Page 204 - The Bible On Leadership

190 THE BIBLE ON LEADERSHIP

these words a generation earlier and moved quickly to alter the unsafe
vehicles they had designed, they might have taken some of the wind
out of the sails of the prophet Ralph (Nader).
Lampe’s quick response emphasized the necessity of reacting quickly
to rectify injustice or to give just rewards to those who have earned
them. Ross Perot, head of information technology company EDS, is a
firm believer that ‘‘justice delayed is justice denied.’’ After a major vic-
tory over IBM, Perot didn’t even wait until his team had returned to
the office. ‘‘At EDS we believe in paying for excellence right on the
spot, so we rewarded them with the bonuses, the cash, the stock . . .
while they’re still sweating.’’ 18
Perot realizes that such acts of swift justice are highly symbolic both
for those receiving the direct rewards and to the rest of the company.
Jack Stack of Springfield Re recognizes that employees are also highly
sensitive to acts and symbols of injustice. ‘‘A good manager knows what
the guy on the shop floor absolutely can’t stand and has disdain for,’’ he
observes. ‘‘Common sense has to prevail. If I buy a factory one day and
show up in a Lamborghini the next, can I then go out and talk about
the company being at risk?’’ 19
That would seem an obvious injustice, but too many leaders have
committed similar ones. Too many biblical leaders attained dispropor-
tionate wealth on the backs of their own people. Micah excoriated
‘‘you who hate good, who tear the skin from my people and the flesh
from their bones.’’ (Mic. 3:1) Nehemiah bemoaned ‘‘you who are ex-
acting usury from your own countrymen.’’ (Neh. 5:7) The modern
leader would do well to ask himself, ‘‘Are my actions just and fair, not
just to the shareholders, but also to the employees and society as a
whole?’’ It’s not just a matter of morality, it’s also a matter of long-term
economic success. It’s difficult to keep a workforce motivated and loyal
if they feel those at the top are taking advantage of them.

JUSTICE REWARDED

Often, those companies and institutions committed to justice are seen
as making ‘‘sacrifices’’ that compromise the well-being of their organi-