Survivor Insights: Pt Two

Continuing to reflect on Survivor, South Pacific (Season 23 of the reality TV series), I would like to highlight three more players of the game. These three individuals capture some of the essence of the leadership qualities demonstrated throughout the show. This post will explore the winner (Sophie) and two people that many fans might classify as the biggest losers in the game: Cochran and Brandon. I would not share their conclusions. The qualities of the leader are often seen in the eyes of the beholder.

Sophie Clarke (age 22) from Willsboro, NY was the ultimate winner of the million dollar prize. Sophie is a medical student and she played a very strategic game. She aligned herself with Coach and four others on day one of the show. This alliance of five made it all the way to the end. Once there were five and they had to begin voting one another out, she positioned herself well and took advantage of the weaknesses of others. With a little help from Brandon (see below) and her ability to win the last immunity challenge she found herself sitting as one of the last three players. Sophie was intelligent but opinionated; she was introverted but conceited; she spurned the prayers of other players but kept her criticism silent. In many ways she hid behind the visible leadership of Coach and the verbal plans of Albert (other in the alliance of five). She played well behind the scenes and ended up with a great deal of influence at the end. Her conceit and “brat-like” nature almost lost the game for her, but the jury preferred her strategy (despite her selfishness) over Coach’s dishonor.

Lessons from Sophie: 1. Be careful what you say and recognize a need for true humility; 2.You can be a person of great influence without being the visible leader or the mouthpiece for the organization; 3. Although you might win an earthly prize, it does not always reveal the inner character.

Another interesting player was Cochran. John Cochran (age 24) lives in Washington D.C. and is a student at Harvard Law School. Cochran was a self-proclaim expert of the game of Survivor. He had studied the game and knew the details of all 22 previous seasons. He was intelligent and verbally articulate, but his lack of self-confidence and social skills, hurt his game drastically. He came across as a geek (because he was) and failed to gain the respect of the other members of the tribe. His original tribe continually put Cochran down and began early to include his name at tribal council votes. He managed to survivor each council as other tribe members received more votes, but he was seen as a weak link (and criticized to his face). He survived to the merger of the two tribes into one. He then flipped his alliance to the other tribe and voted out one of his original tribe members. This was seen as an act of treason by his old tribe, but Cochran’s original team was slowly eliminated on member at a time – all because they failed to treat Cochran with respect and kindness. Cochran did not win Survivor, but he may have influenced the results of the game more than any player on the island. Cochran’s decision to switch tribes may not have been the wisest one, but I understand it completely.

Lessons from Cochran: 1. Research without experience may lead to misconceptions and blind-spots; 2. Treat all people with respect and honor – team success needs every member of the team; 3.The heart and courage of a leader is not always seen on the surface.

Finally there is Brandon - Brandon Hantz (19 years old) resides in Katy, Texas. He is an Oil Tanker crewman and the nephew of one of the biggest villains in Survivor history (Russell Hantz). When asked why he wanted to play the game he responded that he wanted to show everyone there is more than one side to the Hantz family (other than being mean). Brandon openly proclaimed his Christian faith and his desire to live a righteous life. However, Brandon also made some foolish and impulsive decisions. His religious beliefs did not seem to match his actions from time to time. It was easy to see that Brandon struggled between his commitment to righteousness and his sinful nature. He truly desired to play an honest game, but sometimes shared that honesty in brutal, tactless ways. His words often alienated him from other tribe members who began to doubt his ability to keep confidential information. Brandon won an immunity challenge that would have thrust him into the final five. He confronted Albert about some of Albert’s lies – the rest of the tribe was ready to vote Albert out of the game. Albert came to Brandon and sought his forgiveness for the deception. Brandon not only forgave Albert but he gave Albert his immunity at the tribe council. Without immunity it was Brandon that was voted out by the tribe. This was a stupid move from a game’s perspective, but I think Brandon really won the game of integrity. His Christianity shone brightly at that moment and he left the game with true honor. At the final show (live in Hollywood), Brandon shared that most of his family was disappointed in how he played the game including his dad and Uncle Russell. How sad, because, in my book, Brandon was the true winner of character (not Sophie) and demonstrated a testimony of faith (not Coach).

Lessons from Brandon: 1. Stand up for truth, but speak the truth in love; 2. Tact and confidentiality can exist within a lifestyle of integrity; 3. Winning the battles deep within one’s spirit are far more important than temporal, earthly rewards.

Survivor Insights: Part 1

I really enjoy watching the reality show, Survivor, on Wednesday evenings. I like it so much because of the personal interactions between contestants and the leadership (or lack thereof) displayed within the tribal context. For those who may have not seen the show, the first episode introduces the players as each belongs to one of two tribes. The two tribes compete against one another and the losing tribe is forced to vote out one of its members. Once the tribes are reduced to a suitable number, the two groups are united into one tribe and the competition for immunity becomes an individual challenge. After each immunity challenge, one member is eliminated with every member vulnerable except the winner of the challenge. When the contestants diminish to 12, each player voted out then becomes a member of the jury. The final three castaways appear before the jury of nine and the jury then votes to determine the winner – the sole survivor.

This past season was filled with interesting twists and bonehead decisions. It was also filled (as usual) with lots of deception, lies, and dishonesty. This was season 23 and over the history of the game, it has become the strategy of players to make alliances with other players, but those alliances are tested and challenged through a variety of situations. Most contestants end up breaking alliances and voting out someone who trusts them and relies upon their loyalty. Survivor is a game – but it is a difficult game of decision making and compromising situations. To play it with integrity and honesty is not that difficult, but to play and win it with integrity and honesty has proven very difficult indeed.

I am not recommending this show as family entertainment or even a series for Christian adults. But if you like to study human nature and observe decision making in progress, then Survivor is an interesting show to view. This season there are several individuals from whom I learned a great deal. Let me share five quick insights (two in this post and three in the next – Survivor Insights: Part 2).

First there is Coach – Benjamin “Coach” Wade (39 years old). Coach current lives in Susanville, California and this was the third season of Survivor for this man of idiosyncrasies. During the first two seasons, Coach came across as a radical (maybe even unbalanced) individual calling himself the “Dragon Slayer” and presenting himself as a mystical philosopher. This season, he played the game as a more gentle leader of the tribe. Off the Survivor Island, coach is involved in athletics and music at a college level. As a contestant, honor and integrity became his motto but a failure to consistently demonstrate that integrity ultimately lost him the game. He played a game of excellent strategy but, in my opinion he presented himself too visibly as the leader of the tribe in front of the jury. He was loyal to his original alliance of five, but made some promises to two players, Cochron (to be highlighted during the next post) and Etna that he was unable to keep making him look rather dishonorable. He also made a promise to Ozzy(see below) and gave his word to him , “as a Christian man” on which Coach later turned his back.

Lessons from Coach: 1.Never give your word and your promise if you are unsure about its validity and your ability to keep it; 2. Providing friendship and a spirit of unity to a group produces strong alliances and deep loyalty; 3. Experience can bring great wisdom to life if one learns lessons from the past.

A second player is Ozzy – Oscar Lusth (30 years old). Ozzy was a returning player as well, having experienced two previous seasons. Ozzy lives in Venice, Calif. He is one of the most physical players in Survivor history, excelling in physical challenges and providing food for the tribe through spear-fishing and climbing coconut trees. Lusth currently works as a freelance photographer and writer. Part of this season of Survivor involved Redemption Island where a player, once voted out was exiled to solitude and competed one-on-one to stay in the game with other voted-out tribe members. Eventually the winner of Redemption Island reentered the game. Ozzy was ideal for this role because of his physical abilities. After the merger of the two tribes, Ozzy was voted out of the unified tribe and sent to Redemption Island because of the leadership he provided for the minority group, thus was seen as the underdog and martyr, a role he played quite well for the second half of the season. Ozzy was fantastic in challenges and consistently defeated the other cast-offs. He reentered the game with only a handful of contestants left. He needed to win two immunity challenges in a row to make it to the final three. He won the first with relative ease. He had a huge lead in the second challenge, but lost by failing to complete a complex puzzle. This loss resulted in his elimination in the game and a seat on the jury. Had Ozzy won the second challenge, he would have won the game. Even though he did not win the million dollars as Sole Survivor, he was awarded $100,000 for receiving the most online votes by the fans for the Player of the Season.

