On Budget Cutting, Excellence, and Leadership: i.e., DOGE

People first, mission always!  Those four value-laden words defined our leadership approach during my last position within NOAA Fisheries. Our leadership team saw the old motto of mission first, people always as insufficient. Too often, it led to leaders treating people as an afterthought in pursuit of the mission. A shift in emphasis was needed as we were servant leaders who loved our people as we pursued the mission. 

Our VALUES Leadership Model became a gold standard within the agency. Leaders visited our center to observe our management firsthand. Some leaders invited us to speak to their staff. Students in leadership development programs sought our insights. Yet, nothing about our model was particularly groundbreaking—we simply emphasized excellence through virtue, and made them the first principles throughout our science enterprise.

For me, people first, mission always wasn’t just a management strategy; it was a reflection of my calling. One of the most striking aspects of Jesus’ ministry was how He prioritized people. Religious laws had their place, but Jesus made clear that they were meant to serve people—not the other way around. When religious leaders condemned Him for healing on the Sabbath, He responded, “The Sabbath was made for man, not man for the Sabbath” (Mark 2:27). When a crowd gathered to stone a woman caught in adultery, He challenged them to examine their own hearts first (John 8:1-11).

Whether it was stopping to heal the blind, feeding the hungry, or washing the feet of His disciples, time and time again, Jesus demonstrated that true Christ-centered leadership always prioritizes people—because in the kingdom of God, it’s people first, mission always

Cutting Costs

Yet, the road of values-based leadership wasn’t always easy. As labor costs rose while budgets remained flat or declined, we had to reduce our 410-person workforce by over 20%. This included the difficult decision to close high-performing research programs, ensuring that resources were directed toward the highest mission priorities. To navigate these changes, we relied on a priority-based resourcing process that balanced fiscal responsibility with fairness and strategic focus.

We did this empathetically, emphasizing listening, compassion, generosity, and transparency, engaging in extensive discussions to balance mission priorities with staff concerns. Although the actions were difficult and had an impact on staff, we successfully achieved the necessary reductions while maintaining mission success and preserving overall staff trust. People first, mission always.

A Different Approach: DOGE Cost Cutting Strategy

The Trump Administration’s Department of Government Efficiency (DOGE) was created to streamline federal operations. While fiscal responsibility is essential, DOGE’s approach has raised serious concerns:

Legally and Constitutionally Questionable Actions

  • Courts have ruled that the Trump administration’s firings of 25,000 probationary federal workers were likely illegal and ordered them reinstated pending further litigation. [Personal Note: if you aim to reduce nonperforming people to streamline operations with reduced cost, your new probationary hires are the last people you cut.  They will likely be the lowest-cost but most productive part of your workforce.]
  • Courts have blocked some DOGE actions, ruling that the President cannot impound funds Congress has appropriated. To wit: if Congress says ‘spend this,’ then the President is constitutionally obliged to ensure that the laws are ‘faithfully executed.” [Personal Note: When Congress said jump – and their members and/or staffers would often visit us – we said, “how high” as we were mindful of the Impoundment Act and the Anti-deficiency Act which required us to execute the congressional directives in accordance with their intent.]

Reckless and Unwise Actions

  • DOGE falsely claimed to cut $50 million in “condoms for Hamas,” which was actually contraceptive aid for Mozambique.
  • Closing Social Security offices forces rural Alaskans to travel long distances at great personal expense.
  • Edward Coristine, a 19-year-old DOGE staffer known as “Big Balls,” was given access to sensitive government systems, including Social Security, IRS, and Treasury data despite his past involvement with a cybercrime group where he provided technical support for data theft and cyberstalking.
  • Firing Inspector Generals – the very officials responsible for reducing waste, fraud, and abuse. [Personal Note: I met with Inspector Generals or their staff multiple times throughout my career. They carried out their mission with diligence, and we valued their recommendations, which led to meaningful improvements in organizational excellence.]

Erroneous Accounting of Savings (The Tale of the Tape on DOGE’s “Wall of Receipts”) – The list of errors in DOGE claims is long, suggesting that they either don’t understand the actions they are taking or the nature of the government service they are impacting, and/or they are just being sloppy. 

  • A canceled contract DOGE claimed saved $8 billion was only worth $8 million.
  • DOGE triple-counted a $655 million contract, inflating savings to $1.8 billion.
  • Of the 2,334 “terminated contracts” on its “Wall of Receipts,” 40% had already been fulfilled, resulting in no savings.
  • Savings are often calculated from contract ceilings rather than actual expenditures.
  • One of DOGE’s largest savings was achieved by “canceling” a $1.9 billion contract already canceled under the Biden administration.

Lack of Transparency – DOGE has operated with “unusual secrecy” and “rapid pace,” according to federal judges. Shielded by a Trump-created exemption from public disclosure rules, DOGE has been minimally transparent despite its claims of “maximum transparency.” The lack of independent verification casts doubt upon the veracity and integrity of their claims.

[Personal Note: Transparency is critical to accountability. It was one of the most effective tools for reducing agency budgets while maintaining trust.]

Employee Abuse – DOGE’s “Rip and Replace” strategy—effective in some tech firms—is reckless and abusive when imposed unlawfully and without warning on federal employees who were not hired under that understanding.

  • Elon Musk’s illegitimate demand that federal employees report their weekly work via email or be fired—later made “voluntary”—was abusive and coercive.
  • A friend’s husband and son both work for the National Park Service and were falsely told they would lose retirement benefits if they didn’t retire immediately.  Such manipulation is abusive.

How Should We Then Live?

This question, famously posed by Francis Schaeffer nearly 45 years ago, remains just as relevant today.   

Many assume DOGE’s efforts are necessary and beneficial. For the sake of the nation, I hope this process yields some good. However, significant concerns remain, and its true impact will only become known if the courts are successful in ensuring that DOGE’s actions are independently verifiable.

But the question still remains, even if we give DOGE the benefit of the doubt: How Should Citizens of Christ’s Kingdom Respond to This Issue?

  • Prioritize People – Kingdom-minded people value actions that respect and serve all people – both those who carry out the policies and those affected by them. Ruthless cost-cutting without regard for people is incompatible with Kingdom ethics. Remember: we don’t own our witness, Jesus does.
  • Take Jesus Seriously – The Beatitudes call for empathy and concern, not celebrating harm done to others. When Jesus said, “Blessed are they that mourn, he was establishing a posture of empathy and concern. His Golden Rule is not “hope that others experience the bad stuff I’ve experienced.”
  • Choose Godliness Over Tribal Loyalty – People bear God’s image. Those who applaud the dehumanizing of others or dismiss livelihood concerns as “fear porn” should reconsider where their loyalty lies.
  • Examine Your Fruit – Are our words, actions, and beliefs about this issue laden with the fruit of the Spirit, i.e., kindness, goodness, and gentleness?
  • Are You a Friend or Enemy of God? – Remember that in the Kingdom of God, loving our neighbor is inseparable from loving God. This love is revealed in how we treat those who are different from us—especially those so different that it requires overcoming feelings of disdain to serve them with genuine, sacrificial care.

Final Thoughts

Government efficiency should balance cost-cutting with ethical, people-honoring leadership. DOGE’s approach prioritizes aggressive reductions with little regard for transparency, legal constraints, or human impact. In contrast, the VALUES model is founded on the inherent dignity of people and prioritizes ethical processes, virtuous leaders, care of others, and excellence in mission.

If you think this is just pie in the sky and not applicable to the “real world” of business, rest assured, we are not alone.  The notion of “loving” your employees is a core value of the CEO of Southwest Airlines.  The CEO of Snapchat believes creativity, smarts, and kindness are the three essential ingredients to successful employees, with the greatest of these being kindness. 

How Should We Then Live?  For Citizens of His Kingdom, the answer is found in 2 Corinthians 5:20. “We are Christ’s Ambassadors, as if God is making his appeal through us.”

Citizens of His Kingdom can be supportive of DOGE’s basic goals.  But isn’t the applauding of its methods, though, incompatible with their ambassadorial calling?  We are Jesus people, “in whom we live and move and have our being.” If Jesus put people first—teaching that even the sacred Sabbath was made for man, not man for the Sabbath—shouldn’t we do the same? And given my experience in government, you don’t need to choose.  You can honor people, like Christ did, and still reduce the workforce.

People first, mission always isn’t just possible. It’s the way of Christ.

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VALUES: A Leadership Model for 21st-Century Science Organizations

By Steve Ignell and Douglas DeMaster, February 2025

“Bill” was the manager of a small and geographically separated research group. He was an acclaimed scientist well-known throughout the region.  His program’s research products were highly valued, especially by the industry sections with money and clout. The internal dynamics within his program, however, were broken. Bill didn’t delegate.  He kept all the critical tasks on his desk.  Lower-priority work languished, and much of the program’s work remained unfinished. Most of the unfinished work dealt with staff projects or staff manuscripts needing managerial review.  There was an “A” team and a “B” team in the program and only “Bill” was in the former.  Staff grew frustrated, and the working environment became toxic. 

News of the dysfunctionality spread, first to the next level of leadership and then to levels above. Corrective-oriented visits ensued, burning the time and energy of higher-level leadership. Changes were made, written understandings developed, and things often got better. But like a flywheel returning to its original position, all the changes eventually became undone, and the toxic office environment returned.

“Bob” was an agency leader in a mid-management position.  He had a storied career and was an internationally known expert in multiple scientific disciplines. On paper, he had it all, from being an “A-Team” scientist widely respected by scientists and stakeholders alike to an experienced manager in differing parts of the agency.  In real life, however, staff withered under his leadership.  Like “Bill,” “Bob” distrusted staff.  He was a consummate critic when interacting with his staff, seeing every opportunity to convey a “peer review” type of message. Staff grew frustrated, and the work environment soon became toxic. Some people left while others withdrew and became independent.  And again, like in the case of “Bill,” news of the dysfunctionality spread, burning the time and effort of leadership at higher levels. 

“Bud” led one of the critical organizational units for the agency.  He had an impressive resume showcasing his accomplishments in a variety of past positions. Stakeholders liked him.  But “Bud” just couldn’t let things go.  He inserted himself into everyone’s business.  The result was a rigid, stifling work environment where even the pencil supply was controlled through a strict, accountable process.  His unit became dysfunctional with staff paralyzed by fear.  Agency leadership eventually had to step in, expending large sums of money to right the sinking ship.

Stories like these are not isolated features in most organizations.  Toxic work environments abound, even in highly respected agencies like NOAA. In fact, nearly 30 million workers across the United States consider their workplace toxic. The three main contributing causes, according to research[1] by the MIT Sloan School of Management, are bad leadership, toxic social norms, and poorly designed job roles. And the responsibility of all three of these lies in a leader’s domain.  This is true even for workplace social norms, as these are largely established and maintained by leaders or managers.

In the following monograph, we tell our story about “how to avoid toxic work environments.” Our story is about the power of leadership, and the setting is the Alaska Fisheries Science Center (AFSC or Center). This center is part of NOAA’s National Marine Fisheries Service, which comprises about 10% of NOAA Fisheries’ workforce and is divided into five science and one administrative divisions. Our experience was during a time of fiscal uncertainty and political change (i.e., 2012 to 2017). 

It’s a story filled with multiple voices, not just ours.  Lori Budbill, our Operations Management and Information Director, and Jennifer Ferdinand, our Planning Officer, served with us as the executive team of the Center.  The four of us were then part of a larger “Management Team” which additionally included the Directors from the five science Divisions along with our IT and communication leads and our science coordinator. Each person on the team owns a portion of this story, too: Jeff Napp, Russ Nelson, Patty Livingston, Ron Felthoven, John Bengtson, Phil Mundy, Chris Rillings, Martin Loefflad, Mike Sigler, Ajith Abraham, and Marjorie Mooney-Seus. 

The Center hasn’t always seen smooth sailing. It’s had its share of difficulties. But without the foregoing people and the value they brought to establishing a healthy leadership culture at the AFSC, we’d be back to bailing water, struggling like so many other organizations inside and outside of NOAA to stay afloat. 

So its to them that we dedicate this monograph for their extraordinary effort to make the Center a better place for its people and mission.  And to the AFSC employees too, for they are the most valuable asset NOAA has. They are the ones who make a difference. They are the ones who make or break NOAA’s stewardship mission.  And all of this hinges upon good leadership. In the following chapters we tell the AFSC story of at least one way that this can be done.

Introduction

“Most people say that it is the intellect which makes a great scientist. They are wrong: it is character.” – Albert Einstein[2]

In the following chapters, we argue that Einstein’s insight into scientists should also apply to science organizations. Here, we present a leadership model that includes several ideas or approaches we have found useful in leading science organizations in a Federal setting.

However, we are not introducing another new academic approach; we are pretty sure that there is “little or nothing new under the sun” when it comes to this topic.  Instead, our goals are modest: 1) to argue that having leaders with the right leadership values – i.e., character – is foundational and even necessary for a healthy science organization, and, more specifically, 2) to provide a set of specific principles that we believe will help science organizations better achieve excellence in the way their missions are pursued.  We use the term, “organizational excellence” as a sort of short-hand for this premise.  The second half of the monograph is illustrative, describing our experience at a Science Center within the National Oceanographic and Atmospheric Administration (NOAA), and addressing leadership issues within the organization and within the larger agency environment.

Check the Foundations

Our motivation stems from observing how fellow leaders often attack the symptoms of organizational dysfunction rather than the root causes.  Hence the symptoms tend to persist, likely to surface again like a game of whack-a-mole: one issue is addressed, only to have another pop up to take its place.  

