Weekly Thought – May 31, 2016

Fred’s interest in communication allowed him to develop friendships with other great communicators. Zig Ziglar once said, “Listen to what Fred Smith says about listening, communicating, and understanding. Apply his insights to your daily dealings and you will be amazed at the astounding transformation that takes place in the people you want to motivate to new levels of performance.”

We are approaching 100 men and women who have joined Breakfast With Fred Leadership Institute teams on Christian campuses. This intergenerational ministry is built on listening in order to begin conversations and create connections.

Hear! Hear!

Every leader spends a good part of the day communicating with others. A great many books have been written on techniques of good communication, but the real problem is the spirit, not the method. Attitude is often the barrier. Almost any two people who want to can talk together. The emphasis on open lines of communication hides a deeper problem. Often people who are unable to communicate find that they are hindered by their desire to impress, not express.

Motivation largely depends on communications, and the difference between a poor team and a good one is generally selection and organization. The difference between a good team and a great one is motivation. Any organization with the ability to get to good can move to great with the proper motivation. And nothing motivates quite like effective communication.

Most leaders are adequate talkers, but inadequate listeners. The ability to listen creatively and positively depends on the leader’s ability to listen on four levels: 1) the meaning of the words, 2) the choice of words; 3) the sounds of the words, and 4) the sight of the words.

Most people listen negatively, which is simply keeping silent or reloading while the other is shooting. Positive listening guides the talker both in the giving of facts and a display of emotion that permit the listener to evaluate on more than a surface level.

Communication is mistakenly confused with agreement. I often hear people say that all problems would be solved if we really heard and understood each other. Not so! In fact, if we really understood what the other truly was saying, we might have increased disagreement. We talk around subjects in order to avoid points of disagreement. Hearing and understanding are critical to communication, but not synonymous with agreement and concord.

This week think about: 1) How good am I at listening? 2) What is my greatest communication strength? Weakness? 3) Who is a model for listening skills?

Words of Wisdom: “Often people who are unable to communicate find that they are hindered by their desire to impress, not express.”

Wisdom from the Word: “The one who gives an answer before he listens— that is his folly and his shame.” (Proverbs 18:13 NET Bible)

Weekly Thought – May 24, 2016

Fred enjoyed visionaries. He appreciated their ability to see a project then gather the right components to realize the idea. He considered many executives and entrepreneurs as friends. Their stories energized him.

20/20 Vision

David Rockefeller was once quoted as saying. “The number one function of the top executive is to establish the purpose of the organization.” Like the hub of the wheel, everything else grows out of this priority. Until the vision is established, trouble is ahead. Scripture says, “Where there is no vision, the people perish.” The New American Standard Bible focuses on the way they perish: “Where there is no vision, the people are unrestrained.” To be restrained, to be concentrated in purpose, is essential to accomplishment. That is why the leader must define the reason for the organization to exist.

A leader must personify the vision and be dedicated to it personally. As they seek to maintain the vision, leaders must keep in mind these essentials:

1) Define the vision specifically. Leaders disperse the fog.

2) Express it so that other people understand it. Lingo without logic simply confuses and doesn’t galvanize.

3) Get both organizational and personal acceptance of the vision. Nodding heads without knowing hearts keep the motors idling.

4) Repeat the purpose over and over. The Old Testament patriarchs set up stones of remembrance to remind the people of their story. My wife, Mary Alice, always sent the children out the door with these words: “Remember who you are, where you are from, and what you represent.” She kept their purpose and our vision “ever before them.”

When you have a clear vision, you view everything in its light. A vision is a filter and a grid through which all activity flows. You come to see the need for a vision broad enough that everything you do can be tired to it. The focused vision will both include and exclude.

Despite the work that it takes to craft an effective vision, it is a far better alternative to perishing.

This week think about: 1) To what am I most dedicated? 2) How clear is my vision for my work, my family? 3) Who best models vision for me?

Words of Wisdom: “A leader must personify the vision and be dedicated to it personally.”

Wisdom from the Word: “When there is no prophetic vision the people cast off restraint, but the one who keeps the law, blessed is he!” (Proverbs 29:18 NET Bible)

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)