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)