Embracing Fate and Personal Responsibility in Life’s Journey
I just started reading the newest release from one of my favorite authors, Patti Callahan Henry yesterday. The book is The Story She Left Behind. Patti is one of those authors that transports her readers into the story and writes in such a way that makes me reflect deeply on different topics. She has been an incredible inspiration to me both personally and professionally.
I’ve already been inspired to blog about fate. The protagonist in The Story She Left Behind, Clara, is an award-winning artist and during an interview is asked, “Clara, do you think there are things we are meant to do? That there’s such a thing as fate?” “Fate. It’s such a big word, isn’t it?” “Yes.” She met my gaze. “Fate. Destiny,” I (Clara) said. “They’re ours to make.” Clara went on to say, “I believe there are many things we’re put here to do. Don’t ask me by whom, because I don’t have that answer. But I think we come with many fates built into us and we can’t fulfill all of them. We choose.” “Many fates,” she said. “We choose. I like that.” “And yes, maybe my art is one of mine.” I’ve always been curious about about the idea that human lives are part of a larger divine purpose, which can be interpreted as a form of fate. Like Clara, I believe there are many things we are put her to do.
This made we think of George MacDonald who emphasized the importance of free will and personal responsibility within that divine framework, suggesting that while God’s overarching plan guides our lives, humans still have significant agency. His works encourage readers to trust in divine goodness and to understand that what may seem like fate often has deeper meaning in the context of spiritual growth. I don’t believe in a life where we just coast through with all decisions already made.
In George MacDonald’s novel, Lilith, he presented a worldview where divine providence and free will coexist, suggesting that what might appear to be fate is actually part of a larger divine plan guiding souls towards growth and enlightenment. I love the parallel between Cara’s belief that we choose between many fates and MacDonald’s Lilith where fate is depicted less as random or predetermined destiny and more as a divine orchestration that aligns with individual purpose and moral development. I believe we must recognize personal responsibility within a divinely ordered universe.
Charlie Hustle: Leading With Relentless Work Ethic
I find it apropos that I recently began doing reading about my childhood baseball hero, Pete Rose, and yesterday he is reinstated to baseball. It’s about time! As excited as I am about that and the prospect of him finally getting into the Baseball Hall of Fame, that’s not what this post is about. It’s about “Charlie Hustle.” Rose’s determination and energetic approach earned him the nickname, symbolizing his never-give-up attitude and dedication to the game. Pete Rose was nicknamed “Charlie Hustle” because of his incredible work ethic, relentless effort, and constant hustle on the baseball field. He was known for his aggressive style of play—always giving 100%, running hard to first base (even when walked), sliding headfirst into bases, and never giving up on plays.
In the book I just finished, Pete Rose: An American Dilemma, by Kostya Kennedy, Wade Boggs was said to have commented that it doesn’t take any ability to hustle and that he had learned the game from Pete Rose. The beauty of it is that hustle and effort are qualities accessible to us all, regardless of natural talent or skill level in whatever we do. Pete was known for getting to the baseball park before everyone and leaving after everyone was long gone.
One of my prized possessions in my office is a signed photograph of Pete sliding head-first into second (see featured photo). He inscribed it “SAFE”. It reminds me every day to hustle and jump head-first into everything I do, giving it my all. We can learn from the example of Pete Rose’s relentless work ethic and hustle on the field
Leading By Knowing What Time It Is
I am continuing to be inspired by the great book, Pete Rose: An American Dilemma, by Kostya Kennedy. I already wrote inspired by Pete Rose in Leading By Being A Beacon & Support Beam. Yesterday, while reading, I was intrigued by Kennedy telling that one of Rose’s team members said that Rose always knew what time it was in each of his teammates’ lives. In other words, he had a deep understanding and awareness of where each team member is personally and professionally. That is a pretty amazing skill for a leader to possess, don’t you think? It means, as leaders, we recognize the different stages, challenges, priorities, and circumstances that each individual is experiencing.
This kind of awareness allows us to offer tailored support, show empathy, and foster stronger relationships. It helps in creating an environment where team members feel seen, valued, and understood, which can boost morale and promote more effective collaboration.
Pete Rose, renowned for his leadership and keen understanding of his team, was known to pay close attention not just to their skills on the field but also to their personal lives and circumstances. He believed that knowing what time it was in each player’s life—whether they were facing personal challenges, celebrating milestones, or dealing with pressure—allowed him to connect with them more deeply. By demonstrating genuine empathy and awareness of their individual situations, Pete fostered a sense of trust and loyalty within his team. This approach helped him motivate players more effectively, as they felt seen and valued beyond just their athletic performance. Such mindful leadership created a supportive environment that contributed to both team cohesion and individual growth.
