Joshua's lessons on leadership - Leaders Protect the Truth

In a series of posts, I want to discuss what we can learn about leadership from Joshua ben Nun, of the tribe of Ephraim, which would become known as the most militaristic of the tribes of Israel through Joshua's campaigns.  If this is the first post in the series you have read, please do a quick review of the March 30, 2009 blog titled  “Joshua's lessons on leadership - Intro”; that post highlights why I am looking into Joshua’s life.

In the last entry, I discussed the need to remember “Leaders Eat Last”.  In this post, Joshua reminds us “Leaders Protect the Truth”.

I want to use a mechanism created under Joshua’s rule as a proxy for the level to which we need to seek out and protect the truth in the organizations we lead.  The back-story for this analogy is the concept of the Cities of Refuge.

In the Israelite society Joshua led, there was no police force to investigate crimes. If someone was killed, it was the moral responsibility of the family member who was closest to the victim to investigate and avenge the murder.  This person became the avenger of blood – the kinsman redeemer.

However, a human redeemer’s subjectivity, passion, and anger at the loss of their family member just might cloud their judgment.  They might end up avenging the death by killing someone who wasn't guilty of a capital crime.

Joshua, as the leader of his people had to set up a system to protect the innocent and provide time to sort out the truth of a situation.  The system was ‘Cities of Refuge’.  What we know from tradition is that any of the Israelites or any alien living among them who killed someone accidentally could flee to these designated cities and not be killed by the avenger of blood prior to standing trial before the assembly.

Here are some interesting facts about these Cities of Refuge:

• They were strategically located so there would be easy access to them for anybody seeking refuge.
• Highways were built to increase the ability for someone to get to these cities of refuge.
• These highways were maintained so that nobody was ever hindered in getting to these cities.
• Bridges were built across every ravine, so that the person running for refuge wouldn't have to waste time climbing to the bottom of the ravine and then up the other side.
• The highways were rebuilt every spring after the heavy winter rains so that the road surface would be smooth and easy to run on.
• At every crossroads or intersection on these highways, there were big, bold signs pointing the way with the word ‘Refuge’ in large letters.
• The gates of the cities of refuge were never locked.
• The city was well stocked to provide for any fugitives who came to stay for however long they might need to be there.
• The cities were designated for all the people of Israel, including the stranger.
• The same justice, the same protection and provision, were free to all.

How effectively are you setting up ‘Cities of Refuge’ in the organization you lead or are a part of?  Are you building and maintaining roads for the truth to get to you?  Are you building bridges?  Are there signposts in your organization with ‘Truth’ in large letters?  Are all people able to bring the truth or just a selected few of your favorites? Do you do anything unconsciously that locks out the truth?

I know people are not getting physically killed on our teams.  Yet conflict occurs all the time.  An error happens.  A mistake is made.  A deal is lost.  A customer gets mad.  A decision costs the organization time and money.  Then people start defending and justifying.  This sets off acts of accusation and retribution that get increasingly personal.  These acts disintegrate into permanently scarred team members, colleagues who become incapable of trusting each other.  Nine times out of ten, the event was less egregious and purposeful than assumed.  There is an innocent person involved that needs refuge.  There is a truth that needs to be protected.  When your folks see you reliably seek out the truth of a situation by taking the time to discover and understand all perspectives they will stop making personal accusations and trust will reign.

Look back at the effort that was necessary to insure safe passage of a person to a City of Refuge.  You and I must take a page from Joshua’s book and go through the same level of effort as Joshua creating routes for the truth to get to us, protecting, defending and highlighting those routes. 

Winston Churchill said, “A lie gets halfway around the world before the truth has a chance to get its pants on.”  We have to give the truth a chance to get its pants on and pass all the fiction that gets created.  Or as it is written on the main tower of my alma mater, The University of Texas “Ye Shall Know the Truth, And the Truth Shall Make You Free.”

You are the guardian of the truth.  Leaders Protect the Truth.

