Monday Morning Meditation #30: Lead As Jesus Would

As I read about the successors to Solomon in the middle chapters of the book of I Kings, a clear pattern emerged: not only did these kings sin, but they also caused Israel to sin, much in the manner of Solomon sinning and causing Israel to sin at the end of his life, an act that caused God to be angry with him. With Solomon, it began (in earlier chapters of I Kings) with Solomon's taking of foreign wives against the commandment of God, a command with which God had sought to prevent Solomon being converted to foreign gods through the love of foreign wives and concubines.

Reading: I Kings 15: 33-34
Meditation: It may seem like a bit of a stretch to apply this history to modern leadership, but since modern leadership is the stuff of my every day life, I do see parallels and lessons nearly everywhere, including in I Kings. As was written about Baasa, he "did that which was evil in the sight of the LORD, and walked in the way of Jeroboam, and in his sin wherewith he made Israel to sin," so can it be that leaders of all sorts do evil in the sight of the Lord and in their sin make their followers to sin.

As a senior leader, it is easy to forget the influence that one has over the thinking and beliefs of one's subordinates. More than one display of anger, and some junior leaders will consider that heavy-handed approaches are permissible ways to manage. After all, it is easier to demand and to be angry when one's demands are not met than to share governance, listen patiently to someone you just know is wrong, and to compromise when you just know you are right. A lax interpretation of rules and regulations for self benefit tells both junior leaders and employees that cheating is okay if it is only "a little thing." Remembering that deeds speak louder than words can keep one from self-exemption in acting in accordance with moral and ethical standards especially when one thinks one is not being seen. It is much like with our children. If our words and deeds do not match, our children are more likely to emulate what we do than to follow the principles we hope to inculcate in them through education.

It is far easier than we think to lead those who follow us astray, whether that be astray from moral standards, scrupulous adherence to regulations, or willing obedience of God's commands and taskings. For that reason, I ask God to help me at the beginning of every day (often several times during the day as events unfold) to keep me not only from hurting anyone but also from leading anyone astray. I also ask that His love flow through me and splash onto those around me, that both my words and deeds honor Him, and that I set the kind of example for junior leaders and employees that He would have me set. (Of course, even with God's help, I do not always succeed for human emotions intervene from time to time, causing me to forget to refer the given situation back to God.)

In trying to lead as God would have me lead, I find two sources of leadership development helpful. One is the Bible. Just as the passage from I Kings can provide excellent guidance, so can much throughout the Bible -- those situations where leaders excelled and those where they failed. There is another book that I have found to be quite helpful and that I recommend to any leader: Jesus on Leadership (C. Gene Wilkes). For leaders who are not Christians, a very similar book is put out by the Greenleaf Center, The Case for Servant Leadership (Kent Keith, the author of the Paradoxical Commandments that Mother Theresa loved, otherwise known as "Do It Anyway"); while foot-washing is not mentioned in it, it does reflect principles that God taught to leaders and hoped and expected from them throughout the Bible.

These books help me a lot. God (and prayer) help me even more. And the rest I mess up all by myself -- and go running to God to help me fix it!

And that is far as I can go with you this Monday morning. I must retire to prayer to continue to ask for guidance every minute of every day as I interact with junior leaders and rank-and-file employees, to repent for those times that I have set a bad example, to thank God for so often setting straight with my employees what I do wrong, and to give praise for the way in which He leads me and my subordinate leaders to assist and support those who work for us, the ways in which he ensures that we do not harm any of them exceedingly much, and the way in which He has brought much spirituality into our workplace. After that, I will spend time in contemplation, my favorite part of the day, letting God take over the direction in which my relationship with Him moves.

I will now leave you to your prayer and contemplation, but first, I would like to bring to your attention a Monday morning prayer post that you might enjoy:

Fr. Austin Fleming, priest of the Archdiocese of Boston and pastor in Concord, Massachusetts, posts a prayer each Monday morning that he calls "Monday Morning Offering." I enjoy his prayers very much. I hope you also will find them inspirational. He has graciously given me permission to include a link to his blog on my Monday Morning Meditation posts.

