Morning in America Vol 2 i 3

8/9/2019 Morning in America Vol 2 i 3

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a publicaon of UNIVERSITY of the CUMBERLANDSSeptember 2011 Volume 2 , Issue 3

Dr. Covey is a respected author, leadership authority, familyexpert, teacher, and organizational consultant. His books havesold over 20 million copies. Perhaps his best known book wasTe 7 Habits of Highly Effective Peoplewhich has been referredto as the #1 most influential business book of the wentieth

Century.A recipient of awards ranging from International Man

of Peace to the National Fatherhood Award, Dr. Covey is con-tinuously engaged in the pursuit of knowledge and understand-ing through reading and through interaction with the diverse,inspirational people he encounters the world over.

Te following is an adaptation from a speech presented at University of the Cumberlands on April 8,2008 in the Principle-Centered Leadership Series sponsored by the Forcht Group of Kentucky Center

for Excellence in Leadership.

Lighthouse Principles and Leadership

Stephen Covey

Dr. Covey began his address with an illustrative story embodying the thesis of hispresentation.

It was a dark and stormy night.Crewmember: Captain, Captain, wake up.Captain: Well?Crewmember: Sorry to wake you, sir, but we have a serious problem.Captain: Well what is it?Crewmember: Teres a ship in our sea lane about twenty miles away, and they refuse to move.Captain: What do you mean they refuse to move? Just tell them to move.Crewmember: Sir, we have told them; they will not move.Captain: Ill tell them.

Te signal goes out: Move starboard 20 degrees.Te signal returns: Move starboard yourself 20 degrees.Captain: I cant believe this. Well, I mean Im a captain. Let them know who I am. Im important.Signal goes out: Tis is Captain Horatio Hornblower XXVI, commanding you to move starboard20 degrees at once.Signal returns: Tis is Seaman Carl Jones II, commanding you to move starboard 20 degrees atonce.Captain: What arrogance? I mean, what presumption? Here is a seaman commanding me, a captain.


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We could just blow them right out o the water.We could just let them know who we are.Signal: Tis is the Mighty Missouri, flag shipo the 7thfleet.Te signal returns: Tis is the lighthouse.

Tats a true story. Its ound in the

Naval Proceedings Magazine, where a lighthousewas literally interpreted as a ship.

I like that story because it teaches thatthere are lighthouse principles which cannot be

violated with impunity. For instance, i I wereto step off this stage up here I would be governedby gravity, a natural law. I may want to do it toimpress people. Tat may be my value.

Values drive behavior. Principles drive

the consequences o behavior. I may want toimpress you in a particular way or sell somethingto you. But, i I dont talk straight and dont tellyou the truth, and you know that, the naturalconsequence is you will not trust me.

rust is the product o trustworthiness.So I have to live with the lighthouse principles.We dont break them. We only break ourselvesagainst them. Heres how I came to realize how

universal and also how timeless they are.Our organization is in over 132

countries. We have international conerencesrom time to time, where people share the valuestatements o their clients. All value statementsare the same. People may use different wordsbecause they come rom different cultures ornationalities, but they are all basically the same.

Value statements originate in our parts

o our being: our body, so that the idea o airnessor equity or justice is involved; our heart, whichhas to do with how people treat each other, withkindness and respect, and love; our mind, sothey ocus on the idea o constantly learning,growing, developing and utilizing our talents;our spirit, which has to do with our desire toserve, to contribute, and connect to the infinite.God is the source o all these principles. I find

that I can teach these principles everywhere.o live a lie o integrity means your

lie is integrated around principles. Integrity,or principle-centered living, is, in turn, derivedrom other principles. Humility is the mother,I suggest, o all principles. Humility says youare not the source, you recognize God as thesource. Tis avoids the egoistic attitude o lie.

Te opposite o humility is arrogance. Nothingderails peoples careers or their organizationsmore than arrogance.

Te ather, I suggest, is couragethecourage even to swim upstream, i necessary,when it is very tough and youre tempted to

violate a principle. Te opposite o courage, to

live true, is cowardice.Integrity is the child. Tat meansyour lie is integrated around principles. Tegrandchildren are wisdom and the abundancementality. Jesus Christ, our Lord and Saviorsaid, I have come that they might have lie, andthat they might have it more abundantly.

