Weekly Thought-September 27, 2022

Fred met many business people at Cindi’s Deli in Dallas at 6:00am for breakfast. When our project began men were asked, “What do you want to hear from Fred?” Every single one began answering with “When I had breakfast with Fred, he said… ” Thus, the project founded in 2004 was named BWF Project, and the leadership event for Christian higher education became the Breakfast With Fred Leadership Institute. For thirteen years we introduced students to Fred’s ideas on right thinking.

What is Success?

Let’s define success. Many people misunderstand it.

For Christians, success can never be measured by money. When people say to me, “That man’s worth ten million dollars” that tells me he is wealthy, but it doesn’t prove he’s successful. In some cases it could illustrate the opposite. For instance, if Mother Teresa,(whom I consider a tremendous success) confessed she had personal assets of over one million dollars I would think she was a hypocrite. Money would prove her a fraud, not a success.

Success can never be measured by numbers, regardless of what the numbers are. I know churches which measure budget numbers, membership, and size of the facility. One unfortunate measure is the number of young men and women who enroll in seminaries after being encouraged by home churches. I read 40% of many seminaries are populated with students encouraged to get a theological degree as they search for the will of God.

The measurement of success is simply the ratio of talents used to talents received. This definition encompasses the process of growth through the focused, purposeful development. Are you maturing? Are you clear on your strengths and gifts? What percentage of your talents are you using with intentionality? If you can answer these questions in the positive, be glad — you are successful.

Some of us tend to think “I could have been a success, but I never had the opportunity. I wasn’t born into the right family, or I didn’t have the money for more education.” But when we measure success by the ratio definition it eliminates those frustrations. I have known people with limited resources who maximized their equation, had a great sense of responsibility, a love for God, and other people. Out of all that flowed a full use of talents.

At GENESCO I promoted a young man from machine operator to lower management he wanted the challenge. Shortly afterward, he was killed in an automobile accident near Lewisburg, TN. Maxey Jarman, the CEO, wanted to go to the funeral. We drove seventy-five miles each way. On the way back Maxey said, “I believe Bill was one of the most successful men we have had in the company.” I said, “He was an hourly employee and was just promoted to a small managerial job. Why would you say that?”
“Because he used what he had.”

This week carefully consider: 1) How do I measure success? 2) What is motivating me to grow? 3) Who encourages me to maximize my potential?

Words of Wisdom: “The measurement of success is simply the ratio of talents used to talents received.”

Wisdom from the Word: “The LORD grants success to the one whose behavior he finds commendable.” (Psalm 37:23 NET Bible)

Weekly Thought – February 1, 2022

Fred’s speaking ability gave him access to audiences throughout North America and beyond. His philosophy was: “speak to express, not to impress.” Respect for the audience was foundational for Fred. Preparation and prayer always formed the infrastructure for any address, meeting, or conversation. Thinking about the art and science of speaking intrigued him lifelong.

Participation, not Observation

One way we can improve our speaking skills is by remembering our goal is not simply to have people sit quietly while we talk, but to have their minds actively engaged by the subject matter.

One of the common mistakes made by speakers is trying to create false feelings by over dramatization. Telling sob stories, getting teary, or yelling are tricks which hinder genuine communication. Listeners quickly realize the speaker isn’t depending on the subject matter for a response, but on the theatrics. When people are thinking more about how you are saying something than what you are saying, your effectiveness is lost.

The minute someone starts yelling, people mentally distance themselves. Many preachers think they are doing this for emphasis, but generally it doesn’t work that way – it deemphasizes.

If I want to say something really important, I’ll lower my voice – and people will usually lean forward to hear what I am saying. In a sense, you’re attaching intimacy to a point by lowering your voice. You are saying, “This point means something to me. I’m telling you something from my heart.”

By increasing the volume, often the point comes across as part of a performance rather than a heartfelt point you are making to another person. If you want your audience to fully digest what you are saying – don’t perform. Attempt to be conversational. Audiences tend to connect with the material.

