Leader’s Page: Blind Spots (Notes from John Maxwell) - Part 3
One last Blind Spot – A Lack of Character
Character is what God can always see, but may be hidden by us and, for a time, hidden to others.
Character protects our talent. “Character doesn’t make us a leader. Character protects us as a leader”
Many people with talent make it into the limelight, but the ones who have neglected to develop strong character rarely stay there long. The absence of strong character eventually topples talent. Why? Because people cannot climb beyond the limitations of their character.
• Talented people may feel superior and expect special privileges. Character helps them to know better.
• Talented people are praised for what others see them build. Character builds what’s inside them.
• Talented people have the potential to be difference makers. Character makes a difference for them.
• Talented people are often a gift to the world. Character protects that gift.
A story of Mahatma Gandhi:
In his book American Scandal, Pat Williams tells about Gandhi’s trip to England to speak to Parliament. The British government had opposed Indian independence and Gandhi, one of its most vocal proponents, had often been threatened, arrested, and jailed as a result. Gandhi spoke eloquently and passionately for nearly two hours, then received a standing ovation. After the speech, a reporter asked Gandhi’s assistant how the Indian leader had been able to deliver such a speech without any notes.
“You don’t understand Gandhi,” Desai responded. “You see, what he thinks is what he feels. What he feels is what he says. What he says is what he does. What Gandhi feels, what he thinks, what he says, and what he does are all the same. He does not need notes.”
Character is the sum total of all our everyday choices.
How do we remove the blind spot?
1. Assume That You Have a Blind Spot. If you don’t assume that you have a blind spot, that is your blind spot!
2. Ask Those Who Know You Best to Identify Your Blind Spot. If you’re married, your spouse probably has a pretty good clue!
3. Openly Discuss Your Blind Spots with Your Inner Circle. Give permission to others who care about you and whom you trust to speak truthfully into your life.
4. Assume Your Blind Spots Cannot Be Removed By You. By definition, a blind spot is: “An area in the lives of people in which they continually do not see themselves or their situation realistically”.
5. Develop, Empower and Value the People Who Point Out and Help Cover Your “Blind Spots”.
May we all see more clearly as we move into the New Year!
Dan Bickel
Wisconsin District Superintendent
Friday, December 21, 2007
Tuesday, December 11, 2007
Weekly Leader's Update 12-11-2007
Blind Spots (Notes from John Maxwell) – Part 2
Two more “Blind Spots” that can trip us up:
One “Blind Spot” are the subtle ways we can Devalue People.
• Leaders who value their people give them their best effort
o Leaders who devalue their people give them their least effort
• Leaders who value their people serve their people
o Leaders who devalue their people want to be served by their people
• Leaders who value their people empower them
o Leaders who devalue their people control them
• Leaders who value their people motivate them
o Leaders who devalue their people manipulate them.
Another “Blind Spot” is our EGO.
Kirk Hanson, university professor and executive director of the Markkula Center for Applied Ethics at Santa Clara University, says that the Achilles’ heel of leaders can be found when they:
• Believe they know it all
• Believe they are in charge
• Believe the rules don’t apply to them
• Believe they can never fail
• Believe they did it all by themselves
• Believe they are better than the “little people” in the organization
• Believe they ARE the organization
“Pride is concerned about Who’s right. Humility is concerned about What’s right.” Ezra Taft Benton
In a leader, pride is costly and destructive. Here is what pride potentially does:
• Instead of taking responsibility, we blame others.
• Instead of being objective, we live in denial.
• Instead of being open-minded and receptive, we are closed-minded or defensive.
• Instead of flexibility we are rigid.
• Instead of team spirit, we end up with low morale.
• Instead of loyalty, we experience a high turnover rate among volunteers or paid staff.
• Instead of being connected, we find ourselves out of touch with the people we’re trying to reach. (Pride causes us to think it ‘s all about us when really it’s all about them.)
Got any beams that need to be inspected?
