Tag Archives: integrity

How Solomon Would Choose A Candidate


SolomonIn Proverbs 6 verses 6 through 19, King Solomon wrote:

There are six things the Lord hates,
seven that are detestable to him:
17    haughty eyes,
a lying tongue,
hands that shed innocent blood,
18     a heart that devises wicked schemes,
feet that are quick to rush into evil,
19    a false witness who pours out lies
and a person who stirs up conflict in the community
.

No matter your political persuasion or party affiliation, King Solomon provides a benchmark against which a candidate can be judged.

Haughty eyes – This is Solomon’s way of describing someone who is arrogant, condescending, and full of self-pride. A wise leader is a humble leader: one who empathizes with those he or she leads, and someone who seeks out and listens to diverse opinions. In Proverbs 11 verse 2, Solomon wrote, “When pride comes, then comes disgrace, but with humility comes wisdom.”

A lying tongue – My father used to caution, “A man who lies to you, will steal from you.” There is no such thing as a “little lie.” A liar cannot be trusted, and does not respect those he or she lies to. Solomon also wrote, “A lying tongue, hates those it hurts.” Proverbs, 26 verse 28

Hands that shed innocent blood – It is a leader’s responsibility to care for and protect the helpless and innocent—to ensure that the use of force is justified and judicious. “It is not good to be partial to the wicked and so deprive the innocent of justice.” Proverbs 18 verse 5

A heart that devises wicked schemes – It is detestable for a leader to concoct dishonest plots in order to be elected or enriched. A wise leader cares more for those he leads, than he cares for himself or herself. Solomon also wrote, “A fool finds pleasure in wicked schemes, but a person of understanding delights in wisdom.” Proverbs 10 verse 23

Feet that are quick to rush into evil – An evil person is eager to get into all kinds of mischief—more concerned about his or her “wants” than the needs of those he or she leads. “The wicked crave evil; their neighbors get no mercy from them.” Proverbs 21 verse 10

A false witness who pours out lies – A candidate who spreads lies and rumors about his or her opponent cannot be trusted to govern fairly and wisely.   Solomon wrote, “A corrupt witness mocks at justice, and the mouth of the wicked gulps down evil.” Proverbs 19:28

A person who stirs up conflict in the community – A candidate who is willing to turn neighbor against neighbor, to divide rather than unify, is someone who is willing to forsake leadership for personal gain. Solomon got it right when he wrote, “who plots evil with deceit in his heart – he always stirs up conflict.” Proverbs 6:14

A leader who possesses attributes the antithesis of the preceding 7 things is: humble, honest, prudent, wise, discerning, fair and a unifier—Someone you may disagree with, but someone you can trust.

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The Essential Attribute Necessary To Be A Leader


When asked about leadership, one of our nation’s greatest leaders responded:

In order to be a leader a man must have followers. And to have followers, a man must have their confidence. Hence, the supreme quality for a leader is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office. If a man’s associates find him guilty of being phony, if they find that he lacks forthright integrity, he will fail. His teachings and actions must square with each other. The first great need, therefore is integrity and high purpose.-Dwight D Eisenhower

A lesson our current leaders need to learn and practice!

Johnny


Diminutive.  Loving, patient, kind, tough are other words that describe Johnny but diminutive is the word that comes to me.

Johnny

A small woman, no more than 5 feet tall and weighing less than one-hundred pounds, Johnny packed a wallop.  When I would talk back to her, she would grab me by the collar, spin me around and whack my rear end to remind me sassing wasn’t allowed.

From before my first birthday until I left for college, Johnny Davis worked for my parents.  Six days a week, my mother would deliver her to our house; 8 hours later—4 on saturdays—she would take her home.  I don’t know how much pay she received—I’m sure less than $10 a day plus meals—but it wasn’t enough, not for a housekeeper, cook and stand-in mother.

