“There is no success without a successor.”
--Peter Drucker
Drucker’s memorable quote is a fitting definition of legacy. Obviously, a legacy is something
we leave behind. It can be possessions derived through our material success, or people we’ve
influenced through our moral significance. Have you given any thought to what you’ll be
leaving behind? This question is especially important for leaders because they have the privilege
of influencing a lot of people. So I ask you: Are you making a meaningful difference to the people
who matter most to you? Or will your legacy be tarnished by deception, misdeeds, shame, regret,
hypocrisy, or a failure to reach your potential?
As a Maximum Impact Club member or listener, it’s likely that you’re a leader or
working towards becoming one. That’s why this lesson is about how to leave a legitimate
leadership legacy. In 24 years of teaching personal growth and professional development seminars,
I’ve met thousands of people. After living life for 60 years, I’ve had the opportunity
to observe hundreds of leaders. Through it all, I’ve learned some important lessons about
what it takes to leave a legacy that truly matters. Over the course of the next hour, my goals
are simple:
First, to those of you who are doing your best to leave a legitimate leadership legacy, this
lesson will reinforce what you’re doing right and, hopefully, help you stay on this worthy
path for the rest of your life. Second, to those of you who have some work to do on your legacy,
this lesson will provide a model to measure up to in the coming years.
This legacy model is comprised of four challenging standards:
1. Character, which is about being and becoming a moral example.
2. Choices, which are about thinking clearly and making wise decisions.
3. Conduct, which is about doing the right things consistently well.
4. Consequences, which are about having the harvest of what’s
sown.
These four standards build upon each other. Character, or lack of it, influences our choices.
Choices have a direct bearing on our conduct. Conduct helps determine our consequences. And consequences
are a reflection of our character, choices and conduct.
These standards have been hammered out on the anvil of time and proven to be true. We can embrace
these truths and leave a legitimate legacy; or we can reject these truths and leave a legacy that’s
lacking in legitimacy.
The 1st standard for leaving a legitimate leadership legacy is…CHARACTER
Being and becoming a moral example.
The dictionary defines character as “moral excellence and firmness” When I ask seminar
participants to call out words associated with character, here’s what I usually hear: values,
virtues, ethics, morals, ideals, creeds, principles, beliefs, standards, credibility and trust.
But the two words voiced most commonly are: integrity and honesty.
Integrity is being true to self. Honesty is being truthful with others. If we aren’t true
to ourselves on the inside, how can we be honest with others on the outside? Integrity is the
non-negotiable starting point for people who desire unquestionable character. Henry and Richard
Blackaby say it this way in Spiritual Leadership, “Integrity means being consistent
in one’s behavior under every circumstance, including those unguarded moments.”
Origin Of Integrity
Did you ever wonder where we get the word integrity? General Charles Krulak, former commandant
of the Marine Corps, had this to say about the origin of integrity during a standing ovation speech
to the Joint Services Conference On Professional Ethics held on January 27-28, 2000:
Integrity is a word that comes from the ancient Roman Army tradition. During the time of
the 12 Caesars, the Roman army would conduct morning inspections. As the inspecting centurion
came in front of each legionnaire, the soldier would strike the armor of his breastplate that
covered his heart with his right fist and shout, “integritas.” That’s Latin
for material wholeness, completeness and entirety. The armor over the heart had to be the strongest
to protect the soldier from sword thrusts and arrow strikes. The inspecting centurion would listen
closely for this affirmation and the ring that well-kept armor would give off.
About this time, the praetorians or imperial bodyguard began to ascend into power and influence.
They were drawn from the best “politically correct” soldiers of the legion. They received
the finest equipment and armor. They no longer had to shout “integritas” to signify
that their armor was sound. Instead, they would shout “Hail Caesar” to signify that
their heart belonged to the imperial personage. Instead of being true to an institution or code
of ideals, their hearts belonged to a single man. A century passed and the rift between the legionnaires
and the imperial guard grew wider. To signify the difference between the two organizations, the
legionnaires would no longer shout “integritas” but “integer,” which is
Latin for undiminished, complete, perfect. It not only indicated that the armor was sound, but
that the soldier was of sound character. His heart was in the right place. He was not associated
with the immoral conduct that was rapidly becoming the signature of the praetorian guards.
As a 4th century Roman general wrote: “When, because of negligence and laziness, parade
ground drills were abandoned, the customary armor began to feel heavy since the soldiers rarely,
if ever, wore it. Therefore, they first asked the emperor to set aside the breastplates and then
the helmets. So our soldiers fought the Goths without any protection for the heart and head, and
were often beaten by archers. Although there were many disasters, which led to the loss of great
cities, no one tried to restore the armor to the infantry. They took off their armor, and when
it came off, so too did their integrity.”