For additional inspiration throughout the week, I would point out two sets of blogs: (1) the list of devotional blogs that follow the enumeration of Monday Morning Meditations on the sidebar of this blog and (2) my blogroll, where I am following a number of inspirational priests and writers about spiritual matters. I learn so very much from all these people. I highly recommend them to you.

Work and Spirituality

I read a post today on Catholic Spiritual Direction, a wonderful blog, listed on my blogroll in the right sidebar, to which I would refer anyone interested in very insightful posts on living a godly life in today's world. The question a reader had posed was "how do I deal with issues of advancement and self-promotion at work?" The answer was splendid, and I suggest you wander over there to read it.

I have often commented on work issues on 100th Lamb, and its predecessor blog, Blest Atheist. As with anything else, if one lets go and lets God, as the saying goes, work goes better. One does not need to tout one's accomplishments. God will ensure that they become known and noticed when that is important, and otherwise it is not important. Among the things that I have noticed when it comes to inviting God to take over my work life are the following (far from a full litany of benefits and blessings):

(1) Servant leaders become powerful leaders even though that is not their intention. Jesus showed us the way to be good servant leaders when he washed the feet of his disciples. I ask of those managers who work for me that they think constantly of when the feet of their employees need washing and to tend to that task with alacrity. Recently, a would-be leader who had run into some complications with his team members asked me as someone he considers his mentor how to handle the situation, and I told him he needed more humility, to throw his inflated ego in the trash because it was doing him no good, and forgive those who were creating problems for him. Oh, he found that hard, but he tried all of it. He even sent me a self-learning plan for developing humility, at which point I called him to my office to explain that one does not achieve humility; humility simply comes as a result of something that is so easy that is almost impossible for some people: always put others first. Others can say whether or not our actions are examples of our humility; we cannot begin to measure our own level of humility without being arrogant about it. A strange characteristic this humility! But so desirable!

(2) Power grows the more you give it away. This fact is one of the most counter-intuitive realities with which immature managers must cope. Most new managers want to hang onto power. They want their employees to defer to them, even sometimes to call them "sir" and "ma'am." They want overt respect. As a result, they get the titles, the overt behavior, and the public respect. What they don't get is the implicit respect that is not demanded but freely given, the love and support that comes with it, and the willingness to go the extra nine or ninety yards, as needed. I am tickled pink with employees who point out some shortcoming or inconsistency in my behavior. It means that we are working as a team, and teams are more powerful than individuals. I also notice that when both responsibility and authority are delegated to them, employees are willing to do whatever it takes to accomplish the tasking. In turn, if the manager asks them to do something that they would prefer not to do, they do it anyway, without grumbling, because of the bond between them. That is real power. The power that comes with position is multiplied a thousandfold when it is bestowed upon a manager not by his/her superiors but by his/her subordinates.

(3) Dealing with difficult people becomes easy, fun, and rewarding. I have said it often, and I truly mean it. I love difficult people. They are my greatest reward for being a manager. Watching a disaffected employee become a contributing team member produces one of the warmest fuzzies that any manager could ever want. I have very few difficult people among the 400 or so who work for me although four years ago when I began this position the division was considered riddled with difficult people. Now the division is called the "black hole" of our organization by the EEO office and by the Union because even people who used to practically live in those places, complaining about their supervisors and work conditions, no longer visit. They are happy contributors to their teams' work. Once a senior manager, who no longer works for me, asked how to deal with difficult people. I told him that the key was so simple that most managers won't use it: genuinely love them. He told me sorrowfully that he could not do that and not long after resigned. I replaced him with someone who could do that, and the 30 or more chronic complainers in that particular subdivision now appear in the corridors and at group meetings with big smiles. When the new manager first appeared, many stopped me in the hallway to thank me for the change in leadership. Now when they are unhappy about work conditions, they do not run to the Union or the EEO officials for help; they come to their supervisor.