Joshua's lessons on leadership - Results Matter

In a series of posts, I want to discuss what we can learn about leadership from Joshua ben Nun, of the tribe of Ephraim, which would become known as the most militaristic of the tribes of Israel through Joshua's campaigns.  If this is the first post in the series you have read please do a quick review of the 30 March, 2009 blog titled  “Joshua's lessons on leadership - Intro”; that post highlights why I am looking into Joshua’s life.

In the last entry, I discussed the importance of “Inner Strength”.  In this post, Joshua shows us “Results Matter”.

Winston Churchill said, “However beautiful the strategy, you should occasionally look at the results.”  Results matter and for the leader, the ability to demonstrate results is a force multiplier.  People trust a leader that gets it done.  Joshua illuminates this principal during one of the more famous stories in his life - the Battle at Jericho.

Ancient Jericho is located at Tell es-Sultan, next to an abundant spring on the western edge of the Jordan Valley, just north of the Dead Sea. The site’s water supply and climate have made it a desirable place to live from the very beginning of settled habitation. A Neolithic settlement at the site goes back to about 8000 BC, making Jericho the world’s oldest city.

The site is strategically located. From Jericho you have access to the heartland of Canaan.  Any military force attempting to penetrate the central hill country from the east would first have to capture Jericho.  Therefore, Joshua must conquer and hold Jericho for the tribes of Israel to move into their new home. 

Joshua comes into the battle with a great track record.  Recall from the post on 13 April that he lead an important victory early in his career.  Then he was picked by the legendary leader of the tribes to bring the wandering population into their new homes.  He had also just led important victories against the King of Heshbon and the King of Bashan; these two cities lay just east of the Jordan river and their capture allowed the tribes to have a protected launching point for crossing into their desired homeland. Finally, right before the battle, he led the people to cross the Jordan River during a time of year when it should have been at flood stage, yet all got across safely. 

Joshua would need this track record because he asked his army to do something unexpected.  Joshua had in inspiration of how the Battle of Jericho would be fought.  “We will march around the city once with all the armed men and do this for six days.  Then on the seventh day, march around the city seven times, with the priests blowing the trumpets. When you hear them sound a long blast on the trumpets, have all the people give a loud shout; then the wall of the city will collapse and the people will go up, every man straight in."

Let me put this in perspective.  The Siege of Antioch took place during the First Crusade from October 21, 1097, to June 2, 1098.  During those eight months battle engines were created, raised up against the walls and destroyed, hundreds of sorties were attempted; the crusaders were under continuous surprise attack.  In the winter months, they ran out of food and ate bark, drank the blood of their animals, suffered disease and famine.  In general, a siege of a walled city was really hard work and it lasted a long time with intense suffering on both the besieged and the attackers.

So I can only imagine the reaction of Joshua’s generals when he laid out his plan, “Guys, you will not have to fight and the siege will only last seven days – seriously”.  The generals look at Joshua and then look up at the walls of Jericho.

An earthen barricade surrounded Jericho with a stone retaining wall at its base. The retaining wall was 12–15 feet high. On top of that was a wall six feet thick and about 20–26 feet high. At the crest of the barricade was a similar wall whose base was roughly 46 feet above the ground level outside the retaining wall. This is what loomed high above the Israelites as they marched around the city each day for seven days. Humanly speaking, it was impossible for the Israelites to penetrate the impregnable stronghold of Jericho.

They looked back at Joshua, “Seriously guys, I am just saying that if we do this and then blow a horn and shout the walls will come down”.  Without a track record of results, I imagine Joshua’s generals looking at each other and raising their eyebrows.  Maybe one or two who are complete sycophants say, “Yes!! That is a great plan”.  Then the rest grumble to each other, “OK, the river is one thing, but shout at the walls and they fall down?  Let’s humor poor Joshua for seven days and then we can build our real siege plan”

