Bible Study: Lessons for Leaders


“…And now these three remain: faith, hope and love. But the greatest of these is love.”

1 Corinthians 13

By Kwame S. Salter

The great books of all religions are a record of what constitutes right living for their adherents. I am sure that a close of examination of the Quran or Bible would yield insightful wisdom that is still relevant today. For this discussion, I chose to look into the Bible to find something that might be applicable to working with each other in both a personal and business setting. I decided to reread 1 Corinthians 13 to

1 Corinthians 13 is often read and quoted at weddings and in sermons. Many consider this biblical verse to be sappy and preachy. Yet, upon closer examination it provides a powerful lesson for anyone who seeks to build a strong relationship with a person or group. The verse extols the power of love; ranks love above both faith and hope. Like Tina Turner, in her hit song, hardcore business leaders wonder, “What’s Love Got to Do with It?” What exactly is this thing called love that a business person can get his or her head around? Typically, love is defined as a “deep, tender, ineffable feeling of affection and solicitude toward a person, such as that arising from kinship, recognition of attractive qualities, or a sense of underlying oneness.” 

Yet, in the white hot heat of business competition, can love really be an effective strategy or tactic? For those of us in leadership positions, the question that still begs an answer is “what’s love got to do with it?” Well, part of the definition speaks to “a sense of underlying oneness.” It is this part of the definition that is operational in the following discussion. Leaders, to be effective, must create a sense of the team acting in concert—with a sense of “underlying oneness.” Therefore, in reading my explication of Corinthians 13, insert the phrase “underlying oneness” every time the word love shows up.

So, let us get on to the explication of this powerful verse section by section:

If I speak in the tongues of men and of angels, but have not love, I am only a resounding gong or a clanging cymbal.

Think about the leader who is a smooth, articulate and poised speaker. The words are magic. He/she can explain or justify anything. Walking onstage or at the lectern, their words are mesmerizing, enchanting and, almost, musical. They hit all the right notes, say all the right things, and titillate the senses. For sheer entertainment value they are without peer. Unfortunately, after the sound and fury of their motivational speech dies down, what is left is a sense of emptiness—because their day to day actions are not in line with their pulsating rhetoric. The organization is adrift and leaderless when people need them most. Listening to them is like eating the proverbial Chinese dinner—you are hungry again 30 minutes later. You are hungry for follow through and substantive decision making. You are hungry for a sign or signal that they care about the ‘little people’ who keep the organization going day to day. They are good at building speeches, but not high performance teams.

If I have the gift of prophecy and can fathom all mysteries and all knowledge, and if I have a faith that can move mountains, but have not love, I am nothing.

How many times have we been blown away by the super smart leader who is able to explain the complexities we daily grapple with while displaying an unshakable confidence in his/her predictions and strategies? How many times have these geniuses failed because they sought our compliance and not our commitment? Sure, they know what to do, but they failed to realize that how it gets done goes beyond statistical modeling and personal IQ. How it gets done is in the hands of the people who they view as variables in their success equation.

In reality, the people are the constants in their equation. And, if you look down on the people because you consider them intellectually inferior, you will fail. In spite of your high IQ and confidence, you will fail. With apologies to William Arthur Ward who talked about teachers, I would say that: The mediocre leader tells; the good leader explains; the superior leader demonstrates; and, the great leader inspires. Without a committed team, you are nothing.

Love is patient, love is kind. It does not envy, it does not boast, it is not proud…it is not rude, it is not self-seeking, it is not easily angered, it keeps no record of wrongs.

Building high performance teams requires patience, respect for each team member and modesty once the task is successfully achieved. Great leaders are approachable, even keeled and fair. These leaders make sure that there is enough credit to go around. They know when things go well that they should sit down and let the team take the bows. And, on the other hand, when things sputter and go awry, the leader must stand up and take the blame. These enlightened leaders don’t need to ‘hog’ the spotlight. Most importantly, these leaders do not keep an indelible list of everything you did wrong.