We’re reminded of a story about a building manager in New York City who discovered a set of cracks high up in their building on the 42nd floor.  He promptly called the architect and asked him to help inspect the damage on the 42nd floor. After waiting several hours, the manager eventually discovered the architect in the basement of the building.  There he had found material deficiencies in the building’s foundation, which had caused cracks to appear in the upper floors.  Further investigation revealed that a security worker had been slowly removing a few bricks at a time and taking them home to build a garage.  Over time, the slow weakening of the foundation became visible on the upper floors of the building.  But those cracks in the upper floors were just symptoms of a critical weakness introduced in the foundation.

Our experience indicates that organizational excellence most often develops when organizations understand this, identifying and then addressing those foundational issues that matter most to employees.  We have further learned that the most important foundational issues are, first and foremost, associated with the values and work ethics of an organization’s leadership.  Leaders who fail to exhibit principled behavior can seriously undermine an organization’s foundation, brick by brick, especially when the organization is facing challenges like major policy changes or revisions to organizational structures.  Without this focus on leadership values, we have observed time and time again how needless conflict can develop across an agency, which then requires an extensive investment of agency time (and money), often in a crisis mode, to resolve. 

Foundations = Leadership Values

Our primary tenet is that organizational excellence depends inter alia on excellence in leadership.  We further believe that such excellence is best expressed in terms of effectiveness and exhibition of what is often referred to as “servant leadership”, as demonstrated through a leader’s ability to listen, empower, and develop staff in a manner marked by humility and authenticity. Culture matters, and through value-based leadership actions, servant leaders profoundly affect the morale of an organization.  They understand that even a single act of unprofessionalism by leadership can have a ruinous effect on staff morale and staff trust in their leaders. Good leaders seek to create shared values that permeate across the organization, informing behavior and actions. 

A strong commitment by an organization to implement its vision, inspired by value-based leadership, has a high payoff and imposes a strong directional influence in the work environment. Ted Sinek’s leadership model, called the Golden Circle,[3] illustrates how this works.  Successful organizations are those who know why they exist. They have a clear understanding of purpose, which sets them up for success by setting the stage for the right “what,” or product or service, to be delivered to customers or stakeholders. They don’t consider the middle step or the “how” to be incidental or secondary to their success.  Instead, they understand that organizational success often hinges upon the principles or values that inform “how you get there.”  They see those principles as foundational, informing every step of this process, from the why to the what and through the how.

The Importance of the ”Why”

Looking back over our careers, first as bench scientists and then in science leadership positions in the Federal government, Sinek’s three categories have stood out as watershed principles that shaped our future activities and decisions. First, we can still remember the day we saw Simon Sinek’s TED talk[4] on finding the “why” in our professional responsibilities.  It immediately resonated as we understood its profound application to a science organization like ours.  It confirmed that we were on the right track as, over the years, we had learned that the more we focused on the rationale for why what we were doing was important, the more our strategic focus sharpened, both internally and externally, where everything became about the mission and the people behind the mission. 

Hence, when we spoke to the public, we no longer just dwelt on describing the great, fascinating science we did.  Instead, we shifted to the why behind the science, the importance of sustainable stewardship, and the benefits of that stewardship to the nation and its future generations.  In doing this it changed the focus from us to them through a posture of service.  We were just role players, driven by a purpose defined by the needs of the resource, the resource managers, and the public we served.  

The Necessity of the ”What”

To transform purpose into reality, we then needed a plan or roadmap that determined how best to respond to the “why” behind the mission, how we assign our limited resources and capabilities to achieve mission impact, and how we translate our good intentions into meaningful consequences through engaged staff empowered within the right organizational environment. 

Our use of the term “roadmap” is meant to signify a process or protocol for making hard decisions within an organization.  Such decisions include, but are not limited to, staffing levels, allocation of limited resources, facilities decisions, and training.   A roadmap should also identify alternative routes that may be either unworkable or suboptimal resulting in opportunity costs and loss of mission achievement.  It’s often an organization’s ability to avoid these suboptimal or unworkable routes that matter most to an organization’s effectiveness, or, as in the words of Edison, “a good intention, with a bad approach, often leads to a poor result.”[5]

Leaders need to understand how priorities are integrated into funding and allocation decisions and what adjustments should be made to best meet Agency priorities, given funding and policy constraints.  In a resource-limited environment, organizations cannot afford to waste time and resources pursuing activities that are unsupportive or suboptimal.  Having a process that tells an organization what not to do is powerful.  It is easier to identify activities that support the Agency’s highest priorities than to select which of the remaining actions, all of which are typically useful and important, should be stopped so that at least the top-priority actions are accomplished.

Such a path or process should include the establishment of priorities at both long and short time scales.  It must enable the translation of those priorities to decisions on a range of mission activities using a set of common programmatic and risk criteria, enabling the translation of prioritized decisions into annual business activities.  Such a process works best when transparent and value-based, empowering the creation of a common corporate culture throughout every level of the organization.   When done successfully, this process enables an agency’s vision to act like a beacon, leading an organization through the fog of uncertainty, yielding the best answer when there is no right answer, even in challenging fiscal environments. 

The Indispensability of the “How”

Thirdly, we found that how we executed our mission became just as important as what we executed.  This is the middle component of Sinek’s Golden Circle model of inspirational leadership and the critical pathway for connecting purpose with outcomes.  

We found that having the right culture directly affected our success in providing the science and information needed for the management and sustainable use of healthy marine ecosystems. Through leadership, culture is slowly forged as leaders steadily exert their influence throughout the organization.  When leadership ethics are healthy, they shape the workplace environment by promoting a relationship of trust between staff and supervisors.  In our experience, trust is one of the keys to empowering staff, and the straight line between staff achievement and leadership ethics goes through leadership values.  Values, therefore, serve as the basis or foundation for organizational excellence because, ultimately, it’s all about employees trusting their supervisors, both scientists and support staff, as they are the ones who advance the mission.

Such trust largely depends upon the degree to which its leaders demonstrate fairness and dedication to employees across the organization.  Recall the Gallup Report[6] findings that the primary reason for employees leaving a job is because of the boss (and not the job). For most organizations, especially those engaged in scientific research like NOAA, employees are the creators and innovators.  They are the ones who produce high-impact science, and it is the high-impact science that enables mission excellence.  An organization that loses talent through attrition caused by ineffective supervisors will never be an organization that achieves excellence in the pursuit of its mission. 

Our counsel is that organizations must match the dedication and excellence of their staff with an equal dedication and commitment to excellence in leadership.  Such leadership excellence should be wide-ranging, from strategy to execution, from the hard skills such as technical competence to the soft skills of people management.  It requires that the mission execution be transparent, providing staff with a compelling rationale for all key decisions.  This is the step we often find missing but is perhaps most important to organizations, especially science organizations which have a natural tendency to focus on technical excellence.  It requires honest, open, and frequent communication, a critical pathway for trust between staff and leadership. It requires leaders who are mature, rooted in good character, able to do the right thing, and able to influence others to do the same. 

Outline of the Monograph

In the following chapters, we discuss in greater detail several of the leadership principles we found most helpful in our pursuit of organizational excellence for the Science Center we led within NOAA.  These insights may also be of value to organizations external to NOAA in the Federal system or external to the Federal government. The first section promotes a leadership posture comprised of six interconnected characteristics of leadership excellence: 1) virtue, 2) authenticity, 3) listening, 4) (being) unafraid, 5) (striving for) excellence, and 6) service. Cast as an acronym called VALUES – mindful of our constant advocacy within the agency for values-based leadership – they are intended to be a teaching aid, providing guidance on how we should go about the business of science, translating mission goals and objectives into strategy and then execution and execution into impact. 

We then show, through the example of our experience, how these principles can be applied in science organizations, both at the local and national level, integrating the why, how, and what components of organizational excellence.  Through doing this – articulating key leadership principles that we have found essential to the success of a science organization – we seek to elevate the importance of leadership values to organizational excellence.  And through that, to elevate the mandate for a people first, mission always posture.

Part 1

VALUES, The Foundation for Leadership

Virtues – the “V” in VALUES

Maybe you had the same initial reaction as us: Einstein, the great Einstein, really said that a great scientist is principally defined by great character? Now consider your own science organization, especially the leadership environment that sets the tone for how the organization will operate.  Is there a recognition that character matters, even as much as scientific achievement?

Perhaps most would answer in the affirmative. They are diligent in ensuring scientific integrity in their research enterprise. They resist external pressures to shape their findings while embracing a code of scientific conduct that ensures original authorship and independence. 

But that’s only one part of the character issue.  A science enterprise not only relies upon researchers with a personal sense of pride in their intellectual accomplishments but also on high-performing teams of people working towards a common goal.  In our experience, it takes a community of people with differing gifts and roles to accomplish a science mission as complicated and demanding as marine stewardship. How that is accomplished becomes a character issue too, as our interactions with each other occur within a cultural setting with explicit (or implicit) norms of behavior.  Those norms act like an operating system, creating a social environment that either enables work to be done in a cooperative and productive manner or not. 

Leaders must take this one step further, however, seeking the flourishing of their employees so that their people might prosper as the mission prospers. They do this by creating an environment of trust based on high moral standards of leadership, which is then reflected in the character of the organization. This association is unavoidable yet often overlooked.    

Leaders need not be constrained to selecting one common set of moral standards.  Organizations vary in mission and cultural history; hence, their social and behavioral norms will likewise vary.  It’s important, however, for leaders to find those virtues most critical to their mission success.  This is not always an easy task.  The process of paring down a long list of possible virtues can take time and be difficult. But leaders will find, as we have, that it’s a most rewarding task and one of the most valuable actions they will take in their career.  In the following paragraphs, we briefly highlight four virtues that we have found key to successful leadership: 1) justice, 2) demonstrating fairness and consistency throughout the organization, 3) humility, and 4) generosity.

A just leader champions both diversity and inclusivity throughout their organization.   Such a posture fosters an environment of trust across the staff, which creates a work environment that emphasizes service, performance, innovation, and productivity.   Diversity has been shown to be fundamental to most high-performing teams, even when the members of the team weren’t necessarily the very best in the field.  That’s because a group of us is generally smarter than any one of us.  When that group is inclusive of individuals demonstrating fundamental human characteristics of empathy, trust, and value in addition to differing life experiences enabling novel viewpoints into issues, the outcome is a synergistic effect where the whole exceeds the sum of the parts. 

In our view, organizational excellence requires leaders who are committed to fairness in the workplace and intentional about fostering an atmosphere of trust, consistency, and inclusivity. Leaders who are viewed as inappropriately self-serving cannot motivate and inspire a workforce. It is that simple. Leaders who champion personal favorites over the use of performance metrics in rewarding staff with promotions or opportunities are likewise ineffective. 

A servant leader, which is the type of leader we believe NOAA leadership should aspire to, sees humility and generosity as foundational to the whole of leadership.  Humility pushes back against pride and champions selflessness and respect.  Generosity counters excessive ambition through a willingness to give without the need for commendation.  True humility requires an external focus, enabling empathy and compassion for others and looking out for the best interests of others. 

Humility of opinion allows a leader to be open to learning new things.  It counters the human tendency to be more confident than is appropriate or to seek out data or information that confirms what we already believe.  Humility opens us up to alternative opinions, enabling a robust decision environment.  It guards against the seducements of power; it allows one to admit mistakes.  It challenges us to examine where we could be wrong and where we can learn from others.

Five Things to Remember Regarding the Importance of Values

  1. A leader’s personal character or values provides the foundation for organizational values.
  2. Commitment to fairness and transparency is a necessary virtue for organizational excellence.
  3. A commitment to diversity and inclusion flows out of a commitment to fairness.
  4. Humility, perhaps the most important virtue, opens the door to learning and protects from the seducements of authority. Of what we consider “soft skills” in a supervisor, this character trait is most often underrated. 
  5. Generosity guards against selfishness and ambition through actions that help others.

Authenticity – the “A” in VALUES

We still remember the day when one of our staff transitioned to a transgender female.  Because this was apparently the first such public transition in our agency, several of our Washington, DC, leadership came out to assist.  Although they had ultimate control of the day, we were asked to provide opening remarks and host the meeting.  When that day came the conference room was packed to overflowing. Our staff knew something was up. Although we had not conveyed the intent of the meeting, it became the biggest crowd we had ever seen at an all-hands meeting.

It was an honor and privilege to lead this meeting.  We advocated for acceptance. We noted that we were our “brother’s keeper,” and what happened to any of us at the Center mattered to all of us.  Finally, we informed the staff that we all had a great opportunity to show generosity to one another in this situation.  Such statements were easy to say as they were all part of our core values talk which we routinely gave.  However, this all-hands meeting was different. 

The fallout from that day was overwhelming. For the weeks following, staff spontaneously talked about that day. Dozens came up to us, at first daily and then weekly, thanking us and indicating that they had never been so proud to be part of an organization.

Leading people, like living life, is a mixed bag of successes, mistakes, missed opportunities, and should-have-done moments.  That day was a success for our Center, our people, and even our mission. It’s something still celebrated today.  We had other days, however, that fell into the latter three categories.  Nonetheless, we saw them as teachable moments, using each of them as an opportunity to engage staff honestly and transparently in a collective pursuit of our mission. 

Authentic leaders are living demonstrations of core values. They operate from a moral compass that is easily seen and understood by those around them, fostering honest relationships and legitimacy in leadership.

Authentic leaders recognize the value of self-awareness and empathy within relationships, either at the group or individual level.  Having a keen sense of how others are perceiving us in a conversation or meeting and then being able to “step” into someone else’s “shoes” to increase our understanding of their needs is a basic and fundamental characteristic of authentic leaders.  It inspires trust within an organization by demonstrating that the leader is “real and genuine.”  It engenders a capacity within a leader for compassion and kindness.  When mixed with self-discipline, it protects against unneeded conflict and disruption. 

