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If your paychecks came from Ford Motor Company in the 1970s, you lived in an ugly time. Morale was low. Sales were taking a beating. Quality was “job none.” And the company operated from an entrenched system of rules and regulations. Into that demoralized environment, Donald Peterson became Ford’s CEO in 1980.
Peterson showed up tossing words around like “teamwork” and “upward communication.” But words mean nothing to entrenched bureaucracies. So Peterson tried something radical – he left his office. He would walk into the offices of designers and ask simple questions like:
- Do you like these cars?
- Do you feel proud of them?
- Would you park one in your driveway?
I think you can guess the answer he received.
Your job, Peterson said, is to come up with the cars you think will sell – cars you can be proud of. The results were stunning and quick, by auto industry standards. The first significant product was the 1983 Thunderbird, followed quickly by the wildly successful Taurus, which became the best-selling midsized car in America.
That was just for starters. During the 1980s, Ford reversed its dismal previous performance to record then-record-breaking profits. Peterson was chosen by his fellow CEOs as the nation’s most effective leader, surpassing even Lee Iacocca.
What made the difference? Donald Peterson was a Side-by-Side Leader. In the words of Robert Richardson and Katherine Thayer, “Peterson didn’t accomplish all this by sitting behind a desk and telling people what he wanted done. He rolled up his shirt sleeves and jumped in. He provided a direction and goal and then participated in making them reality.”
Your Worst Skydiving Fear
Imagine you are an inexperienced skydiver. You’ve been on a few jumps, but still think of yourself as a rookie. It’s a beautiful day for flying and jumping out of airplanes, so up you go. You reach the point where it’s time to pull the ripcord, and it malfunctions. To your horror, so does the backup chute.
Suddenly it’s not such a good day for jumping out of airplanes. [click to continue…]
Dateline Barcelona, 1992. The Summer Olympics are hosting the first-ever competition of the truly-best in their respective nations, as professionals and amateurs are all invited to the party. The United States has assembled a collection of NBA-plus-one stars that may be the best roster to ever take a tip-off. And their nickname: “The Dream Team.”
This isn’t about basketball. It’s about teams, and how you need a “dream team” of your own. Not the kind the wins medals, but the kind that empowers lives. While our culture idolizes the individual, the truth is, you were designed by creation and redesigned by gifts and talents to need the contributions of others in order to maximize your potential. I’d like to show you how to go about doing it. [click to continue…]
(The 12 Ways of Christmas, Part 11 – The Way of Connection)
“I have connecting gate information here!”
Amber Amari knew something about making connections. And no place connected more people and destinations than Atlanta’s Hartsfield-Jackson International Airport.
“Dallas/Ft Worth? A33. Richmond? Gate B10.”
Amber had the printout for Delta Flight 2943, inbound from Newark, as she stood at Gate A5. But she hardly had to refer to it. She had a remarkable gift for remembering the complex array of gates, times, and final destinations of her assigned passenger manifests.
“Oklahoma City is B14… You’re welcome, sir – Merry Christmas to you, too.”
Everyone else on 2943 was a connection-in-waiting. But today Amber had a special assignment. The last passenger to deplane – six-year-old Bradi Russo – would be her companion for the day.
“Charlotte? B8.”
Amber was something of a specialist in making connections. And nowhere did the 27-year-old Red Coat’s gifts shine more than in unique, delicate situations.
Bradi Russo was a unique situation.
And as the tentative little girl took the hand of the flight attendant and walked toward the gate, it was good to know, Amber Amari understood the concept of delicate. [click to continue…]
On a county road in rural Alabama, in the heart of peanut country a long time ago, a unique, once-in-a-lifetime gathering of people took place. It was about this time of year. And I happened to be there.
It was a meeting of the Royal Priests of Balkum. And I had been asked to address them.
Let me hasten to say that there wasn’t much about those in attendance that day that looked particularly royal. Priestly either, for that matter. There were some farmers, a few teachers, lots of retirees, some pastors, some homemakers, a missionary or two.
The program actually said “Henry County Baptist Association.” The sign outside said, “Balkum Baptist Church.” And I had been asked to speak on an assigned subject: the priesthood of the believer.
They didn’t hear me groan. But groan I did. The “doctrinal sermon” they called it. And this year’s doctrinal theme had become a denominational hot potato.
But duty called, and the Baptists of Henry County awaited.
And so did the Lord.
He was waiting on me to learn a priceless lesson. [click to continue…]
Ask most any Christ follower who or what the ultimate model for leadership is, and they’ll point you to Jesus Christ.
Ask that same Christ follower what the ultimate standard for leadership is, and they’ll probably land on servanthood. “Jesus was a servant leader,” they will opine, “and He called His followers to lead by serving.”
Okay, so far, so good. One more question.
Ask that same believer to name somebody from among the most successful ministries or institutions who actually practices servant leadership across the board…
…and watch their pupils widen. The headlights just caught the deer.
In spite of all our claims to servant leadership, the honest truth is that leadership on a grand scale means knowing what to do with opportunity, influence, power, and public image. Can a leader have all of that and remain a servant?
Yes.
But will he?