I don’t the audience to be observers. I want them to participate because the whole object of speaking is to influence attitudes and behavior. How do I encourage participation? Not necessarily by being entertaining. If people are listening for the next story or next joke, I’ve become merely an entertainer. I need to be smart enough to know when my material is getting inside them. I may need to make them laugh or I may need a pointed statement. But when they are genuinely listening and understanding, they are participating.

My goal is not to have people say, “Oh, you are such a great speaker.” When I hear that I know I have failed. If they are conscious of my speaking ability, they see me as a performer… they have not participated. My goal is for people to say, “You know, Fred, I’ve had those kind of thoughts all my life, but I’ve never had the words for them – now I do.” I have given them a handle for an idea; I’ve helped them crystallize their thoughts and experiences.

This week think about: 1) What is my goal when speaking? 2) How can I develop my communication skills by focusing on the audience? 3) Who can help me strengthen my speaking skills?

Words of Wisdom: “If you want your audience to fully digest what you are saying – don’t perform.”

Wisdom from the Word: “My soul will rejoice when your lips speak what is right.” (Proverbs 23:16 NET Bible)

Weekly Thought – January 25, 2022

Fred believed habits were the foundation of character – good and bad. He supported thoughtful consideration of personal and professional patterns, especially when analyzing any needed changes. These excerpts from a 1961 keynote address to the Printing Industry of America shows Fred’s forward thinking.

Good Habits

Nearly every organization runs on habit, just as we do personally. Most of our daily activities are habitual. This is one of the problems in reorganization. When the habit structure is changed it slows down activity. Successful reorganization requires time to rebuild habits.

Here are a few good habits to cultivate in your business:

1) Create a spirit that will withstand challenges. Don’t let people come with their reasons why it won’t work. Simply respond, “I know that. Tell me what we will have to change for it to work.”
2) Healthy change is good – status quo is usually no good. I like to think “status quote” is Latin for “the mess we are in.”
3) Accept ideas. You as a leader will have to accept a new idea before your organization will accept them.
4) Don’t delay failure. I have a friend who told me, “Fred, I never delay cutting short a failure that is funded with my money.” Good leaders don’t waste business dollars, either.
5) Get management on the offense. How many times do you see management fighting back instead of leading?
6) Develop the habit of good work. A friend of mine who is President of a pipeline company has developed the habit of training his employees to step back from their job and say, “That’s good.” In the news recently there was a story about a 12 year old boy who saved his sister from a house fire using rescue techniques in the Boy Scouts. The news reporter asked him what he thought. He confidently responded, “I did a good job.” That is a great habit.
7) Evaluate your sources of pride. The other day I met with a company’s leadership team. They quickly told me of accomplishments and sources of pride. On analysis, many of these were obsolete and should have been jettisoned long ago but their pride didn’t allow them to this examination.
8) Work smarter, not harder. Too many businesses brag on employees who are the hard workers. Unless this effort is combined with smart working, I give no credit. Taking time to think through a task, not just spend time working on it is working smart.

I haven’t told you anything you don’t already know. My job isn’t to tell you anything new, but to remind you good habits are a key to successful living. Find one habit and make it work for your organization…and your personal life, as well.

This week think about: 1) What are my most productive habits? 2) How long has it been since I did an evaluation of work (family, faith, friendship) habits? 3) Who can help me do an objective assessment?

Words of Wisdom: “Nearly every organization runs on habit, just as we do personally.”

Wisdom from the Word: “But as for you, communicate the behavior that goes with sound teaching.” (Titus 2:1 NET Bible)

Weekly Thought – November 30, 2021

Fred treasured his friendships, nurturing them through the years. In the 1950s he spent hours traveling across the country. Because nonstop flights were nonexistent, he had long hours in airport layovers. Not one to waste time -or connections- he had a file of 3×5 cards organized by city with the contact info on everyone he knew in that town. His secretary would load his briefcase with all the travel necessities including the pertinent cards for the airport stays and a roll of change for the pay phone. These calls kept friendships alive and fertilized his large network. This is an excerpt from a commencement speech.

An Educated Heart

I want to congratulate you on completing your degree. You hear about life-long learning, but just as key is an educated heart. One evidence is a right evaluation of self-worth. I am convinced Christians should understand their identity in Christ without buying into the false emphasis on image and esteem which the current culture emphasizes.

