others

THE PRIORITY OF LOVING AND CARING FOR ONE ANOTHER

/ Denis Baker / Leave a comment

As we continue to deal with the current COVID crisis, many people continue to focus on politics and self-right and not prioritize loving and caring for one another.  One of the most significant people dividers is the topic of face-coverings. Regardless of our personal, professional, and political views, face-coverings play a significant role in this crisis. You can read articles on scientific research and political perspectives. Each of us has our thoughts surrounding face coverings. However, one of the biggest things I believe we have sent to the bottom of our priority list is the overall protection and care for people. We have focused on our self-rights, justice, and comfort. We want things to be like it always has been.

“Let each of you look not only to his own interests, but also the interest of others.”

Philippians 2:4

Whether it is family, friends, grocery shoppers, or people we hang out with on the golf course, we all have a spiritual priority of loving and caring for one another.

I recently read an article written by Pastor Terry Enns of Grace Bible Church (Marlene and I attend).

Perhaps the most-recognized attribute of God is His love.  And it is true. God is love (1 Jn. 5:16).  God not only loves, but His very nature is love — His identity is love.  His nature is love and He loves — He acts lovingly (1 Jn. 4:10).  Further, all love emanates from Him (1 Jn. 4:7) — if there is a manifestation of love, it is in some way a reflection of His love.  We have an ability to love because we have been loved by Him first (1 Jn. 4:19).  And while God loves the world (Jn. 3:16), that love does not preclude Him from pouring out His wrath on those who reject and rebel against Him (Jn. 3:36).

This love from God is a great security for the believer.  It is the means by which fear of God’s wrath and judgment is cast out (1 Jn. 4:18).  There is hopefulness and confidence in this love.  We are safe.

But there is an often-overlooked aspect of this love of God.  When we are loved by God, it means that we also will and must love others.  Love for others is the natural overflow of God’s love for us.  That is one of John’s emphases in explaining God’s love — “Beloved, if God so loved us, we also ought to love one another” (1 Jn. 4:11; see also v. 7). 

But this is not just John’s idea.  This is the consistent message of Scripture.

  • The writer to the Hebrews told us to stimulate each other to love (Heb. 10:24-25).
  • James called Jesus’ words the “royal law” and told us to fulfill that command (Js. 2:8).
  • Peter called his readers to love in a variety of contexts (1 Pt. 1:22; 2:17; 4:8; 5:14).
  • John had an entire book about love in the church body (1 John — see 2:5-6; 3:11, 14ff; 4:7-8, 11-13, 19-21).
  • Paul perhaps proclaimed the message of loving one another more persistently than any other biblical writer (Rom. 13:8-10; 14:15; 1 Cor. 13:4ff; 1 Cor. 16:14; 2 Cor. 5:14ff; Gal. 5:13-14; Eph. 4:2, 15ff).
  • And our Savior affirmed that this love for one another is the central means of testifying to the world of the love of God; our evangelistic testimony and influence is bound up in our loving care for one another (Jn. 13:34-35).
  • Whatever happens in the church body, we are committed to loving one another and caring gently, graciously, and abundantly for one another.  Whatever happens in the world and whatever oppression we face in the world and whatever influences we experience from the world, we are committed to love one another above all other things.
  • What does this love look like?
  • I will define love this way — Love is my privileged commitment to give what is good and gracious to you regardless of what it costs because Jesus loves me.
  • Our love for others is our commitment to each other.  We are bound together and we are intentional in our care for each other.
  • We are committed to each other because it is our privilege.  Love is our joy.  We find satisfaction and delight in loving each other (even in confessing and forgiving sin with each other and being content and free from anger and anxiousness when others sin against us).  We are emotionally invested in caring for each other.  We don’t just say, “I love you,” but we love to love each other.
  • In loving each other, there will be sacrifice on our part.  We will give.  We will give not to get, but for the simple joy of giving to another’s need — what is good for the other and gracious for the other person.  Love is not selfishly motivated.  Love is sacrificial and liberal in its gifts.
  • Love further gives regardless of the cost.  That means love is sacrificial and costly.  It will place burdens on us.  But we love to give so much because we have received so much from Christ.  He has given infinite (irreplaceable) treasures to us; how will we withhold finite (replaceable) gifts to others? 
  • So in illness, and in COVID and masks, and with differing political and social opinions, because of Christ, am I willing to love others affectionately and sacrificially in the body of Christ?  Am I willing to sacrifice for others because Christ has sacrificed and given so much to me?  (Or said another way, “whom am I unwilling to love the way Christ has loved me?”) 

So loving one another is our priority.  Whatever else we do, we are committed to caring for one another.  Christ has loved us.  It is our joy to love others.

As I completed read, I started to think about our role as Christians (regardless of political or personal perspective), and began praying for direction and wisdom on how to focus on the love and care of others.

Whether you are a Pastor, high-level politician or someone who simply focus on their own ideas, rights and comfort, I encourage you to pray for direction and wisdom to serve others through how you should love and care for those around you.

CHURCHILL LED WITH COURAGE IN A CRISIS, SO CAN YOU

/ Denis Baker / Leave a comment

“Courage is not simply one of the virtues, but the form of every virtue at its testing point.”