Authentic leaders lead by example, becoming role models in all areas of work, from competency to character.  As the retired CEO of Louisiana Pacific, Rick Frost has opined, a good leader leads with their “hat.”[7] That is, a good leader inserts themselves into the midst of the action, committed until a resolution is reached.  It’s equivalent to the facility manager donning their nail belt and helping their staff complete a difficult task, or when, as Marine Corps Gen. James Mattis once said to his officers, “everyone fills sandbags in this unit.”[8] 

Leadership by example serves as a clear illustration of how good leaders “walk the talk,” living out the values they believe. They understand values are best “caught (i.e., observed) rather than taught”.  They see no task as being beneath them.  They are willing to roll up their sleeves to work side by side with staff to get the job done, even if the work is more symbolic, given the press on the leader’s time.  Such actions motivate staff, which is essential to not “leading alone.”

Authentic leaders have learned to listen to their “gut,” paying attention to small clues about how a certain decision “feels” during an issue or decision process. This type of intuition is hard to define but powerful in action. It is also susceptible to innate biases and confirmation errors[9] and must be grounded in virtues such as humility and teamwork.

Finally, authentic leaders “develop their voice.”  In our experience, that means understanding our strengths while recognizing weaknesses, being fully accountable for all of our behaviors, and aligning our personality, analytical skills, and communication to lead diverse people in diverse situations. When mixed with two other virtues, courage and confidence, an authentic leader’s voice will be amplified and made more effective, a force multiplier in organizations, especially if that voice is wrapped in a shroud of humility. 

Four Things to Remember Regarding the Importance of Authenticity

  1. Two critical qualities of leadership are self-awareness and empathy.
  2. Great leaders serve as role models to staff, leading by example and practicing what they preach.
  3. Effective leaders learn how and when to listen to their “gut.”
  4. Leaders develop their “voice,” when they understand how the convergence between their mission, role, and abilities enables them to project their message.

Listening – the “L” in VALU

Years ago, StoryCorps[10] set out to record an oral history of America with the voices of everyday people. After over 10,000 interviews, StoryCorps founder Dave Isay “realized how many people among us feel completely invisible, believe their lives don’t matter, and fear they’ll someday be forgotten.”[11] In 2007, they chose one of their core principles as the title of their 2007 New York Times-Bestseller book: “Listening is an Act of Love.” 

We believe and have learned through experience that good leaders are good listeners. In fact, they are 360-degree listeners, listening not only to those above them but equally so to their peers and those below them. This act of listening is an outgrowth of virtue, as seen through the window of authenticity. It is also an outcome of humility, a consequence of core values, and an outflow of generosity of one’s time, which, as we all know, is a limited resource.

Listening generates respect and respect is foundational to influence and motivation.  By establishing a practice of listening, leaders take the focus off themselves, signaling a commitment to an environment where others can become more successful. Employees must feel valued and understood to be motivated, and that value is nourished when they see that their leadership is genuinely and authentically concerned about them and willing to listen to their opinions or observations.  Through a combination of humility, inclusiveness, and confidence, a leader who excels at active listening can bring out the best in their employees by recognizing and valuing their knowledge and experience. It turns leadership influence into a two-way street.

We have found that staff respond best to leaders who are quick to listen, empathetic, concerned about staff career goals, and open to new ideas.  Staff working in that sort of environment became enthusiastic about joining teams or working groups needed to promote the mission of the institution.  Such teamwork is evident when we work together toward common goals – building community, seeking out each other’s strengths and viewpoints to add value to our own work, looking out for the needs of others, being forgiving and compassionate for one another, being generous to one another extending understanding to one another’s shortcomings, and helping others to succeed. 

We have observed that a team, by definition, wins together or fails together.  Hence, being a team means that we truly are “our brother’s keeper,” and what happens to one of the team matters to us all.  A now retired NOAA leader once summarized those thoughts by succinctly suggesting that leaders consider a posture of professional intimacy in relationships with staff.  That is, successful leaders should engage in a professional dialog that is long in listening, demonstrating that we care about the totality of their person, even those things that keep an employee awake at night. 

Active listening brings visibility to staff by tangibly showing that their views, accomplishments, and knowledge matter.  Such listening can also provide the basis for honest feedback, setting the stage for difficult conversations with the goal of helping staff be successful in the job.  For example, in our experience few supervisors are willing to invest in listening during annual performance reviews that should have a goal of encouragement, as well as constructive feedback – to both employee and supervisor.  Rather, they come to such reviews with an attitude of knowing what the person has done and where their performance fits along the continuum of staff contributions.  This lack of willingness to be an active listener should be recognized for what it is – a missed opportunity.  However, we have found that those with commitments to both active listening and honest communication turn out to be the most successful supervisors, able to make a difference in employee lives and helping them to make any necessary changes to contribute at a very high level.  It’s easy to praise, but it takes real leadership commitment to invest in change in someone else’s life. 

On reflection, one failing of upper-level leadership in NOAA has been, in our experience, the lack of accountability in the way supervisors perform annual performance reviews.  It appears to us that this lack of accountability worsens as one moves up the supervisory chain of command and serves as evidence that leadership values must be seen as a first-order priority, starting from the very top of an organization.  This is likely the case at many institutions. 

Finally, consider all of the values we have discussed in this section centered around listening: humility, inclusiveness, putting others first, giving preference to their needs, generosity, understanding others’ shortcomings, caring, and honest feedback. Would it be too much to suggest that so many of these, born out of a culture of listening, are really outcomes where leadership and professional intimacy go hand in hand? 

Kelleher, the founder of Southwest Airlines, has said yes to that question: “If you seek long continued success for your business, treat your people as family and lead with love.”  Ken Blanchard, a well-known leadership writer and author of The One Minute Manager, concurred by saying: “It might sound slightly bizarre, but one of the keys for effective leadership is to be madly in love with all the people you are leading.”[12]  We agree, finding the advice by Martin Luther King most pertinent to leadership when he said- “Everybody can be great … because anybody can serve … You only need a heart full of grace. A soul generated by love.”[13]

Four Things to Remember Regarding the Importance of Listening

  1. Good leaders are active listeners, valuing the knowledge and experience of employees and colleagues where leadership influence is seen as a two-way street.
  2. Successful leaders are able to effectively articulate to staff an enlarged view of teamwork, where “we are our brother’s and sister’s keepers.”
  3. Effective leaders champion professional intimacy, caring about what keeps staff up at night.
  4. Honest listening includes the “tough love” of honest feedback.

Unafraid – the “U” in VALUES

Courage is knowing what not to fear.  That adage, first attributed to Plato, is worth sharing with staff.  However, successfully dealing with fear can only happen when individuals have sufficient self-confidence to trust their instincts. Such self-confidence among supervisors, though, must be recognized as being an important element of an organization’s efforts to achieve organizational excellence.  Otherwise, courage without justice (lacking virtue) becomes an occasion for injustice.[14] 

Timidity incurs a cost to an organization’s mission and must be addressed. It acts like a hidden tax, robbing the future while diminishing the present. Especially in the arena of organizational excellence where, as Maya Angelo once said, “Courage is the most important of the virtues, because without courage you can’t practice any other virtue consistently.” In addition, it should be recognized that achieving an optimal decision in every decision point is not realistic.  When courageous decisions are made that fail to meet a given objective, corrective actions may need to be taken. Here again, having a leadership environment of acceptance and good faith makes a difference.  Humility, as always, helps too.

One notable event that probably fits into this category was when we made the difficult decision to close out a high-performing research program at our Science Center, reassigning staff to higher-priority assignments elsewhere due to fiscal constraints at the Center.  We had earlier implemented a priority-based resourcing process that funded research activities according to mission priority as deemed by our stakeholders.  The process forced us into a constant mode of change. As every supervisor knows, at least in the governmental science enterprise, some changes are harder than others for staff to accept.  In particular, changes in organizational structure or office space assignments are going to create angst.  The individuals in the research group that we were reassigning had been formed years earlier.  They were a highly accomplished research team.  But the mission had changed, and it wasn’t going to change back.  Change was necessary to make optimal use of limited fiscal resources.  

So off we went, creating a change process reflective of our values, such as listening, compassion, generosity, and transparency.  In meeting after meeting, we listened and then adjourned to evaluate, hoping to find a compromise that stayed true to the mission while honoring the wishes of the staff.  For months and months, this process stretched out until the decision was finally made, albeit overdue and past our initial expectations.  In our desire to base our actions on core values, focused on listening in an atmosphere of authenticity, we took too long to decide and overly impacted staff despite our best intentions.  We were too timid.  We were fearful that perhaps our decision was wrong.  Nonetheless, over time and with the trust of our staff that our hearts were in the right place, we achieved an acceptable outcome.  We only wish we would have moved more quickly; it would have been less troubling to the staff involved. 

Staying on mission is a continuous process requiring continuous modifications to the science enterprise, a process that relies upon clarity in objectives, timelines, and actions.  It also requires leaders who are not only unafraid of change but also unafraid of the outcome, trusting in the robustness of the process and work environment to make things right.  A healthy organization, led by effective leaders who listen to staff in an atmosphere of authenticity, creates “trust capital” that will serve as a resilient storehouse in times of stress.  That storehouse then supports a posture of courage and confidence, which, when embedded in humility, becomes a force multiplier in a leader’s effectiveness.

Good leaders are unafraid of other people’s opinions regarding their style as leaders and are hence teachable, quick to listen, and slow to speak, shunning self-sufficiency.  Rather than being seen as the “smartest person in the room,” good leaders choose instead to listen first, often offering a synthetic or integrative role at the end which leads to a decision.  This “my opinion has no dominion” approach is one of the most powerful leadership attributes we’ve ever experienced.  It leads to better decisions, unleashing the power of diversity and inclusivity, knowing that a diversity of experiences and approaches will help identify the best path forward for a particular problem or issue in this rapidly changing world.  

Good leaders are bold and unafraid of taking reasonable or calculated risks.  Rather than avoiding any sort of decision that involves risk, they seek excellence by managing risk appropriately.  One metric for evaluating a lack of tolerance for risk, which is currently underutilized by NOAA, is monitoring the amount of process required to achieve a standard operating function (e.g., procurement, hiring, communications, etc.).  Risk-intolerant leadership cultures tend to accumulate processes without concern for their impact on performance.  The administrative burden of excessive processes is something all organizations should take seriously and actively manage.  In our experience, this sort of management is rarely practiced and almost never considered a priority. 

Cultivating a “0-risk tolerance” culture invariably leads to a distortion of organizational values.  It overemphasizes personal or institutional survival at the expense of its people and mission.  Compliance is championed at the expense of customer service, both internally and externally focused.   A culture of compliance leads to a loss of resilience because it inevitably results in a focus on failures rather than accomplishments.  That is, “0-risk tolerance” yields a blaming culture rather than an innovative mission-focused culture.  Similar to the pattern of leaders becoming less able or less willing to actively listen as one moves up the supervisory chain, the ability to tolerate an acceptable level of risk in management decisions seems to become less common in Federal agencies as one reaches the upper echelons of an organization.  This needs to be addressed, or excellence in performance at the agency level will remain elusive. 

You’ve probably heard the expression “mission first, people always.” But great leaders, in our view, reverse that and say “people first, mission always.”   Although this adjustment is consequential to an organization’s posture, it’s notable that neither of these sayings makes mention of the leader.  Great leaders are intentional in shifting the focus from themselves to the mission and staff.  They are unafraid of not focusing on their own interests first, looking instead for the interests of the people they lead and the mission of their institution.  Although seemingly altruistic, it’s really a discipline stemming from self-interest informed by values and founded on high moral standards.  Steeped in virtues such as humility, generosity, and service, great leaders hitch their wagon to their people, unafraid to succeed as a team or fail as a team. 

Five Things to Remember Regarding the Importance of Being Unafraid

  1. Courage and confidence embedded in humility is a force multiplier for leaders.
  2. Leaders should be teachable, quick to listen and slow to speak.
  3. Courage and confidence should enable and welcome diversity and inclusivity.
  4. Calculated risk acceptance is a requirement for organizational excellence; shunning a 0-risk tolerance culture is a mark of good leadership.
  5. People first, mission always.  A great leader does not put their own interests first.  Rather they are willing to let their fortunes rise and fall upon a posture of people first, mission always.

Excellence – the “E” in VALUES

We always enjoyed visits from congressional leaders or agency leadership to our Science Center.  Each visit brought a new opportunity to show our stuff and we were most proud of our staff.  The hard part was deciding what not to show, as our pride extended to each Division and the great research they were doing.  We would showcase research such as: 1) saildrone research in Arctic waters remotely assessing pollock and marine mammals, 2) computer representations of ecosystem models in the Bering Sea, one of the world’s richest and most productive food regions, 3) trawl and longline electronic monitoring systems using Artificial Intelligence (AI) image processing, and 4) immense seal surveys in the arctic using an advanced technology camera system that enabled efficient processing of millions of images.

Yes, we were proud of our research excellence, but the excellence in Center performance turned out to be much more than that.  It took a careful balance of attention to planning, infrastructure, provision of staff opportunities, and cutting-edge science. Every part counted, from science to facilities, from planning to administration. 