Lessons from Ozzy: 1. Total reliance upon one’s own abilities often lead to defeat; 2. Being seen as a threat to the stability of a group, no matter how powerful you think you are, can lead to leadership disaster; 3. Diligence and determination in the face of failure can ultimately lead to success and great accomplishments.

Book Review: Nurturing the Leader Within Your Child - T.Elmore

I took 19 pages of notes as I read through Elmore’s book (2001) on nurturing leadership skills in children but let me highlight a few thoughts. This book is filled with illustrative examples of young leaders accomplishing significant achievements in their lives. The pages of this text provide parents substantial ideas and suggestions for developing and instilling leadership in their children. Here is a quick run through of the content with hopefully enough salt to make you thirsty for a deeper read.

Elmore introduces much of his perspective of leadership development through a look at culture and how we “fit” into the times in which we live. He presents three basic views of culture: 1. Isolation: culture is evil and must be avoided. 2. Saturation: culture is everything and we must blend with it. 3. Interpretation: culture is useful and must be employed to communicate values and truth to the younger generation. He concludes that we must engage the culture, explore the culture (learn from it) and employ the culture to explain truth.
Practical ideas and suggestions is a major focus within Elmore’s writings. He suggests seven ways for parents to stay relevant and four roles a parent must fill in helping their child navigate through the pitfalls and potholes of our culture. A parent must learn to be a Host, a Doctor, a Counselor, and a Tour Guide for his/her child. I love the following story taken from the section on becoming a Counselor,

“Katie (7 yrs old) asked her dad if she could play with her friend next door. Dad replied it would be fine as long as she was home by 6:00 pm. Unfortunately, Katie was not home by 6:00 pm. Dad grew a little upset when he had to call and ask that Katie be sent home. When she got home a half-hour late, her dad said, ‘Didn’t you hear me tell you to come home by 6:00?’
‘Yes’, she replied, ‘but my friend’s doll broke.’
Her dad mellowed a bit, ‘Oh, I see. And you stayed to help her fix it?’
‘No’, Katie whispered. ‘I stayed to help her cry.’” (p. 51-52)

Elmore then spends some time defining leadership in terms of a formula: Character + Perspective + Courage + Favor = Healthy Effective Leadership. He explains the formula in detail using the following basic concepts: 1. Character – enables a leader to do what is right, even when it is difficult. 2. Perspective – enables a leader to see and understand what must happen to reach a goal. Anyone can possess character. Leaders, however, think differently than followers do. Leaders see before others do and see beyond what others do. 3. Courage – enables the leader to initiate a plan and to risk stepping out toward the goal. 4. Favor - enables the leader to attract and empower others to join them in the cause. After exploring each element of his formula, the author provides some steps the child can take to develop his/her leadership skills.

The book delineates five Myths about leadership, five skills that leaders should possess, six goals for young leaders, and six stages of leadership development. The book closes with a summary of leadership development by looking at the concept of crossing the seven seas (C’s) of leadership: character, compassion, courage, competency, convictions, commitment, and charisma.
This book is filled with understandable leadership theory and practical ideas for families – a recommended read for parents of younger children and educators desiring to instill leadership qualities in their children/students.


Elmore, T. 2001. Nurturing the leader within your child. Nashville: Thomas Nelson.

How Do You Help a Child Discover a Vision?

Young students need to discover what God is calling them to do. Sometimes the calling involves their lives right now. For others the vision might need nurturing, training, or more education. As I have done some reading recently, I have been impressed with a number of young people who have made a significant change in the world around them.

Consider Josiah - a boy of 8 years-old who became king of Israel. By the time he was a young teenager, Josiah had brought significant moral, social, spiritual, and ethical reforms to his country (2 Kings 22-23).

Or Joan of Arc, who as a teen, led 3000 French knights to victory.

Or Trevor Ferrill who was 11 years old in 1983. As a typical pre-teen, he was doing his homework in front of the TV. A documentary came on the tube about the homeless in his hometown of Philadelphia, PA. Trevor was moved emotionally and deeply motivated to help these people who were without a place to stay and without food to eat. With the help of his folks, Trevor delivered a blanket and a sack lunch to a homeless person in the inner city of Philadelphia (the city of Brotherly Love). But this one time delivery was not enough for Trevor and soon this because an adventure that included his whole family. Trevor, his parents, his brother and two sisters were making nightly trips to downtown Philadelphia. Church groups and other service organizations heard about this ministry and started to support the outreach - before long, over 100 homeless people were impacted every night. Vans were donated; volunteers joined them in the streets. In less than two years, "Trevor's Campaign" became a million dollar, non-profit organization including 100 volunteers and a formal board of directors. A homeless shelter (Trevor's Place) was established; a book, Trevor's Place: The Story of the Boy Who Brings Hope to the Homeless, was published; even a made for TV movie, Christmas on Division Street, was aired in 1991 (read more at http://archives.citypaper.net/articles/2003-12-04/cb2.shtm).

Reading about the lives of John Wesley, Mozart, and Bill Gates will continue to demonstrate the leadership potential of young people. Each with a vision and the passion to turn that vision into reality. So how do we help children develop vision? How can we help develop leadership skills in the hearts of the next generation.

T. Elmore (2001) makes numerous suggestions in developing leadership qualities in children. Five of them impressed me as I read about this area of helping children formulate a vision for their lives.

First, help them identify a burden or a problem that grabs their heart. Watch the news; read the newspaper; reflect on current events - explore the issues that they see around them. Then encourage them to make a list about what can be done to solve one of the problems. Developing an awareness of need and cultivating a heart of compassion can sensitize one's spirit to service. Delineating a possible solution, not only builds solid decision making analysis, but also drives home the element of personal responsibility.

Second, encourage children to read and listen to positive books, CDs, DVDs, podcasts, and websites. Provide for them a rich diet of big ideas from great people. Help them to dream by exposing them to dreamers - inventors, explorers, authors, and pioneers.

Third, exhort them to write out their dreams. Have them think about the answers to challenging questions. What is there about the world that they would like to change? What needs to be different in their family.... in their school.... in their community? What would they try, if they had no fear of failure? If they had spare time, how would they like to spend it? What activities and interests spark their imagination? How can they use their talents to help others? As a parent, be sensitive to look for areas that might hold a vision for them.

Fourth, interview visionary leaders. Develop a list of questions and then sit down with several creative, effective leaders. Record the interviews and then listen for common threads and insights. Ask the leaders about their passions. Ask them to describe their vision and how they discovered it. Ask them if they might define leadership in terms of a metaphor or picture (like a brick layer, or a planter of trees, or a compass pointing true north). Ask them to share three major goals they are working on right now. Creativity develop some questions that the child would like to ask these leaders.

Fifth, find a visual reminder of the child's goals/vision. Post pictures, photos, quotes, and scriptures that will remind them of what they can do if they follow their dream. These visual reminders can be a great source of motivation and inspiration. Keeping the dream in front of a child can encourage the heart and develop diligence and determination. As an adult learner involved in a formal degree program, I found many ways to focus my path - one of those was a quote from Peter Senge (1999), "The Journey is the Reward". I love this idea of focusing on the process more than the destination. If each step along the path is enjoyed to the fullest and every experience is embraced as a meaningful point of growth/development, then the trip is the treasure and the final destination is only the culmination of the adventure. This idea really helped me focus on my academic journey to the place that the experience became the goal... more than grades or a diploma... although the diploma was sure a nice result. I put this quote on my laptop as a screen saver. (Thanks, Peter for the inspiration! And thanks Tim, for such great insights into vision casting for young minds! - although I don't think either of you will ever read this blog).

Elmore, T. (2001). Nurturing the leader within your child: What every parent needs to know. Nashville, TN: Thomas Nelson.

Sengue, P. M. (1990). The fifth discipline The art and practice of the learning organization. New York: Doubleday

Young Leaders: Why are They Significant?

I thoroughly enjoy working with students and the leaders who impact them. One of my goals as an Academic Dean is to develop student leaders and prepare young lives to change the world. It is so imperative to challenge our students to find significance in their lives. Why is this so significant?