(4) The workplace becomes a place of worship as well, a place where people are inexorably drawn and from which they do not wish to depart. Many a night I have chased people home with the words, "we work to live; we don't live to work." Actually, it is not the living to work that compels people to stay in the office after hours. It is the palpable presence of God in our workplace. Who would want to leave that? Once I had a manpower team from headquarters visit for a week for the purpose of determining staffing needs -- were we understaffed (yep), overstaffed (nope), or staffed just right (not that, either). After spending a week of visiting and talking to employees, during which the visitors had open access to everyone, thanks to a building schematic and names/titles of employees that I gave them with the invitation to go wherever they wanted whenever they wanted and talk to whomever they wanted. They did. The head of the visiting team came to my office at the end of the week, ostensibly, I thought, to talk to me about staffing levels. Instead, she told me that she wanted to talk about the atmosphere in the work place. "I have read about places like this," she said, "but I have never actually seen one -- where people love to come to work, support each other, and willingly remain to make sure that all tasks are completed and everything is ready for the next day. I wish I could work here." There is nothing to my credit in what she found. Rather, that is what happens when one lets God into the workplace.

(5) Moreover, once God is in the workplace, God does what God does best. Miracles happen. Chestnuts get pulled out of the fire by unseen hands. Cutting-edge and seemingly-impossible-because-no-one-has-ever-done-it-before work gets done with amazing ease. Where task and mission require, 48 hours of work finishes itself in eight hours. Pride in the accomplishment of the division and not in the accomplishments of individuals appears; employees give credit to each other, supervisors to employees, and employees to supervisors. People talk about God and even pray together -- in an institution where separation of Church and State is the norm, the expected, the required. The most amazing, though, are the real miracles. We have had several people literally on the brink of death who have reappeared in our midst. I have blogged before about some of them, among these being Jackie, who ended up with a blog clot in her lung and comatose after surgery but survived and will be returning to work, and Tareq, an Iraqi immigrant to the United States who suffered from cancer and heart failure and did eventually die but not before a miraculous post-surgery recovery that gave him an additional year at work and at home, a year he desperately needed to put his family matters straight and save the life of his son who had to be rescued from Iraq when he was personally targeted by insurgents. For all these people, we have had employees of several faiths praying together, our own little ecumenical world, where religious flavor and fervor come second and God and each other come first.

Well, this is not at all the post I had planned to write today, but the writing of it took on a life of its own, inspired by my reading of Fr. Todd's response to the questioner on Catholic Spiritual Direction, and here it now is. So, I shall post it. Tomorrow I will post what I had planned to put up today.

(Note: I know that the image is not entirely appropriate, but it is also not entirely inappropriate. I found it on the web and could not resist including it!)

Loving Impossible People

We all have them in our lives: the “impossible” people. They are cranky; nothing is ever right; we are a bad relative or bad boss or bad neighbor whenever we do something that is not quite to their liking; they don’t seem to bond well with colleagues in the work place; they resist new ideas or assignments that they do not like; they may approach us in passive-aggressive ways. I am sure that you have met your share of such people, as have I.

At least in the workplace, I adore them! I seek challenge, and they give me what I seek. Meister Eckhart says that there is a God-seed (a little bit of God) in everyone, and I can see that buried deep down in these “impossible” people. I love watching that seed take root and grow. It makes me feel part of a miracle.

For example, one day at work I noticed that some of my favorite “impossible” people were extra cranky. Food and attention, I have found, usually help in these situations (just as they do with cranky kids – I am convinced that mothering 7 children has immensely helped me to mother my current 307-and-expanding staff). So, I ran out and bought several packages of oreo cookies, dumped them into a big bowl, and began the management-by-walking-about effort to deliver the cookies to each employee personally – not just the cranky ones, but everyone who happened to be in the office and not traveling (60% or more of my staff travels regularly). It took all morning, and my paperwork languished, but I enjoyed catching up on all their stories as they munched on their cookies. First, I enjoy stories – the more the better. Second, their stories tell me a lot about them, and especially with the “impossible” variety of employee, I find some insight into how best to manage them. On the oreo morning, we had a very important visitor from our headquarters, who had dropped in to work with one of our teams. Oops! I had forgotten about that, so when I came upon that team, I offered him a cookie, too. At the end of the day, I ran into him as he was leaving and asked him how his day had been. He offered that it had become “much better after the cookie!”

The “impossible” people returned the favor, as they generally do. One of the teams invited me to their ethnic lunch, in this case, some of my favorite Arabic food. These “impossible” people (and a lot of “possible” people) regularly bring me food (I think that they are convinced that I cannot cook, and they are not far from wrong), invite me to their social events (weddings, birthdays, picnics), scold me when I am ill and don’t see a doctor, and jump in without asking to help when I am attempting some physical work that looks to be beyond my capacity. “Why are you so good to me?” I have asked them upon occasion, and the answer is always the same: “Because you love us.”

