Genesis chapter 1
Today we are walking in: The Spirit Of Leadership
Joel 2:28
And it shall come to pass afterward, that I will pour out my spirit H7307 upon all flesh; and your sons and your daughters shall prophesy, your old men shall dream dreams, your young men shall see visions:
SPIRIT
Today we look to the word-SPIRIT- H7307-RUWACH-wind; by resemblance breath, i.e. a sensible (or even violent) exhalation; figuratively, life, anger, unsubstantiality; by extension, a region of the sky; by resemblance spirit, but only of a rational being:—air, anger, blast, breath,
The Torah Testifies……………………….
Genesis 1:2
And the earth was without form, and void; and darkness was upon the face of the deep. And the Spirit H7307 of God moved upon the face of the waters.
Genesis 6:3
And the LORD said, My spirit H7307 shall not always strive with man, for that he also is flesh: yet his days shall be an hundred and twenty years.
Exodus 28:3
And thou shalt speak unto all that are wise hearted, whom I have filled with the spirit H7307 of wisdom, that they may make Aaron's garments to consecrate him, that he may minister unto me in the priest's office.
The Prophets Proclaim……………………….
Isaiah 31:3
Now the Egyptians are men, and not God; and their horses flesh, and not spirit H7307. When the LORD shall stretch out his hand, both he that helpeth shall fall, and he that is holpen shall fall down, and they all shall fail together.
Ezekiel 2:2
And the spirit H7307 entered into me when he spake unto me, and set me upon my feet, that I heard him that spake unto me.
Haggai 1:14
And the LORD stirred up the spirit H7307 of Zerubbabel the son of Shealtiel, governor of Judah, and the spirit H7307 of Joshua the son of Josedech, the high priest, and the spirit H7307 of all the remnant of the people; and they came and did work in the house of the LORD of hosts, their God,
The Writings Witness………………………..
Job 10:12
Thou hast granted me life and favour, and thy visitation hath preserved my spirit H7307.
Psalm 34:18
The LORD is nigh unto them that are of a broken heart; and saveth such as be of a contrite spirit. H7307
Proverbs 15:4
A wholesome tongue is a tree of life: but perverseness therein is a breach in the spirit H7307.
THE SPIRIT OF LEADERSHIP
PREFACE
Trapped within every follower is a hidden leader. The most important quality of true leadership is the spirit of leadership. All humans possess the leadership spirit, but only those who capture the spirit of leadership ever become truly effective leaders.
For the past thirty years, I have had the privilege of speaking to hundreds of millions of people through my various media programs and hundreds of thousands personally in my seminars, conferences, and training institutes in over seventy nations. My focus has been assisting others in discovering their sense of purpose, maximizing their untapped potential, and discovering their leadership ability. I have received thousands of testimonies of how the leadership materials, workshops, and seminars have helped many to find their visions, renew their focus, and produce a better life. I am humbled and honored by the privilege of helping others achieve their personal and corporate goals.
A MISSING INGREDIENT
However, there was one challenge that I had for many of these years: I tried to understand why, no matter how many principles, precepts, and programs people were taught on the subject of leadership, there always seemed to be a missing ingredient that was a barrier preventing many of them from breaking through to the leadership capacity that I knew existed within them.
I had read hundreds of books, articles, journals, and research papers on the subject of leadership; I had attended countless seminars, conferences, and summits dealing with leadership development, yet I was never able to identify, define, or fully understand the mystery key that separated and distinguished the leader from the follower. It was not until a few years ago, during one of my leadership sessions with a group of professionals, business owners, and religious, governmental, and corporate leaders I began to gain insight into this mystery of leadership. I took this insight back to my home in, where I was able to study my staff and members of our organization to try to clarify specific principles that make a leader different from followers. This series is a result of this study and the subsequent application of these principles in the lives of many of my students and clients.
AN INTERNALIZED DISCOVERY OF SELF
Simply put, I discovered that the thinking of a leader is what separates him or her from the followers. I found that true leaders are distinguished by a unique mental attitude that emanates from an internalized discovery of self, which creates a strong, positive, and confident self-concept and self-worth. I call this unique mental attitude the spirit of leadership. It’s an attitude that affects the entire life of the leader and controls his or her response to life, danger, crises, disappointments, failures, challenges, and stress. This attitude gives the leader a sense of confidence, faith, and belief in possibilities. It inspires others to have hope in the face of great odds and causes the leader to cultivate a spirit of purpose, daring, passion, and conviction.
This spirit of leadership is birthed in the womb of a personal revelation within the leader and manifests itself in specific and characteristic qualities. In this book, we will look at how a person can experience his or her personal revelation of leadership, and we will identify the special qualities of this spirit.
Together, we will discover that leadership is not the result of study or ordination, position or power. Man (humanity) is essentially a spirit being, and the nature of a person’s spirit dictates the nature that he or she manifests. Until a person’s spirit is changed, the person is unchanged. Leadership, therefore, begins in the spirit of a person. When the spirit of leadership comes alive, it produces an attitude that separates the leader from the follower.
It is important to understand that leadership is not an exclusive club for the elite few who were “born with it.” Every human has the instinct and capacity for leadership, but most do not have the courage or will to cultivate it. The spirit called “man” was created to lead, but man lost the spirit of leadership. All humans posses the potential to lead, but most have lost the passion of leadership. The goal of this series is to help you to rediscover and recover that leadership spirit.
There are many who confuse the position of leadership with the disposition of true leadership. No matter what position one may be given, status in an organization does not automatically create leadership. Genuine leadership is one’s internal disposition, which relates to a sense of purpose, self-worth, and self-concept.
Others have confused leadership with the ability to control others through manipulating their emotions and playing on their fears and needs. But true leadership is a product of inspiration, not manipulation.
Then there are those who believe that the title makes the leader. However, we have all seen many people who have been placed in prominent positions with impressive titles yet have failed miserably because they haven’t understood that real leadership is manifested in performance and results and not just in labels.
True leadership goes far beyond the mechanics of most of the approaches that pervade our leadership programs today. It has more to do with discovering a sense of meaning and significance in life. This distinction separates the leadership quality of passion from the hunger or lust for power. True leaders do not seek power but are driven by a passion to achieve a noble cause.
I am convinced that you were created to be a leading success. Every human being was created to lead in an area of gifting. You were never created to be oppressed, subjugated, subordinated, or depressed. The Creator designed each human being to fulfill a specific purpose and assignment in life. Your assignment determines your area of leadership. Deep inside each of us is a spirit with a big dream struggling to free itself from the limitations of our past experiences, present circumstances, and self-imposed doubts.
We are all victims of unfulfilled passions. I believe that man’s greatest ignorance is of himself. What you believe about yourself creates your world. No human can live beyond the limits of his or her beliefs. In essence, you are what you believe: Your beliefs are a product of your thoughts, your thoughts create your beliefs, your beliefs create your convictions, your convictions create your attitude, your attitude controls your perception, and your perception dictates your behavior. The result is that your life is what you think it should be. When you think according to the spirit of leadership, you begin the process of becoming a leader. This is the heart of true leadership: your attitude, your mind-set, your “spirit of the mind.”
Some of the unique attitudes or qualities of leaders include passion, initiative, teamwork, innovation, persis- tence, discipline, focus, time management, confidence, positive disposition, patience, peace, and compassion. We will explore many of these leadership attitudes so that you can discover how to cultivate them in your life.
This series is dedicated to helping you recapture the essence of your true leadership potential and the accompanying mental attitude that will manifest the true spirit of leadership.
Introduction
Leadership is a trusted privilege given by followers.
There is nothing as elusive as leadership. All the money in the world can make you rich, and all the power in the world can make you strong, but these things can never make you a leader. You can inherit a fortune but never leadership. Yet there is no greater need in our twenty-first century world than effective, competent leadership. Our greatest challenge is that of a leadership vacuum. The number one need all over the globe today is not money, social programs, or even new governments. It is quality, moral, disciplined, principle-centered leadership.
We need true leadership in our governments, busi- nesses, schools, civic institutions, youth communities, religious organizations, homes, and in every arena of life— including the disciplines of law, medicine, science, sports, and the media. Yet the search for genuine leadership is becoming more difficult.
WHERE ARE THE TRUE LEADERS?
The complex, uncertain, uncharted waters of the twenty-first century have plunged us in to a world of globalization, terrorism, economic uncertainty, famines, health epidemics, social transformation, corporate compromises, moral and ethical experimentation, religious conflicts, and cultural clashes. These conditions demand the highest quality of leadership that our generation can produce. Yet I have sat in the halls of governments and observed the struggles of today’s leaders. I have sat around the table chatting with presidents of countries, and I have heard them express their lack of ability to deal with their nations’ challenges. I have talked with cabinet ministers of governments around the world, and they openly ask for help, assistance, and advice. Many leaders just don’t know how to lead any longer.
This crisis in leadership is on many people’s minds today. Questions of moral integrity, honor, values, role models, and respectable standards are topics of discussion on many news programs, and they are also in the thoughts of the man on the street. We hear of leaders having sexual escapades. We hear of business magnates falling by the dozens to corruption. We see national leaders and their cabinet members being tried by their own governments for stealing and other financial misconduct. We learn of priests abusing and misusing their authority and positions in order to take advan- tage of those whom they were entrusted to care for. Where are the true leaders today?
I believe the problem is that leadership has become a role one plays rather than a life one leads. Contemporary leaders are attempting to divorce their personal lives from their public responsibilities and their personal standards from their public lives. To many, leadership is an act, not a calling. Therefore, when they are in their offices, they act a certain way, but when they leave, they lead double lives. This is a contradiction of true leadership. Leadership is not a technique, a style, or the acquisition of skills, but a manifestation of a spirit.
Many institutions, Fortune 500 companies, government agencies, civic organizations, and nonprofit entities spend billions of dollars every year training thousands of would-be leaders in management techniques, human manipulation skills, organizational systems, methods of control and per- suasion, and much more, in the hopes of producing potential or better leaders. Yet such seminars cannot produce true leaders. Furthermore, the quality and standards of leaders are not increasing, but decreasing.
The shelves of every bookstore are stacked with books on the subject of leadership. Some promise instant transformation from follower to leader, while others sell cheap ideas that purport to create leaders by the application of shallow psychology and worn-out principles that frustrate those who invest in them. Research on how to be a leader continues by the leadership gurus, as colleges and universities add special courses designed to produce or improve the cadre of leaders. Yet I believe that all the college courses in leadership can never make a leader.
Many of those whom we idolized as leaders in our modern societies have disappointed us as their fragile, formerly hidden inconsistencies have been exposed. Just the mention of Enron, WorldCom, Tyco, Martha Stewart, Richard Nixon, Bill Clinton, and Catholic priests tells the story of our culture of defective leadership. Moral defects; abuses of power, privilege, and trust; misuses of resources; corruption; and hypocrisy have become associated with leadership today perhaps more than at any other time in history
.Morality, ethics, principles, convictions, standards, faithfulness, transparency, trustworthiness, and honesty are rare commodities in the field of contemporary leadership. Why is true leadership so difficult to find?
OUR CHEATING CULTURE OF LEADERSHIP
One day, as I settled in to my seat on a plane trip to address a group of leaders on ethics and morality in leadership, I was shocked to discover, in the copy of the American Way magazine in my seat pocket, an article by Joseph Guinto with this title: “Lie, Cheat, and Steal Your Way to the Top.” The subtitle read, “Everyone’s doing it, right? But what’s our cheating culture really costing us, and where and when does it end?” Obviously, this subject caught my eye, and I plunged into reading the content.
The article exposed and detailed the corrupting web of cheating as a culture at all levels of Western society, including the highest offices of leadership, and it talked about the “trickle-down corruption effect” taking place. Here are some facts contained in the article that I think are noteworthy: “Employee theft is one of the fastest-growing crimes in the U.S.A....the total cost of occupational fraud—mainly accounting schemes—was $600 billion in 2002...twice what it was in 1997.” The article said that one of the results of this widespread corruption is its effect on the mind-set of future business leaders. An ethics professor at a top business school said, “[My] students defend their view that some cheating is okay by saying, ‘Everybody does it.’”1
This is the culture and environment of leadership that pervades our world today, whether it is in politics, religion, business, education, or sports. We are in desperate need of true, competent, principled, sensitive, compassionate, and spiritually conscious leaders.
WHAT MAKES A TRUE LEADER?
What makes a leader? How are genuine leaders produced? When does one truly become a leader? Is there a predictor of leadership? What are the qualities that distinguish leaders from followers? This series is about the missing ingredient in leadership development. It’s about the elusive link between talent, titles, and leadership. Genuine leadership is not a result of memorizing formulas, learning skills, imitating methods, or training in techniques. It is an attitude of the heart.
The Divine destiny connection, the chain that links us together.
Friday, December 27, 2024
Thursday, December 26, 2024
INTEGRATING VISION AND VALUES
Matthew chapter 13
Today we are walking in: Integrating Vision and Values
Habakkuk 2:2
And the LORD answered me, and said, Write the vision, and make it plain upon tables, that he may run that readeth it.
VISION
Today we look to the word VISION- H2377 chazown- vision(in ecstatic state), visions (in night), oracle, prophecy (divine communication), vision (as title of book of prophecy) from H2372; a sight (mentally), i.e. a dream, revelation, or oracle:—vision. to see, perceive, look, behold, prophesy, provide, to see, behold, to see as a seer in the ecstatic state, to see, perceive with the intelligence, to see (by experience), to provide
The Torah testifies........
Numbers 24:4
He hath said, which heard the words of God, which saw the vision H2377 of the Almighty, falling into a trance, but having his eyes open:
Numbers 24:16
He hath said, which heard the words of God, and knew the knowledge of the Most High, which saw the vision H2377 of the Almighty, falling into a trance, but having his eyes open:
The prophets proclaim.........
1 Samuel 3:1
And the child Samuel ministered unto the LORD before Eli. And the word of the LORD was precious in those days;there was no open vision H2377.
Jeremiah 14:14
Then the LORD said unto me, The prophets prophesy lies in my name: I sent them not, neither have I commanded them, neither spake unto them: they prophesy unto you a false vision H2377 and divination, and a thing of nought, and the deceit of their heart.
The writings bear witness.........
1 Chronicles 17:15
According to all these words, and according to all this vision H2377, so did Nathan speak unto David.
Psalm 89:19
Then thou spakest in vision H2377 to thy holy one, and saidst, I have laid help upon one that is mighty; I have exalted one chosen out of the people.
Chapter 12
Integrating Vision and Values
“Leaders stand for something—vision. Leaders stand on something—values.” —Dr. Myles Munroe
A woman was in the process of cleaning out several boxes in her attic that had been stored there for years—ever since she and her husband had moved into their home to accommodate their growing family of four children, who were now adults. Out of the corner of her eye, she noticed a box half-hidden behind the chimney. It was covered with dust and was still taped shut.
I wonder what’s in there? she thought. After carefully brushing away the dust, she pulled the yellowed, wrinkled tape off the center groove of the box and opened up the flaps. Inside, she saw several pieces of red cloth, imprinted with an intricate design, wrapped around some unknown objects. Suddenly, a memory flashed into her mind, taking her back three decades, and she instantly remembered what the items in the box were: several jade objects from China that a friend had given her, which she had inherited from her father. The woman had forgotten all about having received them; she had not given them a thought in years.
