Theory vs. ExperienceVideo / Produced by The High Calling
Sometimes being in a leadership position means stepping back and looking at the big picture. Having this kind of vision is part of being an effective manager. However, it is precisely because this vision is so necessary that we have to make a conscious effort not to get stuck in it, and so lose sight of the real people involved. A strong platform for leadership is built on a thousand small decisions and interactions; effective relationships, not just big ideas.
God has a vision for His creation, too—but He also cares about every root, branch, and bird. Sometimes we have to remember to do the same, in our work and in our lives.
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TRANSCRIPT: In 1974, Dr. John Coleman was president of Haverford College. He had written several books on labor relations. That year, for his six-month sabbatical, instead of hitting the speakers' circuit, Dr. Coleman took an unusual path: He spent two months digging ditches . . . two months in a kitchen . . . and two months as a lumberjack.
He said he learned more about labor relations from ditches, pans, and lumber camps than from all the books he'd read or written.
This is Howard Butt, Jr., of Laity Lodge. John Coleman's eye-opener reminds me—the higher we rise in any field, the more we must spend time at the ground level: with employees and customers. Theories pale in the light of hands-on knowledge . . . in the high calling of our daily work.
Take my yoke upon you and learn from me, for I am gentle and humble in heart, and you will find rest for your souls. (Matt. 11:29)