SUBMISSION, SELF & SERVICE:
a Model for Senior Leadership

Gregg F. Martin LTC(P), EN, USA

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INTRODUCTION

My purpose in this paper is to develop my own model for senior leadership, then use it as a template to lay out how I will lead in my next command. I will accomplish this by refining the "Jesus Model of Strategic Leadership" developed in my SRP entitled "Jesus the Strategic Leader", and use it as a model for how I will lead in the future. The paper lays out the model, then uses it as a blueprint for how I will attempt to live and lead.

This paper also builds upon what I did as a Battalion Commander, and the lessons captured in my Personal Experience Monograph, entitled "Called to Lead, Teach and Mentor." Although battalion command is more at the direct level of leadership than brigade command, many of the principles are the same. One big difference is that in order to be effective, I will have to work through my battalion commanders, who, unlike company commanders, are close to me in age and experience.

As a War College graduate, I will by definition be a "Senior Leader", who must think and lead at the higher levels of strategic and organizational leadership, as opposed to the lower level of direct leadership. Senior leadership requires thinking, planning and resourcing in time and space, and looking over the horizon. It demands thinking in terms of Ends, Ways and Means. Senior leaders must also exercise and practice direct leadership in order to motivate and inspire people and build effective teams to accomplish the organization’s goals.

Upon reentering the force, I will face four major challenges as a senior leader in the active Army:

1. Preparing for and executing current and future missions handed down by the National Command Authority. The reason the Army exists is to serve the Nation and perform external missions.

2. Building the future force.

3. Bridging the perceived "Gap" between our Military and the society we serve. This is vital for the long-term health of the Military and the Nation.

4. Re-building trust and confidence with our soldiers and officers that has eroded over time and to which recent studies attest.

Although these challenges are interdependent and impact upon one another, I believe the most vital of these challenges is Number Four. Not only does it permeate the other three, but unless we address and solve Number Four, we are ultimately bound to fail on the others. My model and plan goes straight at solving Number Four, while setting the conditions for my organization to also address Numbers One, Two and Three.

THE MODEL

My leadership model – the "3S" Model -- is derived directly from the "Jesus Model of Strategic Leadership", and has three major components:

- Submission & Subordination to God, which drives Purpose, Vision and Commitment.

- Self Development, Self Care and Personal Example.

- Service to Others, to include being a Servant Leader, Teaching and Mentoring, and Love and Care for Troops.

In implementing this model, it is critical to adopt a holistic and long-term approach.

SUBMISSION & SUBORDINATION TO GOD

For me, this is the first and most critical step in being a successful senior leader. This step ensures my leadership "tree" is growing in rich, deep, fertile soil; or that my leadership "house" is built upon a foundation of solid rock, as opposed to shifting sand. It ensures I will have the right priority of doing God’s will and serving others; an eternal timeframe; and the proper criteria for my measuring my own success. It enables me to focus on and commit to what is truly important and has lasting value.

By God's grace, I will submit myself and all I do, to Him and His purposes. There is no higher cause, none that is so noble, none so worthy to live and die for. Out of my submission, God will provide me with Vision, Focus and Mission.

In committing myself fully to God, He will provide energy, passion and enthusiasm, and "light me up." People will sense my joy and dedication and will be attracted to God and motivated to serve Him. He will witness through me.

Within my subordination to God, my earthly mission of defending the United States as a member of the Army provides another worthy cause. I am fortunate to be a leader in the "‘A Team’ for the World." However, when Army service conflicts with God's rule, I must put God and His purposes first. As Jesus said, "Give to Caesar what is Caesar's and to God what is God's." (Mark 12:17)

Submitting to God will give me the will to persist and the wisdom to simplify and prioritize. It will provide the foundation for the type of transforming, inspirational leadership our troops deserve. It means I will support and respect my earthly superiors, but also calls for loyal dissent when their policies conflict with God's greater long-term cause and higher purpose. This is where ethics and moral courage will come into play in a big way.

Loyalty to God requires unvarnished candor, even when it means my own career will be put in danger. It means confronting needless, counter-productive bureaucracy and stupid policies that undermine God's love. It means attacking hypocrisy, wherever and in whoever it lies, regardless of the consequences.

Purpose

Whatever my assignment, I will think deeply about and write down my answers to some fundamental questions such as:

-Why am I alive and what is the purpose for my life?

-What do I hope to achieve and be remembered for in my life? When I die? In the Army? In this particular assignment?

-Why was I sent to this assignment?

