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)

Weekly Thought – February 21, 2017

Fred thought all the time. He learned from observation, conversation, and interaction. “Associations, travel, and reading” were three of the essential elements in his development program. He consistently put himself in situations which would stimulate his thinking.

This week a Breakfast With Fred Leadership Institute team will be on the LeTourneau University campus in Longview, TX “stretching and blessing the next generation of leaders… to the glory of God.” Please pray for each person to be both learners and sharers of life experiences.

Leadership Tweaks

Two subtleties are understood by effective leaders.

1) Decisions are not commitments. The first is short-term, the second is long-term.

People decide short-term to work for a specific emphasis; long-term commitment is aimed at the ultimate purpose. Both are necessary. People committed only to the long-term vision and not to specific tasks will not accomplish much. The short-term commitment produces the activity.

Wise leaders know that when they get a decision, even a group decision, they have not gotten commitment. One of the worst mistakes a leader can make is getting a group to decide something they will not commit to. In the emotional moment of decision, you can assume they’re committed, but without full buy-in, things will fall apart.

2) Recognize the “driving wheels.” There’s a difference between people who provide the momentum in a group and those who just go along for the ride. Wise leaders know if they get the drivers committed, they will bring the others. Without the commitment of the driving wheels, the organization moves at an unsteady pace.

The best way to persuade them is not with emotion, but with comprehension. I first heard this from Jack Turpin, founder of Hallmark Electronics. In a speech on sustained excellence he remarked he had no lasting respect for short-term excellence. “Anybody who can achieve that level of performance should strive to sustain it.” It isn’t easy, but it is worthwhile… and productive.

He went on to say that the only way people will perform at this level over the long-term is through complete comprehension of what they are doing. A decision based on emotional fervor won’t last; a fully understood commitment will.

This means leaders must be honest about the vision, the effort necessary, and reasons for expending it. To motivate the “driving wheel” ask the question, “Do you agree this is something worth doing? If so, let’s commit to it together.”

This week think about: 1) How clear am I on the commitments in my life? 2) What are the long-term visions for my work, my family, my community? 3) Who can I help strengthen their sustained excellence?

Words of Wisdom: “A decision based on emotional fervor won’t last; a fully understood commitment will.”

Wisdom from the Word: “But I am full of the courage that the Lord’s Spirit gives, and have a strong commitment to justice.” (Micah 3:8(a) NET Bible)

Weekly Thought – February 14, 2017

Fred and Mary Alice had a sweet love story. Even though they met in 7th grade, they did not date until after graduation from Hume-Fogg High School in Nashville, TN. She worked behind the candy counter at the S.S. Kress store; he would go in, buy a small bag of candy and talk to her. She often talked about what she saw in him: “He had the desire and ability to make something of himself. He was the kind of man I wanted for a husband and for the father of my children.” An interesting twist: Years later Fred was named to the Corporate Board of S.S. Kress. He gave her the first directors’ check with this note: “The second sweetest thing I ever got from Kress.”

Leadership Clarity

A true leader is committed to the cause; a true leader does not become the cause.

Staying personally dedicated to the cause can become extremely difficult, particularly if the cause succeeds. A subtle change in thinking can overtake the leader of a successful operation. He or she begins “needing” certain things to carry out the work, whether business or ministry. Early on, the material necessities were minimal. With success too often comes the requirement of more. For example, I overheard a man saying, “How in the world did we ever get along without a company plane?” Success brought the redefinition of basic minimal requirements. It is good to step back and analyze the role of personal ego.

I see this in churches, as well, even though the signs are less visible. When the leader begins entertaining the thought, “What am I getting out of this?” the focus is shifting from the cause to the personal wants of the individual. The focus has become diffused. Other symptoms are professional marketing programs to “enhance the ministry,” time spent on personal visibility and recognition, denominational political progress, etc. The line between the ministry (cause) and the personality becomes blurred.

