Believe or Repent?

People don't do what they believe in - they just do what's most convenient and then repent.
~ Bob Dylan

We all live in an endless series of little moments. The character of a life isn't set in ten big moments. The character of a life is set in ten thousand little moments of everyday life. Is there a place right now where how you live is not consistent with what you say you believe?
~ Paul Tripp

Just Uneasiness - Nothing More

A quote in the article posted earlier this week, Solitude In Leadership, from the book Heart of Darkness, describing the type of leader (the term is applied loosely) that is, unfortunately, too often “successful” (again, used loosely) in a bureaucracy (such as the Navy):

"He was commonplace in complexion, in features, in manners, and in voice. He was of middle size and of ordinary build. His eyes, of the usual blue, were perhaps remarkably cold. . . . Otherwise there was only an indefinable, faint expression of his lips, something stealthy—a smile—not a smile—I remember it, but I can’t explain. . . . He was a common trader, from his youth up employed in these parts—nothing more. He was obeyed, yet he inspired neither love nor fear, nor even respect. He inspired uneasiness. That was it! Uneasiness. Not a definite mistrust—just uneasiness—nothing more. You have no idea how effective such a . . . a . . . faculty can be. He had no genius for organizing, for initiative, or for order even. . . . He had no learning, and no intelligence. His position had come to him—why? . . . He originated nothing, he could keep the routine going—that’s all. But he was great. He was great by this little thing that it was impossible to tell what could control such a man. He never gave that secret away. Perhaps there was nothing within him. Such a suspicion made one pause."

“. . . inspired neither love nor fear, nor even respect. He inspired uneasiness.” These words struck me. I have/do work for and with such leaders. Just uneasiness, nothing more is all that they foster. May it be that I/we never leave doubt as to the Reason and the passion which drives us as leaders.

Leadership Litmus Test

As I was in church this past Easter Sunday I wondered how many people were there for the first time since Christmas or for the first time since last Easter. My mind quickly flashed with excitement to the hope that I would see one of my Sailors visiting the church. Then I pondered and aspired anew to this simple test for Christian leadership in the workplace:

How now shall I lead that should I be surprised to meet one of my subordinates at church they would not be surprised to see me there as well? To put it another way; would one of my Sailors, Chiefs, Division Officers, or Senior Officers see a disparity between who I am on the ship and who they expect to find at church? Would there be Christ-shaming hypocrisy found in the way that I lead those I am entrusted to care for?

My prayer is that by grace the gap would be minimal between who I am inside the lifelines and who I am outside them - that there would be true and evident integrity of character in all facets of my life - and that it would bring greater glory to the Lord as a result.

Solitude and Leadership

Solitude and Leadership

I found this article in ADM Harvey's "Thinking Corner" - worth the time for every leader to read!

Hard Day

"For we would not have you ignorant, brethern, concerning opur affliction which befell us in Asia, that we were weighed down exceedingly, beyond our power, insomuch that we despaired even of (professional) life: yes, we ourselves have had the sentence of (professional) death within ourselves, that we should not trust in ourselves, but in God who raises from the dead." 2 Cor. 1: 8-9

Today was hard, maybe the single hardest day of this tour. I feel like I am dragging anchor. I am out of the swing circle.

I'm not sure I will make it out of this one so well. This is going to be a long few months.

Boast Not . . .

Recently felt the conviction of boasting to garner favor with Seniors. Lord, help me . . .

"For who makes you different from anyone else? What do you have that you did not receive? And if you did receive it, why do you boast as though you did not?"~ 1 Cor. 4:7

"There is no glory in my own wisdom, there is no power in my own strength. There is no might in my own riches, but I will boast in knowing You." ~ Debbye Graafsma

"I will not boast in anything: no gifts, no pow'r, no wisdom.
But I will boast in Jesus Christ: His death and resurrection.
Why should I gain from His reward? I cannot give an answer.
But this I know with all my heart: His wounds have paid my ransom." ~Stuart Townsend

And, from Brian Regan, some humor that was used to induce this self-awareness:

Bearded-Lady Accountability

A post with some interesting thoughts over at ID on the Navy-way of holding Commanding Officers accountable. [My highlights
throughout]

Navy Fires More Leaders

There has been another rash of firings in the Navy lately, and this story details the end of three careers. I believe the total count of fired Commanding Officers is in excess of a dozen or so for the year. These stories are hardy perennials, quaint oddities that don't seem to fit in well with a world of shirked responsibility, forgiveness as a matter or course, and instantaneous redemption. How--many ask--can the Navy continue to hold its Commanding Officers to such ridiculously high standards? Where is the flexibility in a system of human beings, one that accounts for moments of weakness, errors in judgment? Isn't this kind of approach simply inconsistent with our complicated, hectic, modern world, colored as it is in hues of grey?

The plain truth of the matter is that the Navy remains a beacon of accountability and responsibility. Command is not a birthright, it is a great privilege, one that can and should be removed should the an individual forget his or her place. Yes, the practice of firing CO's seems quaint and anachronistic, but only because the general society has seemingly moved beyond notions of individual accountability, responsibility and culpability. The nation's financial system nearly fails, but were Wall Street titans removed by their Boards? How many resigned out of a sense of shame? How many members of Congress resigned over their roles in the oversight and regulation--or lack thereof--of the financial industry? Dig deeply enough, and you'll find greedy "homeowners" who never should have "bought" houses in the first place, or who bought houses far beyond their means. Where is their accountability, as the government falls all over itself to "keep them in their homes" and worse yet, conspires to "save" those who are "suffering" as their house value has fallen below what they owe? The Navy--and its insistence on accountability and responsibility--looks like a carnival attraction, a bearded-lady if you will--in a world of residue-free irresponsibility.

Where the Navy is most unlike the civilian world--is at sea. There, a commanding officer remains a figure of the past--someone whose authority is maximal, even in the age of networking and reach-back. The interesting thing is that very few people in the Navy--where this Draconian system remains--seem to want to dispense with it. This is because it is well-understood--that the the privilege of command is a fleeting sensation. Those who are commanded are the beneficiaries of the system, as their lives--their very existences--are placed uniquely in the care of the Commanding Officer. They have a right to expect that their leader will be held to exacting standards of professionalism and personal accountability. Their parents, husbands, wives, children and friends should also expect this to be so, as the Commander is entrusted with the treasured life of their loved-one.

Even in the Navy though--this system of accountability is fraying. Where? It is in those elements of the Navy MOST removed from the sea, the ones closest to the general society that finds the system anachronistic. I write here of those in the Navy who preside over large--mainly civilian--organizations dedicated to the acquisition of ships, airplanes, weapons, sensors, and things. Known mainly as "Program Managers" or "Program Executive Officers", these officers preside over organizations that routinely underestimate costs, mismanage allocated funds, collude with industry, and then deliver whatever capability was sought at 150% of estimated cost (which in some cases, would be a bargain). Secretary of Defense Gates recently fired the Joint-Strike Fighter Program Manager--but such sackings have been rare, even as cost over-runs have reach epidemic proportions. The culture of accountability and responsibility does not approach that of the operational Navy, and it is to the detriment of the Navy as a whole.

The Navy should not only NOT give in to the siren calls of society to be more human and humane--it should continue to practice its magnificent anachronism of responsibility and accountability, and extend it further into the world of acquisition. It is a great strength of a great Navy, what makes it unique and what makes it worthy of the respect it has.