Their objective is to “catch you doing something right” and reward you. They can critique your performance without diminishing you as a person. Uncontrollable temper outbursts are not part of their operating style. They want you to be successful because you will make them successful. Their philosophy can be reduced to three words, “Give, Get or Go.” In other words, give something to the collective effort, get something from your mistakes or go—but go with dignity.

Love does not delight in evil but rejoices with the truth…it always protects, always trusts, always hopes, always perseveres.

So much of the complexity that bogs down organizational effectiveness and efficiency is not in our technologies, processes or systems—but rather in us. Too often, the leader sets the wrong tone. Some leaders play individuals against one another, gossip about one employee to another employee or just outright lies about an employee’s competencies or strengths. As such, I would submit that close to 80% of the complexity that slows down a company’s march to meet its strategic objectives, comes from inauthentic relationships between people. We are encouraged to lie about forecasts, deliverables, and key performance indicators to please the bosses.

Our turnaround time is often dependent on who is requesting help. Leaders who are not authentic create inauthentic organizations and counterproductive competition between and among employees. In fact, in many organizations work is defined more by so-called personality conflicts, mind games, political posturing and power plays. Leaders sometimes forget that the definition of work is “activity that leads to a result.” Some of the behavior in today’s organizations mimic the popular and voyeuristic ‘reality shows’ that pockmark today’s television programming.

In summary, if leaders could truly grasp the concepts and teachings in 1 Corinthians 13, the workplace would become more civil and supportive—dare I say, more productive.

How To Make The Employee All-Star Team

“If we must be a slave to habit, let us be a slave to good habits.”

-Og Mandino, Author

We all want to do well, get noticed, be appreciated and get rewarded for our efforts at work. Yet, too often, we see our peers getting promoted before us. They, in my words, have been selected to the employee All-Star Team. In some cases, we ask ourselves “what do they have going for them that we lack?” Is it that they’re smarter? Or, perhaps, are they better connected? Do they work harder? Is there some sort of nefarious conspiracy to keep you down? What the hell is their secret? These questions flash across our mind every time we read the Organizational Bulletin announcing the promotion of a peer. Well, after years of being in the corporate work arena, I think , just maybe, I have cracked the code. The Organizational Bulletin says nice things about the person, but rarely speaks to what they have actually done to earn the promotion. So, allow me to pierce the veil of secrecy surrounding what it takes to become an All-Star employee.

First, understand that the process an organization uses to identify an All-Star employee is not an exact science. In fact, the process is equal parts science and equal art. The art of identifying potential stars is based on a number of factors including personality, poise and presence. A person can be the undisputed subject matter expert in his or her field, yet exhibit a quirky personality. Similarly, the person might appear to be easily rattled under pressure. Personality characteristics that make colleagues and peers uncomfortable will always be a barrier to upward mobility. During my years of observing the potential All-Stars, I noticed that there was a quasi-science applied to making the determination of who should be in the pipeline for promotional opportunities. This quasi -science is based on observable and consistent behaviors demonstrated, over time, by the employee.

For purposes of discussion, I have reduced these observable and consistent behaviors to a list of 7 good habits one must develop and practice consistently. So, here are the 7 good habits to cultivate:

Habit #1: Develop Your Competence. Work on becoming really good at what you do—technically strong. Every day learn from your boss (read what he/she is reading), your peers, and outside experts about what “good looks like” in your profession or job. Read professional or technical journals, join professional organizations and remember that you must always strive to do your job right. Why is it that we “don’t have time to do it right, but we always have time to do it over.”  Your next job depends on how well you do in your current job. As they say in professional football, “if, on every play called, each player dominates at their respective position, the team will flawlessly execute and win the game.” Being competent is foundational to success.

