I’ve been privileged to spend time around senior business leaders and some government officials. I pay attention to what they’re reading. You’ll see leading newspapers like WSJ and NYTimes. You’ll see a few of the recent “trendy” books that have especially good recommendations. I’ve often seen religious books — the Bible, Talmud, Buddhist, and Hindu Vedic texts most commonly. What intrigues me are the frequent instances of leaders reading biographies.

I suspect these leaders are operating in a world of problems which don’t have easy solutions. Yet we instinctly understand there are both spiritual dimensions to our challenges and we could learn by observing how other leaders handled the challenges in their time (whether well or not). When we realize that we’re beyond formulas and recipes, we turn to spiritual works and biographies.

Read biographies of people you admire, and a few you do not. This is not an exhaustive list of biographies I’ve enjoyed and benefitted by reading. I’m sharing in hopes you find something that piques your interest:

Titan (biography of John D. Rockefeller) — Ron Chernow
Benjamin Franklin – Walter Isaacson
Leonardo da Vinci – Walter Isaacson
The Last Lion (biography of Winston Churchill in 3 volumes) – William Manchester
Eisenhower in War and Peace – Jean Edward Smith
The Rise of Theodore Roosevelt – Edmund Morris
Theodore Rex — Edmund Morris
Team of Rivals – Doris Kearns Goodwin
Truman – David McCullough
John Adams – David McCullough
Alexander Hamilton – Ron Chernow
Robert E. Lee – Emory Thomas
Lew Kwan Yew: The Man and His Ideas – Kwang and Fernandez
Washington: A Life – Ron Chernow
Einstein: His Life and Universe – Walter Isaacson
The House of Morgan – Ron Chernow
Margaret Thatcher (authorized biography) – Charles Moore
Indira Ghandi – Inder Malhotra
Victoria: The Queen – Julia Baird
A Chance to Die: The Life and Legacy of Amy Carmichael – Elisabeth Elliot

Organizational leaders set policies, intending to shape behavior.  Policies will not change external forces outside the organization.  People both crave and resent organizational policies. The response to policies is often unexpected (both positive and negative).  History is replete with examples of failed policies and surprised leaders. 

There is a lesson about setting policies in the novel Dune.  Duke Leto tells his son Paul, “Give as few orders as possible. Once you’ve given orders on a subject, you must always give orders on that subject.”  Bureaucrats and administrators – with sincere intentions – tend of proliferate policies. 

The common trap for policymakers is forgetting that the real world, with actual people in a constellation of societies, in real economies, is a complex adaptive system.  Policies which assume otherwise will shred and decay.  Leaders continuing to wishfully believe that flawed assumption build policies on top of policies in desperate attempts to “fix” situations.

Let’s remind ourselves about the properties of complex adaptive systems (CAS), and then consider how best to design policies.

CAS cannot be accurately described by linear models with constant assumptions.  They do not mechanistically trend to a desired equilibrium.  CAS have high non-linearity.  They always contain elements that drive instability.  A CAS can be resilient but is not inherently predictable.  CAS are like biological systems, not car engines – we don’t even understand all the parts or how they relate to one another. 

Seven suggestions for thinking wisely about policies in a CAS world:

1. Consider the tradeoff between efficiency on one dimension, and sustainable resilience overall. Decide which problems you prefer to have.
2. Buffers, margin, and modularity can increase resilience.
3. Guard against the worst downside case rather than maximize one upside dimension.
4. Expect the unexpected.  Anticipate people “working around” a policy.  Think about leading indicators which give you time and space to adjust to an unwanted system dynamic.
5. Think in terms of scenarios; there is no such thing as a single point probability forecast for a CAS. 
6. Change a policy rather than “stacking” an additional policy as a “solution.” 
7. Accept that no policy is “perfect” because a CAS demands you work in terms of tradeoffs. 

The man next to me at my airport gate was watching CNN. He turned to me and said, “There is a scary divide in our country. How can we ever be unified again with this kind of idiotic politics going on?”

He’s not alone in his thinking. I’ve heard other concerns recently about divisions:

“The wealth inequality will foment an uprising.”