The next week, she had the items appraised, and she was stunned to find out they were comparable in age and quality to an eighteenth-century jade collection that had been featured on the television program Antiques Roadshow several years earlier. The items in that collection had been valued at as much as one million dollars.
A Long-Forgotten Treasure
In many ways, character in our contemporary culture has become like the long-forgotten treasure the woman in the above scenario found inside the dusty box. She hadn’t known what a precious heirloom was in her own house, because she’d abandoned it to a corner of her attic for decades.
Likewise, our society has increasingly relegated values and moral standards to the “attics” and “basements” of our culture. Many people don’t realize what a treasure our society has lost, because it is out of their moral range of vision. The only way character can come back into their line of sight is for them to see a clear manifestation of it in the lives of leaders like you and me. Then, they will be able to recognize the infinitely valuable gift that has been waiting for them all along, so they can receive it and manifest it in their own lives.
It is up to us to initiate the process of restoring character to our culture. Yahusha of Nazareth said that “the kingdom of heaven is like a merchant looking for fine pearls. When he found one of great value, he went away and sold everything he had and bought it.”1 Similar to the merchant who sold everything he owned to obtain the pearl “of great value,” we need to make the reintroduction and development of character our number one priority.
There must be a rediscovery, reprioritization, and resurgence of character among the leaders of the world’s emerging and industrial states alike, so that we can begin to see the restoration of a culture of character in leadership. Teachers, professors, and educational administrators—from grade schools through universities and other institutions of learning—must reprioritize their programs and curriculum to teach students how to develop and refine their character and to understand why character is essential for individuals, communities, and nations.
We need to make the reintroduction and development of character our number one priority.
We must likewise see a commitment among leaders in all fields of endeavor to transform their own conduct, rededicating themselves to high standards and noble values of genuine leadership. Consequently, we need a new breed of leader who will embrace and manifest a culture of accountability—to himself, to his constituency, and, most important, to the Creator Himself, who extended to us the privilege of representing Him as leaders in the earth.
The Intersection of Vision and Values
We could sum up the entire message of this series in the following way: Leaders stand for something—vision. Leaders stand on something—values. And, of these two elements, values are of higher importance. As we have noted throughout the preceding teachings, if a leader does not have an active commitment to his values, moral standards, principles, discipline, and ethical code, all of his endeavors will be weakened—and may even be nullified. Since character must be our number one priority in leadership, let’s review how vision and values are permanently interrelated in the life of a principled leader.
1. Vision Is an Interpretation of Values
Your vision interprets your values in the sense that it reflects and communicates them. For example, suppose your vision is to help young people who are members of gangs that are undermining your community to become engaged in positive activities that will build up the community, instead. Your vision communicates that you value the lives of young people, and that you value improving the quality of life in your community.
Similarly, an organization’s vision reflects its corporate values. For instance, suppose the vision of a home-based business was to create exquisitely embroidered garments to sell to specialty stores, the proceeds of which would supplement the family’s income. This vision communicates that that the business, through its owner, values creativity, quality, enterprise, and financial stability.
Therefore, when leaders in politics, religion, education, business, economics, sports, and other fields invest their time and money in a vision, that vision can be used as a measure for assessing their principal values. Yahusha of Nazareth said, “For where your treasure is, there your heart will be also.”2
2. Vision Is Protected by Values
Your vision is only as safe as the values that undergird it. If you cherish a great vision but don’t value the principles that would enable you to realize it, you may as well not pursue that vision. There needs to be a marriage of purpose and principles. You have to know your purpose, but you must live by your principles. In this sense, vision may be compared to the head, and values to the heart. We should take the advice of an ancient proverb that says, “Above all else, guard your heart, for it is the wellspring of life.”3
It has been said that “the process is as important as the product,” and this is certainly true in regard to fulfilling one’s vision. Years ago, my organization decided to construct a large building called the Diplomat Center. I envisioned how it would be used to teach people about their purpose as leaders. So, I was excited about it, and I was caught up with securing the property, raising the money, and working long hours to see it come to fruition. However, one day, I sensed that Yah was saying to me, “I am not pleased with you.” I was confused, so I asked, “What are You talking about? I’m doing Your will. You told me to build the building.” He said, “You’re not leading the people. You are driving them.” It broke my heart to realize that I had been driving the people who were involved in the vision, rather than inspiring them.
Then, I felt Yah saying, “You have passion, and passion is good, but you have no compassion. Stop everything. I want you to get your balance back.” Deeply convicted, I went into a brief season of solitude in order to regain the balance between my passion and my compassion. The people in my organization were supposed to love this project, not just endure it. So, after reflecting on the situation, I had to go to the people and publicly ask them to forgive me for breaking the law of compassion. I explained to them that, from that point on, we would work together. My confession changed the whole spirit of the organization. People donated more money toward the project, and they also dedicated their time and their skills to see it accomplished.
The ethical issue I had to deal with was that I had been standing for something—the idea of how the new building would support the organization’s vision—but I hadn’t been standing on the values that were needed for the process of carrying it out. Having character, therefore, requires more than discovering what you were born to do and pursuing the fulfillment of your vision; it involves pursuing the fulfillment of your vision in a way that corresponds with ethical principles.
Individual leaders and organizations alike should protect themselves against ethical breaches by setting strong values for themselves. For example, an organization’s governing board should decide what types of policies it will and will not sanction. A business should determine what standards it will not compromise on. A family should decide what media content it will and will not allow into its home. A corporate entity that has not established values for itself lacks moral protection. It is like a city without walls from ancient times that has left itself vulnerable to deadly attack by enemy armies.
Having character involves pursuing the fulfillment of your vision in a way that corresponds with ethical principles.
Vision Without Values—a False Attempt at Reaching Destiny
When a leader pursues his vision without having established values, he is attempting to reach his destiny without the necessary component of discipline. For example, regardless of how great a leader’s vision might be— whether it is to build a family, a ministry, a business, or a country—the entire process must be balanced by clear, strong values that guide his conduct. As we have seen, no matter how wonderful your anticipated destiny might be, if you don’t have discipline, you will short-circuit that destiny and be in danger of losing it completely.
One of my close friends is a distinguished gentleman named Dr. Richard Demeritte Jr. He and I met years ago when he was the ambassador to England from the Bahamas. He has also served as the ambassador to the European Union. When we were talking together one time, he told me a time-honored value his father had conveyed to him: “When in doubt, do what’s right.” This statement provides extremely valuable yet easy-to-remember ethical advice. When you are faced with a moral choice, just do what’s right! A leader of character should always live that way.
The Power of Character to Create Leaders of Principle
In the introduction to this series, we examined principles that showed how crucial leaders are to the development and well-being of a culture. For instance, we noted that nothing advances without leadership and nothing is corrected without leadership. Let’s now review what we’ve learned about the importance of character to the development of leaders equipped to help bring about a cultural course correction and to advance our societies through ethical principles.
1. Character Gives Leaders Credibility
The only avenue for gaining credibility with people so that they will respect our leadership is to develop genuine character. When we demonstrate character, people will not only make deposits in our “trust account,” but they will also advance us “credit” as an investment in our future. They will follow us in faith—and every deposit and investment they make will strengthen the credibility of our character. If we continue to be consistent, they will keep following us. We must build a stable and honorable life if we want people to believe what we say about ourselves and our vision. How committed are you to leading with credibility?
2. Character Gives Leaders Moral Force
Character—not power—is the force of true leadership. If a person has moral force, he doesn’t need to put physical or emotional pressure on people to make them do what he wants. The moral force of a leader is potent because it has the capacity to influence others.
When you develop into a person of strong character—dependable and stable —that is when you become a true force in leadership. For example, your followers may be deeply impressed by your ability to stay steady under pressure. Consequently, your very presence will bring peace to them, because they will know they can rely on you. People will be influenced by you when they are inspired by you, and inspiration comes from character. Are you focused on power—or on moral force?
“It is curious that physical courage should be so common in the world and moral courage so rare.” —Mark Twain
3. Character Ensures That Leaders Maintain Trustworthiness
Trust is a privilege given to the leader by his followers; therefore, a leader must maintain that trust over time and keep it up-to-date. Some companies will spend billions of dollars to protect the longevity of their good name and reputation after a defect or malfunction is discovered in one of their products. They issue a recall and may develop advertising campaigns to alert and reassure their customers, even though doing so entails tremendous cost.
For example, if a toy company hears that a child has gotten hurt because of a defect in one of its products, it will recall the toy, and it will refund its customers in full. To maintain its character, it will spend money to help rectify its mistake. I remember a particular recall of meat due to contamination by E. coli bacteria. The company that supplied the meat immediately stopped its sale, at a loss of likely millions of dollars. But it wasn’t too high a price to pay to protect its good name and prevent additional sickness and potential death among its customers.
So, if many companies will go to that kind of effort to protect the integrity of their name in the marketplace, why do many leaders fail to protect the integrity of their names among their followers by ignoring ethical principles? We can’t set a price tag on having a good name. Are you willing to pay the costs of self-control, discipline, and delayed gratification in order to establish and maintain true character?
4. Character Legitimizes Leaders
It is character that gives people a legitimate right to lead others. Leaders without character are “illegal,” because they are asking people to place their faith in an untrustworthy source. No one has a right to lead if he cannot be trusted, and it would be inappropriate for him to ask people to follow him. If he does, it’s as if he is running a scam, because con men are individuals who ask people to trust them, even though they will never deliver what they promise, but will, instead, steal something from them. There are many people throughout our world today who are powerful con men—but they call themselves “leaders.”
Is that statement too harsh? I don’t think so, because leaders without character who violate people’s faith inevitably take away some quantity of their valuable personal assets—things like trust, security, peace of mind, and hope. This is why, when people become disappointed over the poor ethical conduct of a leader they have followed, many of them become angry. They take it personally, because they have committed much of themselves to the leader and his vision. The leader’s conduct and its aftereffects constitute a major abuse of the great gifts the people have invested—their time, energy, talents, resources, and commitment—which they have poured out based on their trust.
For example, suppose someone has been a member of a particular ministry for ten years, bringing her children to Sunday school to be taught good principles, and donating generous financial support. If it were then disclosed that the ministry’s pastor was having an extramarital affair with another member of the congregation, this ministry member might not only be shocked but also very angry, thinking, How could he have done that to my money, my time, my children! She takes it personally because she has invested valuable aspects of her life in the ministry based on the leader’s presumed character. But his conduct canceled the legitimacy of his leadership. Depending on how the other leaders at the ministry handle the matter, she may feel that she can no longer stay a member of that congregation.
As we have seen, many people today respond to leaders based on what they promise more than on what they value. We need to shift the condition of our support from promises to proven character. The condition should be: “Don’t just tell me what you can do for me—show me who you really are. If you clearly demonstrate that you have character, I will give you my trust.”
How about you? When people place their faith in you as a leader, are they relying on a trustworthy source—or an untrustworthy one?
5. Character Establishes Integrity in Leaders
We have learned that character is built through tests over time and that having integrity involves the integration of one’s thoughts, words, and actions. Thus, a leader’s integrity can be established only over the course of time, which allows for this integration to occur. For this reason, leadership should not be given to people who have not yet been tested and tried. They must have a clear history of experiences as evidence that they have demonstrated stability, trustworthiness, and competence over time.
An emerging leader, therefore, must be tested to see if he can stand up under pressure: How stable is he when circumstances are not going well? Can he handle the weight of disappointments? To this end, an individual who is young or untried should be given responsibility gradually, so that he can develop and manifest character with each level of accountability. This principle is the reason I emphasized the core character quality of responsibleness in the previous teaching. If a person does not develop this quality, he cannot become a principled leader. I give many people in my organization challenging responsibilities because I want them to be able to grow and become qualified to accept leadership positions. Therefore, it’s important for us not only to build our own character, and not only to look for demonstrated character in other leaders, but also to help our followers develop their character so they may become trusted leaders, as well.
Leadership should not be given to people who have not yet been tested and tried.
Vision Gives Meaning to People...
Many leaders think that their goal should be to get people to believe in them. On the contrary, the goal of leaders should be to get people to believe in themselves—to provide an avenue through which they can discover meaning for their lives and manifest their purpose through their personal vision. Helping people to do this requires balance on the part of the leader, because, when people are inspired by a leader’s passion, they often confuse the vision with the leader in their minds. In this way, they think they are being drawn to the person. As we have seen, a leader of principle takes the focus off of himself and puts it on the vision. It is the vision—not the leader—that gives people meaning. And it is the vision that will sustain the people’s conviction, because that is where they will find their significance in serving their gift to others.
What we have just discussed shows how important it is for us as leaders to act on our convictions and not neglect our vision. When we pursue our own purpose, we actually help other people to find theirs. We should reflect on that responsibility, because the opposite scenario can also occur. Think about it: If we don’t maintain our passion for our vision, the people may also lose their energy for their vision. When we feel like giving up and start talking about quitting, the people may also begin to lose their sense of purpose. When we lose our focus, or our commitment to strong character, the people may lose their way in life. Therefore, we must keep vision and values prominent in our lives—other people are depending on us! Who are you currently helping to find meaning and purpose for their own lives through your vision?
...and Values Preserve That Vision
It is imperative that people stay focused on the vision rather than on the leader, because of the danger that a cult of personality will develop. You must never allow people to become so attached to you that they begin to idolize you. How many organizations today have become defunct because they were run by leaders who were “worshipped” by their followers, so that everything fell apart when the leaders had a major moral failure? Leaders need to watch their pride in this respect, because pride can destroy them and their vision. Pride is what makes leaders think they should be idolized. They being to think the vision is all about them, that it’s built around them, that its success is all up to them.
Let us guard against such attitudes. If we don’t want to be humiliated by failure, then we should volunteer right now to humble ourselves. As I emphasized in the previous teaching, humility is another core quality of principled leaders. Cultivating an attitude of humility will help leaders protect themselves and their vision.
Never forget that you and your vision have great significance. “Your” people—the people who are associated with your vision, or will be associated with it—need you. Your character is vital to them. For their sake, as well as your own, commit to be a leader of principle.
A New Beginning for Character
The purpose of this series has been to introduce you to yourself—to your intrinsic significance and your character alike. I want history to write a good account of your life on earth. Please don’t become one of those leaders who begins well and starts a good work, only to have a moral failure or become sidetracked before reaching his destiny. Instead, be a great leader who stays true to his convictions and fulfills his purpose and vision according to strong values; one who never betrays the followers who have placed their trust in him.
You have learned many principles and guidelines for character in these pages. But knowledge and understanding of character and its principles are not enough. If we do not act on what we know, it is the equivalent of never having learned it. These principles won’t operate in our lives unless we apply them. It is by applying them that we have access to the power of character in leadership. At the back of this series are Character Development Worksheets that will help you to evaluate your current beliefs, convictions, values, moral standards, and discipline, so that you can become intentional about the development of your character.
Perhaps you were not raised with much instruction in morals and ethics. If that is the case, you have likely struggled with character issues that now affect multiple areas of your life—your relationships with other people, your job, and the pursuit of your personal purpose. Because a foundation of character was not established in your life at an early age, you didn’t have the resources and wisdom to deal with the various ethical issues you encountered once you reached your teenage years and beyond. I encourage you to use this series as a new beginning for the establishment of strong character in your life.
Principles of character won’t operate in our lives unless we apply them.