-Why does this unit exist? What is our purpose and what should we do for the Army and Nation?

-Why does my next higher organization exist? What is their purpose?

-Why does the US Army exist?

-How can my unit best serve my higher unit? The US Army?

-Who are my customers? The people and organizations that I and my unit serve?

-Who are my brothers and allies on my left and right, with whom I will work to accomplish my mission? How can I help them?

-How can my unit best serve and help the communities that support us and our families?

The answers to these questions will provide clarity, simplicity and focus. From this, my Command Philosophy, Mission, Mission Essential Task List (METL), key goals and objectives will flow forth naturally.

Vision

I will think about and write down my ideal for what I want the organization to become over time, and how I want my people to do business and treat each other within the unit. We will then discuss and refine it within the organization, write it down, post it in key places, then, most importantly, do our best to live it and communicate it every day. The beauty of a good vision is that it will simplify complexity, motivate people, and coordinate action across the organization. People can use it to make decisions by simply asking: "Is this in line with the vision?"

Commitment

I will commit myself to being God’s servant in whatever unit He puts me. I will give it all the energy, passion and enthusiasm that I have. I will dedicate myself to doing God’s will in order to accomplish our mission, better the unit, and improve the lives of the people God puts under my care. No matter what happens, I will choose to have an "attitude of gratitude in all circumstances." This is a powerful force multiplier that inspires others to adopt a similar attitude. Committing to God will enable me persist through the toughest of times, stay the course, remain positive, and never quit.

From experience, I know this will not be easy, but I will strive to uphold this goal. Memorizing and meditating on key scripture verses will help enormously. Passages of particular power include: "Be joyful always; pray continuously; give thanks in all circumstances, for this is God's will for you in Christ Jesus." (1 Thessalonians 5:16-18.) There are many more, including Philippians 4:6-7, and Joshua 1:9, to name a few.

Each morning on the way to work, I will pray "Lord, let me be the garment you wear to work today in this organization."

SELF DEVELOPMENT, SELF CARE & PERSONAL EXAMPLE

In order to serve God’s higher purpose in leading others, I will need to continually develop myself, care for my own wellbeing, and set the example. If I am not personally squared away, competent and of good character, how can I possibly lead others in accomplishing what will likely be a tough, challenging and dangerous mission?

Self Development

This encompasses one's mental, physical, emotional and spiritual dimensions.

Mental. As soon as I learn what my next assignment will be, I will do all I can to learn and gain competence with regard to the required leadership, and the specific tactical, technical, operational and strategic aspects of the job. I will focus on and learn how to do the key hands-on tasks that are critical to the organization accomplishing its purpose – whether that be firing particular weapons systems, breaching obstacles, or building engagement areas. I will study, learn, and ask questions in order to improve my mental attributes. This will include visits to CTC’s, and studying field and technical manuals, military history, as well as reading biographies and professional journals. I must know my stuff and speak with authority. This is all part of being a "life-long learner."

Once I arrive at my new assignment, I will find out who the "experts" are, then go talk to them, ask them questions, and learn from them. Not only will this enable me to learn, I will also get to know these people, and demonstrate a humble, teachable spirit that is bound to have a positive effect on their attitudes. They will see that I am genuinely interested in the unit, the mission and what the people do; and that I am a genuine person who listens and cares. Most important, this opens up communication channels within the organization.

I will transform my love for learning and professional development, and channel it into an interesting and dynamic officer professional development (OPD) program.

Physical. I have always been a physical fitness enthusiast and had a reputation as a "P.T. animal." Physical Training (PT), running, weight lifting, and sports have always been one of my favorite aspects of life in general, and Army life in particular. I will make this, along with wellness, diet and healthy living, a centerpiece of my command philosophy. I will also maintain a sharp appearance in terms of haircut, uniform and physical appearance.

Given my love for fitness and health, this will be an easy aspect to work into the job. As a Battalion Commander I loved doing PT each morning with the troops. I gave broad guidance to my company commanders about what my goals were for PT, and let them use their imaginations to meet my intent. My guidance was simple but demanding: make PT tough, challenging and exciting; ensure that under your care, every soldier gets stronger, faster, and more flexible, and improves their endurance; convince each soldier to think of PT as an investment in themselves; help them to see it as one part of a total personal fitness program that includes proper diet and rest, as well as drug, alcohol and tobacco awareness and avoidance; it must not be boring for the troops. My favorite event each day was PT. I did PT with a different company, platoon, squad or group of select individuals almost every day. Not only did I get a great workout, I also saw what was going on in the trenches, set the example, got to know my people, and shared my own love and knowledge of fitness and sports. I will do this in the future, wherever I go.

