Welcome to my leadership blog. Ideas have consequences and the goal of this blog is to discuss ideas of consequence. Some ideas you may agree with and some you may disagree. No worries. The only rule is that you think and discuss in a civil manner. People who attack others only prove they have reached the limit of their logic. The Bible states, "Iron sharpens iron" and we will sharpen one another by what we read, write and think. The goal of this blog is to help us identify and follow truth in all areas of our lives. I encourage you to join our leadership discussion and transform yourself and others through the renewing of our minds.
View Article  Xenophon's Historical Leadership Lessons

I am convinced that a person who does not know world history is severely limiting the amount of experiences to draw upon in times of crisis.  The true story of Xenophon and “the Ten Thousand” men who marched out of Persia is inspirational, educational, and filled with leadership wisdom.  There are many parallels between the five month march of the Greeks out of Persia and the last six months for many reading this blog.  Here is the Wiki history for the background on Xenophon's and the Ten Thousand's march.

 

In his advance against the Persian king, Cyrus the Younger used many Greek mercenaries left unemployed by the cessation of the Peloponnesian War. Cyrus fought Artaxerxes II in the Battle of Cunaxa. The Greeks were victorious in that battle, but Cyrus was killed. Shortly thereafter, the Greek general Clearchus of Sparta was invited to a peace conference, at which he was betrayed and executed. The mercenaries, known as the Ten Thousand, found themselves without leadership deep in hostile territory, near the heart of Mesopotamia, which was far from the sea. They elected new leaders, including Xenophon himself, and fought their way north through hostile Persians, Armenians, and Kurds to Trapezus on the coast of the Black Sea. They then sailed westward back to Greece. On the way back, they helped Seuthes II make himself king of Thrace. Xenophon's record of the entire expedition against the Persians and the journey home was titled Anabasis ("The Expedition" or "The March Up Country"). It is worth noting that the Anabasis was used as a field guide by Alexander the Great during the early phases of his expedition into Persia.

 

Now that you have a background of Xenophon and the 10,000 mercenaries, you will enjoy the leadership lessons drawn from Xenophon’s book Anabasis.  Here is a summary of the leadership lessons written by Robert Enzenauer.  What parallels can you draw from the experiences of Xenophon to apply to your life?  Enjoy the article and learn to lead better from Xenophon’s experiences.  God Bless, Orrin Woodward

 

Many popular books have been written describing the leadership principles of heads of state, Biblical figures, athletes, military commanders and even fictional heroes.

 

However, according to management expert Peter Drucker, the first systematic book on leadership--and perhaps the best book--was written by Greek historian Xenophon.

 

Few leaders outside the military even know this extraordinary individual.

 

Xenophon was one of the well-to-do disciples of Socrates who left Athens to serve with the Greek contingent "the Ten Thousand" raised by Cyrus the Younger of Persia against Artaxerxes.

 

These troops served Cyrus at the disastrous battle of Cunaxa (401 BC). When Cyrus was killed, the Ten Thousand were forced to flee or surrender to the Persians. After the Persians killed the Greek generals, Xenophon was chosen as one of the leaders of the heroic retreat from Babylon to the Black Sea, with the Greeks fighting their way through an unknown and hostile land.

 

The success of the five-month march, one of the most famous in military history, was a triumph of discipline and improvisation in the face of overwhelming odds. Xenophon not only managed to lead his men out of Persia, but succeeded in keeping the army intact as a fighting force.

 

Xenophon's Anabasis (translated March Up Country or The Persian Expedition) was translated and first published widely in English around the dawn of the 20th century. Drucker read Rex Warner's 1949 translation and mentioned Xenophon's writing in his classic The Practice of Management, first published in 1955. Xenophon's vivid account was revised and reprinted with corrections in 2001 and is now widely available.

 

Xenophon was a prolific writer. His writing is a veritable treasure trove of examples of successful leadership. Leadership according to Xenophon was the art of inspiring the spirit and the act of following, regardless of the external circumstances. In more metaphysical terms it was the art of turning the soul toward some purpose.