May we all dedicate ourselves to a new beginning for character—in our own lives, in our families, in our communities, and in our nations. I encourage you to share these principles of character with your children and other family members, your friends, your staff, and your colleagues. The power of character needs to be taught in the halls of government and the boardrooms of every country in the world. No leader should enter into politics, business, education, economics, education, religion, the arts, professional sports, or any other realm until he has established personal moral standards. I believe that ethical principles should be included in premarital counseling courses, as well, to encourage new husbands and wives to become principled leaders who build their homes upon the strong and enduring foundation of character.
Doing nothing about the crisis of character in our world is not an option, because the future of leadership and our culture is at stake—and the world will not transform itself. Our Creator established character as the foundation of human leadership and success. Let us make a lasting commitment to stand on vision and to stand for values.
How to “Fall Up”: Restoration After Character Failure
The streets of history are littered with the remains of wasted lives—the lives of powerful, talented, skillful, and educated leaders who collapsed under the weight of their achievements, success, notoriety, influence, and power because they lacked an ethical foundation that could have carried them to their destiny. Many of these onetime great leaders undervalued the priority and power of character in their lives. They traded faith for fame, principles for power, and moral respect for reputation.
It is tragic to observe the dishonorable descent of such leaders who, by their own indiscretion, irresponsibility, lack of discipline, and abuse of privilege sell their integrity for temporary pleasures and destroy their character. Sadly, I have personally known and observed many leaders, with great potential to impact the world for good and make a difference in their generation, disintegrate right before my eyes as their outstanding leadership talent and skills dissolved in the murky waters of a life without noble character. Many of them believed that their past accomplishments, achievements, and reputations could compensate for the trust they had lost, but they were greatly mistaken.
Human beings are thus prone to succumb to the lure of power, fame, notoriety, and the adulation of the masses, and many people fall in disgrace by neglecting to secure a strong, durable character. Consequently, we need to ask the following questions: Can a leader survive and recover from a character failure? Is there a way back to the road of leadership success?
Leaders are normally trained in how to succeed, but they are rarely taught how to fail effectively—by learning from their mistakes and making changes to avoid repeating them in the future. They fall down, but they don’t know how to “fall up” after failing.
When a leader fails, he is often rejected by those whom he has been leading because of this breach of faith. Although a leader’s legacy can be dismantled by defective character, one of the greatest tragedies in the world is when someone with tremendous potential fails morally and then feels he can never be restored. Failing in leadership is not as grave as failing to deal with that failure effectively. If you’ve fallen, you must make personal changes that will enable you to “fall up,” transforming your life from the inside out.
Remember that a leader’s ability to function successfully in his role of influencing others for a great cause in the interest of humanity is what I call the “trust factor.” Trust is the currency of true leadership and is the power that is deposited into the leader’s influence account. The only way to protect this deposit of trust is to establish strong character. If an individual wants to secure his leadership, he must make protecting and maintaining his account of trust his principal responsibility. It can take years for a leader to build this account—but only minutes of irresponsibility to deplete it and even cancel it.
The following are the steps to restoration, reconciliation, and reclamation after you have experienced a moral failure or otherwise “fallen” in your leadership role:
1. Admit your need for help.
2. Confess your violation of trust.
3. Identify a true and reliable authority in your life to be accountable to.
4. Practice complete submission to that authority without condition.
5. Obey the advice, counsel, and instruction of that authority without condition.
6. Accept full responsibility for your fall.
7. Agree never to attempt to defend yourself or your act of indiscretion.
8. Agree to allow the authority to represent and speak on your behalf to your constituency and the greater community.
9. Practice total submission to the discretion of the authority with regard to your readiness to return to public service.
10. Establish a permanent relationship with the authority for the purpose of ongoing accountability.
If a leader follows these steps, he can find healing and restoration. The safest course to take when you fall is to submit yourself to a qualified human authority.
Again, failure is not the termination of a leader’s call, assignment, gifts, or talents. It must be seen as a detour, an interruption, and even an attempt to cancel destiny. If you have fallen down, it’s time for you to “fall up” and seek restoration.
Make sure you take time out from your other responsibilities to evaluate what went wrong. Some leaders who fail keep on going as if nothing had happened. You will need to seek forgiveness from those you have let down, but then you must develop self-control, steadiness, maturity, and all the other values of principled leadership. Trust the Creator to restore you to leadership when you are ready for it. There is life after “the fall,” but you must follow the process of restoration in order to receive its benefits.
Today we are walking in: Integrating Vision and Values
Habakkuk 2:2
And the LORD answered me, and said, Write the vision, and make it plain upon tables, that he may run that readeth it.
VISION
Today we look to the word VISION- H2377 chazown- vision(in ecstatic state), visions (in night), oracle, prophecy (divine communication), vision (as title of book of prophecy) from H2372; a sight (mentally), i.e. a dream, revelation, or oracle:—vision. to see, perceive, look, behold, prophesy, provide, to see, behold, to see as a seer in the ecstatic state, to see, perceive with the intelligence, to see (by experience), to provide
The Torah testifies........
Numbers 24:4
He hath said, which heard the words of God, which saw the vision H2377 of the Almighty, falling into a trance, but having his eyes open:
Numbers 24:16
He hath said, which heard the words of God, and knew the knowledge of the Most High, which saw the vision H2377 of the Almighty, falling into a trance, but having his eyes open:
The prophets proclaim.........
1 Samuel 3:1
And the child Samuel ministered unto the LORD before Eli. And the word of the LORD was precious in those days;there was no open vision H2377.
Jeremiah 14:14
Then the LORD said unto me, The prophets prophesy lies in my name: I sent them not, neither have I commanded them, neither spake unto them: they prophesy unto you a false vision H2377 and divination, and a thing of nought, and the deceit of their heart.
The writings bear witness.........
1 Chronicles 17:15
According to all these words, and according to all this vision H2377, so did Nathan speak unto David.
Psalm 89:19
Then thou spakest in vision H2377 to thy holy one, and saidst, I have laid help upon one that is mighty; I have exalted one chosen out of the people.
Chapter 12
Integrating Vision and Values
“Leaders stand for something—vision. Leaders stand on something—values.” —Dr. Myles Munroe
A woman was in the process of cleaning out several boxes in her attic that had been stored there for years—ever since she and her husband had moved into their home to accommodate their growing family of four children, who were now adults. Out of the corner of her eye, she noticed a box half-hidden behind the chimney. It was covered with dust and was still taped shut.
I wonder what’s in there? she thought. After carefully brushing away the dust, she pulled the yellowed, wrinkled tape off the center groove of the box and opened up the flaps. Inside, she saw several pieces of red cloth, imprinted with an intricate design, wrapped around some unknown objects. Suddenly, a memory flashed into her mind, taking her back three decades, and she instantly remembered what the items in the box were: several jade objects from China that a friend had given her, which she had inherited from her father. The woman had forgotten all about having received them; she had not given them a thought in years.
The next week, she had the items appraised, and she was stunned to find out they were comparable in age and quality to an eighteenth-century jade collection that had been featured on the television program Antiques Roadshow several years earlier. The items in that collection had been valued at as much as one million dollars.
A Long-Forgotten Treasure
In many ways, character in our contemporary culture has become like the long-forgotten treasure the woman in the above scenario found inside the dusty box. She hadn’t known what a precious heirloom was in her own house, because she’d abandoned it to a corner of her attic for decades.
Likewise, our society has increasingly relegated values and moral standards to the “attics” and “basements” of our culture. Many people don’t realize what a treasure our society has lost, because it is out of their moral range of vision. The only way character can come back into their line of sight is for them to see a clear manifestation of it in the lives of leaders like you and me. Then, they will be able to recognize the infinitely valuable gift that has been waiting for them all along, so they can receive it and manifest it in their own lives.
It is up to us to initiate the process of restoring character to our culture. Yahusha of Nazareth said that “the kingdom of heaven is like a merchant looking for fine pearls. When he found one of great value, he went away and sold everything he had and bought it.”1 Similar to the merchant who sold everything he owned to obtain the pearl “of great value,” we need to make the reintroduction and development of character our number one priority.
There must be a rediscovery, reprioritization, and resurgence of character among the leaders of the world’s emerging and industrial states alike, so that we can begin to see the restoration of a culture of character in leadership. Teachers, professors, and educational administrators—from grade schools through universities and other institutions of learning—must reprioritize their programs and curriculum to teach students how to develop and refine their character and to understand why character is essential for individuals, communities, and nations.
We need to make the reintroduction and development of character our number one priority.
We must likewise see a commitment among leaders in all fields of endeavor to transform their own conduct, rededicating themselves to high standards and noble values of genuine leadership. Consequently, we need a new breed of leader who will embrace and manifest a culture of accountability—to himself, to his constituency, and, most important, to the Creator Himself, who extended to us the privilege of representing Him as leaders in the earth.
The Intersection of Vision and Values
We could sum up the entire message of this series in the following way: Leaders stand for something—vision. Leaders stand on something—values. And, of these two elements, values are of higher importance. As we have noted throughout the preceding teachings, if a leader does not have an active commitment to his values, moral standards, principles, discipline, and ethical code, all of his endeavors will be weakened—and may even be nullified. Since character must be our number one priority in leadership, let’s review how vision and values are permanently interrelated in the life of a principled leader.
1. Vision Is an Interpretation of Values
Your vision interprets your values in the sense that it reflects and communicates them. For example, suppose your vision is to help young people who are members of gangs that are undermining your community to become engaged in positive activities that will build up the community, instead. Your vision communicates that you value the lives of young people, and that you value improving the quality of life in your community.
Similarly, an organization’s vision reflects its corporate values. For instance, suppose the vision of a home-based business was to create exquisitely embroidered garments to sell to specialty stores, the proceeds of which would supplement the family’s income. This vision communicates that that the business, through its owner, values creativity, quality, enterprise, and financial stability.
Therefore, when leaders in politics, religion, education, business, economics, sports, and other fields invest their time and money in a vision, that vision can be used as a measure for assessing their principal values. Yahusha of Nazareth said, “For where your treasure is, there your heart will be also.”2
2. Vision Is Protected by Values
Your vision is only as safe as the values that undergird it. If you cherish a great vision but don’t value the principles that would enable you to realize it, you may as well not pursue that vision. There needs to be a marriage of purpose and principles. You have to know your purpose, but you must live by your principles. In this sense, vision may be compared to the head, and values to the heart. We should take the advice of an ancient proverb that says, “Above all else, guard your heart, for it is the wellspring of life.”3
It has been said that “the process is as important as the product,” and this is certainly true in regard to fulfilling one’s vision. Years ago, my organization decided to construct a large building called the Diplomat Center. I envisioned how it would be used to teach people about their purpose as leaders. So, I was excited about it, and I was caught up with securing the property, raising the money, and working long hours to see it come to fruition. However, one day, I sensed that Yah was saying to me, “I am not pleased with you.” I was confused, so I asked, “What are You talking about? I’m doing Your will. You told me to build the building.” He said, “You’re not leading the people. You are driving them.” It broke my heart to realize that I had been driving the people who were involved in the vision, rather than inspiring them.
Then, I felt Yah saying, “You have passion, and passion is good, but you have no compassion. Stop everything. I want you to get your balance back.” Deeply convicted, I went into a brief season of solitude in order to regain the balance between my passion and my compassion. The people in my organization were supposed to love this project, not just endure it. So, after reflecting on the situation, I had to go to the people and publicly ask them to forgive me for breaking the law of compassion. I explained to them that, from that point on, we would work together. My confession changed the whole spirit of the organization. People donated more money toward the project, and they also dedicated their time and their skills to see it accomplished.
The ethical issue I had to deal with was that I had been standing for something—the idea of how the new building would support the organization’s vision—but I hadn’t been standing on the values that were needed for the process of carrying it out. Having character, therefore, requires more than discovering what you were born to do and pursuing the fulfillment of your vision; it involves pursuing the fulfillment of your vision in a way that corresponds with ethical principles.
Individual leaders and organizations alike should protect themselves against ethical breaches by setting strong values for themselves. For example, an organization’s governing board should decide what types of policies it will and will not sanction. A business should determine what standards it will not compromise on. A family should decide what media content it will and will not allow into its home. A corporate entity that has not established values for itself lacks moral protection. It is like a city without walls from ancient times that has left itself vulnerable to deadly attack by enemy armies.
Having character involves pursuing the fulfillment of your vision in a way that corresponds with ethical principles.
Vision Without Values—a False Attempt at Reaching Destiny
When a leader pursues his vision without having established values, he is attempting to reach his destiny without the necessary component of discipline. For example, regardless of how great a leader’s vision might be— whether it is to build a family, a ministry, a business, or a country—the entire process must be balanced by clear, strong values that guide his conduct. As we have seen, no matter how wonderful your anticipated destiny might be, if you don’t have discipline, you will short-circuit that destiny and be in danger of losing it completely.
One of my close friends is a distinguished gentleman named Dr. Richard Demeritte Jr. He and I met years ago when he was the ambassador to England from the Bahamas. He has also served as the ambassador to the European Union. When we were talking together one time, he told me a time-honored value his father had conveyed to him: “When in doubt, do what’s right.” This statement provides extremely valuable yet easy-to-remember ethical advice. When you are faced with a moral choice, just do what’s right! A leader of character should always live that way.
The Power of Character to Create Leaders of Principle
In the introduction to this series, we examined principles that showed how crucial leaders are to the development and well-being of a culture. For instance, we noted that nothing advances without leadership and nothing is corrected without leadership. Let’s now review what we’ve learned about the importance of character to the development of leaders equipped to help bring about a cultural course correction and to advance our societies through ethical principles.
1. Character Gives Leaders Credibility
The only avenue for gaining credibility with people so that they will respect our leadership is to develop genuine character. When we demonstrate character, people will not only make deposits in our “trust account,” but they will also advance us “credit” as an investment in our future. They will follow us in faith—and every deposit and investment they make will strengthen the credibility of our character. If we continue to be consistent, they will keep following us. We must build a stable and honorable life if we want people to believe what we say about ourselves and our vision. How committed are you to leading with credibility?
2. Character Gives Leaders Moral Force
Character—not power—is the force of true leadership. If a person has moral force, he doesn’t need to put physical or emotional pressure on people to make them do what he wants. The moral force of a leader is potent because it has the capacity to influence others.
When you develop into a person of strong character—dependable and stable —that is when you become a true force in leadership. For example, your followers may be deeply impressed by your ability to stay steady under pressure. Consequently, your very presence will bring peace to them, because they will know they can rely on you. People will be influenced by you when they are inspired by you, and inspiration comes from character. Are you focused on power—or on moral force?
“It is curious that physical courage should be so common in the world and moral courage so rare.” —Mark Twain
3. Character Ensures That Leaders Maintain Trustworthiness
Trust is a privilege given to the leader by his followers; therefore, a leader must maintain that trust over time and keep it up-to-date. Some companies will spend billions of dollars to protect the longevity of their good name and reputation after a defect or malfunction is discovered in one of their products. They issue a recall and may develop advertising campaigns to alert and reassure their customers, even though doing so entails tremendous cost.
For example, if a toy company hears that a child has gotten hurt because of a defect in one of its products, it will recall the toy, and it will refund its customers in full. To maintain its character, it will spend money to help rectify its mistake. I remember a particular recall of meat due to contamination by E. coli bacteria. The company that supplied the meat immediately stopped its sale, at a loss of likely millions of dollars. But it wasn’t too high a price to pay to protect its good name and prevent additional sickness and potential death among its customers.