Our facilities, especially those in Alaska that we self-managed, were award-winning and known throughout the nation for their innovative achievements. Our OMI Division (i.e., operations) was nonpareil throughout the agency.  With the largest science enterprise of the agency, our Center’s financial complexities, with dozens of budget lines and external funding sources, were unmatched by other Centers.  Nonetheless, we were proud of our budget execution, as we typically accomplished our mission each year with few funds left over at the end of the fiscal year, but still never in the red.  This required our contracting staff to annually handle thousands of procurement documents, juggling fiscal year end with ongoing field operations. 

Our science supported the management of Alaska resources, a region considered to be one of the gold standards in US fishery management.  The Alaska region has only one overfished stock (at the time of this writing), and no overfishing has been practiced for decades.  That is a stewardship outcome that no other region in the United States could boast.  We supported that through a posture of customer service and through one of seeing the managers at the Alaska Regional Office as our number one client.  The result was a unique relationship within our agency through a collaborative partnership that was aligned in stewardship values and mission.  

Sounds like bragging, doesn’t it? Well, maybe so, but there is always a story behind such excellence, and it’s worth identifying some of the nuts and bolts behind those accomplishments that complement the leadership principles articulated in previous sections.  

Excellence can be, on occasion, motivated by times of scarcity.  Over the years, through our experience and in observing others, we’ve seen how excessive resources often make us lazy and create mission drift.  That is, it’s not until our backs are against the wall that we are willing to undergo the scale and scope of changes and process development needed to respond to shortfalls in resources and capital.  Good leaders are proactive and intentional in times of plenty but especially so in times of scarcity, seeing such an environment as an opportunity to improve, recognizing the promise of innovation for solving such problems.  But the very best leaders find solutions to problems they didn’t know they had, not only anticipating the future but setting up the organization for success in an unpredictable fiscal future. 

Leadership excellence must also be practical and strategic. It must pay attention to excellence in mission execution and address the development of good administrative, planning, and organizational systems. Good leaders pay attention to their internal systems, recognizing that good administrative systems make great organizations possible. 

Protocols addressing training, safety, communication, asset and facility management, decision roles and responsibilities, and employee performance management yield improved mission execution and employee morale. Other protocols, such as risk management, internal controls, and budget/financial management, serve as lines of defense against the unexpected and enhance mission performance. 

System development must, therefore, be intentional because organizations often take the path of least resistance. Healthy organizations, on the other hand, never happen by accident. Healthy organizations create processes that ensure corrective actions are taken regularly or timely. System development must always operate within the boundaries of organizational core values, keeping in mind the overarching maxim: people first, mission always. 

Effective leaders need to keep things simple and can’t be engaged in everything.  They routinely triage.  They identify and do what is essential, then judiciously delegate, delegate, and delegate.  Good leadership is predicated upon intentional actions: workplace values like safety, inclusivity, showing gratitude to employees, providing adequate feedback, etc.  All of these efforts take premeditated actions. 

Great leaders don’t make excuses; rather they take responsibility for problems.  They don’t put blame on others.  They are biased toward the positive, being a constant “cheerleader” of their staff.  Especially when times are difficult, embracing Adm William H. McRaven’s admonition that leaders “start singing when they are up to their neck in mud!”[15]

Excellence in leadership is characterized by tolerance, flexibility, and commitment to strict performance standards.  Excellence requires professional competency, achieved through a disciplined mixing of hard work with integrity, skill, self-organization, and professional conduct.  A commitment to excellence requires the employment of strategic resourcing processes, translating national or regional priorities into resource decisions through a transparent, criteria-based process.  

In sum, excellence in performance requires hard work and work that is directed by leaders who know where the mission is going and are smart about the journey.  Leaders who achieve organizational excellence are able to set priorities and inform staff and constituents as to why some activities are more important than others.  In this fiscal environment, doing more with less is no longer a reasonable goal for effective leaders.  Rather, the goal must be doing less with less, but strategically.  After all, our mission of science-based marine stewardship is just too important to tolerate anything less than optimal performance.  

Four Things to Remember Regarding the Importance of Excellence

  1. Excellence must pervade all aspects of an organization, from individual integrity and leadership function, to mission advancement.
  2. Excellence involves triage, strategic selection of priorities and judicious delegation.
  3. Excellence requires intentionality, yet must be bounded by organizational core values.
  4. Excellence yields increased fitness of the organization and its mission impact.

Service – the “S” in VALUES

One of the many challenges we faced as a regional center was in the management of remote facilities.  In an era of telework, shared documents, and online connections, you wouldn’t think such separation would matter. But it did, especially when the separation allowed remote institutions to create their own culture independent of the Center’s. Being out of sight and often out of mind from the bulk of the Seattle staff brought a sense of isolation to those in the field. Remote staff complained about the lack of career opportunities connected with critical mission-related activities.  It seemed to them like the plum assignments always went to staff based in Seattle and not to staff based at the smaller laboratories/facilities.  Some even called themselves the “unwanted stepchildren.”

This sense of isolation then created a sense of independence as remote staff looked elsewhere for money and research opportunities.  Their success in obtaining “soft money” resources further isolated them from core Center activities, deepening the push-pull of isolation and independence. Although much of their science was outstanding, it came at the expense of the Center’s mission.  With limited budgets and escalating costs, our stakeholders needed every appropriated dollar spent in support of the nation’s stewardship mission. 

In our largest remote facility, the Division director (Phil) stepped in and slowly, over time and, through great perseverance, changed the Auke Bay Laboratory’s (ABL) narrative toward one that was inclusive rather than exclusive. Phil was a consummate team player, relentless in the pursuit of the Center’s mission. He constantly encouraged staff to “hitch their wagon to the Council,” one of the Center’s primary stakeholders. He led by example, creating new connections between other parts of the Center and ABL.

Phil skillfully and steadily changed ABL’s focus from a dependency on easily secured “soft money” independent of the NMFS Alaska mission to a mission-critical emphasis on top stakeholder issues. This was a difficult lift for many of his top scientists and senior managers. Phil needed both skill and courage to help them stay the course and do the right thing. Yet through his willingness to serve those above him as he served those below, Phil helped build a bridge over the geographical divide.

Phil’s facility manager, Jack, was another example of a servant leader, showing to those above him and beneath him what good leadership looked like.  Jack created followers by leading with his “hat,” fostering passion and gaining the trust of staff through example. He empowered staff by placing his confidence in them and giving them opportunities to succeed. Jack made generosity a habit, to those within and outside of our agency. His team transformed a new world-class research facility into zero-carbon usage, leaving two locomotive-sized furnaces idle by extracting two degrees of heat from 36-degree cold Alaska water.  He then showed others around the world how to do the same. 

The inclusion of service in our VALUES model provides a fitting end to a discussion on organizational excellence as customer service should permeate everything we do as leaders.  Much more could be said about this value and in some regards, nearly everything we have discussed so far has illustrated different components of servant leadership.

The stories of Phil and Jack shows how organizational excellence is fully realized when leaders are intentional about serving others, being tactful, full of respect for one another, and placing the needs of others before theirs.  Who are their customers?  Everyone they meet, whether internal or external to the organization and whether in positions above, below, and alongside them.  Such servant leaders manage down as well as up, treating their administrative support staff with the same honor, respect, and thankfulness as their science staff. People first, mission always!

Three Things to Remember Regarding the Importance of Service

  1. With a foundation of high moral standards, service is the tie that binds all of the elements in our acronym, VALUES.
  2. Servant leadership is intentional and focused evenly between customers and staff.
  3. Servant leaders put others first.  Their success is measured in part by the success of those they supervise. 
  4. Their service arises from a posture of humility and is exhibited by a nature of generosity. 

Part II

NOAA Case Study (Our Experience)

There is a great temptation for science organizations to see scientific advancements as the primary focus of a scientific institution.  That is, advancing the state of the human scientific endeavor is worthy by itself of justifying the use of an organization’s resources.  We saw the mission of our Science Center through a different lens, finding Sinek’s why, how and what model of inspirational leadership congruent with our experience.

The “Why:” Mission, Mission, Mission

Years ago, while working late into the night helping to wire a friend’s house, the electrician abruptly announced to one of us (SI) that life could be condensed into two dimensions, “motion and direction.”  That bit of insight by an electrician moonlighting as a modeler, proved valuable over the years, reaching into our professional work lives as we have sought to serve the public through fostering relevant, “direction” rich science. 

We have learned that a “well-oiled” science enterprise characterized by great processes and policies (yielding great motion) must still ensure that its science activities are shaped towards goals critical to the agency’s vision and mission (providing direction).   That is, an organization without vision and goals may abound with impressive activity but will always be constrained relative to its mission potential.  When activities poorly connect to an organization’s vision and mission, it not only results in underachievement of mission impact, but incurs an opportunity cost with directionless activities being done instead of directed activities that help fulfill the mission and vision of the organization. 

Vision is forward-looking. It anticipates a desired future state, reminding us of the famous quote by Gretzky, “I skate to where the puck is going to be, not where it has been.”[16] For a public research agency like ours, such a vision, so necessary for mission success, must be then directly connected to societal needs or aspirations. Simon Sinek’s Ted Talk[17] on the “why behind the what” captures this concept well, arguing that when we connect our mission to the underlying reason for why we do what we do, it provides a powerful focus for an organization and a bridge to connect us with our customers. 

We are Relentless in the Pursuit of our Mission” 

Such a phrase was commonly heard in our management meetings and even at times in our meetings with staff and in discussions with those elsewhere in our agency.  We said that because we believed strongly in the why – in the underlying reason behind our mission and the devotion of resources towards that mission.

Our mission was all about stewardship, ensuring that the natural resources in Federal waters we enjoy today will be enjoyed by our children and grandchildren because the right science-based management decisions were made. As Chief Seattle once said, “We do not inherit the earth from our ancestors; we borrow it from our children.”[18]

Stewardship of federally managed marine resources (e.g., commercial fish stocks, stocks of marine mammals) is a critical element of food security for the nation, especially for the many small rural towns and villages in Alaska. Their livelihood and daily protein come from the abundance of the sea which our science helped provide for long-term sustainable use.  It’s hard to find an organizational mission that is as clear or as important as that of NOAA Fisheries.  

It was our practice to mention this “why” at every venue possible. We routinely emphasized the importance of our mission in our management team meetings, communications with staff, presentations to stakeholders, and intra-agency discussions. We intentionally developed skill in communicating the “why,” fashioning our message as clearly as possible so that our mission could be understood in a wide variety of fora.  

We endeavored to ensure that our communications program was re-oriented around the “why.”  In a world-class science organization like ours, the “what” or the story behind an emerging model or research methodology was often a welcomed story, captivating the public with new advancements in science.  Nonetheless, we resisted the temptation to just talk about the high-quality science, ensuring that we always circled back to the stewardship-driven “why” behind each scientific advancement.

Establishing the “Why” Through Service

Our goal was to support marine resource managers with the type of science that enabled them to ensure the sustainability of our nation’s marine resources while deriving a reasonable economic and social benefit to stakeholders.  We made our “Vision and Mission” inseparable from their “Mission and Vision.” Our science was a tool (that we were very good at).  It was not the end goal.  Hence, our overarching goals weren’t about developing great science, although we did strive for that. Our Vision was about resource sustainability, and our Mission was to provide the science needed by managers to achieve long-term sustainability.  

This level of interconnectedness, developed with the regional managers, seemed risky at first.  We essentially handed over the “keys to our Center” to the resource managers we supported, allowing them to annually shape our Center’s priorities that were then used in our funding decisions.  We encouraged them to be an active participant in our strategic planning process, which resulted in winners and losers in terms of funded science projects.  We met with them regularly and routinely asked for their advice on Science Center policy development.  We opened our books to them in a spirit of transparency.  In summary, we were relentless in the pursuit of a mission they had a principal role in defining.  They were our primary customers and, through them, the public: our focus was on service. 

The “How:” People, People, People

One of the watershed moments for one of us (SI) came through reading Kouzes and Posner’s book called “Leadership Challenge.” Chapter 3 is about finding your voice where they assert that to become a credible leader, you must first understand the underlying values, beliefs, and assumptions driving your actions. We immediately saw the development of core values as a vehicle to embed virtue into the work environment.  We understood back then what David Brooks later articulated in his book The Road to Character, about the power of virtue in society, including the workplace and its culture. We wanted our voice to be a promoter of such virtue.

Few would dispute the importance of an organization’s culture and its role in shaping staff behavior, values, and beliefs. However, how that happens and how leaders can influence it are not nearly as clear. Nonetheless, we understood its importance, and it was one of our primary goals as leaders to help shape the organizational culture under our responsibility. 

We understood it was essential to promote a culture of workplace health and safety, where everyone saw health and safety as a core part of their jobs –not only with themselves but with others as well.  We saw the imperative to promote a culture of diversity and inclusion, where everyone was honored and valued.  We believed that it was critical to promote a culture of core values where everyone saw basic human values such as service, teamwork, and inclusion as indivisible from their work. 

Hence, we saw the task of shaping our Center’s culture as one of our greatest mandates and a critical task of leadership. Through being intentional and skillful in this endeavor, perhaps we could make an impact on our agency, Center, and staff.  We saw that task as a privilege, something that not only benefited our mission but employee wholeness and well-being.  A people-first perspective had to be something we intentionally and continually committed to, worthy of our time and investment. We had to, as Steven Covey has said, ensure that the main thing was “to keep the main thing the main thing.”[19] 

Changing the Atmosphere

Although we found few if any roadmaps or “how-to” guides to aid us in this culture-shaping task, we found the following advice for the statistical analysis of observational data as reported by William Cochran to be helpful in developing our approach to this mandate:

“When asked in a meeting what can be done in observational studies to clarify the step between association to causation, Sir Ronald Fisher replied “Make your theories elaborate.”  The reply puzzled me at first since by Occam’s razor the advice usually given is to make theories as is consistent with the known data.  What Sir Ronald Fisher meant, as the subsequent discussion showed, was that when constructing a casual hypothesis, one should envision as many different consequences of its truth as possible and plan observational studies to discover whether each of these consequences is found to hold…”[20]

Perhaps then, we could “make our theories [of culture-shaping] elaborate,” by adopting a strategy where our efforts to influence the Center’s culture would be many, diverse, intentional, and assessed for positive impact. 

