Real Life Leading #5: Studies in Leadership, Martin Luther

Real Life Leading #5

Profiles in Leadership: Martin Luther

     Welcome to the latest update in the Real Life Leading series, and this week we’re going to be studying the leadership of a specific person. In this case, we’ll be looking at the leadership style and results of Martin Luther, the German monk who unintentionally started the Protestant Reformation. There are a few reasons we’ll be studying Luther today: first, whether you are religious or not, your life has been impacted by Luther and the Reformation, both positively and negatively. Second, Luther’s life exhibits many traits of leadership worthy of our attention. And third, this Tuesday (October 31st, 2017) marks the 500th anniversary of Luther’s nailing of his 95 Theses to the church door at Wittenberg, which really touched off the Protestant Reformation.

Regarding Luther, if you’re not terribly familiar with his life and work, I’ll spare summarizing it here, both because this isn’t a history blog (though how great would that be?! I love history!), and also because I can simply give you a link to a Crash Course World History video that will teach you some of the highlights of Luther’s life. So, if you want to, go check that out and then come back. Here’s the link: https://www.youtube.com/watch?v=1o8oIELbNxE. Watch it. I’ll wait….

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Welcome back and I hope you all enjoyed the video! I don’t necessarily agree with everything John Green (the host and the author of works such as The Fault in Our Stars and Paper Towns, among others) says about history, but I think he does a great job in this video of giving an accurate and impartial summation of Luther’s impact on history. So, what does that have to do with leadership? A LOT!

Luther is an amazing example of Real Life Leading for a number of reasons that we’ll examine here, beginning with this phrase: “Lead where you are.”

1) Lead Where You Are

You see, Luther was a Catholic monk, and in studying the Bible he realized that there were many things the church was saying and doing that did not line up with what the Bible says. So, despite the danger to himself (the Church didn’t like being corrected or chastised), he set about trying to address those issues, and he did so in a way that was respectful of the hierarchy under which he operated. He didn’t immediately challenge the Pope to a debate, nor did he try to undercut the entire institution of the Roman Catholic Church; instead, he adhered to a principle that is one of the main ones I teach here at Real Life Leading: lead where you are. Luther posted his 95 Theses on the church door (the internet or local bulletin board of the 1500s) of Wittenberg, the town in which he was a university professor, and he sent a copy of them to his immediate superior in the Church. He started to change things by beginning where he already was, not seeking out a bigger audience, platform, or group of followers. Luther did not set out to destroy the Church (he didn’t do that anyway, as some historians claim), nor did he set out to start a new denomination. He was a loyal, believing, Catholic monk who saw problems in the Church, and he set about trying to solve those problems, beginning in his little pocket of the world.

2) Be the First…

Most people who had opposed the Church have become relatively obscure figures in history. Luther, however, was different in part because he was one of the first men to translate the Bible into the local language of his area. Until this time in history, Bibles were only allowed by the Church to be printed into Latin, and all church services were conducted in Latin. However, only about 5% of Europe (the wealthy, educated part) could speak or read Latin. Unsurprisingly, most of that 5% was made up of priests and other church officials.

Other people also had the idea to translate the Bible into their own languages (William Tyndale comes to mind), but their impact was not as large as Luther’s. Luther knew that some of the Church teachings were inconsistent with Scripture, but the only way to really help others see this was to get them to read it for themselves. And so he became the first person to translate the Bible into the German language at a time when it could be printed and distributed all over Europe. Soon, German-speaking people were reading for themselves that some of the Church’s teachings were inconsistent with Scripture, both by reading the Bible for themselves and by reading Luther’s growing body of books that he continued to write. The effect of this was that many people in and around the German states (Germany wasn’t yet its own ‘country’ the way we think of it today) were reading Luther and changing the way they thought about the Church.

3) Lead Through Learning

A few years before he posted his 95 Theses, Luther had been sent away from his monastery to the small city of Wittenberg to take up the chair of Biblical Studies at the university. It was there that Luther began his in-depth study of the Bible, and it was this study that changed his life and eventually European and world history. Luther was not content to simply digest the Church's teachings; instead, he set out to read, study, and understand the Bible for himself, and that was how he discovered the inconsistencies between the Bible and the Catholic Church. This is an excellent lesson for us all: never stop studying, never stop learning.

Luther was not a perfect man, nor was he without fault. Later in his life, after the loss of a daughter, he became increasingly antagonistic toward the Catholic Church, and he also later published various anti-Semitic writings (all too common for that time period, in every country of Europe). So Luther's life is also a great reminder that no leader, no matter how large his or her impact, is perfect. Nor will you or I be perfect in our leadership. What is important is to continue to try to improve, and one of the ways we do that is through learning and studying. It has been said in many places that one thing all good leaders have in common is that they are constantly reading and learning, and I believe this to be true. Today, this is both easier and harder than ever before: easier, because of the many ways in which reading can be done (books, phones, e-readers, etc.); more difficult because of the many distractions that catch our attention when we let them.