Habit #2: Speak Truth:  Growing up Catholic, I learned a lot about discipline and how to comport myself in various situations. One lesson the nuns drilled into us was that a lie was a lie. In our little world, there were two types of lies—lies of commission and lies of omission. Either you admitted you did something (commission) or you conveniently forgot or chose to remain silent (omission) about some transgression. Forgetting or remaining silent would fall into the category of lies of omission.  The dynamics of the workplace give us ample opportunities to commit either  lies of commission or omission. Spin control is just another way of lying. Always speak the truth as you know it—based on the facts before you. The beauty in telling the truth is simple—you don’t have to keep track of truth. However, if you lie, you must remember who you lied to as well as when and where. Fudging or not disclosing key facts about a sales report or progress against goals is a form of lying. Truthfulness is a core competence.

Habit #3: Build Trust:   Trust is the characteristic that allows people to believe in you, to rely on you and to have confidence that your word is, truly, your bond. While there are many behaviors that might annoy or irritate your coworkers, they don’t rupture a relationship. You can be habitually late or an occasional jerk and people will make accommodations for these shortcomings. These traits will surely slow down your ascent to the next level. However, the quickest and most sure fired way to derail your career is to be deemed untrustworthy. Once you are labeled as untrustworthy, people might still interact with you (because they have to), but never invest confidence in anything you say or do. You become an organizational leper—isolated and avoided. My mother had a saying about how she dealt with an untrustworthy individual. She would say, “I wouldn’t feed him with a long handled spoon.” Being trustworthy is an asset when being considered for a promotion.

Habit #4: Be Helpful:  The workplace is made up of jobs, tasks and assignments. Each employee hunkers down and attempts to do the best job possible. Yet, if you are to be good to great at your job, you’re going to need help from someone else in the organization. At any given point in time during the day, we are either a supplier or a customer. In other words, we or someone either up or down the organizational structure needs something from us or we need something from them to complete a task or an assignment—or, put simply, to do our job. Real work is actually done in the white space between jobs. The potential All-Star employee is boundary spanning. He or she is willing to help and assist fellow employees to look good and do a better job. Helpfulness deepens the relationship bond between employees. It creates what I call relationship equity. While relationship equity is not transferrable to another company, it is real currency at your current company. When senior management in a company is considering who is ready to move up, your fellow employees view of you is a major consideration. Being helpful may not be a guarantee for promotion. Yet, not being helpful can be viewed a major negative. To be an effective team member, you must be helpful to others.

Habit #5: Network For Knowledge:  Networking is more than seeking face time with senior management or kibitzing with peers and other co-workers. Networking is a conscious effort to seek organization knowledge. Effective networking skills will garner not only knowledge but, also, mentors and advocates. Mentors can be very helpful, if you come prepared with specific questions. Based on either their position and/or their seniority, they can serve as a sort of ‘Sherpa’ guide to help you negotiate potentially treacherous passages while climbing the organizational mountain. An organizational advocate is someone who has either influence or power. Specifically, an advocate is someone who speaks up for you when you’re not in the room.  Advocates may or may not be mentors. Often times, the advocate has observed you from a distance. Perhaps, one of your mentors is a respected member of his/her team and shares with the advocate your potential. Whatever the case both mentors and advocates are shrewd investors with the time. If you stagnate or fail to grow, they typically will withdraw their support. It comes down to return on investment (ROI). In speaking to the concept of networking,   Linda A. Hall, co-author along with Kent Lineback, of “Being the Boss”, says it best, “Who you know determines what you know and what you know determines how far you go.”

Habit #6: Act With Integrity:  Years ago, the New York Times newspaper published a full page insert that stated, “If you’re good when nobody is watching, that’s integrity.” Integrity, according to the dictionary, is adherence to moral and ethical principles; soundness of moral character. Peter Drucker, the wise business sage declared, “there is no such thing as business ethics—either you are ethical or you’re not.” Every day, our integrity is challenged. These challenges never cease. We can act with integrity 99 out of 100 times. Yet, one moral lapse can destroy an impeccable reputation that took years to build. To paraphrase the great football coach, Vince Lombardi, integrity is not a sometime thing, it’s an everyday thing. Some people put six figure jobs and promising careers at risk to cheat on their expense reports or as my father would say they are, “Stepping over dollars to pick up pennies.” Others manipulate data to hide embezzlement, steal from customers or take credit for another employee’s work product. Integrity is non-negotiable. If you want to be considered a safe bet, always operate with integrity.

