From The EarthAsylum Leadership Circle Newsletter

July 1, 2006
Volume 1 - Issue 2

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in this issue

Leadership Lessons From the Life of Thomas Jefferson
Are You Part of a Team or a Group?
Now, Discover Your Strengths - The Strengths Revolution
Leadership In Action - Charésumé: Résumés of Distinction
Think About What You Think About!
Coffee Break
About The EarthAsylum Leadership Circle

Leadership Lessons From the Life of Thomas Jefferson

President John F. Kennedy was speaking at a White House dinner given to honor Nobel Prize winners throughout the Western Hemisphere. Kennedy looked out over the distinguished guests and stated that they were “the most extraordinary collection of talent, of human knowledge, that has ever been gathered together at the White House, with the possible exception of when Thomas Jefferson dined alone.”

Thomas Jefferson was an original American patriot. His personal views on individual freedom and religious liberty has greatly inspired many political leaders around the world for over 200 years. We typically think of Jefferson as a man who achieved many outstanding accomplishments in his lifetime. Indeed, he is known as the 3rd President of the United States and author of the American Declaration of Independence. Less known are his other lifetime achievements, including Virginia State Governor, American Vice President, Secretary of State, Ambassador, architect, inventor, philosopher and founder of the University of Virginia. Thomas Jefferson demonstrated a lifetime of vast achievement and leadership, yet few know his life was also filled with great personal challenges. All of us face obstacles and difficulties on almost a daily basis. But very few people realize the adversity Jefferson faced during the prime of his life. Yet, some of his most significant personal and public achievements were accomplished during these times of great personal sorrow! In briefly examining his life we can better appreciate his leadership qualities. His personal endurance can provide a few valuable lessons for us today.

As is true of all great leaders, Jefferson was not a perfect man. Like all human beings, he had a number of individual flaws and weaknesses. Recent DNA testing has established the strong possibility that he may have secretly fathered children through a slave named Sally Hemings. However, one cannot read about his life without appreciating how much he shaped the civil freedoms and religious liberties we cherish in our modern western world. Throughout history men of great governmental leadership have been rare. Jefferson was not born to lead. Most who met him described him as shy and one who attempted to avoid a prominent role. He often remarked how his only desire was to be left alone to farm at his beloved home called Monticello. However, historical destiny would provide other opportunities for him. As we will see, he developed leadership by first experiencing and learning followership. Before he became an effective leader, he first became a practical follower!

Thomas Jefferson was born in 1743. He was the son of a Welsh farmer who owned a large plantation in the British American colony of Virginia. Thomas was blessed to receive a good education and strong moral teachings from loving parents. From his father and his rural surroundings he acquired a lasting interest in the sciences and in education. He also developed a love for Greek and Latin at a young age. As a young adult, he attended the College of William and Mary in the early 1760’s. Jefferson eventually received his law degree in 1767. After he began his law practice, an interest in politics led him to be selected as a delegate to the Virginia House of Burgesses. The House of Burgesses was a colonial legislative assembly under the authority of the British appointed governor. Three years later, at age 29, he married a wealthy widow named Martha Wayles Skelton.

Part 2...

Jefferson was a reserved person by nature and spoke in a very soft voice. He was never considered eloquent in speech and gave few public speeches in his career. By today’s definition we would not say he had charismatic leadership. But those who spent time with him found his conversations and personality engaging. One of his earliest recognized talents was skillful writing and prose. In his lifetime, Jefferson wrote over 18,000 letters. This talent would serve him well throughout his lifetime. By the 1770’s the American colonies felt unfairly dominated by Great Britain. Delegates from these colonies assembled as a Congress to discuss their grievances and future relationship with Great Britain and its king. Jefferson was chosen to represent Virginia at the 2nd Continental Congress in 1775. By the time of the 2nd Continental Congress, his previously published writings on the "rights of people from tyranny" had already caught the attention of many other delegates to the Congress.

At the young age of 33 years old Jefferson was asked to be the junior member of a committee whose task it was to draft the American Declaration of Independence. He served with two notable individuals whose senior status and outspoken manner made them prominent leaders in the Congress. They were John Adams and Benjamin Franklin. Being a junior member of the committee, Jefferson resisted writing the draft and suggested that Adams create it. Reputedly it was John Adams who convinced the younger Jefferson to construct the document. He told Jefferson there were three reasons why he should write the document. Reason one was that Jefferson was a Virginian and Adams thought a representative from a southern colony like Virginia should “appear at the head of this business.” Reason two, Adams continued is that “I am obnoxious, suspected and unpopular. You are very much other wise.” Reason three Adams opined is “You can write ten times better than I can.”