General Krulak then finished his speech by saying: It was only a matter of a few years until
the legion rotted within and was unable to hold the frontiers. The barbarians were at the gates.
Just as it was true in the days of imperial Rome, you either walk daily in your integrity, or
you take of the armor off the ‘integer’ and leave your heart and soul exposed and
open to attack. My challenge to you is simple but often very difficult. Wear your armor of integrity.
Take full measure of its weight. Find comfort in its protection. Do not become lax. And always,
always remember that no one can take your integrity from you…you, and only you, can give
it away!
Indeed, those are powerful words from a former Marine Commandant. It speaks volumes about the
importance of integrity and character. The mighty Roman Empire, which lasted some four centuries,
fell morally before it fell militarily. General Norman Schwarzkopf, the Army general in charge
of the Persian Gulf War in the early 1990s, thought so much of character that he said: “Leadership
is a combination of strategy and character. If you must be without one, be without strategy.”
As a Marine sergeant in the 1960s, I can assure you that this is an amazing statement since generals
spend much of their time dealing with strategy. General Schwarzkopf understands that the troops
have to trust their leaders. It’s why John Maxwell’s 21 Irrefutable Laws Of Leadership
includes The Law Of Solid Ground, which says: “Trust is the foundation of leadership.”
Trust begins with integrity, or being true to self.
Lack Of Character
Now, let’s look at what happens when a leader’s character goes astray. CSPAN commissioned
58 historians from across the political spectrum to judge the 41 American presidents from Washington
through Clinton. The survey rated each president on these 10 leadership qualities: public persuasion,
crisis leadership, economic management, moral authority, international relations, administrative
skills, relations with Congress, vision/agenda setting, pursuit of equal justice for all, and
performance within the context of his times. The top five presidents were: Abraham Lincoln, Franklin
Roosevelt, George Washington, Theodore Roosevelt and Harry Truman.
Interestingly, the survey said Bill Clinton, a Democrat, and Richard Nixon, a Republican, would
have finished a lot higher in the overall standings if they hadn’t been on the bottom in
moral authority. Bill Clinton finished 21st overall, but was ranked 41st or dead last in moral
authority due to the Monica Lewinsky scandal. It was bad enough that Clinton had an adulterous
relationship with this woman in the White House, but what really led to him becoming only the
second president in history to be impeached was his lying to the American people and trying to
cover-up this affair.
Richard Nixon finished 25th overall in the study, but he was ranked 40th or next to the bottom
in moral authority due to the Watergate break-in. Nixon also lied to the American people and covered
up this notorious scandal. He probably would have been impeached if he hadn’t resigned from
office. To be fair, Nixon and Clinton were highly intelligent men who did some good things for
their country. However, their legacies will always be flawed by their lack of character. On the
other hand, George “I cannot tell a lie” Washington and “Honest Abe” Lincoln
finished 1-2 in moral authority, 3rd and 1st overall, and their legitimate leadership legacies
are secure in American history.
Image Vs. Integrity
Obviously, character counts. Even though most of us aren’t going to have our legacies recorded
in the history books like Clinton and Nixon, that shouldn’t keep us from being people of
character, nor deter us from setting a good example to the people we have the privilege of influencing.
People of character are authentic. They understand that integrity is more important than image.
Image is what others think you are. Integrity is the real you. Do people have the wrong image
of you? Or do they see who you really are?
Years ago, I learned a powerful lesson about what happens when image and integrity aren’t
congruent. A client hired me to do a host of seminars for the company’s sales organizations
in cities across America. My topic dealt primarily with ethics and professionalism in sales. On
this particular day I was in Dallas, and the room was filled to capacity. A young man said to
me prior to the session, “Mr. Biggs, I flew in from a little town in Arkansas because I’ve
heard good things about your seminar. I just got promoted from salesman to sales manager, and
I can’t wait to hear what you have to say about this important topic of ethics and professionalism
in sales.” My image of this young man was that he was serious about learning.
The young sales manager sat on the front row, took copious notes, nodded in agreement, and asked
thoughtful questions. At the end of the seminar, he shook my hand and thanked me for a wonderful
day. Now, my image of this new sales manager had shifted from eager learner to someone who was
going to share this message with his sales force. I packed my seminar bag and walked out into
the hotel lobby to catch a cab to the airport. The young man from Arkansas spotted me and inquired,
“Mr. Biggs, are you flying out of DFW? I told him yes, and he asked, “Well, if you
don’t have other plans, can we ride together, split the cab fare, and talk some more about
today’s session?” I agreed.