It is significant because of Louis. Louis injured his eye when he was 3 years old and within 2 years found himself totally blind. At the age of ten, Louis was sent to an institute for blind children. He found himself very dissatisfied and discouraged because he could not read. By the age of 12 he created a method that enabled himself to read; by 15 he was sharing this method with his friends. In 1854 the world adopted this teenage boy's method as a standard - the Braille System is named for Louis Braille (Elmore, 2001).

It is significant because of 13-year-old Sydney Ling, who wrote, produced and directed a feature-length film, Lex the Wonderdog
(Elmore, 2001).


It is significant because of Dennis Vilmer, a 6-year-old from Oklahoma, who had a dream to write a book. Dennis wrote and illustrated the book, Joshua Disobeys. He won a national contest in 1987 for this wonderful story (Elmore, 2001).

It is significant because of Joseph Melenick, a 2010 graduating senior from Bay High School in Bay Village, Ohio. Joseph has Crohn's disease. Over the past five years, he has raised $50,000 to help find a cure for Crohn's. As a 7th grader he invited his entire class to a birthday party at a bowling alley. He asked his classmates to bring a small donation to the research instead of a birthday present. Over the years Joseph's annual birthday Bowling Bash has expanded to T-shirt sales, cookie sales and raffles (The Prudential Spirit of Community Awards).


It is significant because of Laura Sweeting, a young lass from England, who dreamed of being the youngest U.N. goodwill ambassador. She accomplished her goal on June 9, 2000 at age 16 (Elmore 2001).

It is significant because of a 12 year old 6th grader from Toledo. Last year Beatrice Thaman heard about the malnourished children in Guatemala. She began her campaign and through fund raising and donations, Beatrice provided 150,000 vitamin tablets to a medical mission in that country - a year's supply for more than 400 children (The Prudential Spirit of Community Awards).

Why is it so imperative that we challenge our students to find significance in their lives? Because everyone of them can do extraordinary things. We have students like Dennis and Sydney and Joseph and Beatrice sitting in our desks at our school. What do all these children have in common? They all have a burden, a dream, a vision. Once they caught the vision, their passion to do something about it changed their lives and the lives of those around them.

As our school looks at developing young lives into servant leaders, we must become strategic in helping them to identify God's vision for their future. My definition of leadership points to the centrality of vision: Leadership is the dynamic, interactive process of creating, communicating and transforming vision into reality. Snyder and Graves (1994) stated. "Organizations whose leaders have no vision are doomed to work under the burden of mere tradition." Traditions are needed and often establish high standards within organizations, but if we hope to develop and train new leaders, we must encourage and inspire our students to find and follow God's vision for their lives.

How do we do that? The next post will make a few suggestions in helping students discover a vision.

References:
Elmore, T. (2001) .Nurturing the leader within your child: What every parent needs to know Nashville, TN: Thomas Nelson.

Snyder, N. H., & Graves, M. (1994). Leadership and vision. Business Horizons, 37(1), 1-7

The Prudential Spirit of Community Awards http://spirit.prudential.com/view/page/soc/301 .

Photos:

Sydney Ling - http://whitehorsefilms1968.blogspot.com/2006/12/white-horse-films-1968.html

Joshua Disobeys - http://openlibrary.org/books/OL2033514M/Joshua_disobeys

Joseph Melenick ad Beatrice Thaman - http://spirit.prudential.com/view/page/soc/307?lp=306&regid=1579

Laura Sweeting -http://www.express.co.uk/posts/view/114138/Meet-the-record-breakers

Leadership: A Process?

Here is my definition of leadership: leadership is a dynamic, interactive process of creating, communicating and transforming vision into reality. As I have recently reflected on this definition, I discovered that I have focused more on the role of the leader than the process of leadership. So much of what I have been reading lately emphasizes the traits, characteristics, skills, mindset and actions of the leader rather than the process of the concept of leadership.

I began studying leadership several years ago out of a desire to become a more effective leader. When I began to formulate my leadership definition I failed to realign my thinking with my discoveries. If effective leadership involves a dynamic process then it is the process itself that is of uttermost importance, not the individual leader. Now, I do understand that the process is made up of people and relationships and communication, but maybe the role of the specific leader has been over emphasized to the detriment of understanding the process itself. A particular leader is only effective if he/she can make the process work.

There are many theorists and scholars in the area of organizational leadership that would challenge my definition of leadership, but I have found it meaningful and practical in my limited experience as an individual with some leader responsibilities. A more traditional approach to leadership provides leaders and followers; the leaders develop the vision, design the plan and share the specifics with the followers; the followers, then, take the plan and make it happen; the leader points the way and motivates the followers in order to accomplish the goals of the organization. This is pretty simplistic, but the real disconnect here is the division between the role of the leader and the role of the follower. My view of leadership blurs those lines to the place that leadership can be (and should be) a collaborative process.... so dynamic and interactive that many individuals play a leadership role from time to time. An effective leader is a facilitator of the process, not a dictator of an agenda... or a charismatic voice that inspires the masses... or a parental figurehead that guides the sheep along the narrow way.

If a positional leader (one who holds a position of responsibility within an organization) has a dream and wants to make that dream come true, he/she had better surround him/herself with talented, gifted people. And if a positional leader has a quality, qualified team, then he/she had better facilitate that team in the process of leadership. Without the skills of delegation and empowerment, the positional leader will never bring effective leadership into the organization. Now, don't get me wrong... a charismatic individual can amass a following and a coercive CEO that rules with intimidation and power can get lots of things done with efficiency and profitability, but in my opinion, the results have not been accomplished through leadership.

True leadership occurs when a dynamic process occurs. The team enters into debate, discussion and dialog about the purpose, mission and vision of the organization (or project). The team interacts and interfaces with one another as both colleagues and personal stakeholders in the issues on the table. The flow of ideas, concepts, insights, along with resistance and support result in brainstorming from all directions. When true leadership is taking place, the fly on the wall might not be aware of who the positional leader is at all. The roles of the leader and/or follower bend and shift within the dynamic nature of the process. Just some thoughts as I wrestle just a bit with my own definition.

Zack, A Transformed Leader

I have recently been looking for good examples of leadership in the pages of Scripture. I quickly scanned the Bible and many individuals rose to the surface as prime candidates for study - Moses, Joshua, Gideon, David, and Joseph. I easily came up with a list of 15 individuals that I want to explore in order to evaluate their leadership styles and/or their practical leadership actions. And that, a few individuals came to mind that were not on my top ten (or fifteen) list of biblical leaders, but I think will provide some interesting analysis.

For example, Zacchaeus is one such character. His story is found in Luke 19 and only takes up the first ten verses of the chapter. Zack lived in Jericho and we read (in verse two) that he was a chief tax collector as well as being very wealthy. As a chief tax collector, Zacchaeus must have had subordinates under his authority that gathered taxes and submitted them to Zack for collection and accounting. As a positional leader, Zack appears to have been quite successful as his wealth would indicate. Tax collectors were most often despised by the people, not only because they did not want to pay their taxes, but also because the collector was a Jew who was working for the pagan Roman government and assisting the foreign rulers in oppressing his own people. From the viewpoint of the Jewish community, the tax collector was one of the worst of sinners – a betrayer of his spiritual brothers and a traitor to his country. When Jesus decides to have dinner with Zack, the people criticize the Lord for entering the house of such a “sinner” (verse 7).

If you know the children's song about Zacchaeus, you know that Zack was short. He was so short that he could not see over the crowds that followed Jesus. I imagine that no one was going to do him any favors and make room for him up front. So Zack demonstrates the great leadership quality of initiative. He runs ahead of the crowd, finds a tree and climbs up the “ladder” in order to get a good view of the “Teacher” as he walks by. I really like this aspect of Zack's character – he was not discouraged to the point of giving up, but rather took the challenge and came up with a positive, creative solution. Zack had a goal – he wanted to see who Jesus was (19:3). I find this goal itself rather interesting. He did not desire to see what Jesus looked like, or to hear his voice, or to listen to his message, or even to see his miracles. Rather, he wanted to know who Jesus was. I believe that it was this goal – the thirst for spiritual understanding - that drove him up the tree.