“Racism is worsening instead of getting better.”

“We can’t keep blaming everything on immigrants.”

“There is no middle ground for conversation anymore, so it’s safer to say nothing.”

“Religious nuts are making things worse. Some are the most dangerous people on the planet.”

But not every person, like my fellow traveler, laments the cultural divide. There’s an undercurrent in society that actually savors the chaos, uncertainty, media noise, and fear-mongering.

How can we help people get to the far side of this fear-filled chasm?

The church—humbly, with all its faults—is the singular institution in human history to bridge these divisions.

Here are seven reasons why the church (both the church “gathered” on Sundays and “scattered” throughout the week) is best suited for this role:

1. The church is called to model forgiveness and reconciliation, reflecting how we ourselves have been forgiven and reconciled to God through Jesus Christ (1:21-22). We will not heal the divisions between individuals and groups unless we first have reconciliation with God. Far too many people know nothing of forgiveness and mercy, which comes from no other source but God.
2. The dignity of every individual, being made in the image of God (imago dei), shapes the church’s decisions about governing, economics, business models, and justice. This dignity exists in believers and not-yet believers, even our enemies (5:43-44). The worth of every individual is the bedrock of Western civilization because of the historic influence of Christianity. The church speaks to justice without needing modifiers (social justice, economic justice, political justice) because we are a community called together by the Author of all justice.
3. Everyone in the church is a sinner saved by grace (2:8-9). Therefore, our faith and actions must be independent of wealth, class, gender, skin color, tribe, or nationality (Gal. 3:28). The ground is level at the foot of the cross of Christ and before the opened tomb. Our collective identity is in Christ (2 Cor. 5:17).
4. The church exists to exalt God and serve others, not ourselves. Each person is made for good work and, as Christians, we are to honor the use of the gifts we’ve been given and are stewards of the gospel message. We are not to abuse our gifts for our own self-promotion. The church relies upon the reliable guide of inspired scripture and the ongoing work of the Holy Spirit, which is a check against human pride and the damaging use of authority.
5. The church supports the family, which is the fundamental unit of society, and the vulnerable. No solutions to divisions can come without protecting and nurturing families and the vulnerable. Godly transformed hearts and minds put the interests of others first (2:4), especially the widow, orphan, prisoner, and the poor.
6. The church does not seek to supplant the role of government or the market. The church occupies its space in the human fabric, influencing the culture like salt (5:13) without demanding control of other spheres of power. The church does not deny the importance of tribal and national identities, yet in Christ, offers the citizenship of heaven (Phil. 3:20).
7. The church is global and also operates effectively at the local level. The church is demonstrably adaptable through centuries of technical, economic, and social changes. It operates on timeless principles under the direction of the Holy Spirit. The gospel message is universal and effective for all people in all times and in all cultures.

No economic or political organization has the design and capability to heal divisions. In fact, many other organizations by their nature thrive on divisions and separations.

Since the church is truly the best institution for bridging the divisions that plague us and keep us from peace, what can each of us do?

First, serve your local congregation. There is only one church, the bride of Christ (Rev. 19:7), but there are many congregations. God has equipped you to participate in this work of reconciliation with your gifts.

Second, pray that the church will have a powerful influence in all spheres of culture on decision-makers and leaders in every realm. Look up and ahead, focusing on God’s mighty power to impact leadership (Prov. 21:1), rather than on our human weakness. Know that you can have an impact by serving others where God has placed you.

Third, act on every opportunity to point people to Jesus. God invites us to participate in sharing the gospel and has prepared many hearts to receive him (John 4:35). The grace of God is endless and, therefore, we have endless room in the church.

God invites us to be ministers of reconciliation (2 Cor. 5:18-20). Please pray with me that the conversations in our communities will soon be full of praise to God for acting through his people to heal every division and hurt.

(Note: this is adapted slightly from my January 2018 article on tifwe.org)

What does the Bible tell us about “race relations” and living together well as people who come from many backgrounds, tribes, and nations? Christians must start with God’s revelation to us in His Word.

Every person is intrinsically valuable, made in the image of God (Genesis 1:27). Every person is “fearfully and wonderfully made (Psalm 139:14).