He talked incessantly about the value of ethics and professionalism in sales. He repeated some
of the things I’d said. He stressed how valuable the day had been. As we arrived at his
terminal, my image of this young man had gone from an eager learner willing to share this important
message with his salespeople to, “Wow, I’ve really had a big influence on this fellow’s
life.” The fare was $40. We each paid $20, but the young man asked the cab driver for a
$40 receipt. Pocketing the inflated document, the sales manager winked at me and boasted, “I
learned that trick from my general manager!” I was speechless, but here’s what I was
thinking en route to my terminal: 1. What other “tricks” had his general manager taught
him? 2. Would he be teaching these “tricks” to his sales force? 3. Had he heard
anything I’d said that day? Good grief, this was a seminar on ethics and professionalism
in sales!
Obviously, my image of this person changed drastically when he failed to be true to himself.
He was a man saying one thing and doing another. Regrettably, my message didn’t have as
much impact on this young man as I was led to believe. It also reinforced the fine line between
image and integrity.
Amazingly, audience members often ask me two questions after hearing that story. First, is that
really a true story? Nah, I just made up a story about integrity. Second, what’s the big
deal? He cheated his company out of only $20. Well, as Paul Harvey would say, you need to hear
the rest of the story if you think stealing $20 from your company isn’t a big deal. Eight
years later, and after I’d told that story a few hundred times, a woman approached me following
a presentation. “Mr. Biggs,” she said, “I know who that young man is in your
cab ride story.” She identified the man’s name, hometown, industry, employer and what
happened to him a few months later after the seminar. “The owner found out about the cab
fare scam,” she explained, “and fired him on the spot. That sales manager was bragging
to his coworkers about his little trick and it got back to the owner. Can you believe it? That
young man lost his job over $20?” Actually, maam, that young sales manager lost his job
due to a lack of integrity and character.
Grit!
You can’t spell inteGRITy without the word grit, which is defined as “a firmness
of mind” or “unyielding courage.” My friends, it takes a great deal of courage
or grit to be true to self. In the end, though, it’s worth the effort because our legacies
are going to be impacted greatly by our integrity, or lack of it. As Samuel Butler said in The
Way Of All Flesh: “Every man’s work…is always a portrait of himself, and
the more he tries to conceal himself, the more clearly will his character appear in spite of him.”
The 2nd standard for leaving a legitimate leadership legacy is…CHOICES
Thinking clearly and making wise decisions.
One way to define choices is “care in selecting.” Careful decision-making requires
a sense of right and wrong rooted in character. That’s why I love this quote from Theodore
Hesburgh, a former president at Notre Dame University: “My basic principle is that you don’t
make decisions because they are easy; you don’t make decisions because they are cheap; you
don’t make decisions because they’re popular; you make them because they’re
right.”
Learning Right From Wrong
To make the right decisions consistently, we can’t let external influence or peer pressure
cause us to do something wrong when our internal conscience is telling us to do what is right.
Basically, we develop our sense of right and wrong from three major institutions in society—the
home, community, and religious training.
The family, society’s basic unit, should feature parents as the first and foremost teachers
of character. Children should be given a set of moral absolutes; warned about the consequences
of violating these principles; taught to be accountable for their actions; and encouraged to stand
up for their rights without falling down on their responsibilities. Dr. Laura Schlessinger put
it this way: “The foundation of civilization and human relationships is the family.”
When families break down through divorce, absenteeism, dysfunction, violence, abuse, alcoholism,
drugs, lack of discipline or love, and a host of other shortcomings, society breaks down.
The community includes everything from our schools, Little League, Boys Scouts and Girls Scouts,
to civic clubs, businesses, government, military, etc. Schools have rules of behavior. Sports
and Scouts teach principles such as teamwork and respect for the individual. Civic clubs have
pledges of commitment. Businesses have codes of ethics. Governments have laws and regulations.
The military has a code of conduct. These community organizations either build character or destroy
the mores of the people they influence. This is especially important for people who didn’t
receive character training in the home or at places of worship. James Autry, a successful magazine
publisher, said it well in Love & Profit: “We must stop thinking of work as
something imposed upon us by the need to make money, and think of its value in our lives and in
the community.”
In 21st century America, organizations such as the ACLU and others are doing everything in their
power to undermine the influence of religious training on the character of our citizens. You’d
think The Ten Commandments were The Ten Offenses! Does anyone in any society want to be murdered,
stolen from, or lied to regardless of one’s religious persuasion or lack thereof? It’s
a fact that America was founded upon Judeo-Christian principles. Modern society can try to distort
the history books, but nearly all of our founding fathers were Godly men. If you want to learn
more about our spiritual heritage, I recommend you read David Barton’s Original Intent:
The Courts, The Constitution & Religion. Our Constitution guarantees us freedom of religion,
not freedom from religion. George Washington, our first president, said: “It is impossible
to govern without God and the Bible.” The reason for separation of church and state isn’t
to keep God out of government, but to ensure that church and state don’t become one and
the same.
