Orrin Woodward on LIFE & Leadership

Inc Magazine Top 20 Leader shares his personal, professional, and financial secrets.

  • Orrin Woodward

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    Former Guinness World Record Holder for largest book signing ever, Orrin Woodward is a NY Times bestselling author of And Justice For All along with RESOLVED & coauthor of LeaderShift and Launching a Leadership Revolution. His books have sold over one million copies in the financial, leadership and liberty fields. RESOLVED: 13 Resolutions For LIFE made the Top 100 All-Time Best Leadership Books and the 13 Resolutions are the framework for the top selling Mental Fitness Challenge personal development program.

    Orrin made the Top 20 Inc. Magazine Leadership list & has co-founded two multi-million dollar leadership companies. Currently, he serves as the Chairman of the Board of the LIFE. He has a B.S. degree from GMI-EMI (now Kettering University) in manufacturing systems engineering. He holds four U.S. patents, and won an exclusive National Technical Benchmarking Award.

    This blog is an Alltop selection and ranked in HR's Top 100 Blogs for Management & Leadership.

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Noel Tichy – Leaders Developing Leaders

Posted by Orrin Woodward on March 3, 2008

Here is a superb interview with Noel Tichy from Computerworld in 2006.  I believe Dr. Tichy captures the essence of the Team difference in this interview.  The leaders on the Team have developed a Teachable Point of View (TPOV) and recognize that true leadership is developing other leaders.  This is one of the main reasons why I believe we will go to millions of people—the leaders recognize their calling is to build others as well as themselves.  I love the quote by Dr. Tichy, “The job of a leader is to win today while making the organization better for tomorrow.”  Are you developing as a leader?  As a leader, are you developing other leaders?  The Team is Launching a Leadership Revolution and it starts with you!  How many parallels do you see between what Professor Tichy teaches and what the Team teaches?  God Bless, Orrin WoodwardNoel Tichy Quote picture

 

A lot of leadership advice is too high-minded to be readily applied. But not the advice of Noel Tichy, former head of General Electric Co.’s famed leadership development center, Crotonville, as well as a professor of organization and management at the University of Michigan. Tichy has also written many leadership books, including Cycle of Leadership and The Leadership Engine. Tichy’s focus is on what leaders can do to ensure that they develop other leaders while still yielding a business return. Computerworld contributing writer Mary Brandel asked Tichy to pass along some wisdom to today’s IT leaders.

 

What is the best thing a leader can do?

 

Be a teacher and develop other leaders while the organization keeps winning. The worst people in the world to do this are consultants, professionals and training staff. It is up to the leaders of an organization to be the teachers. Only small minorities of leaders do this, but the ones who do are role models. And they don’t teach Harvard Business School cases; they get their leaders to work on real projects as part of their development. This is what former CEO Jack Welch and now Jeff Immelt at GE do. GE has sent teams to Southeast Asia to look for acquisitions and to Korea to assess the GE strategy. Roger Enrico, former CEO at PepsiCo, sponsored over 200 growth projects at Pepsi that resulted in over $2 billion in new revenue growth.

 

What is the worst thing a leader can do?

 

Not develop other leaders. We have a terrible track record in the U.S. on this front. At the CEO level, it means not having a successor, thus indicating a broken leadership pipeline. Think of the examples: John Akers gets fired at IBM, and they have to go outside the organization to get Gerstner. Merck had to go outside and get Ray Gilmartin, who failed. HP went outside twice: Fiorina, who failed, and then Hurd came in from NCR. The job of a leader is to win today while making the organization better for tomorrow.

 

What is the most important lesson you’ve learned as a leader of leaders?

 Noel Tichy picture

I learned the most from Jack Welch at GE. In the mid-1980s, I left the University of Michigan for two years to transform the GE Leadership Development Center — then a 30-year-old corporate university — into an action learning platform for change. Then, because the center only dealt with about 5,000 of GE’s 320,000 employees per year, we needed ways of getting everyone engaged, so Welch and a team of us launched Work-Out, a program in which line executives ran their own workshops on leading change. We also developed a program that prepared the top 10,000 GE leaders to teach and lead change. The point is that organizations need multiple mechanisms of leading and teaching that along the way must yield growth and/or productivity improvements.

  

What is the most important thing you try to teach leaders?

 

I try to teach them to articulate what I call their “teachable point of view.” That is, what are their strategic ideas for their organization? What values do they expect members of the organization to exhibit? What is their emotional energy, in terms of energizing thousands of people around their ideas and values? And what is their edge — how do they plan to make the tough yes/no calls on business and people issues? In addition, I help them design and prepare them to teach multiday workshops with their own people.

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A Christian Manifesto – Francis Schaeffer

Posted by Orrin Woodward on March 2, 2008

For our Sunday edition of the Leadership blog, I would like to share the late Francis Schaeffer – one of my all-time favorite authors.  Whether a person is a Christian or not—the thinking of Francis Schaeffer in the areas of history, art, philosophy and theology—is second to none.  This address was delivered by Dr. Schaeffer in 1982 at the Coral Ridge Presbyterian Church, Fort Lauderdale, Florida. It is based on one of his books, called the Christian Manifesto.  Being a Christian was more than just having a title to Dr. Schaffer and he has inspired many others to live out the truth of the Christian life.  The Christian Manifesto is an appeal for Christians everywhere to be the salt and light in their communities.  Take your time and think deeply on what Dr. Schaeffer is saying.  A rejection of God creates many other unforeseen catastrophic consequences in a society.  I believe strongly the Team will play a major part in bringing absolute values back to society.   When a community honors God—God honors the community.  God will raise up a group of leaders!  Why not us, why not now?  God Bless, Orrin Woodward

 

Crime Abortion Illegitimacy Rate pictureChristians, in the last 80 years or so, have only been seeing things as bits and pieces which have gradually begun to trouble them and others, instead of understanding that they are the natural outcome of a change from a Christian World View to a Humanistic one; things such as over-permissiveness, pornography, the problem of the public schools, the breakdown of the family, abortion, infanticide (the killing of newborn babies), increased emphasis upon the euthanasia of the old and many, many other things.

 

All of these things and many more are only the results. We may be troubled with the individual thing, but in reality we are missing the whole thing if we do not see each of these things and many more as only symptoms of the deeper problem. And that is the change in our society, a change in our country, a change in the Western world from a Judeo-Christian consensus to a Humanistic one. That is, instead of the final reality that exists being the infinite creator God; instead of that which is the basis of all reality being such a creator God, now largely, all else is seen as only material or energy which has existed forever in some form, shaped into its present complex form only by pure chance.

 

I want to say to you, those of you who are Christians or even if you are not a Christian and you are troubled about the direction that our society is going in, that we must not concentrate merely on the bits and pieces. But we must understand that all of these dilemmas come on the basis of moving from the Judeo-Christian world view — that the final reality is an infinite creator God — over into this other reality which is that the final reality is only energy or material in some mixture or form which has existed forever and which has taken its present shape by pure chance.

 

The word Humanism should be carefully defined. We should not just use it as a flag, or what younger people might call a “buzz” word. We must understand what we are talking about when we use the word Humanism. Humanism means that the man is the measure of all things. Man is the measure of all things. If this other final reality of material or energy shaped by pure chance is the final reality, it gives no meaning to life. It gives no value system. It gives no basis for law, and therefore, in this case, man must be the measure of all things. So, Humanism properly defined, in contrast, let us say, to the humanities or humanitarianism, (which is something entirely different and which Christians should be in favor of) being the measure of all things, comes naturally, mathematically, inevitably, certainly. If indeed the final reality is silent about these values, then man must generate them from himself.

 

So, Humanism is the absolute certain result, if we choose this other final reality and say that is what it is. You must realize that when we speak of man being the measure of all things under the Humanist label, the first thing is that man has only knowledge from himself. That he, being finite, limited, very faulty in his observation of many things, yet nevertheless, has no possible source of knowledge except what man, beginning from himself, can find out from his own observation. Specifically, in this view, there is no place for any knowledge from God.

 

But it is not only that man must start from himself in the area of knowledge and learning, but any value system must come arbitrarily from man himself by arbitrary choice. More frightening still, in our country, at our own moment of history, is the fact that any basis of law then becomes arbitrary — merely certain people making decisions as to what is for the good of society at the given moment.

 

Now this is the real reason for the breakdown in morals in our country. It’s the real reason for the breakdown in values in our country, and it is the reason that our Supreme Court now functions so thoroughly upon the fact of arbitrary law. They have no basis for law that is fixed, therefore, like the young person who decides to live hedonistically upon their own chosen arbitrary values, society is now doing the same thing legally. Certain few people come together and decide what they arbitrarily believe is for the good of society at the given moment, and that becomes law.

 

The world view that the final reality is only material or energy shaped by pure chance, inevitably, (that’s the next word I would bring to you ) mathematically — with mathematical certainty — brings forth all these other results which are in our country and in our society which have led to the breakdown in the country — in society — and which are its present sorrows. So, if you hold this other world view, you must realize that it is inevitable that we will come to the very sorrows of relativity and all these other things that are so represented in our country at this moment of history.

 

It should be noticed that this new dominant world view is a view which is exactly opposite from that of the founding fathers of this country. Now, not all the founding fathers were individually, personally, Christians. That certainly is true. But, nevertheless, they founded the country on the base that there is a God who is the Creator (now I come to the next central phrase) who gave the inalienable rights.

 

We must understand something very thoroughly. If society — if the state gives the rights, it can take them away — they’re not inalienable. If the states give the rights, they can change them and manipulate them. But this was not the view of the founding fathers of this country. They believed, although not all of them were individual Christians, that there was a Creator and that this Creator gave the inalienable rights — this upon which our country was founded and which has given us the freedoms which we still have — even the freedoms which are being used now to destroy the freedoms.

 

The reason that these freedoms were there is because they believed there was somebody who gave the inalienable rights. But if we have the view that the final reality is material or energy which has existed forever in some form, we must understand that this view never, never, never would have given the rights which we now know and which, unhappily, I say to you (those of you who are Christians) that too often you take all too much for granted. You forget that the freedoms which we have in northern Europe after the Reformation (and the United States is an extension of that, as would be Australia or Canada, New Zealand, etc.) are absolutely unique in the world.

 

Occasionally, some of you who have gone to universities have been taught that these freedoms are rooted in the Greek city-states. That is not the truth. All you have to do is read Plato’s Republic and you understand that the Greek city-states never had any concept of the freedoms that we have. Go back into history. The freedoms which we have (the form / freedom balance of government) are unique in history and they are also unique in the world at this day.

