A Layman Looks To His Pastor, part four

Weekly Thought – August 25, 2020

Fred encouraged pastors for he knew the pressures they faced. He watched his pastor Father minister to suffering men and women throughout the Depressions of the 1920s and 30s. He and Mary Alice were never members of a congregation without befriending the pastor and his family. This final excerpt from the address to a large Pastors’ Conference summarizes his last points.

A Layman Looks To His Pastor, part four

Depression is a natural ailment in the ministry. I have great compassion for this struggle. The nearer one gets to God the ore Satan fights. The sharpest arrows come to the most potent soldiers.

I have spoken to you about the pastoral responsibilities to the congregation. Encouraging you all is a primary responsibility of each congregant. Charles Spurgeon urged each member to include the pastor in daily prayer.

I was told a pastor’s wife once spoke to Mother Teresa when she was in Washington, DC. “What can I do to make a difference in my husband’s life and ministry?” The Sister with great compassion took the woman’s face between her gnarled hands and sweetly said to her, “Love your husband and children.”

Sometimes pastors just need enough encouragement to take the next step. Don’t you think we often need a pit stop more than a pep rally?

For good measure I am going to give you a 10th point:

10) I want my pastor to have a spirit of participating in the Body of Christ, not as an organization, but as an organism. I am a proponent of denominations because they decentralize power. A centralized church tends to become a political church. Control leads to ownership, not to stewardship.

However I want him to have fellowship with those who bear different denominational badges. I like the picture of heaven with John Wesley, John Calvin, Martin Luther gathered around a table sharing stories.

I don’t want my pastor creating tribal loyalties which exclude other faith traditions. When I hear Christian leaders criticizing others I like to ask, “Are they going to be in heaven?” Their positive response prompts me to say, “What right do you have to beat up on another member of the Body of Christ?” When there is legitimate need for doctrinal discussion in love we should try to be corrective, but not destructive.

Like the English priest who guided me through the Roman catacombs said, “My brother, it is not the form that separates us but the blessed hope of the resurrection which unites us.”

This list isn’t designed to create the “total pastor,” rather stimulate thought and conversation. I believe such conversation can contribute to a pastor’s finding accomplishment, meaning, and challenge enough for a lifetime of faithful ministry.

This week think about: 1) How can I encourage my pastor this week? 2) What would I add to Fred’s list? 3) As a pastor, what can I do to strengthen my congregation?

Words of Wisdom: “Sometimes pastors just need enough encouragement to take the next step.”

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)

A Layman Looks To His Pastor, part three

Weekly Thought – August 18, 2020

Fred believed life’s changes were built around what a person reads, where they travel, and their associations. He spent his life desiring to stretch others, but also being stretched. This excerpt from a speech to a pastors’ conference displays Fred’s ability to distill key principles, delivering them in a manner which motivated much note-taking. This week we cover points eight and nine.

As our friends in Christian higher education prepare to return to school, please pray with them. They face challenges beyond the normal ones of semester transition. The students are working on their education during a time of cultural upheaval and social disarray. The administrators, faculty, and staff are joined together to provide excellence in academics and faith development.

A Layman Looks To His Pastor, part three

8) I want my pastor to lead the development of community within the local church. Ray Stedman, pastor of Peninsula Bible Church in California introduced the policy of unanimity for elder decisions. When he first told me I thought it wasn’t necessary, but the closer I got to the situation I understood the wisdom of his policy. This was a solid way to build community within the elder board and the congregation.

We live in such a fractured world. Our cities are not friendly, oftentimes our workplaces are unfriendly (and even toxic), and sadly our homes are not safe haven but seriously dysfunctional. The fellowship of believers should provide a harmonious environment where no one has to play politics or join cliques. I am convinced churches which operate like this will attract people who see the Gospel creates a group who accept and bless.

In my experience each organization needs someone who serves as the glue and the leader of community building. I want my pastor to consider community a high priority.