Pleasure Vs. Pain
We must also understand how pleasure and pain impact our choices. In short, if we enjoy a short-term
pleasure that’s harmful to us and other people, we’re probably going to suffer some
long-term pain. For example, smoking is a short-term pleasure that’s harmful to the body,
but it can also lead to the long-term pain of lung cancer, emphysema, heart disease or premature
death. A marital affair may provide some short-term pleasure, but it often produces the long-term
pain of divorce, financial hardship, emotional stress on children, and much more. Stealing from
an employer can provide some short-term pleasure, but the long-term pain can include loss of job,
difficulty in finding another employer, a tainted reputation and, well, you get the idea.
Jeremy Bentham (1748-1832), an English philosopher, is known for “felicitous calculus.”
The simple explanation of this theory is: All human decisions balance pleasure against pain. Bentham
believed that each person “cares only about increasing his (her) own pleasure and decreasing
his (her) pain.” More importantly, Bentham believed that “a person should always do
what will produce the greatest good for the greatest number.” Accordingly, he “set
up a number of principles for measuring pleasure” and felt “a country’s laws
and institutions should place the general good above each (person’s) pleasure.” As
a result of Bentham’s work, including the publication of Introduction To The Principles
Of Morals And Legislation in 1789, Great Britain’s laws were reformed to promote the
good of all.
Are you making decisions based on the “greatest good for the greatest number” over
the long haul? Or are you thinking only about your own concerns and what feels good now? Put another
way, are you choosing wisely? Opting for short-term pleasure when we know it can cause long-term
pain is not choosing wisely. Wise decision-making means it’s often necessary to suffer some
short-term pain in order to enjoy some long-term pleasure. For instance, most smokers want to
quit this pleasurable bad habit, but they’d like to do so without the pain of withdrawal.
If they’d learn to focus on the long-term pleasure of living a full, healthy life for their
family and friends, the short-term pain would be bearable and worthwhile. That’s what Bentham
meant when he said that “a person should always do what will produce the greatest good for
the greatest number.” It’s often referred to as servant leadership.
What Is The Wise Thing To Do?
Now, back to the question I asked earlier: Are you choosing wisely? Better yet, would you like
to fool proof your life by making consistently wise decisions? Well, let me introduce you to Andy
Stanley, my senior pastor at North Point Community Church in suburban Atlanta. Andy is unlike
a lot of clergy I’ve known. He’s humble. His messages are relevant and practical.
He doesn’t talk down to his congregation. He doesn’t wear a robe or stand at the back
of the church waiting for “atta-boys” following his sermons. Most Sundays, he’s
addressing 10,000-12,000 people at three services, including some atheists, skeptics, new believers,
and people who’ve been away from the church. During a six-part series entitled Fool
Proof, Andy suggested we ask this question when choices have to be made: “What is the
wise thing to do?” He didn’t ask, “What is the ethical, moral, legal, Biblical,
Christian or even the Godly thing to do?” He also framed this critical question as follows:
- In light of my past experiences, what is the wise thing to do?
- In light of my current circumstances, what is the wise thing to do?
- In light of my future hopes and dreams, what is the wise thing to do?
Can you imagine what society would be like if we made choices each day with such wisdom over
our lifetimes? Alas, the reality is that we don’t live in perfect world. People without
character and conscience do exist, and they tend to do what’s best for them in the short-term
without regard for the long-term harm imposed on others. These irresponsible deeds are often rationalized
by the “everybody else is doing it” mind-set. They live selfishly and for the moment.
Fortunately, we can choose a different way of life. We can be people of noble character. We can
make wise decisions. We can do things that make a meaningful difference in the lives of others.
Best of all, we can reap the consequences of living for something greater than self-centeredness
and instant gratification.
Decision-Making Model
I want to close out this section on choices by giving you a decision-making model that’s
been helpful to me over the years. Perhaps you’ll find it useful:
- First, give careful consideration to all the facts and options. This
is the logical part of any decision. Gather all the pertinent information and weigh your choices.
When you face complex decisions, seek out the advice of more experienced people. Do your homework,
and don’t be overcome by fear.
- Second, pay attention to your heart, intuition, and gut feeling. This
is the emotional part of any decision. If something makes sense but doesn’t feel right,
beware. If you know in your heart that something seems too good to be true, it probably is.
- Third, don’t second-guess yourself once you make a decision.
You make too many important decisions in life to waste valuable time ruing past choices. Do
your research, listen to your heart, and then have the courage to act based on your character
and conscience.
- Fourth, believe you’ll probably make more good choices than bad ones
in a lifetime. As we age, we should get wiser. Learn from your poor decisions in the early
years. Celebrate your good choices as you mature. When your life is at an end, the odds are
in your favor that you will have made more good choices than bad ones if you’re a person
of character.
