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)

Weekly Thought – December 3, 2019

Fred thought continually about maturity. He considered various aspects of character development, bringing clarity. Growth was not casual or optional for him, but part of his responsibility to his God-given gifts and others.

Emotional Perspectives

When down times come here are three approaches that most take 1) fret, 2) become apathetic, or 3) become active.

If we choose activity we have to be careful to recognize both negative and positive results may follow. Oftentimes when we go into overdrive to avoid things we fear we risk heading into circumstances which are worse than those we are avoiding. When we take on negative behaviors like drugs or alcohol to keep our eyes averted from a disappointment, we can create even bigger problems.

A better alternative is recognizing the truth of the situation, then using our energies to take positive action rather than fretting, hiding, or making the situation worse. Downtimes can spur creativity. It is also a time for habits which get us through almost by rote. And a note here – these habits are established well before they are needed.

It is also critical to establish a method for working through the valleys. Taking charge of emotions is healthier than just giving in and spiraling downward. Children are reactionary, but healthy adults learn to have a repertoire of responses.

These dark times often follow mistakes we make. I am convinced the knowledge that we can come back, that we have resilience allows us to forgive ourselves and start again. When we do not feel we can come back we are tempted to transfer the responsibility for the failure to others.

The energy needed to build back can easily be sapped by wallowing in the emotional pit. Directing energies into climbing out and moving forward is the sign of emotional maturity.

Emotional valleys have value. Too many fail to see and use the deep places. In fact, many refuse to admit they are not on the mountain tops. They work hard to fill in the valleys with artificial means. Some choose overdosing on motivational messages, masks, denial, and down-right lying to themselves and others. How authentic can a person be exclaiming “Things couldn’t be better!” when clearly everything is falling down around them?

It is better to relax and take the valley rather than delaying and falling headlong into the pit.

And I learned a long time ago the food we eat on the mountain top was grown in the valley!

Words of Wisdom: “It is also critical to establish a method for working through the valleys.”

Wisdom from the Word: “As the mountains rose up, and the valleys went down— to the place you appointed for them.” (Psalm 104:8 NET Bible)

Weekly Thought – November 26, 2019

Fred was once referred to as an “efficiency expert.” In the 1950s as modern management theory developed this phrase became popular. But Fred did not adopt this description. His masterful understanding of people, organizational dynamics, and human practices made him helpful to American corporations.

Your continuing support of our work encourages us month by month. We are consistently reminded how timeless Fred’s thinking and writing were. Your partnerships with us allow us to continue the work. Thank you.

Time Control

(Fred kept a notebook with topical illustrations from his experience. These three are excellent examples)

While consulting with Mobil Oil Corporation, VP of Marketing (Baxter Ball) and I developed a phrase which we used to minimize unnecessary work, and centralize the organization’s thinking about what Bax and I were trying to do. We coined the phrase, “Object of the Exercise.” For us this meant putting into one sentence what we were doing. We found out how seldom most people do this. Now my usual practice is to start each day by defining the work and identifying “the object of the exercise.” For me, this is the essence of time control.

One of my early bosses had a sign on his wall: “Results is the only excuse for activity.” On one occasion I was using a great many words to amplify the activity in order to cover up the meager results. Mid-sentence he interrupted me, “Fred, please, show me the baby and don’t tell me about the labor pains.” So often we get caught up in the entire labor process without ever seeing the baby. He wasn’t unkind. He taught me a valuable lesson in time control that I never forgot. And, my family will tell you they, too, have been “urged” to show me the baby!

I was having lunch with the President of a large American corporation. During the meal he told me he decided to leave his briefcase at work, never taking it home. This surprised me, for certainly I couldn’t understand any executive choosing to be so disrespectful of the responsibility to look conscientious. How could he leave his office without his briefcase? What would others think? I asked him how he could possibly depart from the time-proven image of an executive with his briefcase in hand each evening. “Simple, Fred. I found that all day long I was sorting papers, deciding which ones would go home with me at night. I stopped sorting papers and started doing my work.” I found this to be a helpful illustration of time control.

These three illustrations keep me focused on accomplishment and productivity – and away from the good Texas expression: “fixin’ to.” Managing time well is critical to living and leading well.