 

Leadership requires an understanding of human nature Xenophon did not offer checklists of recipes. Rather, he sought to establish a standard for what leadership ought to be. Business leaders should acquaint themselves with this fascinating military figure. Here's a look at some of Xenophon's leadership principles that he shared through his writings that are applicable to today's executives.  

 

Leaders expect positive results

 

After the Battle of Cunaxa where Cyrus was killed, the Greek army was demoralized and discouraged as they saw no way of marching 1,000 miles back to Greece with 10,000 soldiers through unfriendly country, not to mention that they currently faced a numerically superior army.

 

Xenophon assembled the officers and spoke to them. "All of these soldiers have their eyes on you, and if they see that you are downhearted they will become cowards, while if you are yourselves clearly prepared to meet the enemy and if you call on the rest to do their part, you can be sure that they will follow you and try to be like you."

 

Xenophon expected positive results and he got them. The Ten Thousand escaped from Artaxerxes and followed Xenophon on the most amazing march in history, despite countless battles and hardships.

 

Leaders set clear expectations for performance

 

According to Xenophon, the leader's primary responsibility in forming his organization is to teach his followers the difference between correct and incorrect performance and behavior, thereby establishing a coherent, attainable set of expectations. For Xenophon, the leader, not the followers, is to blame if expectations are unclear.

 

Leaders provide a vision of the future

 

Xenophon thought vision was key. He wrote that "there will be a great rise in their spirits if one can change the way they think, so that instead of having in their heads the one idea of what is going to happen to me? They may think 'what action am I going to take?'"

 

Leaders inspire their followers

 

Sustaining morale was an imperative for Xenophon. The commander who kept his men in a state of readiness, in good physical condition, sustained a competitive spirit and did all he could to ensure their safety.

 

Xenophon asserted, "You know I am sure that not numbers or strength bring victory in war; but whichever army goes into battle stronger in soul, their enemies generally cannot withstand them."

 

Leaders succeed during adversity

 

According to Xenophon, the true test of a leader is whether people will follow of their own free will even during times of immense hardship. Xenophon regarded it as highly indicative of good leadership when people obeyed someone without coercion and were prepared to remain by him during times of danger.

 

In describing the superior leadership of Clearchus, Xenophon noted. "When he was in an awkward position, he kept his head, as everyone agrees who was with him anywhere."

 

Leaders set the example

 

Xenophon felt that a great leader had to establish himself in the good opinion of his men and to do this he had to be a model for them by enduring hardship, showing confidence and leading by example.

 

On one occasion, covered in snow and warm in their beds, the men were unwilling to rise from their sleeping places and face the cold. Xenophon made the point of getting up, although he admitted the need to summon up courage to do so, and started splitting wood for a fire. His example was followed and soon many were doing likewise.

 

On another occasion, Xenophon was encouraging his men forward while on horseback, when Soteridas criticized him for being mounted while, he, on foot, was tired because of carrying his own shield. Xenophon's reaction to this was to dismount immediately, take Soteridas' shield from him, push him out of line, take his place and march with the men.

 

The reaction of the men to this was to hurl abuse at Soteridas and to pelt him with small stones until he reclaimed his shield and allowed Xenophon to remount.

 

Xenophon described Clearchus as a good leader. "Here was a good opportunity of seeing how Clearchus led his men, with his spear in his left hand and a staff in his right. If he thought that any of the men detailed for a job were slacking, he would pick on the right man and beat him.

 

At the same time he went into the mud and lent a hand himself, so that everyone was ashamed not to be working hard with him."

 

Leaders are accessible and available

 

As for Xenophon himself, "Everyone knew that it was permissible to come to him whether he was in the middle of breakfast or supper, or to wake him from his sleep and talk to him, if they had anything to say which had a bearing on the fighting."

 

Leaders show initiative

 

According to Xenophon: "... in heaven's name, let us not wait for other people to ... call upon us to do great deeds. Let us instead be the first to summon the rest to the path of honor. Show yourselves to be the bravest of all the captains, with more of a right to leadership than those who are our leaders at present. As for me, if you are willing to take the initiative like this, I am prepared to follow you."