 

A fairly recent poll of the 150 some countries that now constitute the world shows that only 25 of these countries have any freedoms at all. What we have, and take so poorly for granted, is unique. It was brought forth by a specific world view and that specific world view was the Judeo-Christian world view especially as it was refined in the Reformation, putting the authority indeed at a central point — not in the Church and the state and the Word of God, but rather the Word of God alone. All the benefits which we know — I would repeat — which we have taken so easily and so much for granted, are unique. They have been grounded on the certain world view that there was a Creator there to give inalienable rights. And this other view over here, which has become increasingly dominant, of the material-energy final world view (shaped by pure chance) never would have, could not, has, no basis of values, in order to give such a balance of freedom that we have known so easily and which we unhappily, if we are not careful, take so for granted.

 

We are now losing those freedoms and we can expect to continue to lose them if this other world-view continues to take increased force and power in our county. We can be sure of this. I would say it again — inevitably, mathematically, all of these things will come forth. There is no possible way to heal the relativistic thinking of our own day, if indeed all there is is a universe out there that is silent about any values. None, whatsoever! It is not possible. It is a loss of values and it is a loss of freedom which we may be sure will continually grow.

 

A good illustration is in the public schools. This view is taught in our public schools exclusively — by law. There is no other view that can be taught. I’ll mention it a bit later, but by law there is no other view that can be taught. By law, in the public schools, the United States of America in 1982, legally there is only one view of reality that can be taught. I’ll mention it a bit later, but there is only one view of reality that can be taught, and that is that the final reality is only material or energy shaped by pure chance.

 

It is the same with the television programs. Public television gives us many things that many of us like culturally, but is also completely committed to a propaganda position that the last reality is only material / energy shaped by pure chance. Clark’s Civilization, Brunowski, The Ascent of Man, Carl Sagan’s Cosmos — they all say it. There is only one final view of reality that’s possible and that is that the final reality is material or energy shaped by pure chance.

 

It is about us on every side, and especially the government and the courts have become the vehicle to force this anti-God view on the total population. It’s exactly where we are.

 

The abortion ruling is a very clear one. The abortion ruling, of course, is also a natural result of this other world view because with this other world view, human life — your individual life — has no intrinsic value. You are a wart upon the face of an absolutely impersonal universe. Your aspirations have no fulfillment in the “what-isness” of what is. Your aspirations damn you. Many of the young people who come to us understand this very well because their aspirations as Humanists have no fulfillment, if indeed the final reality is only material or energy shaped by pure chance.

 

The universe cannot fulfill anything that you say when you say, “It is beautiful”; “I love”; “It is right”; “It is wrong.” These words are meaningless words against the backdrop of this other world view. So what we find is that the abortion case should not have been a surprise, because it boiled up out of, quite naturally, (I would use the word again) mathematically, this other world view. In this case, human life has no distinct value whatsoever, and we find this Supreme Court in one ruling overthrew the abortion laws of all 50 states, and they made this form of killing human life (because that’s what it is) the law. The law declared that this form of killing human life was to be accepted, and for many people, because they had no set ethic, when the Supreme Court said that it was legal, in the intervening years, it has become ethical.

 

The courts of this country have forced this view and its results on the total population. What we find is that as the courts have done this, without any longer that which the founding fathers comprehended of law (A man like Blackstone, with his Commentaries, understood, and the other lawgivers in this country in the beginning): That there is a law of God which gives foundation. It becomes quite natural then, that they would also cut themselves loose from a strict constructionism concerning the Constitution.

 

Everything is relative. So as you cut yourself loose from the Law of God, in any concept whatsoever, you also soon are cutting yourself loose from a strict constructionism and each ruling is to be seen as an arbitrary choice by a group of people as to what they may honestly think is for the sociological good of the community, of the country, for the given moment.

 

Now, along with that is the fact that the courts are increasingly making law and thus we find that the legislatures’ powers are increasingly diminished in relationship to the power of the courts. Now the pro-abortion people have been very wise about this in the last, say, 10 years, and Christians very silly. I wonder sometimes where we’ve been because the pro-abortion people have used the courts for their end rather than the legislatures — because the courts are not subject to the people’s thinking, nor their will, either by election or by a re-election. Consequently, the courts have been the vehicle used to bring this whole view and to force it on our total population. It has not been largely the legislatures. It has been rather, the courts.

 

The result is a relativistic value system. A lack of a final meaning to life — that’s first. Why does human life have any value at all, if that is all that reality is? Not only are you going to die individually, but the whole human race is going to die, someday. It may not take the falling of the atom bombs, but someday the world will grow too hot, too cold. That’s what we are told on this other final reality, and someday all you people not only will be individually dead, but the whole conscious life on this world will be dead, and nobody will see the birds fly. And there’s no meaning to life.

 

As you know, I don’t speak academically, shut off in some scholastic cubicle, as it were. I have lots of young people and older ones come to us from the ends of the earth. And as they come to us, they have gone to the end of this logically and they are not living in a romantic setting. They realize what the situation is. They can’t find any meaning to life. It’s the meaning to the black poetry. It’s the meaning of the black plays. It’s the meaning of all this. It’s the meaning of the words “punk rock.” And I must say that on the basis of what they are being taught in school, that the final reality is only this material thing, they are not wrong. They’re right! On this other basis there is no meaning to life and not only is there no meaning to life, but there is no value system that is fixed, and we find that the law is based then only on a relativistic basis and that law becomes purely arbitrary.

 

And this is brought to bear, specifically, and perhaps most clearly, in the public schools (I’ll come to that now) in this country. In the courts of this country, they are saying that it’s absolutely illegal, from the lowest grades up through university, for the public schools of this country to teach any other world view except this world view of final material or energy. Now this is done, no matter what the parents may wish. This is done regardless of what those who pay the taxes for their schools may wish. I’m giving you an illustration, as well as making a point. The way the courts force their view, and this false view of reality on the total population, no matter what the total population wants.

 

We find that in the January 18 — just recently — Time magazine, there was an article that said there was a poll that pointed out that about 76% of the people in this country thought it would be a good idea to have both creation and evolution taught in the public schools. I don’t know if the poll was accurate, but assuming that the poll was accurate, what does it mean? It means that your public schools are told by the courts that they cannot teach this, even though 76% of the people in the United States want it taught. I’ll give you a word. It’s TYRANNY. There is no other word that fits at such a point.

 

And at the same time we find the medical profession has radically changed. Dr. Koop, in our seminars for Whatever Happened to the Human Race, often said that (speaking for himself), “When I graduated from medical school, the idea was ‘how can I save this life?’ But for a great number of the medical students now, it’s not, ‘How can I save this life?’, but ‘Should I save this life?'”

 

Believe me, it’s everywhere. It isn’t just abortion. It’s infanticide. It’s allowing the babies to starve to death after they are born—if they do not come up to some doctor’s concept of a quality of life worth living. I’ll just say in passing — and never forget it – it takes about 15 days, often, for these babies to starve to death. And I’d say something else that we haven’t stressed enough. In abortion itself, there is no abortion method that is not painful to the child — just as painful that month before birth as the baby you see a month after birth in one of these cribs down here that I passed — just as painful.

 

So what we find then, is that the medical profession has largely changed — not all doctors. I’m sure there are doctors here in the audience who feel very, very differently, who feel indeed that human life is important and you wouldn’t take it, easily, wantonly. But, in general, we must say (and all you have to do is look at the TV programs), all you have to do is hear about the increased talk about allowing the Mongoloid child — the child with Down’s Syndrome — to starve to death if it’s born this way. Increasingly, we find on every side the medical profession has changed its views. The view now is, “Is this life worth saving?”

 

I look at you… You’re an older congregation than I am usually used to speaking to. You’d better think, because — this — means — you! It does not stop with abortion and infanticide. It stops at the question, “What about the old person? Is he worth hanging on to?” Should we, as they are doing in England in this awful organization, EXIT, teach older people to commit suicide? Should we help them get rid of them because they are an economic burden, a nuisance? I want to tell you, once you begin chipping away the medical profession… The intrinsic value of the human life is founded upon the Judeo-Christian concept that man is unique because he is made in the image of God, and not because he is well, strong, a consumer, a sex object or any other thing. That is where whatever compassion this country has is, and certainly it is far from perfect and has never been perfect. Nor out of the Reformation has there been a Golden Age, but whatever compassion there has ever been, it is rooted in the fact that our culture knows that man is unique, is made in the image of God. Take it away, and I just say gently, the stopper is out of the bathtub for all human life.

 

The January 11 Newsweek has an article about the baby in the womb. The first 5 or 6 pages are marvelous. If you haven’t seen it, you should see if you can get that issue. It’s January 11 and about the first 5 or 6 pages show conclusively what every biologist has known all along, and that is that human life begins at conception. There is no other time for human life to begin, except at conception. Monkey life begins at conception. Donkey life begins at conception. And human life begins at conception. Biologically, there is no discussion — never should have been — from a scientific viewpoint. I am not speaking of religion now. And this 5 or 6 pages very carefully goes into the fact that human life begins at conception. But you flip the page and there is this big black headline, “But is it a person?” And I’ll read the last sentence, “The problem is not determining when actual human life begins, but when the value of that life begins to out weigh other considerations, such as the health or even the happiness of the mother.”

 

We are not just talking about the health of the mother (it’s a propaganda line), or even the happiness of the mother. Listen! Spell that out! It means that the mother, for her own hedonistic happiness — selfish happiness — can take human life by her choice, by law. Do you understand what I have said? By law, on the basis of her individual choice of what makes her happy. She can take what has been declared to be, in the first five pages [of the article], without any question, human life. In other words, they acknowledge that human life is there, but it is an open question as to whether it is not right to kill that human life if it makes the mother happy.

 

And basically that is no different than Stalin, Mao, or Hitler, killing who they killed for what they conceived to be the good of society. There is absolutely no line between the two statements — no absolute line, whatsoever. One follows along: Once that it is acknowledged that it is human life that is involved (and as I said, this issue of Newsweek shows conclusively that it is) the acceptance of death of human life in babies born or unborn, opens the door to the arbitrary taking of any human life. From then on, it’s purely arbitrary.

 

It was this view that opened the door to all that followed in Germany prior to Hitler. It’s an interesting fact here that the only Supreme Court in the Western World that has ruled against easy abortion is the West German Court. The reason they did it is because they knew, and it’s clear history, that this view of human life in the medical profession and the legal profession combined, before Hitler came on the scene, is what opened the way for everything that happened in Hitler’s Germany. And so, the German Supreme Court has voted against easy abortion because they know — they know very well where it leads.