 Habit #7: Follow Your Personal Vision:    A vision should be aspirational. It is a strong desire for something. Your vision should be clear, compelling and achievable given a consistent investment of time and energy. As they say, “if you can conceive it, believe it, you can achieve it.”  So, before you get to your desired destination position you must mentally project yourself into that future state. Daily manifest your intentions. Expect delays, disappointments and detours. Your personal vision must have a stretch component built into it. You will have naysayers, doubters and detractors along the way. Although these types first appear as obstacles, they are really the incentive you need to persist in your journey. Nothing is more satisfying then proving doubters wrong.  Remember, “obstacles are what you see when you take your eyes off your goals.” Each day, meditate on and affirm your vision. Affirmations are belief statements about the future stated in the present tense. In other words, don’t say “I want to be a Director, VP or CEO—rather say, I am a Director, VP or CEO.” You must first unequivocally state your intent to bring about the desired event. There is something electric and energizing about an individual with a personal vision. She/he is driven and focused. If you are willing to work hard, others take notice and want to help you reach your stated goal. Treat failure like a temporary glitch on your screen of life. An old African proverb states, “To stumble is to move forward faster.”

Note: Talent Trumps is a trademarked entity of The Salter Group LLC.

Lessons in Leadership

Most of what I have learned about leadership, I learned by watching good and bad leaders in action. Sure, I read some deep and profound books and articles, attended some amazing and inspirational workshops and seminars and even had one- on- one conversation with reputed good leaders. Still, as I reflect back over the years, it was the day to day behavior and actions of so-called leaders that had the most lasting impact on me. In this piece, I want to share with my readers the following lessons I learned and daily tried to practice.

Avoid the “iceberg of ignorance”:  More specifically, you should not isolate yourself from the people in the trenches. Your line of sight from the tip of the “iceberg of ignorance” creates blinders and obstructs your vision. You don’t see what’s happening underwater. The Titanic, a majestic ship, equipped with the most advanced technology of its time, sank because they miscalculated the massiveness of the iceberg underwater. What they saw and attempted to navigate around was the visible tip of this monstrous iceberg. While Management By Walking Around (MBWA) may feel like a dated or antiquated concept in today’s digital world, practicing it will help you keep your ear to the ground. You will hear the rumbles and feel the organizational tremors before a full-scale earthquake shakes the enterprise apart.

Practice Situational Leadership. In other words, learn to know:

A. When to stand up and when to sit down. In my view, when things are going well and team goals are being met, the leader should sit down and direct all praises and kudos to the team. On the other hand, when the team stumbles or misses opportunities, the leader should stand up and take “the bullet.” As a leader, you can still hold the team members accountable without subjecting them to public humiliation. This leadership posture builds loyalty and trust.

B. When to lead and when to follow. A good leader is first and foremost a good follower. She/he recognizes that they are not the keeper of all insights in the universe. The smart leader realizes that his/her team members are smarter in certain areas of expertise. Sometimes, all the team needs from the leader are the necessary resources to do their job both effectively and efficiently. In the literature this would resemble the ‘servant leadership’ style. In fact, any good leader is first and foremost, a situational leader. Situational leadership intuitively knows when it is appropriate to tell, sell, join or consult with their team. As Will Rogers put it, “We are all dumb, just on different subjects.”

C. When to be boss and when to be buddy. Anyone who has been promoted out the team ranks to lead their team often struggles with ‘making the shift’ from buddy to boss. Believe me, it is not an easy shift to make. Part of the problem is that as a team member we often grumbled about, criticized and second guessed the former boss. Collective carping is often the glue that holds the relationship between the worker bees together. Now, we are the boss and know how the team really has felt about being lead. This is not a disadvantage. On the contrary, it is a key advantage. Never, ever, pretend that you can no longer socialize, time permitting, with your former associates. Your first official meeting agenda should address the topic head-on. You have a new job with new deliverables and expectations. Tell them that demands on your schedule as boss might create some social distance. However, emphasize that you, intimately, know what they expect from their leader and you plan on meeting their expectations. Going forward, you should plan to have lunch, periodically, with each team member as a one-on-one debriefing and upward feedback session from them to you.