 

Leaders lead from the front, not from the rear

 

During a march with Seuthes, the King of Thrace, Xenophon came to a part where there was a lot of snow. He examined the ground to see whether there were any footprints leading one way or the other.

 

After finding that there were tracks on the road, he came back quickly. "We shall be upon these people before they know anything about it," he said, "I shall now lead the way with the cavalry, so that, if we see anyone, he will not get the chance of running away to give information to the enemy."

 

Leaders provide timely and fair discipline

 

Xenophon was a believer in firm and just discipline. He viewed good morale as of prime importance and saw discipline as a foundation on which to build. He noted the harm that can result from "not punishing people who were behaving in a disorderly way. The result is that, by turning a blind eye to them, you have given the worst elements among them a chance of becoming insufferable."

 

He was adamant about fairness, as well. "I admit, soldiers, that I have struck men in cases where there has been lack of discipline--the sort of people who were quite content to have their lives saved by you marching in formation and fighting when it was called for, but who left the ranks themselves and ran ahead and wanted to get more than their fair share of booty."

 

Leaders are honest and trustworthy

 

For Xenophon, trust between men and leader was an imperative. A significant motivation for warfare during Xenophon's time was the accumulation of the "spoils of war." However, Xenophon felt that there are no nobler and brilliant possessions than honor and fair dealing and generosity.

 

"I have never had anything from you for the soldiers and kept it. I have never for my own personal profit asked you for what was theirs. I have never even demanded from you what you promised me. And I swear that I would never have taken it, even if you had offered it to me, unless the soldiers were going to get what was due to them at the same time. It would have been a dishonorable action to get my own affairs straight and allow theirs to remain in a bad way, especially when I was held in honor by them."

Leaders reward good performance

 

Xenophon instructed those in his control "... when you have come and taken over the command, you will give to Dexippus and to the rest of them a chance of showing what each is good for, and you will reward each according to his merits."

 

In describing Cyrus, he said. "Indeed, whenever anyone carried out effectively a job which he had assigned, he never allowed his good work to go unrewarded. Consequently, it was said that Cyrus got the best officers for any kind of job."

 

And, Xenophon added, "When he saw that a man was a capable administrator, acting on just principles, improving the land under his control and making it bring in profit, he never took his post away from him, but always gave him additional responsibility. The result was that his administrators did their work cheerfully and made money confidently."

 

Leaders have loyal followers

 

One of the strongest beliefs held by Xenophon was that a commander must inculcate loyalty in his men. His attitude toward the treatment of all men, including slaves, is plain.

 

Willingness rather than coercion is the better way, "I think that anyone who makes trouble for his commander when there is a war on is making trouble for himself."

 

In describing Clearchus' leadership, Xenophon noted. "In difficult positions, the soldiers would give him complete confidence and wished for no one better."

 

Leaders uphold the highest standards of ethical behavior

 

In defending himself, Xenophon called an assembly, speaking as follows: "Soldiers, I hear that someone is accusing me of wanting to deceive you. I must beg you therefore to give me a hearing. If it is proved that I am doing you wrong, then I ought not to leave this place without suffering for it. If, on the other hand, it is proved that it is my accusers who are doing the wrong, then you must treat them just as they deserve."

 

Leaders take care of their followers

 

For Xenophon, the link between leader and soldier was an unspoken contract. The care of those under his command was paramount and went hand in hand with sustaining morale. This was not merely adopting successful tactics to ensure their safety, but meant looking after their day-to-day welfare.