When Jesus passed by the tree, he stopped and called him by name, “Zacchaeus, come down immediately. I must stay at your house today” (v. 5). The text does not make it plain whether Jesus had ever met Zack before or if Jesus knew his name in a supernatural way, but the response of Zack is insightful. Verse six says that Zack came down at once and welcomed Jesus gladly. This is yet another special insight into Zack's heart of leadership – he demonstrated cheerful obedience to the Savior. For any Christian leader to be effective, he/she must be ready and willing to obey the truth of God's word...immediately, cheerfully, enthusiastically, and radically.

Zack's radical obedience is also seen in the dining room of this sinner. Verse 8 is such a great transformational verse that I must share all of it here:

“But Zacchaeus stood up and said to the Lord, 'Look Lord! Here and now I give half of my possessions to the poor, and if I have cheated anybody out of anything, I will pay back four times the amount.'”

There is so much in this verse, but let me point out just a few golden nuggets of leadership. First, Zack has found the answer to his question – he wanted to know who Jesus was. Zack calls him Lord – not Teacher or Rabbi or Prophet, or Healer, but Lord. Second, his leadership commitment is now to the Lord and not the Roman government or his own pocketbook – he has decided to give ½ of all he has to the poor. Notice as well that this decision is immediate and definite – “here and now!” Third, the leadership transformation is deep and serious – Zack is going to pay back fourfold anyone whom he has cheated. One final detail that I think is significant is the fact that Zack stood up to make this declaration. It might have been because of his size, but I think it was primarily out of respect for Jesus and to be a public statement designed for all his guests to hear. This was not just a private promise whispered in the ear of God, but a loud commitment to an audience of many who would hold Zack accountable for his words.

The response of Jesus to these leadership characteristics is profound. “Today salvation has come to this house, because this man, too, is a son of Abraham.” Salvation - because Zack found the answer to his goal quest – Jesus was (and is) Lord! How cool is it that Jesus calls him a son of Abraham – not only does he reinstate a man who is despised as a traitor to his people, but also points to his sonship to the father of faith. Abraham was justified by faith (Gal 3:6-9); now too, Zacchaeus find his salvation in the same source of faith as the Old Testament patriarch.

I wish more was written about Zacchaeus because I would love to know the kind of leader he became after this transformational encounter with Jesus.

Opening Day!

Opening day of school! It was great to see all the students invading the school building today after the long silent summer. I love the summer months because it allows me time to plan, think, organize and dream. But all the activity of summer is meaningless without the students and the families that they represent. To see the excitement reflected on the faces of the little ones is precious.

I spent some time on the elementary floor this morning just observing the new kindergarten students and the more veteran first graders as they arrived on campus. I have to admit there was more apprehension on the faces of the parents than on the students themselves. I didn't see any tears or separation anxiety, but I did observe lots of parents peeking in the windows to be sure that their precious ones were making a smooth transition.

Moving up to the second floor, I had a blast watching the middle school students take up residence in their lockers and finding their spots in the classroom. The reunion of friendships was sweet to see. The girls were filled with giggles and hugs for friends and teachers alike. The guys were more concerned about locker combinations and book bags. Everyone looked sharp and ready for academic pursuits. A little fashion trend was pointed out to me as I walked down the hall with a colleague. Many of the girls had matching polo shirts and sneakers....green shirts with green sneakers, blue shirts with blue shoes, red polo and red sneaks... you get the idea.

The high school floor was filled with the cool crowd trying not to show their apprehension and nervousness about the new school year. Teachers were fired up and ready for the adventure (although nerves could be seen on their faces as well). As usual, there was a line in front of the main office made up of students who forget their schedules or needed some sort of direction. Smiles on all three floors... excitement throughout the school... anticipation and enthusiasm were the overall descriptors of Day One.

One of the blessings of school leadership is seeing months of preparation culminate in something good. New programs, new teachers, new technology, new students... all bathed in prayer... provide reality to the planning. All the administrative meetings, the hours spent interviewing and hiring new personnel, the time evaluating past performance and developing future strategy, and the detailed effort in gathering all the resources needed for the coming academic journey resulted in a symphony of voices as the students arrived on campus. Leadership is creating, communicating and transforming vision into reality. Each school year allows me to see a partial transformation of our school's vision.

School photo found at http://ofdotsnthings.blogspot.com/2011/06/first-day-of-school.html

The New Pages of School

The joys of education are varied and deep. I am so thankful that God has led me into a career in education. I have had the privilege over the years to work with elementary students and enjoy the laughter and growth that occurs in those young years. As headmaster of a small elementary school I thoroughly enjoyed overseeing recess (with many games of kickball and hours on the playground); teaching band and general music classes; planning special days and field trips. Most of my days, however, have been spent in secondary education, dealing with the high school program. I have never failed to be amazed at what teenagers can accomplish - their talents and resilience spur them on to achieve spectacular things. I have seen science fair projects that boggle my mind - I do not even understand the titles of some of the projects; I have been part of some fabulous musicals that have taken my breath away as I hear and see young actors and singers perform at such mature levels; I have witnessed acts of service and responses of faith that have not only honored God, but have impacted our community and changed out school. I have also been part of a team of teachers that inspire me with their commitment, encourage me with their enthusiasm, and challenge me with their vision. Education is a great place to spend your life.

One of the things that I enjoy the most is the newness of education. So many jobs seem to be the same day in and day out. Colleagues may change, products may change, assignments may change, but the basic thrust of the organization stays the same. In education every year is brand new. The lesson plan book is filled with blank pages calling for creativity and varied pedagogy. The grade book is new awaiting the achievement of a whole new crew of students. The workbooks have never been used longing for a new owner with a desire to learn. For the student, it is a new start - the grades from last year really don't count...everyone starts with great potential and the the dreams of success. What excitement that can generate...what anticipation and hope for the young people in our halls.

Next week the teachers come... the week after that all the students invade. The summer has been full of preparation and important administrative meetings. My days have been filled with interviews, planning, brainstorming, evaluating, strategizing, and praying. And all the days of summer have had one target - the opening day of a new school year. As an administrator I think I am busier during the summer months than I am during the school year. I have often compared school to an airplane. My job is to get the plane in the air, after that teachers and principals fly the craft. My days leading up to the opening day are filled with teacher orientation, budget meetings, textbook inventories, and re-enrollment issues. Once school starts, I can breath a little deeper until my name is called to address a bump in the flight of the plane.

May we all, as educators and students, write our best words on the new pages of the 2011-2012 school year!

Human Heroes Often Disappoint Us

Most of us have had heroes in our lives - those that we look up to that provide stability and certainty in life. Some of those heroes are people that we know personally and have developed deep admiration for because of the consistent lifestyle that we see them living day after day. Others are distant heroes - those that we see, but we do not know; those that appear to be solid and great examples of fulfilled lives, but we are not close enough to really discern. Heroes are important to have and add such hope and consistency in our lives. But there is a danger in placing too much hope and faith in our heroes. They are all human (with the exception of the Lord, Jesus, who IS our Ultimate Hero) and as human they are frail and they often fail.

I had several heroes in my young life. Beside my mom and dad that provided such a wonderful childhood and positive example of married life, I greatly admired Sam Huff, middle linebacker for the West Virginia Mountaineers and later the New York Giants. He provided the bravado of a macho All-American with a hard work ethic and star qualities. Then there was Jerry West (can you tell I grew up in West Virginia?). Mr. Clutch, number 44, was the perfect example of a star with class; of a humble gentleman on and off the court. As a young boy I shook Jerry's hand and refused to wash it for two weeks. I am sure that both of these mighty men were human, made tons of mistakes, and if I knew the details of their lives, I might be very disappointed. But as a young boy they stood head and shoulders above my attempts to live life.

Four other young men entered my life that changed me during my teen years. Although I never met them they shaped so much of my young thinking. I always saw them as fun loving, moral, conservative inspirations. Because of my naivete I failed to miss so many of their obvious flaws. John, Paul, George, and Ringo came into my living room via the Ed Sullivan Show and flipped the switch of my creativity. They sparked in me a love for music, a relevant message of young love, and a special way to communicate. I loved their music and owned every album they made. However, when the Beatles called it quits, I stopped following their music as solo acts. Paul and Wings, John and Ono, George and Krishna, Ringo and his All-Starr Band went on their roads of success without my loyal support. I became a Christian in the early 70s and much of their music ran in a different philosophical circle, thus losing its appeal to my spirit.