Jefferson completed his draft in late June of 1776. He was about to learn a valuable lesson in followership. Being a talented young man and gifted in writing, he was naturally proud of his draft document. First his original draft was amended when both Adams and Franklin made alterations with their own handwriting on Jefferson’s draft. The committee presented it to Congress on June 28th of 1776. The debate on the Declaration began on July 1st and lasted three days. Jefferson sat and watched the Congress considerably alter his document as presented by the committee. The Congress cut about a quarter of the text, polished some of the wording, and made some substantive changes. Jefferson later wrote how painful and humbling it was to experience this debate. He felt his original document was “mangled” by the Congress. This was a powerful lesson in followership for Jefferson. Oftentimes the best efforts of followers may not be what are most needed or expedient for a given situation. Wise followers accept this fact and continue to make significant contributions to the organization because they want what is best for the organization rather than their own ego! Through this painful experience Jefferson learned about the difficulty of working with other powerful or dogmatic personalities. He learned about the value of building consensus and accepting rejection. Today Jefferson is rightly credited as the author of the Declaration of Independence, yet few people comprehend how he learned to be a follower within the Congress.

The American Colonies revolted and went to war. Jefferson was a legislator and Governor of the state of Virginia. In 1782, Jefferson became a member of the newly formed Congress of the United States, and in 1784 he was named the American ambassador to France. This decade of his life was one of tremendous accomplishment. As a legislator he had instituted many social reforms to protect individual rights and the use of private property. As a member of Congress he played a pivotal role in the establishment of a new nation. He was influential in guaranteeing that no one church would become the official state religion of the United States or receive state financing. He risked his personal life and wealth for the principles he believed in. His leadership accomplishments are impressive. However, they are all the more astounding when we realize what else was going on in his life!

This same decade of his life would also bring about a number of personal tragedies. In 1773 his father-in-law died. Shortly afterward his best childhood friend died suddenly leaving a wife and six children. The next year his first daughter Jane was born, but she would die 18 months later when Jefferson was 31 years old. In 1776, his mother died unexpectedly at age 57. One year later Jefferson’s first son was born and died within a few hours of birth. In 1781 a series of personal trials occurred. First, the British army invaded Virginia and captured his beloved Monticello. Jefferson barely escaped capture by the army. He broke his left wrist while being thrown from a horse. Also during this year, his reputation was damaged when his political enemies convinced the Virginia State Assembly to investigate his conduct as governor of Virginia. The very next year, his wife Martha died just a few months after giving birth to their daughter Lucy Elizabeth. On her deathbed she made him promise never to marry again. Jefferson was now only 39 years old and he kept his promise to Martha. Though he would live another 43 years, he never did marry again.

Part 3...

Most of us would certainly agree that Thomas Jefferson experienced many distressing personal trials during this 10-12 year period. But, sad to say, that was not all! At age 41, he witnessed the death of his daughter Lucy Elizabeth, who died of “whooping cough”. One year later, he stumbled while walking and broke his right wrist. It was not set properly and he suffered pain in this wrist for the rest of his life. During various times of his life he also suffered from prolonged migraine headaches that almost incapacitated him. Another worry he experienced was mounting debt problems for allowing his farm to deteriorate while he served his country in various roles. Remember, all these events were happening while Jefferson was involved in the leadership of founding and managing a fragile new nation. History has recorded all of his many achievements during theses very years when these personal trials were occurring in his life. Few understand what was going on in his private life. He suffered more distressing personal trials than many of us have. However, Jefferson is not remembered for his trials, but for his accomplishments as a powerful and effective leader.

Jefferson had a great leadership quality that set him apart from many others. He did not allow the difficult circumstances of life to crush his inner spirit or his desire to serve others who called upon him for help. Yes, like all of us he could become very discouraged. Upon the death of his wife he remarked to others that he even wanted to end his life. He certainly hurt, mourned, and experienced depression and sadness like most of us. Yet he was able to reach deep inside, shake off these natural emotions and go forward.

Thomas Jefferson was able to endure great personal hardship in life because he was a man of purpose. He viewed life as an opportunity to explore the universe and gain knowledge about the wonderful world around him. Another positive leadership quality he possessed was an interest in many diverse subjects and ideas. He was not obsessed with a single narrow interest, but had many individual interests. Those who met him were astounded at his interest and knowledge in all the sciences and humanities. Some of his numerous hobbies included gardening and practical household inventions. These hobbies helped to refresh his mind and add spice to his life. What a contrast to many leaders today who are so narrow minded or heavily focused on a single issue they leave their followers remarking that they “need a life”!

Thomas Jefferson died on July 4th, 1826, the 50th anniversary of the signing of the Declaration of Independence. His final letters to fellow patriot John Adams and many other friends reveal a man who had mellowed and changed through a lifetime of experiences and personal suffering. Even his final years offer us a valuable lesson in leadership. Near the end of his life Jefferson renewed his friendship with the elder John Adams. For many years they had not been friends. After the revolution and founding of the United States both had become bitter political adversaries. On many issues they were on opposite ends. They grew apart and for many years never communicated directly. However, both leaders deeply understood an important leadership principle. Don’t make political or organizational differences personal! People are more important than programs. Friendship should transcend policy. Both men made an effort to renew their past association and truly became friends. In their later years it gave these two sages an opportunity to discuss their views and differences on political theory and philosophy in a 15 year long letter writing campaign.