So we did just that, seeing this task of culture shaping as our province where we could set the tone for our Science Center through our values, actions, policies and example.  We did this by keeping culture change in mind at all times, especially in our judgments and decisions.  We reshaped our communications to be both mission-advancing and culture-setting.  We clarified what we were – neither an “ivory tower” nor a “university”- rather, we were an applied research laboratory that provided the information needed to provide for the sustainable use of marine living resources and stewardship of protected species. 

We attempted to teach by example, practicing what we preached and understanding that important messages must be repeated.  We then made ourselves accountable by using the Federal Employee Viewpoint Survey (FEVS) results as a metric for success or failure.

The Buck Stopped With Us

How we worked together as a leadership team, demonstrating a daily commitment to trust, cooperation, mutual respect, and listening to one another, would set the stage for how the Center functioned as a whole.  We understood the power of unity, that the sum of leadership is greater than the parts, and though we each had different roles, through a posture of humility and inclusiveness we could adopt a “people first- mission always” perspective that made such unity easier to achieve.  

We projected those leadership values onto the Center as a whole, empowered by a management team that was built on and abided by those principles.  We ensured that our team represented all Center components to foster inclusivity and transparency.  The team operated as a roundtable where everyone was heard and involved in all decisions and process creation, helping us to ensure fairness and consistency in all of our management actions.  We met weekly with three retreats per year to cultivate teamwork and cross-Center understanding.  Consensus was the goal; when consensus was not achieved, the Director/Deputy Director of the Science Center made the final decision.

Incentivizing Teamwork

We were intentional and then relentless in fostering a culture of teamwork across the Center, paying particular attention to the natural barriers caused by the unavoidable compartmentalization of our science mission.  We created a cross-division ZP-5 science coordinator with clout (delegated authority), money (budget ownership), and rank (ZP-5). We created a cross-division ZP-4 planning officer that held status in our executive leadership team.  We created cross-divisional research teams and then incentivized cross-divisional research through the power of the purse and through performance management language.  We were proactive and willing to occasionally step in to ensure cross-center equity.

We compensated for geography by diversifying the locations of key personnel and by subsidizing travel for remote personnel to attend Center functions.  We made geography part of an inclusivity emphasis in approving conference travel, organizational assignments, and other such “perks.” 

Everyone Counts

We operationalized a 360-degree perspective to our leadership values.  Everyone counted: there were no MVPs in the operations of our Science Center, only role players and that included us.  We saw this perspective to be particularly important for our administrative team, ensuring that others saw them as we did, mission equals to the programmatic team.   We then held our feet to the fire by fostering a daily operational awareness of this truth, seeing administrative staff functions such as facilities and administrative controls equal in mission value to the higher profile programmatic staff functions.  

Leadership Effectiveness

Perhaps our most promising area of influence was in the selection and supervision of our five science and one administrative Division Directors. Rather than following the historical practice of assessing applicants’ technical qualifications for top leadership positions, we looked first at their emotional intelligence, which we considered to be the sine qua non for any of our supervisory or management positions. 

An applicant may have the best scientific mind in their specific discipline, an innovative, analytical mind, and typically be the smartest person in the room, but they won’t be a great leader without great emotional intelligence.  That said, we also recognized the importance of a scientific leader having significant scientific training and insight.  A great leader at our Science Center had to demonstrate both above-average emotional and technical skills. 

We shaped our interview process for hiring and ranking candidates to assess a candidate’s level of self-awareness and empathy, perhaps the two most important aspects of healthy relationships in our experience.  We created interview questions that plumbed their ability to recognize and regulate their emotions and behavior in diverse situations.  We probed their underlying value system by posing hypothetical scenarios that they we likely to face if selected.  We sought to get beyond generalized responses by asking for details in their answers.  We made good use of references to improve our assessment of the recruit’s level of self-awareness and empathy.  Unsuccessful searches resulted in the initiation of a new search process.  Any delays were worth it. 

Leadership Priorities

Many supervisors see their performance management and supervisory duties as just that, as duties that must be performed because they are required.  We needed our supervisors to see themselves as mentors, using each interaction with employees, especially those directly reporting to them, as an opportunity to promote the flourishing of their employees and to shape the cultural environment under their leadership.  Their actions and behavior could help set the tone of the Center by modeling attitudes and behavior to employees, showing appreciation, encouraging their development, providing constructive feedback, keeping them informed, and providing inspiration and vision.

All-hands meetings, opening remarks at symposiums, and welcoming presentations for employee functions were no longer seen as obligations but as opportunities to shape the organization’s culture. For example, when providing opening remarks for the Combined Federal Campaign, we discussed the science of kindness and generosity and how generosity yielded measurable health benefits. Such mentions of core values were frequent and diverse in both internal and external communication venues. 

As leaders, we regularly communicated with our management team, staff, stakeholders as well as throughout other parts of the agency.  We saw each of these communications, even those relatively mundane, as important and useful.  Whether it was an offhand mention about safety, a reminder of our customer service role in providing scientific information to managers and stakeholders, or even an exhortation for inclusiveness across Divisional boundaries, we intentionally seized each opportunity to mentor, encourage, and then shape behaviors in the organization we were responsible for. 

A Heart to Serve

Peter Diamandis has said that “the truest drive comes from doing what you love.”[21]  James K.A. Smith echoed that when he said “Your deepest desire is the one manifested by your daily life and habits. This is because our action—our doing—bubbles up from our loves.”[22]  It’s often surprising to new leaders, especially in governmental organizations like ours, how little impact they can have in some areas.  However, developing an organization’s culture is an area in which they can have a great impact.  But there must be a strong desire, a willingness to pursue a “full court press”, in shaping the culture of an organization.  Returning once again to the earlier quote by Martin Luther King, “Everybody can be great … because anybody can serve … You only need a heart full of grace. A soul generated by love.”

The ”How” Again: Aligning the Culture by Managing Upward

Organizations like ours don’t operate within an isolated bubble.  Other institutions and organizations, whether those in authority or in association, influence the mission and impose constraints.  Hence, to fully address our Center’s challenges, it wasn’t enough to just focus on things under our leadership or control. 

Our parent agency, NOAA, was experiencing its own challenges on a number of fronts, and those challenges were impacting the Center’s mission and staff, too.  The development of a top-down “0-risk tolerance” culture had brought the agency to its knees through an ineffective and dysfunctional Human Resources Office.  In an overreaction to an unfavorable audit, the hiring process in NOAA became effectively broken for nearly 10 years through a severe reduction or relocation of HR staff and excessive and restrictive interpretation of HR rules.  Compliance trumped customer service, and the NOAA mission was severely hindered throughout this time and beyond. 

It may be surprising how a well-respected agency like NOAA could maintain the reputation it has, while nearly failing in several of its administrative processes and operational policies for over a decade or more.  In our experience, the incredible accomplishments of NOAA employees have occurred at times in spite of unnecessarily risk-averse policies implemented at both NOAA and the Department of Commerce levels through extraordinary efforts by the staff that push through the headwinds created by leadership.  

We should add that these leadership challenges hadn’t gone unnoticed, as several NOAA-led management initiatives were undertaken to respond to this failure. In fact, Organizational Excellence became a strategic imperative within NOAA, eventually appearing in nearly every strategic plan, mission statement, or annual guidance memorandum.   

Looking across the agency, we saw that many of these problems appeared to be foundational, stemming from deficiencies in leadership values.  We also saw this as an opportunity for agency-wide engagement, serving the greater organization through the application of leadership tools, experience, and the values message we had developed within our Center (which represented approximately 11% of the NOAA Fisheries workforce).

Although this additional mandate was aspiring and engaging, we knew that the actual work to shape the culture of an organization would be challenging. We knew we would need courage and confidence to have any success in shaping the wider agency culture.  Confidence in the culture-changing message we could bring to the larger organization, which was a message of vision/mission informed by the “why” combined with a mission optimization process informed by leadership values.  And courage to lead from behind, knowing that we were pushing for change and hence could face the potential of threatened colleagues with competing interests and differing values. 

Our motivation for doing this stemmed from our experience in seeing how poor leadership values and execution can undermine an organization’s foundation, brick by brick, especially when joined to a new policy designed to ratchet down the specter of risk.  For example, the clinical focus on process in a risk-averse work environment without equal attention given to leadership values and the quality of the employee’s work environment can yield an oppressive workplace atmosphere destructive to the mission. 

Hence, our first step was to advocate the importance of the “why,” emphasizing what was at stake and why the mission was so important to the nation.   We did this relentlessly in leadership meetings, willing to speak up on behalf of the employee, mission, and field.  Secondly, we turned words into actions by investing in agency-wide issues, volunteering for working groups, showing how our Center processes could help resolve agency challenges, and applying our strategies and practices to agency-level issues, especially in the areas of operations, management, and leadership. 

We sought mentoring opportunities, inviting staff from across the agency to participate in our leadership retreats.  If they couldn’t come to us, we then went to them, providing presentations on how they could implement strategic actions such as our priority-based resourcing (PBR) process.  Third, we willingly took the point on controversial issues such as labor cost control and rightsizing headquarters-field investments in support of agency objectives.  We were willing to expend our capital toward agency objectives.

Fourth, we tirelessly addressed the “how,” advocating for the development of agency core values and for the recognition of the importance of leadership values to NOAA’s mission success.  We believed that the historical NOAA practice of being overly risk-averse was a clear symptom of leadership problems.  We were fortunate that there were others within NOAA who thought likewise, and we joined their efforts to embed strong leadership values into the culture of NOAA. 

Ensuring The ”What” Serves the “Why”

Years ago, while struggling with flat budgets and increasing demands on our mission, we decided something had to change. We foresaw that the odds of increased budgets in the future were low and, in any event, diminishing with time. At the same time, our costs were escalating due to cost-of-living increases, agency decisions that led to increased administrative costs, and inflation. 

We had worked hard to mitigate this escalation through developing new survey technologies, lowering costs and increasing efficiencies, and pursuing new partnerships to hopefully leverage shared research interests.  But it wasn’t enough.  We simply couldn’t accomplish everything that we had done in the past.  We had to change our trajectory and do less with less strategically, as further mitigation measures would never be enough to reduce the gap between mission needs and available financial resources. 

In essence, we needed a different science delivery model which would include decreased staff levels along with a decreased mission scope.  We needed to review our mission from the bottom to the top, rightsizing people and mission activities to provide the most important data needed by managers for resource sustainability. In practice, this involved balancing (a) a prioritized list of core mission activities, (b) operational costs of executing those activities, and (c) labor and infrastructure costs (fixed costs).  A critical part of this balancing was to determine which core mission activities were needed such that we would be willing to adjust staffing in terms of overall levels (e.g., cost impacts) while aligning workforce capabilities.

We found it relatively easy to identify mission priorities.  The hard part was finding a rational, transparent way to identify which specific mission activities should be foregone to make room for the highest-priority activities.  This was hard because for most organizations like ours that have experienced a past history of budget constraints, most of the obvious activities that could be cut (i.e., low-priority activities) have been cut, and all of the remaining ones have been deemed critically important. 

Our approach was to develop a priority-based resourcing (PBR) planning process comprised of the following seven steps or components:

  • a Science Plan that provided long-term priorities,
  • an annual guidance memorandum,
  • deconstruction of the mission into discrete chunks called Activity Plans,
  • programmatic and risk-based ranking criteria according to management priorities,
  • scoring of the Activity Plans using the ranking criteria,
  • resource allocations (funding, ship time, etc.) and hiring based on scores, and
  • incorporation of prioritized activities into staff performance plans.

Laying the Foundation (Steps 1 – 2)

The first and easiest part of the PBR process was identifying strategic priorities, which could then be input into the resource allocation phase. Here, we needed a long-term vision for our research Center that could then serve as a foundation for identifying annual areas of research emphasis.

Step 1 – Our foundation began with a Science Plan that mapped the AFSC mission into the NOAA stewardship mission based upon priorities given in the NOAA and NMFS Strategic Plans as shaped by the regional managers we supported.  They, the regional office, were our primary clients, serving as interlocutors between us and primary stakeholders such as the public and fishing and subsistence communities. Our science was just a tool (that we were very good at).  The end goal was to serve and support natural resource managers with the type of science that enabled them to ensure the sustainability of our nation’s marine resources while deriving a reasonable economic and social benefit to stakeholders. 

We built the Science Plan around three research categories or “themes:” (1) monitor and assess populations and associated resource-dependent communities; (2) understand and forecast effects of climate change; and (3) achieve organizational excellence.  We then divided each theme into a discrete set of research or programmatic activities called “foci.”  When taken together, the total set of research foci provided a granular accounting of the potential scope of research needed to address resource management issues as identified by our primary clients.   

It’s worth noting that embedded within this plan was the concept of “Core Activities” – the set of research “foci” what we would do under the most restrictive budget scenarios, e.g., (1) maintain current fish and marine mammal stock assessments; and (2) provide scientific support to fishery managers at the regional management, regional council, and headquarter level. 

Step 2 – The annual guidance memorandum (AGM) established annual priorities within the framework of the Science Plan and based upon needed stewardship actions as determined through the management side of NOAA.