9) I would like for my pastor to be a resource to the membership… and not just a resource to rehash current reading materials, TV shows, or movies. I don’t go to church to be caught up on cultural trends. I want my pastor to be a resource for spiritual refueling. I want to be responsible for using my gifts and look to my pastor to enable me to maximize my effectiveness. A pastor friend who is very mechanical identifies his role as knowing his congregation and the tools necessary for them to live out their callings. He verbalizes his role as knowing the tools in the garage well enough to put them in the hands of each congregant for each particular job that needs to be done. He calls himself an equipper.

These points demonstrate a key principle: I want my pastor to be in the “hope business.” The world is desperately in need of our pastors to preach the light and life of Christ. We hear from commentators about how lost the world is and how subject we are to disillusionment and depression. I want my pastor to know the reality of faith and transmit that to the congregation week by week. I want the God he serves to be bigger than any world government, or malevolent regime.

This week think carefully about: 1) How can I participate in building community within my church? 2) What can I do this week to speak hope to others? 3) Who can I join with to bring growth to my church?

Words of Wisdom: “In my experience each organization needs someone who serves as the glue and the leader of community building. I want my pastor to consider community a high priority.”

Wisdom from the Word: “Each of you should be concerned not only about your own interests, but about the interests of others as well.” (Philippians 2:4 NET Bible)

A Layman Looks To His Pastor, part two

Weekly Thought – August 11, 2020

Fred respected the office of pastor. His desire to include his pastors in the personal goal of stretching others created long-term relationships. This week we continue our excerpting of Fred’s A Layman Looks To His Pastor. It is our prayer pastors and other ministry leaders in our BWF community experience growth and blessing as they read.

A Layman Looks To His Pastor, part two

(Fred spoke to a pastors’ conference and outlined nine ideas he shared with his pastor. The masculine pronoun is used by Fred. The editor recognizes the role of women in ministry, but did not change it to stay true to Fred’s writing in a different historical context).

4) I would like my pastor to trust me enough to let me be myself around him so that he can be himself around me. Maintaining images can alienate us from one another. A layman recently commented, “I cannot believe how my friends change when they are with the pastor.” Certainly I am not advocating total intimacy and transparency with everyone for this is dangerous. But I do support reality in relationships and wisdom in what is shared and with whom.

5) I would hope my pastor would maintain personal spiritual vitality so that his sure belief would be a candle in any darkness we all face. But also, that he would recognize when I let down on my spiritual disciplines and stopped growing. Spiritual vitality cannot be gained through osmosis. We all want to have associations with vibrant Christians, but we can’t lean on them for our own life of faith. There was a time in my early adulthood I depended on the Christian experience of a friend, even though my own experience was real. I vividly remember when he confronted me saying, “Fred, get off my spiritual back!” I was sucking him dry because my own walk was arid. God doesn’t want us to live through others, but through the Spirit driven relationship.

6) I want my pastor to know truth, not just the facts of faith. Just as information is not knowledge, and knowledge is not wisdom, so facts and word studies do not adequate express the truth of the revelation God gave in Christ. Father Hesburgh when President of Notre Dame was asked to sit on the board of Chase Manhattan Bank by David Rockefeller. When Father Hesburgh laughed, saying he didn’t even have a bank account, Rockefeller responded “There will be times when we will need to know the truth and for that we will turn to you.” He accepted the position.

7) I would want my pastor to not act humble, but actually be humble. I have always used the definition of humility as: “not denying the power, but admitting it comes through you and not from you.” My son, Fred, recently gave me another one that I like very much: “Accepting your strength with gratitude.” I like to see my pastor receive compliments with graciousness that bespeaks humility. Francois Fenelon said to his friend “Accept the compliments of worthy people as the blessing of God.”

This week carefully consider: 1) Which idea would be a good conversation starter with your pastor? 2) As a pastor or ministry leader, which point most interests you? 3) How can we use Fred’s idea to truly encourage our pastors?

Words of Wisdom: “God doesn’t want us to live through others, but through the Spirit drive relationship.”

Wisdom from the Word: “The fear of the LORD provides wise instruction, and before honor comes humility.” (Proverbs 15:33 NET Bible)

A Layman Looks To His Pastor

Weekly Thought – August 4, 2020

Fred grew up as a PK (preacher’s kid). His father pastored small Baptist churches, attending to the spiritual and physical needs of men and women throughout the dark days of the depression. Fred befriended pastors throughout his life. Even in his death he demonstrated his respect as he asked five ordained men to preach his memorial service. For the next weeks excerpts from a piece written with the title “A Layman Looks To His Pastor” will be the selections.