A friend of mine was a professor who came to faith in Christ late in life. During a conversation he said, “True dignity happens when genuine pride and genuine humility unite.”

We in the Christian community think of pride and humility as antonyms when actually they are two sides of the same coin. Don’t you feel that you can be justly proud of being God’s child, a member of His family? A wealthy business friend in Boston and his wife took a girl off the street into their home for a year to help rehabilitate her. Each night after dinner he would go over the catechism he developed for her which began with the question, “Why does God love you?” Her reply was: “Not because I am good but because I am precious.” Then the second question was “Why are you precious?” The reply: “Because Christ died for me.” Once when speaking in East Texas a little 80 year old woman heard this story, and hurried to speak to me afterwards. “Thank you, Mr. Smith. All my life I have wanted to be precious and now I know I am.”

You unite that pride with genuine humility and you have a truly educated heart. True humility is best defined as “not denying the power you have but admitting the power comes through you and not from you.” Denial is lying; attribution is truth telling. Some people develop a false humility by bad-mouthing themselves. This perpetuates a lie. We are to feel good about ourselves when we as a member of the Body of Christ knows we are being used. The power is not ours, but His. In this is dignity and the realization of self-worth, not image driven self-esteem, but God’s self-worth.

Another evidence of a learning heart is a homing sense – a magnetic pull for home. Just as the carrier pigeons never lose the pull of the home pad, the educated heart draws toward the Father…His values, His plan, and His community. In a graduating class this large. Many of you will get lost in the trees as you chase the dollar, fame, or even service. In this lostness, you need your homing instinct to activate driving you back.

I visited recently with a CEO who told me of veering away from his “old time religious principles,” making decisions with faulty foundations. He said he finally had the desire to “come home.” He realigned with the church finding true direction.

The challenge is to remember the lighthouse of your faith which will always shine the way home.

This week carefully consider: 1) If I were speaking to college graduates, what would I say? 2) How do I reconcile pride and humility? 3) What system do I use to nurture relationships?

Words of Wisdom: “Humility is not denying the power, but admitting it comes through you and not from you.”

Wisdom from the Word: “Therefore, as the elect of God, holy and dearly loved, clothe yourselves with a heart of mercy, kindness, humility, gentleness, and patience.” (Colossians 3:12 NET Bible)

Weekly Thought – May 11, 2021

Fred valued brevity. He is well-known for pithy one-liners with great punch. The campus ministry (BWFLI) knows them as Fred Saids. It is not surprising he respected William Barclay’s five phrase prayer: “Lord, grant us: In our work, satisfaction, In our study, wisdom, In our pleasure, gladness, and In our love, loyalty.”

The focus of BWF Project, Inc. will pivot toward “preserving the work” during the next twelve months. Over 10,000 3×5 index cards with observations are now available. They will be archived for your benefit.

In Our Work, Satisfaction

William Barclay constructed a powerful prayer with minimum words and maximum impact. I want to think with you about the phrase “in our work, satisfaction.”

We all have to work; but unfortunately, we don’t all experience genuine satisfaction. Peter Drucker opened a lecture, “Gentlemen, let the task be the reward.” In these few words he pointed out pay is never the full reward for our work. It is a necessary secondary reward, but not the primary.

I played golf with a CEO after an 80 million dollar business loss. “I wasn’t in it just for the money. What I have done will live on in the industry.”
Mothers understand the emotional cost of raising children. They are not in it for the money. Mary Alice and I were in Blowing Rock, NC sitting across from the ice cream store and people watching. One young boy fussed and fumed as his Mother told him they were going home. “I don’t like you anymore,” he shouted. She quietly responded, “I will always like you, and we are still going home.” She understood the satisfaction of good parenting.

We who spent a great part of our lives building GENESCO lost a great deal of our personal money that we invested in the stock. When we get together, loss is not the major topic. We talk about “we did it” – going from 75 employees to 83,000. We took the volume to nearly $1.5 million in the 1960s. We were a bunch of Southern boys invading New York City and the world of apparel. When we got into the shoe business some of us had to learn to “wear ‘em, as well as make ‘em.” Often we would go to the plant, work all day, and then call each other at night excited about building a great corporation. That was satisfaction.