C.S. Lewis

On May 10, 1940, Winston Churchill became the prime minister of Great Britain in a time known as “Britain’s darkest hour.” The former prime minister, Neville Chamberlain, had tried to reason with Adolph Hitler, but he failed. Europe lay devastated before the German Wehrmacht. Nothing could stop the onslaught of the Germans racing across France. At last, in desperation, the British parliament turned to the aging Churchill. Many British people had already resigned themselves to defeat. But, in a series of speeches, Churchill roused the nation. In one of his most famous speeches, he declared,

“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.”

WINSTON CHURCHILL

We know how this story ends. Britain and its Allies stood up to the “fury and might” of the enemy and defeated the Germans.

In an ideal business world, we don’t face great life-and-death crises, as Churchill did. But in this current COVID-19 crisis, I think many, if not all, businesses, are facing a similar situation as Great Britain and as a result, leaders are in a similar situation to Churchill.

As we continue in this current crisis, it is critical leaders dare to make the most difficult decisions in their lifetime. Until Britain faced its greatest crisis, its citizens did not feel the need for Churchill. But when they had nowhere else to turn, they finally placed their hope in him. Occupying a corner office does not take courage. But facing the COVID-19 crisis requires every ounce of a leader’s courage. The problem is many in leadership positions suffer from an acute absence of courage. A successful leader’s tenacity to tackle their most significant issues must include courage. 

Churchill said it best;

Never let a good crisis go to waste.”

WINSTON CHURCHILL

I recently completed a John Maxwell course on courage and identified 4 of the most significant benefits of having courage. John had several benefits he listed, but I feel these four benefits will encourage you to build your courage.

COURAGE IS FEAR

Writing this article put me in a position to define the word courage. In my search for a distinct, yet reality-based definition, I found a quote from Nelson Mandela that explains it best:

 “I learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.”

NELSON MANDELA

In other words, courage is not an emotion (like fear); it’s a practice—an act of will. Courage is what we demonstrate when we feel scared about taking bold action but do it anyway.

As with my Peloton bike workouts, the more I practice courage in the face of fear, the stronger I become, which will prepare for even bigger crisis down the road. Courage is crucial to our leadership because the more courage we show courage, the more influence we have. 

COURAGE ENABLES YOU TO MAXIMIZE THE POTENTIAL IN YOU AND OTHERS

Leadership requires courage. You cannot lead unless you find a way of developing and generating courage in yourself and then “encouraging” others.

COURAGE LETS YOU BE HEARD

William Brown said, “People don’t follow titles, they follow courage.” When people increase their courage, others are more willing to listen and act. 

COURAGE PROPELS YOU TO REINVENT YOURSELF AS OFTEN AS NEEDED

You have the power to leave the familiar In a time of crisis, Leadership is not for the fearful, it requires courage.

The best words to sum up my intent is through the words of Thomas Edison’s during his last public message delivered during the depths of the Great Depression:

Be courageous! I have lived a long time. I have seen history repeat itself again and again. I have seen many depressions in business. Always America has come out stronger and more prosperous. Be as brave as your  fathers before you. Have faith! Go forward!”

THOMAS EDISON

The True Test of Leadership Is The Ability To Grow

/ Denis Baker / Leave a comment

“The truest test of leadership is how well you function in a crisis”

– BRIAN TRACY

The sun is so hot on my face as I lay in the warm sand with the breeze blowing across my body. As I open my eyes, I see nothing but blue skies and the shimmering crystal clear water. I hear the sounds of seagulls, waves crashing onto the shore. I stand up and can feel the warm sand between my toes as I walk back to my chair and reach for my umbrella drink………………BUT wait, what is that? I hear a siren. All of a sudden I shake my head and realize I was daydreaming and the siren brought me back to the reality of the crisis we are currently experiencing.

With the extended voluntary and required lockdowns, I am sure many of you find yourself daydreaming, just like I did. But in this time of crisis, we need to focus on growing our leadership to ensure we take care of our people and those around us. 

The crisis we are currently experiencing is about the people we lead and their families. As I think of topics to write about, I realize we cannot be validated as a leader if we are not committed to to continual growth.

I’ve identified 9 ways to grow your leadership.

It’s about others

There is a great deal of fear, anxiety, and even anger going around. Remember that we are all humans. Regardless of your position, you are experiencing some of the same issues your team is experiencing. Look for ways to recognize other’s anxiety, concerns, and frustrations and find ways to reach out and show compassion.

Focus on what you can control

Don’t waste time and energy on issues you can’t control or influence. Focus on actions that produce value for your team, customers, organization, and your family.

LEAD don’t react 

Determine the direction to go and take your people there. Don’t be reactionary. Be intentional. Lead your people.

Leaders are transparent

The people you lead want to know what’s going on and how it will work out. It doesn’t matter if you believe this is overblown or the most significant health crisis in the world. Leaders define the stories that people tell themselves. Be intentional in your transparency to your team.