Emotional and Spiritual. My submission to God and His purpose will provide emotional stability and commitment. I will talk honestly with my wife and kids about my new assignment, what we will be doing, and why.

In a non-religious way, I will communicate my beliefs throughout the organization through my example, and by talking regularly to my people and their families, and emphasizing the importance of the emotional and spiritual dimensions of life. In addition, I will utilize the unit chaplain to speak and incorporate programs and events that address spiritual needs.

Self Care

Regular rest and replenishment are key to being a successful leader. I will ensure that I recharge my batteries regularly by getting a good nights sleep, eating a healthy diet, and taking as much time off as possible at night, on the weekends, and during leave periods. I will carve out quiet time each day in order to be alone for prayer, Bible reading, thinking, and reflection. On weekends I will try to protect time to have fun, be with my family, go to Church, and attend Sunday school. I will strive to do this even in the toughest of circumstances, looking to great leaders who have done so in the past. General of the Army George C. Marshall during WWII and then LTC Bob Van Antwerp during Desert Shield/Desert Storm come to mind as great role models. No matter how tough and demanding the situation, they made time to rest and replenish each day. The tougher and more demanding the circumstances, the more important this becomes.

In order to carve out the time needed to rest, replenish and take care of myself, I will have to say "No" to many other worthwhile activities. This will not be easy, especially when many worthy programs need volunteers. But, if I am going to focus on being the best leader I can be, and take the best possible care of my flock, I will have to say "no" with a clear conscience and for the right reasons. I learned this the hard way in the past, when I had unknowingly over-committed myself to the point where I was involved in too much and had spread myself too thin.

The most important thing I can do for my organization will be to wake up each day rested, enthusiastic, cheerful and ready to serve the unit and my people. The only way I can do this will be by taking good care of myself. If I am tired, unhealthy, and grouchy, I will do more harm than good.

Leaders must set a positive example. They must have integrity, in which their thoughts, words and deeds are harmonious and consistent. They must embody the right values and virtues, be fit, have a positive attitude, and look sharp. They must demonstrate humility and be approachable. In short, they must be of solid character.

I must be a good role model and live in such a way that my subordinates will want to be like me. If I fail at this, I have failed, because this is the future of the Army. In addition, I must be a straight talker who speaks with unvarnished candor; be selfless; stick up for and fight for my people; and do all I can to reduce unnecessary bureaucracy and red tape.

Living up to this is a very tall order, and I will undoubtedly fall short on various aspects from time to time. Given that no one is perfect, my goal will be to do the very best I can every day; do the right thing -- legally and morally -- at all times; and to treat each person with respect and in accordance with the Golden Rule. I will ask and expect each of my people to do the same. With each of us aware of this and striving to live it, the spirit and performance of the organization will improve.

SERVICE TO OTHERS

Once a leader gets his intent, mission and vision out to his people, he needs to put most of his effort into serving others. The leader is the critical link who guides, directs and motivates the people who actually do the work in accomplishing the mission. There are three aspects to serving others: servant leadership; teaching and mentoring; and loving and caring for the troops and their families. (Note: for the purposes of this paper, whenever I speak of "love", I am referring to what the Greeks called "agape", which is sacrificial, brotherly love.)

Servant Leader

The most effective and successful leaders are those who invert the organizational pyramid and go to work for the people doing the real work of the organization -- the troops down in the trenches. This is what I will do. Specific actions will include the following:

- Do everything possible to help my people and make their work easier and smoother, by getting into the shoes of my subordinates, and see the world through their eyes to understand what they need. Get out and walk around everyday, talking with the troops at PT, in the Motor Pool, on the ranges, in the field, in the Mess Hall, etc. Talk to my people continuously and ask them what I can do to help them. Then take their input and follow up with appropriate action as much as practicable.

- To do this, I must delegate virtually all day-to-day and routine events, then empower and trust my subordinates. Failure to do this will mean I will be consumed by details and busy work that will prevent me from doing that which is most important for the unit and people.

- Put my people and their needs ahead of myself, while striving to maintain balance.

- Talk to my people on a regular formal basis and continually share and communicate the vision, intent, mission, etc. Find a way to do this formally at formations, promotions, awards presentations, and OPD's; and informally everyday.