Because of sin, our natural inclinations are not in line with God’s ways (Genesis 8:21).  We need a transformed heart (Ezekiel 36:26) and mind (Romans 12:2) to be in right relationship with God and with one another (John 3:3).

The Bible speaks of families, tribes, and nations and the human race. This is remarkable and consistent with modern biological understanding that there is only the human race (technically: Homo sapiens sapiens).  

There are three themes which repeatedly show up in the Old Testament instruction to the nation of Israel:
1. Treat aliens and strangers well, because you were aliens and strangers in Egypt (e.g., Exodus 22:21)
2. Care for the poor and the vulnerable (“widows and orphans”) (e.g.,Exodus 23:11)
3. Judge justly, and promote justice. (e.g., Leviticus 19:15)
It is up to us to obey God’s instruction. God punished the people of Israel (and other nations) when they did not follow His instruction.  

Jesus emphasized the two great commandments: Love God, and love your neighbor as yourself (Matthew 22:36-40). We are called to love neighbors without regard to what they believe, or where they come from. This was a key point of the parable of the Good Samaritan (Luke 10:25-37). Loving ourselves properly is hard work; loving others properly is also hard work.

Jesus took his disciples into foreign territory (Samaria, and the Decapolis), not for a short-term missions experience, but a significant cross-cultural ministry strategy. He demonstrated God’s love and concern for these “foreigners.” He commanded his disciples to take the Gospel message from Jerusalem to Judea, Samaria, and the world. (Acts 1:8) This is a fulfillment of the overall Biblical message of God reaching out to the entire world, to all peoples, all cultures (see Isaiah 49:22 for one example).

The Church from it’s earliest days has wrestled with living as Christ-transformed people, each of us a work in progress, in multi-ethnic congregations worshipping one Lord. A significant fraction of the New Testament letters are about how to live with different people with a common identify in Christ. This new identity in Christ is a basis for cross-cultural unity.

Repentance (Matthew 3:8), receiving forgiveness (Matthew 26:28), and reconciliation (2 Corinthians 5:18) are beautiful elements in proper relationship with God and with others. These have to do with behaviors, not the immutable characteristics of our identity (e.g., it’s not a Christian idea to ask forgiveness for skin color or gender which is part of how a person was created by God).

Christians are commanded to submit to one another in love, out of reverence for Christ. (Ephesians 5:21, 1 Peter 5:5)  We fear and worship God, show appropriate respect to government, and honor everyone. (1 Peter 2:17) No one is justified in looking down at others (Luke 18:9-14, Romans 14:4).

The world will recognize Christians by how they love one another (John 13:35).  We love because Christ loved us first (1 John 4:19).

Living “in step” with the Holy Spirit will be a blessing to us and others, but is not a promise that people will create heaven on earth, or avoiding suffering and persecution(Matthew 24:9, 2 Timothy 3:12).   God’s creation — including us — is struggling in the current time and long for God’s restoration (Romans 8:22).  The return of Jesus will set everything right (described in Isaiah 61, fulfilled in Revelation).  

The Bible teaches that there are dark powers operating in opposition to the will of God (starting in Genesis 3:1).  Our enemies are the “principalities and powers,” not individual people (Ephesians 6:12). We must not be ignorant of these schemes (2 Corinthians 2:11). There are clearly forces at work which fuel hatred and discord for their purposes. God wins in the end (see Revelation).

God is sovereign and not surprised by anything. We do not understand the full extent or timing of His plans (Isaiah 55:9), but put our confidence in Him rather than ourselves (Philippians 3:9).  God is not confident in us, but perfectly confident in Himself working in and through us.

There may be no better summary of the characteristics of leaders than this, from the final instructions Paul gives at the end of 1 Corinthians:

Be watchful, stand firm in the faith, act like men, be strong. Let all that you do be done in love (1 Corinthians 16:13-14).