Please pray for Christian higher education. Many of those serving as Presidents retired during the last few years. Those assuming the responsibility of the role are facing great challenges. We need men and women trained in excellence, academically and spiritually.

A Layman Looks To His Pastor

When asked to speak to a pastors’ conference at a large denominational university I was given the title: “A Layman Looks At The Pastor.” I felt this was judgmental, since scripture tells us not to judge another’s servant. Pastors are the servants of God. Sometimes they forget this and behave like they are servants of the laity.
I changed the title and it made a big difference in the tone and content: A Layman Looks TO His Pastor. This is a personal view of what I have shared with my pastors during the years. It is not inclusive, of course, and not a dissertation on pastoral responsibilities to the church at large.

1) I want my pastor to teach me how to think about God more than just what to think about Him. Plato said the great teachers awaken the teacher within the pupil and then the pupil becomes his own teacher for his entire life. My pastor is not responsible for my spiritual health any more than my doctor is held responsible for my physical health. He is to help and guide me, but I must assume the final responsibility. To transfer that charge to my pastor would be wrong.

2) I would like for my pastor to be my spiritual dietician, based on my gifts, opportunities, and situation When I go to Mayo, the dietician studies my medical records and recommends specific intake which will optimize my opportunities and health. I have tried different “menus” over the years finding what fits. Currently I emphasize: the awe of God, the understanding and use of prayer, and the presence of the Spirit. I stopped calling my morning time “Devotions” and now speak of it as my “Spiritual feeding time.” This includes the Bible, the ancient saints, and renowned preachers of the past. These six or eight sources provide a balanced diet. Not every day is a spiritual high any more than every meal is a memorable one, yet each is necessary and useful. Hopefully, spiritual feeding produces what Chambers calls “conscious repentance and unconscious holiness.”

I am grateful for the pastoral care of those who were concerned for my development, giving me observations, articles, books, and recommendations, all of which nudged me along the right path.

3) I ask my pastor to remind me he is not my agent tasked with making a better deal with God then I can get. Too often we are tempted to ask the preacher to pray because we think God will listen to Him more than He will to us – that is not scriptural. I want my pastor to tell me it is my responsibility. This is good for the pastor to avoid the temptation of subconsciously believing in substitutionary grace or at least tacitly letting followers believe in it.

This week carefully consider: 1) What do I want my pastor to know? 2) Which of these points stands out as applicable to me? 3) How can I encourage my pastor?

Words of Wisdom: “I stopped calling my morning time ‘Devotions’ and now speak of it as my ‘Spiritual feeding time.’”

Wisdom from the Word: “We proclaim him by instructing and teaching all people with all wisdom so that we may present every person mature in Christ.” (Colossians 1:28 NET Bible)

Management’s Responsibility to the Sales Force, part four

Weekly Thought – July 28, 2020

Fred spent much of his last years immobilized and limited to his hospital bed at home, in a wheelchair, or in dialysis. Yet, the disciplines he constructed earlier in life allowed him to manage his time and his attitude, bringing his wisdom as a blessing to many. God implanted Fred with the ability to think, process, and communicate effectively in order to move others to healthy living. This final excerpt from his speech to GENESCO management draws together his challenge to supervise rightly.

Management’s Responsibility to the Sales Force, part four

I call this final point “providing healthy motivation.” Management must distinguish between motivation and manipulation. The latter is a counterfeit which artificially or temporarily moves people. My psychiatrist friend Dr. Howard Rome says motivation is a person’s thirst. If we are to understand true motivation, then we must understand what causes the thirst and know how to supply the answer.

In the hiring process we must ask these questions: 1) does the applicant have a thirst we can satisfy? 2) Is this person’s thirst compatible with our philosophy and organizational structure? 3) Is there a conflicting thirst which will eventually create a problem?

Here are a few thirsts we can check:

1) Compensation – money is important and says much about the applicant. To many it scores the accomplishment and social ranking. To many it represents attainment, power, and independence. Studying the subject of compensation in relation to its motivating power within your organization is key.