- Fifth, anticipate success, but don’t be afraid to fail. When
making difficult decisions, ask: What will happen if I don’t act? What are the possibilities
if I do act? And if for some reason I don’t succeed, what’s the worst thing that
can happen, and can I deal with the consequences?
The 3rd standard for leaving a legitimate leadership legacy is…CONDUCT
Doing the right things consistently well.
Conduct is defined as “a mode of personal behavior.” It doesn’t
say a mode of behavior, but rather a mode of personal behavior. Conduct isn’t an
organizational, group or team thing because organizations, groups or teams can’t behave.
Only individuals can behave. The personal conduct of each person is a reflection of the culture
of a company, government agency, trade association, sports team, civic club, charity, church or
synagogue. If you don’t believe that, look at how much damage was done to Enron due to the
unethical conduct of a few executives. Think about how the National Basketball Association’s
image has been soiled by a few players who failed to conduct themselves professionally at a melee
in Detroit. Consider the harm done to the reputation of the Catholic Church because of the lustful
behavior of certain priests and the subsequent cover-up by their leadership.
Clearly, conduct matters. It’s essential for our words and ways to be congruent
or we send a confusing message. We should do what we say we will do—daily and consistently.
Regrettably, there are thousands of people whose lack of character and poor choices have led them
to do things that have resulted in severe consequences. As Michael Guido, my 91-year-old friend
and mentor in Metter, Georgia, likes to say: “The world pays more attention to your conduct
than it does to your creed.” If we don’t take personal responsibility for our conduct,
we force our employers to discipline us; our trade associations to censure us; our schools to
expel us; our media to expose us; our law enforcement agencies to arrest us; our courtrooms to
convict us; or our prisons to incarcerate us.
Aloofness Or Accountability?
Could it be that we’ve become more concerned with civic rights than personal responsibilities?
Have we allowed aloofness to get in the way of accountability to ourselves, others and God? Author
Chuck Swindoll defines accountability as “a willingness to explain your actions.”
How are you doing when it comes to explaining your actions? So often leaders want to hold
everyone else accountable, but they don’t want to be held accountable. You’d
better conduct yourself morally and professionally, but don’t even think about questioning
my behavior because, after all, I’m the boss!
A great example of a leader wanting to hold others accountable and refusing to be held accountable
is this letter from a young Bill Clinton when the Watergate scandal was threatening to oust Richard
Nixon from the White House in 1974:
Yes, the president should resign. He has lied to the American people time and time again,
and has betrayed their trust. He is no longer an effective leader. Since he’s admitted guilt,
there’s no reason to put the American people through an impeachment. He will serve absolutely
no purpose in finishing out his term. The only possible solution is for the president to save
some dignity and resign.
A quarter of a century later, when the Monica Lewinsky affair was threatening to oust Bill Clinton
from the White House, the principle of accountability didn’t seem very important. But Clinton
was right when he said that a person can no longer be an effective leader once he or she has betrayed
the trust of their followers. The Congress of the United States put politics above principle and
allowed Clinton to complete the final two years of his second term after he’d deceived the
American people. My friends, that’s aloofness, not accountability.
Abuse Or Proper Use Of Money, Sex & Power
One of the most compelling books I’ve ever read is Richard Foster’s Money, Sex
& Power: The Challenge Of The Disciplined Life. Foster maintains that an undisciplined
life is due to the abuse of money, sex and power. The abuse of money is greed. The abuse of sex
is lust. And the abuse of power is pride. As I’ve reflected on Foster’s wisdom over
the years, it’s amazing how these three abuses seem to be the motive behind every example
of unworthy conduct:
Greed can cause people to inflate corporate profits; participate in “insider trading”
on the stock market; defraud others through identity theft and get-rich schemes; become addicted
to gambling; rob banks; embezzle or extort money; misrepresent products; and numerous other fraudulent
activities.
Lust can lead to divorce, dysfunctional families, incest, sexual abuse, prostitution, drug addiction,
AIDS and other sexually transmitted diseases, abortion, pornography, rape, and a variety of other
lewd acts too graphic to mention.
Pride can lead to insecurity; an unwillingness to accept blame; a refusal to share credit; a disdain
for taking responsibility; a desire to control or micro-manage others; a penchant for boastfulness,
excessive ego and drawing attention to self; and on and on.
In addition, greed, lust and pride can lead to financial disaster, lawsuits, imprisonment,
disease, sickness, premature death, shame, stress, depression, disappointment, failure, and a
loss of respect, dignity and self-esteem, just to name a few of the many consequences of wayward
conduct.
Thankfully, there’s a good side to money, sex and power. Instead of being greedy, we can
choose to be generous with our money. Instead of being lustful, we can choose to be respectful
of the real reason for sex—procreation and intimacy between a married man and woman. Instead
of being prideful, we can choose to use power in a constructive manner. In fact, here’s
what Foster recommends:
- When it comes to money, think simplicity.