My mom stayed involved in the community.  Bridge Club, Garden Club, Women’s Club, the Ladies Golf Association, every afternoon was occupied.  Her activities involved more than being a social butterfly, in a small community where relationships “mattered” her connections helped to build my father’s business.  In the afternoons Johnny cared for me: snacks served, cuts bandaged and  discipline applied—she could twist an ear until it almost fell off.  She loved me as the child she never had.

Playing with Byron McClellan, who lived close by, I fell hand first on a broken bottle.  Clutching my hand to my stomach I ran home.  Johnny hearing my cries, opened the back door and found me with what appeared to be a pierced stomach.  Dr. Hartley Davis–who delivered me, set bones and sewed me up until I was a young adult—closed the cut with stitches; I was fine.  Johnny wasn’t.  Years later, my father related how the shock of my seeming to be severely injured affected her for months.

I was sixteen, when my parents attended a weekend long meeting and left me  home alone.  Saturday night I hosted an unauthorized and ill-advised party: girls, music, dancing and alcohol—lots of alcohol.  I awoke Sunday morning to a wrecked home and an inability to do anything about it.  I felt as if someone was hammering a nail into my brain and my stomach heaved when I moved.

Staring out the window, contemplating running away, I saw Johnny climbing the back stairs.  I remember her words as she opened the door, “Look at you; you’re a mess.  Your momma and daddy are going to send you to military school, and you deserve to go—you hear me!  I knew you were going to get in trouble.” Then lifting me by my ear she growled,  “Get up and get going, we have a mess to clean up.”  To keep her “baby” out of trouble she sacrificed her day off.

When I left for college, my parents purchased a smaller home and let Johnny go.  After college, I would visit Johnny only infrequently: sometimes by choice but more often because she would need something.  The woman who loved me enough to bandage my wounds, smack my butt and clean up my mess, to my sorrow, became an object of my charity.

I cannot think about Johnny without reflecting on the culture in which I was raised.  The business and professional communities my father belonged to participated in a racism that in ways proved to be more harmful than the hate-filled dark side of the South.   Their’s reflected a patronizing duty to care for what they believed to be inferior people.  They couldn’t abide the race haters—but they treated as children, the people who tilled their fields, labored on their jobs, cooked their food and cared for their infants.

Aspects of the old south are reflected in the attitudes of some of today’s leaders.  The patronizing conviction that “we know what is good for you” leads  the condescending Mayor Bloombergs of this world to try and dictate people’s lives. Elitist thought—whether based on race, education or wealth—is bigoted, anti democratic and limits freedom and opportunity.

Free people are allowed to make their own decisions—even bad ones; they are rewarded for taking risks and allowed to fail.  Free people create prosperity that lifts all and provides the means to help others.

Leaders Are Not Retreaters


Annually, we would gather at a local restaurant for a holiday celebration that resembled a wake.  Over drinks, our boss would recount the terrible year coming to an end and how he believed our company would not survive another.  The current year ended in defeat and we faced the coming one with dread.

As director of marketing, I was challenged to keep our salespeople motivated.  A tough task with the fear we weren’t going to make it.  Our boss’s answer to falling sales was to retreat: lay people off and cut expenses. We were spiraling down the drain our ever-worsening level of service drove customers away.

Overwhelmed, our boss  resigned his position and took a job delivering phone books—not as much pay but a lot less stress. In contrast to our Ivy League educated former boss, his successor had only a high school education and little experience in our business.

His first day, he gathered the staff and announced we were going to upgrade our computer system.  A new computer system!  Why would you make a major investment with the company going out of business? Maybe, things were not as bad as we thought.

He presented a positive view of the future and employee morale soared, as did productivity and sales.

More important than a college diploma, he possessed a can-do attitude.  He provided hope, while setting an example of hard work and resistance to adversity.  He was a leader rather than a retreater and the company prospered under his guidance.

When the confederate army surged through a gap in the union line during the Civil War battle of Chickamauga, the northern troops and their officers panicked and ran.