After highlighting significant accomplishments from the past year, the memorandum laid out specific goals for the coming year, a set of research emphasis areas (which would subsequently be used to prioritize research allocations and staffing decisions), and strategic partnerships we intended to pursue that year. 

Besides its strategic purpose, we found the AGM to be a great communication tool, both for our staff and external stakeholders. As with other strategic communications, we always ensured that the “why behind the what” was discussed, linking our strategic priorities and prior-year accomplishments back to the underlying stewardship mission we served.

Then The Work Begins (Steps 3-5)

Step 3 –Our PBR process required us to deconstruct our entire research enterprise into relatively homogeneous “chunks” of research activity. For each of these “chunks,” a 3-5 page Activity Plan (AP) in a proposal-type format amenable for quantitative scoring was developed. We found it important to right-size these plans, as too few plans made scoring difficult, and too many plans made the PBR process overly time-consuming.

This Activity Plan creation was a big lift for the center.  It not only took extensive staff time to draft 130-150 plans (~$90M budget), but it also changed the power structure in the Center.  The traditional practice of distributing bulk funds to research divisions had once provided a measure of autonomy to the divisions. Now, with everyone’s research intentions visible and the process of funding centralized, new inclusive leadership structures were needed due to the loss of divisional autonomy. 

Step 4 – We next developed four programmatic and three risk criteria for ranking the Activity Plans.  Once again, our regional managers helped ensure that our criteria promoted research outcomes most aligned with regional stewardship needs.  The programmatic criteria targeted the uniqueness of research, consistency with the strategic plan, applicability to critical management needs, and alignment with AGM annual priorities.  Risk criteria targeted stakeholder impact, sustainability of core research competency, and political risk to the agency.

Step 5 –Division Directors and the Center Directorate then independently scored all 130-150 Activity plans, followed by a two-day retreat in which each activity plan was discussed by the collective management team, and scores were compared and revised based upon those discussions.  Particular attention was given to reconciling large differences between Division and Center Directorate scores with the goal of minimizing those differences to the extent possible or at least working to understand the basis for these differences. Following this discussion, the Center Directorate provided a final ranking of AP plans, resulting in a prioritized list of all proposed Center research functions for a particular year.

There’s Hard, and Then There’s Difficult: Resource Allocation (Steps 6-7)

Step 6 – With the time-consuming analytical work essentially over, steps six and seven were perhaps the most difficult, as this is where the hard decisions took place. A ranked list meant that there would be winners and losers within a research enterprise already trimmed down to high-priority and seemingly essential work.  But we needed to do less with less, and that meant canceling some of our high-priority research activities.  We accomplished this by using the ranked scores in a zero-based process to build the Center’s annual budget, allocate resource opportunities such as ship and aircraft charters, and prioritize new hires. 

Step 7 – To complete the PBR process, we communicated the results to staff through all-hands Divisional meetings and incorporated prioritized activities into staff performance plans.  This also was a difficult part of the process as we recognized that employee career decisions would be influenced by these resource allocation decisions. Doing less with less meant, in practical terms, canceling important legacy research with a history of staff investment. Nonetheless, we found that the inclusivity of the PBR process, the involvement of our regional stakeholders, and the transparency in outcome helped soften the blow.

Our PBR process, especially the difficult aspects of it, was helped in large part through the creation of a management team that met regularly to advise Center leadership decisions.  The management team lowered boundaries while increasing interconnectivity within the Center. It built unity by demonstrating the worth of values such as transparency, inclusivity, and collaboration. It improved our science by applying advances in new technologies and management strategy evaluations to determine the viability of alternative approaches to our science delivery.[23]  

PBR Success Requires Cost Controls

We supported our PBR process by reducing fixed costs where possible, developing annual labor targets sized to meet continuing core mission needs, and an ongoing process to revise AFSC science services based on tradeoffs informed by future budget expectations, technology advances, management strategy evaluations, and strategic partnerships.  Of these, active labor cost control was the most critical for our ability to maintain essential operational/program funds in support of our mission. 

Left to themselves, labor costs escalate annually, even when the size of the labor force is fixed.  Employee annual performance increases, annual cost of living increases, and inflationary contractor costs all drive costs up, and when retirement rates are low, the reduction in salary costs due to new, less experienced, employees is insufficient to balance out the other drivers of cost escalations. As a result, a fixed labor cost ceiling (annual labor targets) translates into fewer staff, fewer hires, a greater number of “empty” positions, reduced mission scope, and the need to realign staff into higher priority activities. 

Once Again

  • Ground Zero: Developing the right leadership environment
  • The start: A Science Plan
  • A bit further: Annual Guidance Memorandum
  • Regional Office directed priorities
  • Activity Plans (deconstruct mission into discrete elements)
  • Apply Ranking Criteria informed by Regional Office priorities
  • Priority and risk-based allocations
  • Communicate results to staff
  • Performance Plans are constructed from prioritized Activity Plans

PBR is an exercise in alignment between the why, how and what.  It’s a stepwise, rational, and risk-based process for connecting purpose with outcome.  It draws straight lines between priorities and performance plans, ensuring those two sets of requirements harmonize. It shows an organization what not to do. It’s strategic, transparent, inclusive, and fair.  And although it places a significant demand upon an organization’s time and effort, we found the outcome well worth the cost given the vital importance of a stewardship mission that supports an earth “we borrow from our children.” 

One last point regarding our PBR budget allocation process. Although it was a demanding process, it became easier and less burdensome to staff over time.  Clearly, the entire science enterprise of our Science Center was not recreated every year.  Many of the stock assessment surveys were conducted with few changes at some set interval.  Therefore, over time, the effort needed to draft proposals for a significant fraction of our science enterprise became easier from one year to the next. 

Final Thoughts

It’s no secret that scientists, researchers, engineers, and computer professionals struggle with the skills of leadership and communication[24].  Accomplished scientists catch the eye of senior leaders, resulting in opportunities to leave the bench early in their careers to lead laboratories, research programs, or organizations. Unfortunately, scientific skills are too often unrelated to soft skills such as emotional intelligence, authenticity, and active listening.

Our primary goal in this monograph is to promote a change in how science organizations view leadership.  As noted above, we strongly believe that character matters.  We further believe that the historical practice of emphasizing technical skill over leadership ability should be reversed, recognizing the critical value and importance of soft skills to an institution achieving performance excellence.  Further, appropriate levels of risk-taking by leadership should be not just tolerated but celebrated.  

In the final analysis, it’s about the mission and the reason for why the mission is so important.  For the agency we worked in, our mission was marine stewardship in US Federal waters, ensuring that the natural resources we enjoy today will be sustained through effective science-based management decisions to enable enjoyment by our children and grandchildren.  We dared not to fail, ensuring that both the mission and the employees behind the mission received the best that the agency could provide. 

Using the acronym VALUES, we identified a number of interconnected leadership traits we found essential to good leadership.  We used Sinek’s Golden Circle model of the why, what, and how of an organization’s mission to describe how organizational values permeated every part of our organization, from our work environment to the mechanics of science delivery. We showed how such values supported our transition from doing “more with less” to doing “less with less, but strategically” through a strategic budget process responsive to stakeholder priorities and funding constraints.[1]

It is fitting that the VALUES are bookended by leadership virtues and servant leadership, as both of these are foundational and interdependent. But if pressed to identify the two most important factors for creating a great leadership environment, we would answer by saying: 1) “pay attention to the why or the underlying purpose of the agency” and 2) “pay attention to what motivates leaders in the organization.”

We’ve addressed the importance of purpose to healthy leadership throughout this monograph.  Yet the importance of what motivates a potential leader at a scientific institution is just as critical in our opinion.  Why does a particular person in a leadership position agree or desire to serve in that position?  The answer to that will make the difference between a healthy, productive organization and one fraught with problems and low productivity.  Is it more pay, more authority, the reward for technical achievement, or even a stepping stone as part of a long career path?  Or does it stem from the right values: a desire to empower people, love of mission, alignment of skill and ability in the leadership area? 

Like high-leverage data points that exert exceptional influence within a statistical model, answers to those questions will equally exert exceptional influence within a science organization.  Such influence will be witnessed through a change in culture that establishes a cadre of leaders who will focus on the integrity of the whole organization.  It is because the right character standards lead directly to the right motivation for effective leadership.  And with the right “why” behind an individual’s desire to lead comes an ability for that leader to optimally support an organization’s mission as seen by stakeholders on every floor of the organization, not just those on the 42nd floor.


[1] https://sloanreview.mit.edu/article/how-to-fix-a-toxic culture/?utm_source=outr2&utm_medium=pr&utm_campaign=sull0922

[2] Essays Presented to Leo Baeck on the Occasion of His Eightieth Birthday” (1954), edited by Samuel H. Bergman.

[3] https://simonsinek.com/books/start-with-why/

[4] https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en

[5] https://www.goodreads.com/quotes/6589870-a-good-intention-with-a-bad-approach-often-leads-to

[6] https://www.gallup.com/workplace/232955/no-employee-benefit-no-one-talking.aspx

[7] https://www.youtube.com/watch?v=zWHlDSVEoy4 

[8] https://www.entrepreneur.com/article/309654

[9] Kahneman, D. (2011). Thinking, fast and slow. New York: Farrar, Straus and Giroux.

[10] https://storycorps.org/about/

[11] https://www.facebook.com/pg/StoryCorps/about/?ref=page_internal

[12] Both quotes from Phil Dourago’s book, The 60 Second Leader: Everything You Need to Know About Leadership, in 60 Second Bites.

[13] https://www.goodreads.com/quotes/757-everybody-can-be-great-because-anybody-can-serve-you-don-t-have

[14] Ambrose of Milan. De Officiis Ministrorum, I.35.176

[15] McRaven, W. H. 1. (2017). Make your bed: little things that can change your life…and maybe the world. First edition. New York: Grand Central Publishing.

[16] https://www.brainyquote.com/quotes/wayne_gretzky_383282

[17] https://www.youtube.com/watch?v=IPYeCltXpxw

[18] A 1991 report from the U.S. Council on Environmental Quality ascribed this saying to Chief Seattle but no citation was given.  https://quoteinvestigator.com/2013/01/22/borrow-earth/

[19] https://www.brainyquote.com/quotes/stephen_covey_110198

[20] Page 5 in Rosenbaum, P.R. (2002) Observational studies. 2nd Edition, Springer, New York. doi:10.1007/978-1-4757-3692

[21] https://www.brainyquote.com/authors/peter_diamandis

[22] https://www.goodreads.com/author/quotes/441817.James_K_A_Smith

[23] Additional information about this process can be found on the AFSC website at: (https://www.afsc.noaa.gov/GeneralInfo/AFSCSciencePlanFINALJUNE12010.pdf).

 

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How the Early Church Put Faith Into Action—A Christ Follower’s Response to the USAID Crisis

The Roman world of Christ’s time was harsh, depraved, and unforgiving. Suffering was pervasive, and practices like sexual immorality, rape, slavery, and infanticide were not only common but also normalized. If any society needed transformation, this was the one.

Enter Christianity. What did it do? It opposed infanticide by rescuing abandoned pagan children and raising them as their own. It confronted rampant adultery and immorality by demonstrating godliness in marriage and life. And it challenged the abuse of power over the weak by caring for the marginalized, the poor, and the infirm.

As Julian the Apostate, the last pagan emperor of Rome, remarked, “These impious Galileans (Christians) not only feed their own, but ours also; welcoming them with their agape, they attract them, as children are attracted with cakes… While the pagan priests neglect the poor, the hated Galileans devote themselves to works of charity, and by a display of false compassion have established and given effect to their pernicious errors. Such practice is common among them, and causes contempt for our gods.”

Julian’s final words in AD 363 were “vicisti Galilaee” (You Galileans [Christians] have conquered!).

The Sequel – PEPFAR
In 2003, President George W. Bush, guided by his faith and pro-life platform, launched PEPFAR (the President’s Emergency Plan for AIDS Relief) to combat the global HIV/AIDS crisis, particularly in Africa. Michael Gerson, Bush’s speechwriter and a devout evangelical, played a pivotal role in shaping the initiative as a moral imperative, positioning it as a faith-driven response to the suffering of the vulnerable.

Since then, PEPFAR has saved millions of lives, standing as a testament to the enduring impact of faith-driven public policy, modeled after the radical compassion of the early church. In a world often focused on self-interest and isolationist policies, it serves as a modern continuation of Christianity’s legacy of mercy—showing that when faith is put into action, it has the power to change history.

On January 20, 2025, President Trump froze U.S. foreign aid, including PEPFAR funding, for 90 days. Then, on January 24, 2025, Secretary of State Marco Rubio issued a stop-work order that halted all existing PEPFAR operations, causing clinic staff to be sent home and antiretroviral distribution to more than 20 million people to cease.

On February 1, 2025, PEPFAR secured a limited waiver, allowing some services to continue. However, as of March 10, 2025, PEPFAR remains largely suspended, leaving many clinics closed or operating at reduced capacity. The funding freeze, particularly in sub-Saharan Africa, has severely disrupted HIV/AIDS care, placing millions at risk of treatment interruptions, new infections, and preventable deaths. If this suspension continues, an estimated one million people will die yearly, with 1,400 babies born with AIDS every day.

While PEPFAR represents one of the most significant modern faith-driven humanitarian efforts, it is not the only example. Another organization partially funded by USAID, World Vision, has carried this same spirit of the early church into the modern age.”

The Sequel – World Vision
The priorities of the early church provide a window into how they understood their faith. They took Jesus’ admonition in Matthew 19:14—”Let the little children come to me, and do not hinder them, for the kingdom of heaven belongs to such as these”—seriously. They put their faith into action, fully embracing His call in Matthew 25:40: “Truly I tell you, whatever you did for one of the least of these brothers and sisters of mine, you did for me.”

