In Part I, I put forth the idea that “freedom” is not simply doing whatever we want, but doing what’s good and in a way that builds ourselves and others up. To illustrate, we will look at traffic controls which are tools such as traffic signals, signage, speed limits, and pavement markings. Traffic controls restrict the flow of vehicular traffic on roads and highways to comply with specific safety rules and guidelines. A superficial look at traffic controls would imply that traffic controls restrict a driver’s freedom, but the opposite is actually the case. Imagine how dangerous roads would be without speed limits, signage or lane markings.
What fascinates me about addiction and obsessive behavior is that people would choose an altered state of consciousness that’s toxic and ostensibly destroys most aspects of your normal life, because for a brief moment you feel okay.
– Moby, musician-songwriter
The opposite of freedom is not “just” confinement or restriction. As we will discuss in the next section, Aristotle’s philosophy of the Golden Mean, is that virtue lies in the middle between the extremes of vice.However, with appropriate traffic controls, we have the freedom to safely travel wherever we like. We can feel safe travelling at high speeds on the highway since we know that our fellow motorists will also be following the guidelines ensuring safe travel for all. Appropriate behavioral controls permit us to remain free, and in this case unharmed.
Therefore, on one end of the “freedom continuum” lies slavery, and on the other lies license. Just as slavery is the abuse of freedom to hold another unjustly bound, license likewise is an abuse of freedom since it binds our own will to our appetites or passions. The newspaper is brimming with stories of people who abused their own freedom either through the self-abuse or by allowing others to abuse them. “Excessive freedom” is as much a problem as a complete lack of freedom, and in fact ends up in the same place: slavery. On the ends of the “freedom continuum” is slavery to others and slavery to appetites – both are self-destructive.
As a military officer, I often remind my Airmen that the Air Force doesn’t set standards of behavior to hinder their freedom (i.e., regulations). Rather, we set standards of behavior to keep them safe and healthy, ready to accomplish our mission – to have the defense of our countrymen in our hands is a serious responsibility.
When Airmen violate these standards, leaders must do their duty and hold them accountable – this is justice. Furthermore, being held accountable is actually good for morale. The consequences for violating military standards range from minor to severe, depending on the seriousness of the offense, and always entails some sort of penalty such as a fine, extra duty, or demotion of rank. When others see an offender receive their just deserts for violating the rules or the law, it reinforces their confidence in their leaders and each other.
To summarize, true freedom does not come at someone else’s expense and true freedom doesn’t result from selfishness or self-centeredness. True freedom comes from serving others and respecting both our own and others’ dignity. True freedom enables us to grow as human persons.
“Freedom” is a word often misused in our current vocabulary. We view our “freedoms” in such a broad manner that the word sometimes loses its meaning. Particularly in the case of young people, “freedom” is synonymous with “doing whatever I like”, but that’s not authentic freedom. Authentic freedom is being able to choose what’s good for you, and yet remaining unencumbered by things that prevent you from being healthy. In fact, unbounded freedom to do whatever I want whenever I want is not freedom; it is license.
For to be free is not merely to cast off one’s chains, but to live in a way that respects and enhances the freedom of others.
– Nelson Mandela
It’s really not a radical concept, the idea that freedom is bound by responsibilities and limits; in fact it’s preserved in our system of laws and our notion of justice. We regulate speech and assembly both for the common good and for the individual’s good. People are not permitted to gather for the purpose of fomenting violence, and we don’t allow a person to run into a theater and shout “fire” without just cause. Ideally, our laws are constructed to both protect the common good, and safeguard individual liberty. However, the freedom we enjoy as Americans is not unfettered liberty. We are free but we do not have license to do whatever we want.
Authentic freedom is an individual’s ability to choose what is good without being impeded or bound, be it an internal or external restriction. If an individual’s appetites or another person’s demands prevent the individual from making good choices, then we can objectively say that the individual is not free.
I’m excited to announce my latest title now available in pocketbook from Lead The Way Media!
In a world full of “no” and “don’t”, The 5 Be’s For Starting Out is a positive vision of who to “Be.” Based on a lifetime of mentoring young adults, The 5 Be’s is a roadmap to living a healthy, fulfilling, and successful life!
- Be Proud Of Who You Are: Everyone has something to contribute — and so do you!
- Be Free: Authentic freedom means having the ability to choose what’s good for you!
- Be Virtuous: The virtues are the “guardrails” for success in life!
- Be Balanced: Keep your Mind, Body, and Spirit nourished to keep your balance!