Most people grow up with acomparison-based identity. When man ound

the mirror, he began to lose his soul. He becamemore concerned with his image than with hissel.

As people go through lie, they aresurrounded by social mirrors that constantlycompare them to othersacademically,athletically, and economically. Tey begin tobuild their security on the comparisons, robbingthemselves o their true identity.

Most people think identity thef meansthat someone has taken your wallet, and theynow have access to your cards and so orth. Buttrue identity thef comes rom being immersedin comparison systems, where people gradually,little by little, lose a sense o their true nature.

Our true divine heritage is that we havea common ather in Heaven. How great Touart! And we have a model and a mentor in the

Savior and Redeemer o the world. Again howgreat Tou art!When people move slowly away rom

this source, little by little something happens tothem. Tey begin to define themselves based onbeing compared to others. Tey might even sayto someone, Im happy or your success, butinwardly theyre eating their hearts out. Tis is

Every morning my faith is restored when I

see the clean cut, mannerly, hard working,

mountain students walk with purpose,

with head held high, body erect and with

pleasant smiles on their faces.

President Jim Taylor

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what happens to many people, in act, as I believe,to most people. Tey become comparison based.

Observe, i you would, a compass. Idont have the oggiest notion, by the way,which way north is. But notice that compass.Now notice the dark line there. Tose are likeprinciples. Tey stand or natural laws, or

principles that are oundational, like lighthouses.You cannot violate them with impunity.

Tey govern. Like the enCommandments, they represent principles. Tetenth, thou shalt not covet, is ofen the avenuethrough which the other principles are violated,simply because o a comparison-based identityand the tendency to compare, to covet. It leads tothe violation o other principles. Ultimately, we

pay a terrible price, like the opening illustrationwith the ship.

Many lives have no moral center.Teyre not based on principles. Teyre justbased on short term expediency and what getswhat I want now. And you gradually lose allsense o principles. In navigational language, itscalled vertigo. You have no sense o where theland is; the dials arent working.

Many times, in organizations, there arestructured systems not based on principles. Teyare misaligned. Tey ofen talk cooperation, butthey reward internal competition.

I think we need new compasses. I youreonly off one degree and try to circumnavigatethe world, youll end up five hundred miles awayrom where you started. Tats why you have tobe exact and have total integrity.

oday, were living in an entirely newage. Tis is the knowledge worker age. Doyou believe that this age will out produce fifytimes the industrial age, the previous stage oeconomic development? I do. Were just barelybeginning to see it.

You see, the primary drivers oeconomic prosperity in the industrial age weremachines and capitalin other words, things.

People were necessary but replaceable. Teproblem is even though we are living in theknowledge worker age, so many o our modernmanagement practices come rom the industrialage.

Tink about the impact o thatpsychology on almost everything. With theindustrial-age approach, people are managed to

a job description. Teyre fit into a slot. In theknowledge worker age, people are led towardtheir greatest unique contribution.

Te industrial age manager sees peopleas employees or subordinates. Motivation isexternal, carroting and sticking. I youproduce, you get the carrot. I you dont, you get

the stickthe great theory o human motivation.In the knowledge worker age, people are

treated as volunteers, associates, and partners.Te industrial age mindset is one o control,controlling people. Te knowledge workermindset is one o release, a orm o directedautonomy. Bottom line: we manage things, butthings dont have the power to choose. We leadpeople who do have the power to choose.

Speaking o our day, the late, brilliantmanagement thinker, Peter Drucker [1909-2005], wrote prophetically, When the historyo our time is written, the most importantevent those historians will remember is nottechnology, not the internet, not e-commerce,but the unprecedented change in the humancondition. For the first time, substantial andrapidly growing numbers o people have choices.

For the first time, people have to managethemselves, and we are totally unprepared or it.

Were unprepared because unleashingthe potential o this age will require aundamental break rom the control paradigm.It will require leaders to embrace what I call thewhole person paradigm.

Human beings are our dimensional:our body, our mind, our heart, and our spirit.

Tese our dimensions also represent the ourbasic needs and motivations o all people. Forthe body, to live, survival. For the heart, to loveand build strong relationships. For the mind,to learn, grow, and develop. And, or the spirit,to leave a legacythe need or meaning, orcontribution and or integrity.