---Dan Bickel, Wisconsin District Superintendent
Two more “Blind Spots” that can trip us up:
One “Blind Spot” are the subtle ways we can Devalue People.
• Leaders who value their people give them their best effort
o Leaders who devalue their people give them their least effort
• Leaders who value their people serve their people
o Leaders who devalue their people want to be served by their people
• Leaders who value their people empower them
o Leaders who devalue their people control them
• Leaders who value their people motivate them
o Leaders who devalue their people manipulate them.
Another “Blind Spot” is our EGO.
Kirk Hanson, university professor and executive director of the Markkula Center for Applied Ethics at Santa Clara University, says that the Achilles’ heel of leaders can be found when they:
• Believe they know it all
• Believe they are in charge
• Believe the rules don’t apply to them
• Believe they can never fail
• Believe they did it all by themselves
• Believe they are better than the “little people” in the organization
• Believe they ARE the organization
“Pride is concerned about Who’s right. Humility is concerned about What’s right.” Ezra Taft Benton
In a leader, pride is costly and destructive. Here is what pride potentially does:
• Instead of taking responsibility, we blame others.
• Instead of being objective, we live in denial.
• Instead of being open-minded and receptive, we are closed-minded or defensive.
• Instead of flexibility we are rigid.
• Instead of team spirit, we end up with low morale.
• Instead of loyalty, we experience a high turnover rate among volunteers or paid staff.
• Instead of being connected, we find ourselves out of touch with the people we’re trying to reach. (Pride causes us to think it ‘s all about us when really it’s all about them.)
Got any beams that need to be inspected?
---Dan Bickel, Wisconsin District Superintendent
Tuesday, November 27, 2007
Weekly Leader's Update 11-27-2007
Blind Spots – Part 1
One of the most insightful teachings John Maxwell has done, in my opinion, is the one on the “blind spot”. The truth and reality has hit home to me in several areas. Here are some thoughts from his teaching. I hope you will be able to SPOT anything that needs to be seen J.
Here’s the definition of a Blind Spot: “An area in the lives of people in which they continually do not see themselves or their situation realistically.” Here are three initial observations about blind spots John makes:
1. Most people have blind spots. Who we are determines how we see others. The first person we must always examine is ourselves. In Mt. 7:1-3, The Message, Jesus said, “Don’t pick on people, jump on their failures, criticize their faults – unless, of course, you want the same treatment. That critical spirit has a way of boomeranging. It’s easy to see a smudge on your neighbor’s face and be oblivious to the ugly smear on your own.”
2. Few people see their blind spots. We see ourselves by our intention; we see others by their action. We see ourselves within context; we see others without context.
3. Many people can be hurt by a leader’s blind spots. Just like with everything else, undetected blind spots are exaggerated in the life of a leader.
The first two Blind Spots
1. Ability to see only one Perspective Larry Stephens wrote, “If the only tool you have is a hammer, you tend to see every problem as a nail.”
a. The legend of the elephant and six blind men. Six blind men were led to an elephant to examine. The first man touched the side and said, “This is very much like a wall.” The second man touched the elephant’s tusk and said, “It’s very much like a spear.” The third man took the elephant’s squirming trunk in his hand and commented, “It’s very much like a snake.” The fourth man, embracing one of the legs, remarked, “It’s very much like a tree.” The fifth man, feeling the elephant’s ear, shouted, “Even a blind man can tell that this animal is very much like a fan.” The sixth man grabbed hold of the tail and said, “The elephant is really very much like a rope.” Then the six men went home, each one satisfied that he understood what an elephant looked like. The ability and desire to see multiple perspectives as a leader is important.
b. The big picture perspective. Maxwell writes in his book Winning with People, “The entire population of the world – with one minor exception – is composed of others.” Florence Littauer wrote, ‘Followers are inward focused. They ask the question, “How will this affect me?” Leaders are outward focused. They ask the question, “How will this affect others?”’