 

I want to say something tonight. Not many of you are black in this audience. I can’t tell if you are Puerto Rican. But if I were in the minority group in this country, tonight, I would be afraid. I’ve had big gorgeous blacks stand up in our seminars and ask, “Sir, do you think there is a racial twist to all this?” And I have to say, “Right on! You’ve hit it right on the head!” Once this door is opened, there is something to be afraid of. Christians should be deeply concerned, and I cannot understand why the liberal lawyer of the Civil Liberties Union is not scared to death by this open door towards human life. Everyone ought to be frightened who knows anything about history — anything about the history of law, anything about the history of medicine. This is a terrifying door that is open.

 

Abortion itself would be worth spending much of our lifetimes to fight against, because it is the killing of human life, but it’s only a symptom of the total. What we are facing is Humanism: Man, the measure of all things — viewing final reality being only material or energy shaped by chance — therefore, human life having no intrinsic value — therefore, the keeping of any individual life or any groups of human life, being purely an arbitrary choice by society at the given moment.

 

The flood doors are wide open. I fear both they, and too often the Christians, do not have just relativistic values (because, unhappily, Christians can live with relativistic values) but, I fear, that often such people as the liberal lawyers of the Civil Liberties Union and Christians, are just plain stupid in regard to the lessons of history. Nobody who knows his history could fail to be shaken at the corner we have turned in our culture. Remember why: because of the shift in the concept of the basic reality!

 

Now, we cannot be at all surprised when the liberal theologians support these things, because liberal theology is only Humanism using theological terms, and that’s all it ever was, all the way back into Germany right after the Enlightenment. So when they come down on the side of easy abortion and infanticide, as some of these liberal denominations as well as theologians are doing, we shouldn’t be surprised. It follows as night after day.

 

I have a question to ask you, and that is: Where have the Bible-believing Christians been in the last 40 years? All of this that I am talking about has only come in the last 80 years (I’m 70… I just had my birthday, so just 10 years older than I am). None of this was true in the United States. None of it! And the climax has all come within the last 40 years, which falls within the intelligent scope of many of you sitting in this room. Where have the Bible-believing Christians been? We shouldn’t be surprised the liberal theologians have been no help — but where have we been as we have changed to this other consensus and all the horrors and stupidity of the present moment has come down on out culture? We must recognize that this country is close to being lost. Not, first of all , because of the Humanist conspiracy — I believe that there are those who conspire, but that is not the reason this country is almost lost. This country is almost lost because the Bible-believing Christians, in the last 40 years, who have said that they know that the final reality is this infinite-personal God who is the Creator and all the rest, have done nothing about it as the consensus has changed. There has been a vast silence!

 

Christians of this country have simply been silent. Much of the Evangelical leadership has not raised a voice. As a matter of fact, it was almost like sticking pins into the Evangelical constituency in most places to get them interested in the issue of human life while Dr. Koop and Franky and I worked on Whatever Happened to the Human Race, a vast, vast silence.

 

I wonder what God has to say to us? All these freedoms we have. All the secondary blessings we’ve had out of the preaching of the Gospel and we have let it slip through our fingers in the lifetime of most of you here. Not a hundred years ago — it has been in our lifetime in the last 40 years that these things have happened.

 

It’s not only the Christian leaders. Where have the Christian lawyers been? Why haven’t they been challenging this change in the view of what the First Amendment means, which I’ll deal with in a second. Where have the Christian doctors been — speaking out against the rise of the abortion clinics and all the other things? Where have the Christian businessmen been — to put their lives and their work on the line concerning these things which they would say as Christians are central to them? Where have the Christian educators been — as we have lost our educational system? Where have we been? Where have each of you been? What’s happened in the last 40 years?

 

This country was founded on a Christian base with all its freedom for everybody. Let me stress that. This country was founded on a Christian base with all its freedom for everybody, not just Christians, but all its freedom for everyone. And now, this is being largely lost. We live not ten years from now, but tonight, in a Humanistic culture and we are rapidly moving at express train speed into a totally Humanistic culture. We’re close to it. We are in a Humanistic culture, as I point out in the public schools and these other things, but we are moving toward a TOTALLY Humanistic culture and moving very quickly.

 

I would repeat at this place about our public schools because it’s worth saying. Most people don’t realize something. Communism, you know, is not basically an economic theory. It’s materialistic communism, which means that at the very heart of the Marx, Engels, Lenin kind of communism (because you have to put all three together to really understand) is the materialistic concept of the final reality. That is the base for all that occurs in the communist countries.

 

I am wearing a Solidarity pin — in case you wonder what this is on my lapel. We had two young men from L’Abri take in an 8 ton truck of food into Poland — very bad weather — they almost were killed on the roads. They got in just three days before the crackdown. We, of L’Abri, have taken care of small numbers of each successive wave of Europeans who have been persecuted in the communist nations, the Hungarians, Czechoslovakians, now the Poles. A dear wonderful Christian schoolteacher that we love very much (she’s a wonderful, wonderful Christian young woman, brilliant as brilliant, and she studied at L’Abri for a long time and she was one of the contact points for the destination of the food) — thought that the crackdown might come. So she sent me out this Solidarity pin. This wasn’t made in Newark! This came from Poland. I have a hope. I hope I can wear it until I can hand it back to her and she can wear it again in Poland. That’s my hope! But all the oppression you have ever heard of in Mao’s China, Stalin’s day, Poland, Czechoslovakia — any place that you can name it — Afghanistan — all the oppression is the automatic, the mechanical certainty, that comes from having this other world view of the final reality only being material or energy shaped by pure chance. That’s where it comes from.

 

And what about our schools? I think I should stress again! By law, you are no more allowed to teach religious values and religious views in our public schools than you are in the schools of Russia tonight. We don’t teach Marxism over here in most of our schools, but as far as all religious teaching (except the religion of Humanism, which is a different kind of a thing) it is just as banned by law from our schools, and our schools are just as secular as the schools in Soviet Russia — just exactly! Not ten years from now. Tonight!

 

Congress opens with prayer. Why? Because Congress always is opened with prayer. Back there, the founding fathers didn’t consider the 13 provincial congresses that sent representatives to form our country in Philadelphia really open until there was prayer. The Congress in Washington, where Edith and I have just been, speaking to various men in political areas and circles — that Congress is not open until there is prayer. It’s illegal, in many places, for youngsters to merely meet and pray on the geographical location of the public schools. I would repeat, we are not only immoral, we’re stupid. I mean that. I don’t know which is the worst: being immoral or stupid on such an issue. We are not only immoral, we are stupid for the place we have allowed ourselves to come to without noticing.

 

I would now repeat again the word I used before. There is no other word we can use for our present situation that I have just been describing, except the word TYRANNY! TYRANNY! That’s what we face! We face a world view which never would have given us our freedoms. It has been forced upon us by the courts and the government — the men holding this other world view, whether we want it or not, even though it’s destroying the very freedoms which give the freedoms for the excesses and for the things which are wrong.

 

We, who are Christians, and others who love liberty, should be acting in our day as the founding fathers acted in their day. Those who founded this country believed that they were facing tyranny. All you have to do is read their writings. That’s why the war was fought. That’s why this country was founded. They believed that God never, never, never wanted people to be under tyrannical governments. They did it not as a pragmatic or economic thing, though that was involved too, I guess, but for principle. They were against tyranny, and if the founding fathers stood against tyranny, we ought to recognize, in this year 1982, if they were back here and one of them was standing right here, he would say the same thing — what you are facing is tyranny. The very kind of tyranny we fought, he would say, in order that we might escape.

 

And we face a very hidden censorship. Every once in a while, as soon as we begin to talk about the need of re-entering Christian values into the discussion, someone shouts “Khomeni.” Someone says that what you are after is theocracy. Absolutely not! We must make absolutely plain, we are not in favor of theocracy, in name or in fact. But, having said that, nevertheless, we must realize that we already face a hidden censorship — a hidden censorship in which it is impossible to get the other world view presented in something like public television. It’s absolutely impossible.

 

I could give you a couple of examples. I’ll give you one because it’s so close to me. And that is, that after we made Whatever Happened to the Human Race, Franky made an 80 minute cutting for TV of the first 3 episodes (and people who know television say that it’s one of the best television films they have ever seen technically, so that’s not a problem). Their representative presented it to a director of public television, and as soon as she heard (It happened to be a woman. I’m sure that’s incidental.) that it was against abortion, she said, “We can’t show that. We only shoe things that give both sides.” And, at exactly the same time, they were showing that abominable Hard Choices, which is just straight propaganda for abortion. As I point out, the study guide that went with it (as I quote it in Christian Manifesto [the book] with a long quote) was even worse. It was saying that the only possible view of reality was this material thing — this material reality. They spelled it out in that study guide more clearly than I have tonight as to what the issue is. They said, “that’s it!” What do you call that? That’s hidden censorship.

 

Dr. Koop, one of the great surgeons of the world, when he was nominated as Surgeon General, much of the press (printed) great swelling things against him — a lot of them not true, a lot of them twisted. Certainly though, lots of space was made for trying to not get his nomination accepted. When it was accepted though, I looked like mad in some of the papers, and in most of them what I found was about one inch on the third page that said that Dr. Koop had been accepted. What do you call that? Just one thing: hidden censorship.

 

You must realize that this other view is totally intolerant. It is totally intolerant. I do not think we are going to get another opportunity if we do not take it now in this country. I would repeat, we are a long way down the road. I do not think we are going to get another opportunity. If the Christians, specifically, but others also, who love liberty, do not do something about it now, I don’t believe your grandchildren are going to get a chance. In the present so-called conservative swing in the last election, we have an opportunity, but we must remember this, and I would really brand this into your thinking: A conservative Humanism is no better than a liberal Humanism. It’s the Humanism that is wrong, not merely the coloration. And therefore, at the present moment, what we must insist on, to people in our government who represent us, is that we do not just end with words. We must see, at the present opportunity, if it continues, a real change. We mustn’t allow it to just drift off into mere words.

 

Now I want to say something with great force, right here. What I have been talking about, whether you know it or not, is true spirituality. This is true spirituality. Spirituality, after you are a Christian and have accepted Christ as your Savior, means that Christ is the Lord of ALL your life — not just your religious life, and if you make a dichotomy in these things, you are denying your Lord His proper place. I don’t care how many butterflies you have in your stomach, you are poor spiritually. True spirituality means that the Lord Jesus Christ is the Lord of all of life, and except for the things that He has specifically told us in the Bible are sinful and we’ve set them aside — all of life is spiritual and all of life is equally spiritual. That includes (as our forefathers did) standing for these things of freedom and standing for these things of human life and all these other matters that are so crucial, if indeed, this living God does exist as we know that He does exist.