Identify new customer needs 

Talk to your customers. Find out how this crisis is impacting them. Are there new services or products that you can offer that are helpful at this time? Be flexible and consider all options to make your services more value-added to your customers.

Innovative solutions and partnerships

If your business is slowing down, can you share employees with a company that is temporarily picking up? Be creative.

Communicate 

Communicate encouragement, hope, and solutions. Talk to your employees, customers, and suppliers. In times of crisis, people want two things: Accurate information and empathy. Some people lean towards information. Others lean towards compassion. But give both. Communicate frequently, repeatedly, and openly. You aren’t likely to communicate too much, but it’s easy not to communicate enough.

Embrace the change

With the current crisis, change is inevitable. Look for ways to improve. People are expecting changes. We are in a time to implement change, especially if it brings more value to your customers, employees, or business.

Take care of yourself 

Get enough sleep, eat right, and be grateful. Remember to breathe and move your body. Limit exposure to the anxiety of others, especially news and social media.

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

FEAR LESS AS A LEADER, From a Safety Professional Perspective

/ Denis Baker / Leave a comment

“Your Only Limit Is You. Be Brave And Fearless in Everything You Do”

Fears hold us back from achieving our success. As a leader, fear hinders the engagement of your passion. It opens the door for workers and leadership to take advantage of you and the situation. However, when you overcome your fear, you establish a deeper dependance on your personal growth and leadership.

Fear and overcoming fear are critical parts of our ability to lead others. In my role as a Safety Professional, I find myself fearing to make a decision or give advice that might affect production or create a morale challenge. I believe anyone who says they don’t have fear, probably needs to re-evaluate themselves. Fear lives within us all. Think about this:

You are flying from your hometown to Hawaii with your family for a much-deserved vacation. It has been a challenging year for all of you. About 3 hrs into the flight; over water and away from land, you notice smoke coming from the right engine. You notify the flight attendant, and she immediately runs and notifies the captain. Others are seeing smoke also. A buzz of fear and panic, including members of your family, begin to take over the cabin. The captain comes over the intercom (difficult to hear because of all the screaming) and says they must land in the ocean……….Has fear entered your thoughts?

I don’t think it matters who you are, how tough you are, or what your role in the organization is, I suspect anyone reading this would answer my question with a YES.

Throughout my career, I have faced fear numerous times. When you are in a profession where you have a passion for people, but are in a support role and do not have authority, there are times when you must make difficult decisions. These situations tend to put fear in our hearts and heads and sometimes can affect the outcome of the situation. 

I’ve identified five of my most common fears as a safety professional. You’ll recognize the fears because I believe anyone within the profession (even outside the profession) deals with similar situations regardless of industry or position.

  • Fear of Inadequacy – Do I know what the answer to the question is? What does the standard say we need to do about this situation? What if I tell them the wrong thing? If I’m wrong, will they disrespect me and not come to me for direction in the future? 
  • Fear of Disapproval – Will I be challenged on my decisions? Is my choice going to result in a meeting with my Plant Manager? Will my decision and direction create an atmosphere of negative energy and a loss in employee morale. Will my decision set our culture back?
  • Fear of Confrontation – Will our interaction become a hostile vocal or physical confrontation? Will they ignore me?
  • Fear of Isolation – Will they not like me? Will they invite me to lunch? Will my relationships be broken? Will I be alone?

All of these fears are felt by many, if not all, safety professionals. I will also say that anybody in any position will experience similar worries. I’ve seen each of them disrupt strong cultures and effect performance. If you’re facing any of these fears, it doesn’t mean there’s something defective about you. These fears are universal; they show that you’re human.

You will face fears. No degree can prepare you to meet them. So how do you combat your fears?

  1. Build relationships. This creates an opportunity to generate a positive attitude and motivate people.
  2. Connect with people in positions that generate your fear. Once you have that relationship and connection, the person(s) will consider you a part of the team.
  3. Build trust. Follow through on your commitment. If you can’t, then be humble and admit your mistakes.
  4. Make sure your directions and decisions add value to both the workers and leadership. People will only follow the instruction when they know it will add value to them.
  5. INFLUENCE! By accomplishing all of the above items, you will be able to influence others to change behaviors, think before performing the task, and ensure others are working safely also. 

Your approach to situations determines your ability to minimize or eliminate your fears. Here is how you should face your fear:

  • If a situation puts you in fear, step back, and take a few moments to breathe through it, think of the possible consequences and how you will handle them.
  • Walk away and call someone for advice.
  • Remind yourself that your fear is a storehouse of wisdom
  • Use humor to relieve the tense environment
  • Be flexible. If you do what you’ve always done, you’ll get what you’ve always got! Many things can be done differently and will achieve the desired outcome.
  • Realize that influential leaders have to do the “difficult right things.” Sometimes the initial result is a challenge, but the long-term outcome will always be positive.

Our ability to manage fear becomes an asset to the safety of the workforce. It also contributes to the success of your organization and, ultimately, your success as a Safety Professional. You will create an environment of teamwork and collaboration that offers employees and leadership the opportunity to engage in decisions, creating a feeling of inclusion and buy-in.

“If something excites and scares you at the same time, it probably means you should do it.”

You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.