Ken Boa -leadership Qualities

A leader who cannot communicate will not lead well or long. Most leaders spend vast amounts of time and energy developing other skills, such as long-term planning, time management and public speaking. But what about taking time to develop the skill of listening? Those who wish to be good leaders will develop this skill. My friend Arthur Robertson, founder and president of Effective Communication and Development, Inc., wrote his book The Language of Effective Listening based on the premise that “effective listening is the number one communication skill requisite to success in your professional and personal life.”1 Dr. James Lynch, co-director of the Psychophysiological Clinic and Laboratories at the University of Maryland has documented that an actual healing of the cardiovascular system takes place when we listen. Blood pressure rises when people speak and lowers when they listen. In fact, his studies show that blood pressure is actually lower when people are listening than when they are silently staring at

Around the turn of the century, a wealthy but unsophisticated oil tycoon from Texas made his first trip to Europe on a ship. The first night at dinner, he found himself seated with a stranger, a Frenchman, who dutifully nodded and said, “Bon appetit.” Thinking the man was introducing himself, he replied, “Barnhouse.” For several days the ritual was repeated. The Frenchman would nod and say, “Bon appetit.” The Texan would smile and reply, “Barnhouse” a little louder and more distinctly than the time before. One afternoon, Mr. Barnhouse mentioned it to another passenger who set the oil baron straight. “You’ve got it all wrong. He wasn’t introducing himself. ‘Bon appetit’ is the French way of telling you to enjoy your meal.” Needless to say, Barnhouse was terribly embarrassed and determined to make things right. At dinner that evening, the Texan came in, nodded at his friend and said, “Bon appetit.” The Frenchman rose and answered, “Barnhouse.” In his famous prayer, St. Francis of Assisi asked God to help h

A man was struggling to get his washing machine through the front door of his home as his neighbor was walking past. The neighbor, being a good neighbor, stopped and asked if he could help. The man breathed a sigh of relief and said, “That would be great. I’ll get it from the inside and you get it from the outside. We should be able to handle this quickly.” But after five minutes of continual struggle, they were both exhausted. Wiping the sweat from his brow, the neighbor said, “This thing is bigger than it looks. I don’t know if we’ll ever be able to get it into your house.” “Into my house? I’m trying to get this thing out of my house!” Few things are more vital than clear communication, particularly for leaders. The great Italian conductor Arturo Toscanini was notoriously bad at being able to communicate what he wanted to his musicians. His fits of frustration at his own lack of communication skills were legendary. After trying several times to convey something very particular to a trumpet player, he thr

A man was struggling to get his washing machine through the front door of his home as his neighbor was walking past. The neighbor, being a good neighbor, stopped and asked if he could help. The man breathed a sigh of relief and said, “That would be great. I’ll get it from the inside and you get it from the outside. We should be able to handle this quickly.” But after five minutes of continual struggle, they were both exhausted. Wiping the sweat from his brow, the neighbor said, “This thing is bigger than it looks. I don’t know if we’ll ever be able to get it into your house.” “Into my house? I’m trying to get this thing out of my house!” Few things are more vital than clear communication, particularly for leaders. The great Italian conductor Arturo Toscanini was notoriously bad at being able to communicate what he wanted to his musicians. His fits of frustration at his own lack of communication skills were legendary. After trying several times to convey something very particular to a trumpet player, he thr

A cartoon I saw in The New Yorker showed a CEO winding up his speech at a board meeting with the following sentence: “And so, while the end-of-the-world scenario will be rife with unimaginable horrors, we believe that the pre-end period will be filled with unprecedented opportunities for profit.”1 Somehow that seems to capture the spirit of our times. Many of us live with the same perspective as King Hezekiah in 2 Kings 20:19. After being told that, because of his pride and arrogance, his wealth and posterity would fall into the hands of the Babylonians, he actually says, “The word of the Lord that you have spoken is good…. Will there not be peace and security in my lifetime?” Hezekiah was only concerned with how things would be during his own time here on earth. He gave no thought to the hardships others would endure after he was gone. Many of our environmental and financial decisions demonstrate this same outlook. And yet our time on earth is only a speck in cosmic terms. A.W. Tozer was rightly said, The

Colin Smith tells about a recent trip to northern England when he and his family had the opportunity to visit Durham Cathedral. This magnificent place of prayer has stood for more than 900 years, still offering services daily. The main structure took 200 years to build! There were men who worked their entire lives on one level of the building and died knowing that even their grandchildren wouldn’t live to see it completed. Smith says that the next day, he and his family drove past some apartment buildings that were thrown up in the 1960s. After only 40 years the buildings were in a terrible state. The problems weren’t just cosmetic; the buildings themselves were falling apart. The contrast was striking. One building had been wonderfully put together and was still awe-inspiring after nearly 1,000 years. The other had been thrown together, and within a short time was an absolute mess.1 What a clear illustration of the difference between wisdom and folly. Centuries after Durham Cathedral was complete, men and