Yet, the army followed his command; they were following a man who had delivered increasingly difficult results.  For six days marching and not attacking or even threatening the city probably lulled the defenders.  A change in pattern on the seventh day should have alerted the defenders. The silent marchers appeared as before, but this time marched around the city seven times. This completed, they turned toward the walls and the priests leading the column each blew a ram's horn and the multitude shouted. At this, the walls fell.   This created an easy slope up the earthen embankment between the inner and outer city walls, allowing the army easy access to an impenetrable city.  No description is given of resistance, only of results, “every man charged straight in, and they took the city and destroyed with the sword every living thing in it”

Joshua had an inspiration and asked his army to follow.  Without a track record of results would they have followed the plan he outlined?  Maybe or maybe not.  However it was far easier for them to follow with confidence and energy knowing their leader usually got it done.  Results matter - not just for the mission today, but also for the mission tomorrow.

Joshua's lessons on leadership - Inner Strength

In a series of posts, I want to discuss what we can learn about leadership from Joshua ben Nun, of the tribe of Ephraim, which would become known as the most militaristic of the tribes of Israel through Joshua's campaigns.  If this is the first post in the series you have read, please do a quick review of the March 30, 2009 blog titled  “Joshua's lessons on leadership - Intro”; that post highlights why I am looking into Joshua’s life.

In the last entry, I discussed the importance of “See the truth; but not for worse than it is”.  In this post, Joshua shows us “Inner Strength”.

The story of Joshua’s “Inner Strength” occurs at the end of his mentor’s life.  Joshua had been #2 to Moses for almost 40 years.  Together they had led the tribes on a nomadic journey that lasted an entire generation.  At the end of the journey, when they are just about to cross the Jordan River and change from being nomads into their permanent residence, Moses summoned Joshua and said to him in the presence of everyone else, "Be strong and courageous, for you must lead these people to their future home, the home we have discussed this entire journey and you must divide it among them as their inheritance”.

There is no great time to take over for a legend.  There is no perfect moment to step into a giant’s shoes.  However there are some moments more difficult than others.  Imagine Joshua, “What Moses?  Where are you going?  Just wait a few more miles, get the tribe to their new home and then I can take it from there.  And can you go ahead and divide the land before you leave?  You have a lot more credibility than me.  What if they do not listen to me?”

I had a similar (albeit substantially less dramatic and important) moment in my work life.  I was at a company and had just been asked to take over the leadership of a large organization.  My task was to take over from someone who had been at the company for a long time, was well liked, fire about 20% of the organization and then restore morale.

Gulp.

The day after we let a several hundred people go we had an all-hands meeting.  The meeting was in a large building with bleachers along one wall.  I came in the back of the building and had to walk down the bleachers to the floor and turn around and address the team.  As I walked down the bleachers, I could feel the fear, distrust, frustration, anticipation and worry emitting like raw electricity from the hundreds of people in the room.  Alone, walking down the stairs, all I could see was a solitary microphone like a lost child in the middle of the room.  I realized at that moment, the people in the room did not really care about me personally; they cared about themselves, their future and what was going to happen next.  They really just wanted and needed to know that whoever walked up to that microphone and opened their mouth had their hands on the wheel and was willing to drive.  I was alone.  Fortunately I had a mentor just moments before tell me, “Alex – be strong and courageous, you can do this”

Moses tells Joshua he believes in him, he tells him to be strong and courageous in front of the entire gathering of people.  We learn from the story that Joshua was filled with wisdom when Moses transferred power to him.  Then Moses climbed the 3,300 foot Mount Nebo on the northwest edge of the Dead Sea just across the Jordan River from Jericho, looked into the future home of the tribe, and died.

At that moment Joshua is by himself.  He is the picture of leadership and loneliness.  Joshua is isolated and the only thing he can rely upon is “Inner Strength”.  He looks to that which gives him inner strength.  For Joshua it was his creator and he heard, “Be strong and courageous, because you will lead these people, be strong and very courageous.  Have I not commanded you? Be strong and courageous. Do not be terrified; do not be discouraged”.  Three times he heard these words, the same words he heard from Moses and this provided him “Inner Strength”

In our journey there will be moments when we are alone.  The great philosopher Dr. Seuss tells us this in his seminal work, Oh The Places You’ll Go!