In the final analysis, leadership is notabout control. Its about unleashing the whole

person toward compelling, inspiring, andworthwhile goals. As a leader, you have a choice;you can choose to perpetuate the practices o theindustrial age or to adopt the mindset, skill set,and tool set required to lead successully in theknowledge worker age.

Once you have something invulnerableat your core, because its based upon principles,

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you can afford the risk o being open andvulnerable. As a result, you can love other people

unconditionally and serve even those who rejectyou. Because, ultimately, service is the rent wepay or the privilege o living upon this earth. Itis the ultimate source o true joy and happinessnot o pleasure, but o lasting joy and happiness.

Pray or those who despiteully speakabout you and use you. Like our Savior taught,youre turning the other cheek. Youre not a

product o people and the social mirror; yourea product o the divine mirror, a deep inwardsense o your true identity as a child o God.And then your potential, capacities, and abilitiesare unleashed when you get a clearer ocusedpurpose. You live by principles, so that you canafford the risk o being open and vulnerable.

[Mohandas] Gandhi [1869-1948],the ather o India, never held a position. rueleadership is moral authoritymeaning livingby principles to garner the respect and esteem oothers. Management is ormal authority. Manywho are managers and lack moral authoritywill build a broken culture. But, i you liveby principles and develop moral authority,even though you have no ormal position or

authority at all, you can influence your culture,your organization, and your amily. You canstop bad things rom going rom generationto generation. Gandhi had the vision o anindependent country. His people identified withhim.

I had a personal visit just a shortwhile ago with South Aricas Nelson Mandela[1918-], who got his moral authority in prison,

over a twenty-seven-year period at RobbenIsland. I asked him how long it took to get rid othe bitterness over the way he had been treated.I you read his autobiography,Te Long Road toFreedom, youll know the torturous experiencesthat he had. He said it took about our years.I said What happened? He said I began tosee how they talked to and treated each other. Irealized they, too, were victims o this apartheid

system.Former United States Secretary o State

Colin Powell said one o the most exciting andthrilling inspirational experiences o his wholelie was to go to Nelson Mandelas inaugurationas the first president o the new South Arica.Mandela came down the center aisle. Tere,on the ront row on his lef side, were his lovedones. On the ront row on the right side were his

ormer jailers. He bows to them, Good morninggentlemen. Ten he brings the ANC [AricanNational Congress] Choir to sing the Arikaneranthem and the Arikaner Choir to sing theANC anthem. Ten he appoints Bishop utuas the chairman o the ruth and ReconciliationCommission to bring together the victims andthe victimizers to process their experiences and

People I Met atUniversity of the Cumberlands

At Homecoming 2009, Dr. Robert Michael Duncan

(History and Polical Science alumnus, 1971) gave

a speech entled Five People I Met at Cumberland

College. Duncan, a former chairman of the Repub-

lican Naonal Commiee, a recent Chairman, andcurrently serving on the Board of Directors of the

Tennessee Valley Authority, spoke of several lasng

friendships he made at Cumberland. This is the nal

part of this series to appear in Morning in America.

One individual who made a tremendous impres-

sion on Duncan was a freshly minted Ph.D. from

Ohio State University, Jerry Davis. He was a young

man who came to Cumberland to teach in the Bi-

ology Department. In the rst semester, students

ocked to his classes. But, by the second semester,Dr. Davis was recruing students for his classes. His

classes were so dicult. Duncan believed that

Dr. J.M. Boswell, former President of Cumberland,

must have counseled with Davis about tolerance

and paence with his students. Duncan asserted

that I avoided his classes but embraced his passion

for excellence. Davis would hold many posions at

Cumberland including that of Vice President. And,

when the posion of President came open at Alice

Lloyd College, a small school in eastern Kentucky,

Dr. Boswell recommended him for the posion.

Davis became President in 1977 and Duncan joined

the Board of Alice Lloyd in 1978. Duncan asserted

that Jerrys passion for Appalachian students and

excellence in educaon started a wonderful jour-

ney for me that included chairing Morehead State

Universitys Board [Morehead, Kentucky] and being

acng President of Alice Lloyd College and serving

as chairman of the Board for over twenty years.