More than 70 years ago, World Vision was founded by American missionary Bob Pierce, who, moved by the suffering of children in China and Korea, was inspired to create a way to help vulnerable children globally. Today, World Vision is one of the largest humanitarian organizations, providing essential services to millions across nearly 100 countries.

Our family has been part of World Vision for over 40 years, personally sponsoring children and funding water projects throughout Africa and Central America. Several of our relatives have served on their board or worked as employees. It’s in our blood.

Tammy and I had lunch yesterday with other World Vision donors, receiving an update on World Vision’s global efforts to address current crises. Much of the conversation, however, centered around the loss of USAID funds and its impact on their ministry. For example, the Humanitarian Emergency Affairs program has lost 44% of its funding—$127 million—leaving 2.2 million people facing life-or-death emergencies unreached. In Ethiopia alone, over 2,000 staff have been laid off, leaving a program that feeds over 700,000 people shuttered.

Some of this loss might eventually be made up by new volunteer donations. But the data show that the people most supportive of ending this type of government support are the ones least likely to step up and give.

The Bottom Line

Meanwhile, on my Facebook page, many evangelical friends are saying “Amen.” Not specifically to the increased risk of death and suffering imposed by the loss of USAID funding, but to the originating cause which is the cancellation of the USAID funds and program. They’ve swallowed hook, line, and sinker, the administration’s narrative that USAID was a “money-laundering scheme” that had lost its way. Or that USAID’s goal was to push LGBTQ issues to the developing world.

It doesn’t seem to matter whether or not all of their claims are true. There’s no interest in asking, “What part of these funds align with Jesus’ admonitions of Matthew 19 and 25?” Instead, the logic seems to be: throw out the baby with the bathwater, as no such reasoned analysis is necessary in this binary partisan-driven world.

Here’s the bottom line: The early church took Jesus seriously. Their identity reflected a life formed by “in whom we live, and move, and have our being.” Their values and sensibilities weren’t contaminated by political allegiances.

They prioritized rescuing children from death and suffering. Do you think they would have drawn lines about the source of their support? Would they have said, “These children deserve to be rescued, but those do not because the funding for them came from a government program we disapprove of?”

The early church ran with perseverance, casting aside fear, political entanglements, and self-interest to care for the most vulnerable. “Since we are surrounded by such a great cloud of witnesses,” shouldn’t we follow their example—throwing off everything that hinders, including political ideology, allegiances, and partisanship—and truly put our faith into action today?”

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Nine Theological Errors/Misapplications That Bolstered Slavery

On a crisp autumn morning in 1738, murmurs filled the Quaker meetinghouse in Burlington, New Jersey. Suddenly, Benjamin Lay strode in, small in stature but burning with conviction. He declared, “Oh all you Negro masters who are contently holding your fellow creatures in a state of slavery…It should be as justifiable in the sight of the Almighty…if you should thrust a sword through their heads as I do through this book.”

Lay then threw a Bible to the ground, drew a sword, and pierced it, causing pokeberry juice inside to splatter like fresh-spilled blood. Gasps filled the air as he declared, “Thus shall God shed the blood of those who enslave their fellow men!”

Benjamin Lay was an 18th-century Quaker abolitionist whose 1737 book, All Slave-Keepers That Keep the Innocent in Bondage, Apostates, was one of the earliest anti-slavery works in America. He openly condemned Quaker slaveholders, refusing to wear cotton or consume sugar, knowing both were produced by enslaved labor.

A History of Theological Error

Lay was also an outlier in the 1,700-year history of Christianity up to that time. Early church fathers largely accepted slavery as an unavoidable reality, seeing it as a natural consequence of humanity’s fallen state. While some advocated for humane treatment, few questioned the system itself.

Slavery declined during medieval Europe but received a second wind through 15th-century papal bulls like the Doctrine of Discovery, granting Christian rulers the divine right to enslave non-Christians. By the 18th century, slavery was deemed normal, necessary, and biblical. Opponents were accused of twisting scripture, while proponents justified slavery with scripture. A Puritan minister once remarked, “It is therefore a condition in which God may be glorified; and for that reason, we are commanded to do so.”

As we look back from today’s perspective, it’s hard to understand how faithful Christians across generations could embrace such viewpoints. We ask: how could they do so much harm under the banner of their faith?

Martin Luther King Jr. once observed, “Slavery in America was perpetuated not merely by human badness, but also by human blindness.” This blindness was not just moral or social—it was profoundly theological. Economic interests and cultural sensibilities supported slavery, but the more significant failure was the active distortion of theology to empower this sin. Rather than letting Scripture challenge slavery, many Christians reshaped it to align with societal norms, giving oppression divine legitimacy.

As Sean McGever documents in his book Ownership: The Evangelical Legacy of Slavery in Edwards, Wesley, and Whitefield, influential theologians didn’t just tolerate slavery—they sanctified it. By clothing injustice in religious language, they enabled a system that contradicted the heart of the gospel. This led to a cascade of errors, misapplied doctrines, and moral blindness that justified, in the words of John Adams, America’s original sin.

1. Plain Reading of Scripture

Massachusetts Puritans modeled slavery laws on “the law of God established in Israel.” Their understandings of scripture permitted slavery through war captives, self-imposed servitude, and purchase. William Perkins, the father of Puritanism, viewed slavery as divinely ordained, arguing it was “so clearly and plentifully noted in the Scripture that anyone is any whit acquainted therewith may know them to be so.”

2. God Is in Control

Eighteenth-century Christians saw slavery as a divinely appointed institution ordained by God as a vocation, social office, and a rightful station in life. It existed within God’s providential design to manage a fallen and sinful world. God assigned people to different roles and ranks in society according to a “most excellent and perfect order,” and any attempt to disrupt this hierarchy would result in “hellish confusion.”

3. Compartmentalized Christianity

People were believed to have a God-ordained earthly status distinct from their spiritual standing. This meant that a slave’s spiritual status mattered more than their earthly condition. Evangelism, not emancipation, was prioritized. On a more practical level, some slaveholders sought to prevent their conversion, fearing it might challenge the social hierarchy. Others saw Christianity as a tool for control, believing it made slaves more obedient.

The issue for the church, therefore, was not abolition but ethical slave management. Cotton Mather, a leading Puritan, affirmed this view, writing, “What law is it that sets the baptized slave at liberty? Not the law of Christianity.” Christianity simply “modified and moderated” slavery.

4. Evangelism at Any Cost

John Wesley first encountered the evils of slavery face to face on a trip to Georgia in 1735.  In his words, “I had observed much, and heard more, of the cruelty of masters towards their negroes,; but now I received an authentic account of some horrid instances thereof.” He witnessed negroes nailed up by the ears, teeth pulled, beatings and abuse by sport, legs cut off and dunked by scalding water. 

Yet it wasn’t until 38 years later that Wesley denounced slavery. Until then, his sole interest was in evangelizing slaves, not liberating them. For most of his life, his enthusiasm for “saving lives” had blinded him to the state of “lived lives” resulting in an incomplete understanding of God’s Kingdom’s message.  Notably, in his arguments against slavery, this theological giant used justifications based on logic and natural law and avoided direct scriptural arguments, recognizing scripture was too often weaponized to defend it.

5. Escapist Eschatology

Wesley initially viewed the world as irredeemably flawed, believing only Christ’s return would set things right. But as his understanding of God’s kingdom deepened, Wesley’s vision shifted. He came to see that the reign of Christ was not merely a distant hope but a present reality breaking into the world. No longer could he accept slavery as an unfortunate consequence of a fallen world—it was an affront to the justice of God’s kingdom, a moral evil that demanded immediate action.

6. The Ends Justify the Means

George Whitefield, a leading evangelist, believed establishing an orphanage in Georgia was his divine calling. When financial struggles arose, he concluded slavery was necessary for its survival. As a result, he lobbied for slavery’s legalization in Georgia—a colony initially founded as slave-free. In Whitefield’s theological framework, the opportunity for enslaved people to hear the gospel outweighed their “temporal inconveniences” and suffering. When he died in 1770, 49 enslaved individuals needed for just 16 children—comprising 74% of his estate’s total value—were willed to a wealthy English benefactor rather than being freed.

7. “Ever Hearing but Never Understanding”

Jonathan Edwards, a brilliant Puritan theologian, was also a slaveholder. He believed that God had established various roles and social stations in life, including slavery. Hence, given his standing as a member of the New England aristocracy, slave-owning for him was appropriate and aligned with biblical truth. Edwards, like many, was blinded by the assumptions of his time, illustrating how even the most brilliant theological minds can err when cultural biases shape biblical interpretation. Many argue he was merely a product of his time, yet contemporaries like Benjamin Lay and Anthony Benezet rejected slavery outright. Edwards’ blindness was a choice shaped by theological priorities and social allegiances.

8. The Gospel Is Merely About “Getting Saved”

Frederick Douglass recalled his master attending a Methodist camp meeting and “experiencing religion.” Douglass “indulged a faint hope that his conversion would lead him to emancipate his slaves, and that, if he did not do this, it would, at any rate, make him more kind and humane.” But instead, “it made him more cruel and hateful in all his ways.” Before conversion, his master justified his brutality through personal depravity; after conversion, he found religious sanction for it.

9. Faith Without Love

The Society for the Propagation of the Gospel in Foreign Parts (SPG), an Anglican missionary organization, spread Christianity throughout Britain’s colonies. While professing a mission of evangelization, the SPG owned and operated a slave plantation in Barbados, funding missionary work through the forced labor of enslaved people. Their clergy ministered to slaves but did not challenge the system. Their failure was evident: between 1717 and 1726, they converted not a single enslaved person. Finally, in 1732, one of their attorneys got the bright idea that if they stopped branding the chests of newly purchased slaves with the letters S-O-C-I-E-T-Y, maybe their success rate would improve.

Fast Forward to the Present

If we think we are immune to such egregious errors and misapplications, we deceive ourselves. Many of these same nine sensibilities are alive and well today. Although they do not guarantee sin and error, they foster an increased likelihood of such error. 

If we believe we are superior to past generations, we are foolish. Human nature remains unchanged, and theological error continues to shape both society and our individual beliefs in ways we often fail to recognize.

Hence, if we assume our current theological understandings are without fault, we are mistaken.

Here are some examples.  Appeals to a plain reading of scripture are common today, misusing verses like 2 John 1:2: “Beloved, I pray that you may prosper in all things and be in health” to promote the prosperity gospel. The mantra “God is in control” can be distorted into a wide range of erroneous justifications, from passivity in the face of evil to indifference to grief or injustice and disinterest to pray or vote.

Compartmentalized Christianity separates Christ’s teachings from “real” issues of life, allowing dishonesty, exploitation, or greed to drive our politics or commerce. And an end justifies the means argument has become common in recent years as apocalyptic narratives about the end of America flourish.

Last Thoughts

Just as past generations misused theology to justify slavery, today’s church is at risk of similar distortions. When we baptize nationalism or culture war rhetoric as “Christian,” we repeat the errors of those who once sanctified oppression, war, and political control in God’s name.

If history teaches us anything, it is this. Whenever Christianity aligns itself too closely with political power, it loses its prophetic voice and becomes an agent of oppression rather than liberation. True faith does not seek to win worldly battles but to bring heaven’s justice to earth—not through coercion but through the transformative power of the gospel.

The past is not just history; it is a warning. Will we learn from it?

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Who Am I? How the USAID Debate Serves as a Mirror

What if the entire United States canceled Christianity because of its long list of scandals and abuses? Imagine a centralized authority, able to exert control over the church’s institutions, empowering a small group of inexperienced contractors to remove church officials while unleashing a shake-down of church programs and assets. 

Envision people with names like Paul and Kennedy defending this cancellation by flooding the airwaves with stories of a church gone wrong.  Stories like Kanakuk Kamp’s cover-ups of child sexual abuse, Ravi Zacharias’s predatory manipulation, Mark Driscoll’s toxic leadership, Carl Lentz’s moral failures, Mike Bickle’s sexual misconduct allegations, and the widespread abuse scandals within the Southern Baptist Convention. With a quiver of outrage in their voice, they’d tell us that this was just the tip of the iceberg as they declared the entire faith irredeemable.

There’d be no need for a Maximus Decimus Meridius’s “unleash hell” type of command. The outroar from the church would be instantaneous, passionate, and perhaps even violent. 

You’d likely hear, “How dare you? Silencing the faithful because of the failures of a few!” You’d see the streets swell with furious protests, sermons would turn into rallying cries, and social media would erupt in a firestorm of indignation. You’d find churches defying orders, with parishioners linking arms in defiant solidarity, and the cries of persecution echoing from pulpits to primetime news.

Many would feel that their very identity was under siege, that the erasure of their faith was an erasure of who they were. The outrage wouldn’t just be loud—it would be relentless, a tidal wave of fury crashing against the very notion that their faith deserved to be canceled.

I know what some of you are thinking – and you wouldn’t be wrong. You think I’m making a flawed comparison with the recent takedown of the USAID program. You’d say that USAID was rife with misconduct and political bias, a “viper’s nest of radical-left Marxists who hate America.” Or that its demise would streamline foreign aid while cutting bureaucratic waste. Or that benevolence should start at home. 

Yet the Venn diagrams between USAID and the Christian faith overlap substantially.  Substantial amounts of the aid go to Christian charities who are doing “the Lord’s business.” Read the agency’s mission statement, “to promote a free, peaceful, and prosperous world by ending extreme poverty and supporting democratic societies,” and then read Jesus’ Nazareth Manifesto of Luke 4 and tell where I’m wrong. 