- Develop a system to talk to and in-brief all new soldiers on a regular basis. This was easy at battalion level, but will be increasingly difficult in larger organizations that may also geographically dispersed. Yet, this personal touch is so vital, that I am determined to find a way to do it.

- Talk to departing soldiers in order to find out what they liked and disliked about the unit. Find out what they would fix, how they would do it and why, then take action. Use a departee feedback form that asks for specific feedback on the unit and on me as their leader. As a battalion commander, I got superb feedback on both good and bad things I was doing. Although it will be harder at brigade level, I am determined to do this.

- Solicit and reward helpful feedback and suggestions. Do this by placing Suggestion boxes around the organization, and then periodically giving a coin or award to the person who gives the best suggestion.

- Do everything possible to keep myself off of the critical path. Whenever I enter the headquarters area, make a quick pass through each of the staffs to see if they have anything for me, need anything signed, or have any questions or issues. Will do the same whenever I leave the headquarters area. Will always tell my people where I am going, where they can reach me, and when I will return, so nobody will be left holding the bag in my absence. This will expedite staff actions, reduce bureaucracy, and give a nice morale boost to overworked staff personnel.

- Run up to take formations or to get up on stage. I never want my subordinates to have to wait on me. Always hustle so they can get back to doing the real work of the organization, like turning wrenches, shooting guns, and blowing stuff up. I believe that the troops and what they do are far more important than me. They accomplish the essence of the unit and the purpose for which we exist. I will strive to never waste their time.

Servant leadership is all about having a humble attitude, putting others before self, honestly listening to your people and then using your authority to help them, and willingly sharing in their suffering and hardships. When people see their leader behave like this and treat them with respect, they will generally do anything for the leader and the unit.

Teach and Mentor

A senior leader’s most important long term task is to develop his replacement(s) and work himself out of the job. This is done through teaching and mentoring, which will be my most important single task. If I fail to teach and mentor my people, then I will fail. To me, this is the essence of leadership and the dimension which I have most enjoyed over my career; and based on recent surveys and my own anecdotal evidence, also the aspect that appears to be most lacking in today’s Army. Some specific actions will include:

- Simplify the complex, and explain through stories, history and examples.

- Focus my mentoring one to two levels down the chain of command.

- Spend as much time as possible with subordinate leaders, getting to know them, eating and socializing with them, and continually teaching them in a variety of settings: on the ranges, in the field, at PT, in the mess hall, in the motor pool, at the Club, in the gym, at socials, at OPD’s, at beer calls, at off-sites, on staff rides, at community events, in a professional reading program, during Officer PT, on Adventure Training, etc. This will be great for bonding and building trust, teamwork and commitment.

- As part of officer counseling, request they write down and discuss their goals for life, the Army and this unit. In addition, ask them what they want on their tombstone when they die. Although this may sound heavy, it will make them think hard, and focus on what is truly important in life.

- Talk with and communicate with my people face to face as much as possible; use less e-mail; get out and go see them in their offices and locations as much as possible. Speak to the entire unit, all the NCO’s, then the senior NCO’s, and then the officers, during my first week in charge. During my first month in charge, try to get out and personally meet every soldier, each officer, and all key leaders in the units we support.

- Give and receive honest, open and candid feedback; build two-way trust and candor by not shooting the messenger, and listening objectively to all ideas and suggestions, especially when they are not what I want to hear. Encourage vigorous debate. Encourage continuously, but also counsel with brutal frankness.

- Write letters of recommendation and offer myself as a referral for job and school applications. Help them get schools, promotions, and assignments they need. Help those leaving the Army as much as those staying in. This shows you truly care about them as people, even when they no longer help you in your immediate, short-term mission.

- Empower my subordinates and then go see what and how they are doing; push power and authority down the chain of command, then go out and check to get real-time feedback. Use MG Bob Flowers’ "Permission Slip" to do this:

-Is it good for the customer?

-Is it legal and moral?

-Are you willing to stand up and take accountability for doing it?

-If "yes" to all three, don’t ask, just do it!

- Teach and walk my vision and intent continuously; allow honest mistakes to be learning events; do not micromanage; tolerate less than optimal solutions (i.e. the way I would do it) in order to maximize learning.

In the end, this will be the most important thing I do. It will be my legacy, and have the greatest long-term impact on my people and the Army -- for good or for bad.

LOVE & CARE FOR THE TROOPS AND THEIR FAMILIES

Ultimately, leadership comes down to this. Some specific things I will do include:

- Plan, resource and execute tough, realistic, combat-focused training. This is by far the most important thing I can do to take care of and love my soldiers and their families. More than anything else, this is what will enable them to accomplish the mission for which they exist, and return home alive and healthy. This is the greatest form of caring. All else pales in comparison. Tough combat-focused training must be my number one priority.