So, if many companies will go to that kind of effort to protect the integrity of their name in the marketplace, why do many leaders fail to protect the integrity of their names among their followers by ignoring ethical principles? We can’t set a price tag on having a good name. Are you willing to pay the costs of self-control, discipline, and delayed gratification in order to establish and maintain true character?
4. Character Legitimizes Leaders
It is character that gives people a legitimate right to lead others. Leaders without character are “illegal,” because they are asking people to place their faith in an untrustworthy source. No one has a right to lead if he cannot be trusted, and it would be inappropriate for him to ask people to follow him. If he does, it’s as if he is running a scam, because con men are individuals who ask people to trust them, even though they will never deliver what they promise, but will, instead, steal something from them. There are many people throughout our world today who are powerful con men—but they call themselves “leaders.”
Is that statement too harsh? I don’t think so, because leaders without character who violate people’s faith inevitably take away some quantity of their valuable personal assets—things like trust, security, peace of mind, and hope. This is why, when people become disappointed over the poor ethical conduct of a leader they have followed, many of them become angry. They take it personally, because they have committed much of themselves to the leader and his vision. The leader’s conduct and its aftereffects constitute a major abuse of the great gifts the people have invested—their time, energy, talents, resources, and commitment—which they have poured out based on their trust.
For example, suppose someone has been a member of a particular ministry for ten years, bringing her children to Sunday school to be taught good principles, and donating generous financial support. If it were then disclosed that the ministry’s pastor was having an extramarital affair with another member of the congregation, this ministry member might not only be shocked but also very angry, thinking, How could he have done that to my money, my time, my children! She takes it personally because she has invested valuable aspects of her life in the ministry based on the leader’s presumed character. But his conduct canceled the legitimacy of his leadership. Depending on how the other leaders at the ministry handle the matter, she may feel that she can no longer stay a member of that congregation.
As we have seen, many people today respond to leaders based on what they promise more than on what they value. We need to shift the condition of our support from promises to proven character. The condition should be: “Don’t just tell me what you can do for me—show me who you really are. If you clearly demonstrate that you have character, I will give you my trust.”
How about you? When people place their faith in you as a leader, are they relying on a trustworthy source—or an untrustworthy one?
5. Character Establishes Integrity in Leaders
We have learned that character is built through tests over time and that having integrity involves the integration of one’s thoughts, words, and actions. Thus, a leader’s integrity can be established only over the course of time, which allows for this integration to occur. For this reason, leadership should not be given to people who have not yet been tested and tried. They must have a clear history of experiences as evidence that they have demonstrated stability, trustworthiness, and competence over time.
An emerging leader, therefore, must be tested to see if he can stand up under pressure: How stable is he when circumstances are not going well? Can he handle the weight of disappointments? To this end, an individual who is young or untried should be given responsibility gradually, so that he can develop and manifest character with each level of accountability. This principle is the reason I emphasized the core character quality of responsibleness in the previous teaching. If a person does not develop this quality, he cannot become a principled leader. I give many people in my organization challenging responsibilities because I want them to be able to grow and become qualified to accept leadership positions. Therefore, it’s important for us not only to build our own character, and not only to look for demonstrated character in other leaders, but also to help our followers develop their character so they may become trusted leaders, as well.
Leadership should not be given to people who have not yet been tested and tried.
Vision Gives Meaning to People...
Many leaders think that their goal should be to get people to believe in them. On the contrary, the goal of leaders should be to get people to believe in themselves—to provide an avenue through which they can discover meaning for their lives and manifest their purpose through their personal vision. Helping people to do this requires balance on the part of the leader, because, when people are inspired by a leader’s passion, they often confuse the vision with the leader in their minds. In this way, they think they are being drawn to the person. As we have seen, a leader of principle takes the focus off of himself and puts it on the vision. It is the vision—not the leader—that gives people meaning. And it is the vision that will sustain the people’s conviction, because that is where they will find their significance in serving their gift to others.
What we have just discussed shows how important it is for us as leaders to act on our convictions and not neglect our vision. When we pursue our own purpose, we actually help other people to find theirs. We should reflect on that responsibility, because the opposite scenario can also occur. Think about it: If we don’t maintain our passion for our vision, the people may also lose their energy for their vision. When we feel like giving up and start talking about quitting, the people may also begin to lose their sense of purpose. When we lose our focus, or our commitment to strong character, the people may lose their way in life. Therefore, we must keep vision and values prominent in our lives—other people are depending on us! Who are you currently helping to find meaning and purpose for their own lives through your vision?
...and Values Preserve That Vision
It is imperative that people stay focused on the vision rather than on the leader, because of the danger that a cult of personality will develop. You must never allow people to become so attached to you that they begin to idolize you. How many organizations today have become defunct because they were run by leaders who were “worshipped” by their followers, so that everything fell apart when the leaders had a major moral failure? Leaders need to watch their pride in this respect, because pride can destroy them and their vision. Pride is what makes leaders think they should be idolized. They being to think the vision is all about them, that it’s built around them, that its success is all up to them.
Let us guard against such attitudes. If we don’t want to be humiliated by failure, then we should volunteer right now to humble ourselves. As I emphasized in the previous teaching, humility is another core quality of principled leaders. Cultivating an attitude of humility will help leaders protect themselves and their vision.
Never forget that you and your vision have great significance. “Your” people—the people who are associated with your vision, or will be associated with it—need you. Your character is vital to them. For their sake, as well as your own, commit to be a leader of principle.
A New Beginning for Character
The purpose of this series has been to introduce you to yourself—to your intrinsic significance and your character alike. I want history to write a good account of your life on earth. Please don’t become one of those leaders who begins well and starts a good work, only to have a moral failure or become sidetracked before reaching his destiny. Instead, be a great leader who stays true to his convictions and fulfills his purpose and vision according to strong values; one who never betrays the followers who have placed their trust in him.
You have learned many principles and guidelines for character in these pages. But knowledge and understanding of character and its principles are not enough. If we do not act on what we know, it is the equivalent of never having learned it. These principles won’t operate in our lives unless we apply them. It is by applying them that we have access to the power of character in leadership. At the back of this series are Character Development Worksheets that will help you to evaluate your current beliefs, convictions, values, moral standards, and discipline, so that you can become intentional about the development of your character.
Perhaps you were not raised with much instruction in morals and ethics. If that is the case, you have likely struggled with character issues that now affect multiple areas of your life—your relationships with other people, your job, and the pursuit of your personal purpose. Because a foundation of character was not established in your life at an early age, you didn’t have the resources and wisdom to deal with the various ethical issues you encountered once you reached your teenage years and beyond. I encourage you to use this series as a new beginning for the establishment of strong character in your life.
Principles of character won’t operate in our lives unless we apply them.
May we all dedicate ourselves to a new beginning for character—in our own lives, in our families, in our communities, and in our nations. I encourage you to share these principles of character with your children and other family members, your friends, your staff, and your colleagues. The power of character needs to be taught in the halls of government and the boardrooms of every country in the world. No leader should enter into politics, business, education, economics, education, religion, the arts, professional sports, or any other realm until he has established personal moral standards. I believe that ethical principles should be included in premarital counseling courses, as well, to encourage new husbands and wives to become principled leaders who build their homes upon the strong and enduring foundation of character.
Doing nothing about the crisis of character in our world is not an option, because the future of leadership and our culture is at stake—and the world will not transform itself. Our Creator established character as the foundation of human leadership and success. Let us make a lasting commitment to stand on vision and to stand for values.
How to “Fall Up”: Restoration After Character Failure
The streets of history are littered with the remains of wasted lives—the lives of powerful, talented, skillful, and educated leaders who collapsed under the weight of their achievements, success, notoriety, influence, and power because they lacked an ethical foundation that could have carried them to their destiny. Many of these onetime great leaders undervalued the priority and power of character in their lives. They traded faith for fame, principles for power, and moral respect for reputation.
It is tragic to observe the dishonorable descent of such leaders who, by their own indiscretion, irresponsibility, lack of discipline, and abuse of privilege sell their integrity for temporary pleasures and destroy their character. Sadly, I have personally known and observed many leaders, with great potential to impact the world for good and make a difference in their generation, disintegrate right before my eyes as their outstanding leadership talent and skills dissolved in the murky waters of a life without noble character. Many of them believed that their past accomplishments, achievements, and reputations could compensate for the trust they had lost, but they were greatly mistaken.
Human beings are thus prone to succumb to the lure of power, fame, notoriety, and the adulation of the masses, and many people fall in disgrace by neglecting to secure a strong, durable character. Consequently, we need to ask the following questions: Can a leader survive and recover from a character failure? Is there a way back to the road of leadership success?
Leaders are normally trained in how to succeed, but they are rarely taught how to fail effectively—by learning from their mistakes and making changes to avoid repeating them in the future. They fall down, but they don’t know how to “fall up” after failing.
When a leader fails, he is often rejected by those whom he has been leading because of this breach of faith. Although a leader’s legacy can be dismantled by defective character, one of the greatest tragedies in the world is when someone with tremendous potential fails morally and then feels he can never be restored. Failing in leadership is not as grave as failing to deal with that failure effectively. If you’ve fallen, you must make personal changes that will enable you to “fall up,” transforming your life from the inside out.
Remember that a leader’s ability to function successfully in his role of influencing others for a great cause in the interest of humanity is what I call the “trust factor.” Trust is the currency of true leadership and is the power that is deposited into the leader’s influence account. The only way to protect this deposit of trust is to establish strong character. If an individual wants to secure his leadership, he must make protecting and maintaining his account of trust his principal responsibility. It can take years for a leader to build this account—but only minutes of irresponsibility to deplete it and even cancel it.
The following are the steps to restoration, reconciliation, and reclamation after you have experienced a moral failure or otherwise “fallen” in your leadership role:
1. Admit your need for help.
2. Confess your violation of trust.
3. Identify a true and reliable authority in your life to be accountable to.
4. Practice complete submission to that authority without condition.
5. Obey the advice, counsel, and instruction of that authority without condition.
6. Accept full responsibility for your fall.
7. Agree never to attempt to defend yourself or your act of indiscretion.
8. Agree to allow the authority to represent and speak on your behalf to your constituency and the greater community.
9. Practice total submission to the discretion of the authority with regard to your readiness to return to public service.
10. Establish a permanent relationship with the authority for the purpose of ongoing accountability.
If a leader follows these steps, he can find healing and restoration. The safest course to take when you fall is to submit yourself to a qualified human authority.
Again, failure is not the termination of a leader’s call, assignment, gifts, or talents. It must be seen as a detour, an interruption, and even an attempt to cancel destiny. If you have fallen down, it’s time for you to “fall up” and seek restoration.
Make sure you take time out from your other responsibilities to evaluate what went wrong. Some leaders who fail keep on going as if nothing had happened. You will need to seek forgiveness from those you have let down, but then you must develop self-control, steadiness, maturity, and all the other values of principled leadership. Trust the Creator to restore you to leadership when you are ready for it. There is life after “the fall,” but you must follow the process of restoration in order to receive its benefits.
Wednesday, December 25, 2024
CORE QUALITIES OF PRINCIPLED LEADERS
Genesis chapter 1
Today we are walking in: Core Qualities of Principled Leaders
Habakkuk 2:2
And the LORD answered me, and said, Write the vision, and make it plain upon tables, that he may run that readeth it.
VISION
Today we look to the word VISION- H2377 chazown- vision(in ecstatic state), visions (in night), oracle, prophecy (divine communication), vision (as title of book of prophecy) from H2372; a sight (mentally), i.e. a dream, revelation, or oracle:—vision. to see, perceive, look, behold, prophesy, provide, to see, behold, to see as a seer in the ecstatic state, to see, perceive with the intelligence, to see (by experience), to provide
The Torah testifies........
Numbers 24:4
He hath said, which heard the words of God, which saw the vision H2377 of the Almighty, falling into a trance, but having his eyes open:
Numbers 24:16
He hath said, which heard the words of God, and knew the knowledge of the Most High, which saw the vision H2377 of the Almighty, falling into a trance, but having his eyes open:
The prophets proclaim.........
1 Samuel 3:1
And the child Samuel ministered unto the LORD before Eli. And the word of the LORD was precious in those days;there was no open vision H2377.
Jeremiah 14:14
Then the LORD said unto me, The prophets prophesy lies in my name: I sent them not, neither have I commanded them, neither spake unto them: they prophesy unto you a false vision H2377 and divination, and a thing of nought, and the deceit of their heart.
The writings bear witness.........
1 Chronicles 17:15
According to all these words, and according to all this vision H2377, so did Nathan speak unto David.
Psalm 89:19
Then thou spakest in vision H2377 to thy holy one, and saidst, I have laid help upon one that is mighty; I have exalted one chosen out of the people.
Chapter 11
Core Qualities of Principled Leaders
“Good character is not formed in a week or a month. It is created little by little, day by day. Protracted and patient effort is needed to develop good character.”
—Heraclitus, Greek philosopher
To be effective leaders, we must cultivate many important attitudes and characteristics, such as courage, passion, initiative, patience, teamwork, wisdom, and persistence. But there are several core qualities that we must focus on as we make character our priority in leadership. In this teaching, we will take a brief overview of these qualities, so that we can be intentional about building them into our lives.
Strong Convictions
In teaching 3 and elsewhere in this series, we discussed the necessity of forming strong convictions. However, this process is so central to the development of character that it merits being included in this teaching, as well. As we have seen, convictions refer to two aspects of leadership: (1) a leader’s certainty that he has a unique purpose in life, and (2) his wholehearted personal commitment to a vision worth sacrificing for.
Our established belief system gives rise to our convictions. To have convictions is to sense that there is something we must do while we are on this earth. It is not optional, because life will have no meaning if we don’t accomplish it. As I wrote earlier, we can learn all the skills, methods, and styles of leadership, but they won’t mean much if we have no real convictions that guide our lives, or if we sell out those convictions.
Accountability
Accountability, or answering to a higher authority for our attitudes and actions, reflects a commitment to our own personal integrity. This core quality helps us to remain fixed, set, predictable, and stable in character. We have a responsibility to be accountable on three levels—to ourselves, to other people, and to our Creator.
A Commitment to Self-evaluation
First, we are responsible for regularly examining our own conduct to assess if we are living according to the moral principles that we value highly and have established as standards for ourselves. Again, we can accomplish this most effectively if we have written down our principles, beliefs, convictions, values, moral standards, and ethical code, so that we can easily refer to them.
A Commitment to Evaluation by Others
Second, to be accountable means to submit the evaluation of our attitudes and actions to another individual or group of individuals qualified to examine them in light of the principles to which we have committed. No one can see all of his own weaknesses, or the areas of his life in which he may be compromising his standards. We all sometimes need a different perspective on our lives to show us our weaknesses and our strengths alike. That is why many people have “accountability partners” with whom they meet regularly to encourage and challenge each other.
We should make ourselves accountable only to someone of proven character who has demonstrated that he has our best interests at heart. He should be someone who is able to clearly assess our progress in character development and show us how to get back on track when we have strayed. When we are able to take an honest look at our character, and commit to work on our areas of weakness, we will strengthen our integrity. We will integrate our thoughts, words, and actions even further, so they can become “one.”