 

We have forgotten our heritage. A lot of the evangelical complex like to talk about the old revivals and they tell us we ought to have another revival. We need another revival — you and I need revival. We need another revival in our hearts. But they have forgotten something. Most of the Christians have forgotten and most of the pastors have forgotten something. That is the factor that every single revival that has ever been a real revival, whether it was the great awakening before the American Revolution; whether it was the great revivals of Scandinavia; whether it was Wesley and Whitefield; wherever you have found a great revival, it’s always had three parts. First, it has called for the individual to accept Christ as Savior, and thankfully, in all of these that I have named, thousands have been saved. Then, it has called upon the Christians to bow their hearts to God and really let the Holy Spirit have His place in fullness in their life. But there has always been, in every revival, a third element. It has always brought SOCIAL CHANGE!

 

Cambridge historians who aren’t Christians would tell you that if it wasn’t for the Wesley revival and the social change that Wesley’s revival had brought, England would have had its own form of the French Revolution. It was Wesley saying people must be treated correctly and dealing down into the social needs of the day that made it possible for England to have its bloodless revolution in contrast to France’s bloody revolution.

 

The Wall Street Journal, not too long ago, and I quote it again in A Christian Manifesto, pointed out that it was the Great Awakening, that great revival prior to the founding of the United States, that opened the way and prepared for the founding of the United States. Every one of the great revivals had tremendous social implications. What I am saying is, that I am afraid that we have forgotten our heritage, and we must go on even when the cost is high.

 

I think the Church has failed to meet its obligation in these last 40 years for two specific reasons. The first is this false, truncated view of spirituality that doesn’t see true spirituality touching all of life. The other thing is that too many Christians, whether they are doctors, lawyers, pastors, evangelists — whatever they are — too many of them are afraid to really speak out because they did not want to rock the boat for their own project. I am convinced that these two reasons, both of which are a tragedy and really horrible for the Christian, are an explanation of why we have walked the road we have walked in the last 40 years.

 

We must understand, it’s going to cost you to take a stand on these things. There are doctors who are going to get kicked out of hospitals because they refuse to perform abortions; there are nurses that see a little sign on a crib that says, “Do not feed,” and they feed and they are fired. There’s a cost, but I’d ask you, what is loyalty to Christ worth to you? How much do you believe this is true? Why are you a Christian? Are you a Christian for some lesser reason, or are you a Christian because you know that this is the truth of reality? And then, how much do you love the Lord Jesus Christ? How much are you willing to pay the price for loyalty to the Lord Jesus?

 

We must absolutely set out to smash the lie of the new and novel concept of the separation of religion from the state which most people now hold and which Christians have just bought a bill of goods. This is new and this is novel. It has no relationship to the meaning of the First Amendment. The First Amendment was that the state would never interfere with religion. THAT’S ALL THE MEANING THERE WAS TO THE FIRST AMENDMENT. Just read Madison and the Spectator Papers if you don’t think so. That’s all it was!

 

Now we have turned it over and we have put it on its head and what we must do is absolutely insist that we return to what the First Amendment meant in the first place — not that religion can’t have an influence into society and into the state — not that. But we must insist that there’s a freedom that the First Amendment really gave. Now with this we must emphasize, and I said it, but let me say it again, we do not want a theocracy! I personally am opposed to a theocracy. On this side of the New Testament I do not believe there is a place for a theocracy ’till Jesus the King comes back. But that’s a very different thing while saying clearly we are not in favor of a theocracy in name or in fact, from where we are now, where all religious influence is shut out of the processes of the state and the public schools. We are only asking for one thing. We are asking for the freedom that the First Amendment guaranteed. That’s what we should be standing for. All we ask for is what the founding fathers of this country stood and fought and died for, and at the same time, very crucial in all this is standing absolutely for a high view of human life against the snowballing low view of human life of which I have been talking. This thing has been presented under the hypocritical name of choice. What does choice equal? Choice, as I have already shown, means the right to kill for your own selfish desires. To kill human life! That’s what the choice is that we’re being presented with on this other basis.

 

Now, I come toward the close, and that is that we must recognize something from the Scriptures, and that’s why I had that Scripture read that I had read tonight. When the government negates the law of God, it abrogates its authority. God has given certain offices to restrain chaos in this fallen world, but it does not mean that these offices are autonomous, and when a government commands that which is contrary to the Law of God, it abrogates its authority.

 

Throughout the whole history of the Christian Church, (and again I wish people knew their history. In A Christian Manifesto I stress what happened in the Reformation in reference to all this) at a certain point, it is not only the privilege but it is the duty of the Christian to disobey the government. Now that’s what the founding fathers did when they founded this country. That’s what the early Church did. That’s what Peter said. You heard it from the Scripture: “Should we obey man?… rather than God?” That’s what the early Christians did.

 

Occasionally — no, often, people say to me, “But the early Church didn’t practice civil disobedience.” Didn’t they? You don’t know your history again. When those Christians that we all talk about so much allowed themselves to be thrown into the arena, when they did that, from their view it was a religious thing. They would not worship anything except the living God. But you must recognize from the side of the Roman state, there was nothing religious about it at all — it was purely civil. The Roman Empire had disintegrated until the only unity it had was its worship of Caesar. You could be an atheist; you could worship the Zoroastrian religion… You could do anything. They didn’t care. It was a civil matter, and when those Christians stood up there and refused to worship Caesar, from the side of the state, they were rebels. They were in civil disobedience and they were thrown to the beasts. They were involved in civil disobedience, as much as your brothers and sisters in the Soviet Union are. When the Soviet Union says that, by law, they cannot tell their children, even in their home about Jesus Christ, they must disobey and they get sent off to the mental ward or to Siberia. It’s exactly the same kind of civil disobedience that’s represented in a very real way by the thing I am wearing on my lapel tonight.

Every appropriate legal and political governmental means must be used. “The final bottom line”– I have invented this term in A Christian Manifesto. I hope the Christians across this country and across the world will really understand what the Bible truly teaches: The final bottom line! The early Christians, every one of the reformers (and again, I’ll say in A Christian Manifesto I go through country after country and show that there was not a single place with the possible exception of England, where the Reformation was successful, where there wasn’t civil disobedience and disobedience to the state), the people of the Reformation, the founding fathers of this country, faced and acted in the realization that if there is no place for disobeying the government, that government has been put in the place of the living God. In such a case, the government has been made a false god. If there is no place for disobeying a human government, what government has been made GOD.

 

Caesar, under some name, thinking of the early Church, has been put upon the final throne. The Bible’s answer is NO! Caesar is not to be put in the place of God and we as Christians, in the name of the Lordship of Christ, and all of life, must so think and act on the appropriate level. It should always be on the appropriate level. We have lots of room to move yet with our court cases, with the people we elect — all the things that we can do in this country. If, unhappily, we come to that place, the appropriate level must also include a disobedience to the state.

 

If you are not doing that, you haven’t thought it through. Jesus is not really on the throne. God is not central. You have made a false god central. Christ must be the final Lord and not society and not Caesar.

 

May I repeat the final sentence again? CHRIST MUST BE THE FINAL LORD AND NOT CAESAR AND NOT SOCIETY.

Posted in Faith | 3 Comments »

Leadership Cultures – Constructive or Destructive Leadership?

Posted by Orrin Woodward on March 1, 2008

I read an enlightening article on the constructive/destructive leadership patterns from Greg Thomas.  Greg describes the key differences between an encouraging growth culture and a fear based dictatorial culture.  I have worked with both types of cultures and emphatically agree that organizational cultures are created at the top.  What type of leader are you?  Do you believe in the potential of others or do you need to control, dictate and intimidate them?  In my opinion, the command and control organizations are dinosaurs and the talented individuals will run from the fear based cultures to find a growth based culture.  Leaders do make the difference.  To paraphrase Jim Collins, “Get the right people on the bus—get them in the right seats—then determine what the team’s objective is.”    What are your personal experiences with cultures created by both Constructive and Destructive Leaders?  Which type of organization brought you the most rewards in your personal and professional life?  God Bless, Orrin Woodward

 

Bad Boss pictureMany years ago I worked for a division (called a unit) of a Fortune 100 corporation. This large corporation allowed each division to operate independently with their own president and executive team while expecting certain profit and margin accountabilities. The division I worked for had a president named Harry. He was truly a legend in his own mind and believed, as a paternalistic leader, he was beloved by the employees. But virtually all employees I knew despised him and resented his arrogant, authoritarian and demeaning behavior. I was told that Harry was brought into this unit as a “hatchet man” in the 1950’s to reduce bloated overhead, and that he settled in to a 30-year career of tyranny and fear.

 

Harry was famous for the many people he abruptly terminated, often out of anger or rage. By the mid 1980’s the corporation decided it was time to terminate him and this was done suddenly on a day when an unannounced corporate executive showed up and told Harry he was fired. The employees could hear shouting through the closed office door and soon Harry stomped out angry and resentful. He later told some friends that it was the way he was terminated that bothered him! He was upset that he wasn’t allowed to say “goodbye” to his friends and co-workers.  It struck me as a paradox that Harry didn’t think this was important for the literally hundreds of employees he had terminated during his 30 year reign of terror, yet he felt that he had a “right” to say goodbye. Actually, almost everyone wanted to say “good riddance” to Harry rather than goodbye! Harry exhibited destructive leadership, and the effects on all the stakeholders of the organization were obvious.

 

This true story of Harry reminds me of an absolute law of leadership. A single leader can’t personally motivate others for very long. A good leader promotes a positive culture that allows others to be motivated and people must use this upbeat atmosphere to motivate themselves. But, on the other hand, a single destructive leader can personally destroy the motivation of others and promote a negative organizational culture.

 

Allow me to discuss the difference between destructive and constructive leadership. The chart below shows some of the differences. Compare this chart with your organization and see how you measure up.

 

Type of leadership:              Destructive Leadership              Constructive Leadership

 

Type of motivation used:     Fear/Force and bribery              Empowers and inspires

 

Vision provided:                   Short-term focus                      Long term focus

 

Result of leadership:            Instills passive aggression         Instills empowerment

 

Environment:                       Creates negative workforce      Creates trust and openness

 

Effects on managers:           Managers promote fear             Managers promote “win-win”

 

We will begin by examining destructive leadership. Unfortunately this is by far the most common type of leadership exhibited in the world today. Fortunately, it is slowly beginning to lose ground in the Western world. It is typically centered around a philosophy of control. The destructive leader doesn’t truly believe in the potential of others. In an authoritarian hierarchy, those at the “top” are considered enlightened and important. Those not at the top are considered to be inferior in intelligence and value. Destructive leaders often look upon themselves as the father-like benefactors to the dependent average workers. They view the average employee as childlike, simple and in constant need of strong motivation. The type of motivation used by a destructive leader is usually fear or force. Fear is maintained by making the workers feel disposable if they refuse to conform to the dictates of the leader. Therefore workers must be controlled by an elaborate number of “do’s and don’ts” to force compliance. In this environment workers must also be suddenly terminated as an example to others that it can come at any time or for virtually any reason. 