Camels and the eye of the needle come to mind. [click to continue…]
by Andy Wood on March 10, 2010
in Ability,Consumers,Five LV Laws,Following Your Passion,Leadership,Life Currency,LV Alter-egos,LV Cycle,Principle of Abundance,Waiting
(What to Do When Your Brook Dries Up, Part 2)
In the last post I shared some ideas based on the experience of a prophet in the Bible named Elijah about what to do when we try to draw from familiar sources of support, provision (income), encouragement, or direction – only to find that they simply aren’t there anymore. In the two days since then, I have talked to
- a man who needed counsel and didn’t have a pastor,
- a missionary who has seen a significant decrease in support,
- a former lay leader in churches who is struggling to find a church home,
- a pastor whose congregation is struggling both financially and in attendance,
- a student whose marriage engagement has broken off,
- a church member in another city whose pastor was terminated, then abruptly died.
What they all have in common – in the language of Elijah’s experience, their “brooks have dried up.”
I fully expect that nearly half the conversations I have tomorrow will be in the same vein.
Bottom line: there are two kinds of people in the world [click to continue…]
I know about as much about car transmissions as I do about clouds (which for some reason I never studied in school). I know it makes the car go, and if it ain’t working, your car won’t be going anywhere. At least, not in the manner to which you’re accustomed.
Now since I’m completely clueless, I’m also at the mercy of somebody who isn’t if something goes wrong with my car-goer. So when I need transmission service, that’s when I call the folks at A-1 Transmission.
(Ewww. Does this sound like a commercial or what?)
Seriously, this isn’t about transmission service. It’s about LifeVesting. And how a little transmission shop on 34th Street invested in my life in more ways than one.
A couple of months ago my wife reported that we had something major wrong with her vehicle. Sure enough, when I drove it, it jerked badly when it finally shifted gears, and when I would stop, it took forever to downshift back to first.
Ugh, I thought. Transmission.
But I did know who to call. I had gotten good service at A-1 in the past, and so I heaved and jerked over there one afternoon to show them I had a transmission problem.
Crazy thing was, he didn’t take my word for it. Can’t imagine why.
“Let’s go for a ride,” he said, and asked for the keys.
We drove through the neighborhoods of central Lubbock and it didn’t take the expert long to arrive at a diagnosis. [click to continue…]
(The Twelve Ways of Christmas, Part 4: The Way of Waiting)
For Scotty Thomas, Christmas was cruel. What other word can you use to describe living in a house where Dad enforced a hard-nosed rule: Christmas presents were for Christmas day?
“But can’t I open just ONE?” Scotty would ask.
“No,” his dad would say, smiling.
“I think I know what this one is,” Scotty would say, shaking a wrapped present under the tree.
“Think all you want,” Dad would reply. “You may be right. You may be wrong.” Inevitably for Scotty, it was a little of both.
Like any good 8-year-old, Scotty also had razor-sharp radar for any kid who seemed to get a better deal. Jeremy Walker got to open the give from his sister a day early. Jeff Dunaway opened family gifts the weekend before Christmas day. But Scotty’s appeals landed on stone.
As Scotty grew older and wiser (age 10 now), he became more sophisticated in his approach. If he couldn’t win by appeal, he would conquer by steal. Scotty set out on a mission to find hidden “treasures.”
Snooping through his dad’s workshop and in the attic, Scotty hit the mother lode a full 10 days before Christmas. A new bicycle, video games, a skateboard, some table games, a basketball, a couple of posters for his room, a wristwatch… this was going to be an amazing Christmas.
It turned into the worst 10 days of Scotty’s young life. [click to continue…]
Hanging on the wall at the Grace Clinic lab in Lubbock – addressed to people referred to as “patient.”
Now that’s refreshing. To a group of people (and it was a huge group on this day, smack in the middle of flu season) who would probably rather be anywhere else and had precious little time, somebody noticed – and planned to be part of the solution rather than part of the problem. The message: We recognize you have a life outside what it is we do here.
What if we reapplied that idea to other common experiences? Imagine the signs you may see that reflect tiny investments in your life, or the lives of others.
Hanging in a coffee shop: [click to continue…]
Last week I was having a “what do I do” conversation with a youth pastor in another city. Seems he found himself at an impasse with his boss – the senior pastor of the church – over what leadership was supposed to look like. His take on it: the “leader” isn’t leading anybody. Not him, not the others involved in the problem. Nobody.
A couple of weeks ago I was talking to a frustrated children’s pastor about a supervisor who was repeatedly letting important details fall through the cracks. It got so bad, the entire church leadership team was hindered in getting their work done.
I’ve lost count of the number of times I’ve counseled or consulted with employees or constituents – inside and outside Church World – who are crying out for visionary, heart-based leadership. All they get instead are insecure emperors, oilers of the machinery, or absent-minded trips down memory lane.
Whenever I hear yet another story of position holders who are failing the people they’re supposed to be leading, I have two knee-jerk reactions. First, I want to take up the constituents’ offense. I want to bark and growl and roll my eyes and look incredulously and fuss and fume. Second, I wonder if anybody could issue the same complaint about me if they were completely honest.
Just for laughs, why don’t we stick out necks out and try on an idea. Leadership failures aren’t the result of somebody setting out to ruin an organization or to make your life or work miserable. (Hey, I said “try it on”… if it doesn’t fit, we can fuss and fume some more later.) Assuming that’s true, then, where do we go wrong? How do leaders begin to suck the life out of people or organizations? Here are 10 things to watch for: [click to continue…]
If your paychecks came from Ford Motor Company in the 1970s, you lived in an ugly time. Morale was low. Sales were taking a beating. Quality was “job none.” And the company operated from an entrenched system of rules and regulations. Into that demoralized environment, Donald Peterson became Ford’s CEO in 1980.
