Page 175 - The Bible On Leadership
P. 175

Courage                                                       161


                instantly or with exaggerated swagger. In fact, ‘‘his face turned pale.’’
                But then, like Isaiah, he set that face ‘‘like flint.’’ (‘‘I have set my face
                like flint and I know I will not be put to shame—Isaiah 50:7).’’ ‘‘If you
                have confidence in me,’’ he announced to Brabeck-Letmathe, ‘‘I will
                get it.’’ What happened? ‘‘They (the manager’s team) became like ti-
                gers, each one of them,’’ exults Brabeck-Letmathe. ‘‘It was a systemic
                change—within each person. They decided to go out and fight and win
                . . . They practically doubled sales in three years. The team that had
                been too easily satisfied suddenly developed a real fighting spirit.’’ 9
                  The leader could not have done this without his team. But the team
                also could not have achieved this without a courageous, inspired leader.



                                      STANDING FIRM


                Repeatedly, the leaders of the Bible are urged to stand firm in their
                actions and beliefs: ‘‘Stand firm then, with the belt of truth buckled
                around your waist, with the breastplate of righteousness in place . . .
                take up the shield of faith . . . take the helmet of salvation . . . and the
                Sword of the spirit.’’ (Eph. 6:14–17)
                  But what does a company do when two strong leaders have equally
                firm but opposing beliefs and seemingly equal amounts of courage? Bill
                Weiss, CEO of Ameritech, knew he was taking a courageous step
                when, in his early sixties and just a few years before retirement, he
                began the effort to transform his company from a sleepy, monopolistic
                local phone company to a forward-looking, competitive, far-reaching
                telecommunications giant. He courageously demonstrated commitment
                to this transformation, delivered the message unceasingly, and promised
                he would let go those who resisted the company’s new direction.
                  As part of this effort, he assembled the ‘‘Group of 120,’’ a group of
                top managers analogous to King David’s ‘‘mighty men,’’ and asked
                them to evaluate each other on key leadership qualities as a first step in
                unifying and improving the team. However, one of the ‘‘mightiest
                men’’ did not jump on board; in fact, he used all his power and courage
                to oppose the plan.
   170   171   172   173   174   175   176   177   178   179   180