A principled leader truly welcomes this process of accountability. He desires to have his values tested for consistency. He wants to know how well he is holding to his own stated code of ethics. Rather than being afraid of constructive criticism, he embraces appraisal because he understands that his inherent worth was given to him by his Creator. Because he desires to manifest true character, he is strong enough to hear what he needs to hear and to use it profitably in his life.
In contrast, unprincipled leaders are afraid of being held accountable, so they avoid evaluation whenever possible. As a result, many of them become “lone wolves.” They think, I’m accountable only to myself. Such people risk self- deception and isolation from the community of which they are a part. They may also begin to use and misuse other people.
In many organizations, leaders are accountable to a board of directors, a group of advisors, or a similar accountability group. If they do not have such a forum to hold them responsible for their stated values, principles, and goals, leaders can make bad moral choices and other unwise decisions. Many leaders fall due to a lack of accountability, as we have seen in the examples throughout this series. A number of them had apparently not made an intentional decision to pursue character-based leadership, so they had never really submitted themselves to either self-examination or evaluation by a board or other group.
Finally, a commitment to evaluation by others means that a leader reports not only to those to whom he is responsible but also to those for whom he is responsible. Accordingly, he should regularly meet with his followers to make sure he is supporting them as they work to fulfill their part of the vision. And he should endeavor to supply whatever they may need in this regard.
A Commitment to Evaluation by the Creator
Third, a principled leader recognizes that his ultimate accountability is to Yah. That is why he has made a commitment to follow the Creator’s first laws. He knows that even when he is alone, everything he says and does is observed by his Higher Authority.
As beings created in the image and likeness of Yah, we have responsibilities and privileges alike. One of our responsibilities is to “fear” our Creator. The term “the fear of the Lord,” which is found in the Bible, does not mean that we are to be afraid of Him. In this sense, the word “fear” has to do with a great reverence and respect for Him that causes us to desire to follow His principles. It also refers to a proper sense of respect for His power, His love, and His other qualities.
We each have gifts and talents, but we did not create ourselves, and this fact should cause us to put our accomplishments into perspective and to express gratitude to our Creator for them. In teaching 9, we looked at the story of a young man named Joseph who had been sold into slavery by his brothers and later falsely accused and imprisoned. Joseph is an example of a leader with great reverence for Yah. The reason he was moved from the prison to the palace was that Yah had given him the ability to understand the meaning of significant dreams. When Pharaoh had a troubling dream, someone remembered Joseph’s gift, and he was sent for by the Egyptian ruler.
Let’s examine what Pharaoh said to Joseph, and then what Joseph’s response was. “Pharaoh said to Joseph, ‘I had a dream, and no one can interpret it. But I have heard it said of you that when you hear a dream you can interpret it.’”1 Wouldn’t you feel good if a king said that to you, especially if you’d just spent years in prison for being unjustly convicted of a crime? You would want to enjoy the moment and take credit for your ability. Yet, because Joseph revered Yah, he understood his responsibility to acknowledge the source of his gift. “‘I cannot do it,’ Joseph replied to Pharaoh, ‘but Yah will give Pharaoh the answer he desires.’”2 A principled leader doesn’t stand up in such a situation and say, “I’m the answer to all your problems!” Rather, he gives credit where it is due.
A leader’s willingness to be accountable reflects his commitment to always be consistent in what he says, what he does, and who he is. Accountability— in all three realms we’ve just discussed—protects a leader from being hypocritical, or two-faced, enabling him to align his life with his standards and principles and to establish his character.
A leader’s willingness to be accountable reflects his commitment to be consistent in what he says, what he does, and who he is.
Monitoring Your Associations
Let me mention one other subject related to accountability. When we do not exercise discernment about those whom we choose to be our close friends and associates, we can inadvertently become answerable to people who don’t have our best interests in mind, and whose immature character may have a negative effect on us. Consequently, we may end up following unwise advice and false principles. As I mentioned earlier, our character—for good or ill— often determines the nature of the people who gravitate to us and become our companions. In other words, our character determines our company. We should form friendships with those who value what we value and are committed to principled living. For this reason, we must be intentional about choosing our close associates, as well as developing our personal character.
Humility
The next core quality is humility. The word humble is derived from the Latin word humus, meaning “earth.” To be humble, then, means to be “down-to- earth.” In the context of character, this means to express and manifest your true self in accordance with your unique, inherent purpose. A leader can manifest true humility only after he accepts his significance as a person and as a leader. When he does so, he ceases to be self-conscious about his actions. He evaluates them regularly, but he does not strive at them, and he does not pretend to be someone he is not. If an individual “tries” to be humble, he has missed the true meaning of humility. If we’re not manifesting our true selves, we cannot be humble. We have inadvertently put on a mask that hides what we are meant to express and reveal to the world.
The quality of humility in a leader is manifested through “servant leadership.” Previously, we discussed Yahusha of Nazareth’s description of the difference between the Roman leaders and the leaders in the “kingdom of Yah.” The Romans leaders liked to lord it over people, ordering them around. But Yahusha said that whoever wants to become great must serve other people. Ordering people around is not the spirit of a true leader. Are your family members, employees, or colleagues afraid of you? If so, that fact shouldn’t make you feel better about yourself. Likewise, you shouldn’t get joy out of an ability to order people around. That is the wrong spirit. A principled leader has an attitude, or spirit, of service.
When a leader is humble, he also has a healthy attitude toward the areas of his life in which he still needs to grow in character. I’ve previously quoted from the writings and sayings of Abraham Lincoln. Lincoln is an example of a strong but humble leader. He was intelligent, wise, and perceptive. But he was also unpretentious, even as president, and he would often express that quality through his self-deprecating humor. On one occasion, a man attempted to curry favor with Lincoln by informing him that his secretary of war, Edwin Stanton, had called him a fool. Lincoln responded that Stanton was usually right, and that he would give the comment some thought! Lincoln was comfortable with himself, and he did not feel the need to defend himself whenever criticism came his way.
Leaders who don’t understand their inherent purpose and worth have difficulty being humble because they often need reassurance through the praise of others. But leaders of principle have found something greater than other people’s accolades—they have found a personal “assignment,” or vision, and they are busy pursuing it. They are occupied with being who they were created to be, so they don’t feel a need to be continually puffed up by others.
Similarly, when we are genuinely humble, we are less likely to be controlled by other people’s opinions of us. We can’t be leaders of character if we are always afraid of what other people will think or say of us. Some people mistake timidity for the quality of humility, but they are opposites: Timidity is related to fear, while humility is related to peace—peace with oneself and peace with other people.
When we are genuinely humble, we are less likely to be controlled by other people’s opinions of us.
One way to gauge your fear of other people is to evaluate the way you talk to your boss or someone else in authority when you have a problem or concern. If you have an issue you want to discuss, do you tell your boss exactly what’s wrong, how you feel about it, and what you recommend be done to solve it? I’m not suggesting that you be argumentative but that you have a reasoned, well-thought-out presentation. When we are afraid of authority figures, we are often not honest with them, and we often do not obtain the help and results we need. A fear of other people will undermine our character and hinder the fulfillment of our vision and goals.
Perhaps the following scenario will seem familiar to you. When preparing to discuss an issue with their boss, some people rehearse what they’re going to say ahead of time, on their commute to work. They might go over their statement again in front of the mirror in the restroom. But then, when they get into their boss’s office, their fear of authority makes them either freeze up or stumble over their words, so that they never say what they intended to say. Instead, they might just tell him they came in to say hello and wish him a good day. But somebody who has confidence in his own inherent worth and abilities will not fear authority. He will approach him in a practical and confident way.
There is a proverb that begins, “Fear of man will prove to be a snare....”3 A snare, or trap, is something in which you are caught and from which it is difficult to escape. We do not have to fear people just because they have a certain title or hold a particular office. If you are afraid of authority, and you haven’t been promoted at your job as quickly as you thought you should be, perhaps the managers at your workplace see you as someone who lacks confidence and would not be able to handle additional responsibilities. Whatever the reason, you can overcome your fear of man by focusing on fulfilling your inherent purpose and seeking to serve others.
Integrity
One definition of integrity is “incorruptibility.” If you are incorruptible, you will not be enticed by your own desires or the pressure of other people to violate your moral standards or to operate on the basis of self-interest. Integrity was a quality exemplified by George Washington; he demonstrated that he could not be corrupted by power.
At the time that the American Revolution ended, King George III of England was having his portrait painted by artist Benjamin West. He asked the painter what he thought George Washington would do now that the war was concluded. West replied that he thought Washington would resign and go back to his farm. A startled King George exclaimed, “If he does that, he will be the greatest man in the world!”
To give up power voluntarily at the height of success and popular support is a rare decision for a leader, making his action even more impressive. Likewise, after Washington had served two terms as president of the United States, he did not run for a third term, because he had accepted the office in order to serve the people, not to garner power for himself. Washington was so highly regarded for his integrity that a number of Americans of his time would have supported the idea of giving him a life term as president, or even making him king. Instead, he calmly passed the reins of office to the next elected president. In doing so, he set a standard for all presidents to come, and helped to stabilize the new nation.
It is said that Napoleon Bonaparte, the famous military leader and former emperor of France, made a telling comment as he sat out his second exile on the island of Elba, lamenting his fall from power. He said that the people of France had “wanted him to be another George Washington.” But he could not do it. Because he loved power, he never would have given it up of his own accord.
Responsibleness
Leaders of principle also act responsibly, and they eagerly accept responsibility. One of the Creator’s first laws is that if we are faithful over the smaller jobs and tasks we have been given, we will be granted even greater ones.4 This is the process by which leaders grow into increasingly responsible positions.
The process usually starts with the leader’s own initiative to assume responsibility. Some people are annoyed by the thought of having to work. They don’t want people to ask them to do anything—whether it’s helping out with chores at home, doing the “grunt” work at a volunteer organization, taking care of the paperwork related to their job, or something else. Frankly, many people are lazy. But a principled leader loves responsibility. He welcomes the opportunity to be productive and often looks for useful work to do.
In this regard, let’s look at one more example from the life of Joseph. Joseph successfully interpreted Pharaoh’s dream, which was a message to the ruler and his nation that seven years of plenty would come, but they would be followed by seven years of famine. When Pharaoh heard the interpretation, he immediately said to Joseph:
Since Yah has made all this known to you, there is no one so discerning and wise as you. You shall be in charge of my palace, and all my people are to submit to your orders. Only with respect to the throne will I be greater than you....I hereby put you in charge of the whole land of Egypt.5
If there ever was a time when Joseph might have felt he could delegate his work and finally take it a little easy, this would have been it! Instead, he worked diligently in his new role, preparing for the days of famine:
And Joseph went out from Pharaoh’s presence and traveled throughout Egypt. During the seven years of abundance the land produced plentifully. Joseph collected all the food produced in those seven years of abundance in Egypt and stored it in the cities. In each city he put the food grown in the fields surrounding it. Joseph stored up huge quantities of grain, like the sand of the sea; it was so much that he stopped keeping records because it was beyond measure.6
In contrast to Joseph’s responsible attitude, some people seek to avoid their boss, the head of their volunteer organization, their pastor, their parents, and so forth, because they don’t want to be put into a situation where they will be asked to do something. However, though many of these people will avoid working at smaller tasks, they suddenly appear when an important and exciting opportunity comes along. Then, they are often the first to say, “I’ll go!”
How about you? What do you do when somebody gives you a job to do? Do you feel sorry for yourself, or do you get started on it right away? Responsibility is good training for leaders of character. We need to be the kind of leaders who are eager to take on responsibility. Those are the leaders who are useful to others, and whom others can depend upon. If you have made progress in developing the quality of responsibleness, you’re on your way to being a leader of character.
Discipline and Sacrifice
We have covered the qualities of discipline and sacrifice in several previous teachings, but a list of the core qualities of principled leaders would not be complete without them. All true leaders adhere to self-imposed limitations on their lives for the purpose of achieving a higher purpose.
Leaders of principle have learned to govern themselves. They exercise self- control without needing to be disciplined externally. As we, too, progress in character development, we will learn to govern and discipline each area of our lives in order to protect it from ethical lapses and prepare it for maximum productivity. We will train ourselves to do this regardless of whether other people are present, and regardless of whether other people ever find out about it.
Many people have a certain awe about those who sacrifice and suffer in order to do extraordinary acts that will aid humanity, or to accomplish a demanding goal. And that awe is translated into inspiration. In this way, as we have seen, sacrifice based on conviction leads to inspiration. And inspiration is what leads other people to join in fulfilling our vision.
Tuesday, December 24, 2024
TEMPTING YOUR CHARACTER
James chapter 1
Today we are walking in: Tempting Your Character
Habakkuk 2:2
And the LORD answered me, and said, Write the vision, and make it plain upon tables, that he may run that readeth it.
VISION
Today we look to the word VISION- H2377 chazown- vision(in ecstatic state), visions (in night), oracle, prophecy (divine communication), vision (as title of book of prophecy) from H2372; a sight (mentally), i.e. a dream, revelation, or oracle:—vision. to see, perceive, look, behold, prophesy, provide, to see, behold, to see as a seer in the ecstatic state, to see, perceive with the intelligence, to see (by experience), to provide
The Torah testifies........
Numbers 24:4
He hath said, which heard the words of God, which saw the vision H2377 of the Almighty, falling into a trance, but having his eyes open:
Numbers 24:16
He hath said, which heard the words of God, and knew the knowledge of the Most High, which saw the vision H2377 of the Almighty, falling into a trance, but having his eyes open:
The prophets proclaim.........
1 Samuel 3:1
And the child Samuel ministered unto the LORD before Eli. And the word of the LORD was precious in those days;there was no open vision H2377.
Jeremiah 14:14
Then the LORD said unto me, The prophets prophesy lies in my name: I sent them not, neither have I commanded them, neither spake unto them: they prophesy unto you a false vision H2377 and divination, and a thing of nought, and the deceit of their heart.
The writings bear witness.........
1 Chronicles 17:15
According to all these words, and according to all this vision H2377, so did Nathan speak unto David.
Psalm 89:19
Then thou spakest in vision H2377 to thy holy one, and saidst, I have laid help upon one that is mighty; I have exalted one chosen out of the people.
Chapter 10
Tempting Your Character
“Laws and principles are not for the times when there is no temptation: they are for such moments as this, when body and soul rise in mutiny against their rigour....If at my convenience I might break them, what would be their worth?”
—Charlotte Brontë, Jane Eyre
On a trip to Israel, I toured a site where ancient artifacts from the Roman Empire were on display. In one area of the site, I noticed what looked like a large smelting pot, as well as pieces of metal, a broken sword, a broken dagger, and an intact sword. The guide at the site explained, “The Roman Empire had the most powerful army in the world. Practically no one defeated the Romans militarily. Why? They not only had superior strategy, but they also had superior weapons. And the reason Roman swords were so powerful is that they had been properly tempered.”
The guide then explained the tempering process. A Roman blacksmith would take iron ore and beat it on an anvil with a steel mallet to make it flat and even. Then, he would put the metal in a furnace. When the metal became red-hot from the fire, the blacksmith would be able to detect dark spots in it, which indicated areas of weakness. Wherever he saw a spot, he would hammer at it until he couldn’t see it anymore. Then, he’d take the glowing metal and thrust it in very cold water. This caused all the molecules in the metal to move close together, strengthening it.