Just recently I read a biography of John Lennon (an interesting book written by Cynthia, his first wife and mother of Julian), one of Paul McCartney (Paul McCartney: A Life by Peter Ames Carlin), and I finished this week a biography of George (Marc Shapiro's Behind Sad Eyes: The Life of George Harrison). My first plan was to read the life story of each of the fab four before comments on my blog. Having read the first three, I doubt if I am going to spend any more time reading about Ringo. With each of the readings, I have become more disillusioned with my heroes. I knew that there were drugs involved in their Sgt. Pepper days and the Indian religion attracted their minds for a while, but I had no idea how disappointing their early years would be for me. The cool lads from Liverpool were not what they appeared to be.

My mother was born in London and so the British invasion was welcomed with open arms in my house. Mom, my sister, and I all raved about the mop-tops from across the ocean. I really can't remember my dad's response, but he certainly wasn't negative. I Want to Hold Your Hand, She Loves You, Yea, Yea, Yea, and I Saw Her Standing There seemed so innocent and clean. The beat was crisp, the words were almost pure, and the melodies so catchy. But the lives behind the music were sad indeed, filled with the decadence of Hamburg, the anger of rebellion, and boredom of fame. Beatlemania led to heavy drug use, immorality, failed marriages, and desperation to find meaning in life.

John's abandonment of his wife and child, first by leaving them behind while living the life of a pop star and then literally for Yoko, left me feeling so betrayed by my favorite Beatle. Paul, who seemed to have his moments of tenderness and compassion was also obsessed with being in control. Why the Beatles disbanded is a complex question with complex answers, but I think that Paul may have caused the biggest wedges between the comrades. George didn't want the fame, was bored with the plastic nature of Beatlemania, and found himself so buried in drugs, alcohol, and sex that he never really found his way out. His religion seemed to fail to answer his deepest questions. Marc Shapiro summarized George's ideology with George's own words, "For every human is a quest to find the answer to 'Why are we here? Who am I? Where did I come from? Where am I going?' That, to me, became the only important thing in my life. Everything else is secondary." There is no indication in what I read about George that he truly found the answers to any of those questions.

Instead of majoring on the disappointments of my fab four heroes, let me conclude by sharing a reminder to me of a lesson learned long ago. Don't put your faith and reliance on any person. Men and women, no matter how great, will fail your expectations, because we are all human and we all fall short of God's glory. Sin has gripped us all and in our frailties, we all stumble. Human heroes will disappoint us. Make sure that the pedestal we place our heroes on is not so tall that we will be surprised when they fall.

Let's honor those in our lives that impact us with love, forgiveness, and kindness. Let's admire those who run the race with integrity and zeal. Let's emulate the strong of faith and consistent in life. But let's remember that they struggle with the human nature just like all of us. Strive to be a hero yourself; live a life worthy of the calling that God has upon your life; leave behind a set of footprints that can and should be followed.

Hebrews 12:2-3 Let us fix our eyes on Jesus, the author and perfecter of our faith, who for the joy set before him endured the cross, scorning its shame, and sat down at the right hand of the throne of God. Consider him who endured such opposition form sinful men, so that you will not grow weary and lose heart.

Sam Huff photo found at http://www.profootballhof.com/hof/member.aspx?PLAYER_ID=102

Team Building

I became the Academic Dean of a wonderful Christian school in Ohio just 7 months ago. Taking the position officially in mid-January was a real change for me. I had served in the school as a high school principal for many years and as the director of curriculum and instruction for a year and a half prior to entering the spot of academic dean. Having just completed my 23rd year with the school as an administrator of some sort, I have been part of the Administrative Team for decades. But now, for the first time, I am the chairman of this important committee.

The Administrative Team (the A-Team to it's membership) is made up of 11 members and myself - 7 principals, 2 special education specialists, a director of curriculum and the assistant academic dean. Some of the membership I have known for years, others for just a few years and two are new to the committee this year. I decided that it might be beneficial to spend some time prior to school getting to know one another in deeper way and discovering how each one of us is wired. We all participated in three assessments that provided some interesting insights into our teammates (and ourselves). I would recommend this type of experience for any team.

The first inventory that took our attention was a free personality inventory created by Gary Smalley that involved a self-rating exercise of the four major temperaments (choleric, sanguine, melancholy, and phlegmatic) in terms of animal types - lion, otter, beaver, and golden retriever. As you might expect we had a lot of lions in the room of leaders. This exercise allowed us to see ourselves as a mixture of the extroverts, the serious, the focused, the loyal, the visionary, the task-oriented, the people-centered, etc.

The second inventory we took was an online survey of the motivational spiritual gifts described in Romans 12 (http://mintools.com/spiritual-gifts-test.htm). This provided another interesting perspective on how God has created, wired, and gifted each one of us. It really emphasized the unity we experience with the diversity of individuals. I was rather surprised at the specific giftedness of some people with whom I have sat around the table for years.

The third inventory involved a book, StrengthsFinder 2.0. by Tom Rath. This Wall Street Journal bestseller focuses on the strengths that individuals bring to an organization. After reading some background information and conceptual understanding of the book's focus, the reader is directed to a website for an assessment. The online inventory provides the participant a list of his/her 5 top strengths. Each of the five strengths is explored for the participant including and definition and suggested ideas to magnify the strength. The book contains an explanation of all 34 of the characteristics.

These three exercises proved to be an insightful time for me. I have obtained some key insights into each of my co-workers. I hope that it will allow me to understand them better and to build a unique relationship with each one. I am praying that knowing our differences and similarities will help us cooperate and collaborate on deeper levels. Time will tell the long-lasting effects (if any) that this sharing will produce, but it was fun to get some initial glimpses into my friends' lives.

My administrative team is made up of some pretty amazing people. I so look forward to working with them and seeing how God is going to use our individuality to bring about unity and accomplish a common purpose and ministry.

Rebecca Rolfe - Young Leader

Bravery and compassion are two interesting characteristics that many leaders possess. I think of these traits as mature aspects that seasoned veterans have developed and demonstrate as a result of their wisdom and experiences. But the example below is found in a young lady, some believe only 12 years old. She only lived to be about 21. Her name was Rebecca Rolfe and she was born in 1595 in Virginia. She became a Christian when she was 18 and married John when she was 19, Two years later, at age 21 she died as a result of a sudden illness. But her story of young leadership is a famous one - it has been made into movies and described in most American history books. Rebecca Rolfe is better known as Pocahontas.

My three granddaughters love this Disney princess. This summer my wife made each of them a Pocahontas dress and feather headband. As a family, we visited a state park this July, made a teepee out of tree branches and watched the girls enjoy pretending to be three Indian princesses. I am not an expert on Pocahontas and I have not seen the Disney version of her life, but I understand the animated version is not always historically accurate (and it is probably good that it is not).

Pocahontas was the nickname of Mataoaka – the daughter of Powhatan, one of the important chiefs of the Algonquian Indians in the Chesapeake Bay area of Virginia. Most of the Pocahontas story comes directly from Captain John Smith (1580-1631). According to Smith, his life was spared only through the intervention of Pocahontas, who at the time was around 12 years old. Somewhere in the 19^th century the story took on a romantic flavor and was retold as a love story. But there is general agreement that Smith and Pocahontas were not sweethearts. In John's account, Pocahontas demonstrated great bravery and compassion on him as she risked her own life to save his.

John writes in the third person as he describes the event, “Two great stones were brought before Powhatan: then as many as could laid hands on him, dragged him to them, and thereon laid his head, and being ready with their clubs, to beate out his braines, Pocahontas the King's dearest daughter, when no intreaty could prevaile, got his head in her armes, and laid her owne upon his to save him from death...” (The Generall Historie of Virginia by John Smith)

There are other accounts that indicate that Pocahontas was a courageous and caring child who acted as a go-between for Powhatan and the settlers at Jamestown. Pocahontas assisted the colonists during that first winter and provided much needed food, helping to prevent the starvation of many. Pocahontas was known to pay regular visits to her friend Captain John Smith. Smith credited Pocahontas with preserving "this Colonie from death, famine and utter confusion" for "two or three yeeres" (The Generall Historie of Virginia by John Smith). When John Smith was forced to return to England because of severe burns that resulted from a gunpowder explosion, Pocahontas (who was told that he had died) stopped visiting the settlers.