2) Competition – most sales people are naturally competitive and want to know where they stand in the organization. It is a healthy, productive motivation, but must be guided rather than exploited in an anti-social way. Competition is for excitement, not incitement… to build spirit, not tear it down.

3) Participation – Sales people like to feel a part of “what’s going on.” Sales forces can become lonely and detached. Management can reduce this by implementing feedback channels which then can increase the enjoyment, learning, and retention.

4) Recognition – There is an old sales adage: people work for gold or glory. Most sales people desire recognition from others in the organization, particularly upper management. Management has a responsibility to create systems which bestow recognition widely, and not just on the top producer or two.

5) Attention – I could say communication, but what I am pointing out is the need to listen to the sales force. There is no shortage of “talking to” with memos flying daily. What is often lacking is the focused, intentional time spent listening. It is an extreme compliment which too few of us pay to too few. We choose to listen up the chain, ignoring those who aren’t influencing our future moves. The sales force is a critical element in any organization’s success and often has important information gathered from front-line communication with customers.

The relationship between management and the sales force is a mutual responsibility. The sales team owes the company: productivity, a fair trial of the prepared tools, effective use of time, a clear and accurate presentation of the sales proposition, as well as appreciation for the opportunity to earn a living, develop talents, and utilize abilities.

This week think about: 1) How do these principles apply to me? 2) What can I do to better practice my responsibilities? 3) Who could benefit from these words from Fred?

Words of Wisdom: “Competition is for excitement, not incitement…to build spirit, not tear it down.”

Wisdom from the Word: “A laborer’s appetite has labored for him, for his hunger has pressed him to work.” (Proverbs 16:26 NET Bible)

Management’s Responsibility to the Sales Force, part three

Weekly Thought – July 21, 2020

Fred opened a management consulting firm in 1957, headquartered in Cincinnati, Ohio, but working with companies with national and international reach. His ability to capture the sense of a corporate culture gave him a national reputation. One of his clients, GENESCO, reprinted the text of a speech given to their annual management conference. This excerpt is part three.

Management’s Responsibility to the Sales Force, part three

Respect for the dignity of the sales force is critical to a successful operation. In my experience, I find the attitude toward them determines the supervision policies. Able sales management finds many ways to express respect for the individual dignity of the sales team. Unfortunately, some are violated daily.

Personal and professional respect ties the sales force to the company, creating loyalty and camaraderie. It creates stability for the sales department and ultimately affects the success of the entire company.

Here are a few ways to show respect:

1) Ensure home office/sales force relationships reflect respect. The push/pull between home office staff and sales force creates a negative environment. Respect is breached with the sales force is by-passed in communication with customers, or used by executives to pass the buck. Home office negativity about the sales people should be actively discouraged. Respect is basically an attitude. Scratch the surface of shabby treatment and you find a shabby attitude.

2) Create sales meetings which recognize the professional qualities of the sales force, as well as the provision of helpful training sessions. Some meetings are so boring and demoralizing companies would be better to invest time and money somewhere else.

3) Use positive discipline to maximize performance. Many times we confuse punishment and discipline. Discipline is the fence we put around the sales force’s behavior and activities…broad enough to include the proper and narrow enough to exclude the improper. It is critical for management to clearly outline the definition of proper and improper. A good sales person appreciates organizational discipline. The secret of effective, constructive discipline is doing it according to our responsibility, not our authority. We discipline to be a championship team, not a tough boss.

4) Encourage personal development through delegation. Theodore Roosevelt said, “The art of good management is the ability to pick people and the humility to leave them alone.” Often management fails to delegate, not because the sales person doesn’t do the job, but because the manager wants to feel needed. Some sales managers treat the sales people like bird dogs to shoo up the birds while the sales manager shoots them. This violates individual development and dignity.

This week think about: 1) How well do I express respect for others around me? 2) What do others around me do to show respect? 3) Who is a model in my work, school, and community of respect?

Words of Wisdom: “The secret of effective, constructive discipline is doing it according to our responsibility, not our authority.”