After this, the blacksmith would take the sword out of the water and put it back in the fire. The metal would heat up again, and he would check the area where he had previously worked on the spot. If it was still there, he kept working at it until it was completely gone. Then, he’d put the sword back in the fire until it was glowing hot again, so he could identify the other weak areas. He would repeat this process until no more spots remained. In this way, the sword would repeatedly be subjected to a process that took it from burning fire to hammering to ice-cold water.
The guide said that whenever a blacksmith finished making a sword, he engraved his own name or mark on it. So, every Roman sword identified the person who had forged it. And every blacksmith who worked for the Roman army had a contract stipulating that if any of his swords broke, he could be put to death.
This guarantee that the sword would not break was crucial to the success and safety of the soldiers. They were going out into the world of battle. And when they were in the middle of the pressures of combat, they couldn’t afford to have their swords break. If they did, their lives could be jeopardized. The soldiers had to be able to place confidence in the strength and durability of their weapons. And the only way they could trust their swords was to know that they had gone through this “tempering” process.
Strengthened Through Trials
The verb temper may be defined as “to make stronger and more resilient through hardship.” The process of tempering swords may be compared to a process that is essential to the building of our character—this is the process of being tempted.
You may be thinking, What? Isn’t being tempted something to avoid?
We must realize that being tempted is not the same as succumbing to temptation. The process of temptation reveals what is genuine in our character and what is false, similar to the process of refining gold in fire, in which everything that isn’t pure gold is burned away. Believe me, friend: Every day of your life, your character will be tested! These tests are not for the purpose of defeating us but rather for strengthening us.
You probably already know many of your strengths, but are you aware of all your weaknesses? Each of us has weak areas in our character. And testing, or tempering, has much more to do with checking for our weaknesses than for our strengths. The Roman blacksmiths would start out with weak, porous pieces of metal when crafting their swords. That condition of the metal describes the inner state of human beings, who contend with the effects of fallen humanity. To be tempted is to be assessed for moral weaknesses —“spots”—in our character, so they can be removed, and so we can become leaders of principle. And as our character is strengthened, we will prove our trustworthiness to lead others.
To be tempted is to be assessed for moral weaknesses— “spots”—in our character, so they can be removed,
and so we can become leaders of principle.
Paul of Tarsus wrote the following to his first-century audience in Rome about the process of character building: “We also rejoice in our sufferings, because we know that suffering produces perseverance; perseverance, character; and character, hope. And hope does not disappoint us....”1 Isn’t that powerful? The Greek word for character in this passage indicates “the process or result of trial, proving, approval.”2 What a process! I consider it the secret to character development.
The word “sufferings” here can be equated to tests and challenges. Paul was saying that when we go through trials, we will build perseverance. To persevere means to bear up under pressure, so that we remain consistent and stable. We should view each temptation as an opportunity to strengthen the weak areas of our lives.
Resisting temptation and enduring in the midst of trials can seem like daunting tasks. However, as one biblical writer emphasized, “No discipline seems pleasant at the time, but painful. Later on, however, it produces a harvest of righteousness and peace for those who have been trained by it.”3 We never know how strong or stable we are until we’re under real pressure. When life heats up in the course of various difficulties and trials, our weaknesses become exposed, allowing us to see them clearly. Instead of turning away from what we see, we must acknowledge those flaws. Then, to get back on the right track, we need to determine the appropriate ethical principle to apply and then align ourselves with it through personal discipline. We must allow the tempering process to train us. As we do, we will recommit ourselves to our convictions, values, and moral standards, strengthening our character.
Intentional Personal Development
Character is manifested when our values, principles, morals, and standards are tested. And life will give us plenty of tests. However, the challenges and trials that come to us from external forces will not address all of our weaknesses. Therefore, just as the blacksmith sought out the weak areas of the metal, character building involves self-evaluation. We should be intentional about assessing ourselves according to the established moral principles to which we have committed. Wherever we find a “spot,” we should work to eliminate it. When we have addressed a character flaw for a period of time, we should search for another. This can be hard work, but it is worth it!
As we have seen, our character cannot be developed unless we make a personal commitment to our convictions and moral standards. We also need to specifically state these convictions and standards—first to ourselves, and then to our families, our colleagues, our constituents, our communities, and so forth. This is when we make declarations such as, “I will/will not do such and such.” When you state your values, standards, and code of ethics to yourself, you reinforce your convictions and encourage personal discipline in relation to them. However, you must be aware that when you make a commitment to a moral standard and declare that you will uphold it, you give “life” the right to remind you of it in the tests and challenges it hands you. It’s as if life says, “You told me that you believe this—now prove it. I’m going to test you.”
When you state your values, standards,
and code of ethics to yourself, you reinforce your
convictions and encourage personal discipline.
Peter, one of Yahusha of Nazareth’s disciples—His leaders-in-training—said to Him, “I am ready to go with you to prison and to death.”4 In other words, “I will never compromise my values; I will never violate Your trust. In fact, I am willing to sacrifice my life for You.” Yahusha knew His disciple’s weaknesses. He explained to Peter that not only was he not yet committed to sacrifice for his beliefs by going to prison and to death, but he would even deny Him three times. That is why He previously told Peter, in effect, “The adversary (HaSatan) will try to sift you like wheat, but I have prayed for you, so that you will retain your faith.” (In other words, I have prayed that your convictions will not collapse in the midst of your tests.) “Then, when you come through this, and your own character is strengthened, use this experience to help others strengthen their character.”5 When we fail life’s tests, we must learn from them. We must not give up our core beliefs and convictions but recommit to act in accordance with them.
There can be no “secret” or private moral codes in a leader’s life. There may be times when individuals need to strengthen their personal character for a season before announcing their convictions to the world, so that they won’t fail publicly if they have a number of character issues to work on. But, at some point, a leader’s convictions must become public knowledge. All great leaders face opposition to their convictions. They don’t experience this opposition by keeping their ethical values a secret. It happens because they commit to their values and express them openly, and because their words are reinforced by their actions.
Our character, then, is forged in the public declaration of our values and moral standards. Suppose Mahatma Gandhi had never spoken publicly of his convictions about the dignity and equality of all human beings. He might have earned a good living and had a fairly happy—and safe—life as a lawyer. However, he never would have achieved greatness by helping the people of his country to achieve self-rule.
As you’ve progressed through this series, have you become aware of your own ethical weaknesses? If so, that’s a good thing. Again, only when we see our ethical “spots” can we remove them. For example, you may be saying, “I have been compromising in my personal life. No more! I’m not going to date that person anymore. He is not encouraging me to hold to moral standards.” You shouldn’t be surprised if your new commitment is tested immediately. So, prepare yourself.
Years ago, a young woman came to me and said, “Dr. Munroe, I heard one of your teachings, and you were talking about how to set disciplines and standards for your life. I decided I was going to live that way, because I want to be an upright person.” Then she said that, the day after she made that commitment, an old boyfriend she hadn’t seen for twenty years just happened to get on the elevator she was riding. She told me, “And he was looking good! I’m forty-two years old and still single, and he made me a tempting offer.” This offer was not in keeping with moral standards, so I asked, “What did you do?” And she said, “I ran to you—help me!” I told her that, ultimately, no one else can assist us to keep our character. They can encourage us and challenge us, but we have to take responsibility for our actions and apply personal discipline.
Allowing life to expose our ethical flaws, and intentionally rooting out our weaknesses, are ongoing processes that make us more and more ethically resilient. This means that we’re always in one stage or another of development—we’re either hot, cold, or getting hammered at! When will our individual spots be fully pounded out? When we have proven to be trustworthy in the corresponding areas.
We’re always in one stage or another of development— we’re either hot, cold, or getting hammered at!
The Distinguishing Mark of Character
The following are several key concepts related to character development, or the “tempering” process:
The distinguishing mark of a leader is character.
The distinguishing mark of character is trustworthiness.
Trustworthiness is a product of stability established through tests over time.
A leader becomes trustworthy by staying consistent in character as he undergoes tests and trials over the course of time. Your trustworthiness is established when you have been tested over a long period—with such difficulties as changing circumstances, vocational challenges, personal crises, and temptations—and have either passed the tests or learned from them so you can pass them in the future.
Remember that a principled leader is fixed, predictable, and stable. Because a leader’s character is developed as he stays steady and strong through tests and trials, people trust him on the basis of the tests he has come through, not merely by what he says. If you lose the trust of your followers, you’ve lost your followers—period. That is why the ultimate pursuit of a leader should be character, not skill, power, influence, or anything else.
Whether we are fully aware of it or not, life tests us to see if we have developed such qualities as responsibleness, competence, loyalty, honesty, fairness, and goodwill. We don’t know what our true character is until it has been tested. We don’t know who we really are until we have been tempted to compromise.
Here are some of the areas in which our character will be tested:
1. Our commitment, or standards, in relation to
something or someone.
2. Our loyalty to our convictions when we are under pressure.
3. Our dedication to the values we promised we would never violate.
4. Our faithfulness to what is right and just.
5. Our honesty and integrity.
Our character cannot mature unless we are tested and tempted. We must accept the fact that the tempering process is necessary if we want to cultivate moral force. When we go through trials, we often wonder, “Why is this happening to me?” It’s part of our leadership training in character.
Establishing Trustworthiness
Yahusha of Nazareth experienced many tests and trials, and one of the most demanding was at the beginning of His public ministry, when He was thirty years old. Let us look at an account of what transpired, written by one of Yahusha’ disciples. It begins, “Then Yahusha was led by the Spirit into the desert to be tempted....”6 The word “Spirit” in this passage has a capital “S.” That means that Yah Himself led Yahusha into the desert to be tempted, or “tempered.” He tested His own Son for the purpose of trying His character. Let us continue the account:
After fasting forty days and forty nights [in the desert], [Yahusha] was hungry. The tempter came to him and said, “If you are the Son of Yah, tell these stones to become bread.” Yahusha answered, “It is written: ‘Man does not live on bread alone, but on every word that comes from the mouth of Yah.’” Then the devil took him to the holy city and had him stand on the highest point of the temple. “If you are the Son of Yah,” he said, “throw yourself down. For it is written: ‘He will command his angels concerning you, and they will lift you up in their hands, so that you will not strike your foot against a stone.’” Yahusha answered him, “It is also written: ‘Do not put the Lord your Yah to the test.’” Again, the devil took him to a very high mountain and showed him all the kingdoms of the world and their splendor. “All this I will give you,” he said, “if you will bow down and worship me.” Yahusha said to him, “Away from me, HaSatan! For it is written: ‘Worship the Lord your Yah, and serve him only.’”7
Yah’s enemy, HaSatan, is the enemy of humanity, as well. In the Bible, he is referred to variously as “the tempter,” “the devil,” and “the accuser,” and he, too, tests us for weakness. He did this with the first human beings when he told them the Creator was acting in an unjust way toward them and tempted them to violate a vital principle. As we discussed, the first man and woman failed this test.
Yah allows the tempter to test us as part of the tempering process, which is meant to show us our vulnerable areas so that we might seek to be strengthened and established in character. As the first-century writer James expressed, “When tempted, no one should say, ‘Yah is tempting me.’ For Yah cannot be tempted by evil, nor does he tempt anyone; but each one is tempted when, by his own evil desire, he is dragged away and enticed.”8
As the tempering process builds our character, we become more and more trustworthy. For instance, being criticized by other people is a test we all experience. Yet our critics can be among our greatest assets, because criticism always puts our character on trial for its authenticity and shows us the true state of our thoughts and attitudes.
HaSatan will not tempt us in the areas of our lives in which he knows we are strong. Rather, he tests us in the areas in which we are unstable or about which we are uncertain. And, every time we resist temptation in an area of weakness, we fortify that area with character. Suppose you are trying to break a bad habit. If, every time the habit attempts to assert itself, you “hammer” it, your character in that area will be strengthened. Eventually, you will overcome the habit and no longer be tempted in that area. But stay alert—the tempting will begin in a different area!
Our critics can be among our greatest assets, because criticism always puts our character on trial for its authenticity and shows us the true state of our thoughts and attitudes.
Here’s another example of a type of test that may come your way. Suppose you are returning to your home country after having traveled overseas. The customs officer asks you, “Do you have any goods to declare?” For five seconds, you feel the intense pressure of a test, because you are tempted to tell a lie so that you that won’t have to pay any customs duties. You think you might get away with it. Then you remember that one of the moral standards you have committed to is, “I will be honest in all my business dealings.” So, you say, “Yes, sir, I have several items to declare.”
Once, when I arrived home from a trip out of the country, I made my way to the customs desk at the airport. I am well-known in my nation, and the customs officer said, “That’s okay; you don’t need to declare that.” I replied, “No, it’s not okay. I don’t want you to give me any special treatment. Let me pay.”
A leader’s position and title do not exempt him from being honest. We don’t have the right to violate principles just because an opportunity to cut corners or make money illegally presents itself. Suppose you obtained a position as the head of a government department that awarded contracts in the areas of engineering and construction. You have three hundred million dollars in your budget. Suddenly, you experience intense pressure, because many of your friends and casual acquaintances begin to call you, asking to be granted contracts. But the hardest test comes when your uncle approaches you with a tear in his eye, telling you that things are financially tough, and he can’t pay his rent. He wants you to grant him a lucrative contract. You know he’s not qualified to be given a contract, and it would be a conflict of interest, but you are tempted to compromise your principles and misspend public funds for the sake of helping your father’s brother.
Let me emphasize that there is no one in the world for whom you should give up your integrity. In many instances, if you compromise your convictions to please someone else, you’ll be amazed at how little that person cares. He will use you, and then dismiss you. Or, he will leave you to pick up the pieces. Then, you will have to live with the fact that you compromised your moral standards. Again, leaders fail when they sacrifice their character on the altar of compromise.
Yahusha passed each one of the tempter’s tests without compromising His integrity. That doesn’t mean it wasn’t painful for Him to experience those tests. But His commitment was steadfast—He remained true to His values and principles, citing them in response to each argument of temptation made by HaSatan.
Note that in the process of trying to get Yahusha to violate His principles, HaSatan endeavored to make Yahusha doubt His position. The tempter also distorted the meaning of one of the principles Yah had established. The principle he twisted would have been valid in context, but he used it out of context. Yet, because Yahusha had a thorough knowledge of the Creator’s principles, He was able to see through the tempter’s deception and effectively refute him.
We must be aware that the same experience could happen to us. Other people—or the tempter himself—may try to make us doubt our position in Yah or twist the meaning of first laws in order to get us to compromise our beliefs and values. For example, someone may say, “The Bible says, ‘Beloved, I pray that you may prosper in all things and be in health, just as your soul prospers.’9 You’re supposed to prosper in all things, so what’s wrong with taking a little money under the table? Everyone does it!” To which you should reply, “The Bible also says, ‘You shall not steal.’”10
The temptations that Yahusha of Nazareth experienced in the desert reflect the three major types of temptations that all human beings experience in life: (1) The test of the appetites—such as for excess food and drink; illegal drugs and other addictive substances; and lust, or uncontrolled passion—whether physical or emotional; (2) the test of fame; and (3) the test of power. Every leader who has fallen has been snared by at least one of these three.
The three major types of temptations that all human beings experience are the test of the appetites, the test of fame, and the test of power.
The second temptation the tempter tried on Yahusha was essentially this: “Jump off the building and land like Superman! People will be dazzled, and You’ll be an instant success.” Leaders who rise quickly in fame, power, and/or fortune are often referred to as “overnight successes.”