- Block and protect training time, and resource high quality range densities, individualtraining and a battle-focused home-station training program that culminates in a Squad Sapper Stakes to ensure soldiers, crews and squads are well trained for combat. Build up to platoon tasks during CTC ramp-ups and rotations, and train company, battalion and brigade C3 concurrently. The bottom line is we don’t have enough time to train to standard at all echelons all the time. Therefore, put the highest priority on individual through squad collective, then platoon, then company, then battalion.

- Follow GEN Tom Schwartz’s "TIPS" philosophy: Talk to your people; keep them Informed; give them Predictability in their lives; be Sensitive.

- Take care of my peoples' physical well-being (i.e. health, shelter, food, work conditions, etc.), then move on to care for their mental, emotional and spiritual needs. Ensure soldiers get the dental and medical care they need and deserve. Physically walk through and evaluate the quality of the facilities, equipment and services where my soldiers live, eat, and work. Check the latrines, showers, washers and dryers, the mail room, day room, etc., and ask "Are these facilities good enough for me? For my son or daughter?" If the answer is "No," then take action to fix them. If necessary, use unit funds and self-help labor to build, renovate and buy facilities. In my experience, soldiers enjoy and appreciate self-help projects.

- Earn my peoples’ respect -- regardless of the rank on my collar -- by taking care of them, doing the right thing, and treating them with respect and in accordance with the Golden Rule.

- Stick up and fight for my people, but also punish appropriately when necessary. Let them know when I think they are wrong.

- Be kind to the "unlovely", "unproductive" people who we are kicking out of the Army or sending to jail; treat each person, no matter how unhelpful they are to me or the unit, with dignity and respect. Although this may amaze and even perplex my subordinates, I will use it as a teaching point to demonstrate the Golden Rule.

- Suffer with my people, in everything from field training to PT to ruck marches. The Army offers unlimited opportunities to excel in this area.

- Welcome good ideas and suggestions by seeking, implementing and rewarding them.

- Maintain an Open Door policy at all times, no matter how busy. Spending time with soldiers and family members who need help is always the best use of scarce time. Be approachable, even when subordinate leaders object.

- Schedule and resource morale and spiritually up-building activities on a regular basis, to include: single soldier retreats and weekend getaways; married couple retreats; prayer breakfasts; chaplain talks; values-based movies such as "Saving Private Ryan", "Gettysburg", etc.; block parties; sports days; golf days; spouse and family appreciation days; Holiday Ball; Officer-NCO Turkey Bowl; unexpected time off for outstanding performance; officer and NCO beer calls; and regular hail and farewells.

- Transform routine unit formations into big events by incorporating motivational music, films, history, discussions and humor into unit runs and awards presentations.

- Do PT with troops daily, quizzing them on weapons, military knowledge, current events, situational awareness, etc.; try to do every APFT with every unit and beat every soldier; play hard with and against my soldiers in Officer PT, sports days, and unit sports. Lead troops in doing large numbers of pushups, situps and flutter kicks; and make it fun by incorporating unit history and knowledge into the exercise cadence.

- Work the Family Support/Readiness Program hard. Make it a command priority and put teeth into it, with my wife and other leaders’ spouses involved voluntarily if they so desire. Recognize and reward voluntary spouse involvement. Publish a unit newsletter on a regular basis in order to enhance communication.

- Call and send congratulations or sympathy cards regularly; visit all soldiers and family members in the hospital; and present "Honorary Sapper Certificates" to all newborns.

- Send one card per day to thank or congratulate an unexpecting soldier or family member for a job well done.

- Develop and distribute high speed coins, t-shirts, hats, golf shirts, belt buckles, etc.

- Build a sense of history through use of pictures, songs, plaques, memorabilia, battle streamers, publication of a unit history, reunions with unit veterans, and naming an Honorary Colonel and CSM. Transform the unit headquarters area into a mini-museum to teach, inspire and build unit pride. Start unit runs and formations by telling the soldiers that "On this day in [fill in the year], soldiers of the this unit, or the US Army, were involved in combat operations in [fill in the place.]" Soldiers love and appreciate this. It ties together the past, present and future, and makes them realize they are part of a special team that is bigger than themselves.

