Further criticism relates to the failure of some boards to follow their own policies. Following policies that guide the board in its own governance process, and its relationship with the CEO, is an act of self-discipline by which the board imposes checks and balances on its own power. These self-limiting policies protect staff from board actions that might get in the way of successful organizational performance. They also protect the CEO, and the board itself, from possible actions of individual board members. A board may give a false sense that it is acting in the best interests of the organization while ignoring its own policies, and therefore promotes a “veil” of legitimacy behind which it acts in capricious ways. Such a board distracts itself from the real job boards should be doing. Ultimately, whether a board remains true to its own policies is a matter for the board itself to determine. Carver notes this concern when he acknowledges that Policy Governance will not make “a bad board good”.



… our studies indicate that people who do have the opportunity to focus on their strengths every day are six times as likely to be engaged in their jobs and more than three times as likely to report having an excellent quality of life in general.

-Tom Rath in StrengthsFinder 2.0

Photo credit: Fonzie’s cousin / Foter / CC BY-NC-SA

StrenghsFinder 2.0 (New York: Gallup Press, 2007), p. iii

To forgive someone means that you will not hold a grudge against that person, not seek revenge, and not foster angry feelings. It does not mean that you must “forget” the provocation. It does not mean that you entrust yourself to a person who will probably do harm to you again. It does not mean that all hurt, angry feelings will automatically and instantly evaporate.

Forgiveness is an act of the will, not of the emotions… The act of forgiveness becomes part of your self-talk, which affects your work in recovering from the painful memories or feelings.

Forgiveness is not only for the benefit of the person who hurt you, it is essential for your own well being- without it bitter feelings intensify and do physical and emotional damage to you… We are called to forgive; the healing comes from Him.


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Learning to Tell Myself the Truth (Minneapolis, MN: Bethany House Publishers, 1994)

Situations themselves do not cause stress; it is our reaction to the situation that is the real problem.”   -Joyce Meyer in 21 Ways to Finding Peace and Happiness

Leadership is not about being nice and definitely not about avoiding conflict; rather it inolves creating dissent and managing the created dissent. This dissent results from the necessity of changing the present situation, which always provokes the resistance of those who are not – or not yet – willing to take such a step. Leadership is not to be confused with maintaining the status quo. Its essence is the initiation of a change process that results in a new and better status quo.

An essential part of leadership is decision making, and the purpose of decisions is not to make people happy… if everyone is content with a decision that has been made, you can be almost certain that it was not the best decision possible. General acceptance is not a wise criterion for a good decision.

Every decision attracts criticsm from those who have a different point of view. If the leader strives to make decisions so that everyone will be in agreement, he or she is pre-programming the group or organization to continue to live far below its God-given potential.  Why do so many groups never reach their potential? Because they don’t have a leader who dares to make bold moves.”

-Leadership expert Christian Schwartz in “The 3 Colors of Leadership”

Oftentimes God allows circumstances in our lives not to leave us in pain and hunger but to lead us to higher levels of success that we would not otherwise explore.  -Dan Miller