- When it comes to sex, think fidelity.
- When it comes to power, think service.
Simplicity means living within our means so we’ll have more money to share with other people
and worthy causes. Fidelity means being faithful to our spouses if we’re married, and respectful
of the opposite sex if unmarried. Service means we’re not leading for selfish reasons, but
because we care about people and want to use our power to help others reach their potential.
Mentoring Matters
One of the best ways to be accountable for our conduct is through the one-on-one leadership concept
of mentoring. John Maxwell and Michael Guido, who were mentioned previously, are just two of my
mentors. I also mentor some adults and a boy named Scotty Cole. I’ve been with Scotty since
the first grade. He’s now a 7th grader in middle school. We spend an hour every week at
his school from September-May. I’m constantly reminding Scotty to listen to his conscience
and not surrender to peer pressure. Recently, I asked Scotty to name some poor choices and subsequent
bad conduct he’s witnessed in other kids. Here’s what he said: Selecting the wrong
friends, disobeying parents, disrespecting teachers, refusing to do homework, listening to nasty
music, watching inappropriate movies, dropping out of school, getting pregnant, and marrying too
young. I don’t want Scotty to travel that well-worn path. I pray that he’ll choose
the high road in life.
One of the reasons why I’m so passionate about mentoring is because I know what a difference
it has made in my life. I’ve had my business for 24 years because Eloise Penn, a high school
English teacher, believed I had writing and speaking skills. She worked with me for three years
to hone these aptitudes. Like all great mentors, Miss Penn saw me for what I could become; not
for who I was—an immature, underachieving kid whose report card was full of bad conduct
remarks and poor grades. By the time I graduated from East Atlanta High School, I was an “A”
and “B” student, editor of the newspaper, and class graduation speaker. I don’t
say this boastfully, but to give credit to my first mentor other than my parents. I’m forever
grateful to Miss Penn, who modeled sound character; helped me make some wise choices; and inspired
me to act honorably. The consequences have produced bountiful blessings for more than 40 years.
Benchmarks Of A Master Mentor
I know mentors can influence conduct because I’ve observed it in Scotty Cole and other
protégés; I’ve experienced it through Miss Penn, John Maxwell, Michael Guido,
Linda Miles, Jack McDowell, Earl Masters and countless other mentors; and I’ve witnessed
it in the business world through Maximize Your Moments With The Masters, my comprehensive,
yearlong mentor program. I distinguish a mentor from a master mentor because anyone with more
experience than someone else can be a mentor, but only a master mentor will make the time to share
his or her wisdom and experience with a protégé. My curriculum is based on these
four lifetime benchmarks of a master mentor:
- Master mentors pursue what is true.
- Master mentors turn creeds into deeds.
- Master mentors use congruence to influence.
- Master mentors collect a deep respect.
The first two benchmarks reveal the mind-set of a master mentor. Pursue what is
true is rooted in sound character and manifested in wise choices. Turn creeds into deeds
is about meaningful conduct.
The last two benchmarks deal with the multiplication of master mentors. Use congruence
to influence and collect a deep respect are the consequences of spending time with
protégés. When a mentor’s creeds and deeds are congruent, there’s a
greater opportunity to influence a protégé in a positive manner. Then, out of respect
for these master mentors, a protégé teaches what he or she has learned to their
protégés. Multiplication takes over and the consequences are amazing. The legacy
of the master mentor is passed on like a baton in a relay race. In the process, protégés
determine or fine-tune their destinies and eventually leave legitimate leadership legacies of
their own.
The 4th standard for leaving a legitimate leadership legacy is…CONSEQUENCES
Having the harvest of what’s sown.
The Bible provides a superb definition of consequences in Galatians 6:7: “Don’t
be misled. Remember that you can’t ignore God and get away with it. You will always reap
what you sow.”
But isn’t it true that some people don’t seem to reap what they sow? For instance,
a person may behave badly by robbing a bank and reap something good by getting away with the money.
On the other hand, a person may behave well by stopping to help a stranded motorist and reap something
bad such as getting attacked. It’s a fact that life isn’t always fair, so why does
the Bible say we always reap what we sow? Perhaps the greatest manifestation of this
principle is the conscience. Whether we’re brought to justice for our reprehensible conduct
or we manage to elude accountability for a lifetime, none of us can escape that inner voice that
knows the truth and the reasons why bad behavior is never acceptable. Besides, people who continue
to practice illegal or unethical conduct in spite of some good consequences are likely to get
what they really deserve in due time. Conversely, people who continue to sow seeds of kindness
in spite of some bad consequences are likely to get what they truly deserve in due time as well.