I greatly admire Mother Teresa of Calcutta. After winning the Nobel Peace Prize she decided she would not accept any further recognition. She was convinced it interfered with her work. She knew her calling and purpose was not to accept prizes and win acclaim. She was in the business of serving the poor of Calcutta. She knew what it would take to stay focused. It also kept her work untainted by political interests, who offered recognition and acclaim in exchange for being connected with her and her reputation.

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 ministry or sacrificing my ego to it?” Genuine leaders can say with Paul, “Follow me – as I follow Christ.”

This week think about: 1) What is my cause? 2) How clear am I on the purpose of my work? 3) What steps do I need to take to clarify my leadership?

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

Wisdom from the Word: “I will give them a single-minded purpose to live in a way that always shows respect for me. They will want to do that for their own good and the good of the children who descend from them.” (Jeremiah 32:39 NET Bible)

Weekly Thought – February 7, 2017

Fred appreciated Einstein’s words: “Things should be made as simple as possible, but not any simpler.” He liked bringing things to fundamental principles, but not creating pat formulas. He observed the intricacies of thought and enjoyed untangling ideas, so the artfulness of leadership appealed to him.

Thank you for your ongoing support of the Breakfast With Fred Leadership Institute. Your friendship through prayer and financial giving is appreciated.

Forget the Formulaic

There is no valid list of denominators for leaders – no formulas to follow. The ingredients vary in each situation. Sometimes, for instance, leaders must exhibit courage, yet at other times, their decisions are so obvious no courage is required.

I could list several “Traits of a Leader” but it would be like giving you a list of ingredients without giving the amounts or mixing directions. A bony skeleton has all the structure, but without the internal organs and flesh, it doesn’t resemble a human. Most lists are usually just intellectual exercises. You can go down the list, check the boxes, total the score and declare yourself a leader. But without the ability to put them together in an effective manner, leadership is still absent.

For example, one of the greatest requirements of a leader is knowledge of human nature. However, the application of that knowledge varies, depending on the activity. Napoleon was considered to be the greatest general because he was the master of human nature in war. This was the basis of his power. He knew how hard he could push, how far he could go, how much he could do with what he had. Ironically, he didn’t seem to have the same capacity for people knowledge when it came to politics.

Another example is Winston Churchill who showed tremendous leadership in the emergencies of World War II. When he tried to exert it afterwards, he failed. He understood the power of war-time leadership, but could not translate that into post-war success. There is no firm, constant hold on power – it is a delicate, artful balancing act.

Some people ask if leadership is innate or learned. I think it can be coached but never implanted. The great violinist Heifetz could be taught in the beginning days of his musical career. He learned the fundamentals: notes, rhythm, intonation, bowing, and fingering. As he developed he then needed a coach, not a teacher who taught the rudiments, but someone who fine tuned his skills and knowledge of the repertoire. As he became a world famous performer a great conductor remarked, “I can only tell him if he is doing what he told me he wants to do.”

I don’t believe you can make a leader out of someone without an innate sense of leadership. These skills show up early. You can watch three or four year olds and see those abilities demonstrated. With these innate abilities, circumstances and training will bring it out. The natural is a start, but needs the nurturing of development.

This week think about: 1) When did I first realize I was a leader? 2) How can I develop others? 3) What circumstances are most favorable for leadership development?

Words of Wisdom: “There is no firm, constant hold on power – it is a delicate, artful balancing act.”

Wisdom from the Word: “The discerning person acquires knowledge, and the wise person seeks knowledge.” (Proverbs 18:15 NET Bible)

Weekly Thought – January 24, 2017

Fred’s heart for pastors was well-known. After the website (breakfastwithfred.com) began he received daily emails from men and women who shepherded congregations. They asked specific leadership questions, but mostly wanted to ask about the role of integrity in both the laity and the clergy. He answered directly and compassionately, often giving them a safe haven to talk.

Three Legacies

After decades in business I can still see my father’s influence in me. Here are three which stand out:

1) Dad was a stickler for integrity. At home he was a strict disciplinarian. PKs (preacher’s kids) are always on public display. Dad and Mother knew this and demanded we be on time, have our lessons prepared, and respect the ministerial position through proper behavior. Dad took very seriously the Biblical imperatives about the role of a pastor. We knew how he felt about the family’s being in order. It was a heavy burden at times, but it made us keenly responsible even as young men. I was never tempted to rebel because I understood his motivation. I inherited my father’s admiration for integrity, and I hope that is part of my legacy when I leave.