 

Xenophon graphically describes the problems encountered when the march had to be made through deep snow and Xenophon listed the means by which such sufferings could be avoided. As a concerned leader, he ensured that his men followed instructions. According to Xenophon, the most important thing for a commander to do was to sacrifice on behalf of his men.
View Article  A History Lesson - Winston Churchill

I thought these quotes from Winston Churchill are pertinent to many of our readers.  The key to war is focus and Winston knew how to stay focused on the main things to stay alive long enough to win.  Winston’s did a masterful job of keeping England solvent and fighting alone in WWII.  Winston knew that England could not beat Nazi Germany alone, but held on long enough to bring in allies.  The Allies were critical to help England fulfill her destiny.  Can you imagine being one of the many soldiers and civilians in England who stood up against the tyranny of Nazi Germany?  I am sure they spoke with pride to the grandchildren and great-grandchildren of their courage in the face of force.  Here are some great quotes from different stages in the war.

 

Their Finest Hour

What General Weygand called the Battle of France is over. I expect that the battle of Britain is about to begin. Upon this battle depends the survival of Christian civilization. Upon it depends our own British life, and the long continuity of our institutions and our Empire. The whole fury and might of the enemy must very soon be turned on us. Hitler knows that he will have to break us in this island or lose the war. If we can stand up to him, all Europe may be free and the life of the world may more forward into broad, sunlit uplands. But if we fail, then the whole world, including the United States, including all that we have known and cared for, will sink into the abyss of a new Dark Age made more sinister, and perhaps more protracted, by the lights of perverted science. Let us therefore brace ourselves to our duties, and so bear ourselves that if the British Empire and its Commonwealth last for a thousand years, men will still say, 'This was their Finest Hour.'

       —House of Commons, 18 June 1940, following the collapse of France. Many thought Britain would follow.

 

Never Surrender

We shall not flag or fail. We shall go on to the end. We shall fight in France, we shall fight on the seas and oceans, we shall fight with growing confidence and growing strength in the air. We shall defend our island, whatever the cost may be. We shall fight on the beaches, we shall fight on the landing-grounds, we shall fight in the fields and in the streets, we shall fight in the hills. We shall never surrender!

       —House of Commons, 4 June 1940, following the evacuation of British and French armies from Dunkirk as the German tide swept through France.

 

War of the Unknown Warriors

       This is no war of chieftains or of princes, of dynasties or national ambition; it is a war of peoples and of causes. There are vast numbers, not only in this island but in every land, who will render faithful service in this war but whose names will never be known, whose deeds will never be recorded. This is a war of the Unknown Warriors; but let all strive without failing in faith or in duty, and the dark curse of Hitler will be lifted from our age.

       —BBC Broadcast, London, 14 July 1940

 

The Few

The gratitude of every home in our island, in our Empire, and indeed throughout the world, except in the abodes of the guilty, goes out to the British airmen who, undaunted by odds, unwearied in their constant challenge and mortal danger, are turning the tide of the world war by their prowess and by their devotion. Never in the field of human conflict was so much owed by so many to so few.

      —Tribute to the Royal Air Force, House of Commons, 20 August 1940. The Battle of Britain peaked a month later. Because of German bombing raids, Churchill said, Britain was "a whole nation fighting and suffering together." He had worked out the phrase about "The Few" in his mind as he visited the Fighter Command airfields in Southern England.

 

Captain of Our Souls

The mood of Britain is wisely and rightly averse from every form of shallow or premature exultation. This is no time for boasts or glowing prophecies, but there is this—a year ago our position looked forlorn, and well nigh desperate, to all eyes but our own. Today we may say aloud before an awe-struck world, 'We are still masters of our fate. We still are captain of our souls.

       —House of Commons, 9 September 1941

 

The End of the Beginning

The Germans have received back again that measure of fire and steel which they have so often meted out to others. Now this is not the end. It is not even the beginning of the end. But it is, perhaps, the end of the beginning.

       —Lord Mayor's Luncheon, Mansion House following the victory at El Alameinin North Africa, London, 10 November 1942.