A fews years later (in 1613) she was actually kidnapped by Captain Samuel Argall (another smart move by the white settlers) and held prisoner at a fort for a year as a potential negotiation chip in dealing with Powhatan. During her captivity, concerned colonists shared with her the claims of Christ. She embraced the truths of Christianity. One of those colonists, John Rolfe, fell in love with her, and she with him. Pocahontas was baptized as a Christian and christened Rebecca. In 1614 married John Rolfe and together they had a son, Thomas.

In 1616 she and John went to London as part of a plan to popularize Jamestown; she was presented to King James I, Queen Anne and the royal family. After seven months in England, Rolfe decided to take his family back to the New World and set sail for Virginia in March of 1617. Just as the voyage had gotten underway, Rebecca became gravely ill and the ship went ashore at Gravesend, England. She died there on March 21, 1619 and is buried there as well.

Bravery and compassion are usually the voices of the experienced leader, but they can be found in the young as well. Often children and young adults are overlooked for leadership. As we work with and are exposed to the next generation may we be careful not to miss the young Pocahontas in our midst. The capacity to save another; to lay down one's life for someone else; to help and serve somebody in need, is a capacity that is not bound by age, gender, race, or intelligence. Educators see them every day. Teachers have them in their classrooms everyday. Heroes can come in small packages - all that is needed is opportunity.

Photo: Many different depictions of Pocahontas exist today. Pictured clockwise from top left: Mary Ellen Howe (1994), Robert Matthew Sully (1850s), Thomas Sully (1852), Jean Leon Ferris (c. 1921) courtesy of William E. Ryde and the Virginia Historical Society.

Dichotomous Questions

There are some dichotomous questions that I often ask potential leaders to discern what they value and how they see their strengths. These are not meant to be an exhaustive list of inquiries or a standard list of interview questions, but rather just some interesting points of interest for you to consider.

Question 1: Leadership involves people and tasks - which do you enjoy the most? A leader must be able to build significant positive relationships with a variety of people. The ability to relate and identify with others is crucial for a servant leader who hopes to develop collaboration and collegiality. On the other hand, a leader typically has a long list of "to do"s. Unless the leader can gets things done and move toward the transformation of his/her vision into reality, he/she may be well liked, but ineffective within the organization. People or tasks - both are imperative: which do you prefer; which pull is stronger in your life?

Question 2: Leadership involves preparation and presentation - which one energizes you? In order to move an organization forward a vision and strategic plan must be developed and communicated to the organization. Dreams and plans take time to develop and research. There is a great deal of thinking, reading, reflecting, analyzing, and evaluation involved in the construction of that vision/plan. Many leaders can get lost in that process - they spend hours dreaming and thinking, bouncing dozens of ideas off their own sounding-board. On the other side of the coin, the vision/plan must be communicated - a vision is powerless unless it can become a shared vision with the stakeholders of the organization. Without buy-in from the employees, customers, and other leaders, a vision is only an unrecognizable shadow. But with passionate communication, the leader can move an entire group of people toward a great purpose and meaningful ministry. Share the vision, shout the message, talk the plan, present the dream. Outstanding leaders are often the mouthpieces of the organization. Standing in front of the people and sharing the Idea, the Purpose, the Vision can be such an energizing moment for the leader. Preparation or presentation - which do you enjoy the most?

3. Leadership involves both opportunity for debate and decision making - when faced with a problem which direction does your mind take you? Debate is all about information gathering and weighing all the angles before reaching a conclusion. Decision making is all about resolving issues and moving on. Debate tends to be collaborative while decision making often falls on the desk of the leader him/herself. Debate can be seen as "Ready, Aim, Aim, Aim....finally Fire!"- with the occasional weakness of waiting too long to come to a conclusion. On the other hand, decision making can be seen as "Ready, Fire, Aim!"- often making a knee jerk reaction without taking the time to consult the wisdom of others. A leader, who has the authority to make a decision, can fall into the pit of power and make poor choices just because he/she can. And a leader with authority can also research an issue too long and make the wheels of the organization grind with impatience. Which tendency do you find in your experience?

4. Mercy or consequences - when others make mistakes that impact the organization in significant ways, the response of the leader often goes in one of two directions: toward mercy and understanding or toward frustration and punitive consequences. How are you wired? The more creative the culture of an organization, the more opportunity there is for innovation and risk taking.... and mistakes and failures. The more that status quo plays an important role in a company, the less risk, creative ideation and errors occur. Mercy must reign in a creative environment or ideas will dry up with fear of the wrath that follows failure. Creative people must have the freedom to come up with stupid ideas, off the wall concepts, and out of the sphere thoughts. Invention almost demands failure. On the other hand failure is costly - ideas that crash and burn can hurt - mistakes (even with good intentions and honest reflection) have consequences. When an organization encounters a mistake made by one of your employees, where does your reaction take you.... mercy and support or anger and the search for the hammer?

Introversion - Strength or Weakness?

Introversion - a strength or a weakness when it comes to leadership?

Every personality test I have ever taken reflects a strong tendency toward introversion. Most leadership material that I have read about this trait reflects that extroversion is the dominant characteristic of effective leaders. It makes sense, initially, to agree with this assessment because of the need for leaders to interact with others, to carry on conversations easily with individuals in social settings, and to project an air of confidence among strangers and friends alike. Extroverts (sanguines, otters, people-persons) have the strength of enjoying crowds and meeting new people.

One of my professors at Indiana Wesleyan University made the distinction between extroverts and introverts in terms of personal energy. The prof shared that extroverts gain energy by interacting with others and are able to charge their inner-batteries in social settings. Introverts, on the other hand, have to exert a great deal of energy in order to be engage larger groups of people. Introverts gain energy in solitude and quietness. If you find yourself empowered when you are around others and emotionally energized at the end of the party, you are most likely an extrovert. If, to the contrary, you are emotionally exhausted at the end of a social gathering and your face hurts from smiling and talking so much, you have strong tendencies toward introversion.

So which trait is better for the leader? The cop-out (but probably the accurate) answer is a balance between the two. But, as a loyal introvert, I must advocate for the introvert. It is my hypothesis (which has never been tested and would make a great research topic) that all introverts are extroverts in certain situations. Once the introvert has time to analyze a situation, get his/her bearing, and feel comfortable with the people in a given setting, that introvert can begin to express feelings, share thoughts, crack jokes, and laugh at him/herself. I have seen and even experienced the introvert becoming the center of a social setting and portray a confident, effective leader. The introverted leader must learn how to speed this process up in order to engage people with a friendly smile and initiate meaningful conversations. This may demand that the introvert explode out of his/her comfort zone into the energy-depleting arena of extroversion.

But the strength of the introvert is that once relationships have been established, once discussions have been engaged, once the ice has been broken, so to speak, the introvert has well- constructed ideas to share, analyzed and synthesized concepts to contribute. Idle chit-chat can be changed into meaningful dialogue; superficial conversations can be transformed into a deep exchange of ideas. Because extroverts just enjoy talking, they sometimes have a harder time getting conversations to focus on the serious. Introverts are often not the life of the party, but they can have significant conversations with individuals that can lead to impact and influence.

Don't get me wrong here - I love being around extroverts. They make me feel comfortable and awkward social settings are smoothed by their ability to carry conversations and include others in the group dynamic. Extroverts laugh at my jokes (even when they are not that funny) and desire that everyone in their presence feels positive. They are usually the sunshine in the organization that start the day with a smile. They can make great leaders filled with enthusiasm and zeal. My point with this post is - don't count out the introvert. Allow them some time to think, to process, to contemplate. You may even have to ask them their opinion. But when they speak (if they are effective leaders), listen to their insights carefully. Introverts are often idea people; their ability to generate ideas and problem solve can be keen; their creativity can be outstanding. Don't miss their input because of their silence; don't ignore their insights by failing to probe their minds.

Extroverts and introverts - my how we need each other!