 

In the company I mentioned at the start of the article, this was the mentality of the destructive leader named Harry. When I joined the organization in the 80’s, males at the headquarters office were not “permitted” to have facial hair, all were expected to wear dark suits and it was forbidden to have a cup of coffee at your desk. Even though there was an elevator to the 2nd floor of the office building, employees were not allowed to use it.  Employees were also forbidden to post calendars or pictures on the walls of their small cubical. Harry even designed the office to be wide open with short glass partition walls so he could see what everyone was doing! Only Harry and his executive team had offices with real walls and doors.

 

Since turnover is high in this kind of environment, bribery is used to keep the best employees. In lieu of a positive working environment and fulfilling work, the destructive leader knows they must bribe the most talented with above average salaries to keep people they need. Promises of exclusive perks and large bonuses are used to control the managers that are considered the most valuable. It is more important to buy their loyalty than risk them pointing out genuine problems or questioning poor decisions. Even a destructive leader knows the organization needs the talents of others to operate effectively and profitably. Therefore they buy off the managers they believe they need in order to mute their independence or a challenge to the leader’s authority. The subliminal message given is, you can make more money and perks here than anywhere else, and if you lose this job you may not be able to make this kind of money again!

 

Bad Boss 2 pictureIn contrast, the constructive leader deeply believes in the growth and potential of others. Everyone is considered an important part of the team that makes the organization work. Constructive leaders look upon themselves as coaches and mentors. They believe in their people to the degree that they are willing to invest in constant training and the development of a learning organization. They don’t consider others to be workers, employees or children, but valued stakeholders. Those who inspire constructive leadership recognize that everyone has a stake in the growth and success of the company. They nurture the development of a positive culture where others are empowered to make responsible decisions without fear or reprisals. Of course, the organization has strong values and sound policies but these exist to provide order and mutual respect, not to control or limit others. The constructive leader believes in a fair and generous compensation package for everyone and not simply the selected few.

 

Some recent surveys have indicated that most workers claim they would be willing to work for 15% less income if they worked for an organization and job they really loved! Constructive leaders work very hard to engender a fruitful working environment and don’t need to bribe others to keep them in the organization.  From the most talented to the least experienced, most stakeholders enjoy what they do and where they work. The subliminal message is, you may be able to make more money somewhere else, but this is a great place to work with outstanding people. Grow and develop your career here!

 

The next difference in the two types of leadership is vision. The destructive leader views the organization and worth of others in the short-term. There is always an emphasis on “profits or margins” for the next month or next quarter, often at the expense of the future. When results don’t meet with these short-term goals, people or offices are easily disposed of. Yet no matter how many hard working employees are terminated, no matter how bleak the financial picture, there is always plenty of bribe money to pass around to the executive team or managers in order to keep them from bolting to greener pastures. Because of this lack of real vision, destructive leaders typically leave organizations weaker when they depart than when they first arrived. Oh yes, the financials of the organization may look stronger on paper, but its future has been stunted and gutted for the brief short-term gain of a few.

 

The constructive leader has both short-term goals and long-term goals, but the long-term vision of the organization takes precedence! Profits and margins are certainly important goals but people are more important than profits! The future of the company is more important than the sales or profitability of the next quarter. The constructive leader knows that the bottom line to being the best is not simply having the latest technology or finest products. Your competitors can quickly catch up or surpass you in these attributes in a rather short period of time. The bottom line to being an excellent organization with a phenomenal future is having the best and most highly motivated people.

 

The end result of these two types of leadership is the difference between night and day! The destructive leader creates an environment of passive aggressive behavior within the organization. These are employees who are de-motivated and performing only enough to be considered acceptable. Since many are frustrated and angry they pretend to accomplish more than they actually do. They resent being controlled and subliminally sabotage policies or change forced upon them. They put their efforts on “auto-pilot”, resist change and take a “wait and see” attitude toward anything presented as new or different. The managers become politicians and obsessed with protecting or growing their own “empire” rather that serving the overall needs or goals of the organization. Communication suffers since it only moves vertically within departments rather than horizontally throughout the organization. When it does move horizontally, emails are often larded with too many “cc:s” in order to compensate for severe communication flaws.

The constructive leader creates an environment of trust and competence. People feel good about their roles and potential within the organization. Teamwork is not a trite buzzword, but a reality. Communication is open and shared throughout the company. Decision-making is promoted at the lowest possible level of work activity. When poor decisions are made they are turned into learning experiences, not humiliation festivals. The constructive leader wants to know what when wrong and what can we learn from it rather than who is wrong! In this culture people feel free to serve the needs of the organization rather than waste precious resources in office politics or protecting their “back-sides”. 

What about the managers in both of these types of organizations? Sadly, the destructive leader promotes and nurtures a clone of himself/herself. Since the managers are motivated by fear and bribery they tend to manage others the same way. Employees and their talents are under appreciated, the policies and values of the organization are one sided and often against the best interests of the employees. If dire situations require the termination of an individual or a group, it is usually done suddenly. There is often little sensitivity demonstrated and the termination package is minimal and scanty. In contrast, the constructive leader promotes a tutoring and respectful approach toward the managers. In turn, they tend to manage others the same way. Employees and their talents are considered a great asset and resource and the policies and values of the organization reflect this attitude. If dire situations require the termination of an employee or a group, it is done predictably and not as a “shot out of the dark”. There is great sensitivity and compassion demonstrated because the constructive leader acknowledges that the life-style and family of these employees are also affected.  The termination package is generous and indicates a sincere appreciation for the years served at the company.

 

So how do you compare with these traits? Does your organization reveal the effects of constructive or destructive leadership? Now, how about your family or local community? Don’t forget the principle of cause and effect. If what you see is negative and discouraging, there is a root cause for this effect. Looking back on Harry it is sad to believe he spent his entire life as a destructive leader. He never understood how wrong he was and he never changed.

 

But, we can!

Posted in All News | 2 Comments »

Trust, Delegation & Productivity

Posted by Orrin Woodward on February 29, 2008

I read a fantastic leadership article on the power of trust to improve working relationships in any business or team.  Chris Brady and I have taught a principle for years called, “Slow to go fast.”   We meant that you have to slow down and build the relationship before you can accomplish any great task.  My personal attitude is that I want to be friends first and then team partners.  I am not interested in shallow non-trusting relationships.  I desire deep meaningful relationships with people who will go to bat for one another when the chips are down.  This has been one of the biggest blessings for Laurie and me – we have some of the deepest and trusting relationships with many super people.  Trust is earned by showing trust first and this article does a great job in describing the art of earning trust!  Read the article and evaluate how you are doing with this leadership essential – Trust.  God Bless, Orrin Woodward

 

Myths Reality Box pictureTrust is an essential basis for a productive, satisfying and fun business environment. Suspicion corrodes working relationships and undermines people’s confidence in themselves and their colleagues. Leaders need to offer trust, since the only way to prove whether others are trustworthy or not is by experience. Organizational leaders have nearly all the power, so it’s usually up to them to set the ball rolling. Trust is always a gift. As a leader, you need to be the one who begins the giving process.

 

What does it take to initiate a process of trust? Courage, certainly, and the willingness to take a risk.  Employees, who have been denied trust, maybe for years, don’t find it easy to accept responsibility in an instant. You’ll need to help them rebuild their confidence in themselves. You’ll probably have to deal with more than few cynics as well: people who claim to approve the idea of trust, yet constantly find reasons why it shouldn’t be this person, in this circumstance, at this time.

 

Risks versus Rewards

There are always risks involved in offering trust. Some people—very few, in my experience—will consciously abuse your trust. If so, you may also need the courage and wisdom to refuse to allow the actions of a tiny minority to shape the way you deal with everyone. Others may stumble and betray your trust without intending to. You need to be willing to show them mercy and provide help, not instant condemnation. It’s easy to focus primarily on the negative possibilities: the people who will not live up to the trust placed in them. In reality, the potential for positive outcomes is high enough to tilt the balance of advantage that way.

 

The results of trust abused are obvious. You find yourself blamed for being “naive” and “too soft.” You suffer a loss of credibility and political standing. You may have to deal with a problem you didn’t expect, or try to reverse losses that might have been avoided by putting less trust in others.

 

But what are the risks on the other side: The risks of creating a culture marked by chronic lack of trust? Those risks include:

 

A culture of obsessive secrecy, so important information is not shared and unnecessary mistakes are common.

 

An organization where all significant decisions, (particularly financial ones), must be referred upwards, clogging senior management time and slowing progress to a snail’s pace.

 

A “silo” organization, with little or no sharing of information between departments, so the wheel is regularly re-invented.

 

Internal competitiveness that swamps efforts at co-operation and takes attention away from competing in the marketplace.

 

Growing numbers of “in groups” and cliques that wreck communication and distract the organization through excessive political partisanship.

 

Resulting strong class consciousness between “insiders” and the rest.

 

A culture of protecting your butt first and getting results or serving the customer last.

 

Staffs that are paid to do jobs they don’t do fully, because their bosses don’t trust them, so do the work themselves instead.

 

Saving Time

Building trust takes time, but far less than is wasted by needing to check every significant piece of work and do more work you than makes any sense. Part of the deluge of work swamping leaders is due to lack of trust in their subordinates. Delegation no longer seems an option.

 

The more time leaders spend with their people, the more likely they’ll feel they can trust them. It’s human nature to be somewhat suspicious of those we don’t know very well. You can’t guarantee that giving your staff more time will always increase mutual feelings of trust, but it’s bound to help. A little time invested in this way can save a lot of time later, when staff truly does what they are supposed to do, and take much of the burden of routine work away from those in more senior positions.

 

There’s a bonus to creating trust. When your staff trusts you, they will look out for you. Many a leader has been saved from bad mistakes—and not a few political ambushes by rivals—because of timely warnings by alert subordinates.

 

Whom Do You Value?

Trusting someone is essential to valuing them. Imagine saying to someone, “I truly value your contribution to our team . . . but I don’t actually trust you.” There’s no value without trust. That goes for customers as much as employees. All those fine words and positive feelings about valuing the customer are destroyed in an instant by a single instance where the customer realizes he or she isn’t trusted. Exactly the same happens with employees. The message is quickly spread that nobody is really valued by the organization, save those in the charmed circle at the top.