4) Be willing to stand up for your principles

A few years after he began publishing his works, Luther was called to the city of Worms to be put on trial by the Church (in history, this is known as the Diet of Worms...it wasn't as gross as that sounds). He was offered the chance to recant his writings, to say that he was mistaken, and thus to avoid suffering the wrath of the Church. It was at the end of this trial, after much prayer and consideration, that he uttered his famous phrase: “Here I stand. I can do no other.” Despite the dangers, Luther was willing to risk prison, torture, and death because of what he believed.

Fortunately for you and me, we don’t normally face decisions where the stakes are quite that high. But we DO need to be prepared to stand for what we believe, in the small moments and the big ones. That’s the point of the small moments: to prepare us for the large moments in which our principles are tested and in which we have the chance to stand or fall.

In both small things and large ones, let us stand for what we believe in, for what is right, and for what needs to be done. Let us begin by positively influencing our small corner of the world rather than seeking a larger audience. Let us focus on proper relationships and let the results of our work take care of themselves. Let us lead where we are, be the first, and lead through learning, all while standing for the principles we believe in: truth, and love.

I know this isn’t a history blog, but in case you’re still not convinced of the impact of Martin Luther’s life and work, I want to give you a quick run-down of longterm effects of the Protestant Reformation:

Mid-to-late 1500’s: England, after much back and forth, becomes a Protestant country, just in time to begin attempting to start colonies in North America (first attempt was in 1587; first permanent English colony in America was founded in 1607)

1588: the Spanish Armada, led by the Most Catholic King, Phillip II of Spain, was defeated by England, thus ensuring England (and its soon-to-be colonies in North America) would remain Protestant

1600s: religious wars throughout Europe reflect the seriousness with which Protestants and Catholics hold their beliefs, resulting in new countries being founded or organized and also causing more colonies in and immigration to America

1700s: The First Great Awakening, a revival of religious (mostly Protestant) fervor, occurs in America, further spreading the influence of Christianity in what would become the United States. Also during this time, the first people in America to really speak out against the evils of slavery were mostly various types of Protestants. (The very earliest in America had been the Quakers in the late 1600s)

1800s: Many of the leaders of the growing abolitionist movement in America were Protestant church leaders.

1900s: Many of the leaders of the American civil rights movement were also Protestant church leaders.

During all these periods, Europe’s borders, politics, and philosophy all were affected by the Reformation as well.

Most events that are said to be “world changing,” aren’t, but the Reformation truly was, even for people who are not Christians.

Practical Take-away: What can you do today, this afternoon, to positively influence your corner of the world, while remaining true to your principles? Go do it, and then email me and let me know how it went.

If you want to read more about Luther, check out the biography Here I Stand. 

Real Life Leading #4: Can anyone be a leader?

Real Life Leading #4: “Can anyone be a leader?”

“Can anyone be a leader?” This is a very common question that is asked, both by current leaders and future leaders, and I think it is an excellent question to explore here. The short answer to this simple-seeming question is a very resounding YES, anyone can be a leader, though not everyone will be a leader in the same mold. More importantly, every single one of us will be a leader at some point in our lives, and so let’s take a look at what this question is really getting at, and then we’ll better understand the answer.

Typically, when someone asks this question, the assumption is something along the lines of “True leaders are born, not made,” or that there are certain leadership traits or characteristics that cannot be taught or learned; one either has them, or one doesn’t. I believe this view is false, though it is not without merit. That is, it has been obvious throughout history that there are certain leadership traits that some people naturally possess while others do not have these same qualities. At different periods, this may have meant physical stature (think George Washington, who was about six feet tall at a time when most men stood at about 5’8”) or a commanding ‘presence’ (whatever that means) despite a lack of height (think Napoleon Bonaparte, who was around 5’3-5’6” and who was mocked with the nickname “The Little Corsican”). Physical stature is obviously something that cannot be taught, and so there is a reason why people ask the question about whether or not anyone can become a leader. If stature was the measure of leadership, then the answer would be different. (FULL DISCLOSURE: I am 5’3.5” tall, and so I fully believe that a person can be an impactful leader even if they do not immediately command respect through their stature.)

Other characteristics that people think of as natural ‘leadership’ traits are things such as a gift for public speaking (“the gift of gab” it is often called), the ability to easily form relationships (think of people who have “never met a stranger”), or the ability to influence others more easily than other people (“people just gravitate toward them”). Now, all of these are excellent qualities to have as a leader, and it is certainly true that to possess these traits would be beneficial to a leader. However, what most people don’t realize is that, other than physical stature, almost every leadership characteristic is something that can be learned and improved upon.

