Paula Deen turned out to be the girl who kicked the hornet’s nest. I am always intrigued by what makes any transmission interesting, impressive, emotional or downright offensive to others. I have seen veritable firestorms unleashed by statements which, to me at least, seemed hardly at all provocative.
Every so often I get a positive response, a radically, enthusiastically positive response to something I say and it catches me by surprise. Totally. It always makes me feel like Barney Fife when Andy would exult, "Wow, Barney, that's a brilliant idea."
Barney would answer with unfeigned confusion written all over his face,"What? What did I say?"
"Oh, no," she moaned as if she were staring at the gallows.
"What?" I asked. "What's wrong?"
We were fellow teachers at a small, elite, private academy in Washington, D.C. Not yet credentialed, still in college in fact, I was part-time and therefore free of all the extra duties and committees required of the full-time faculty. She was easily my mother's age, perhaps older. I'm sure she saw me more as another student than as the "colleague" I fancied myself.
"Oh, it's another meeting. The principal has called another meeting of a committee I serve on. I'm thinking of faking a migraine. Will you back me up?"
"Is it as horrible as all that?"
"It's worse! It's excruciating. They go on and on and on and they accomplish nothing. He just enjoys being the center of attention. I'd rather actually HAVE a migraine."
It was years later, many meetings later, many excruciating meetings later before I understood both her pain and the real problem. When people say meetings are horrible what they really mean is horrible meetings are horrible. I have sat through meetings where I ached to scream. I have also been in meetings that were efficiently conducted, yielded results and proved crucial to setting and meeting team goals. Actually after such meetings I have sensed, not anger and frustration, but enthusiasm, good humor and esprit de corps.
I have been able to identify five keys to conducting a productive and, dare I say it, enjoyable meeting.
If you start losing teeth at fifty-five it's a crisis. If you start losing them at five it’s progress. What makes a crisis a crisis depends in part on the context. But there are life crises which irrespective of context are universally understood. I find it absolutely remarkable that so much in King David's life and leadership is so easily applicable to my own. He lived three-thousand years ago. An Iron Age warrior, an outlaw, a poet, a musician and a king. None of these, especially the musician part, have any remote similarity to my life, yet every time I study David, I identify.
I suppose David's life could be accurately described as one unceasing crisis. Many might think of their own lives that way, but there are actually long periods in even the most tumultuous life which are lived in relative calm. We just don't memorialize those. Likewise, the writer of the books of Samuel, Kings and Chronicles surely felt no need to say, "For the next five years everything was pretty much ok."
Having said all that, I have identified three specific crises in the life of this desert warrior which are profoundly relevant to the modern family and leader.
Now that the first round of George Zimmerman's trial has ended in acquittal, we can take a moment and ask ourselves, is there anything in the whole story to learn about life and leadership? There will almost certainly be civil suits and counter suits and perhaps even a federal trial yet ahead. What a mess. But even now there must be something we can glean from all this. I would like to offer a few reflections that have nothing to do with how you feel about the verdict.