Leading By Being A Beacon & Support Beam
I am reading the great book, Pete Rose: An American Dilemma, by Kostya Kennedy. Pete Rose was one of my baseball idols growing up. I loved going to Cincinnati Reds games with my dad and watching him play. Baseball is such an interesting sport. Then as a young adult I got to watch him as a player/manager. Rose is an interesting person to read and study about. I was crushed when I learned of his gambling issues and when he was banned from baseball. I try not to ever judge people by their worst moment and I’ve found it best to view everyone as human and not a superhero. The Pete Rose I remember is Pete Rose, the player, team captain, and team manager. Kennedy wrote that Rose’s Golden Rules were: be on time and play hard.
One of his teammates described Pete Rose like this, “He was a beacon and a support beam.” As a beacon, Rose led with purpose, creating a positive impact, and fostering a culture of collaboration and empowerment. Just like a lighthouse guides ships safely to shore, a beacon leader offers support and guidance, helping team members navigate challenges and uncertainties. A beacon leader also provides a clear vision and direction, helping others understand the goals and purpose of their efforts.
As a support beam, Rose was a supportive leader investing in his team’s potential, promoting confidence and capability. As team captain, Rose spent time boosting morale and motivating team members to keep pushing forward. This motivation a s support helped team members align their efforts and stay motivated, even during challenging times.
By being a beacon and strong support beam we can help our teams navigate tough times while maintaining focus and commitment.
Navigating Challenges
This weekend, for the finale summit trip of “THE Leadership Academy” program I facilitate for Hamilton Heights School Corporation, I named one of the activities, Navigating Challenges. The idea was that, just like a captain who must navigate navigate through changing waters, leaders can also learn to adapt to unforeseen challenges. The activity literally involved having a lunch celebration on a riverboat. Little did I know just how great that three hours was going to become.
As we boarded the BB Riverboats flagship, the Belle of Cincinnati, the captain greeted us and checked us in. This really impressed us, but it was a Captain’s Lunch Cruise, after all. Here was the leader of the ship personally checking every person in. Those that know me won’t be surprised that I got into a conversation with the captain. The conversation led to us to being invited to visit the captain on the bridge. By now I was giddy – we had been invited to the bridge! I also set a goal of wanting to blow the ship’s horn.
After a wonderful lunch celebrating the group, enjoying the beginning of the cruise and Banjo Bob’s narration and music for a little while we ventured to the bridge. I called up to the captain and he gave us permission to climb to the bridge. Here we were, where it all happens – the navigation and steering of the ship. Our entire group was so eager to learn about everything. Our Captain generously discussed each piece of navigational device and each steering component. We were at the nerve center of the ship.
There on the bridge I viewed the rope used to make the ship’s horn blow. First, I must remind you of a Byron Rule: “The answer is always no, until you ask.” So I asked the Captain if I could blow the horn. He said, “No, there has to be a reason to blow the horn.” The captain then proceeded to give us an incredible lesson. He told us that when facing adverse conditions or an obstacle we must, “deal with it.”
Participants in our group asked questions about how our Captain dealt with it. He told us the key was to adapt and overcome. I asked again if I could blow the horn. He didn’t answer. The Captain proceeded to give us a strong leadership lesson on using our decision-making skills to effectively navigate adverse conditions. Here area few of the notes I jotted down while he was teaching us:
- Assessment of Situations: The captain continuously monitors weather patterns, river conditions, and any potential hazards. Accurate assessment helps in making informed decisions.
- Communication: Clear communication with the crew is essential. The captain must convey instructions, maintain morale, and ensure everyone understands their roles during challenging times.
- Calm Under Pressure: A good captain remains calm and composed, which instills confidence in the passengers and crew. This helps prevent panic and promotes rational decision-making.
- Strategic Planning: The captain develops contingency plans, identifying safe routes or alternative actions to take if conditions worsen.
- Teamwork and Delegation: A captain relies on their crew, delegating tasks efficiently and encouraging collaboration to ensure all hands are on deck.
- Experience and Training: Drawing on previous experiences and training, the captain uses lessons learned from past situations to guide their current actions. The Captain even explained how he would create scenarios for himself to prepare for adverse conditions, obstacles, or equipment failure/malfunction. This impressed us because he was not relying on someone to do this for him.
- Use of Technology: Utilizing navigation tools and technology to gather real-time data helps the captain make better decisions.
- Flexible Decision-Making: The captain must remains adaptable, ready to change tactics as new information emerges or conditions evolve.