2) Dad taught me the value of a spiritual life. This is often difficult in a pastor’s home. The struggle between the spiritual and the material is an on-going battle. Ours was no exception. Our home existed for the spiritual welfare of the church. I never heard business discussed, for example, until I left at age twenty-one. I had to begin my entire business education after that. The same struggle is true, though reversed, in homes of executives who do not nurture the spiritual elements. Children who grow up without a spiritual foundation then come to salvation must begin that entire part of their education. Yet, the material side was a continual tug of war. We scraped by financially. We also were held to a different standard by Mother and Dad focusing on the reality of heaven – sometimes to the neglect of earthly things! But I did learn possessions and accumulation are not the measure of wealth.

3) Dad believed and lived out the principle of giving to others if you have it to give. He regularly offered his clothing, our food, and certainly our home to those in need. And more than that, he offered spiritual counsel and knowledge gained through his study of the Word. I internalized this principle as a young man and hopefully have continued to use it throughout my life. When the opportunity to write articles for LEADERSHIP JOURNAL came, I eagerly accepted. I could use what I had learned to stretch others. Frequently I am asked “what are the most important things I need to learn about leadership and management?” It gives me satisfaction to share what I have gained through others, as well as my own experiences. If I have it to give, then Dad would certainly press me to give with all my might.

This week carefully consider: 1) What lessons have I learned from my parents? 2) How am I influencing my family, my co-workers, my church members? 3) Whose leadership do I emulate?

Words of Wisdom: “I inherited my father’s admiration for integrity, and I hope that is part of my legacy when I leave.”

Wisdom from the Word: “The one who conducts himself in integrity will live securely, but the one who behaves perversely will be found out.” (Proverbs 10:9 NET Bible)

Weekly Thought – January 17, 2017

Fred believed leadership was both science and art – skill and intuition. He spent most of his life studying great examples and applying them to his experiences and for the benefit of others.

Leadership More Than A Position

As the son of a preacher, I noticed a curious thing growing up. People in church leadership positions didn’t necessarily know how to lead.

My father pastored a number of small churches in Alabama, Kentucky, and Tennessee. Unfortunately, many of the people were inexperienced in management. Factory workers who ran plant machinery by day came to board meetings at night and tried to become executives. It didn’t work. Even in my early teens, I could sense the ineptness.

As employees, they had no experience in good leadership and they were incapable of offering anything to the church in the way of management skills. They assumed places of leadership without having leadership training. I watched day-laborers with warped ideas of what it meant become absolute dictators in the church.

One of these men would suddenly become chairman of the board. He did not know anything about organization, future planning, human dynamics, or vision. He didn’t practice organizational leadership in his job or even in his family. Yet suddenly he became a mini-mogul.

Worse yet, most of these people failed to recognize their lack of training or ability. They assumed the title and the position gave them the authority they needed. They did not understand leadership is a function. It isn’t license to order others around, but it is a service performed for the good of the whole group.

I struggled as I watched my Godly, people-oriented pastor father defeated over and over by his lack of political and management skills. He was revered as the “padre of the slums” in the mill district of Nashville where he pastored for years. I saw him outmaneuvered and broken down by the power brokers, even in a small church.

My mother was the manager. She saved us from starvation in the depression era. She stretched $125 per month my father earned to feed all seven of us. How I wished that church leaders had the organizational skills of my mother.
These experiences convinced me of the value of an orderly way of doing things. I grew up wanting to be a leader – not just to occupy a position of leadership, but to perform capably.

This week think about: 1) Why do I want to be a leader? 2) Who demonstrates the true nature of leadership? 3) How can I recognize leadership talent and provide training?

Words of Wisdom: “It (leadership) isn’t license to order others around, but it is a service performed for the good of the whole group.”

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)