King David demonstrated value-driven behavior in Psalm 15: Lord, who may dwell in your sanctuary? Who may live on your holy hill? He whose walk is blameless and who does what is righteous, who speaks the truth from his heart and has no slander on his tongue, who does his neighbor no wrong and casts no slur on his fellowman, who despises a vile man but honors those who fear the Lord, who keeps his oath even when it hurts, who lends his money without usury and does not accept a bribe against the innocent. He who does these things will never be shaken. Notice that he said the person who enjoys the presence of God and lives a blameless life is the one who “speaks the truth from his heart” (vv. 1-2). Because this person values truth in his heart, his words express truth. Because he values kindness, he “does his neighbor no wrong” (v. 3). Because he values honesty, he “keeps his oath even when it hurts” (v. 4). Because he values justice, he “does not accept a bribe against the innocent” (v. 5). Leaders who are d

Values are essential to effective leadership. They are the uncompromisable, undebatable truths that drive and direct behavior. They are motivational, giving us the reason why we do things; and they are restrictive, placing boundaries around behavior. Values are those things that we deem important and that provide direction and guidance in spite of our emotions. Authors writing on the subject of leadership are paying increased attention to the importance of consistent values to a leader’s effectiveness over the long haul.1 Businesses, organizations, families and individuals all benefit from knowing and living by their core values. In business, core values are "the organization’s essential and enduring tenets, a small set of general guiding principles; not to be confused with specific cultural or operating practices; not to be compromised for financial gain or short-term expediency."2 Jim Collins observes that all enduring visionary companies have a set of core values that determine the behavior of the group.3

Mischa Elman, one of the greatest violinists of the twentieth century, was walking through the streets of New York City one afternoon when a tourist approached him. “Excuse me, sir,” the stranger began, “could you tell me how to get to Carnegie Hall?” Elman sighed deeply and replied, “Practice, practice, practice.”1 Gary Player, one of the most successful international golfers of all time, lost count of how many times someone said to him, “I’d give anything if I could hit a golf ball like you.” After one particularly grueling day on the links, Player couldn’t resist correcting the person, “No, you wouldn’t. You’d give anything to hit a golf ball like me, if it were easy.” Player then listed the things one would have to do in order to achieve his level of play: “You’ve got to get up at five o’clock in the morning, go out and hit a thousand golf balls, walk up to the club house to put a bandage on your hand where it started bleeding, then go and hit another thousand golf balls. That’s what it takes to hit a go

“Just turn right after the railroad tracks. You can’t miss it.” Locals have a quaint way of giving directions to lost motorists. They make a lot of assumptions. “Go past the Johnson’s old farm to where the grocery store used to be.” They forget about the fork in the road or the new traffic signal. “You can’t miss it,” they insist. But the problem is that while they may not be able to miss it, we often do. And, after traveling 15 or 20 miles out of our way, we have to turn around, go back to that last intersection and ask for directions again. Sometimes we move through life thinking we can’t miss it. The next turn will be so obvious. There can’t be any doubt which way to go at the next junction. But how many times have we discovered, to our chagrin, that we’re completely lost and should have taken the other fork 20 miles back?

He was Europe’s 350-pound wrestling champ a little over two generations ago. His name was Yussif, but people called him the Terrible Turk because of his massive size and awesome strength. After he won the championship in Europe, he sailed to the United States to contend with our champion – Strangler Lewis – a much smaller man who weighed just over 200 pounds. Strangler Lewis had a simple plan for defeating his opponents. He’d put his arm around the neck of his competitor and cut off the oxygen at the Adam’s apple. Many an opponent had passed out in the ring with Strangler’s tactics. The problem Lewis discovered when it came time to fight the Terrible Turk was that the European giant didn’t have a neck! He just went straight from his head down to those massive shoulders. In the ring, Strangler Lewis couldn’t even get a hold, so it wasn’t long before Yussif flipped Lewis over on the mat and pinned him. After winning the championship, the Terrible Turk demanded that every bit of his $5,000 prize money be given

Along with the costs of leadership come many opportunities – some positive, some negative. Many leaders have access to information or financial resources that they could use to their personal advantage. Others travel widely and almost anonymously, and have ample opportunity to compromise their purity. Still others may be tempted to use their position to unethically crush the competition – whether internal or external. Whether the temptation is about money, sex or power, many leaders sell themselves out. We read about the higher profile cases on the newspaper headlines every day.