Once a middle manager who worked for me asked me how I dealt with difficult people, and I told him that he would not like the answer: you have to love them – sincerely, not just pretend to love them (although sometimes initial pretense leads to eventual sincerity). I was right. He did not like the answer. He looked at me sadly and said, “I cannot do that.” In that case, I fear that he will always be surrounded by difficult people.

There have been times when I ignore my own advice, when I get caught off-guard, when I stupidly forget about the God-seed. That happened recently. A very troublesome employee had signed up to see my boss during his open-door hours. He called and asked if I knew what might be the topic. I could guess at a dozen possibilities since she was always complaining about her manager (who worked for me), her assignments, her seemingly slow raises and promotions, concern that management did not understand how far superior she was to everyone else in her division, even the fact that she was expected to come to work on time and put in a full day. I suggested to my boss all the things that came to mind and added several negative comments about the difficulty of supervising her. My boss called after the meeting and told me in a somewhat curious tone, “All she wanted to talk to me about was to tell me how kind you are.” I am glad it was a phone call because I know my face was red with shame.

The most important thing about that event? I lost out on being part of the miracle of seeing the God-seed grow a little more. My boss saw it, but my head had been in the sand that day – and when our heads are down in the sand, all we can see is dirt.

The Plant

Another goodie from the Internet sent to me by my brother. I have no idea where he finds these!As for this and other stories like it, I find that I can always use them at work for leadership training. Certainly, anyone who has been in a leadership position has had parallel kinds of things happen as happened with the retiring CEO and the young managers. As a leader, I always look for the Jims -- I don't find them as often as I would like.

A successful business man was growing old and knew it was time to choose a successor to take over the business.

Instead of choosing one of his Directors or his children, he decided to do something different. He called all the young executives in his company together.

He said, "It is time for me to step down and choose the next CEO. I have decided to choose one of you." The young executives were shocked, but the boss continued. "I am going to give each one of you a SEED today - one very special SEED. I want you to plant the seed, water it, and come back here one year from today with what you have grown from the seed I have given you. I will then judge the plants that you bring, and the one I choose will be the next CEO."

One man, named Jim, was there that day and he, like the others, received a seed.He went home and excitedly, told his wife the story. She helped him get a pot, soil and compost and he planted the seed. Everyday, he would water it and watch to see if it had grown. After about three weeks, some of the other executives began to talk about their seeds and the plants that were beginning to grow.

Jim kept checking his seed, but nothing ever grew.

Three weeks, four weeks, five weeks went by, still nothing.

By now, others were talking about their plants, but Jim didn't have a plant and he felt like a failure.

Six months went by -- still nothing in Jim's pot. He just knew he had killed his seed. Everyone else had trees and tall plants, but he had nothing. Jim didn't say anything to his colleagues, however, he just kept watering and fertilizing the soil - He so wanted the seed to grow.

A year finally went by and all the young executives of the company brought their plants to the CEO for inspection.

Jim told his wife that he wasn't going to take an empty pot. But she asked him to be honest about what happened. Jim felt sick to his stomach, it was going to be the most embarrassing moment of his life, but he knew his wife was right. He took his empty pot to the board room. When Jim arrived, he was amazed at the variety of plants grown by the other executives. They were beautiful -- in all shapes and sizes. Jim put his empty pot on the floor and many of his colleagues laughed, a few felt sorry for him!

When the CEO arrived, he surveyed the room and greeted his young executives.

Jim just tried to hide in the back. "My, what great plants, trees and flowers you have grown," said the CEO. "Today one of you will be appointed the next CEO!"

All of a sudden, the CEO spotted Jim at the back of the room with his empty pot. He ordered the Financial Director to bring him to the front. Jim was terrified. He thought, "The CEO knows I'm a failure! Maybe he will have me fired!"

When Jim got to the front, the CEO asked him what had happened to his seed - Jim told him the story.

The CEO asked everyone to sit down except Jim. He looked at Jim, and then announced to the young executives, "Behold your next Chief Executive Officer! His name is Jim!"