 

Update:  In just over three years MonaVie has nearly matched what Quixtar/Amway has accomplished in almost 50 years in North America.   There is a reason for this and when I can share the benchmarking study you will know why.  I am not a gambling man and prefer safer incremental improvements - with an eye to the future, than a "Swing for the Fences" gamble that puts the vision at risk.  We ALL want to be the "Walmart of the Internet" except a dozen lawyers at a competing company.   Michael Dell said, "The community is the key to the internet."  Therefore; a leaders number one job is to keep his community alive so we can fight another day - this we have done!  I have learned in leadership to play the hand you are dealt.   Like the old saying goes, "If you knew what I knew, you would do what I do."  I believe in the product and leadership team at MonaVie and know they play a part in our long-term vision.  I have put all on the line for this vision: my life, my fortune, and my sacred honor.   You choose what you will put on the line for this vision.  Thanks, Orrin

View Article  Presidential Candidates 2008 - Ronald Reagan Test

Let’s follow up Ronald Reagan’s leadership post with another on how his thoughts produced actions.  My basic thesis is that how a person thinks in their own mind will flow into their actions in their life.  As a leader, it will flow into the culture they create in everything that they lead.  Reagan believed strongly in the power of the individual to govern their life better than any third party.   This belief propelled him from a small town Illinois kid to a Hollywood star, Governor of California, and President of the United States.  Not only must we give people freedom, but we must teach people how to think about their freedoms and corresponding responsibilities.  This is why the free enterprise system cannot just be transplanted into the former communist countries without some world-view changes. 

 

Reagan made America freer after years of less freedom, but he also cast a vision for America.  He made Americans proud to be Americans again.  One of the most important things the President does is cast a vision from their world-view.  This is why I believe understanding how a person views themselves and the individual will tell us what they feel government's role is.   Because Reagan believed in himself, America, and the individual—he felt his main role in government was to reduce its pervasiveness in our lives.  I will allow Reagan to speak for himself, but notice how his thoughts led to his words which led to his style of government.   In my opinion, Reagan’s views of government and the success of his administration prove that a modern president can lead with the same principles that guided our founding fathers.   This is a huge point for Americans to understand as they listen to the candidates to understand their world-view.   Here is Reagan in his own words from his autobiography, An American Life.

 

 

“The first rule of bureaucracy is to protect the bureaucracy.  If the people running the welfare program had let their clientele find other ways of making a living, that would have reduced their importance and their budget.”

 

“I didn’t think much of the inefficiency, empire building, and business-as-usual attitude that existed in wartime under the civil service system.  If I suggested that an employee might be expendable, his supervisor would look at me as if I were crazy.  He didn’t want to reduce the size of his department; his salary was based to a large extent on the number of people he supervised.  He wanted to increase it, not decrease it.”

 

“There probably isn’t any undertaking on earth short of assuring the national security that can’t be handled more efficiently by the forces of private enterprise than by the federal government.”

 

“I became convince that some of our fundamental freedoms were in jeopardy because of the emergence of a permanent government never envisioned by the framers of the Constitution: a federal bureaucracy that was becoming so powerful it was able to set policy and thwart the desires not only of ordinary citizens, but heir elected representatives in Congress. . . For example, I learned the government had six programs to help poultry growers increase egg production.  It also had a seventh program costing almost as much as all six others to buy up surplus eggs.”

 

“No government has ever voluntarily reduced itself in size.”

 

“No nation in history has ever survived a tax burden that reached a third of its national income.”

 

“Usually with the best of intentions, Congress passed a new program, appropriated the money for it, then assigned bureaucrats in Washington to disperse the money; almost always, the bureaucrats responded by telling states, cities, counties, and schools how to spend this money.  In Madison’s words, Washington was usurping power form the states by the “gradual and silent encroachment of those in power. . . . Over time, they became so dependent on the money that, like junkies, they found it all but impossible to break the habit, and only after they were well addicted to it did they learn how pervasive the federal regulations were that came with the money.”

 

“In return for federal grants, state and local governments surrendered control of their destiny to a faceless bureaucracy in Washington that claimed to know better how to solve the problems of a city or town than the people who lived there. . . . Once started, a federal program benefitting any group or special interest is virtually impossible to end and the costs go on forever.”