Professor Young at the 150th celebration of Guilford College stood, watching the procession of classes move through the auditorium… he was looking at forty years of students whose lives he had influenced. He knew satisfaction. Our host was Seth Macon, chairman of Guilford’s Board and recently retired SVP of Jefferson Pilot Companies. When I asked about his satisfaction in work he immediately said, “The present leaders are those I selected and trained.” He, like great dancers who leave their legacy on the stage, or artists who leave something great on canvases or composition paper have much in common with teachers and parents whose legacies are built into people.

Four elements of satisfactory work:

1) Sustainable income – though not primary, a life-supporting income is important.
2) Serves the common good – when our work has value for others we do what the Puritans called “fulfilling our calling.”
3) Sense of significance – what we do must have meaning and we are making a difference.
4) Stretches our development of personal uniqueness – our work should be founded on our talents, gifts, and design. If we do not make our contribution through our God-given uniqueness, we are wasting our life.

This week think carefully about: 1) How satisfied am I in my work? 2) What elements of my work need fine tuning to maximize satisfaction? 3) Who could benefit from these thoughts?

Words of Wisdom: “Often we would go to the plant, work all day, and then call each other at night excited about building a great corporation.”

Wisdom from the Word: “Whatever you are doing, work at it with enthusiasm, as to the Lord and not for people.” (Colossians 3:23 NET Bible)

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)

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)

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.

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)

Weekly Thought – June 2, 2020

Fred’s articles in Leadership Journal helped thousands. Each year we receive messages referencing writings from the late 80s and 90s. His clear approach to issues made these articles particularly helpful. In the summer/88 edition he addressed success, focusing on the challenging aspect of permission. These excerpts continue to offer timeless principles 32 years later.

You May Succeed

Recently I was talking with a minister who had just returned from a missions trip.

“What did you accomplish?”

“Well, the most important thing I did with the small churches in difficult situations was give them permission to succeed.”
That was an interesting thought. He must have sensed they saw themselves as losers. They went thinking their ministry was supposed to be tough, and nothing more than meager results would be the outcome. He saw this and helped them raise their sights to see opportunities they had missed.

His remark reminded me of a story about a gifted golfer on the LPGA. This Christian athlete possessed enormous talent but couldn’t put up wins. In frustration, she went to a Christian counselor who uncovered she subconsciously didn’t think of Christians as winners. Raised in a strict home and taught Christians were to be passive, and accept loss with grace, she became a volunteer martyr As a result she wasn’t free to win.

Here are three reasons Christians are afraid to succeed:

1) An incorrect concept of God: Last year while speaking at a seminary a young man approached me, opening the conversation with this: “God has me just where He wants me.” “Where is that?” “Broke!” This is a faulty view of God.

2) An incorrect concept of how God works: When we depend on God to constantly provide through miracles, we misunderstand Him. God is the one who brought cause and effect into being, so usually right results come from right actions.

3) A hesitancy to accept plaudits for abilities: Before speaking at a meeting of a very strict denomination, a young woman sang beautifully. Afterward I said, “You have a lovely voice.” She hung her head and said, “Don’t give me the glory. Give the glory to the Lord.” “My dear, I simply gave you a compliment from somebody who tried to sing and was not able to, and yet who recognizes that you can. Since I believe you have nothing except what you’ve received, any comments I make after that are within the scope of giving God glory.”

The issue, at its heart, is accepting a worm theology. Those who are most comfortable losing readily picture themselves not as children of a great God, but as worms. He doesn’t see us that way. As believers He sees us in Christ. He made us from the dust, but didn’t intend for us to live there. As Christian leaders we have the good news that can break barriers and give people the freedom to enjoy success achieved with integrity.

This week carefully consider: 1) What makes me afraid to succeed? 2) Who needs to hear these words? 3) How can I strengthen the view of myself as a Christian and child of God?

Words of Wisdom: “God is the one who brought cause and effect into being, so usually right results come from right actions.”

Wisdom from the Word: “Therefore, be imitators of God as dearly loved children.” (Ephesians 5:1 NET Bible)