Jim couldn't believe it. Jim couldn't even grow his seed.

"How could he be the new CEO?" the others said.

Then the CEO said, "One year ago today, I gave everyone in this room a seed. I told you to take the seed, plant it, water it, and bring it back to me today. But I gave you all boiled seeds; they were dead - it was not possible for them to grow. All of you, except Jim, have brought me trees and plants and flowers. When you found that the seed would not grow, you substituted another seed for the one I gave you. Jim was the only one with the courage and honesty to bring me a pot with my seed in it. Therefore, he is the one who will be the new Chief Executive Officer!"


* If you plant honesty, you will reap trust.

* If you plant goodness, you will reap friends.

* If you plant humility, you will reap greatness.

* If you plant perseverance, you will reap contentment.

* If you plant consideration, you will reap perspective.

* If you plant hard work, you will reap success.

* If you plant forgiveness, you will reap reconciliation.


So, be careful what you plant now; it will determine what you will reap later.

Tickled Pink with Embarrassment

I spend a fair amount of time teaching the principles of servant leadership to new managers and working with all levels of managers on implementing my leadership policies of servant leadership, reverse evaluation, and shared governance. I try very hard to practice what I preach, and I ask God for help every day. However, it is not easy to practice what you preach when it is in the area of servant leadership.

Like anyone else, I am vulnerable to stress upon occasion, and currently there is an inordinate amount of stress as we are poised for explosive growth. Right before Christmas, we reached the zenith of need for new personnel to be identified and the hiring process started and a nadir of activity. Learning the latter, I went in search of the manager of a particularly needy division and found his door locked. The associate manager told me that he was on vacation. I sort of remember approving the time off, but that was much earlier and before we knew that we would need globs of new people in January and February. I was furious that he would take vacation without having completed the hiring that needed to be done and without even bringing me up to date about it.

"Please call him in," I instructed the associate manager, "and, unfortunately, you will not be able to take vacation next week as you planned; no one can be away until we have an adequate number of personnel for the taskings that will appear right after Christmas." After that and until the manager showed up, I proceeded to take over the hiring process for one of the understaffed programs among several growing ones in this particular division, looking over the resumes and recommendations of applicants, and setting the program director about arranging interviews.

I understood from interactions after his arrival that the manager was upset, but I did not know how much until he sent me a note on Christmas Eve, telling me that he had been too distressed to attend Christmas Eve Mass with his family. I wrote back, urging him to go to Christmas Day Mass, that we could discuss issues of work at work on Monday, and that God can often put right what man has messed up. The short story is that he did go to Mass, and he said it brought him some inner peace

After everything had quieted down and we had all returned from the New Year holiday, I had a chance to talk to the associate manager about training some of the new supervisory staff brought in for some of the projects and emphasized the need to help them understand the concepts of servant leadership.

"Let me ask you a question," he said. "Do you consider your behavior last week appropriate to the servant leader model?"

When I queried what he meant, he referred to my calling in his boss from vacation and those rather difficult days between Christmas and New Year when we all had to work.

"Was there some kind of resentment about being called in from vacation?" I asked.

"No," he replied. "It was your reaction."

"Was I rude?" I am not without the capacity to be rude, never intentionally, but, you know, in a work world, things you don't want to happen do happen.

"No, you were polite," he said. "It was your body language. We could tell that you were angry with us and that made it difficult to work as effectively, well, certainly as efficiently."

I had not even realized how I had let that stress level take me over and then splash onto them. The associate manager was right; it was not a good example of servant leadership. Every day I begin my morning prayer by asking God to prevent me from harming anyone. Hm...I guess I was not listening to God that day. I wonder how many times He tried to reach me!

The conversation with the association manager reminded me of the time that 12-year-old Lizzie, having started a course in psychology at Northern Virginia Community College under a gifted student option, sat me down at the kitchen table and said, "Mom, we must talk."

"And what must we talk about?" I asked her.

"Your disciplinary techniques," she replied.

"And what is wrong with them?"

"Well, Mom, they are pretty haphazard, chaotic, and really nearly nonexistent."

"What do you mean?"

"Well, for example, when you punish us you should not expect us to remember that we are being grounded or doing some other punishment. You should remember, too!"