2. Insecurity
a. Ways to spot an insecure leader
i. An insecure leader has a hard time giving credit to others. Insecure people need credit. Because of that, it becomes a problem to share it with anyone else. Andrew Carnegie said, “No man will make a great leader who wants to do it all himself or get all the credit for doing it.”
ii. An insecure leader keeps information from his staff. Communication is a form of empowerment. Release information – convey trust. Conceal information – convey no trust, no confidence.
iii. An insecure leader does not want his staff exposed to other leaders.
iv. An insecure leader is threatened by the growth of others.
v. An insecure leader is often a micro-manager. They have to exercise high control on everyone and everything so they can ultimately take credit for everything.
b. Symptoms of insecure leaders
i. Insecure leaders are not good leaders. Why? You cannot lead people well that you need (as in affirmation and approval). Secure leaders love people but they do not need (require) their approval.
ii. Insecure leaders don’t provide security for those they lead. You can’t give what you don’t have. Secure leaders empower and appreciate others.
iii. Insecure leaders take more from people than they give. Why? Insecure people are on a personal quest for validation and affirmation. Instead of giving validation and affirmation to their followers, they need to receive it from them! Secure leaders contribute to the benefit of others.
iv. Insecure leaders limit their best people. Why? Because they cannot genuinely celebrate victories won by others because they are jealous of them. Secure leaders release their best people and thrive on seeing others succeed, loving to see them reach their God-given potential.
v. Insecure leaders limit their organization. Why? When we limit our best people it naturally follows that we are limiting our organization. Secure leaders allow their organization to soar.
May we all see more clearly this week!
Dan Bickel
Wisconsin District Superintendent
One of the most insightful teachings John Maxwell has done, in my opinion, is the one on the “blind spot”. The truth and reality has hit home to me in several areas. Here are some thoughts from his teaching. I hope you will be able to SPOT anything that needs to be seen J.
Here’s the definition of a Blind Spot: “An area in the lives of people in which they continually do not see themselves or their situation realistically.” Here are three initial observations about blind spots John makes:
1. Most people have blind spots. Who we are determines how we see others. The first person we must always examine is ourselves. In Mt. 7:1-3, The Message, Jesus said, “Don’t pick on people, jump on their failures, criticize their faults – unless, of course, you want the same treatment. That critical spirit has a way of boomeranging. It’s easy to see a smudge on your neighbor’s face and be oblivious to the ugly smear on your own.”
2. Few people see their blind spots. We see ourselves by our intention; we see others by their action. We see ourselves within context; we see others without context.
3. Many people can be hurt by a leader’s blind spots. Just like with everything else, undetected blind spots are exaggerated in the life of a leader.
The first two Blind Spots
1. Ability to see only one Perspective Larry Stephens wrote, “If the only tool you have is a hammer, you tend to see every problem as a nail.”
a. The legend of the elephant and six blind men. Six blind men were led to an elephant to examine. The first man touched the side and said, “This is very much like a wall.” The second man touched the elephant’s tusk and said, “It’s very much like a spear.” The third man took the elephant’s squirming trunk in his hand and commented, “It’s very much like a snake.” The fourth man, embracing one of the legs, remarked, “It’s very much like a tree.” The fifth man, feeling the elephant’s ear, shouted, “Even a blind man can tell that this animal is very much like a fan.” The sixth man grabbed hold of the tail and said, “The elephant is really very much like a rope.” Then the six men went home, each one satisfied that he understood what an elephant looked like. The ability and desire to see multiple perspectives as a leader is important.
b. The big picture perspective. Maxwell writes in his book Winning with People, “The entire population of the world – with one minor exception – is composed of others.” Florence Littauer wrote, ‘Followers are inward focused. They ask the question, “How will this affect me?” Leaders are outward focused. They ask the question, “How will this affect others?”’