 

“We had strayed a great distance from our founding father’s vision of America: They regarded the central government’s responsibility as that of providing a national security, protecting our democratic freedoms, and limiting the government’s intrusion into our lives—in sum, the protection of life, liberty and the pursuit of happiness.  They never envisioned vast agencies in Washington telling our farmers what to plant, our teachers what to teach, or industries what to build.  The Constitution they wrote established sovereign states, not administrative districts of the federal government.”

 

“The waste in dollars and cents was small compared with the waste of human potential.  It was squandered by the narcotic of giveaway programs that sapped the human spirit, diminished the incentive of people to work, destroyed families, and produced an increase in female and child poverty, deteriorating schools, and disintegrating neighborhoods.”

 

“My theme on the campaign stump was familiar to anyone who had heard me speak over the years: It was time to scale back the size of the federal government, reduce taxes and government intrusion in our lives, balance the budget, and return to the people the freedoms usurped from them by the bureaucrats.”

 

“If no one among us is capable of governing himself, then who among us has the capacity to govern someone else?”

 

“The same principle that affected my thinking applied to people in all tax brackets:  The more government takes in taxes, the less incentive people have to work.  What coal miner or assembly-line worker jumps at the offer of overtime when he knows Uncle Sam is going to take sixty percent or more of his extra pay?”

 

“I don’t think we will solve the problem of the deficit until three things happen:  We need more discipline on spending in Congress.  We need a constitutional amendment requiring Congress to balance the budget.  And we need to give our president’s a line-item veto.”

 

“As I have often said, governments don’t produce economic growth, people do.  What government can do is encourage Americans to tap their well of ingenuity and unleash their entrepreneurial spirit, then get out of the way.”

 

“Every year that I was president, I asked Congress for a constitutional amendment that would require the federal government—like any well-run household or business—to balance its budget.  But Congress (and I concede there was opposition to it on both sides of the political aisle) wouldn’t sit still for this infringement on its spendthrift ways.  There was some important progress: . . . . But never underestimate the willingness of congressman to circumvent their own rules, or the public will, in the pursuit of their enthusiasm to spend other people’s money.”

 

“It is a fact of life that running for political office in this country is very expensive; once in office, few incumbents want to surrender their seats in Congress, so they often trun to the special interest, who want special consideration from them, for the money to finance their campaigns.  Then, after the election, they repay the favors—with the taxpayers’ money.”

 

“Until presidents have a line-item veto and there is a constitutional amendment mandating a balanced budget, I think the country is likely to face never-ending deficits piled up by a profligate Congress unable or unwilling to make the hard-nosed decisions necessary to bring down spending to a level the country can afford.”

 

“As I have often said, governments don’t produce economic growth, people do.  What governments can do is encourage Americans to tap their well of ingenuity and unleash their entrepreneurial spirit, then get out of the way.”

 

“For the free market to work, everyone has to compete on an equal footing.  That way, prices and demand go up or down based on free choices of people; there are winners and losers under the system of free competition, but consumers are ultimately benefactors. 
Free competition produces better products and lower prices.  However, when governments fix or control the price, impose quotas, subsidize manufacturers or farmers, or otherwise intervene in the free market with artificial restrictions, it isn’t free and it won’t work as it is supposed to work."

 

“The explorers of the modern era are the entrepreneurs, men with vision, with the courage to take risks and faith enough to brave the unknown. These entrepreneurs and their small enterprises are responsible for almost all the economic growth in the United States. They are the prime movers of the technological revolution. In fact, one of the largest personal computer firms in the United states was started by two college students, no older than you, in the garage behind their home.  Some people, even in my own country, look at the riot of experiment that is the free market and see only waste. What of all the entrepreneurs that fail? Well, many do, particularly the successful ones. Often several times. And if you ask them the secret of their success, they'll tell you, it's all that they learned in their struggles along the way - yes, it's what they learned from failing. Like an athlete in competition, or a scholar in pursuit of the truth, experience is the greatest teacher.”