Guilty as charged, I supposed she was right, and she left, happy that I seemed to understand the error of my ways but not at all convinced that I would be able to change. She was right on both counts.

I hope, though, with my managers that, with God's help, I can change.

Back to the associate manager, he was clearly aware of my willingness to discuss the situation with him, both from the point of view of appropriateness on my part and as an example of how managers should not handle stress. He was, though, very unlikely aware of my real emotional reaction. I was tickled pink that he was not afraid to address the issue with me, to tell me how what I had done made him feel, and to suggest how I might better have handled the situation. So, in spite of the somewhat embarrassing and uncomfortable feeling I had from not having practiced what I preached, I had something important: proof that I have indeed established an ambiance of servant leadership; otherwise he would not have presumed to correct my behavior.

Should I have had any doubt about that, the morning after came the clincher. I apologized to the manager while it just happened that the associate manager was in the room. The manager accepted my apology with grace: "We have to work together as a team, or we will never survive this avalanche of new tasks." Just exactly what I have been teaching (but apparently not quite so well modeling)!

I am very proud of my managers although I am less proud of myself. Perhaps what happened was a gift from God in spite of my not listening to Him very well that day. I was given the opportunity to develop greater humility. And that is always a useful and needed opportunity.

Thankful Thursday #4

This week has been full of high drama, trauma, and, of course, stress. As we move forward rapidly at work to fill the 100 new positions (yes! in this economy, this is great!) created in fields where it is very difficult to find people with the rare skills needed for somewhat esoteric positions, my boss, in very uncharacteristic fashion, has been attempting a level of micromanagement that I have never seen from him before. The most difficult part is that he will make a decision, step in and do the work, and then we will have to re-do it appropriately because he does not know all the needed details and makes mistakes that would put egg on his face if we did not quietly smooth out the wrinkles. He also took one of my subordinate supervisors to task for a relatively small error in judgment. I stepped in, told my subordinate not to respond, and then finessed the situation with my boss and afterward calmed the anxiety of my subordinate. I understand my boss's need for a sense of control right now: in the last five working days, we have had three videoconferences about the new, high-profile projects with our headquarters in Washington. Whether we succeed or fail, the international fallout will be significant. I prefer, of course, to succeed, and I feel confident that my folks can manage things if we are allowed the breathing space to get done what we need to do. At least, I thought that until I found out this morning that two key players had gone on leave without pushing through the hiring papers for people who need to begin work on January 4, leaving only a new semi-senior manager without the know-how to finish them up. I had no alternative: I called them both in off leave. Yep, drama, trauma, and stress!

God has blessed me with a great deputy and great senior managers -- people who are both competent and with whom I can speak freely and share both my emotional state and my spiritual dependence on God. I told my deputy this morning that sometimes these days the only way I make it through the day with my sanity, compassion (most of the time), and humor intact is through constant prayer. "Unceasing prayer," he responded. "Me, too."

That is precisely what I am grateful for this week: the people God has put into my life. Not only do I have competent people at work to whom I can delegate work and with whom I can defuse stress, not add to it, but also people who love and obey God and with whom, even in a secular work environment, I can talk about spiritual matters. They all are just fine with God coming to work with us -- and God does. I/we otherwise would not be able to accomplish what I/we do.

Beyond work, there are many wonderful people in my life who help God to keep me focused on the important things, including you, my blogger friends. Among the "locals" in my life are the members of my Monday night prayer group at the mission. The founder of the prayer group retired from directing it last year and asked me to take it over. Not feeling sufficiently competent to do so, I approached a friend who is a spiritual director to co-direct. I manage the logistics for which my extroversion is useful in organizing people, motivating them, and keeping them involved. He handles the content, and I learn from him just as much as everyone else does.

Then there is my life itself, for which I am highly grateful to God (even for the "messy" stuff like the horrific abuse during my early years for all that made me what I am today and developed an attitude of fortitude that I needed for the years I spent providing consultation in 23 countries to ministries of education, institutions, and organizations, for all the advocacy I had to do for my own children and the others, such as Shura, who came into my life, and for adequately supporting my subordinates in times like these when they are treated less kindly than one would like by nervous leaders in our organization.) The film, Joyex noel (highly recommended for Christmas season watching), which our prayer group, having gathered at my house for potluck, prayer, and a movie, watched this past Monday made me realize how God has filled my life with wonderfully special moments. In the movie, soldiers from three warring countries, who are dug into trenches a few hundred yards from each other, call a truce in order to celebrate Christmas with songs, mass (conducted by the Scottish chaplain), and burial of their dead. Sworn to be enemies by their governments, they become friends.