- Be Courageous: Courage comes in many forms: physical and moral courage — find yours!
The 5 Be’s For Starting Out was a huge hit at a recent industry conference, and I’m proud to offer it as a pocketbook. It will also be available as an ebook soon! The 5 Be’s makes a great stocking stuffer for the young adult in your life–or anyone looking to make a fresh start.
Click the button below to get your copy now!
In the marketplace, more and more people are now seeking authenticity, and whole industries have grown up in the last ten years to meet that need. The demand for artisan products ranging from spirits to furniture to health care products has grown significantly. “Authentic” connotes something that’s real, something that’s connected to the world around it, and something that’s honest. When we seek out “authentic” restaurants, we are looking for something made by humans rather than stamped out in a factory and re-heated. When we purchase “authentic” antiques, we want a piece that is actually from that other time and place, not a replica. In other words, when we seek “authenticity” we’re seeking something real, tangible, and connected to the world around us. In an age when privacy is difficult to come by and it’s hard to predict what can go viral in an instant, people are also seeking authenticity in their work and their leaders. They’re seeking that authenticity, I think, because despite the electrons whizzing about in the air, people still have a fundamental need to connect to each other and the world in tangible ways.
Authentic in the context of “living and leading” is just like that handmade loaf of bread from Mom’s kitchen or the reclaimed shiplap on the wall of the newly renovated home: it means being a leader who is real, connected, and honest. An authentic leader is mindful of both the common good and individual good. An authentic leader both requires respect and gives it. An authentic leader is the same person on Monday morning as they were on Sunday morning or Friday night, and they intend to do good rather than just avoiding doing wrong. They are the same person from day to day–they assure people around them their “face” is in fact their “person” and mean it. An authentic leader will put others before themselves, and they will always seek to leave their teams and their organizations better than they found them.
Leaders also have a responsibility to husband their own personal resources and set a good example of character to lead their teams to high performance. In the military, we call that “walking the talk,” but that same principle is played out in all occupations and every endeavor daily. As leaders, we must never ask someone to do something we are unwilling to do ourselves. We follow the rules we set for others, and we are willing to roll up our sleeves and help our teammates out when it’s necessary. Truly, who wants work for someone who is not who they pretend to be? Who wants to follow someone who can’t relate to their teammates as human beings, or is unwilling to follow their own rules? The answer: no one wants to follow a leader like that–at least not for very long–no matter how many digits in the paycheck.
In my upcoming book, The Five Be’s, I discuss my philosophy for living an authentic life. The Five Be’s are Be Proud, Be Free, Be Virtuous, Be Balanced, and Be Courageous, and the underlying principle is living and leading authentically. It’s a talk I used to give to the new Airmen when they were freshly arrived at my unit, where I offered them a positive vision after months or years of hearing little else but “don’t” and “no.” I think it’s applicable to all age groups, not just the young ones, because each of us must wake and make decisions daily about what gets our energy that day. Living authentically and The Five Be’s is certainly a philosophy applicable for leaders who want to be their best and get the best from their teams. Good character and authenticity are perquisites for good leadership.
It’s central to good leadership to set the example by being authentic, and encouraging our teams to do the same. While sometimes, the job we’re doing requires personal sacrifice and the proverbial “blood, sweat, and tears,” leaders cannot be blind to the human factor in every equation. Leadership, after all, is primarily a human endeavor. We must remember our people can’t give 110% all the time; no one can give more than they have. So while that “110%” cliché is a helpful metaphor for “maximum effort” it can’t be a reasonable way to live or work. If we sprint all the time, we won’t have any energy for the sprint when it’s really necessary. An authentic leader–or any person striving to live an authentic life–understands that truism. Work hard and work smart, but remember to sprint only when you have to do so. If we’re real and not two-faced, if we connect to the people and world around us, if we’re honest with others and ourselves then we’re living and leading authentically. Doing that will lead enable us to lead our teams to high performance, and will make sure we get everyone to the finish line together–including ourselves. Authentic leaders are honest to themselves and their teammates, and they remember they are part of a team, a family, and a community that also deserve some of their energy. The authentic leader is able to stay connected, even in the hardest times.
Living authentically—real, connected, honest– is a formula for success in business and in life.
Mickey is a consultant, author, and keynote speaker. He believes everyone can reach high levels of performance if inspired and led. During his 30 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with
Mickey is the author of eight books, including Leading Leaders: Inspiring, Empowering, and Motivating Teams, Mickey’s Rules for Leaders, and The Five Be’s: A Straightforward Guide to Life.