General George Thomas wasn’t running.  He assembled a defense line that held long enough for the retreating army to make it to safety.  Thomas saved he Army of the Cumberland and became forever known as the “Rock of Chickamauga.”

George Thomas was a leader.  In the midst of panic he rallied his troops and held his ground.  In contrast, a retreater is prone to retreat.  At the first sign of trouble he or she gives up the fight, runs for safety. As the leader goes, so go the troops with them all hope of success.

In advance of a Japanese victory, general Douglas McArthur was ordered to flee the Philippine Islands. A pragmatist, he knew the battle was lost but he was determined to win the war.   When he arrived in Australia, he made a simple statement that rallied resistance and offered a vision for the future: “I shall return.”

Like McArthur, a leader is a realist.  He or she understands retreat is sometimes necessary; but when required, it is an organized withdrawal, giving way while maintaining morale and setting forth a vision of an ultimate success.

Even when facing failure, leaders continue to lead: presenting a positive view of the future; standing firm in the face of adversity; and offering hope.

Waste Not and Want Not


My maternal grandmother came from a family that belonged to the Protestant Reformed Church of France and my grandfather was raised in the Presbyterian tradition; together they taught my mother to practice Calvinistic thrift.  Notwithstanding her fun loving ways—she loved a good joke and a sip of Scottish nectar—my mother was very careful with money.

My mother’s thrifty nature was deepened by the Great Depression.  Raising two young children , she learned to pinch every penny.  When something broke, it was repaired—with a toolkit consisting of a kitchen knife, a hammer and a pair of pliers, she could fix anything.

Sue Tucker’s mantra was “Waste not; want not.”  Christmas gift-wrappings and greeting cards were saved for the following year.  A meal would last for days.  After Thanksgiving, for weeks we would eat turkey: sandwiches, hash, tetrazini, salad and finally, soup.  Believe me, if she had found a way to do so, paper napkins would have been washed and reused.

I came along when times were easier.  My parents wanted to spare me from the worry of  depression and war; so like many in my generation, I was spoiled.

“Waste not; want not” is a principle almost forgotten by the “Boomer” generation.  My cohorts and I  spawned a disposable world: a new computer comes out, get rid of the old one; something breaks, buy another; cook too much, throw the leftovers away.

I recall my parents’ reminiscing how they made do.  My mother never forgot the lessons she learned during her upbringing and the Great Depression—similarly, the lessons learned during the Great Recession will shape behaviors for years to come.

Quote

Waste not; want not.”  Thomas Hardy as quoted by Sue Tucker

The Fear of Being Wrong


Our air conditioning department manager convinced me to bid the heating and air conditioning work on three school additions. I was nervous about doing so because the specifications called for chilled water air conditioning—systems we had little experience installing. However, he convinced me that he knew what he was doing and if we got the jobs, we could perform the work. We won the bid, installed the systems and they did not operate.

The problem resulted from chilled water not moving through the system at a high enough volume. We first believed the lack of flow resulted from entrapped air—so we hooked garden hoses to the piping and ran the pumps continuously to remove the air. Sure enough, with the nozzle of the hose in a bucket of water, you could see huge bubbles of air belching from the pipes; but the air conditioning units still didn’t work.

The architect decided the systems were was clogged by dirt from unclean piping.  When they reported this, the school authorities threatened our contractor customers, who contacted our bonding company—the situation was getting worse.

Not understanding the intricacies of chilled water-cooling, I was afraid we had done something wrong. Day after day, I would spend hours at each job site, running the pumps in hope the systems would purge themselves. During school board meetings I defended our installation and I avoided answering the questions from the local media. We were spending thousands of dollars trying to make the systems work; we were not getting paid for the work we had performed and our reputation was being ruined.