Jerry Davis le Alice Lloyd and is currently servingas President of the College of the Ozarks in Port

Lookout, Missouri.

Two individuals that met on the campus of Cum-

berland College have remained life-long friends.

And both men have contributed greatly to society.

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learn to forgive.Learn to make reconciliation, or get

buried with what I call the six metastasizingcancers that result when we are mistreatedby others or when we live according to acomparison-based agenda. Te metastasizingcancers are: criticizing, complaining, comparing,

competing, contending (which means an angryform of contention), and cynicism.

Tese cancers, which make us feel as ifwe are victims, can be replaced by the principlesof forgiveness, gratitude, and abundance. Teabundant mentality is happy for the successesof other people, but it comes from being deeplyprinciple-centered. And God is the source ofthose principles, so it makes us God-centered,

then we have security from within. Were not afunction of other people.

I was so intrigued with MuhammadYunus [1940-] of Bangladesh, whose workembodies these same principles. Hes the fatherof microcredit. He received the Nobel PeacePrize last November. Trough his leadershipwith the microcredit movement, 500 millionpeople have escaped poverty. As soon as a

woman receives credit (money) to establishsome business or tradeand 95% are womenthey become members of the loan committee toevaluate the next applicant. So the moral of thestory is, if you receive money, you pay it back.

And the payback rate totally shocksbankers: 98.9%. Tese loan recipients are thepoorest of the poor. Im speaking soon at a bigconference where all of these Mohammad Yunus

people are joining together to see if we can alsoeliminate 500 million more people from poverty,not by a handout, but by a hand up.

Im also working on a project to buildon the West Coast a Statue of Responsibility, oneof the same scope and size as the Statue of Libertyon the East Coast. It was a vision of VictorFrankl [1905-1997], who was imprisoned in thedeath camps of Nazi Germany, and who learned

to change his question from Why should I haveto suffer so? to What is life asking of me?He became the father of logotherapy and hadthis vision that liberty had to be combined withresponsibility so, when people use their freedomand liberty responsibly, they see great thingshappen.

Te Statue of Responsibility project will

include an international walkway and a museumso all other nations who want to contribute cando so. It will be on its own island, kind of like

Ellis Island, and about the same longitude andlatitude of the Statue of Liberty.

Whatever you do, remember theprinciple: always seek first to understandbefore seeking to be understood. Restate to thesatisfaction of others their points, their concerns.Te key to having any job you want is to haveyour homework done so you can describe theirproblems and show how your experience or skill

set may be helpful in dealing with their problems.So learn that principle. Learn the

principle of integrity, of service, of leadership.Te definition of leadership is affirming people.Its communicating their worth and theirpotential so clearly that they are inspired tosee it in themselves. Tese are vital lighthouseprinciples.

I thank God for the source of the

principles. o Him, I give all credit and honorand glory. I love Him with all my heart, and Heinspires me to love His other children. I closein the language of the great French philosophereilhard de Chardin [1881-1955], who wroteWe are not human beings having a spiritualexperience; we are spiritual beings having ahuman experience.

Gary Lee Price, sculptor, and Daniel Bolz, President and

CEO of the Statue of Responsibility Foundaon.

www.sorfoundaon.org; Photo by Kenneth Linge

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EDITOR

Eric L. Wake, Ph.D.

CONTRIBUTING EDITOR

Oline Carmical, Jr., Ph.D.

ADVISORY COMMITTEE

Bruce Hicks, Ph.D.

Al Pilant, Ph.D.

GRAPHICS EDITOR

Meghann Holmes

PRODUCTION MANAGER

Jennifer Wake-Floyd

STAFF ASSISTANT

Fay Partn

Copyright 2011

UNIVERSITY of the CUMBERLANDS

The opinions expressed in UCMorning in America

are not necessarily the views of

UNIVERSITY of the CUMBERLANDS

Permission to reprint in whole or

in part is hereby granted, provided

the following credit line is used:

Reprinted by permission from

UCMorning in America, a publicaton

of UNIVERSITY of the CUMBERLANDS.

University of the Cumberlands has been inexistence since 1888, providing an educational ex-perience for the Appalachia area and beyond.