Is everyone naturally a gifted speaker? No. But through work, practice, and help, everyone can become more comfortable speaking in front of others. Is it easy for everyone to form new relationships personally or professionally? Of course not. But again, through practice, through learning, and through overcoming fears, everyone can become more comfortable in making new relationships. Same goes with being able to influence and encourage other people, too.

Here’s the bottom line: not only can anyone become a leader, everyone WILL be a leader at some point. We won’t all be CEOs or pro sports coaches, or military commanders. But at some point, almost everyone will be a father or mother, a husband or wife, a teacher or coach (paid or volunteer), a manager or employee, an entrepreneur or investor. And the truth is that all of these are leadership roles that require us to learn new skills and grow as people. They all require us to take stock of our strengths and weaknesses so that we can, with self-awareness, bolster our strengths while acknowledging (and then working on) our weaknesses.

Back to the original question: can anyone be a leader? The answer, as we have seen, is a resounding and unqualified yes. However, we will not all be leaders in the same mold, nor will we be leaders with the same strengths and weaknesses. Some people really do have such a ‘presence’ that they instantly command whatever room they enter. Such people often have a great advantage when it comes to leadership, because they begin from a position of strength. However, I recently read an article that talked about how many children who show ‘leadership potential’ (as seen in the ability to influence others at a young age) often fail to fully develop as leaders simply because they took their natural gifts for granted. In doing so, they failed to fully hone those gifts, and they also failed to work on their weaknesses, because their natural gifts allowed them to ‘get by’ as a leader for so long.

As a coach, I see this all the time with athletes: there are many athletes who are gifted at such a young age that they never have to really work to improve. They’re just naturally better than most of their peers, so they stand out and dominate teams throughout their youth. Eventually, though, a strange thing happens: other kids grow; other kids outwork them in practice; other kids find their strengths and weaknesses and address these; and suddenly, the player who was dominant now finds him/herself as just another mediocre player who doesn’t understand why what used to be “good enough” doesn’t seem to work anymore.

The same thing happens to many people who show leadership potential at a young age and then fail to purposefully develop their leadership skills while also learning new ones. Fortunately, in leadership and in life, it is never too late to learn new skills and work on strengthening old weaknesses. Athletes will always eventually lose out to Father Time and the deterioration of their skills. But leaders can and should always be working to become better than we are.

This week’s practical application:

Write a quick list of your three biggest strengths and weaknesses as a leader, and  pick one of each to work on this week. Then email me and let me know what you came up with and if there is anything I can do to help you.

Real Life Leading #3: The West Point Way of Leadership

Real Life Leading #3

The West Point Way of Leadership: From Learning Principled Leadership to Practicing It by Larry R. Donnithorne

          The third installment in our Real Life Leading series focuses on a book written by Col. Larry R. Donnithorne (Ret.), who is both a West Point graduate and a retired West Point instructor. This book describes the purpose of a West Point education and gives details about how West Point goes about achieving that purpose. It is one of the best leadership books I have come across, especially in its focus on the importance of character development.

          West Point is one of the world’s most recognized military academies, and I believe this is because it trains its cadets not just to be good soldiers and officers but to be men and women of character. At West Point, character development is the foundation of all good leadership. Thus, cadets must first learn to follow, they must first learn how much they don’t know, so that they can then learn how to lead from a place of character, rather than simply leading based on anything else.

          Building on this foundation of character development, West Point puts cadets in the position to make decisions as leaders, both theoretically (through often difficult and complex classroom discussions and debates on morality and leadership) and practically (through the many and varied drills, exercises, and real life decisions to be made). Thus, by the time they graduate, cadets have learned how to follow well, how to lead others, and how leadership begins and ends with character.

          The West Point statement of purpose puts it very clearly: “The purpose of the United States Military Academy is to provide the nation with leaders of character who serve the common defense.” Or, as Teddy Roosevelt put it, “Your duty here at West point has been to fit men to do well in wars. But it is a noteworthy fact that you have also fitted them to do well in peace.”

General Outline of the Book

I. White Phosphorus!

“ ‘Leader of Character’ is the phrase the Academy uses to describe the kind of leader it wants its cadets to become…A leader of character is absolutely trustworthy, even in times of great stress, and can be depended upon to put the needs of others…above personal considerations…in every instance.” (pg. 3-4)

          In our world, how much better would our families, our schools, our communities be if all of our leaders were leaders of character? Real Life Leading is all about serving others first, and a large part of this is integrity, being trustworthy and honest so that people can depend on you. This is exactly what is being described here. In our families, children need to be able to trust that their parents have the children’s best interests at heart. In our schools, students need to be able to trust that teachers care about them as people, not just as standardized test scores or marks in a gradebook. And in our country, we need leaders who will regain the public trust by serving, not by dictating or pandering or misleading. How would these things be possible? By becoming leaders of character.