The Captain concluded by saying, “Don’t let it get to you because you have peoples lives at stake.” What a lesson on navigating challenges, changing waters, and adverse conditions to ensure the safety and success of the voyage. Just then he stated that we were coming upon another vessel approaching us from the opposing course. The Captain stated that on his command I could give the horn a five second blast (see photo). I got my wish! Don’t forget, the answer is always no until you ask.
Taking Relationships Beyond Surface Level
I had a person this past week tell me that he appreciated that I always worked hard at taking relationships beyond the surface level. This comment caused me to instantly reflect on the person making the comment and our relationship. We do have a meaningful bond built on genuine care, respect, and emotional investment. We have open, honest, and vulnerable communication. And we feel safe to express our thoughts and feelings to each other.
Contrast this with transactional relationships that tend to focus on specific exchanges or benefits, where each party is primarily concerned with what can be gained from the interaction. One reason I believe I was so grateful to the person making the comment is that I value those deeper connections. Early in my career I was much more transactional with my professional relationships. Looking back, however, those relationships that went beyond surface level are the ones that have impacted me most.
Relationships matter. Relationship that go beyond surface level are built on a solid foundation of trust and mutual understanding. Those deeper connections provide emotional fulfillment and satisfaction that transcends mere service or reciprocity. The deeper the relationship the more authentic and vulnerable we become. In both personal and professional relationships building trust takes time and consistency. Being reliable, honest, and supportive fosters a safe space for relationships to deepen.
It is easy to get caught up in transactional relationships, but it is when we take the steps to deepen the relationship beyond the surface level we find emotional fulfillment and satisfaction that transcends mere service or reciprocity.
Connecting Like Paul Revere
I am loving reading the great book The Ride: Paul Revere and the Night That Saved America by Kostya Kennedy right now. It is providing incredible Revolutionary War history, while at the same time providing a view into the human – Paul Revere. I’ve already blogged once inspired by the book in Leading Like Paul Revere. Why was Revere a successful revolutionary leader? Kennedy wrote, “Revere liked talking to people, he liked making his point known. He liked to feel that his words and actions had consequences, and he liked being an agent of change” (pp. 20)1-202). Let’s see here – if leadership is influence, then Revere had that part figured it.
Kennedy references Malcolm Gladwell’s great book, The Tipping Point. Gladwell referred to Revere as being a “connector.” Kennedy explained that, “Of The most compelling of Gladwell’s conclusions—conclusions that he came to in part by drawing parallels to other instances of messages being conveyed by word of mouth—is that Revere succeeded in large part due to his social manner, the ease with which he interacted with other people” (p. 201). I call this being an aware communicator.
Kennedy brought out a great point about Revere, saying, “Revere not only knew many people along his route, Isaac Hall among them, he also had the demeanor to size up and engage a new person, Martin Herrick as an example, and press upon the person the news” (p. 201). Revere’s abilities allowed him to spread crucial information about the British approaching, bridging various communities and ensuring that others were informed and motivated to take action. His extensive network helped facilitate communication among disparate groups, emphasizing how vital interpersonal connections can be in mobilizing collective action and creating social movements.
Gladwell’s reference to Paul Revere as a “connector” illustrated his role in the American Revolution and the social dynamics that contributed to significant historical changes. Connectors are people who have a wide circle of acquaintances and are skilled at linking different social groups together.
Leading By Making Room for Other People’s Ideas
Yesterday, I had the opportunity to spend the morning at Purdue Polytechnic High School here in Indianapolis. We were there as part of the National Association of State Boards of Education’s High School Transformation State Network. There are six states that are part of the network: Washington, Missouri, California, New York, Kentucky, and Indiana. Of course, I was in my element – in classrooms spending time with students. We joined a chemistry class and I could not help myself but to take over a lesson on pH. As a former Ag Science teacher, pH, measuring the free hydrogen ions and hydroxyl ions, is a pretty important concept. Once a teacher always a teacher!
We also had a panel of students speak to us and spend time answering questions and offering advice. One student made a comment that really impressed me. She said, “I have learned to make room for other people’s ideas.” Wow, there was a future leader in the making. There are a lot of adults who have not figured that out.
Making room for other people’s ideas embodies a key principle of great leadership: openness to collaboration and inclusivity. Here’s what it means in the context of effective leadership:
- Valuing Diverse Perspectives: Great leaders understand that diverse viewpoints can lead to better decision-making and innovation. By making room for others’ ideas, we encourage a rich exchange of thoughts, which can enhance creativity and problem-solving.
- Fostering Collaboration: When leaders invite contributions from their team members, we create a collaborative environment. This not only boosts morale but also strengthens team cohesion as everyone feels valued and heard.