All Alone!  Whether you like it or not, alone will be something you'll be quite a lot.

And when you're alone, there's a very good chance you'll meet things that scare you right out of your pants.  There are some, down the road between hither and yon that can scare you so much you won't want to go on.

In those moments, you will need to determine what gives you “Inner Strength”.  For me in my lonely moment, it was having the one person I needed to believe in me, believe in me.  A person who knew well the words of Thomas Carlyle, “Tell a person they are brave and you help them become so”.  For Joshua it was the belief that his creator was supporting his next steps. 

What is it for you?   Whatever it is, you must find it and have it, because you will need it.  In those moments, if you do not have “Inner Strength” you will not be prepared to lead.  You will be defined by these crucible events where the only thing that gets you and the team to move forward is your “Inner Strength”

David's lessons on leadership - Reputation

In a series of posts I reflect upon what we can learn about leadership from David, King of Israel.  If this is the first post in the series you have read, please do a quick review of the January 2, 2009 blog titled  “David’s lessons on leadership – Intro”; that post outlines why I am looking into David’s life.

The previous blog dealt with Trust  - comprised of character and competence.  This post deals with “Reputation”

What is your dearest possession?  Maybe your reputation is not #1, but I bet it is near the top.  This lesson on reputation comes from the time that Hushai the spy leveraged David’s reputation into an advantage. 

The back-story to this intrigue is that Absalom, the third son of David leads a revolt against David.  As Absalom holds the city and David is in retreat, Absalom seeks out his chief advisor.  This advisor, Ahithophel tells Absalom, “I would choose twelve thousand men and set out tonight in pursuit of David. Attack him while he is weary and weak”.  

Absalom turns to another advisor, Hushai, who he does not know is in place to defend the king’s interest and spy for him.  Hushai’s response instills fear in Absalom by reminding him of David’s reputation as a warrior.  "The advice Ahithophel has given is not good this time. You know your father and his men; they are fighters, and as fierce as a wild bear robbed of her cubs. If he should attack your troops first, whoever hears about it will say, 'There has been a slaughter among the troops who follow Absalom.' Then even the bravest soldier, whose heart is like the heart of a lion, will melt with fear, for all Israel knows that your father is a fighter and that those with him are brave.”

David’s reputation alone caused his son to stop pressing forward when he had an advantage and changed the course of the war of rebellion with his own son.

We all have a reputation, the question is – how close is it to who we are?  You cannot create your reputation, since it is what people think of you. All you can do is concentrate on your character, maintain consistency and then be comfortable with what happens next.  Abe Lincoln said, “Character is like a tree and reputation like a shadow. The shadow is what we think of it; the tree is the real thing.”

I was on a job interview recently in my hometown and sat down to breakfast with a CEO who is well connected in the local high tech community.  He said, “Alex, this is a pretty small place and I have been checking you out”.  Gulp – here it comes, my reputation.  “Alex, word is that even when faced with challenging situations you do the right thing”.

Wow.  Now, I want a job with this man and the company he leads, but whatever happens from here, I am OK.  That morning - that moment in the breakfast meeting, I received a great gift.  I was told that my reputation was someone who will do the right thing.  I learned that at least for one brief moment, my reputation and what I desire my character to be are sometimes in sync.  That is pure gold, and I will do all that is possible to defend and maintain that reputation.

In David’s life, his reputation was a weapon, it preceded him, and it got things done for him even when he was not present.  It is the same for us; we can get things done through just our reputation.  The question is, “what do you want to get done through my reputation?”  Once you know that answer, the best next action is to work on character.  And the best way to work on my character is to focus on who we are becoming, not just what we are doing.

Reputation - created with character, strengthened by consistency, tested by trials and reflected in how others treat us.  "It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently." Warren Buffett

David's lessons on leadership - Trust

In a series of posts I reflect upon what we can learn about leadership from David, King of Israel.  If this is the first post in the series you have read, please do a quick review of the January 2, 2009 blog titled  “David’s lessons on leadership – Intro”; that post outlines why I am looking into David’s life.