Learn from Bad and Good Bosses:  If you have been fortunate enough to have had only good bosses, good for you. However, in most careers, you will have a ‘bad’ boss or two. He or she can be surly, controlling, intimidating, aloof or just downright mean-spirited. I could list the specifics behaviors a bad boss exhibits, but to enumerate is to limit. Suffice it to say that they sap you of energy, cause you to become paranoid and/or play employee against employee. So, what can you learn from such miscreants? What I took away from my bad boss experiences was to never emulate them. In stressful times, we are tempted to become dictatorial, overly demanding or just nasty, always remember how you felt when under siege by a bad boss. One motto that I live by is “No one is completely useless; they can always server as a bad example.”

In summary, while technically and grammatically a noun, leadership in my mind is an action verb. The whole purpose of leadership is to unleash the energy, creative spirit and talents of those whom we are entrusted to lead. It’s a big job and small minded people need not apply.




Off To Work We Go!

“Heigh Ho! Heigh Ho!

…It’s Off to Work We Go”

By Kwame S. Salter

As dusk begins to fade into dawn, millions of people are rudely or gently awakened by the sounds coming out of either their alarm clocks or smartphones. These programmed noises represent a clarion call for us to get our butts up. To these devices, it doesn’t matter how well you slept. They are programmed to get our bodies out of bed or off the couch. Some leap up as though startled by an intruder. Others, after finding the snooze button, simply roll over and snatch another few minutes of ‘shut eye’. Regardless of our ritual, we roll out of bed—stretch, yawn and at a certain age clear every orifice in our body of the buildup of overnight fluids. It is time to go to work. The office, the hustle, the job awaits us. For many, the motto is “I may rise, but I refuse to shine.” And, it is this attitude that they bring to work.

According to the literature, today’s workplace is not a very energizing place to go every weekday. Social scientist report that conflict is on the rise; that communication is impersonal and mechanistic, relying almost exclusively on emails; that meetings, for the most part, are timewasters. An annual study by Workfront reveals the following:

  1. Workers spend less than half their time [45%] on their primary job duties. The other 55% of their time, according to this study is consumed by administrative tasks [12%], some useful meetings [9%], interruptions [8%], wasteful meetings [7%] and everything else [6%].
  2. When asked what keeps them from getting things done?, workers list the following: Wasteful Meetings [59%], Lack of Process [36%], Excessive Oversight [35%], Excessive Emails [43%], and Poor Prioritization [35%].

The above stats are even more disturbing when you realize, according to Workfront that “for full-time workers, the mean hours worked per week is 44.3 hours.” Think about this for a moment. Assuming we are ‘alert and about’ 8 hours per day for seven days, our time at work would constitute 78.5% of our ‘alert and about’ time. No wonder, for many, the weekend is a recurring holiday. Yet, even the weekend cannot protect us from the workplace. According to the survey, “Nearly three fourths (72%) log into work/work email on the weekend.” When asked why they work beyond their standard hours, they replied “to get ahead of their work (52%) or because they have too much work to do (39%).”

I believe we have been misled by the experts who promote the ‘flavor of the month’ tips and techniques’ strategy. We are lead to believe that if we implement the latest process improvement technique or the latest leadership style/strategy that we will improve the climate of the workplace. Ultimately, it is not about efficiencies and effectiveness. It is first about harnessing the creative energy of our employees—everything else follows. What we must do is look at how the energy of our workers is being drained. When energy is low, creativity is low. When creativity is low, profits are low. We must remove those people and processes that function as ‘energy vampires’. Ideally each morning, an employee can get out of bed singing the Dwarf’s Marching Song—Heigh Ho! Heigh Ho! It’s Off to Work We Go!