Headache Of Changing Vs. Heartache Of Not Changing
An ancient proverb defines insanity as “doing the same things over and over again while
expecting to get different results.” If we want to increase our chances for reaping good
consequences, we must change our conduct. Since much of exemplary conduct is tied to our habits,
we must learn discipline, which is the ability to change our bad habits into good ones.
A self-disciplined person is often faced with the headache of changing, or the heartache of not
changing. For example, when our area code changes and we have to redo our business cards, it’s
a minor headache. But isn’t it also true that we could experience a major heartache if no
one can reach us to buy our products or services? Or when we try to change the bad habit of procrastination
into the good habit of “doing it now,” it can be a big headache. On the other hand,
isn’t it also likely that we could suffer the greater pain of heartache by missing out on
some golden opportunities because we’re unreliable?
When it comes to changing our consequences, consider these thoughts:
- No change is impossible. Even if we retreated to a cave to escape the stress of life,
we’d still experience change--aging, adjusting to loneliness, hunting for food, sleeping
outdoors, etc.
- Some change is impractical. The Ten Commandments have never been edited because these
truths are timeless. The U. S. Constitution has only been amended 27 times in more than two
centuries because it was written with such wisdom.
- Most change is uncomfortable. This is especially true when we experience painful
turning points such as divorce, financial setbacks, job losses, health challenges, and the death
of loved ones, just to name a few of life’s major transitions.
- Every change has consequences. For those who’ve changed from a sedentary lifestyle
to a regular exercise routine, there can be radical consequences ranging from the initial soreness
and physical exhaustion, to more long-term results such as weight loss, higher energy, less
stress, lower cholesterol, etc.
We don’t always get the consequences we want because many things in life are out of our
control. However, we are in charge of our habits and conduct. In the long run, we’re more
likely to experience favorable consequences when we develop good habits and conduct ourselves
accordingly. If you’re unhappy with the consequences you’ve been getting out of life,
have the courage to quit doing what you’ve always been doing. Isn’t a headache now
a lot better than heartache later on?
Manage Stress By Making Time For Serenity
Perhaps one of life’s most frustrating consequences is the struggle to balance the work
we need with the lives we lead. I’m talking about a reasonable balance between the stress
of the workforce and serenity in our personal lives. It’s the reason I wrote Burn Brightly
Without Burning Out.
Stress is the body’s reaction to change, challenge, coercion, or lack of control. The consequences
are often anxiety, burnout, depression, exhaustion, illness, or even death. The Latin derivation
of stress means to be “drawn tight.” In modern terms, it means to be “uptight.”
By contrast, serenity is a state of peacefulness designed to relieve our tension. The consequences
may include improved health, peace of mind, more energy, and so forth.
One way to manage stress is to make time for serenity. Nowhere is stress more pronounced than
in our professional lives. It can be nerve-racking to meet a certain deadline, reach a particular
quota, get ready for a big meeting, drive in rush hour traffic, fly from city to city, and sleep
in hotels. Yet, the consequences of a fast-paced life can be intoxicating—job security,
promotions, recognition, bonuses, pay raises, healthcare benefits, generous retirement plans,
opportunities to see the world, and a host of other creative enticements.
Most of us understand the reality of work, but has it become so encompassing that we have little
or no time for anything else in our busy lives? If so, it’s time to offset the tension of
the workplace with some stress-relief in our personal lives. In short, we should make time
for tranquility in the spiritual, mental, physical and emotional sides of life. The consequences
are well worth the time away from the workplace. Here’s what works for me:
Spiritually – I try to make time for a daily devotional—Bible reading, prayer,
and quiet time with God. I’m active in my church, where Judy and I lead a small group and
teach a Bible study. We work on teams for the Walk To Emmaus, a nondenominational Christian retreat
that takes place over a three-day period. I read Christian books. For you, spiritual stress relief
might be walking in the woods, participating in a community project, serving at a soup kitchen,
going on a mission trip, or belonging to a civic or garden club.
Mentally – I work crossword puzzles every day for a few minutes. I love playing
Scrabble. I’m an avid reader. I take a half-day every month just to think. If none of these
ideas appeal to you, find other ways to stimulate your mind away from the office and the daily
grind.
Physically – I run 15-20 miles every week. On occasion, I walk. When I travel,
I look for tranquil spots to exercise—historic battlefields, peaceful parks, ocean settings,
river trails, etc. A change of scenery keeps exercise fun and exciting. If you dislike running
or walking, try biking, swimming, rowing, or gardening; play volleyball, basketball, golf, tennis,
or anything else that will give you an aerobic workout.
Emotionally – Judy and I always plan some of our tranquil times for the upcoming
year during the week between Christmas and New Year’s. This can include long weekend getaways,
retreats, vacations, and special outings with family and friends. It doesn’t mean we don’t
have spontaneous moments of tranquility--we do--but if we don’t plan some of these times,
the year has a way of getting away from us and we get too stressed out.