- Encouraging Engagement: Making space for others’ ideas promotes engagement and ownership among team members. When individuals see that their opinions matter, they are more likely to invest themselves in the outcomes of their collective efforts.
- Developing Trust: Leaders who are receptive to new ideas build trust within their teams. Team members are more likely to share their thoughts and take risks when they know we respect and consider their input.
- Adapting and Learning: Leaders who embrace others’ ideas demonstrate a willingness to adapt and learn. This flexibility is crucial in dynamic environments where solutions often require input from various sources.
It was great to be reminded yesterday by a young high school leader that making room for other people’s ideas is essential for fostering a positive and productive organizational culture, ultimately leading to greater success.
Leading Like Paul Revere
I am reading the great book The Ride: Paul Revere and the Night That Saved America by Kostya Kennedy right now. Kennedy quoted cognitive scientist Sian Beilock as saying “People choke under pressure because they worry.” This led off a discussion in the book as to why Paul Revere was so successful under the high stress of the ride of his life. This aligns well with the studying of George MacDonald I have been doing lately related to imagination and creativity. Revere had a vision of what was at stake and was able to channel that into decisive action rather than succumbing to pressure.
Sian Beilock’s observation about people choking under pressure highlights how anxiety and overthinking can impair performance, even in individuals who are otherwise skilled or knowledgeable. Revere’s success, and not choking under pressure, relied not only on his bravery but also on his ability to manage fear and stay focused despite the high stakes of his mission. Beilock taught us in, Choke: What the Secrets of the Brain Reveal About Getting It Right When You Have To, that this ability to manage fear and stay focused is an important leadership disposition. She said, “They [people who choke] worry about the situation, its consequences, and what others will think. They worry about what they will lose if they fail to succeed.” Revere did not do this.
In fact, Kennedy pointed to six of Beilock’s eight rules to not chocking that Revere followed. Here they are:
◊ Distract yourself (Revere clearly did, noting his surroundings and the atmosphere of the night)
◊ Don’t slow down (Revere: “I turned my horse very quick”)
◊ Practice under stress (as mentioned)
◊ Don’t dwell (Revere did not)
◊ Focus on the outcome, not the mechanics (Revere was bound for Lexington, no matter what obstacles he encountered)
◊ Focus on the positive (as the hale Revere did, resolutely)
Dr. Beilock suggests strategies to mitigate the negative effects of pressure, such as practice and preparation. When I started reading this book I was interested in the history of Paul Revere and the American Revolution, but have also received a leadership lesson on what made Revere successful under an incredible amount of stress and pressure.
The Gift of Imagination
On Saturday, I wrote about Our Gifts & Force Multipliers. Today, as I think about all of us being gifts I consider George MacDonald’s view on imagination. He believed that everything of us humans must have been of God first. MacDonald said, “We discover at once, for instance, that where a man would make a machine, or a picture, or a book, God makes the man that makes the book, or the picture, or the machine. Would God give us a drama? He makes a Shakespeare.” I love this from from MacDonald’s essay, “The Imagination: Its Function and its Culture,” because it suggests that God created us all as gifts. MacDonald believed God created us in his own image to imagine all the things we do.
“We discover at once, for instance, that where a man would make a machine, or a picture, or a book, God makes the man that makes the book, or the picture, or the machine. Would God give us a drama? He makes a Shakespeare. Or would he construct a drama more immediately his own? He begins with the building of the stage itself, and that stage is a world–a universe of worlds. He makes the actors, and they do not act,–they are their part. He utters them into the visible to work out their life–his drama. When he would have an epic, he sends a thinking hero into his drama, and the epic is the soliloquy of his Hamlet. Instead of writing his lyrics, he sets his birds and his maidens a-singing. All the processes of the ages are God’s science; all the flow of history is his poetry.” “The Imagination: Its Function and its Culture” by George MacDonald first published 1867 in A Dish of Orts
MacDonald asserted “The imagination of man is made in the image of the imagination of God.” He suggested that human creativity and imagination reflect a divine quality. MacDonald believed that just as God is the ultimate creator, humans, being made in His image, possess the capacity for creativity and imaginative thought. We are gifts – every one of us! This idea emphasizes the notion that our ability to envision and create—whether through art, literature, or innovation—is a gift from the divine. MacDonald believed that the act of imagining something new is not merely a human endeavor but also a way to connect with the divine nature of creation.
MacDonald described imagination as the faculty that allows humans to give form to their thoughts, creating images and ideas that can be expressed in various ways. MacDonald suggested that our creative power highlights the significance of imagination in our capacity to create and understand the world around us.
Byron's Babbles 
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