 

Command-and-control executives display little or no trust towards anyone other then themselves and their chosen cronies. This exacerbates the “us” versus “them” attitudes that mistrust produces. Add to this the “audit mentality” that prevails in many businesses, and you have an attitude that those not found to be untrustworthy have simply been too clever to get caught (yet). The “audit mentality” usually defines most financial decision as significant and requires them to be referred to one of a handful of officers given the authority to spend money. If you can’t trust managers to spend a few hundred dollars wisely, what can you trust them to do?

 

Slow Down!

Speed and haste undermine trust. Many leaders don’t intend to suggest a lack of trust in their people, but that is how their actions are interpreted. There isn’t time to explain or coach, so they do the job themselves instead. With maybe only a few moments to make a decision, it seems obvious the leader should do it—there isn’t time to risk making a mistake. That isn’t how it will look to the staff, whether it’s true or not. Staff will believe the leader does the work herself because she doesn’t trust them to do it properly.  “She’s a control freak,” they’ll tell one another. “She makes every decision of any importance. Oh, she says it’s because of time pressures, but the real reason is she thinks we’re all dummies. She doesn’t even trust us to make the decisions that are crucial to our work.”

 

Don’t risk it. Even the “losses” caused by a few genuinely untrustworthy people, and the inevitable frailties of human nature, are minor compared with the damage leaders do when they choose to withhold their trust from the people who work for them. Too many organizations today are wasting money and resources by failing to use the full creative abilities and commitment of their people. Chronic mistrust soon shows on the bottom line.

 

It’s not just true that if you pay peanuts you get monkeys. If you treat people as untrustworthy through assumed incompetence, low motivation or downright dishonesty, that’s exactly what you’ll get. When you treat employees as feckless dummies, all the good ones will leave, while the rest behave exactly as you seem to expect. A leader without the courage to trust people is as much use as any coward in a fire fight.

Assignment:  What do leaders that you follow consistently do or not do to earn/inspire trust and loyalty?

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Randy Pausch – Live, Love & Learn from the Last Lecture

Posted by Orrin Woodward on February 28, 2008

Here is the incredible “Last Lecture” from Randy Pausch a PHD from Carnegie-Mellon.  Randy has been diagnosed with pancreatic cancer and has only months to live.   The professors at Carnegie-Mellon have a tradition of giving a “Last Lecture” to their students.  The first eleven minutes is Randy’s last lecture shared again on the Oprah show.  Some of the key points to think upon from this courageous man are:

1. Anything is possible to someone willing to dream.

2. If you don’t get your dream – you still learn alot in the process.

3. Experience is what you get when you don’t get what you want.

4. People who care will push you.  It’s only when they no longer care that you will not be pushed.

5. Brick walls are in your life for a reason – they let us prove how bad we want our dream.

6. You can spend your time in life complaining or playing the game hard.

7. Live your life properly and the dreams will come to you.

8. Tell the Truth.

9. Apologize (Properly) A. I’m Sorry  B. It’s My Fault  C. How do I make it right?

10. Wait & people will show their good side.

11. People are way more important than things.

[youtube=http://www.youtube.com/watch?v=ncoSRKoU6GQ]

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Xenophon’s Historical Leadership Lessons

Posted by Orrin Woodward on February 27, 2008

 

Xenophon pictureI am convinced that a person who does not know world history is severely limiting the amount of experiences to draw upon in times of crisis.  The true story of Xenophon and “the Ten Thousand” men who marched out of Persia is inspirational, educational, and filled with leadership wisdom.  There are many parallels between the five month march of the Greeks out of Persia and the last six months for many reading this blog.  Here is the Wiki history for the background on Xenophon’s and the Ten Thousand’s march.

 

In his advance against the Persian king, Cyrus the Younger used many Greek mercenaries left unemployed by the cessation of the Peloponnesian War. Cyrus fought Artaxerxes II in the Battle of Cunaxa. The Greeks were victorious in that battle, but Cyrus was killed. Shortly thereafter, the Greek general Clearchus of Sparta was invited to a peace conference, at which he was betrayed and executed. The mercenaries, known as the Ten Thousand, found themselves without leadership deep in hostile territory, near the heart of Mesopotamia, which was far from the sea. They elected new leaders, including Xenophon himself, and fought their way north through hostile Persians, Armenians, and Kurds to Trapezus on the coast of the Black Sea. They then sailed westward back to Greece. On the way back, they helped Seuthes II make himself king of Thrace. Xenophon’s record of the entire expedition against the Persians and the journey home was titled Anabasis (“The Expedition” or “The March Up Country”). It is worth noting that the Anabasis was used as a field guide by Alexander the Great during the early phases of his expedition into Persia.

 

Now that you have a background of Xenophon and the 10,000 mercenaries, you will enjoy the leadership lessons drawn from Xenophon’s book Anabasis.  Here is a summary of the leadership lessons written by Robert Enzenauer.  What parallels can you draw from the experiences of Xenophon to apply to your life?  Enjoy the article and learn to lead better from Xenophon’s experiences.  God Bless, Orrin Woodward

 

Many popular books have been written describing the leadership principles of heads of state, Biblical figures, athletes, military commanders and even fictional heroes.

 

However, according to management expert Peter Drucker, the first systematic book on leadership–and perhaps the best book–was written by Greek historian Xenophon.

 

Few leaders outside the military even know this extraordinary individual.

 

Xenophon was one of the well-to-do disciples of Socrates who left Athens to serve with the Greek contingent “the Ten Thousand” raised by Cyrus the Younger of Persia against Artaxerxes.

 

These troops served Cyrus at the disastrous battle of Cunaxa (401 BC). When Cyrus was killed, the Ten Thousand were forced to flee or surrender to the Persians. After the Persians killed the Greek generals, Xenophon was chosen as one of the leaders of the heroic retreat from Babylon to the Black Sea, with the Greeks fighting their way through an unknown and hostile land.

 

The success of the five-month march, one of the most famous in military history, was a triumph of discipline and improvisation in the face of overwhelming odds. Xenophon not only managed to lead his men out of Persia, but succeeded in keeping the army intact as a fighting force.

 

Xenophon’s Anabasis (translated March Up Country or The Persian Expedition) was translated and first published widely in English around the dawn of the 20th century. Drucker read Rex Warner’s 1949 translation and mentioned Xenophon’s writing in his classic The Practice of Management, first published in 1955. Xenophon’s vivid account was revised and reprinted with corrections in 2001 and is now widely available.

 

Xenophon was a prolific writer. His writing is a veritable treasure trove of examples of successful leadership. Leadership according to Xenophon was the art of inspiring the spirit and the act of following, regardless of the external circumstances. In more metaphysical terms it was the art of turning the soul toward some purpose.

 

Leadership requires an understanding of human nature Xenophon did not offer checklists of recipes. Rather, he sought to establish a standard for what leadership ought to be. Business leaders should acquaint themselves with this fascinating military figure. Here’s a look at some of Xenophon’s leadership principles that he shared through his writings that are applicable to today’s executives.  

 

Leaders expect positive results

 

After the Battle of Cunaxa where Cyrus was killed, the Greek army was demoralized and discouraged as they saw no way of marching 1,000 miles back to Greece with 10,000 soldiers through unfriendly country, not to mention that they currently faced a numerically superior army.

 

Xenophon assembled the officers and spoke to them. “All of these soldiers have their eyes on you, and if they see that you are downhearted they will become cowards, while if you are yourselves clearly prepared to meet the enemy and if you call on the rest to do their part, you can be sure that they will follow you and try to be like you.”

 

Xenophon expected positive results and he got them. The Ten Thousand escaped from Artaxerxes and followed Xenophon on the most amazing march in history, despite countless battles and hardships.

 

Leaders set clear expectations for performance

 

According to Xenophon, the leader’s primary responsibility in forming his organization is to teach his followers the difference between correct and incorrect performance and behavior, thereby establishing a coherent, attainable set of expectations. For Xenophon, the leader, not the followers, is to blame if expectations are unclear.

 

Leaders provide a vision of the future

 

Xenophon thought vision was key. He wrote that “there will be a great rise in their spirits if one can change the way they think, so that instead of having in their heads the one idea of what is going to happen to me? They may think ‘what action am I going to take?'”

 

Leaders inspire their followers

 

Sustaining morale was an imperative for Xenophon. The commander who kept his men in a state of readiness, in good physical condition, sustained a competitive spirit and did all he could to ensure their safety.

 

Xenophon asserted, “You know I am sure that not numbers or strength bring victory in war; but whichever army goes into battle stronger in soul, their enemies generally cannot withstand them.”

 

Leaders succeed during adversity

 

According to Xenophon, the true test of a leader is whether people will follow of their own free will even during times of immense hardship. Xenophon regarded it as highly indicative of good leadership when people obeyed someone without coercion and were prepared to remain by him during times of danger.

 

In describing the superior leadership of Clearchus, Xenophon noted. “When he was in an awkward position, he kept his head, as everyone agrees who was with him anywhere.”

 

Leaders set the example

 

Xenophon felt that a great leader had to establish himself in the good opinion of his men and to do this he had to be a model for them by enduring hardship, showing confidence and leading by example.

 

On one occasion, covered in snow and warm in their beds, the men were unwilling to rise from their sleeping places and face the cold. Xenophon made the point of getting up, although he admitted the need to summon up courage to do so, and started splitting wood for a fire. His example was followed and soon many were doing likewise.

 

On another occasion, Xenophon was encouraging his men forward while on horseback, when Soteridas criticized him for being mounted while, he, on foot, was tired because of carrying his own shield. Xenophon’s reaction to this was to dismount immediately, take Soteridas’ shield from him, push him out of line, take his place and march with the men.

 

The reaction of the men to this was to hurl abuse at Soteridas and to pelt him with small stones until he reclaimed his shield and allowed Xenophon to remount.

 

Xenophon described Clearchus as a good leader. “Here was a good opportunity of seeing how Clearchus led his men, with his spear in his left hand and a staff in his right. If he thought that any of the men detailed for a job were slacking, he would pick on the right man and beat him.

 

At the same time he went into the mud and lent a hand himself, so that everyone was ashamed not to be working hard with him.”

 

Leaders are accessible and available

 

As for Xenophon himself, “Everyone knew that it was permissible to come to him whether he was in the middle of breakfast or supper, or to wake him from his sleep and talk to him, if they had anything to say which had a bearing on the fighting.”