II. Starting From Zero: Tearing Down Before Building Up

“Every leader is a follower. No one commands an organization without restraints…Their success depends in a large part on how well they have learned to follow.” (pg. 19)

“The beginning of followership is getting to zero: realizing all that you don’t know, and then opening yourself to the possibility of being remade into something more.” (pg. 20)

          This gets at the core of Real Life Leading through Confident Humility: being humble enough to admit you don’t know everything, and being confident enough to always continue to learn from those who know more. In every area of life, there are experts, and they are they experts because they continue to learn. But no one begins as an expert. And possibly the most useful lesson any new leader can learn is that they first need to listen and learn from others. Speaking from experience, many young leaders (myself included) quickly become prideful at being put in leadership positions at a younger age than is usual. And as a result, leaders often stagnate due to lack of continued learning, or they experience pushback as a result of an attitude of arrogance toward those who are following.

          It took me many failures and much loss to realize how arrogant I had become, and it is only through humbly admitting how much I have yet to learn that I began to see how many mistakes I’d made in role as a leader my family, in my classroom, and in my soccer program. If there is one major lesson I would impart to you, the reader, it would be to please be willing to listen and learn especially if you think you already know it all.

III. First Pass: Forging the Bonds That Hold the Organization Together

“The cadet’s moral education…begins with rules—with the honor code: a cadet will not lie, cheat or steal, nor tolerate those who do.” This commitment to honor “is the bedrock lesson of every other leadership lesson the Academy teaches.” (pg. 51)

“Strong organizations, such as West Point, draw their strength from deeply rooted values, which are meant to unify individuals into a community.” (pg. 57)

          In many situations, conflicting goals and values are what lead to problems with an organization, a team, or a family. Only through a shared commitment to common values will a group of people truly be able to accomplish the goals they have set. This means that leaders must learn to trust and to be trustworthy. In a family, that means understanding why certain things are allowed and certain things are not, especially if these things are different than what is ‘normal’ culturally. In a business, this means asking if the commitment is to customer service or to the bottom line, because those two things may often come into conflict.

          When everyone (or at least nearly everyone) is voluntarily committed to a set of shared values, everyone is working toward a common goal, and the result will take care of itself. This is especially important when it comes to situations when the morals are murky or when there could be two ‘right’ answers, because often one of the ‘right’ answers is clearly in line with the organization’s values whereas the other one is not (though it may appear to be the ‘easier right’ answer).

IV. Second Pass: Positioning the Individual Inside the Group

“Leadership entails having a mind broad enough to sense when the organization is wrong and a heart courageous enough to do something to fix it.” (pg. 88)

          How many times do we tell children and teens that they need to stand up for what is right, even when their peers are not? Is it possible that the reason youth find it difficult to do this is because we, as adults, have not modeled this for them? This is a very convicting aspect of Real Life Leading: that we need to be courageous enough to do what is necessary to fix problems, rather than just pointing out problems without working to find or create a solution. In our homes, in our communities, we need to be willing to listen to others and work with them to come up with helpful solutions to the difficulties we encounter.

          In my family, that may mean explaining to my teenage daughter why she is not allowed to have her own cell phone even when all of her classmates have had one for years. It may mean explaining why my children are not allowed to watch TV on school nights, or why we insist on a firm bedtime. Or it may mean talking about why we will stop and buy food for someone in need even if we are in a hurry to get somewhere. It also might mean something much bigger, such as why it is important to listen to people even when we disagree with them, to try to understand other points of view and discuss their legitimacy, rather than only insisting on our own perspective as the ‘right’ one. If we are to lead well, then Real Life Leading means being courageous enough to be different and to go against the norms.

V. Third Pass: Acquiring the Self-Reliance to Lead Others

“What the Academy teaches them [cadets] to do…is to go to extremes in matters of principle. One must become comfortable risking everything—one’s career, one’s life—to keep principles alive. Leadership requires this kind of commitment on a daily basis, not just when one is in a crisis.”

          This seems that it should be rather self-evident, and yet it is something that is clearly lacking in society today. Many people describe themselves as moral, or ‘basically good people,’ and yet they are all too quick to find exceptions to rules or loopholes in situations they find inconvenient or difficult. And often, in our Real Life Leading, we fail too. This is a great reminder that though we are not perfect, we should strive to be.

          We must be committed enough to our principles and values that we stick with them even when they are tested: in parenting, teaching, working, and marriage, we must stay true to our principles, even when they cost us. As the comedian Jon Stewart said, “If you don’t stick to your values when they are being tested, they’re not values—they’re hobbies.” And when we fail, we must be humble enough to admit our failure, accept the consequences, and do what we can to make right whatever we have made wrong. More on this another time!

Practical Takeaway

This week, choose one way in which you can learn more about leadership. Then, email me and let me know what you did and what you learned.