2. Insecurity
a. Ways to spot an insecure leader
i. An insecure leader has a hard time giving credit to others. Insecure people need credit. Because of that, it becomes a problem to share it with anyone else. Andrew Carnegie said, “No man will make a great leader who wants to do it all himself or get all the credit for doing it.”
ii. An insecure leader keeps information from his staff. Communication is a form of empowerment. Release information – convey trust. Conceal information – convey no trust, no confidence.
iii. An insecure leader does not want his staff exposed to other leaders.
iv. An insecure leader is threatened by the growth of others.
v. An insecure leader is often a micro-manager. They have to exercise high control on everyone and everything so they can ultimately take credit for everything.
b. Symptoms of insecure leaders
i. Insecure leaders are not good leaders. Why? You cannot lead people well that you need (as in affirmation and approval). Secure leaders love people but they do not need (require) their approval.
ii. Insecure leaders don’t provide security for those they lead. You can’t give what you don’t have. Secure leaders empower and appreciate others.
iii. Insecure leaders take more from people than they give. Why? Insecure people are on a personal quest for validation and affirmation. Instead of giving validation and affirmation to their followers, they need to receive it from them! Secure leaders contribute to the benefit of others.
iv. Insecure leaders limit their best people. Why? Because they cannot genuinely celebrate victories won by others because they are jealous of them. Secure leaders release their best people and thrive on seeing others succeed, loving to see them reach their God-given potential.
v. Insecure leaders limit their organization. Why? When we limit our best people it naturally follows that we are limiting our organization. Secure leaders allow their organization to soar.
May we all see more clearly this week!
Dan Bickel
Wisconsin District Superintendent
Wednesday, November 21, 2007
Weekly Leader's Update 11-21-2007
Teddy’s Leadership Ideals
Theodore “Teddy” Roosevelt,
was president of the United States from 1901 to 1909. He is well known for leading the “Rough Riders” in Cuba during the Spanish-American War, for reviving the Panama Canal project, and brokering peace in the Russo-Japanese War, for which he was awarded the Nobel Peace Prize.
It is not so well known that he faithfully taught Sunday School during his years at Harvard, and attended church regularly throughout his lifetime. Almost everyone knows, however, that he was an effective leader.
The following are nine leadership ideals modeled in the life of Teddy Roosevelt.
1. Watch the Future. As assistant secretary of the navy, Teddy saw the Spanish-American War coming and prepared our nation’s Navy for it.
2. Dream Great Dreams. As president he saw the need for the Panama Canal and, even though others had failed to complete it, he dreamed that it was possible.
3. Push for high standards. While a member of the civil service commission, he created higher ethical standards for hiring and performance.
4. Do the right thing at
whatever the cost.
Roosevelt felt some enacted laws were not proper, but still chose to enforce them even though it put his administration under severe
criticism.
5. Get the facts. While serving as president of New York City’s Police Commission, he often
went out late at night to see for himself what the police were doing.
6. Move quickly with advice. In his early days in the Navy Department, Roosevelt took the advice of a high officer to have the gunboat Annapolis outfitted with three sails (rigs). As soon as the officer walked out of Roosevelt’s office, he moved forward on the project.
7. Take care of your people. A newspaper reporter, Jacob Riis, reported how the poor people on New York’s East Side lived. Roosevelt was moved by Riis’ report and wrote him, “I have read your book and I have come to help.”
8. Organize well. Rooseveltrealized that little could be accomplished without organized effort, and that in any organization it was necessary to sink minor differences and agree upon common goals.
9. Be your own person.
Teddy listened to leaders who
were against him, but in the end always took his own course of action. Which of these leadership ideals are you practicing?
Follow the Signs!
Signs point us in the right direction.
Signs point us in the right direction, warn us of impending danger, and offer helpful information. Here are a few leadership signs that
you should watch for as you lead your church or ministry.
Three Signs You’re Failing
1, You are not adapting to change.