 

Leaders show initiative

 

According to Xenophon: “… in heaven’s name, let us not wait for other people to … call upon us to do great deeds. Let us instead be the first to summon the rest to the path of honor. Show yourselves to be the bravest of all the captains, with more of a right to leadership than those who are our leaders at present. As for me, if you are willing to take the initiative like this, I am prepared to follow you.”

 

Leaders lead from the front, not from the rear

 

During a march with Seuthes, the King of Thrace, Xenophon came to a part where there was a lot of snow. He examined the ground to see whether there were any footprints leading one way or the other.

 

After finding that there were tracks on the road, he came back quickly. “We shall be upon these people before they know anything about it,” he said, “I shall now lead the way with the cavalry, so that, if we see anyone, he will not get the chance of running away to give information to the enemy.”

 

Leaders provide timely and fair discipline

 

Xenophon was a believer in firm and just discipline. He viewed good morale as of prime importance and saw discipline as a foundation on which to build. He noted the harm that can result from “not punishing people who were behaving in a disorderly way. The result is that, by turning a blind eye to them, you have given the worst elements among them a chance of becoming insufferable.”

 

He was adamant about fairness, as well. “I admit, soldiers, that I have struck men in cases where there has been lack of discipline–the sort of people who were quite content to have their lives saved by you marching in formation and fighting when it was called for, but who left the ranks themselves and ran ahead and wanted to get more than their fair share of booty.”

 

Leaders are honest and trustworthy

 

For Xenophon, trust between men and leader was an imperative. A significant motivation for warfare during Xenophon’s time was the accumulation of the “spoils of war.” However, Xenophon felt that there are no nobler and brilliant possessions than honor and fair dealing and generosity.

 

“I have never had anything from you for the soldiers and kept it. I have never for my own personal profit asked you for what was theirs. I have never even demanded from you what you promised me. And I swear that I would never have taken it, even if you had offered it to me, unless the soldiers were going to get what was due to them at the same time. It would have been a dishonorable action to get my own affairs straight and allow theirs to remain in a bad way, especially when I was held in honor by them.”

Leaders reward good performance

 

Xenophon instructed those in his control “… when you have come and taken over the command, you will give to Dexippus and to the rest of them a chance of showing what each is good for, and you will reward each according to his merits.”

 

In describing Cyrus, he said. “Indeed, whenever anyone carried out effectively a job which he had assigned, he never allowed his good work to go unrewarded. Consequently, it was said that Cyrus got the best officers for any kind of job.”

 

And, Xenophon added, “When he saw that a man was a capable administrator, acting on just principles, improving the land under his control and making it bring in profit, he never took his post away from him, but always gave him additional responsibility. The result was that his administrators did their work cheerfully and made money confidently.”

 

Leaders have loyal followers

 

One of the strongest beliefs held by Xenophon was that a commander must inculcate loyalty in his men. His attitude toward the treatment of all men, including slaves, is plain.

 

Willingness rather than coercion is the better way, “I think that anyone who makes trouble for his commander when there is a war on is making trouble for himself.”

 

In describing Clearchus’ leadership, Xenophon noted. “In difficult positions, the soldiers would give him complete confidence and wished for no one better.”

 

Leaders uphold the highest standards of ethical behavior

 

In defending himself, Xenophon called an assembly, speaking as follows: “Soldiers, I hear that someone is accusing me of wanting to deceive you. I must beg you therefore to give me a hearing. If it is proved that I am doing you wrong, then I ought not to leave this place without suffering for it. If, on the other hand, it is proved that it is my accusers who are doing the wrong, then you must treat them just as they deserve.”

 

Leaders take care of their followers

 

For Xenophon, the link between leader and soldier was an unspoken contract. The care of those under his command was paramount and went hand in hand with sustaining morale. This was not merely adopting successful tactics to ensure their safety, but meant looking after their day-to-day welfare.

 

Xenophon graphically describes the problems encountered when the march had to be made through deep snow and Xenophon listed the means by which such sufferings could be avoided. As a concerned leader, he ensured that his men followed instructions. According to Xenophon, the most important thing for a commander to do was to sacrifice on behalf of his men.

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Self-Leadership vs. Selfish-Leadership

Posted by Orrin Woodward on February 26, 2008

I have been doing research on the difference between self-responsibility and self-centeredness.  On one hand, a person must absolutely accept responsibility for the results produced in their life and be accountable for the outcomes—both good and bad.  On the other hand, a person cannot be focused entirely on self and forget to serve others or they will fall into self centeredness and lose influence.  One of the biggest turnoffs for people is to follow people or companies who are selfish.  If I were to pinpoint the lid on most people’s leadership, it would boil down to one word—Self.  Until a person can reign in their selfish desires and motives, they will never lead to their full potential.  No matter how hard a person works, people will not follow them fully until they are convinced the person desires what is best for them.  The question boils down to: How do I focus on self-discipline while being other-people centered?  This is not something that can be answered in one article—but let’s start with this excellent article from Scott Campbell.  There are some thought provoking points on accountability and self-responsibility in this article.  I remember reading a story about Robert E. Lee: he was asked late in life by a young mother, what advice he could give to her to pass on to her baby boy?  His answer still resonates with me today, “Teach him to deny himself.”  God Bless, Orrin Woodward

 

Covey pictureMy original copy of Stephen Covey’s The Seven Habits of Highly Effective People still bears the scars from the time I hurled it in anger against the wall of what was then my office. The broken spine and loose pages bear witness to my lapse in self-control!

 

I had come across Covey’s book in the early 1990’s, a time when my life seemed to be unraveling. I was angry much of the time, unhappy with my career, my marriage, and much of life in general. I had recently begun counseling to try to untangle this web of misery and was beginning to touch on some very painful events from my childhood. For the very first time in my life, I was beginning to acknowledge the impact of what had happened to me as a child.

 

And then I read Habit # 1 of Covey’s book: Be Proactive.

 

Essentially, Covey seemed to be saying, “You are as happy as you are choosing to be. You are responsible for the current state of your life.” When I read that I reacted in anger. And Covey went hurtling.

 

I was furious at him. I remember thinking, “What does this highly successful, affluent consultant who jet-sets around the world, whose clients are Fortune 500 companies, know about suffering? He’s had an easy ride and knows nothing of what prolonged childhood trauma can do to you. How dare he tell me that I am responsible for my current level of misery!”

 

But I couldn’t stop reading his book. He had struck a nerve, gotten under my skin.

When I returned to Habit # 1, I went on to read (for the first time) the story of the Jewish psychiatrist, Victor Frankl. Frankl, as some of you likely know, is the father of ‘Logotherapy,’ an approach to therapy that emerged out of his own experience as a survivor of the Nazi death camps of World War II.

 

While I might dismiss Covey’s experience as lacking credibility for his claims, I could not dismiss Frankl’s experience. Here was a man who had suffered in ways I could not imagine. Thus, when I read the words of Frankl as quoted by Covey, they struck the core of my soul:

 

“Everything can be taken from a man but one thing: the last of human freedoms—to choose one’s attitude in any given set of circumstances, to choose one’s own way.”

 

These words came from a survivor of the most horrific atrocity of the 20th century, a man who had lost his own family and friends to the horrors of Nazi brutality.

 

These words I could not dismiss.

 

I began to realize that what Covey was saying was not a denial of my pain and trauma but rather, a way out of it!

 

The “pill” of assuming personal responsibility for my life was a hard one for me to swallow, but I realized that unless I accepted at a deep level that I was responsible for how I had responded to what had happened to me, I would forever be a captive of my past. But if I could accept that I had chosen my response, I was now free to choose a different one.

 

Hope began to dawn inside me. I started to believe that if I was responsible and able to choose my attitude, to choose my own way, I could choose a new and better path for my life. One that would result in greater happiness, greater inner freedom, and better decisions for my future.

 

This was my awakening to the importance—and the freedom—of self-leadership.

 

Since then my conviction has only grown that self-leadership is the foundation of a deeply satisfying, truly successful life.

 

I define “self-leadership” as the capacity and commitment both to take full responsibility for one’s own responses to life and to create a life that is personally meaningful and fruitful. It is the antithesis of shifting responsibility for one’s degree of happiness and satisfaction to others or circumstances.*

 

It is by no means easy to exercise self-leadership. From personal experience, I know how easy it is to become stuck in blame. I know the seductiveness of victimhood. For many of us, self-leadership runs against the natural tendency of our thoughts and feelings. Furthermore, self-leadership is, to some degree, counter-cultural. Our culture tends to be blame-oriented. I spill coffee on myself so I sue the company that brewed it. Practicing self-leadership can seem like swimming upstream. What’s more, life’s circumstances frequently are difficult to change—whether it’s a career that doesn’t fit, a marriage that isn’t working, financial difficulties, cynical colleagues, a tyrannical boss, a downturn in the economy, or a myriad other tough times.

 

It’s important to acknowledge and anticipate that self-leadership isn’t easy.

But it is vital to inner freedom and outer success.

 

When we fail to exercise self-leadership, we give our power away to others and/or circumstances. The failure to exercise self-leadership tends to enshrine the status-quo. It leaves success and positive change to chance and the desires, dictates, and decisions of others. It can foment feelings of bitterness, anger and disappointment (trust me, I know!). The price we pay when we fail to exercise self-leadership is huge.

 

So, how can we increase our practice of self-leadership? How can we cultivate it as a habit of mind? Here are five suggestions.

 

First, accept at a deep level that you are responsible for your past and present responses to what life has brought your way. Don’t deny the past or present and their impact on you. But accept that you had a role in adopting whatever negative beliefs, attitudes, and self-concepts that may have become imbedded in your life as a result of your past and present responses to life’s hardships. Give up the very understandable and natural desire to blame others for your difficulties or negative emotions. Choose to accept that your outlook and emotional responses to life’s challenges were/are your own choice.

 

This first step tends to be much more a process than an event. Especially if, like me, you have had years and years of practice in blaming others and circumstances for your pain and disappointments. So, commit to the process of learning to accept responsibility for your responses to life and the consequences those choices have created.

 

Second, start monitoring your self-talk and assumptions in specific situations. Watch to see when you are saying things to yourself (or others) like, “Well, if only they would…” or, “There’s nothing you can do when…” or, “You make me so…” These types of statements, verbalized or thought, lead away from the vista of self-leadership toward the murky bog of blame and reactivity.

 

Third, when faced with a difficult situation, consciously ask yourself, “What would it mean to exercise self-leadership right now?” If, for example, your boss has been berating you in front of others on a regular basis, ask yourself, “What would it mean for me to exercise self-leadership in this situation?” There are numerous possible answers that could be right for you: choosing to confront your boss at a separate time when you are calm, transferring to a different department, reminding yourself of the pressure that your boss is under and deciding not to take it personally. By asking the question you create the space to be proactive rather than reactive. If you have the time, journal your answers or, if you prefer, talk it through with someone to gain clarity about the best response for you.