At my wit’s end, I decided to hire a consulting engineer to review the plans, specifications and our installation. I forwarded the documentation to the engineer and arranged for him to tour the jobs. A couple of days later he called and told me there was no need to inspect our work; that upon reviewing the plans he had determined the pumps were too small to maintain the required water flow. I forwarded his written report to our customers and the problem was solved—in fact, we were paid to change out the pumps. I made a serious error by undertaking a job that I did not understand and I compounded that error by being afraid to be wrong.

The fear of being wrong, can lead to not being able to uncover the cause of a problem and lead to the problem becoming worse.  A decision based upon incorrect facts is bound to be an incorrect decision—before coming to a conclusion, you should question everyone involved, obtain outside opinions and follow the paper trail.

 Problems

It is wise to direct your anger towards problems — not people; to focus your energies on answers — not excuses.” – William Arthur Ward

Traits That Define Leadership


I learned long ago that it’s easy to criticize—it’s tougher to do.  Politicians are particularly susceptible to learning this lesson the hard way when they discover the promises made seeking office often can not be kept when facing the reality of governing.

Whether it is the president of the United States or the president of a company, a teacher or a parent, people run into trouble when they put aside the traits that define great leaders.  These traits include:

Responsibility

As vice president, Harry Truman was not privy to the plans and decisions made by president Roosevelt. When suddenly thrust into the Presidency, it would have been easy for him to defer decisions because of this lack of knowledge but instead he made the tough decisions and took the responsibility for them.  The sign on his desk read, “The buck stops here.”

Consistency

You knew that once his mind was made up, Ronald Reagan was not going to change it.  An example was the air traffic controllers.  Reagan told them if they we on strike he was going to fire them.  The media went crazy: “You can’t do that, air travel will come to a halt.”  Well, they went on strike, he fired them and the planes went on flying.

Being consistent means making  decisions, sticking with them and  approaching problems in a steady, stable and most importantly, predictable manner.

Honesty

George Washington had a reputation of being scrupulously honest: his word was his bond and you could believe what he said. Because they believed in and trusted him, despite terrible hardships, the men of the continental army continued to soldier under his command; eventually winning the American revolution.

The respect he earned  allowed him to win the peace by pulling together varying factions to write the U.S. Constitution.  His efforts led to the United States becoming a great nation and to his being recognized as the founder of our country.

You cannot lead if people don’t trust your words or your actions.

Compassion

Theodore Roosevelt came from a family of wealth.  Although he could identify with the “captains of industry,” he realized that great fortunes were being built upon the backs of working people: that trusts and monopolies reduced competition and unnecessarily raised prices.  Roosevelt undertook a campaign to break up the trusts and monopolies and became the great “Trust Buster.”  His compassion for the little guy won him fame, popularity and respect.  The laws he helped to craft and pass still govern our nation’s commerce.

Avoiding Being Precipitous

Operation Overlord, the WWII invasion of France, involved hundreds of thousands of troops, countless ships and millions of tons of supplies, all coming together at the same time at the same place.  Dwight Eisenhower led the effort to formulate the plan that led to a successful invasion and the liberation of Europe.  Eisenhower knew that success is based upon planning: that hasty decisions can lead to disastrous results.

Eisenhower also knew that reckless words can destroy a relationship.  When George Patton spoke impetuously about the British people, he found himself without a command.

A Willingness To Put Ego Aside

Abraham Lincoln strived to surround himself with quality people: bright lights that often outshined his own.  He realized that the more successful his subordinates were, the more success he would have in his efforts to save the union.  He did not hesitate to fire generals who were not performing and did not care that the successful ones received more accolades than he did.  He was willing to set aside personal agendas and ego in his quest to fulfill his mission.

Leadership

“In order to be a leader a man must have followers. And to have followers, a man must have their confidence. Hence, the supreme quality for a leader is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office. If a man’s associates find him guilty of being phony, if they find that he lacks forthright integrity, he will fail. His teachings and actions must square with each other. The first great need, therefore is integrity and high purpose.” – Dwight D. Eisenhower