Wisdom from the Word: “I know, Lord, that your regulations are just. You disciplined me because of your faithful devotion to me.” (Psalm 119:75 NET Bible)

Management’s Responsibility to the Sales Force

Weekly Thought – July 14, 2020

Fred presented an in-depth study of management’s responsibility to the sales force to an annual management conference of GENESCO. They reprinted it “due to the importance of the thoughts presented.” This excerpt is part two of four.

As our Christian educators and students return to campus after months of staying away, please pray for them. The adjustments will create disequilibrium for some, but challenges for all. May the Spirit of God lead and direct them.

Management’s Responsibility to the Sales Force

My talk today will be a change of pace. Instead of a pep talk on what the sales force should be doing, I want us to think about the responsibility of management to the sales people.

Think about ways to keep the boat steady enough to let the sales force keep on fishing for orders. This can be done by promoting them to concentrate on selling, not administration. Most took the job wanting to sell. Their responsibility is to move product; ours is to help by keeping our focus on the main thing.

1. Management needs to consciously guard against accumulated red tape that uses much time and energy. Are too many memos required? Are too many reports expected? Only management can really protect selling time from the erosion of organizational detail.

2. Give challenging opportunities. It flatters the top-flight sales person to know professional sales skills are required to be successful.

3. Provide a competitive product which fills a need/desire at a reasonable price. Our selling proposition should be geared to the professional, but not “can sell ice to Eskimo” types.

4. Establish an excellent customer service department -asking sales people to use up time and spirit settling complaints is wasteful. If service is faulty, the salesperson looks like a liar, or at least creates embarrassment.

5. Maintain corporate good will and reputation – having a good name makes it easier for the salesperson to get appointments.

6. Provide effective presentation materials – written pieces, samples, and sales tracks all make it easier for the sales person to sell the company products.

7. Design a territory with sufficient potential – asking a sales person to grow crops in scorched earth is unrealistic.

8. Develop a training program – product knowledge and sales approaches give confidence; understanding of personal styles eases sales interviews.

Management has a responsibility to give sales people the tools which can reasonably be expected to suffice to do the job for which the sales person is hired. And I underscore – recognize and respect the primary function – selling, not administration. Smooth the path and let them hit the road.

This week think about: 1) As a manager, how often do I forget the number one job for my sales force is selling? 2) As a sales person, how can I keep my time and energy focused on selling? 3) What is my biggest challenge in my job?

Words of Wisdom: “Management’s job is to keep the boat steady so the sales force can keep on fishing for orders.”

Wisdom from the Word: “You must not muzzle your ox when it is treading grain.” (Deuteronomy 25:4 NET Bible)
Note: This was one of Fred’s favorite responses to Mary Alice, his wife of 67 years, when she “encouraged” him to clean up his home office.

Management’s Responsibility to Salesmen

Weekly Thought – July 7, 2020

Fred’s appreciation of excellence applied especially to sales. “In tough times one of an organization’s most important hires is an accomplished sales force.” In the late 1950s he addressed the management of GENESCO focusing on the topic: “Management’s Responsibility to Salesmen.” Fred used the masculine noun in the title assigned, but demonstrated his great admiration for the talents of men and women. The month of July will feature excerpts from the speech.

During these off-kilter times, prayer for Christian institutions of higher education are much needed. Please consider joining us as we pray each month. Sign up for the monthly BWFLI Prayer Network.

Management’s Responsibility to Salesmen

“Reach that quota,” “Make those calls,” “Get those reports in…”

Salesmen hear this constantly, don’t they? I agree these are necessary in effective sales supervision. However, these commands of leadership will be more actively heard and translated into increased sales when a foundation of mutual responsibility between sales force and sales management has been built.

It starts with management’s responsibility to the salesman. The accent is on our “sowing before reaping”…a Biblical principle continually validated in the successful development of people.

& bull; Management’s first responsibility to the salesman is: Be sure he qualifies for the team. Two problems face us immediately: a) the selection-placement of salesmen and b) the termination of sales people.