The previous blog dealt with knowing that until people see us “Take a Stand” they will never know our values or be in a position to choose to accept our values or move on.  This post deals with “Trust”

The backdrop for a lesson on trust comes in an interaction between Jonathan, David’s best friend (see “Jonathan Moments” – February 9^th) and his soldiers.

Jonathan becomes disgusted with his dad, Saul the king.  He is disgusted because right after Jonathan led a great victory that Saul claimed was his own victory, Saul tries to lead 600 men into battle without weapons.  We read in the story that not a blacksmith could be found in the whole land of Israel, so Israel had to pay their enemy to have their plowshares, mattocks, axes and sickles sharpened. As a result, on the day of the battle not a soldier with Saul and Jonathan had a sword or spear in his hand.

Jonathan takes matters into his own hands and tells one of his soldiers, “Let’s you and me go into the enemy camp and destroy it”.  His soldier tells him, “do all that you have in mind; I am with you, heart and soul."  Jonathan's soldier "Trusts"

Contrast the soldiers response, with Jonathan’s retort to one of his father’s commands.  Saul had told the army not to eat until they had their victory.  But Jonathan found some honey on the ground and ate it any way.  One of the soldiers told him, "Your father bound the army under a strict oath, saying, 'Cursed be any man who eats food today!' That is why the men are faint."  Jonathan’s response, "My father has made trouble for the country. See how my eyes brightened when I tasted a little of this honey.  How much better it would have been if the men had eaten today?”  Jonathan's words and actions show his men he has no "Trust" for his father.

What a difference in the way the soldier spoke of his leader and the son spoke of his father.  The soldier has trust and deference and the son only has condescension.  Why the difference?

The level of trust that we have in a leader dictates the speed and obedience of our following (the concepts are derived from a book by Stephen Covey Jr. called “The Speed of Trust”).  High trust, high speed and high obedience.  Low trust, questions, debates and delays.  Where does trust come from?  Character and competence.  Character is comprised of integrity and intent.  Competence is built on capability and results.   Let me break this down a bit further:

• Integrity – when there is no gap between intent and behavior.  You see this in people when they act in harmony with their deepest values and beliefs.
• Intent – based upon motive, agenda and related behavior.  It is the reason why you do something.
• Capability – the knowledge, skills, ability and attitude that a person brings to a situation.
• Results – getting stuff done matters. Or as Master Yoda says, “Do or do not, there is no try”

Each of us falls short on one of more of these four items at any point in time.  The more we demonstrate a complete picture to our team and improve each of these areas, the more they trust us, the faster we operate together and the more effective we become.

So what was the difference between Jonathan and Saul?  The soldier saw a few specific things in Jonathan.  First, he demonstrated capability and results in the first attack he led.  Second, his character was on display before heading into the raid on the Philistines when he told the soldier “Perhaps the Lord will act in our behalf. Nothing can hinder the Lord from saving, whether by many or by few”.  Jonathan was a capable man of action who walked the talk in terms of his belief system.  He showed integrity and intent.

Contrast the view of Jonathan with the view Jonathan might have of his father.  Saul could not put arms into the hands of his people and took credit for actions that were not his.  He could not get results and his intent was suspect.  Although Saul was strong and effective, his flaws caused him to do things that negatively influenced the way his people viewed his character and competence.

What is the lesson?  Objectively review our integrity, intent, capability and results.  Score ourselves, where do we fall short?  Be surrounded with a few trusted advisors.  Seek their input, ask them to articulate the areas where we are lacking and ask them to help us improve.  And then – trust your people.  Operate with an internal compass that says most people really want to do the right thing.  Henry Stimson, who was an American statesman, served as Secretary of War, Governor-General of the Philippines, and Secretary of State said, “The chief lesson I have learned in a long life is that the only way you can make a man trustworthy is to trust him; and the surest way to make him untrustworthy is to distrust him.”

Know you have to earn their trust, but trust them first.