 

Until self-leadership becomes a habit of mind, we will often need to pause and consciously shift to a self-leadership stance. Posing and answering this question forces us to look at circumstances and decisions from a self-leadership perspective.

 

Fourth, deepen your own self-awareness. The more you know about your deepest needs and values, your talents and strengths, as well as your stressors and blind spots, the more you can make choices that result in greater satisfaction and effectiveness. Self-awareness allows you to play to your strengths in exercising self-leadership. It allows you to better get your needs met, manage your stress, and compensate for your weaknesses. It helps you create circumstances that work for you, not against you.**

 

Fifth, dream of the future you want to have. While taking action is the ultimate expression of self-leadership, visualizing the future we want to have (whether that is a matter of responding differently in your current circumstances or changing the circumstances themselves) is a key for increasing our motivation for action. Furthermore, it actually increases the likelihood that we will do what we are visualizing. Athletes have used the power of positive visualization for years to increase their levels of performance by visualizing themselves excelling. Recent studies have demonstrated that visualization actually creates the patterns in our brains in advance that we will use during the actual performance.

 

Most of us already visualize regularly. It’s just that usually we envision things going poorly. Why not use the power of this mental process in a positive way? Exercise self-leadership over your imagination by using positive visualization to increase your likelihood of success.

These five suggestions should get you started on the road to self-leadership.

 

As I have moved more and more (though not perfectly) towards the regular practice of self-leadership, I have seen several positive results in my life. I am much happier about my present and immensely hopeful about my future. I have actually achieved more in the last decade than I ever would have imagined possible. And, most importantly, I am creating the life I want, rather than merely enduring what life had given.

 

Self-leadership isn’t easy. But it is vital. It is the foundation of personal and professional success. It is the portal to inner freedom. My bruised copy of Covey’s Seven Habits stands as a reminder to me of these truths.

 

* I want to emphasize that this is hugely different from denying the impact of our past or the real challenges and difficulties of current circumstances. Self-leadership is a perspective that allows you to acknowledge but not be trapped by the past or the present. It is the portal to inner freedom and the foundation for outer effectiveness.

 

** Models of personality type (Temperament, Interaction Styles, Psychological Type) are useful as tools to deepen our self-awareness. They give us insights into key dimensions of our psychological make-up, talents, unique stressors, and characteristic behaviors.

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Leaders Overcome Obstacles

Posted by Orrin Woodward on February 22, 2008

Are you part of the problem or part of the solution in your community?  I love this parable of the peasant who chose to do something about the problem.  This is how we must be in life.  Instead of complaining about the lack of compassion in our culture – be compassionate.  Instead of railing about the selfish attitudes – be selfless.  Don’t be disappointed by the leadership of our country – be a leader with honor.  I looked for someone to fix all the ills of our society, then I realized I was someone.  Enjoy the parable.  God Bless, Orrin Woodward

In ancient times, a King had a boulder placed on a roadway. Then he hid himself and watched to see if anyone would remove the huge rock. Some of the kirig’s wealthiest merchants and courtiers came by and simply walked around it. Many loudly blamed the king for not keeping the roads clear, but none did anything about getting the stone out of the way. Then a peasant came along carrying a load of vegetables. Upon approaching the boulder, the peasant laid down his burden and tried to move the stone to the side of the road. After much pushing and straining, he finally succeeded. After the peasant picked up his load of vegetables, he noticed a purse lying in the road where the boulder had been. The purse contained many gold coins and a note from the king indicating that the gold was for the person who removed the boulder from the roadway. The peasant learned what many of us never understand. Every obstacle presents an opportunity to improve our condition.

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The Power of Determination – Glenn Cunningham

Posted by Orrin Woodward on February 21, 2008

Perseverance and determination will make the difference in life.  I encourage everyone to read good books that feed the soul a message of hope and encouragement.  Be the thermostat not the thermometer every where you go.  Here is an inspiring article from Burt Dubin about the life of athletic star Glenn Cunningham.  If Glenn can overcome his obstacles and setbacks in life, then you can too!  Enjoy the article and hope to see you in St. Louis.  God Bless, Orrin Woodward

 

The little country schoolhouse was heated by an old-fashioned, pot-bellied coal stove. A little boy had the job of coming to school early each day to start the fire and warm the room before his teacher and his classmates arrived. 

One morning they arrived to find the schoolhouse engulfed in flames. They dragged the unconscious little boy out of the flaming building more dead than alive. He had major burns over the lower half of his body and was taken to a nearby county hospital.

From his bed the dreadfully burned, semi-conscious little boy faintly heard the doctor talking to his mother. The doctor told his mother that her son would surely die – which was for the best, really – for the terrible fire had devastated the lower half of his body.

But the brave boy didn’t want to die. He made up his mind that he would survive. Somehow, to the amazement of the physician, he did survive. When the mortal danger was past, he again heard the doctor and his mother speaking quietly. The mother was told that since the fire had destroyed so much flesh in the lower part of his body, it would almost be better if he had died, since he was doomed to be a lifetime cripple with no use at all of his lower limbs.

Once more the brave boy made up his mind. He would not be a cripple. He would walk. But unfortunately from the waist down, he had no motor ability. His thin legs just dangled there, all but lifeless.

Ultimately he was released from the hospital. Every day his mother would massage his little legs, but there was no feeling, no control, nothing. Yet his determination that he would walk was as strong as ever.

When he wasn’t in bed, he was confined to a wheelchair. One sunny day his mother wheeled him out into the yard to get some fresh air. This day, instead of sitting there, he threw himself from the chair. He pulled himself across the grass, dragging his legs behind him.

He worked his way to the white picket fence bordering their lot. With great effort, he raised himself up on the fence. Then, stake by stake, he began dragging himself along the fence, resolved that he would walk. He started to do this every day until he wore a smooth path all around the yard beside the fence. There was nothing he wanted more than to develop life in those legs.

Ultimately through his daily massages, his iron persistence and his resolute determination, he did develop the ability to stand up, then to walk haltingly, then to walk by himself – and then – to run.

He began to walk to school, then to run to school, to run for the sheer joy of running. Later in college he made the track team.

Still later in Madison Square Garden this young man who was not expected to survive, who would surely never walk, who could never hope to run – this determined young man, Dr. Glenn Cunningham, ran the world’s fastest mile!

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Gladiator Leadership – The Eight Virtues

Posted by Orrin Woodward on February 20, 2008

Here is an incredible article from Greg Smith that exemplifies the type of leaders I see on this Leadership Team Blog.  In today’s competitive global business market only the brave, courageous and honorable leaders will mobilize their teams to success.  Leadership is not for the weak at heart!   Are you developing your Gladiatorial leadership qualities?  Read the article and see for yourself. God Bless, Orrin Woodward

 

Remember the heart-pounding, soul-stirring message of last year’s critically acclaimed movie Gladiator? Remember how Maximus, the Russell Crowe character, rallied his men around him and led them to victory, even in the face of almost certain defeat? Remember his “envision the goal” technique for getting through the horrors of battle? Now, consider the leadership in your own company. Any gladiators in the ranks? Are you a gladiator?

 

The time is right for a more heroic style of leadership. Desperate times lend themselves to the rise of gladiators. Instead of seeing today’s economy as a negative, executives should view it as an opportunity in disguise–a chance to position your organization for the inevitable economic upswing. Here are eight virtues of Gladiator Leadership.

 

1. Gladiators have a mission for which they feel real passion. Call it a purpose, an obsession, a calling: whatever the terminology, good leaders have a defining mission in their life. This mission, above all other traits, separates managers from leaders. In Gladiator, Maximus lived for the mission of killing the evil usurper Commodus and restoring Rome to the values that made her great.

 

2. Gladiators create a vision. Having and communicating a clear picture of a future goal will lead to its achievement. Dare to think great! Maximus helped his fellow gladiators see that they could overthrow their enemies and survive the horror of the battles they were forced to participate in. In business, a leader may create an “enemy” the economy, the competition, inefficiency-to challenge the energies of his or her people and give them something to fight for.

 

3. Gladiators lead from the front-they don’t dictate from the back. In the movie, both when Maximus was a general and a gladiator, he fought up front where the firestorm was heaviest. So does a good business leader. Working “in the trenches” shows that you’re not afraid to get your hands dirty, it helps you fully understand the issues your “soldiers” are facing, and inspires loyalty in your troops.

 

4. Gladiators know there is strength in teams. Where would Maximus have been if he hadn’t trusted his men to fight with him and cover his back? Likewise, where would you be without your employees? While the gladiator leader has the skills to draw people together, he doesn’t hog the spotlight. He has care and compassion for his team and wants every member to be recognized for his or her efforts. This is especially important in a time when the old style “command and control” structure is waning. Younger workers (Generations X and Y) tend to be loyal to their coworkers rather than the traditional “organization.”

 

5. Gladiators encourage risk-taking. In the Roman Empire, gladiators were expected to die with honor. Refusing to lie down and let one’s opponents win was bucking the status quo. (And certainly, killing the reigning emperor-however corrupt-simply was not done!) If a company does not examine its way of doing things, if it does not push out its boundaries, if it never makes mistakes, it may become road kill.

 

6. Gladiators keep their heads in a crisis. Maximus had to think on his feet and refuse to give into terror and panic. He faced the most formidable foes calmly and with focus. Business leaders must do the same. They must take a position and defend it when things go awry. Being graceful and brave under fire is the surest way to build credibility-a necessity for sound leadership. Gladiators don’t retreat due to the slowing economy, but look for the opportunity under their feet.

 

7. Gladiators prepare for battle 24 hours a day. Essentially, a Roman gladiator was a fighting machine. To stay alive, his mind had to be constantly on the upcoming battle. Business leaders, likewise, must be obsessed with training and developing their people in good times and bad. People need and want to hone their individual skills and “sharpen their swords.” Furthermore, good leaders must constantly learn what’s necessary to survive and unlearn the “old rules.” Just because a management style worked a decade ago does not mean it will work in today’s economy-good leaders evolve with the times.

 

8. Gladiators are teachers and mentors. Maximus taught his men the lessons they would need to survive in their new role as gladiators. In today’s rapidly changing environment, leaders must also teach and train those who may soon replace them. We are not necessarily talking about formal classroom training. We need leaders talking to people in the hallway, in the restaurant . . . everywhere. Everyone should be mentoring someone.

 

Update: Laurie and I look forward to seeing some Gladiators in St. Louis!

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