In the first part, I discussed leaders’ role in guiding an organization through tragedy. But what if it’s you that suffers the tragedy? How do you continue to lead when a personal disaster depletes your attention and energy?
The first thing to remember is if it’s a big deal to you, it probably a big deal. A death in the family, a wayward child, conflict with a neighbor or family member, even a serious accident, can all cause significant disruption in our ability to lead (or even function at all!). There are as many different types of personal calamity as there are people, and just because you’ve “shaken off” a similar event in your life before or others seem to have “handled it,” doesn’t mean it’s not a big deal now to you. Clearly, not everything bad is a life-changing event and sometimes a little perspective is all that’s needed to get through tough times. Nonetheless, simply “gutting it out” is not a universal solution to personal tragedy (or even a preferred solution!). So even recognizing people can sometimes blow things out of proportion, serious personal issues can and do affect everyone regardless of their role, status, or position. In other words, everyone is human and no one expects you to be super-human.
Recognizing you are subject to the same human frailties as the mortals around you will enable you to get help when you need it, and remain approachable to those around you. Keeping emotions bottled up and living inside your head helps no one, least of all you. If you are feeling the weight of the world on your shoulders, then ask for help. That help can come from clergy, counselors, or friends. Sometimes just talking to someone is enough, sometimes you might need professional help, and sometimes you just need a break. Whatever form it takes, getting help shows strength and maturity. If you allow yourself to spiral into deeper disaster because you didn’t seek out the help, your personal damage will deepen and consume those around you as well. Your work, your colleagues, and most importantly, your family will all suffer. Don’t add calamity to catastrophe because you tried to carry everything around on your own. Of course, some things just can’t be fixed. Having the help of others during the time when you’re grieving and recovering is vital.
As leaders, even during tough times we cannot entirely divorce ourselves from our responsibility to lead. We have a responsibility to many others: teammates, organizations, and our families. We have to recognize when we’re unable to function and deal with those issues in the best way possible. If you’re stressed out as a leader, you’ll do no one any good: you’ll make poor decisions, and you’re likely to be short or rude to others (usually at the worst possible moment). If as a leader, you’ve let the stress get to the point–or circumstances have put you in the position–of simply being unable to execute your duties, then you have a responsibility to step aside for everyone else’s good as well as your own. Hopefully it won’t be a permanent change, but regardless of the amount of time, and even in dire circumstances leaders have to be mindful of their responsibility to others. Whether it’s a little time off, a leave of absence, or a resignation you owe your teammates and the organization the courtesy of removing yourself if you can’t function.
Finally, it’s also important to allow your colleagues and subordinates some knowledge of what’s going on with you. You certainly don’t have to let everyone know every detail of your life, but if you’ve had a death in the family or something of that sort, it’s perfectly OK to share that you’re dealing with a personal catastrophe. It will help your team to understand why you’re not yourself, and you might be surprised at the support you’ll receive from unlikely places. If you’ve cared for others during their own personal tragedies, that kindness and concern will be returned. Be gracious and accept it–after all, when you offered your own support to others they did the same. You’ll also set a good example for others to follow.
Leading an organization when you’re suffering is doubly difficult. Taking time to heal and getting help for yourself is just as necessary for leaders as it is for those we lead. Don’t shortchange yourself or your team when personal tragedy strikes; instead be the leader who follows his own advice.
Tragedy is a part of the human experience: we can’t escape it and as leaders we get one chance to get that right. Whether that tragedy is the loss of a co-worker to an untimely death, a teammate with a life threatening disease, or the loss of an employee’s family member, leaders have to be ready to step up and guide their teams through the trauma of those events.
The military and emergency services have a great tradition of caring for the fallen and the fallen’s families. We know that, God forbid, something bad should happen to any of us that our commanders and colleagues will look after our families and us. That is a great comfort that builds trust between us and our buddies, as well as our families. But that sort of camaraderie and teamwork shouldn’t be restricted to those who put their lives in danger as their profession. Tragedy can strike in the form of a serious illness, an accident, or even as the result of an act of violence. Organizations of all types need to be ready to provide support to their suffering colleagues if the time comes.
Good teams form bonds of trust and mutual support for each other; it’s the leader’s responsibility to create an environment for that trust and then nurture it. When tragedy strikes the team, it’s the work the leader and the team put in over time that will enable the group to overcome the trauma. That sort of resilience, both personal and organizational, isn’t born in the moment; it’s cultivated over time deliberately.