One final note on offsetting stress with serenity: For most working folks, there’s no such
thing as a perfectly balance life every day. Sure, there will be occasional days when we manage
to spend time in all of the important areas of our lives, but this is probably the exception for
most of us. The reality is that there will be days when balance means working longer hours. There
will be days when balance means tending to a family emergency. And there will be days when balance
means taking care of our health or growing spiritually. Therefore, strive for weekly, monthly,
quarterly or even yearly balance—and remember that it’s okay to spend more time in
some areas than others.
Success Vs. Significance
I was a workaholic for 13 years as a salesman and sales manager. I worked 60-75 hours a week,
Monday-Saturday. I probably would have worked on Sundays, too, but we were closed. My life was
linked exclusively to the success of my work. I was reaping the consequences of a career devoted
to me, money, materialism and mega-hours at work. Something was missing in my life, but I felt
trapped on a relentless treadmill. Finally, in May of 1982, I burned out so badly I quit my job
and didn’t work for five months. I did a lot of thinking over that summer and early fall.
I realized there was no significance in my life. I was selfish. I wasn’t making a difference
in the lives of others. I didn’t have much time for family or friends. I had abandoned the
religious roots of my upbringing. I was experiencing the biggest turning point of my life.
In October of 1982, I started my own company. If I couldn’t control my schedule working
for someone else, I could certainly take charge of my hours as the owner of a small business.
Entrepreneurship has helped me realize that there’s more to career satisfaction than making
money and working all the time. Two months after I launched my company, I met Judy and she became
my wife two years later. Judy helped me return to my spiritual foundation. The consequences have
produced a 180-degree turn in my life over the past 24 years. From the ashes of burnout has come
a life that’s burning brightly despite some occasional flickering. I have a successful career
and a personal life. I now feel a sense of significance, which began in 1982 when I answered
the five greatest questions in life:
- Who am I?
- Why am I here?
- Where am I going?
- How will I get there?
- When I get there, what will I have?
If you feel successful but not too significant, I urge you to spend time thinking about these
tough questions. As a rule, high achievers and leaders do a great job answering the third and
fourth questions, which relate to preparation and performance. These people know what they want,
and they go after it. Questions one, two and five are more complex, for they deal with principles,
purpose, and perspective. To answer these questions, we must place a higher priority on being
true to self and our Creator rather than trying to impress others. When we can answer all five
questions honestly and promptly, we’re serious about a better quality of life—one
that balances professional success with personal significance. Now that’s a consequence
worth reaping, don’t you agree?
When I’ve Passed Away, What Will They Say?
Earl Masters, my good friend and mentor, had a unique grasp on eternal consequences. Even though
Earl was one of the best salesmen I’ve ever known, I remember him mostly for the spiritual
difference he made in my life. Earl believed in giving back to his community and church. He felt
blessed to earn such a good living. He was happy to share his financial resources with others.
He was fond of saying, “You can’t out-give God!”
Earl passed away on December 6, 1993. One of his eulogists left no doubt that Earl had left behind
a legitimate leadership legacy with this poignant tribute:
- He was true to himself.
- He was an encourager of others.
- He was a humble servant of God.
- He lives on after death.
If I were to paraphrase that simple but powerful eulogy, here’s what I’d say: Live
with integrity. Be a source of inspiration to others. Let your influence be
a reflection of your Creator. Have immortality that goes beyond your reputation on earth.
After Earl’s death, I wanted to do something special to keep his legacy alive. I wrote
this poem six months later while spending time in the north Georgia mountains:
When I’ve Passed Away, What Will They Say?
By Dick Biggs
Did you lend a hand to someone today?
Did you touch a heart in a special way?
Did you give your best on this blessed earth?
Did you model the truth of your human worth?
Life’s so fleeting it would be such a shame
If you failed to honor your given name.
Set your standards high for others to follow
Lead by example, lest your words ring hollow.
You’re living your legacy, what will it be?
Is your life a beacon for all to see?
Did you seize each moment with full emotion?
Did you make a difference with firm devotion?
Don’t squander time, there’s much you can do
In the precious days God has given you.
May these words be your motto, this I pray
When I’ve passed away, what will they say?
As this lesson comes to a close, I ask you the same question: When you’ve passed away, what
will they say? Concerning character, will they say that you understood why integrity is more important
than image? Concerning choices, will they say that you weighed every short-term pleasure against
any long-term pain? Concerning conduct, will they say that you didn’t allow aloofness to
get in the way of accountability to yourself, others and God? And concerning consequences, will
they say that your life was more about significance than success? If so, then you can be assured
that you’ll be leaving behind a legitimate leadership legacy. Thank you.
If you and your organization would like to learn more about leadership, please
e-mail or
call Dick Biggs at (770) 886-3035 for more information.
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