While largely a liberal arts school, we provide overforty majors and minors for our undergraduates.We also include many advanced Education de-grees and certification programs such as the MAT.In 2008, the University launched the Ed.D pro-gram. We also offer an MBA degree and a Physi-cian Assistant Studies program. Recently we havestarted an MA in Christian Studies and an MA inProfessional Counseling. Most of our graduate

courses are taught on-line.

Do you know someone who might be inter-ested in our program? If so, please contact our di-rector of Admissions, Erica Harris at 606.539.4241or email her at [email protected] will be happy to provide you with informationand an admissions application. We hope to havethe opportunity to serve you.

Choose Cumberlands

Mountain Outreach, a student led volunteer construction ministry, has built over 100 housesfor the less fortunate in the area where University of the Cumberlands is located. During the

summer 2011 they have built three more homes.As Dr. Covey asserted, service is the rent we payfor the privilege of living upon this earth.

Construction Underway

Roofing a House

House Nearing Completion

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You can remember Cumberlands in your will or trust, or you might want to create a charitable gifannuity to provide you with a lietime income as you assist deserving students.

With charitable gif annuities:

Te rates are significantly greater than bond rates and certificates o deposits. Annuity payments are fixed and based on the age(s) o the annuitant(s). Annuity payments are extremely avorably taxed. Te donor is entitled to an income tax charitable contribution deduction. Appreciated securities given to Cumberlands or a charitable gif annuity are valued on the

date o the gif; capital gains taxes are not immediately due as they are when securities are soldby the donor.

A gif annuity is the simplest o all split-interest planned gifs.

A Charitable Gif Annuity will not only provide you a fixed income, guaranteed or lie, but alsowill create a significant legacy here at University o the Cumberlands.

University o the Cumberlands offers numerous planned giving vehicles guaranteeing income orthe remainder o lie. Some have established trusts and deerred gif annuities naming a loved oneas the income beneficiary.With the low payout ratescurrently on certificateso deposit (CDs) and

the volatility o the stockmarket, deerred gifannuities are becomingextremely popular oryoung adults who will notbe retiring any time soonbut want to plan and securea steady, fixed income thatwill begin when they retire.

For instance, a 45-year-oldcan deer a gif annuityor 15 years and receiveincome at a rate o 10 percent or lie. Te charitable gif tax deduction would be immediate (duringworking years when your tax bracket is higher) and the income would not begin until you are 60. Aswith regular gif annuities, the entire amount o the annuity would be backed by all o the Universitysassets.

I you are considering the establishment o a Charitable Gif Annuity to provide lie-long income

or yoursel and vital support or University o the Cumberlands, please contact Jim aylor [email protected].

Remember, as a financial supporter o Cumberlands, you are encouraging todays students as youalso demonstrate your continuing commitment to the Universitys mission to educate individuals orlives o responsible service and leadership.

Age Yearly

RateAnnuityPayment

CharitableDeduction

65 5.5% $ 530.00 $3,063.20

70 5.8% 650.00 3,605.40

75 6.5% 650.00 4,162.30

80 7.5% 750.00 4,685.10

85 8.4% 840.00 5,446.80

*based on minimum age of 65; a gi annuity of $10,000; gures for

annual payment & IRS discount rate of 3% as of May, 2011.

Remember Cumberlands

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NON-PROFITORG

U.S.

POSTAGE

PAID

LOUISVILLE,

KY

PERMIT#879

6191CollegeStationDrive

WilliamSburg,KentuCKy

40769

Consider your IRA? Would you like a very tax-wise way to support University o the Cumberlandsand at the same time avoid paying income taxes on 100% o those donated unds up to $100,000?

I you are 70 or will be prior to December 31, 2012, a part o the new tax law o 2010 includesgood news or you concerning charitable gifs made rom yourIRA. A special provision o the law allows those 70 and older todirect gifs rom traditional IRAs and Roth IRAs to University othe Cumberlands or any other designated charity through the endo 2011. Such gifs ulfill some or all o the minimum requireddistribution required at age 70 without increasing your taxableincome.

For more inormation, contact me at 606-539-4201 or at [email protected].

President, University o the Cumberlands6191 College Station DriveWilliamsburg, KY 40769

GOOD TAX-WISE NEWS REGARDING YOUR IRA

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