Pass the Key with Peace

Three old friends owned store fronts next to one another. One was a watchmaker, one a cobbler and the third a toymaker. Each store owner was getting too old to maintain the craft. As they talked among themselves each asked the other how they was going to pass on the business.

The watchmaker said he had an apprentice who had worked beside him for ten years. He was going to sell him the business. "I will sell him half the business and keep half the company, that way I will still be able to monitor the sales and direction of the shop - I do not want the quality of my watches to change and I am afraid that my apprentice will lower the cost of the watches in order to gain popularity," said the seller of time.

The cobbler shook her head in agreement. "I will leave my shop to my eldest son, but I doubt his ability to be successful. He has worked in the shop for many years...began at age10 and has been making shoes for two decades. He has some crazy ideas about color and shape that I don't think will work. I plan to stay close by and keep a careful eye on the products for sale."

The toymaker just smiled and raised an eyebrow. "I have sold my shop to a very young man with novel ideas. He is very excited about the future although I see many changes coming. I plan to give him the key next month and walk away with great and fond memories of all the toys I have made. It will be the new man's store from now on and I will only enter the shop in order to buy a special toy for one of my grandchildren."

Within a year the shops looked very different. The watchmaker shop has a large sign in the window: For Sale...Original Owner looking for New Partner. Upon inquiring upon the situation, an interested businessman asked what had happened to the first partner. The old man responded, "my apprentice wanted to open a new line of more affordable watches... I told him that this shop has and always will stand for the highest of quality whether the common man can afford them or not. The road to popularity is a slippery slope indeed!"

The cobbler shop needed a new coat of paint both inside and out. The lights were dim in the store and the cobbler was working diligently at his station. As a customer walked in the shop he asked about the newest style of sandals that everyone was looking for. The cobbler glanced up from his work and sighed, "Sorry, we don't make that style. My mother has owned this shop for many, many years and she... I mean we... have decided to stay with the traditional shoes that we have always made." The customer left rather disappointed and the young cobbler continued at his task with a small tear in his eye.

The toyshop had a newly painted sign on the store front featuring marionettes and fancy kites. The shop was filled with smiling faces and happy customers. As soon as customers entered the shop, a friendly voice would greet them. The new owner of the shop was always interested in making his store as personal as possible. "I am really pleased with the changes I have made to this place. It was wonderful the way it was, but I have made some improvements that have made it shine.

How hard it is to give the key to another and walk away. I have known some senior pastors who have passed the pulpit to another, but stayed within the church, only to see the new leader struggle to move ahead. The old beloved man of God remained a powerful influence that often stood in the new pastor's way. Some organizational leaders retire from the executive desk, but continue to try to run the company from a chair at the board table. Most of the time, with rare exception, step down should really mean step down and away from your position of authority. Continued management of the company from the back seat can only cause tension and confusion to the new driver. Intimidation and confrontation from the old leadership to the new... whether it is a new apprentice or family member... can result in stagnation, discouragement and even crises.

Succession planning is a critical aspect of strategic development. Executing that plan, as hard as it might be, is vital for transformation. As a leader, (even if you are a new leader with no plans to retire) it is so important to plan how to leave, plan how to pass the key, and plan how to walk away. A servant cannot serve two masters; a car cannot respond to two drivers; a dog cannot obey two opposing voices; and an organization cannot successfully follow two CEOs. The way a leader chooses to pass his/her business on to others, has a strong influence on the success or failure of that organization's future. Oh, how I pray when the time comes that God gives me the grace to pass the key and walk away with peace in my heart.

Leadership Insights from God's Canyon Pt 4

One last insight from the Grand Canyon before I move on to the realities of Ohio. There are certain unwritten laws of etiquette in the canyon. One is that you always yield to a mule train coming up or going down the path. We passed three groups of mules during our hike. The first was taking supplies down to Phantom Ranch. The three-animal convoy had a great-looking cowboy riding on the head mule. The second group of four mules was again guided by a single rider taking supplies to the bottom of the canyon. The third group of mules consisted of multiple animals, each with a rider, headed down the rocky trail. The mules made lots of dust, but were fun to observe as they clopped their way down the narrow switchbacks. The people on the mules did not seem extremely happy. Between the trauma to their posteriors and the continual dust in their noses, their were not many smiles on the riders' faces.

Another unwritten law is, besides the mule trains, the climber going up has the right-away. Those going down should always yield and allow those going up to have access to the path. Once you begin to climb up, you completely understand this law. During our last day, the climb was steep and my legs really began to feel the assent. The elevation was playing a factor on my breathing and the sun was out in full force. The closer we came to the South Rim, the more day- hikers we encountered. It became obvious right away that most of these hikers had not read the unwritten laws. After the third group of rude “tourists” that failed to yield the path, I became rather irritated. I felt that I should stand up on a rock and declare to all the proper etiquette of hiking. After all they needed to show respect to those who had just hiked rim to rim! But instead, I decided to yield the path to everyone coming down the path and welcome them to God's Canyon. I stopped, put on a happy face, and greeted each one with a genuine word of encouragement. It wasn't long before I was really enjoying myself and felt like a seasoned explorer welcoming visitors into my Father's Canyon. Most of the day-hikers responded with smiles and positive comments, having no idea that they were failing to yield the path to a tired old man with no hair.

My leadership thought rising from my assent to the South Rim, is that leaders often have to yield their rights in order to relate to and understand others. Irritations when protocols are not followed; discouragements that surface when rules are disobeyed; and anger that begins to form when proper respect is not shown can all be short-circuited when we put aside our expectations and serve others. A smile and a word of encouragement instead of demanding the right to pass, can put life into a whole new perspective. Friendships can be made, employees will see your humility and your desire to collaborate. Taking time to stop, welcome people and share a word of encouragement provides an opportunity for the leader to demonstrate his/her personality and heart. A leader represents his organization – how good it is from time to time to become a greeter... to pause in the busyness of business to welcome people into the ministry of the organization.

Occasionally as the principal of the high school, I would stand at one of the doors coming into the school. As students would arrive, I would open the door for them and say something like, “Good morning, thanks so much for coming to school today. It is good to see you. Welcome to your opportunity to excel!” Most of the students would smile, some would say “Good morning, Mr. Rough”, a few would look at me like I was an alien, but I would not let anyone ignore me. I really enjoyed that experience – it forced me to get out of my office and interact with all the special students that God had sent our way. I think the students enjoyed being greeted by the principal at the door as well.

Leadership Insight from God's Canyon Pt 3

Just before I began my hike down the Grand (God's) Canyon I overheard a park ranger say that everyone should respect the canyon. I think he was probably referring to picking up trash and keeping the campsites clean, but as I journeyed down from the North Rim to Phantom Ranch and back up to the South Rim, his words took on a deeper meaning. I found that the canyon is pretty unforgiving. If you sprain your ankle, the canyon doesn't care... if you run out of water the sun doesn't dim its heat... if you lose your way, the canyon doesn't provide convenient road signs... if you eat all your food, there is no snack bar near by. One must respect the canyon and treat her with all seriousness.

At the top of the South Rim there is a poster of a marathon runner who died in the canyon of heat exhaustion – she entered the canyon with 1.5 quarts of water 2 power bars and an apple. She highly underestimated the demands of the canyon and the deadly results of disrespecting the environment.

There are many such stories of people dying in the Grand Canyon. In fact once we had obtained permission to camp in the canyon, the park system send us a video to watch. The first or second statement made on the video was, “People die in the Grand Canyon every year.” Jeremy, one of my fellow hikers on the trip, had a book listing all of the known deaths that occurred in the canyon. Most of the people who perish in the rocky environment died because they failed to respect the canyon. Many failed to take adequate water/food supplies – once caught out in the afternoon sun with no shade available and temperatures over 120 degrees, the birds of death begin to circle overhead. Physical falls rarely happen unless people are goofing around or trying to get the special photograph by going places past the point of safety. Bushwhacking in the Grand Canyon is foolish indeed – the canyon is not a place for independent exploration.

What does this have to do with leadership? A lot! The effective leader respects his/her leadership environment. It may not be as unforgiving as God's Canyon, but careful preparation for and wise responses to the context/content of the organizational setting can add effectiveness and productivity to one's ministry. A boardroom presentation can be deadly if the leader has not done his research and respected the issue enough to prepare his/her perspective. The opposition and threats both from within an organization and from forces outside the company can be deceptively powerful. A leader who ignores or dismisses these entities can find him/herself without water in the heat of the canyon.