Examining the life of Jefferson is a study of the qualities of great leadership. From the writing of the Declaration of Independence to the purchase of Louisiana territory, he was willing to undertake personal risk and responsibility. In accepting the many poorly paid political offices he served, Jefferson sacrificed many years of productive farming and his wealth. He envisioned America as potentially greater than it was and did what he could to make the promise of America a reality. He dedicated his entire adult life to the pursuit of reason that government should serve its citizens and not be their master.

Thank you Mr. Jefferson!

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Are You Part of a Team or a Group?

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Ten Ways to Build a Winning Team

Just because people happen to work together in one department does not mean they make a team. They may be merely a group. Groups seldom achieve great things. Just imagine if a football team consisted of people who did not compensate for each other’s weaknesses, did not have a common strategy known to everyone, and did not really want to play together. You can easily predict the results they would get.

Many groups have learned to become teams that produced breakthrough results. Here are ten ways to do it:

1- Make sure the team has a challenging goal to achieve, and that all team members understand it and are committed to it.

2- Provide the necessary training to master the skills needed to achieve the goal.

3- Stay the course even when things are tough. Keep all eyes on the ball.

4- Resolve conflict before it distracts people and splits the team.

5- Measure the team’s progress, and make the score known to all.

6- Ask team members for their input and find out what they need to win.

7- Encourage diversity of work styles within a shared dedication to the goal.

8- The coach is to motivate and guide, but not hold players’ hands.

9- Give recognition to both efforts and accomplishments, and keep everyone motivated.

10- Celebrate small wins along the way, until you achieve the big one.

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Now, Discover Your Strengths - The Strengths Revolution

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“We wrote this book to start a revolution - a Strengths Revolution”

These were the opening words of the book “Now, Discover your Strengths” by Marcus Buckingham and Donald O. Clifton.

The premise is that businesses (and people) are built on two faulty assumptions:

1. Each person can learn to be competent in almost anything.

2. Each person's greatest room for growth is in his or her areas of greatest weakness.

The authors offer alternative assumptions that sure make sense to me:

1. Each person's talents are enduring and unique.

2. Each person's greatest room for growth is in the areas of the person's greatest strengths.

Not only does it make sense, they back it up with years of research, hundreds of thousands of surveys (they are from the Gallup Organization, after all) and neuroscience to prove their assumptions.

People progress more rapidly in their areas of greatest talent than in their areas of weakness. Yet too many training and development approaches focus on making improvements in areas of weakness. How many performance reviews have you been through where the main topic of conversation was the areas in which you performed poorly and how you can get better in those areas?

Now imagine if your focus was on the areas in which you excelled - and on excelling even further in those areas.

This is the basis of a Strengths Based Performance program.

Rather than spending time and energy on boosting sub-par performance areas to an acceptable level (and ignoring areas of excellence). We do better by spending a majority of time enhancing the areas in which we are already strong.

This is not to say that weaknesses are ignored, but rather that we try to find ways to work around them. For example, we may be able to overcome our weaknesses by using our strengths (a common theme in a business SWOT analysis). Or we may be able to overcome weaknesses by partnering with someone who is strong in those areas. Or, we may be able to just stop doing those things we're not good at.

A very valid example offered in the book is that of Tiger Woods. Unknown to me, it seems that, although Tiger may be one of the best golfers to ever play, he's one of the worst at hitting a ball out of a sand trap. A true weakness for a golfer. But do you think that Tiger spent all of his time with his coach learning to better hit the ball out of a sand trap? No, he spent most of his time bettering his drive so as not to hit the ball into the sand trap in the first place. Using his strength to overcome his weakness.

Picture what would have happened if Tiger spent most of his time working on that sand trap. He'd probably get better at it. Maybe even good at it. But never great at it. And while he's spending so much time and energy on something he's not great at, he's not spending time on something that he can be great at. Thus, he becomes a mediocre golfer. Good at many things but great at nothing.

This is what we constantly do in our businesses and in our lives. We spend too much of our energy trying to fix what's wrong rather than building on what's right - and we become mediocre.

Not only do we not excel, we loose interest, we loose passion - because we're spending so much of our energy on things we're not good at and, most likely, don't like doing.

Now, imagine working every day at that which you are best; at that which matches your personal style and your inborn talents; at that which energizes you and utilizes your best strengths.

