When I began my engineering
career, I was hired by Sperry Phoenix, in Phoenix, Ariz. My first job was as the project engineer for
the UHF radio transceiver that went to the moon in the Apollo Moon
program. Since I wanted to do circuit
design, this was a new engineer’s dream.
My future objective was to move into management. According my wife and I moved to Richardson,
Texas, where I took a job as a systems engineer for Collins Radio Co. My task was related to the design, analysis
and testing of the earth stations for first Intellsat synchronous communications
satellites that were launched. I was on my way to management as I was
designated the acting program manager in the plant when the designated program
manager was on site in Moree, Australia
Wishing to complete advanced
degrees, I shortly decided to attend Southern Methodist University. Even though I had obtained a teaching
assistant position and was going to take a leave of absence, my Division
Director offered me a better deal. He
put me on one half time, continued by benefits, and paid for my advanced degree
100%. However, even before being totally
finished (which I did), I was put in charge of a group of PhD’s in my 20’s. By this time, I had discovered that most
problems were not technical or even fiscal in nature; they were all related to
people. Thus began intense investigation
of leadership as well as courses in motivation, goal setting, and group
dynamics.
My wife and I both have
country in our hearts. There was a separate
“town” nearby encircled by Richardson. It
consisted of about 152 acres with a population of 102 in 1990. Each of the lots in this town had two
acres. It was less than 10 minutes from
the Collin Radio facility. There were no
restrictions on animals or gardens. So,
we jumped at the chance to purchase an older home there (they were all
old). At last, some land was ours.
Our backyard consisted of an
area separated from our neighbors adjacent to us by a chain link fence. The “back” of the back yard was an open board
fence. Beyond this fence was our barn
and “pasture” area fenced with a barb wire fence. This was where we put our chicken house, and
also our milk goats. There was a fairly
large area to mow in the back yard.
Our adjacent neighbor on the
west side was an older couple (compared to us) who was a contractor. They had a German shepherd named Rousa. Rousa was a watch dog—a real one. Rousa taught me one of the first and very
important lessons about leadership. As Rousa
was getting older, our neighbor bought another German shepherd about one year
old. If you know about dogs, you know
there is no formal designated “positional authority” as we have in our
management structures, but there is definite authority. Rousa was the “top dog”.
Remember that we had a chain link fence
separating our back yard from our neighbors.
Rousa was not one to bark at just anything she heard or saw. But, if you appeared to threaten her
territory or appeared to encroach on it, she would definitely let you know and
sound the alarm. She never barked at us
or the children when we were in our yard.
She rarely barked at all. However,
when I mowed the yard, I would sometime forget about Rousa and back up against
“her” chain link fence with my back to Rousa.
I would hear nothing. Until…….suddenly
the most blood curdling and vicious bark you've ever heard would be right at my
back. You haven’t lived until you have experienced
the sudden jolt of fear this engendered.
Being a good “top dog”
leader, Rousa began to train her young successor in how to conduct
herself. We began to notice Rousa
actively getting the young dog to do exactly what she did. The “proof” of this was not too long in
coming. One day I forgot again backed up
to the chain link fence. Once more, I
was scared half out of my wits. But,
this time when I recovered and looked up , there was Rousa serenely sitting on
our neighbors back deck just watching.
She had sent her trainee out to let us know that we shouldn’t get too
close to her territory.
What are the leadership
lessons?
11)
There are “top dogs” in any “pack” of humans
organized to accomplish tasks. They may
or may not have positional authority
22)
These “old bulls” train new people to: a) Understand their tasks in the same way
they understand their tasks b) Perform whatever the tasks are in the same way
that the “old bulls” do that task.
33)
That it is difficult for new people put in
with “old bulls” to challenge either the tasks or how to do the tasks. Because of the “top dog” status of these old
bulls, their experience in suppressing leadership challenges, and their
reluctance to “give up” long exercised authority, it is rare that change
occurs.
44)
The “old bulls” are watchful that what they
think are the major objectives are still the main objectives and they are still
done. They will be watching from the
porch even if they delegate tasks.
Lessons
for Elderships:
In a volunteer
organization like a congregation, the above lessons play out more often than
not. Nearly all elderships have one or
more “old bulls” that others yield to as “top dogs”. The longer serving, however worthily, the
more their opinions and ways of doing things are followed. The very characteristics of newly appointed
elders will make them reluctant to challenge the previous priorities or “the
way things are done”. Rarely will
elderships put in a larger number of “new elders” than already serve. In fact, the opposite is true. A small number is incrementally installed so
the new elders can be properly “trained,” have a smooth transition, and not
disrupt the congregation. Elders who retain
charge of the eldership selection process tend to choose “men like themselves.” This results
in little change in operation from the eldership before new elders are
installed. Elderships tend to do just
like Rousa, train new members to act just like they do. The above is one major reason it is so
difficult to change directions of a congregation or renew its purpose.