Likewise, years ago, during the Cold War, of which my daughter Lizzie and I are veterans, I contributed one drop in the river of peace that we now somewhat tentatively enjoy, or so I would like to think. At the time, being an American Army officer, I was the sworn enemy of the USSR. Over time, I came to know the Russians well and ultimately completed my PhD in Moscow. Ironically, it was the Russians, not the Americans, who enabled me to finish my education. So, sitting at a table with the vice-president of the Humanities University in Minsk, Belarus in 1993, I was flabbergasted to meet an enemy. Yes, truly, an enemy. You see, the vice-president had been an officer in the Red Army during the Cold War and, as such, was my sworn enemy. After the shock wore off, just like the soldiers in the film, Joyeux noel, the vice-president and I became friends. (A fuller version of the story is here on my Mahlou Musings blog.) To be allowed that encounter was extraordinary. The two of us found ourselves in one of those moments that can only be described as "larger than life." God has a way of moving us beyond the narrow confines of our daily routines, giving us a glimpse of His humanity untouched by the taint of human selfishness, governments' focus on self-continuation, or the silly-but-destructive hatred borne from fear of people who are not like us ethnically, racially, or religiously. For a brief moment in 1993, God let the two of us sense something beyond limited human existence; he let us see a bit of the divine in each other, that little God-seed that Meister Eckhart says is within each of us. That is something we both will remember forever and for which we will be eternally grateful.

More information about the Thankful Thursday meme can be found at the website of Grace Alone.

Day of Flowers

At work, we have some training programs, some of them quite long, that I oversee -- well, ultimately oversee. There are a few layers of supervision between me and those programs. In spite of those layers, I continue a practice that I began 20 years ago when I was a dean. At every graduation, I give flowers to the teaching team. I don't care whether the students did well in the course; I don't care if the students were happy with the course. These issues will come up later in program reviews and making changes is the responsibility of the immediate supervisors who are responsible for these programs. The flowers I give are for the effort, to let the teachers in these programs know that I notice and I care.

The teachers love these flowers and look forward to them. I usually send them with a handwritten "congratulations" note. If I can take them to the teaching team personally, I do, but far too often I am tied up and cannot. So, I send them via my admin assistant. No matter how the flowers are delivered, the teachers are also grateful. You would think that I had given each a significant award, but no, they are just a few fragrant flowers. Even the male teachers like them. They have become such an important part of the graduation process that I have my admin assistant purchase them for me if I am traveling and will be missing graduation.

Today was graduation. I was not traveling, so I was able to attend and give closing remarks. Closing remarks are always easy. The best closing remarks are brief. I know that. The graduation is essentially over, and I certainly don't want to stand between the graduates and their parties. So, today, as always, I kept my remarks brief. Then I had a chance to interact with the teachers and their graduates. Some of the families were present, as well.

So, it was a good day. (Not all days are quite so pleasant.) We celebrated the good efforts of teachers and their students. The teachers smiled with pleasure at their flowers. And then I went on walkabout.

Walkabout is one of my management practices (when I am in town). I take about an hour and talk to as many employees as I can. I usually concentrate on one section at a time and ultimately over a month or two I reach nearly everyone. I always take cookies with me. The sugarfree kind because so many of our employees are diabetic. Living in the Middle East taught me to take a gift when I call on people. It is not the cookies that matter; it is the attention. I was able to make it through two sections on walkabout this afternoon and yet have time not to hurry any one conversation. Oh, I enjoy the walkabouts as much as my employees do. I also learn a lot. People volunteer all kinds of information when they have a cookie in hand!

So, today was just one of those days, one of those good days! To make it even more perfect, I was even able to catch noon Mass at a small church near my office. I hope that you all had as happy a day today as I did, and if not, I will pray for a perfect tomorrow for all of you!