This week think about: 1) How well am I handling my time? 2) Which of these illustrations resonates with me? 3) What other illustrations come to mind which help me control my time?

Words of Wisdom: “What is the object of the exercise?”

Wisdom from the Word? “For everything there is an appointed time, and an appropriate time for every activity on earth.” (Ecclesiastes 3:1 NET Bible)

Weekly Thought – September 10, 2019

Fred fielded the question “how do you define success” often. He surprised many when he did not limit it to financial accumulation. He challenged the questioner to look at the full range. And he pushed them to expand their own expectations. One of his favorite definitions: “The measurement of success is simply the ratio of talents used to talents received.”

Please pray for our Christian colleges and universities. In these opening days of the new semester many are welcoming new Presidents, new students, and new campus themes. They need our prayers. If you would like to pray monthly for them sign up for the Prayer Network email which leads in prayer requests and a Biblical exhortation.

Permitting Success

Giving permission to others to succeed is more than encouragement. I believe only a person in authority can give convincing permission. Encouragement can come from a wide group of sources; permission to succeed comes from an authority figure – parent, boss, pastor, mentor, for example. Such permission dispels doubt and gives assurance.

Many years ago I spoke at Baylor University and met a young woman with unusual character and ability. Toward the end of my stay I told her, “I believe you can do almost anything you want to do.” She became a missionary.

Thirty years later she called me. “I’m back in the States,” she said, “and I want you to know when the going really got rough in Japan, I would say to myself, “I know there’s a fat businessman back in the States who believes in me.” She continued, “that sustained me many times – just hearing your belief.”

All I had said was one simple sentence. The difference is that it was more than encouragement because she saw me as a business leader, an authority figure. She accepted my words as permission to succeed.

Experiences like this have taught me it’s not only a leader’s privilege, but also a responsibility, to give others permission to succeed. According to experts, a manager’s number one responsibility is to establish a vision for the organization. One of the ways you establish the vision is to give people a belief in what they can do.

What is the alternative? If you don’t give people permission to succeed you draw artificial boundaries for them. In effect you are saying, “I am building a fence around your abilities – and you cannot go farther than these limits.” PBS recently featured a documentary on children who grow up in negative environments with constant verbal abuse. Most of them grow up to live mediocre, even criminal, lives.

As a leader it is my great opportunity to say, “You have permission to succeed, provided you succeed correctly, by using the right principles in the right way in the right time.” Recognizing talents and gifts in people before they do is one of the great thrills of leadership. Giving them permission to develop them is the responsibility of leadership.

After a focus week on a Christian campus, a student came up to me. In a quiet voice she said, “You spoke life to me. Thank you.” I may never know the direction of her life, but I am grateful for the privilege of lighting a spark.
Give others the permission to succeed. You never know when you may be unlocking the door.

This week think about: 1) Who gave me permission to succeed? 2) How can I lead with this mindset? 3) What will it take to make this part of my organization’s culture?

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

Wisdom from the Word: “Saul replied to David, ‘May you be rewarded, my son David! You will without question be successful!’ So David went on his way, and Saul returned to his place.” (1 Samuel 26:25 NET Bible)

Weekly Thought – March 12, 2019

Fred challenged everyone’s thinking. He mentally prepared for every conversation, meeting, and phone call. Unless they really knew Fred and his disciplined thought life they marveled at his reservoir of spontaneity. Questions like these stimulated his thinking and that of others. These brief answers were like a pop quiz, but a lifetime of thought allowed him to respond with depth.

Asking Good Questions:

1. Question: Is work my sickness or my cure? Fred Smith (FS): If our work is the fulfillment of our responsibilities then it can be a great force for health and maturity. Work that is addictive is detrimental. We know scripture says to do our work with all our might and it even admonishes those who are unwilling to work and provide for themselves and their families. Genuine accomplishment is a great benefactor; it gives meaning to life.

2. Q: Do I live an examined life? FS: One of our respected philosophers said that the unexamined life is an unworthy existence. Trying to live an unexamined life is like a doctor trying to cure an illness he has not diagnosed. Examination should have a practical limitation. Its purpose is to point out the elements most beneficial to our living a correct existence.