2. You are difficult to work with.
3. You are not creating teams.
Three Signs You’re Making Friendships
1. When people talk to you, you listen.
2. When you need help, you ask for it.
3. When you do things for others, you don’t expect anything in return.
Three Signs You’re Losing Credibility
1. You are left out of meetings.
2. You ask people to talk and they say,” Not now,”
3. You find that people tune you out.
Three Signs You’re a Visionary
1. You are aggressive but don’t take unnecessary chances.
2. When faced with two equal choices, you take the bolder one.
3. You choose a plan and stay with it.
Three Signs You’re Not Decisive
1. You hesitate to take a stand on tough issues.
2. You put off difficult decisions.
3. You keep searching for more information.
Three Signs You’re Vision is Clear.
1. You can write your vision on the back of your business card.
2. You can share your vision during a one minute elevator ride.
3. You can write your vision in twenty-five words or less.
Three Signs You’re a Leader
1. You generate heat, and take the heat.
2. You focus on the big picture, and let others
work out the details.
3. You do the right thing, and let others do things right.
Three Signs You’re Burned Out
1. You have lost your vision.
2. You hate getting up to go to work.
3. You always want to sleep.
Three Signs You’re a Team-Builder
1. You prefer to see others succeed.
2. You like to see other people receive applause.
3. You are not needed anymore.
Three Signs You’re an Authentic Leader
1. You share stories about your successes and
failures.
2. You do what is right, even if it costs you.
3. You staff against your weaknesses.
Many times we drive right by signs without even seeing them. Which of these signs grabbed your attention? What direction are these signs
pointing you in?
---Dan Bickel, Wisconsin District Superintendent
Theodore “Teddy” Roosevelt,
was president of the United States from 1901 to 1909. He is well known for leading the “Rough Riders” in Cuba during the Spanish-American War, for reviving the Panama Canal project, and brokering peace in the Russo-Japanese War, for which he was awarded the Nobel Peace Prize.
It is not so well known that he faithfully taught Sunday School during his years at Harvard, and attended church regularly throughout his lifetime. Almost everyone knows, however, that he was an effective leader.
The following are nine leadership ideals modeled in the life of Teddy Roosevelt.
1. Watch the Future. As assistant secretary of the navy, Teddy saw the Spanish-American War coming and prepared our nation’s Navy for it.
2. Dream Great Dreams. As president he saw the need for the Panama Canal and, even though others had failed to complete it, he dreamed that it was possible.
3. Push for high standards. While a member of the civil service commission, he created higher ethical standards for hiring and performance.
4. Do the right thing at
whatever the cost.
Roosevelt felt some enacted laws were not proper, but still chose to enforce them even though it put his administration under severe
criticism.
5. Get the facts. While serving as president of New York City’s Police Commission, he often
went out late at night to see for himself what the police were doing.
6. Move quickly with advice. In his early days in the Navy Department, Roosevelt took the advice of a high officer to have the gunboat Annapolis outfitted with three sails (rigs). As soon as the officer walked out of Roosevelt’s office, he moved forward on the project.
7. Take care of your people. A newspaper reporter, Jacob Riis, reported how the poor people on New York’s East Side lived. Roosevelt was moved by Riis’ report and wrote him, “I have read your book and I have come to help.”
8. Organize well. Rooseveltrealized that little could be accomplished without organized effort, and that in any organization it was necessary to sink minor differences and agree upon common goals.
9. Be your own person.
Teddy listened to leaders who
were against him, but in the end always took his own course of action. Which of these leadership ideals are you practicing?
Follow the Signs!
Signs point us in the right direction.
Signs point us in the right direction, warn us of impending danger, and offer helpful information. Here are a few leadership signs that
you should watch for as you lead your church or ministry.
Three Signs You’re Failing
1, You are not adapting to change.