Leaders have a number of tools and techniques at their disposal to prepare for a tragedy before it happens, and then guide their teams during and after the trauma happens. Churches and other religious organizations, government social services, and non-profits like the American Red Cross can all assist in developing a coping plan so leaders are ready when disaster strikes. Good planning will ensure you have the ability to function if/when the worst happens, when people look to their leaders the most.
Besides planning, the most important thing a leader can do when tragedy strikes the team is to be present and avoid the temptation to try to solve every problem. You can’t. The best you can do is be there for those suffering, offering what help they want, and supporting them as they grieve. Don’t say, “I know how you feel”…you don’t. Don’t say, “it will be OK,” it might never be OK. Do say, “I’m so sorry” and “we’re here for you.” People deal with tragedy and trauma in their own way, and must be given the freedom to experience their personal pain in their own way as well. What leaders can do is make sure their colleagues have the space they need, and the firm foundation of support, to cope with the left turn their life took as a result of the tragedy.
The team also needs leaders, and a strong presence in the organization can strengthen the bonds of the team. The strength a leader demonstrates in crisis will infect the team and enable them to be supportive of their colleague. It’s especially important to maintain your own humanity and willingness for others to see you suffer, too. Robots comfort no one…humans comfort each other.
In short, good leadership is more than encouraging victory; it also means leading through the tough times as well.
It’s the graduation season, and young people across the country are throwing their square caps into the air in celebration of their accomplishment. My daughter was honored to present the Valedictorian speech at her school (which I’ll post tomorrow), and as a Dad I’ve got some advice I’d like to offer as well.
In honor of all those new high school grads who are preparing to enter college or the working world (or both), I thought I’d pen my very own Commencement Speech:
That word is heavy with meaning isn’t it? To be a graduate signifies you’ve accomplished something–something not everyone accomplishes. For good reasons and bad, roughly 10% of your peers nationwide weren’t able to finish. Maybe they had a tragedy in their lives that caused them to leave school and enter the workforce early, or perhaps there was some other reason. But regardless of the reason, you’ve accomplished something others have not. You shouldn’t take your accomplishment for granted. I share in your family, friends, and the faculty’s pride for you getting this far, and so should you be proud of yourself.
Some of you will be going on to college–congrats for your acceptance by your college or university! That is no small accomplishment even in an age when so many seek those college diplomas. Colleges can afford to be choosy, and they chose you. Let that sense of accomplishment carry you over the summer and into the orientation week at your new school; then forget it. You won’t be attending the 13th Grade, you’re in college and everyone expects you to perform at the collegiate level. Whether you’re majoring in Underwater Basketweaving or Nuclear Engineering, your faculty (and your parents!) will expect you to be an adult who can make their own decisions, ask for help when you need it, and deliver results with the work they give you. In a very real sense, you’ve got a $24,000 a year job (at your average state school) and your new boss expects you to earn your pay.
Some of you will be attending vocational training, either at a community college or trade school–congrats for your acceptance in your program! Employers constantly tell me how hard it is to get good employees, so you’re acceptance into a vocational training program is something of which you can be proud! But just like your college-bound classmates, you can have the summer break to savor your graduation and acceptance, and then you need to realize that accomplishment is not what will get you your license or certificate. It will definitely not get you your first job, although it will get you in the door. Vocational training courses range in cost from $11,000 in non-medical fields, to more than $60,000 for medical training. That means you also have a job to do and your instructor is expecting you to earn your “pay.”
For those entering the workforce directly or the military: congrats on your very brave decision to grow up immediately! I commend you for your heart and for your willingness to get out and earn your own way in the world. Unlike you’re classmates who still have a year or four to go before they start earning a living, you probably won’t get a summer to savor your graduation–but you get to start your adventure immediately. Remember, you’re not in high school. Your employer or your Military Training Instructor are there to train you up to do a job, and they expect you to perform. Do what your boss tells you, be honest and punctual, and be ready to do the dirty work. If you work hard and forthrightly it won’t be long until you’re the one giving the orders, but you’ll have to earn that privilege.
In case you haven’t guessed, all that advice actually applies to every graduate no matter what path you’ve chosen after high school. Some sprinted across the line and others made it just before the time expired, but you all made it! I want you all to be proud of yourselves, regardless of your class rank or the path you’ve chosen to pursue in life. Getting to the finish line of high school, whether you arrived in style or slid into your parking space just as the engine gave out is not only praiseworthy, it’s exciting and worthy of a victory cry.