• Leaders are watchful – they observe, they stand guard against that which would destroy, they persevere. They study the world and perceive trends. Leaders anticipate dangers and opportunities.
• Leaders stand firm in the faith – they stand rather than wobble, they stand rather than run. Leaders stand on truth with a worldview giving them both purpose and courage.
• Leaders act in boldness and gentleness, influencing and shaping others around them. Leaders put others first. They lead from the front: “First in the attack and last in the retreat.”
• Leaders are strong – others can count on them. Leaders have enough strength to share and embolden others. Leaders protect and provide for others by using their strengths.
• Leaders do everything in love – they’re tough on issues and tender with people. The best leadership is love.

(Note: This was originally published at tifwe.org)

One of the currencies of leadership is trust.  Trust is measured in a ladder of relational connectivity to another person, from low to high:

• Human being (same species)
• Role or position power
• Reputation
• Fellow member of my organization (tribe, department, community)
• Prior personal experience – recency and frequency are significant factors

It takes time and investment to move from fragile trust to resilient trust that endures.  Covenants and contracts are social instruments which create a “structure” to help us move forward even in times of damaged trust.

Smart leaders also pay attention to the spillover effect of damaged trust.  Once burned and hurt, a person is likely to be more suspicious and less trusting in other relationship.  This calls for patient listening and a pattern of behaviors others will interpret as being trustworthy.

We observe a common pattern: Big accomplishment, some celebration, and then… a let-down.

It’s happened to Nobel Prize winners, sporting event champions, businesses, non-profits, adventurers, home buyers, job-seekers, and project leaders of every scale.  You hit the high, the pinnacle, the moment of acclamation.  You did it! The buzz is fantastic!  

Mike Singletary describes the depression that befell him in the weeks after winning the Superbowl.  He found himself saying “Is this all there is?  It doesn’t feel like enough” even as he was still signing autographs and posing for pictures with fans.  

I myself have learned to expect a post-event dip.  I need to especially guard myself in those periods from wallowing in disappointment and making dumb decisions.  I intellectually know that it’s not reasonable to feel like this but the practical reality is that I have and likely will. 

Teddy Roosevelt said it well: “Far and away the best prize that life has to offer is the chance to work hard at work worth doing.”

Every finish line is the beginning of the transition to the next race, the next adventure, the next opportunity to engage.  Yes, by all means, celebrate.  Deal intelligently and wisely with the likely feelings in the period afterwards. 

I almost always dislike trying new things, or doing something for the first time.

I love to eat familiar foods, but am not adventurous. When I’m in situations where it would “rude” not to eat something I employ the missionary prayer, “Lord, I’ll put it down if you keep it down.” This does not help my digestion.
I get anxious traveling to places I haven’t been before.
I don’t like playing new games against experienced players, because I don’t like looking like an idiot.
I start many things privately but give up before going public with them.
I’ve tried a few times with things like piano, learning Spanish, sketching – and quit because I’m not good instantly and everything feels awkward and difficult.
I experience a strong compulsion to change the topic when a conversation wanders into an area I know little about.
I can think of only a handful of times I liked a surprise.

Indeed, I’m loaded up with limiting behaviors. See how every item started with “I”? That shows part of the problem – being overly self-focused!

I shared this list with a colleague recently and she was floored. “But you write books! You’ve been all over the world! People think you’re brave.” All nice to hear, of course, but mostly proof that I’m a modestly good actor.

The discipline for me, and perhaps for you, too, is to act in spite of my initial preferences. The joy on the “other side” is worth discomfort now.

The place I have the most opportunity for growth is to stick with important new things long enough to get good. I need to get through the awkward stage by reframing it as a natural part of skill development. I need to stop letting myself off the hook with excuse after excuse – training, not trying.

There’s a small % of people who have a keen awareness of deep things, far different than the common mass of people who sleep-walk through life. They have a heightened awareness of what’s really going on in the world.

I think it’s maybe 1% of the population. (Yes, 62% of the population thinks they are in this group. It’s like 92% of people believing they are an above-average driver.)

I think it’s 1% of the population on a given day, in truth. I’m in that population some days, but not every day. I write that with some trembling.

It’s a gift.

I’ve read many biographies and accounts of these rare geniuses. For many, their gift was a terrible curse which led them to drinking and depression and self-destructive distraction. When you see clearly, you’ll see pileups of crap around glimpses of beauty.