- Support and reward community volunteers. Adopt specific family and soldier-oriented organizations on post and in the local community to support and incorporate into the unit family. This is an important element of bridging the gap between the Military and our civilian society.

- Be willing to use the commander’s subjective downgrade on readiness reports in order to highlight resource shortfalls, turbulence, and other serious problems; and to help secure resources for the unit. If used, explain why to subordinate leaders. This helps them see that leaders are interested in "telling it straight" for the good of the unit and troops.

LESSONS LEARNED FROM THE PAST

Twenty-plus years of Army service have taught me many lessons. Some pertinent ones that I will strive to incorporate in the future include:

-Give credit away, but take the blame. In the words of former Secretary of Defense William Perry, "you can accomplish anything if you’re willing to give someone else the credit, but you can’t accomplish anything if you’re not willing to take the blame."

-Perfect is the enemy of good. A partial solution now is better than a perfect solution later. Knock out a 70 percent solution now, then get further guidance and improve it later.

-Establish and ruthlessly enforce a "good idea" cut-off point.

-Less is better. Army units are doing too much and are too busy. Trimming back on activities and events will require a culture change at all levels, the discipline to curb my own "good ideas", the moral courage to say "No", and the competence to explain to higher how you can accomplish more by doing less. This is all about having more candor and less can-do.

-Pursue and reward excellence. Based on Purpose, Mission and Vision, figure out what things are most important to the unit, set appropriate standards of performance, then reward those who meet the standards.

-Help and be friendly with peers. Not only is this the right thing to do, but your friends will assist your unit and troops.

-Always be candid and frank. Don't sugar-coat the message. Tell it straight and don't pull any punches, even if it hurts peoples' feelings. This is hard, but the right thing to do.

-Fix clear responsibility in all areas, then hold people accountable. Failure to do this breeds confusion, allows some folks to get over, and creates discontent among the workhorses, who have to pick up the slack.

-Spend time observing and mentoring the leaders I senior rate, especially on those things that contribute most directly to the purpose of the organization, such as weapons, pacing items (use, employment and PMCS), battle drills and the status of their soldiers on training proficiency, promotion and reenlistment. Attention and focus at this level is a powerful force multiplier.

-Do the right things every day and in each situation, take care of and nurture your people, root out the bad, and over time you will reap much goodness and be rewarded far beyond your expectations.

-As much as possible, make things fun and enjoyable for your people. Make their time in my unit and the Army a special, uplifting experience that they will look back on and say: "Serving in this unit was a great experience. I grew mentally, physically and spiritually, and made life-long friends. I would recommend the Army and this unit to a friend or family member. I would gladly do it all over again." This is crucial over the long-term for morale, retention and recruiting. Bottom line is that if what soldiers do is not rewarding and enjoyable, they will not perform to their full potential; they will not reenlist; and they will not recommend the Army to their friends and families.

CONCLUSION

The "3S" model of leadership can be captured in a single word, Love, or "agape." It is all about honest, selfless, caring love. From this comes submission and commitment to God; care for self, so that I can best serve the Lord and His calling for my life; and love for others – the people who actually do the work in support of the cause.

Jesus put it best when He said to follow the Greatest Commandment of all, to "Love the Lord your God with all your heart and with all your soul and with all your mind and with all your strength... [and] Love your neighbor as yourself." (Mark 12:30-31.)

He went on to say, "As the Father has loved me, so have I loved you … My command is this: Love each other as I have loved you. Greater love has no man than this, that he lay down his life for his friends." (John 15: 9, 12-13.)

When things get tough and confusing, I must remember to "Trust in the Lord with all [my] heart and lean not on [my] own understanding; in all [my] ways acknowledge Him, and He will make [my] paths straight." (Proverbs 3:5-6.)

When the going gets extremely tough and ugly, when even close friends and subordinates turn against me, I must look to Jesus' example for strength. As He was betrayed, humiliated, tortured, beaten and murdered, He endured and trusted God, saying: "Father, everything is possible for you. Take this cup from me. Yet not what I will, but what you will." (Mark 14:36) While His persecutors were killing Him, he loved and forgave them, saying, "Forgive them Father, for they know not what they do."

Finally, I must listen to God's calling for my life, then commit to the Lord and my calling with enthusiasm, energy and passion. I must live each day with an attitude of gratitude and humility, in loving and serving others. If I do this, I will find true joy and be a successful senior leader who achieves his purpose over the long haul, inspires others to commit to the cause, and who invests his time, talents and treasure in something far bigger than himself, and which has eternal significance.

Carpe Diem!