2. You are difficult to work with.
3. You are not creating teams.
Three Signs You’re Making Friendships
1. When people talk to you, you listen.
2. When you need help, you ask for it.
3. When you do things for others, you don’t expect anything in return.
Three Signs You’re Losing Credibility
1. You are left out of meetings.
2. You ask people to talk and they say,” Not now,”
3. You find that people tune you out.
Three Signs You’re a Visionary
1. You are aggressive but don’t take unnecessary chances.
2. When faced with two equal choices, you take the bolder one.
3. You choose a plan and stay with it.
Three Signs You’re Not Decisive
1. You hesitate to take a stand on tough issues.
2. You put off difficult decisions.
3. You keep searching for more information.
Three Signs You’re Vision is Clear.
1. You can write your vision on the back of your business card.
2. You can share your vision during a one minute elevator ride.
3. You can write your vision in twenty-five words or less.
Three Signs You’re a Leader
1. You generate heat, and take the heat.
2. You focus on the big picture, and let others
work out the details.
3. You do the right thing, and let others do things right.
Three Signs You’re Burned Out
1. You have lost your vision.
2. You hate getting up to go to work.
3. You always want to sleep.
Three Signs You’re a Team-Builder
1. You prefer to see others succeed.
2. You like to see other people receive applause.
3. You are not needed anymore.
Three Signs You’re an Authentic Leader
1. You share stories about your successes and
failures.
2. You do what is right, even if it costs you.
3. You staff against your weaknesses.
Many times we drive right by signs without even seeing them. Which of these signs grabbed your attention? What direction are these signs
pointing you in?
---Dan Bickel, Wisconsin District Superintendent
Thursday, November 15, 2007
Weekly Leader's Update 11-15-2007
I’m _____ and Counting!
Life marches on. The impact we make will be determined by: who we are, how we think, what we do and who we do it for as we march. Here are some thoughts from John Maxwell and others.
What is the Right Answer?
You are driving down the road in your car on a wild, stormy night, when you pass a bus stop and you see three people waiting for the bus:
1. An old lady who looks as if she is about to die.
2. An old friend who once saved your life.
3. The perfect partner you have been dreaming about.
Which one would you choose to offer a ride to, knowing that there could only be one passenger in your small car?
The answer? At the end of the page.
John’s list of ten things to do before 40:
1. Know yourself,
2. Settle your family life,
3. Determine your priorities,
4. Develop your philosophy,
5. Get physically fit,
6. Learn your trade,
7. Pay the price (sacrifice),
8. Develop strong relationships,
9. Prepare for the future, and
10. Find God’s will.
Jackie Robinson said, “A life isn’t significant except for its impact on other lives.” “People will summarize your life in one sentence – Pick it now!” “Though you cannot go back and make a brand new start, my friend. Anyone can start from now, and make a brand new end.”
John’s list of the ten most important lessons he’s learned:
1. The naiveness of youth and its potential. Pearl S. Buck said, “The young do not know enough to be prudent, and therefore they attempt the impossible – and achieve it, generation after generation.”
2. The hot poker principle. Stay close to the people and things that keep you passionate.
3. Stay with my strengths.
4. Appreciate the differences of people.
5. The importance of leadership. (I thought he would probably put that one in there J.)
6. The value of daily disciplines.
7. A true definition of success. Success is knowing my purpose in life, growing to my maximum potential, and sowing seeds that benefit others.
8. To take time for myself.
9. The benefits of adversity.
10. God’s goodness and grace over me.
How do we make an impact on others?
1. Choose today the legacy you want to leave others.
2. Live today the legacy you want to leave. 50 people over the age of 95 were asked one question, “If you could live your life over again, what would you do differently? Three top answers emerged: I would reflect more, I would risk more, and I would do more things that would live on after I am dead.
3. Appreciate today the value of a good legacy. Elton Trueblood wrote, “We have made at least a start in discovering the meaning in human life when we plant shade trees under which we know full well we will never sit.”
The right answer? I would give my car keys to my old friend to drive the sick lady to the hospital. I stay at the bus stop with the one I’ve been dreaming about.