Timothy stands out in Scripture as a stereotypical misfit for a leadership position. From what we know about him, he was timid, a bit sickly and perhaps reticent to do the work he’d been called to do. But when Paul wrote to this young man, his letters reflected the heart of a mentor who perceived his protégé’s leadership potential despite the younger man’s naturally timid disposition (2 Timothy 1:7). Throughout his ministry with Paul, Timothy proved his mettle. Paul regarded him as “my true son in the faith” (1 Timothy 1:2) and “my son whom I love, who is faithful in the Lord” (1 Corinthians 4:17). This young man overcame his natural limitations to become one of the early church’s most significant leaders. His leadership character (Philippians 2:19-22) far outweighed the limitations of his physical presence. Titus, like Timothy, was an associate of the apostle Paul’s. Titus, like Timothy, was identified by Paul as “my true son” in the faith (Titus 1:4). Titus, unlike Timothy, was a go-getter, a passionate

Two men were fishing in a stream when they noticed that a nearby bridge was falling apart. Every time a vehicle would drive across it, another piece would fall and the entire bridge would shake dangerously. Finally, after a large truck passed over, the bridge completely fell apart in the middle. The two fishermen knew that if a car came around the bend, the driver would never know that the middle of the bridge was gone; the whole thing could come crashing down, damaging the vehicle and injuring the driver. One of the men looked at his friend and said, “We’ve got to do something. What would be the ‘Christian’ thing to do?” His friend thought for a moment and replied, “Build a hospital?” It does seem that many in Christendom would rather build a hospital than put up a warning sign. We tend to deal with things after the fact instead of taking preventive action. We often allow a person to come to a very bad state before we get involved. Nowhere is this more clearly seen than in the absence of protective accoun

The Integrity of Samuel In light of this research, Israel’s high regard for Samuel comes as no surprise. Samuel was a man who exuded integrity. Nowhere is this best illustrated than in 1 Samuel 12:1-4: Samuel said to all Israel, “I have listened to everything you said to me and have set a king over you. Now you have a king as your leader. As for me, I am old and gray, and my sons are here with you. I have been your leader from my youth until this day. Here I stand. Testify against me in the presence of the Lord and his anointed. Whose ox have I taken? Whose donkey have I taken? Whom have I cheated? Whom have I oppressed? From whose hand have I accepted a bribe to make me shut my eyes? If I have done any of these, I will make it right.” “You have not cheated or oppressed us,” they replied. “You have not taken anything from anyone’s hand.”

After surveying thousands of people around the world and performing more than 400 written case studies, James Kouzes and Barry Posner identified those characteristics most desired in a leader. In virtually every survey, honesty or integrity was identified more frequently than any other trait.1 That makes sense, doesn’t it? If people are going to follow someone, whether into battle or in business or ministry, they want assurance that their leader can be trusted. They want to know that he or she will keep promises and follow through with commitments.

Woody Allen is credited with saying, “If you want to make God laugh, tell him your plans.” We could add to it, “If you want to hear him laugh even louder, tell him how much you know.” Just because it’s true, however, doesn’t make it easy to accept. It’s hard to admit that we do not know as much as we think we know. And we certainly aren’t in control of as much as we’d like to think. We make our plans, but it is God who controls the outcome. We make our plans, but we understand that, if the Lord wills, we shall live let alone do this or that (James 4:13-15). John Ruskin said, “I believe that the first test of a truly great man is his humility. I don't mean by humility, doubt of his power. But really great men have a curious feeling that the greatness is not of them, but through them. And they see something divine in every other man and are endlessly, foolishly, incredibly merciful.”

In C.S. Lewis’ Prince Caspian, a child named Lucy encounters Aslan, the Christ-figure of the Narnia stories, after not seeing him for a long while. “Aslan, you’re bigger,” she says. “That is because you’re older, little one,” answered he. “Not because you are?” “I am not. But every year you grow, you will find me bigger.”1 The more mature in the faith we are, the bigger God will be for us. As our vision of God becomes clearer and we understand his enormity, we learn to rest in him. We grow in our ability to depend completely on him and know that with a God as competent as the God we find in the pages of Scripture, the universe in which we find ourselves is truly a safe place for us. At least, this is as it ought to be. Reality, for far too many of us, is quite the opposite. In spite of this large and competent God who cares for us and promises to never abandon us, we often find ourselves beset by worry, anxiety and fear. It is only the most mature leader who understands that as we come to rely on God, w