Often the biggest danger in the Grand Canyon is the hiker himself...doing foolish things, climbing in dangerous areas, and not watching where he is going. The same is true in leadership. Often the biggest danger is the leader him/herself. Foolish decisions can lead to disaster... pride and hunger for power can cause a leader to slip off the edge of effectiveness and into the crevice of mistrust or the crag of egotism. There is great wisdom in the advice of fellow hikers and leaders should surround themselves with competent colleagues that will help him/her stay on the straight and narrow.

Don't get me wrong with this post. There are times to take risks as a leader. There are those opportunities to take that involve something new and novel and different. But I think an effective leader respects the environment enough to know when the risk is appropriate and when it is not. Starting a 14-mile hike with just a little water at 11:00 am in God's Canyon is a foolish life and death risk. But climbing to the top of Ribbon Falls to see the view below, is a risk well worth taking with benefits that are absolutely beautiful. A risk in the appropriate environment can result in significant growth and huge strides. The key is to understand and to respect the setting.

Leadership Insights from God's Canyon Pt 2

A recent rim-to-rim hike in the Grand Canyon filled my mind with reflection and evaluation. My four-day hike with good friends was perfect in so many ways. The weather was amazing with crystal blue skies during the day and too many stars to count each night. I was awakened each night by the light of the moon. In the day the sun was hot, but the shade brought relief and refreshment. My back-pack was manageable and my shoes were comfortable (despite several blisters caused by good hard hiking). I have almost decided to offer the trip as a leadership class to interested high school students. So many leadership principles became evident as we experienced the adventure of God's Canyon.

One leadership insight that the canyon provided was the essential need for shade. Many people have died in the canyon because of the heat of the sun. The temperatures rose close to 120 degrees each day. But we stopped at three little oases (Cottonwood, Phantom Ranch, and Indian Gardens), each providing some wonderful shade from the blistering sun. A cool (no make that cold) stream wound its way through the campsites and dipping your feet, legs, and even your whole body in the stream made the temperature bearable if not even comfortable. The same is true of leadership, the environment can get very hot. Emotional temperatures can rise, financial environments can heat up, and the pressures of business and ministry can get to blistering levels. And so, every good leader has discovered a place of shade... a cool stream of refreshment. The shade might be a colleague that can provide a different perspective... or a co-worker with a great sense of humor that makes you laugh...or a walk around the campus – away from the office – filled with fresh air and prayer. That cool stream could be a nice glass of lemonade and five minutes to close your eyes and collect your thoughts.... or allowing the powerful words of Jesus to flood over your soul... or a phone call to your spouse (or one of your children) in order to hear the words of unconditional love. Shade and the cool stream in the midst of rocky cliffs is so essential to the effective leader.

A second insight involves water. I like the taste of water, but it takes on a different dimension in the bottom of God's Canyon. It not only tastes great, but it fills your body with strength and life. Since we carried all of our food and my goal was to travel light, I was as wise as possible in my choice of sustenance. I took tuna in aluminum pouches for dinner, power bars and trail mix for breaks along the path, and fruit bars for breakfast. The variety was not all that great, but the food and water tasted so good after a long hike. Lots of water (with Gatorade packets) kept me hydrated and those power bars gave me the energy I needed for the walk. In the canyon of the organization and the maze of leadership, water and food are imperative. As the Psalmist once said, “As the deer pants for water, so my soul thirsts for You.” Jesus said, “I am the living water. Whoever drinks of me will never thirst again.” Taking time to spend in the presence of God is as important to leaders as water is for human existence. Prayer, reflection, meditation, and Bible study strengthens the soul with life. Jesus also said, “Man does not live on bread alone, but on every word that comes from the mouth of God.” Just as it is foolish to hike in the sun of the canyon without food and water, so it is folly to enter the role of leader without the bread and water that comes from spending time with the Savior and God of our souls.

A final thought brings a smile to my face. Laughter keeps things in perspective. While we were on the trail, we were pretty focused as a team of hikers. Walking alongside of cliffs rising hundreds of feet above the canyon floor was not a time to goof around. But when we took a break along the path and when we finally arrived a camp, laughter was the medicine needed for tired feet and sore muscles. We laughed about the events of the day, the crazy squirrels that wanted our food, and mice that visited us at camp at dusk. I love to laugh and so often I find it to be soothing to my heart and mind. An effective leader should (in my opinion) develop a rich sense of humor and an ability to laugh at him/herself. A good laugh can purge stress and serve as a release for tension and pressure. I have seen an awkward discussion brought to ease through humor. I have been part of an emotionally charged debate that ended with peace and laughter as a result of a tasteful interjection of humor. Laughter simply puts life into a proper context. Leaders should never leave home without it.

Leadership Insights from God's Canyon

I have just returned to Ohio from a four-day hike in the Grand Canyon. It was one of those experiences that escape the capacity to define in words. Five of us hiked from rim to rim, starting on the North Rim and ending up four days later on the top of the South Rim. The night before the hike began the temperature got down to the low 30's. At the end of the second day the temperature reached 120 degrees at Phantom Ranch at the bottom of the canyon. Having never been to God's Canyon before I expected it to be barren with rocks, snakes, scorpions, and no water. Instead I was amazed at how beautiful in was, as it painted a portrait of incredible colors. Trees, wild flowers, a crystal-clear creek, and a view that takes your breath away filled every step of the adventure. Most of the wildlife of the canyon stayed away from this bald man, but I did see lots of lizards, mice, squirrels, and birds. A gorgeous deer graced our presence one morning and the California Condors welcomed us to the South Rim (hoping we might die on the assent I'm sure). Although the sun was blazing in the afternoon, it created countless color schemes as it lit up the rock strata in a variety of ways. And the rock came in a palette of color as well - from jet black, to shiny white, to deep red, to every shade of brown one can imagine.

Not only was there a sight to behold continually, but there were so many leadership principles that shouted to me as I hiked this inspiring journey. The first that comes to my mind as I reflect on my four-day adventure is a statement made by Peter Senge in the Fifth Disciple (1990). He stated that, "The journey is the reward." I am confident that we could have made the hike faster - we might have been able to complete the trip in three, maybe even two days, but I am so glad that we did not. Each step of the way was filled with inspiring surroundings. The color, the mountain air, the cool stream, and the walls of the canyon made the hike a glorious experience. I have hiked many miles in the mountains, but this was not as much about the hike as it was the location. The same is so true of leadership. The true reward of leadership is not the final destination or the goal of the organization, but rather the journey itself: the people... the challenge... the change... the transformation of the plan into reality.

Another great leadership concept that became a focus for me in God's Canyon was "don't forget to look where you've been." Jeremy, one of my buddies on the hike, told me before we entered the canyon to be sure to stop often and turn around and look at the view from behind. Wow, was he right.... and I turned around a lot. Some of the most incredible views of the trip came from looking at where I had just hiked. In leadership, some of the most encouraging times occur when the organization pauses and looks back at the progress and improvements over years past. We can't live in the past, nor do we find complacency in the rear mirror view, but we can often find such motivation from a glance over the shoulder. This past year, the organization I am part of dissolved $7+ million in debt. We are not free of financial challenges, but a look backward at the incredible faithfulness of God increases my faith and excites me about the future.

One more leadership insight from God's Canyon and I will sign off for the day. (Because the trip was filled with impressions and ideas, I will most likely post some more canyon thoughts in days ahead). Throughout the hike we passed over a number of bridges. Without these bridges we would have had a difficult if not impossible journey. Connecting one side of the gorge to the other. the bridge allowed us to cross safely to our destination. The bridge over the Colorado River was particularly significant allowing us to begin our assent out of the canyon. To forge the river on our own would have been extremely dangerous (and for this bald, old guy... a fight against death itself). I see the leader as either a bridge or a dangerous river. Some collaborative servant leaders allow the organization to use their authority and position to cross over to greater success and focus. Other individuals make change and movement so difficult that it is tough not to be caught in the rapids and swept away downstream. Lord, help me be a bridge.