3. Q: What are the recurring themes in my life? FS: C.S. Lewis said that every person should have two or three major themes. Pursuing these gives us a reason for being. I believe major themes direct our accomplishments. Personally, I have found great satisfaction in studying human nature and how this knowledge interplays with our life decisions and actions. For example, I accept the Biblical theme of the fallen nature of man and its implications for the way our world works.

4. Q: Do I accent my rights over my responsibilities? FS: It is human for most of us to guard our rights more than fulfilling our responsibilities. It is part of our ego structure. We feel more arrogant when we accent our rights and more humble when we accept our responsibilities. Rights make us feel like we are the captain of our fate. When we demand our rights we separate ourselves from others. When we operate from a responsibility base we are pulled together. I like to say rights laminate, or press seal together. Part of our humility is the willingness to be accountable and not a “law unto ourselves.”

5. Q: Do I make good decisions? FS: No one I know has the ability to make all good decisions. That is one of the reasons I have specific individuals help me, using their areas of expertise. Here are a few principles for decision making: 1) I ask myself if I have a choice. If I have none, then I don’t have to bother myself about making a decision; 2) I ask if this is a major or minor decision; 3) Then I consider the short term benefit versus the long term liability. I have found short term benefits have a way of obscuring the long term liabilities.

This week think about: 1) How is Fred spurring me to develop questions? 2) What is my process for decision making? 3) How can I instill responsibilities rather than rights thinking into my family, work, friendships?

Words of Wisdom: “Trying to live an unexamined life is like a doctor trying to cure an illness he has not diagnosed.”

Wisdom from the Word: “For each one will carry his own load.” (Galatians 6:5 NET Bible)

Weekly Thought – April 3, 2018

Fred always thought beyond the box, not just out of it. When given a subject, he plumbed the depths uncovering content no one expected. A 1983 speech delivered to a Fort Worth, Texas audience in 1983 illustrates this ability. He was asked to do “a stewardship talk” in a church. He did talk about money, but it was the last point of a well-developed and delivered talk. He used the word “relations” rather than “relationships.” Staying true to his voice, we keep the Fredism.

More than Money

The Stewardship of Relations- The early church was known for their relations with each other: “How they love one another.” They were not known for how they grew, or even for a balanced budget. I have long felt that any success the church claims which can be stated numerically approaches being unscriptural. The church and other Christian ministries have borrowed from business the language of figures because it is so much easier than to define it by relations.

I can take an inventory of your assets and give you a precise figure. I cannot take an inventory of your relation with your wife and put it into numerical values. Did you ever hear anybody say, “We have a marriage that is about a 76%?” Once I was foolish enough to try and put a quantitative measure on the morale in our plants. We soon saw how totally impractical that was. Words like healthy, productive, improving versus unhealthy, unproductive, and deteriorating made more sense. I think as Christians measuring ourselves scripturally is the proper approach.

I once spoke to a prestigious church group whose theme was “Leadership for Growth.” It made me think about a great statement I once heard: “It isn’t about his height, but his depth that really matters.”

Before I sound self-righteous I have to tell you I am a new convert to this “relation over production” concept. Until five or six years ago I was almost totally production oriented in my personal life. I certainly hoped for good relations, but they were not primary. I think my executive experience trained me to look for production. The organization was designed and measured quantitatively.

I parented like an executive. For example, I never watched TV with the family. After dinner I would go into my study to “get some work done.” I would hear them laughing and a few times during the evening I found it necessary to walk through the house, passing in between the family and the television, making remarks about people who wasted time. Of course, they ignored my barbs and went right on enjoying their program. I didn’t improve the production, but I certainly impeded the relations.

My son Fred helped me change my approach. I will tell you about that another time. It has been exciting at times and at others frustrating to rethink how I live in relation to my family, but it has been the most valuable shift I have ever made. I still don’t sit and watch TV, but I don’t make snide remarks, either. Progress!

This week think carefully about: 1) How am I doing in building and developing relationships? 2) When do I fall into attempting to measure impact and influence only by metrics? 3) Which relationships need tending this week?

Words of Wisdom: “The church and other Christian ministries have borrowed from business the language of figures because it is so much easier than to define it by relations.”

Wisdom from the Word: “They help one another; one says to the other, ‘Be strong!’” (Isaiah 41:6 NET Bible)