Dan Bickel
Wisconsin District Superintendent
Life marches on. The impact we make will be determined by: who we are, how we think, what we do and who we do it for as we march. Here are some thoughts from John Maxwell and others.
What is the Right Answer?
You are driving down the road in your car on a wild, stormy night, when you pass a bus stop and you see three people waiting for the bus:
1. An old lady who looks as if she is about to die.
2. An old friend who once saved your life.
3. The perfect partner you have been dreaming about.
Which one would you choose to offer a ride to, knowing that there could only be one passenger in your small car?
The answer? At the end of the page.
John’s list of ten things to do before 40:
1. Know yourself,
2. Settle your family life,
3. Determine your priorities,
4. Develop your philosophy,
5. Get physically fit,
6. Learn your trade,
7. Pay the price (sacrifice),
8. Develop strong relationships,
9. Prepare for the future, and
10. Find God’s will.
Jackie Robinson said, “A life isn’t significant except for its impact on other lives.” “People will summarize your life in one sentence – Pick it now!” “Though you cannot go back and make a brand new start, my friend. Anyone can start from now, and make a brand new end.”
John’s list of the ten most important lessons he’s learned:
1. The naiveness of youth and its potential. Pearl S. Buck said, “The young do not know enough to be prudent, and therefore they attempt the impossible – and achieve it, generation after generation.”
2. The hot poker principle. Stay close to the people and things that keep you passionate.
3. Stay with my strengths.
4. Appreciate the differences of people.
5. The importance of leadership. (I thought he would probably put that one in there J.)
6. The value of daily disciplines.
7. A true definition of success. Success is knowing my purpose in life, growing to my maximum potential, and sowing seeds that benefit others.
8. To take time for myself.
9. The benefits of adversity.
10. God’s goodness and grace over me.
How do we make an impact on others?
1. Choose today the legacy you want to leave others.
2. Live today the legacy you want to leave. 50 people over the age of 95 were asked one question, “If you could live your life over again, what would you do differently? Three top answers emerged: I would reflect more, I would risk more, and I would do more things that would live on after I am dead.
3. Appreciate today the value of a good legacy. Elton Trueblood wrote, “We have made at least a start in discovering the meaning in human life when we plant shade trees under which we know full well we will never sit.”
The right answer? I would give my car keys to my old friend to drive the sick lady to the hospital. I stay at the bus stop with the one I’ve been dreaming about.
Dan Bickel
Wisconsin District Superintendent
Wednesday, November 14, 2007
Even Leaders have their days!
Date: October 30, 2007
Even Leaders have their days!
Reenie and I read this book to our boys when they were young: “Alexander and the Terrible, Horrible, No Good Very Bad Day” by Judith Viorst. Alexander, a grade school boy, describes some of his personal experiences for that day.
-I went to sleep with gum in my mouth and now there’s gum in my hair and when I got out of bed this morning I tripped on the skateboard and by mistake I dropped my sweater in the sink while the water was running.
-At breakfast Nick found a Junior Undercover Agent code ring in his cereal box but in my breakfast cereal box all I found was breakfast cereal.
-At school Mrs. Dickens liked Paul’s picture of the sailboat better than my picture of the invisible castle. At singing time I she said I sang too loud. At counting time I left out sixteen.
-My friend Paul told me Philip was his best friend now and Albert was his second best friends and that I was only his third best friend.
-I went to the dentist after school and I was the only one who had a cavity.
-We went to my dad’s office to pick him up and I was careful, except for my elbow. He said not to fool around with the phone, but I think I called Australia. Dad said not to pick him up anymore.
-There were lima beans for dinner and I hate lima beans. There was kissing on TV and I hate kissing.
-At night my bath water was too hot, the soap got in my eyes and my favorite marble went down the drain.
Here’s a true story from an adult perspective.