One last word–your next set of decisions about the course of your life are significant, but they are not carved on stone tablets. If you decide college isn’t for you, or you’ve chosen the wrong field of study, or the wrong vocation, or the wrong job, then I want you to exercise the same will to succeed you did to complete high school to chart a new course for your life. I don’t mean you should make monumental choices lightly, or change life paths on a whim; but I do mean that you don’t have to go down with the ship if life changes in unexpected ways.
Reach for the stars, chase your dreams, and above all: work hard. You’ve earned your celebration tonight and you’ve earned your place in society. Tomorrow, begin the work of earning it anew. In the world you’re stepping into, not everyone gets a trophy but everyone gets a chance. Take that chance and make the most of it.
Class of 2015: Heartfelt congratulations for a job well done, and “Aim High” as you launch into the next chapter of your life!
Don’t get mad at me for yelling at you: Go get something done.
When you have a bad day at work, or anywhere for that matter, you have two choices to deal with it: get angry and stomp around, or get something done. I prefer the latter! You can’t control other’s thoughts and words, let alone their actions, so why let someone else steal your joy away. Get mad, get over it, then go get something done.
We have a saying in the Air Force: “Commanders Lead Culture.” What this means is commanders have the ability to lead others in a way that lifts both individuals and the unit up, and to create a culture within the unit for mission success. It also means leaders have the responsibility to lead change when the culture needs adjusting. The Air Force, like many large organizations, expects its leaders to be engaged in creating the right climate within their organization, and to be engaged in the business of bettering their community.
Air Force Instruction 1-2 Air Force Culture directly quotes Title 10 of the United States Code when discussing the Air Force commander’s role in leading the culture of his/her unit and the Air Force in general:
All commanding officers and others in authority in the Air Force are required: (1) to show in themselves a good example of virtue, honor, patriotism, and subordination; (2) to be vigilant in inspecting the conduct of all persons who are placed under their command; (3) to guard against and suppress all dissolute and immoral practices, and to correct, according to the laws and regulations of the Air force, all persons who are guilty of them; and (4) to take all necessary and proper measures, under the laws, regulations, and customs of the Air Force, to promote and safeguard the morale, the physical well-being, and the general welfare of the persons under their command or charge. – Title 10 USC § 8583
Fortune Magazine’s John Kell makes the point that CEOs can do the same; not only internal to their own organizations, but also in their communities as well. In a time of increased (and virtually instantaneous) communication, informal power and authority have real impact on civil society.
No matter where they operate, leaders have responsibilities to many (often competing) groups: their boss, their company, their team, and community. Leaders must balance the needs of those stakeholders and be focused on the goal without losing sight of their connection to their community and their team. Additionally, internal culture is just as important. If people don’t believe in their leaders and don’t feel at home in their workplace, any shared sense of mission is lost and work becomes “every man for himself.” Setting the right tone that a company is not merely a “paycheck provider”, but also a responsible member of the community and an organization that values their employees is central to doing business in the 21st century. In truth, those values aren’t new: you only have to read A Christmas Carol and the Gospel story of the Workers in the Vineyard (Matthew 20:1-16) to see that people have always valued what we now know as “corporate responsibility.” Here’s the takeaway: when an organization’s culture is right, people flourish and so does business.
Read on and share your thoughts below: can and should companies and their leaders engage in the marketplace of ideas, or should they just work to improve their companies? How should leaders establish and maintain the right culture in their organizations?
Be very careful what you say. It might be what she said.
Comedian Jeff Allen tells many stories to illustrate the old husband’s maxim “Happy Wife, Happy Life” (aka “Allen’s Law). Patio King’s Corollary to Allen’s Law refers to the good husband’s judgement about when to open his mouth and when to just let it go. Of course, the same goes for talking about one’s, ahem, accomplishments in a group of guys. Sometimes it’s best to remember that some things are better left unsaid.
PS. Go to the Bacon Wagon in Ft Worth…food’s delicious and the crew is nice! No seriously, you should go!
In military aviation, the “wingman” is responsible for protecting the lead in a two-ship formation. As the “Lead” prosecutes the target, the “Wingman” watches his back and calls out threats. In this “two-ship” formation, there’s a leader and a follower, but they work together to accomplish the mission and get everyone back home. Put another way, the wingman is a good follower.
Followership is a key component to leadership, both in the team being led and in the leader herself.