I do believe in overnight success—if the “night” lasts about twenty-five years! Principled leaders usually go through a long process of character building and persevering in their leadership vision, during which they faithfully keep their commitments, pursue their goals, refine their skills, and develop their trustworthiness. This process leads to personal success that is grounded and lasting. However, many who become successful overnight end up instant failures not long afterward. Think of what happens to the majority of people who win the lottery. They squander their winnings quickly, and many are worse off than they were before they had wealth.
So, don’t jump from the pinnacle of the building. Instead, take the long walk that leads you through places of testing, where your character can be tried and proven. Then, you can come out on the other side as a successful leader, both personally and professionally, experiencing longevity and leaving a lasting legacy.
The Trust Exchange
We should never take our leadership role lightly, because people are observing us as we go through various tests and trials in the tempering process. They are watching our lives, our marriages, our attitudes, and our manner of conducting ourselves when we work. And if we become ethically shaky, or shadowy, in these areas, we will lose the most important gift a leader has—the trust of his followers.
The Currency of True Leadership Is Trust
In any economy, transactions between producers and consumers cannot occur without the exchange of some form of legitimate currency—money, goods, the promise of a percentage of profits, and so forth. Likewise, leaders must have the indispensable currency of trust in order to enter into corporate agreement with their followers and/or the members of their group. Trust is like an account that people make deposits into on our behalf, based on our character. Without the currency of trust, we cannot function as leaders. In fact, without trust, we have no leadership.
Trust Is the Product of Character
You cannot lead people who don’t trust you. As a leader, you must accept that fact right now, if you haven’t already done so. If people don’t trust you, they will ignore you, resist you, even sabotage your leadership. The account of trust that a leader has established between himself and his followers should be considered sacred. Accordingly, your personal decisions should be such that they protect the confidence your followers have placed in you. Otherwise, you could lose all the currency of trust you have accumulated to this point.
Your trust as a leader is earned and maintained by the consistency you exhibit as you go through various tests over time, such as we have been discussing in this teaching—tests of faithfulness, reliability, consistency, and so forth. People will observe how you go through various challenges and trials, in order to determine what your true character is. When they see that you stay steady, they will make a deposit of trust into your leadership account. When they see that you remain faithful, they will make another deposit. When you prove your reliability, they will place additional currency into your account. However, if you were to violate the people’s faith in you, you couldn’t buy their trust. Your account would probably have to be closed, because the deposits would stop immediately. You could no longer transact leadership business with your (former) followers.
Your trust as a leader is earned and maintained by the consistency you exhibit as you go through various tests over time. Character is moral force that convinces people you are someone who has earned the right to be heard and followed. In this way, great leadership is not attained by pursuing greatness but by persevering through great tests. Your character will be defined by the tests you have endured.
Let Your True Character Emerge
Right now—or sometime soon—you may feel as if you’ve had the heat turned up beneath you, followed by the impression that you are being hammered by trials, followed by the sensation of being plunged into an icy sea of trouble. If so, you may be experiencing one of the most significant periods of your life. Though you are being challenged, you can appreciate where the challenge will take you, now that you understand the tempering process. Tell yourself, “I’m going to make it through the fire, the pounding, and the freezing water!” Character is developed through pressure, demands, temptations, and resolve. It is my hope that, as your character undergoes various tests and trials, you will become a principled leader who makes a remarkable difference in your organization.
At times, life throws us some heavy disappointments. But we shouldn’t allow them to defeat us. In teaching 9, we looked at various illustrations of what it means to have fixed, predictable, stable character. One of those was the example of a statue, which provides us with another important image that corresponds to the tempering process.
As I said previously, the statue of Queen Victoria in Parliament Square in Nassau is carved out of solid marble. Yet what we must keep in mind is that the statue didn’t always look the way it does now. Before the sculptor created the image, it was “hidden” in a big block of rock. But I picture this artist walking around that block and saying, “There’s someone in there—I can see her clearly!” That’s because the artist could envision a beautiful piece of sculpture underneath the plain surface of the marble.
The same concept holds true for us. At times, we may not look like much to ourselves. We may become discouraged about the exercise of our leadership and the process of our character development, so that our vision of our future becomes blocked. But our Creator is saying, “There’s someone in there—I can see him clearly!” He sees our potential; He sees the promise He’s placed within us. He sees the finished product—a leader of character.
The only way the sculptor could prove the potential of that block of marble was to pick up a piece of steel and a heavy chisel and begin applying pressure, skillfully chipping away at the stone over the course of weeks and months. He had to keep working with that piece of marble so that “Queen Victoria” could emerge. If the developing statue could feel and speak, she’d say it was a painful process. As the fragments were chiseled away, she would have called out, “Stop! That hurts!” When big chunks fell off, she would have thought, I’m not going to survive this!
Similarly, there are times when we experience sustained periods of difficulty, when everything seems to be falling apart in our lives. We feel pressure that is so intense, it’s as if we’re being shown no mercy. We think, This isn’t fair! At such times, we must let our beliefs, convictions, and values tell us, “Stay steady; hold on.”
Then—bam!—life will hit us again, and we’ll say, “I don’t think I’m going to survive!” But that’s the point when we must allow our moral discipline to reply, “You’re going to be okay. You are still standing.” Sometimes, when big “pieces” drop from our own lives—jobs, close relationships, comfortable positions—we feel like we’re losing part of ourselves. However, we must let our character say, “That aspect of your life was holding you back, and you needed to be free of it to emerge a true leader.”
“Queen Victoria” endured much chiseling and the loss of what surrounded her—but for the purpose of becoming a beautiful sculpture. We, too, are “artistic projects” of our Creator. For too long, we’ve been hiding underneath our character flaws. Yet the process of character development will reveal who we really are—who we were always meant to be. We were created to be strong, steady, and noble leaders, fulfilling our purpose and vision with excellence.
Sometimes, people have not yet reached their leadership goals because their character needs to be developed more first. They will arrive at their destination if they persevere. Some people want to be in the public eye too soon, when there are still negative “chunks” of their lives that need to fall away. I’ve gone through more than four decades of being “chiseled” and having the excess “rock” broken off of my life. This ongoing process has given me stability; it has caused me to become established in my life and leadership.
So, be grateful for the chiseling and the hammering—the trials and tribulations of life. Give thanks for the process of tempering. Allow every stress, problem, and challenging circumstance to further prepare you to fulfill your leadership vision.
Today we are walking in: Tempting Your Character
Habakkuk 2:2
And the LORD answered me, and said, Write the vision, and make it plain upon tables, that he may run that readeth it.
VISION
Today we look to the word VISION- H2377 chazown- vision(in ecstatic state), visions (in night), oracle, prophecy (divine communication), vision (as title of book of prophecy) from H2372; a sight (mentally), i.e. a dream, revelation, or oracle:—vision. to see, perceive, look, behold, prophesy, provide, to see, behold, to see as a seer in the ecstatic state, to see, perceive with the intelligence, to see (by experience), to provide
The Torah testifies........
Numbers 24:4
He hath said, which heard the words of God, which saw the vision H2377 of the Almighty, falling into a trance, but having his eyes open:
Numbers 24:16
He hath said, which heard the words of God, and knew the knowledge of the Most High, which saw the vision H2377 of the Almighty, falling into a trance, but having his eyes open:
The prophets proclaim.........
1 Samuel 3:1
And the child Samuel ministered unto the LORD before Eli. And the word of the LORD was precious in those days;there was no open vision H2377.
Jeremiah 14:14
Then the LORD said unto me, The prophets prophesy lies in my name: I sent them not, neither have I commanded them, neither spake unto them: they prophesy unto you a false vision H2377 and divination, and a thing of nought, and the deceit of their heart.
The writings bear witness.........
1 Chronicles 17:15
According to all these words, and according to all this vision H2377, so did Nathan speak unto David.
Psalm 89:19
Then thou spakest in vision H2377 to thy holy one, and saidst, I have laid help upon one that is mighty; I have exalted one chosen out of the people.
Chapter 10
Tempting Your Character
“Laws and principles are not for the times when there is no temptation: they are for such moments as this, when body and soul rise in mutiny against their rigour....If at my convenience I might break them, what would be their worth?”
—Charlotte Brontë, Jane Eyre
On a trip to Israel, I toured a site where ancient artifacts from the Roman Empire were on display. In one area of the site, I noticed what looked like a large smelting pot, as well as pieces of metal, a broken sword, a broken dagger, and an intact sword. The guide at the site explained, “The Roman Empire had the most powerful army in the world. Practically no one defeated the Romans militarily. Why? They not only had superior strategy, but they also had superior weapons. And the reason Roman swords were so powerful is that they had been properly tempered.”
The guide then explained the tempering process. A Roman blacksmith would take iron ore and beat it on an anvil with a steel mallet to make it flat and even. Then, he would put the metal in a furnace. When the metal became red-hot from the fire, the blacksmith would be able to detect dark spots in it, which indicated areas of weakness. Wherever he saw a spot, he would hammer at it until he couldn’t see it anymore. Then, he’d take the glowing metal and thrust it in very cold water. This caused all the molecules in the metal to move close together, strengthening it.
After this, the blacksmith would take the sword out of the water and put it back in the fire. The metal would heat up again, and he would check the area where he had previously worked on the spot. If it was still there, he kept working at it until it was completely gone. Then, he’d put the sword back in the fire until it was glowing hot again, so he could identify the other weak areas. He would repeat this process until no more spots remained. In this way, the sword would repeatedly be subjected to a process that took it from burning fire to hammering to ice-cold water.
The guide said that whenever a blacksmith finished making a sword, he engraved his own name or mark on it. So, every Roman sword identified the person who had forged it. And every blacksmith who worked for the Roman army had a contract stipulating that if any of his swords broke, he could be put to death.
This guarantee that the sword would not break was crucial to the success and safety of the soldiers. They were going out into the world of battle. And when they were in the middle of the pressures of combat, they couldn’t afford to have their swords break. If they did, their lives could be jeopardized. The soldiers had to be able to place confidence in the strength and durability of their weapons. And the only way they could trust their swords was to know that they had gone through this “tempering” process.
Strengthened Through Trials
The verb temper may be defined as “to make stronger and more resilient through hardship.” The process of tempering swords may be compared to a process that is essential to the building of our character—this is the process of being tempted.
You may be thinking, What? Isn’t being tempted something to avoid?
We must realize that being tempted is not the same as succumbing to temptation. The process of temptation reveals what is genuine in our character and what is false, similar to the process of refining gold in fire, in which everything that isn’t pure gold is burned away. Believe me, friend: Every day of your life, your character will be tested! These tests are not for the purpose of defeating us but rather for strengthening us.
You probably already know many of your strengths, but are you aware of all your weaknesses? Each of us has weak areas in our character. And testing, or tempering, has much more to do with checking for our weaknesses than for our strengths. The Roman blacksmiths would start out with weak, porous pieces of metal when crafting their swords. That condition of the metal describes the inner state of human beings, who contend with the effects of fallen humanity. To be tempted is to be assessed for moral weaknesses —“spots”—in our character, so they can be removed, and so we can become leaders of principle. And as our character is strengthened, we will prove our trustworthiness to lead others.
To be tempted is to be assessed for moral weaknesses— “spots”—in our character, so they can be removed,
and so we can become leaders of principle.
Paul of Tarsus wrote the following to his first-century audience in Rome about the process of character building: “We also rejoice in our sufferings, because we know that suffering produces perseverance; perseverance, character; and character, hope. And hope does not disappoint us....”1 Isn’t that powerful? The Greek word for character in this passage indicates “the process or result of trial, proving, approval.”2 What a process! I consider it the secret to character development.
The word “sufferings” here can be equated to tests and challenges. Paul was saying that when we go through trials, we will build perseverance. To persevere means to bear up under pressure, so that we remain consistent and stable. We should view each temptation as an opportunity to strengthen the weak areas of our lives.
Resisting temptation and enduring in the midst of trials can seem like daunting tasks. However, as one biblical writer emphasized, “No discipline seems pleasant at the time, but painful. Later on, however, it produces a harvest of righteousness and peace for those who have been trained by it.”3 We never know how strong or stable we are until we’re under real pressure. When life heats up in the course of various difficulties and trials, our weaknesses become exposed, allowing us to see them clearly. Instead of turning away from what we see, we must acknowledge those flaws. Then, to get back on the right track, we need to determine the appropriate ethical principle to apply and then align ourselves with it through personal discipline. We must allow the tempering process to train us. As we do, we will recommit ourselves to our convictions, values, and moral standards, strengthening our character.
Intentional Personal Development
Character is manifested when our values, principles, morals, and standards are tested. And life will give us plenty of tests. However, the challenges and trials that come to us from external forces will not address all of our weaknesses. Therefore, just as the blacksmith sought out the weak areas of the metal, character building involves self-evaluation. We should be intentional about assessing ourselves according to the established moral principles to which we have committed. Wherever we find a “spot,” we should work to eliminate it. When we have addressed a character flaw for a period of time, we should search for another. This can be hard work, but it is worth it!
As we have seen, our character cannot be developed unless we make a personal commitment to our convictions and moral standards. We also need to specifically state these convictions and standards—first to ourselves, and then to our families, our colleagues, our constituents, our communities, and so forth. This is when we make declarations such as, “I will/will not do such and such.” When you state your values, standards, and code of ethics to yourself, you reinforce your convictions and encourage personal discipline in relation to them. However, you must be aware that when you make a commitment to a moral standard and declare that you will uphold it, you give “life” the right to remind you of it in the tests and challenges it hands you. It’s as if life says, “You told me that you believe this—now prove it. I’m going to test you.”
When you state your values, standards,
and code of ethics to yourself, you reinforce your
convictions and encourage personal discipline.
Peter, one of Yahusha of Nazareth’s disciples—His leaders-in-training—said to Him, “I am ready to go with you to prison and to death.”4 In other words, “I will never compromise my values; I will never violate Your trust. In fact, I am willing to sacrifice my life for You.” Yahusha knew His disciple’s weaknesses. He explained to Peter that not only was he not yet committed to sacrifice for his beliefs by going to prison and to death, but he would even deny Him three times. That is why He previously told Peter, in effect, “The adversary (HaSatan) will try to sift you like wheat, but I have prayed for you, so that you will retain your faith.” (In other words, I have prayed that your convictions will not collapse in the midst of your tests.) “Then, when you come through this, and your own character is strengthened, use this experience to help others strengthen their character.”5 When we fail life’s tests, we must learn from them. We must not give up our core beliefs and convictions but recommit to act in accordance with them.
There can be no “secret” or private moral codes in a leader’s life. There may be times when individuals need to strengthen their personal character for a season before announcing their convictions to the world, so that they won’t fail publicly if they have a number of character issues to work on. But, at some point, a leader’s convictions must become public knowledge. All great leaders face opposition to their convictions. They don’t experience this opposition by keeping their ethical values a secret. It happens because they commit to their values and express them openly, and because their words are reinforced by their actions.
Our character, then, is forged in the public declaration of our values and moral standards. Suppose Mahatma Gandhi had never spoken publicly of his convictions about the dignity and equality of all human beings. He might have earned a good living and had a fairly happy—and safe—life as a lawyer. However, he never would have achieved greatness by helping the people of his country to achieve self-rule.
As you’ve progressed through this series, have you become aware of your own ethical weaknesses? If so, that’s a good thing. Again, only when we see our ethical “spots” can we remove them. For example, you may be saying, “I have been compromising in my personal life. No more! I’m not going to date that person anymore. He is not encouraging me to hold to moral standards.” You shouldn’t be surprised if your new commitment is tested immediately. So, prepare yourself.