 

There is Reagan in his own words.  Can you see how Reagan’s worldview led to a specific style of government based on the freedom of the people to learn, grow, fail and try again until they get it right?  This is what we desire for our children and grandchildren—the opportunity to grow and lead by their own merits.  I encourage everyone to study the candidates and give them the Reagan test for their thoughts on the role of government.  God Bless, Orrin Woodward

View Article  Victor Hugo - Freedom, Dictators, and Revolution

The quote below reminds me of:

William Wallace in Bravheart , Maximus in Gladiator, Winston Churchill against Hitler, George Washington against King George and England, Oliver Cromwell against King Charles, Martin Luther against the Pope, Spartacus against his Roman masters, Demosthenes against Philip!

When dictatorship is a fact, revolution becomes a right.

Victor Hugo (1802-1885)

 

Throughout history, men and women have fought against tyrants who will steal a person's property, liberty and life.  It takes men and women of character to stand for their freedom against the tyrants.  Can you give any other examples that this quote reminds you of?

View Article  Booker T. Washington - Bitter or Better

The life story of Booker T. Washington may be the most inspirational I have read yet.  Very few people in life have overcome as much as this former slave did to accomplish so many things.  If success is measure by how far you come from where you started, then Booker may be the most successful American.  Booker was born a slave in Virginia shortly before the Civil War.   Booker was born on the Burroughs farm and life was the drudgery of labor for no gain or purpose.  Young Booker was fascinated by the schoolroom he walked the young Burroughs girls to everyday.  He was amazed when people could take the letters and make them into words.  Booker was hungry to learn the magic of reading, but had no books or teachers. 

 

After the Civil War life did not get any easier for young Booker.  He worked in the salt mines as a pre-teen to put food on the table for the newly free family.  In an effort to escape the Malden salt mines—Booker took a job working for Viola Ruffner.  Mrs. Ruffner was the wife of the owner of the mines and was the embodiment of the Protestant work ethic.  Booker was exposed to the exacting attention to detail which he would adopt as his own.  Booker also was taught to read by this saintly lady and allowed to peruse her extensive library.  Young Booker’s mind devoured the information as a thirsty man would water on arriving at an oasis.  Mrs. Ruffner would be the difference maker in Booker Washington’s life and develop the habits that changed a man’s destiny.

 

There are so many incredible moments in Booker’s life.  He was truly a driven man that understood it is not what happens to you, but how you handle it that counts.  Booker had to deal with prejudice and criticism his whole life.  Instead of getting bitter and allow other to control his thoughts—Booker chose to get better and maintain responsibility for his attitude and life.  Washington had learned a powerful truth from his experiences: hatred does more damage to the hater than to the hated.  Washington insisted, “No race can cherish ill-will and hatred toward another race without its losing all those elements that tend to create and perpetuate a strong and healthy manhood.”  Most of us will never experience the amount or type of rejection and prejudice that Booker experienced.  But we all have had moments of conflict and unfair attacks.  How did you respond?  Did you respond like Booker and know that, “It is better to be wronged than to commit a wrong” or did you respond with hatred and bitterness in your own heart.  I love the quote, “Bitterness and resentment is drinking poison while expecting someone else to die.”  Life is too short to be filled with bitterness and resentment.

 

Booker built a college in Tuskegee Alabama and affected many young men and women with his message of work and hope.  I believe Booker Washington is the best example in America on someone who chose to get better and not bitter.  If Booker can overcome and contribute, then certainly you and I can overcome and contribute.  I just picked up Booker’s life story, Up From Slavery and plan to read it.  I am always inspired by Dream, Struggle, Victory stories because I find that models life.   No great dream is accomplished without great struggles.  Instead of fighting God’s plan—we must ask what we are to learn from each struggle that comes our way.   Booker went on to become one of the most influential Americans of his time and a hero to many people.   I encourage you to read his story of overcoming and reflect on our own small challenges in comparison to his.  This will give you a perspective to charge ahead in faith to accomplish your life’s purpose.  Let me close with another quote from Booker T. Washington, “You may fill your heads with knowledge or skillfully train your hands, but unless it is based upon high, upright character, upon a true heart, it will amount to nothing.  You will be no better than the most ignorant.”   Yes character is destiny and character is an inside job!  God Bless, Orrin Woodward