate and the organization. Matching a person’s skills and passions with the overall vision is one of the key responsibilities of the strong leader.

This discernment is particularly important as measured by the size of the organization. One person out of place in a group of 100 represents 1%. The wrong person in the wrong place in a group of 5 represents 20%. Trying to continue with a misfit is like trying to run a marathon with a pebble in the shoe. Understanding behavior is the key to peak performance.

This week think about: 1) What concerns do I have about fit? 2) How can I tell my associates are being optimized? 3) What can I do to strengthen my people reading skills?

Words of Wisdom: “It is good to know whether a person is cooperative or competitive and under which conditions and circumstances.”

Wisdom from the Word: “God gave Solomon wisdom and very great discernment; the breadth of his understanding was as infinite as the sand on the seashore.” (1 Kings 4:29 NET Bible)

Weekly Thought – February 2, 2016

Fred often asked “What is the object of the exercise?” He sought clarity before taking action. He particularly appreciated leaders who valued vision as a key responsibility.

BWFLI is moving quickly into the 2016 schedule. Planning for all four schools is well underway. Your prayer and financial support is greatly appreciated. Please lift up Lindsey Wilson College, Alice Lloyd College, Asbury University, and Palm Beach Atlantic University. And pray for the teams as they prepare.

Leading The Charge

Max DePree, author of Leadership Jazz once said, “The number one responsibility of top management is to define reality.”
Why are we operating? What are we about? What are we dedicated to? Once those questions have been addressed and a consensus around their answers develops, a leader has a mandate – a foundation out of which to determine programs, recruit leadership, establish organizational culture, and figure out what and what not to do.

1) Loyalty to the mandate, not the leader is critical. The leader has to say, “I am subservient to this mandate. You don’t serve me. Your job isn’t to make me happy. And don’t keep me in charge unless I fulfill the mandate.”

2) Narrow the focus. There needs to be specificity in the mandate – no broad umbrella statements which cover like tents. It should not be possible to interpret a mandate except in a narrow sense.

3) Create the right team. When a leader is sure of the mandate, he or she can create a more effective team. The needed leadership can be defined. Selection can be largely determined by the mandate.

4) Call is different from mandate. Mandate is institutional; call is personal. A leader needs to have a sense of call and dedication to serve effectively. Leaders continue to measure their call against the organizational mandate to assess the sync.

As leaders think about the mandate for their organizations, they should remember: the simplest way it can be accomplished is the most effective. Organizations tend to let what they do become too complicated. Albert Einstein once said, “God does what he does in its simplest form.” How can we improve upon that?

This week think about: 1) Do I operate with clarity in both my mandates and my call? 2) How effective are my teams? 3) What can I do this week to simplify my operations?

Words of Wisdom: “As leaders think about the mandate for their organizations, they should remember: the simplest way it can be accomplished is the most effective.”

Wisdom from the Word: “He prayed: ‘O Lord, God of Israel, there is no god like you in heaven above or on earth below! You maintain covenantal loyalty to your servants who obey you with sincerity.’” (1 Kings 8: 23 NET Bible)