What’s the cure for this curse? To see yourself as a steward of the responsibility. Run your race, not the race others make up for you. Work within your circle of influence. Work patiently. It’s a stewardship of adventure, so not every chapter is loaded with laughter and fun. Don’t go for numbness. Turn your face into the wind. Prevail.

The time has come: You want to apply for an open position.  

Open positions exist because someone has a problem (or set of problems) that need to be solved.  Your goal is to help them see how you will solve that problem.  Tailoring your resume takes effort, and it helps people see you being successful in a completely new role.  Far too many people use one resume for every position.  Be smarter.  If someone doesn’t choose to interview you, let it be for circumstances beyond your control, not the quality of your effort.

The purpose of the cover letter is to induce someone to look seriously at your resume.  The purpose of the resume is to persuade someone that you’re a fit for the open role and worth interviewing. 

Open secret: Hiring managers don’t like to work hard.   Therefore you need to create a path of low resistance by showcasing your skills and experience in a way that it’s easy to imagine you being successful in the position. 

Start with your cover letter.  It’s not enough to have some perfunctory, “I’d like to talk with you about this role, thanks, looking forward to hearing from you.”  Give one or two sentences in the cover letter that highlight how your experience is a fit to specific requirements.  Said another way, translate your work history into results-driving skills which match their need.  That entices them to look more carefully at your resume.

You resume must highlight results (quantification, quantification, quantification) that demonstrate relevant skills and experiences.  I’ve seen gobs of resumes which state “excellent project management and people management skills” but it’s just words without some evidence.   

Project management is a common skill requirement.  What quantitation could you include about delivering on-time, on or under budget, with what team size, to deliver what $$ or measurable benefit to the organization?  Was there any recognition for what was delivered?  These speaks volumes more to a hiring manager than “PM certified” statements without specifics.

If the open position calls for driving change, what’s in your history that demonstrates you’ve done it successfully?  What numbers and results back that up? 

If the open position requires influence without full authority (very common), what stories can you highlight that demonstrate your skill that can be believably reproduced in the future? Use numbers and specifics. 

Many roles require learning areas, and repeatedly developing new skills.  What could you call out from your role transitions throughout your career (again – quantitatively demonstrated) that showcases adaptability and rapid information acquisition?

Don’t create a list of skills or certifications.  Demonstrate those by the results you highlight in your work history.  Weave these into a deliverable when the job posting calls for specifics (e.g., “PMP certification required”).

When I applied to an R&D role to “bring the outside in, more effectively” I showcased what I’d done in IT roles which required effective 3^rd-party interactions, selling the external to internal audiences, and delivering a better result because of it.  I had applied for an operations role earlier on, where I used the same set of experiences to emphasize my ability to streamline operations and improve efficiency.  When I was asked to apply for a non-IT role that required substantial writing I showcased both my internal writing in the context of leading IT projects and teams and highlighted published work outside the company to demonstrate breadth of ability.  That scored an interview for me, even though the hiring manager said “I never imagined an IT guy could fit this job.”  

The most important things you can do with your resume is accentuate perspectives on your work history which make it easy for a hiring manager to imagine your success in the role.   Bonus: This work of tailoring your resume is excellent down payment for preparation for the coming interview. 

Additional recommendations on content and formatting:

• One page, and dense with results.
• Skip the fancy fonts and colors.  HR systems of big companies is that submitted resumes and cover letters are scanned and stripped for keywords.  If you’re apply for a role where artistry is required or a plus, then send people to a link with example work displayed.  You can use the space on one page better: Pack it with results.
• Group your experience by role, listing results for each.
• Double-check dates.  Ask someone else to spell-check (our capacity for spelling blindness seems endless).
• You should have references lined up as you go into job application mode, but you don’t need to list references on your resume. Interviewers will ask.  Smart interviewers will certainly check with references before making you an offer.
• Only list affiliations and “non-work” activities which are relevant to the open position.

(Note: I’m a fan of the Manager-Tools.com guidance on resumes.  Their podcasts are free. This guidance reiterates much of what they teach, and they go much further.  Recommended for professionals!)