Organizational and personal development must center on talent, values, and personality. By discovering each person’s strengths, incorporating them into their daily activities, and working around their weaknesses, each individual can achieve undiscovered performance and satisfaction, become fully engaged in their work, and add to the accomplishments of their organization at levels far beyond current expectations.

Employee enthusiasm, commitment, personal responsibility, and accountability are crucial elements to the success of any business. Engaged employees are builders. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion, they have an instinctive bond with their company, and they drive innovation and move their organization forward.

A successful performance management plan is directed towards the individual and is centered on individual strengths. By developing plans and actions geared to drive up intrinsic motivation, and thus engagement, you will obtain your goals and reach new levels of success.

It's time to change. It's time to join the Strengths Revolution. It's time to start imagining what we can achieve when we focus on what we're good at, on our strengths and talents.

It's time to be great!

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Leadership In Action - Charésumé: Résumés of Distinction

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Mrs. Karen Huller exemplifies leadership as she embarks on a new endeavor...

With years of experience, talent, and a proven record, Karen Huller has left her 9 to 5 job to start her own business -- Charésumé.

Charésumé is a résumé writing service. But Karen takes it beyond the typical services offered by others. With Charésumé you can not only get superb help with your résumé and cover letters, but also invaluable advice and coaching on job search tactics and interviewing strategies.

Karen can help you “uncover your strengths, skills and personal traits that fit your perfect job and how to present them to potential employers within a finite amount of time with the confidence that hiring managers seek and need.”

Karen is one of the founding members of The EarthAsylum Leadership Circle and we couldn't be more proud - both of her past accomplishments and of her future outlook.

And what can we learn as leaders from Karen? Here are just 10 traits that Karen models on a daily basis:

Have vision.
Demonstrate integrity and trust.
Take (and manage) risks.
Lead a balanced life.
Build relationships.
Shape and show the way.
Take responsibility.
Stay true to yourself.
Continually learn (and teach).
Deliver value.

To learn more, visit www.charesume.com

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Think About What You Think About!

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Do you ever think about what you think about?

This, in fact, is the most important thinking you can do. If you think about a lot of negative things; worries, fears, failures, unfairness, conflict, frustrations, sorrows,... then these negative thoughts will form your inner world, and eventually your whole world.

But if you think a lot of positive thoughts; dreams you want to achieve, possibilities you entertain, great projects you want to work on with others, and solutions for problems around you, these thoughts will create a positive world of possibilities for you.

Abraham Lincoln concluded that, "Most folks are as happy as they make their minds to be." So make sure that, from time to time, you think about what you think about.

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Coffee Break

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Greed is a bottomless pit which exhausts the person in an endless effort to satisfy the need without ever reaching satisfaction.

--Erich Fromm

Leadership is daring to step into the unknown.

--Stephen Hawking

If we should deal out justice only, in this world, who would escape? No, it is better to be generous and, in the end, more profitable, for it gains gratitude for us and love.

--Mark Twain

Life is not a static thing. The only people who do not change their minds are incompetents in asylums, and those in cemeteries.

--Everett McKinley Dirksen

Without organization and leadership toward a realistic goal, there is no chance of realizing more than a small percentage of your potential.

--John Wooden

Desire is the starting point of all achievement, not a hope, not a wish, but a keen pulsating desire which transcends everything.

--Napoleon Hill

The only people with whom you should try to get even are those who have helped you.

--John E. Southard

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About The EarthAsylum Leadership Circle

The EarthAsylum Leadership Circle is a business networking, support, and educational association started in January 2006 by six friends and family members who wanted a way to develop their own and other's leadership abilities.

We strive to understand and develop leadership skills and talent in a way that transcends trends and looks beyond short-term goals. We see our mutual role as supporting individuals and organizations in achieving effective and transformational leadership through life affirming and supporting practices.

Find out more at www.EarthAsylum.org...

Also, discover the EarthAsylum Fusion network -- an on-line, interactive forum for news, articles and discussions.

Find out more at www.EarthAsylum.net...

The EarthAsylum Leadership Circle has a lot to offer to its members, and each new member adds to that offering. Please consider joining us. We value your knowledge, insight, and participation.

Download Our Flyer (4pg PDF)

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From The EarthAsylum Leadership Circle Newsletter

July 1, 2006Volume 1 - Issue 2

in this issue

Leadership Lessons From the Life of Thomas Jefferson

Are You Part of a Team or a Group?

Ten Ways to Build a Winning Team

Now, Discover Your Strengths - The Strengths Revolution

Leadership In Action - Charésumé: Résumés of Distinction

Mrs. Karen Huller exemplifies leadership as she embarks on a new endeavor...

Think About What You Think About!

Coffee Break

About The EarthAsylum Leadership Circle

eac::Framework is a lightweight PHP & JavaScript framework for Web 2.0 Applications and E-Commerce systems.

July 1, 2006
Volume 1 - Issue 2