First of all, the selection of salesmen should be placed in the hands of responsible management – those with a proven record of successful selection. It takes knowledge, experience, and almost a sixth sense to select the right person, even with all the interviewing and mechanical assistance available. For examples, The Marines and the New York Yankees have a superior selection system. Motivation cannot overcome poor selection.

Even with the most careful selection, however, mistakes will happen. These must be corrected. Pruning the team is difficult but critical. It takes an unusual brand of stamina to remove people from the organization. Many managers do not have the stomach for it. They will wait for a downturn in business or postpone until the sales person fails to the point of starvation.

Usually they rationalize they are being humanitarian, when actually they are being very selfish in trying to avoid an unpleasant experience for themselves. Is it humane to let people out when business is depressed and jobs scarce, or when they are years older rather than doing it when it becomes clear that it needs to be done?

Misfits with little possibility of success should be removed as soon as possible with as little pain as possible. When removal of a person is considered a responsibility rather than a right, there is a great deal more urgency and understanding. Perhaps some of you have had the experience of having a former employee say to you, “Thanks for letting me go. That’s the best thing that ever happened to me, even though I didn’t think so at the time.”

This week think about: 1) How do I think about my responsibilities to my employees? 2) What is the difference between a right and a responsibility at work? 3) Who models this principle for me?

Words of Wisdom: “While these points are specifically for improving management-salesman relationships, many will be helpful in considering management’s relations with all its people.”

Wisdom from the Word: “Commit your works to the LORD, and your plans will be established.” (Proverbs 16:3 NET Bible)

Living In the Christian Context

Weekly Thought – June 30, 2020

Fred substituted for the Elliott Class of Highland Park Presbyterian Church for years. They were dear friends. He consistently thought about them, constantly keeping notes for the times when he was “up to bat.” This message is excerpted from a lesson taught in July, 1987.

Living In the Christian Context

I believe life should be homogeneous, not broken into individually defined segments where the spiritual is just one. In a life like this there are compartments for business, social, family, financial, etc. I want my life to have a holistic reality. I know when I say that some of you will have their discernment antennae rise. Yes, New Agers have used this word, but it is a perfectly good word and concept. Speaking of misusing words… When my great undiscovered classic “You and Your Network” came out Word Publishing heard from Christian bookstores saying they didn’t want to carry it because the word Network was considered New Age. I think we can show Jesus demonstrated the power of connection and community long before anyone thought of hugging trees and deciding they were God.

We should be able to talk about our heavenly home as easily as many of you talk about your vacation homes on Padre or Pebble Beach. Don’t you find people have no difficulty casually mentioning their weekends on the beach, or in the mountains?

Frankly, I think we should be able to talk about scriptural principles as easily as we discuss the multiplication tables. Both are just facts of life for the believer.

Recently I met the owner of an electrical corporation who said he always tries to work God into the conversation. He paused. I think he was waiting for a “bless you, brother” from me. The truth is I rather resent that mindset for several reasons. In the first place, God is already there even though that may not be recognized. We are not inviting Him in from somewhere on the outside. I do not believe our life should be so segmented we have to shoehorn him into our conversations.

I spoke to a men’s retreat in California. We talked about integrating the spiritual as natural. I told them I am not one to grab someone, slap them with the King James Version, and pray loudly and long in the airport lounge. But years ago I told God if the Spirit opened a way I promised I wouldn’t duck. One of the men in the group caught that phrase. He had buttons produced for the whole crowd showing a duck with a bar crossed through – don’t duck! When I am open it is surprising how natural the conversations occur.

The newspaper tells us about daily happenings, often the negative and over editorialized view. It is their view of life. The Bible also gives us a view of life – but as it should be. As Christians we should be holistic and wholly His wherever we are. Segments are for grapefruits, not Christ’s people.”

This week carefully consider: 1) How tempted am I to live like a grapefruit? 2) What is my most natural way of talking about God? 3) Who models spiritual integration for me?

Words of Wisdom: “I do not believe our life should be so segmented we have to shoehorn him into our conversation.”

Wisdom from the Word: “The Spirit of God has made me, and the breath of the Almighty gives me life.” (Job 33:4 NET Bible)

Wheelbase

Weekly Thought – June 23, 2020

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

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

Wheelbase

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

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

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

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

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

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

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

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

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