In the military, we indoctrinate our new recruits into followership first and while we’re teaching them leadership. The reason we do that is because good followership is a prerequisite to good leadership. Contrary to what some may believe, good followership is not merely doing what one is told. That’s certainly not true in the American military where we follow the Prussian military tradition of placing our moral obligations above the orders of our superiors. Put another way, good followership is not blind obedience, but rather it is the active participation by the follower in the leadership of the team.
Good followership is as essential as good leadership in the success of the team. If the leader is the only one thinking, the team will be mired in mediocrity. Good followership is an important part of the Leaders Lead principle…when the top leader empowers and supports teams in developing their own leadership the whole is greater than the sum of the parts. People will begin thinking ahead, anticipating problems, and being good wingmen to each other as well as to the boss. When everyone focuses on serving others, the result can be very powerful.
“Lead” has to model the “wingman” behavior as well, and in my book, Leading Leaders, I discuss the importance of leaders’ modeling good followership:
As a leader, you can build good followers by modeling the behavior yourself. For example, when given direction from your boss, pass it on with the same enthusiasm as if it were your own idea. That might take a little acting at times, but if you hold your boss up to ridicule, you’ll be opening the door to your subordinates to ridicule you. Loyalty is contagious; demonstrate loyalty and you’ll engender loyalty in return.
So be a good wingman, and you’ll get good wingmen in return. With a solid “two-ship” flying in a tight formation, you’ll hit your target and bring the birds home safely!
My latest on GeneralLeadership.com: Leading with the Five Be’s
From the time we’re very young we’re presented with a list of “don’ts” to set boundaries. To be sure young people get the lion’s’ share of the boundary setting, but every society and organization has its list of what you can’t do. Boundaries are necessary, but a leader’s job is to inspire people to group and individual achievement so the job can’t end at “don’t.” We have to be able to articulate a positive view of where we want our teammates and followers to be. If we don’t then we’re not leading anyone anywhere in particular we’re just screaming out “row!” without telling them where they’re rowing.
In my time as a commander and leader in the Air Force, I found it necessary and even profitable to articulate this vision of who I wanted my Airmen to be as a companion to the boundaries we established to guide their behavior. That’s where the “Five Be’s” comes in: its who I want to be, and who I want the people around me to be. It’s a positive vision for a person to “Aim High” so they can reach their goals and be “all they can be” in their work and their life.
The “Five Be’s” are: Be Proud of Who You Are, Be Free, Be Virtuous, Be Balanced, Be Courageous
I’ve noticed organizations and institutions spend a lot of time telling young people the “don’ts”, we spend very little time telling them the “do’s”, or who we want them to be. The rules are important, everyone needs boundaries, but if we don’t give our young people some positive vision of the kind of people we want them to become then we’re setting the bar very low. Aspiration to become a person of character is more important than rules, because the reason the rules exist in the first place is to inspire people to reach goals and achieve.
Over the years leading young adults and teens both in the military and out, I developed “The Five Be’s” as a way to communicate who I wanted them to be. The Five Be’s are my vision for what a grounded, healthy adult looks like. It’s my hope young people will be inspired to “be all they can be” and live integrated lives of consequence and character.
1. Be Proud Of Who You Are.
Each person has something about them that makes them special. A person’s path through life and the sum of their experiences, good or bad, make them who they are. Everyone has something to contribute.
2. Be Free.
Never be a slave to your own passions or appetites, and the same goes for others. Being truly free doesn’t mean “anything goes,” it means being able to choose what’s good for you. There is a difference between “freedom” and “license”; being free means being able to know right from wrong, and freely choose right over wrong.
3. Be Virtuous.
The view of virtue we accept in 21st Century America has a long history in the West, beginning with the ancient Greek philosophers and tracing its path through Western civilization. These Cardinal Virtues remain a part of our conversation today because they work: healthy and successful people often display these qualities.
Prudence – making the right decisions
Justice – doing what’s right
Restraint – taking/doing only enough and not overdoing it
Fortitude – enduring trials
4. Be Balanced.
Keeping all aspects of life in the proper perspective is a great pathway to success. A healthy work ethic in balance with home life and personal development is a great recipe for a successful person. What’s more, people with their life in balance have the ability to “sprint” when the need arises.
5. Be Courageous.
Unless you’re a emergency responder or military servicemember then it’s not likely most people will need to demonstrate physical courage. However, most of us are called to demonstrate moral courage regularly. Do we sign out on the report or do the inventory? Admit our mistake or cover it up? Confront inappropriate behavior or turn or heads? Developing courage when it’s necessary is important for a leader and at every stage in life.