Years ago, a young woman came to me and said, “Dr. Munroe, I heard one of your teachings, and you were talking about how to set disciplines and standards for your life. I decided I was going to live that way, because I want to be an upright person.” Then she said that, the day after she made that commitment, an old boyfriend she hadn’t seen for twenty years just happened to get on the elevator she was riding. She told me, “And he was looking good! I’m forty-two years old and still single, and he made me a tempting offer.” This offer was not in keeping with moral standards, so I asked, “What did you do?” And she said, “I ran to you—help me!” I told her that, ultimately, no one else can assist us to keep our character. They can encourage us and challenge us, but we have to take responsibility for our actions and apply personal discipline.
Allowing life to expose our ethical flaws, and intentionally rooting out our weaknesses, are ongoing processes that make us more and more ethically resilient. This means that we’re always in one stage or another of development—we’re either hot, cold, or getting hammered at! When will our individual spots be fully pounded out? When we have proven to be trustworthy in the corresponding areas.
We’re always in one stage or another of development— we’re either hot, cold, or getting hammered at!
The Distinguishing Mark of Character
The following are several key concepts related to character development, or the “tempering” process:
The distinguishing mark of a leader is character.
The distinguishing mark of character is trustworthiness.
Trustworthiness is a product of stability established through tests over time.
A leader becomes trustworthy by staying consistent in character as he undergoes tests and trials over the course of time. Your trustworthiness is established when you have been tested over a long period—with such difficulties as changing circumstances, vocational challenges, personal crises, and temptations—and have either passed the tests or learned from them so you can pass them in the future.
Remember that a principled leader is fixed, predictable, and stable. Because a leader’s character is developed as he stays steady and strong through tests and trials, people trust him on the basis of the tests he has come through, not merely by what he says. If you lose the trust of your followers, you’ve lost your followers—period. That is why the ultimate pursuit of a leader should be character, not skill, power, influence, or anything else.
Whether we are fully aware of it or not, life tests us to see if we have developed such qualities as responsibleness, competence, loyalty, honesty, fairness, and goodwill. We don’t know what our true character is until it has been tested. We don’t know who we really are until we have been tempted to compromise.
Here are some of the areas in which our character will be tested:
1. Our commitment, or standards, in relation to
something or someone.
2. Our loyalty to our convictions when we are under pressure.
3. Our dedication to the values we promised we would never violate.
4. Our faithfulness to what is right and just.
5. Our honesty and integrity.
Our character cannot mature unless we are tested and tempted. We must accept the fact that the tempering process is necessary if we want to cultivate moral force. When we go through trials, we often wonder, “Why is this happening to me?” It’s part of our leadership training in character.
Establishing Trustworthiness
Yahusha of Nazareth experienced many tests and trials, and one of the most demanding was at the beginning of His public ministry, when He was thirty years old. Let us look at an account of what transpired, written by one of Yahusha’ disciples. It begins, “Then Yahusha was led by the Spirit into the desert to be tempted....”6 The word “Spirit” in this passage has a capital “S.” That means that Yah Himself led Yahusha into the desert to be tempted, or “tempered.” He tested His own Son for the purpose of trying His character. Let us continue the account:
After fasting forty days and forty nights [in the desert], [Yahusha] was hungry. The tempter came to him and said, “If you are the Son of Yah, tell these stones to become bread.” Yahusha answered, “It is written: ‘Man does not live on bread alone, but on every word that comes from the mouth of Yah.’” Then the devil took him to the holy city and had him stand on the highest point of the temple. “If you are the Son of Yah,” he said, “throw yourself down. For it is written: ‘He will command his angels concerning you, and they will lift you up in their hands, so that you will not strike your foot against a stone.’” Yahusha answered him, “It is also written: ‘Do not put the Lord your Yah to the test.’” Again, the devil took him to a very high mountain and showed him all the kingdoms of the world and their splendor. “All this I will give you,” he said, “if you will bow down and worship me.” Yahusha said to him, “Away from me, HaSatan! For it is written: ‘Worship the Lord your Yah, and serve him only.’”7
Yah’s enemy, HaSatan, is the enemy of humanity, as well. In the Bible, he is referred to variously as “the tempter,” “the devil,” and “the accuser,” and he, too, tests us for weakness. He did this with the first human beings when he told them the Creator was acting in an unjust way toward them and tempted them to violate a vital principle. As we discussed, the first man and woman failed this test.
Yah allows the tempter to test us as part of the tempering process, which is meant to show us our vulnerable areas so that we might seek to be strengthened and established in character. As the first-century writer James expressed, “When tempted, no one should say, ‘Yah is tempting me.’ For Yah cannot be tempted by evil, nor does he tempt anyone; but each one is tempted when, by his own evil desire, he is dragged away and enticed.”8
As the tempering process builds our character, we become more and more trustworthy. For instance, being criticized by other people is a test we all experience. Yet our critics can be among our greatest assets, because criticism always puts our character on trial for its authenticity and shows us the true state of our thoughts and attitudes.
HaSatan will not tempt us in the areas of our lives in which he knows we are strong. Rather, he tests us in the areas in which we are unstable or about which we are uncertain. And, every time we resist temptation in an area of weakness, we fortify that area with character. Suppose you are trying to break a bad habit. If, every time the habit attempts to assert itself, you “hammer” it, your character in that area will be strengthened. Eventually, you will overcome the habit and no longer be tempted in that area. But stay alert—the tempting will begin in a different area!
Our critics can be among our greatest assets, because criticism always puts our character on trial for its authenticity and shows us the true state of our thoughts and attitudes.
Here’s another example of a type of test that may come your way. Suppose you are returning to your home country after having traveled overseas. The customs officer asks you, “Do you have any goods to declare?” For five seconds, you feel the intense pressure of a test, because you are tempted to tell a lie so that you that won’t have to pay any customs duties. You think you might get away with it. Then you remember that one of the moral standards you have committed to is, “I will be honest in all my business dealings.” So, you say, “Yes, sir, I have several items to declare.”
Once, when I arrived home from a trip out of the country, I made my way to the customs desk at the airport. I am well-known in my nation, and the customs officer said, “That’s okay; you don’t need to declare that.” I replied, “No, it’s not okay. I don’t want you to give me any special treatment. Let me pay.”
A leader’s position and title do not exempt him from being honest. We don’t have the right to violate principles just because an opportunity to cut corners or make money illegally presents itself. Suppose you obtained a position as the head of a government department that awarded contracts in the areas of engineering and construction. You have three hundred million dollars in your budget. Suddenly, you experience intense pressure, because many of your friends and casual acquaintances begin to call you, asking to be granted contracts. But the hardest test comes when your uncle approaches you with a tear in his eye, telling you that things are financially tough, and he can’t pay his rent. He wants you to grant him a lucrative contract. You know he’s not qualified to be given a contract, and it would be a conflict of interest, but you are tempted to compromise your principles and misspend public funds for the sake of helping your father’s brother.
Let me emphasize that there is no one in the world for whom you should give up your integrity. In many instances, if you compromise your convictions to please someone else, you’ll be amazed at how little that person cares. He will use you, and then dismiss you. Or, he will leave you to pick up the pieces. Then, you will have to live with the fact that you compromised your moral standards. Again, leaders fail when they sacrifice their character on the altar of compromise.
Yahusha passed each one of the tempter’s tests without compromising His integrity. That doesn’t mean it wasn’t painful for Him to experience those tests. But His commitment was steadfast—He remained true to His values and principles, citing them in response to each argument of temptation made by HaSatan.
Note that in the process of trying to get Yahusha to violate His principles, HaSatan endeavored to make Yahusha doubt His position. The tempter also distorted the meaning of one of the principles Yah had established. The principle he twisted would have been valid in context, but he used it out of context. Yet, because Yahusha had a thorough knowledge of the Creator’s principles, He was able to see through the tempter’s deception and effectively refute him.
We must be aware that the same experience could happen to us. Other people—or the tempter himself—may try to make us doubt our position in Yah or twist the meaning of first laws in order to get us to compromise our beliefs and values. For example, someone may say, “The Bible says, ‘Beloved, I pray that you may prosper in all things and be in health, just as your soul prospers.’9 You’re supposed to prosper in all things, so what’s wrong with taking a little money under the table? Everyone does it!” To which you should reply, “The Bible also says, ‘You shall not steal.’”10
The temptations that Yahusha of Nazareth experienced in the desert reflect the three major types of temptations that all human beings experience in life: (1) The test of the appetites—such as for excess food and drink; illegal drugs and other addictive substances; and lust, or uncontrolled passion—whether physical or emotional; (2) the test of fame; and (3) the test of power. Every leader who has fallen has been snared by at least one of these three.
The three major types of temptations that all human beings experience are the test of the appetites, the test of fame, and the test of power.
The second temptation the tempter tried on Yahusha was essentially this: “Jump off the building and land like Superman! People will be dazzled, and You’ll be an instant success.” Leaders who rise quickly in fame, power, and/or fortune are often referred to as “overnight successes.”
I do believe in overnight success—if the “night” lasts about twenty-five years! Principled leaders usually go through a long process of character building and persevering in their leadership vision, during which they faithfully keep their commitments, pursue their goals, refine their skills, and develop their trustworthiness. This process leads to personal success that is grounded and lasting. However, many who become successful overnight end up instant failures not long afterward. Think of what happens to the majority of people who win the lottery. They squander their winnings quickly, and many are worse off than they were before they had wealth.
So, don’t jump from the pinnacle of the building. Instead, take the long walk that leads you through places of testing, where your character can be tried and proven. Then, you can come out on the other side as a successful leader, both personally and professionally, experiencing longevity and leaving a lasting legacy.
The Trust Exchange
We should never take our leadership role lightly, because people are observing us as we go through various tests and trials in the tempering process. They are watching our lives, our marriages, our attitudes, and our manner of conducting ourselves when we work. And if we become ethically shaky, or shadowy, in these areas, we will lose the most important gift a leader has—the trust of his followers.
The Currency of True Leadership Is Trust
In any economy, transactions between producers and consumers cannot occur without the exchange of some form of legitimate currency—money, goods, the promise of a percentage of profits, and so forth. Likewise, leaders must have the indispensable currency of trust in order to enter into corporate agreement with their followers and/or the members of their group. Trust is like an account that people make deposits into on our behalf, based on our character. Without the currency of trust, we cannot function as leaders. In fact, without trust, we have no leadership.
Trust Is the Product of Character
You cannot lead people who don’t trust you. As a leader, you must accept that fact right now, if you haven’t already done so. If people don’t trust you, they will ignore you, resist you, even sabotage your leadership. The account of trust that a leader has established between himself and his followers should be considered sacred. Accordingly, your personal decisions should be such that they protect the confidence your followers have placed in you. Otherwise, you could lose all the currency of trust you have accumulated to this point.
Your trust as a leader is earned and maintained by the consistency you exhibit as you go through various tests over time, such as we have been discussing in this teaching—tests of faithfulness, reliability, consistency, and so forth. People will observe how you go through various challenges and trials, in order to determine what your true character is. When they see that you stay steady, they will make a deposit of trust into your leadership account. When they see that you remain faithful, they will make another deposit. When you prove your reliability, they will place additional currency into your account. However, if you were to violate the people’s faith in you, you couldn’t buy their trust. Your account would probably have to be closed, because the deposits would stop immediately. You could no longer transact leadership business with your (former) followers.
Your trust as a leader is earned and maintained by the consistency you exhibit as you go through various tests over time. Character is moral force that convinces people you are someone who has earned the right to be heard and followed. In this way, great leadership is not attained by pursuing greatness but by persevering through great tests. Your character will be defined by the tests you have endured.
Let Your True Character Emerge
Right now—or sometime soon—you may feel as if you’ve had the heat turned up beneath you, followed by the impression that you are being hammered by trials, followed by the sensation of being plunged into an icy sea of trouble. If so, you may be experiencing one of the most significant periods of your life. Though you are being challenged, you can appreciate where the challenge will take you, now that you understand the tempering process. Tell yourself, “I’m going to make it through the fire, the pounding, and the freezing water!” Character is developed through pressure, demands, temptations, and resolve. It is my hope that, as your character undergoes various tests and trials, you will become a principled leader who makes a remarkable difference in your organization.
At times, life throws us some heavy disappointments. But we shouldn’t allow them to defeat us. In teaching 9, we looked at various illustrations of what it means to have fixed, predictable, stable character. One of those was the example of a statue, which provides us with another important image that corresponds to the tempering process.
As I said previously, the statue of Queen Victoria in Parliament Square in Nassau is carved out of solid marble. Yet what we must keep in mind is that the statue didn’t always look the way it does now. Before the sculptor created the image, it was “hidden” in a big block of rock. But I picture this artist walking around that block and saying, “There’s someone in there—I can see her clearly!” That’s because the artist could envision a beautiful piece of sculpture underneath the plain surface of the marble.
The same concept holds true for us. At times, we may not look like much to ourselves. We may become discouraged about the exercise of our leadership and the process of our character development, so that our vision of our future becomes blocked. But our Creator is saying, “There’s someone in there—I can see him clearly!” He sees our potential; He sees the promise He’s placed within us. He sees the finished product—a leader of character.
The only way the sculptor could prove the potential of that block of marble was to pick up a piece of steel and a heavy chisel and begin applying pressure, skillfully chipping away at the stone over the course of weeks and months. He had to keep working with that piece of marble so that “Queen Victoria” could emerge. If the developing statue could feel and speak, she’d say it was a painful process. As the fragments were chiseled away, she would have called out, “Stop! That hurts!” When big chunks fell off, she would have thought, I’m not going to survive this!
Similarly, there are times when we experience sustained periods of difficulty, when everything seems to be falling apart in our lives. We feel pressure that is so intense, it’s as if we’re being shown no mercy. We think, This isn’t fair! At such times, we must let our beliefs, convictions, and values tell us, “Stay steady; hold on.”
Then—bam!—life will hit us again, and we’ll say, “I don’t think I’m going to survive!” But that’s the point when we must allow our moral discipline to reply, “You’re going to be okay. You are still standing.” Sometimes, when big “pieces” drop from our own lives—jobs, close relationships, comfortable positions—we feel like we’re losing part of ourselves. However, we must let our character say, “That aspect of your life was holding you back, and you needed to be free of it to emerge a true leader.”
“Queen Victoria” endured much chiseling and the loss of what surrounded her—but for the purpose of becoming a beautiful sculpture. We, too, are “artistic projects” of our Creator. For too long, we’ve been hiding underneath our character flaws. Yet the process of character development will reveal who we really are—who we were always meant to be. We were created to be strong, steady, and noble leaders, fulfilling our purpose and vision with excellence.
Sometimes, people have not yet reached their leadership goals because their character needs to be developed more first. They will arrive at their destination if they persevere. Some people want to be in the public eye too soon, when there are still negative “chunks” of their lives that need to fall away. I’ve gone through more than four decades of being “chiseled” and having the excess “rock” broken off of my life. This ongoing process has given me stability; it has caused me to become established in my life and leadership.
So, be grateful for the chiseling and the hammering—the trials and tribulations of life. Give thanks for the process of tempering. Allow every stress, problem, and challenging circumstance to further prepare you to fulfill your leadership vision.
Subscribe to:
Posts (Atom)