The Encyclopedia Britannica’s 1982 Yearbook, under the heading “Strange and Unusual Events.” tells about a man named Brian Heise who had what you might call a “very irritating day”:
Brian Heise had more than his share of luck in July of that year, and most of it was bad. When his apartment in Provo, Utah, became flooded from a broken pipe in the upstairs apartment, the manager told him to go out and rent a water vacuum. That’s when he discovered his car had a flat tire. He changed it, then went inside again to phone a friend for help. The electric shock he got from the phone so startled him that he inadvertently ripped the instrument off the wall. Before he could leave the apartment a second time, a neighbor had to kick down the apartment door because water damage had jammed it tight. While all of this was going on, someone stole Heise’s car, but it was almost out of gas. He found it a few blocks away but had to push it to the gas station, where he filled up the tank. That evening Heise attended a military ceremony at Brigham Young University. He injured himself severely when he somehow sat on his bayonet, which had been tossed onto the front seat of his car. Doctors were able to stitch up the wound, but no one was able to resuscitate four of Heise’s canaries that were crushed to death by falling plaster. After Heise slipped on the wet carpet and badly injured his tailbone, he said he began to wonder if “God wanted me dead, but just kept missing.”
Sometimes even leaders have their days when things just don’t go right. When life throws us a curve, keep swinging.
Keep making lemonade!
Dan Bickel
Wisconsin District Superintendent
Even Leaders have their days!
Reenie and I read this book to our boys when they were young: “Alexander and the Terrible, Horrible, No Good Very Bad Day” by Judith Viorst. Alexander, a grade school boy, describes some of his personal experiences for that day.
-I went to sleep with gum in my mouth and now there’s gum in my hair and when I got out of bed this morning I tripped on the skateboard and by mistake I dropped my sweater in the sink while the water was running.
-At breakfast Nick found a Junior Undercover Agent code ring in his cereal box but in my breakfast cereal box all I found was breakfast cereal.
-At school Mrs. Dickens liked Paul’s picture of the sailboat better than my picture of the invisible castle. At singing time I she said I sang too loud. At counting time I left out sixteen.
-My friend Paul told me Philip was his best friend now and Albert was his second best friends and that I was only his third best friend.
-I went to the dentist after school and I was the only one who had a cavity.
-We went to my dad’s office to pick him up and I was careful, except for my elbow. He said not to fool around with the phone, but I think I called Australia. Dad said not to pick him up anymore.
-There were lima beans for dinner and I hate lima beans. There was kissing on TV and I hate kissing.
-At night my bath water was too hot, the soap got in my eyes and my favorite marble went down the drain.
Here’s a true story from an adult perspective.
The Encyclopedia Britannica’s 1982 Yearbook, under the heading “Strange and Unusual Events.” tells about a man named Brian Heise who had what you might call a “very irritating day”:
Brian Heise had more than his share of luck in July of that year, and most of it was bad. When his apartment in Provo, Utah, became flooded from a broken pipe in the upstairs apartment, the manager told him to go out and rent a water vacuum. That’s when he discovered his car had a flat tire. He changed it, then went inside again to phone a friend for help. The electric shock he got from the phone so startled him that he inadvertently ripped the instrument off the wall. Before he could leave the apartment a second time, a neighbor had to kick down the apartment door because water damage had jammed it tight. While all of this was going on, someone stole Heise’s car, but it was almost out of gas. He found it a few blocks away but had to push it to the gas station, where he filled up the tank. That evening Heise attended a military ceremony at Brigham Young University. He injured himself severely when he somehow sat on his bayonet, which had been tossed onto the front seat of his car. Doctors were able to stitch up the wound, but no one was able to resuscitate four of Heise’s canaries that were crushed to death by falling plaster. After Heise slipped on the wet carpet and badly injured his tailbone, he said he began to wonder if “God wanted me dead, but just kept missing.”
Sometimes even leaders have their days when things just don’t go right. When life throws us a curve, keep swinging.
Keep making lemonade!
Dan Bickel
Wisconsin District Superintendent
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