The Case For This Executive Order

The Executive Order asserts that USAID “has been unaccountable to taxpayers as it funnels massive sums of money to the ridiculous — and, in many cases, malicious — pet projects of entrenched bureaucrats, with next-to-no oversight.” As examples of the “waste and abuse,” they cite $1.5 million to “advance diversity equity and inclusion in Serbia’s workplaces and business communities,” $70,000 for production of a “DEI musical” in Ireland, $2.5 million for electric vehicles for Vietnam, $47,000 for a “transgender opera” in Colombia, $32,000 for a “transgender comic book” in Peru, and $2 million for sex changes and “LGBT activism” in Guatemala.

With the U.S. already spending $51 billion annually on foreign aid, supporters of this Order further contend that taxpayer dollars should prioritize domestic needs. They advocate for reform, calling for aid to be redirected from a bloated bureaucracy to transparent, faith-based, and private organizations.

The Case Against This Executive Order

The consequences of this sudden halt in U.S. government funding for humanitarian aid are undeniable. Heart-wrenching stories have flooded our news feeds, painting a grim picture of what’s to come. The Vatican’s global charity arm, Caritas, has predicted that should this continue, millions will die, and hundreds of millions more will be pushed deeper into poverty. To some, this might seem like an exaggeration—but the loss of nearly half (47%) of all humanitarian aid provided by the United States will have immediate and lasting consequences. Catholic Relief Services (CRS), the largest USAID recipient, has already warned staff to prepare for workforce reductions of up to 50% due to the drastic cuts in U.S. foreign aid.

World Vision, an evangelical charity we’ve supported for over 40 years, is facing devastating losses. Ranked #11 among USAID recipients, it stands to lose a sizable chunk of its humanitarian funding this year. Critical programs—feeding and protecting children, providing clean water, ensuring access to healthcare, and supporting farmers—have come to a grinding halt. A friend’s father, who recently retired after 30 years leading World Vision’s relief efforts in West Africa, confirmed that in Mali and Senegal, food, vaccines, and medical aid have already been cut off, leaving many lives at risk.

Other evangelical humanitarian organizations are also on the chopping block. World Relief, the humanitarian arm of the National Association of Evangelicals (NAE), has been forced to halt relief efforts in multiple countries—including a critical program in South Sudan that treated severely malnourished children under age five. Mercy Ships, another organization we have personal ties to, brings life-changing medical care and surgeries to those in need. With 26% of its funding coming from USAID, the organization has begun to cut staff in response to the funding freeze.

Although the Executive Order included waivers for certain “core lifesaving” activities, as of February 18, funding remains stalled for many organizations like World Vision, leaving critical programs shuttered. You can’t dismantle an agency and expect it to restart at the drop of a hat. I saw this firsthand in my previous role when NOAA leadership completely broke the HR side of the house. It took years for it to be repaired, leaving concrete and lasting mission impacts.

The Question

Let’s assume you’ve been appointed Christ’s Ambassador, tasked to represent Christ’s interests throughout the public square. Scripture provides your marching orders, especially the red-letter words of Christ. The Sermon on the Mount and His two great commandments set the standard. And your job is to ensure that every word and action you take has a clear and direct connection to those teachings.

Are you willing to accept this 2 Corinthians 5:20 calling? If so, how do you then respond as Christ’s Ambassador?

As Ambassador, would you Approve the Order, Arguing that American Needs Come First?

Two paths await you, each bearing a different perspective. On one side are those friends who urge you to prioritize America first. They say, “I’m a Christian. I want my tax dollars to help my fellow Americans first.” Or, “You sure are generous with other people’s money.  How about you just spend yours?  America needs to focus on the needs of Americans – not Burmese.”

But then you remember Jesus’ teachings. You open the Bible, turn to Luke 25-28, and read the passage where a legal expert asked Jesus how to inherit eternal life. Jesus pointed to the Law: love God fully and love your neighbor as yourself. When asked, “Who is my neighbor?” Jesus then told a parable of a man attacked by robbers, ignored by a priest and Levite, but rescued by a Samaritan who showed mercy. When Jesus asked, “Who was the true neighbor,” the expert replied, “The one who had mercy.”

Samaritans and Jews were enemies, separated by geography, customs, and beliefs.  By connecting a Samarian’s action to the most central teaching of His Kingdom, He destroyed a me-first worldview and made an us vs. them worldview unchristian.

As Ambassador, would you Approve the Order, Arguing that Only Private Donations Rather than Tax Dollars Be Used for Such Charity?

Again, you are faced with a decision. On the one side are friends who see this as a compelling argument. They say, “I’m pretty sure Jesus didn’t endorse stealing from one person to give to another. Shut it all down.” Or, “I’m a Christian, I’ll speak out; it’s not the government’s place to fund all of this stuff. This is to be done by the church, by the people, by organizations or charities. Not the government!”

Like Adam Smith, they may believe private charity outperforms government-mandated redistribution since individuals are better equipped to handle their own resources. They may believe it’s morally wrong to violate property rights and personal liberty by forcing wealth transfers instead of allowing voluntary charity. Like John Locke, they see personal liberty as an enduring virtue sustained by limited government. For many, those arguments seem compelling: it’s what you have been taught to believe and what you’ve always known.  

But then you read Matthew 25, where Jesus equates service to the needy—feeding the hungry, welcoming the stranger, caring for the sick—as service to Himself. You read in Mark 9 about the one-to-one connection between ministering to children and ministering to Jesus. You know that loving your neighbor is interconnected with loving your God, the two inseparable Commandments that Jesus taught. You also know that Jesus came so that everyone could have life and life more abundantly, with “abundantly” not just restricted to the spiritual.

You realize that your Ambassadorial calling isn’t limited to just helping people “go to heaven.” It’s also to be, in the words of the late pastor Tim Keller, “radically committed to the good of the city as a whole,” where “while awaiting the return of the King, we become part of God’s work of reconciliation, which is a state of the fullest, flourishing in every dimension – physical, emotional, social, and spiritual.”

Then, as Christ’s Ambassador, you wonder why people are so ideologically eager to limit the flourishing of people made in the image of God. Given that many of our laws are written for moral ends, you ask, “Why should His teachings be taken off the table on an issue so important to Him?” Especially given his extraordinary concern for children, which is a focus in a significant portion of the USAID assistance. Is this something Jesus would do?  Would He say, “Nah, I’m going to choose limited government over the prospect of additional resources that will give water and food to children?”

As Ambassador, would you Approve the Order Because of the Allegations of Waste and Fraud?

As someone seasoned by experience, you might argue that Ben Franklin’s famous statement should be amended: “In this world, nothing can be said to be certain except death, taxes, and government waste.” Allegations of waste at USAID don’t shock you—they’re expected. The real question isn’t whether waste exists but how to address it.

On the one hand, are your friends who support the USAID shutdown and urge you to join their cause. They’ve reposted the widely circulated list of 12 wasteful projects used to justify the Order. Any complaints about what Elon is doing, they say, “is like getting mad at the person naming the bank robber instead of the actual bank robber.”

Your initial response might be yes—but only if there were clear, compelling, and indisputable evidence that the good being accomplished was entirely dependent on and inseparable from waste, fraud, and corruption.

Otherwise, your answer would be no. You would reject the USAID shutdown and adopt a different approach that preserves and protects the life-saving and transformative aid while rooting out inefficiency and misconduct. You know that every dollar lost to waste and corruption is a dollar that could have provided food, medicine, or shelter to those in desperate need. Hence, good stewardship requires constant vigilance, and USAID, with its humanitarian mission, should be the last to get a pass.

After reviewing all the evidence, you find that the test of being “entirely dependent on and inseparable from waste, fraud, and corruption” unmet. Moreover, you find that the audit is incomplete, producing a patchwork of “waste and fraud” claims—some valid, others overstated or demonstrably false. Hence, the shutdown is equivalent, in colloquial language, to throwing out the baby with the bathwater. An action that is neither wise, justified, nor becoming of a Christ Ambassador.

As Christ’s ambassador, your calling is not to blindly follow the loudest voices but to pursue “Whatsoever things are true, whatsoever things are honest, whatsoever things are just, whatsoever things are pure … think on these things.” Your duty is to be unswayed by partisan outrage as you investigate the allegations, remembering that “The Lord detests a false witness who pours out lies and a person who stirs up conflict.” Then, given the unreliability of the claims, your responsibility is to ask, “How can waste be reformed without dismantling the good?”— and then reject any action that sacrifices life-saving aid on the altar of this outrage inflamed by a measure of misinformation.

Who Am I

Many of the issues we face in life offer no simple answers. We find ourselves saying on the one hand versus the other hand as we struggle to make a decision. But every so often, an issue arises that lays bare our core values. It acts as a mirror, reflecting our true priorities and exposing the foundation of our convictions. It distinguishes between what we profess and what we actually believe. It exposes our identity.

This is one of those moments.

Is our identity truly rooted in Jesus so that when situations like this arise, we respond as Ambassadors of His teachings and values? Or is it anchored in our ideological tribe, where we respond in lockstep to their beliefs?

If our identity is truly found in Jesus, then our first instinct is to ask, “What would Jesus do?” rather than “What does my side believe?” It makes our decisions shaped by His words rather than the talking points of our preferred side.

So, who are we? Are we followers of Christ first, Ambassadors of His Kingdom in every square inch of our lives? Or is our identity rooted in partisanship, where we filter moral questions through the lens of party allegiance, defending or condemning actions based on their prepackaged narratives?

Because, at the end of the day, the answer to the question “Who am I?” determines everything.

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Faith First, Politics Last: Rethinking DEI Through Christ’s Eyes

In our travels across the Pacific Northwest, annually logging over 30,000 miles of highway, back road, and even twisty gravel roads, we often pass through Leavenworth, a Bavarian-themed village known for its charm and outdoor adventures. But recently, the town has found itself at the center of a debate over a 70-foot illuminated cross being constructed on a nearby mountain. At first, I had little interest in the matter—after all, I grew up in Juneau, where a cross has overlooked the city for over a century.

The mountain’s land owner and a prayer group, which includes former Chelan County sheriff’s deputy Harry Hansen, see the cross as a stand against shifting cultural values. According to Hansen, “it really was based on things that are happening here in Washington state and nationally, where some of our values are being challenged that really were the basis for our country. I don’t want to get into a lot of politics, but it seemed like instead of putting God first as our founding fathers did, we now are putting a lot of emphasis on DEI—diversity, equity, and inclusion—to where right is wrong and wrong is right.”

That last statement is what caught my attention. Hansen frames DEI as a force that inverts morality, where “right is wrong and wrong is right.” He sees it as an attack against our country’s values.  But I see it differently.  DEI, when done well, is about removing barriers so that all people—regardless of background—are fully valued, included, and given a fair opportunity in the workplace. Far from being an attack on our values, DEI—when done right—reflects the very principles that Christ calls His followers to embody.

Diversity

“After this I looked, and there before me was a great multitude that no one could count, from every nation, tribe, people and language, standing before the throne and before the Lamb. They were wearing white robes and were holding palm branches in their hands.” Rev 7:9

The book of Revelation powerfully affirms the Kingdom of God embraces every nation, tribe, people, and language. Given that such diversity is an intentional outcome of God’s Kingdom’s plan, shouldn’t it be an intentional outcome for Christ-followers engaged in His Kingdom’s work? 

Equity

“Do not pervert justice; do not show partiality to the poor or favoritism to the great, but judge your neighbor fairly.” Lev 19:15
“My brothers and sisters, believers in our glorious Lord Jesus Christ must not show favoritism.” James 2:1
“Differing weights and differing measures—the Lord detests them both” Prov 20:10

Scripture is replete with verses that reflect a biblical mandate for fairness, justice, and impartiality in how we treat others, underscoring the importance of equity in God’s kingdom.

Inclusion

“There is neither Jew nor Gentile, neither slave nor free, nor is there male and female, for you are all one in Christ Jesus.” Gal 3:28
“in humility value others above yourselves, not looking to your own interests but each of you to the interests of the others.” Phil 2:3-4

The apostle Paul affirms that all people—regardless of ethnicity, social status, or gender—are valued equally in God’s kingdom. God’s plan transcends human divisions and calls believers to adopt an inclusive spirit.

My Experience with DEI

Throughout my tenure in the Federal Government, I had sought to connect faith and work through a lifestyle type of witness. But I still wondered how I could do more.  I had seen how fellow believers would employ overt witnessing methods such as a scripture-laden t-shirt or strategically placed Bible. Yet such actions seemed performative in practice and were polarizing in outcome, a seemingly ineffective Christian witness.

An “aha” moment came when I encountered Kouzes and Posner’s advocacy of core values in my new managerial position.  Like a light bulb coming on, I realized how the development of core values, through an alignment with biblical values such as those in Micah 6:8, Colossians 3:12-14, and the Sermon on the Mount, could satisfy the “more.” Advocating for the practice of virtues such as kindness, generosity, goodness, and gentleness could bring Christian values into the workplace.  Then, through the demonstration of those character traits, I could, in the words of theologian Stanley Grenz, show my world “what my God looked like.”

Another “aha” moment came when diversity, equity, and inclusion became part of my managerial responsibility.  I realized that DEI were essential Christian virtues that could also satisfy the “more.” I immediately saw another golden opportunity to “let my light so shine.”   

My boss and I became known as the “core values” guys—not just in our Science Center but across the entire agency—championing values-based leadership rooted in virtues. We saw shaping our Center’s culture as one of our most important responsibilities, using a servant leadership approach that emphasized justice, fairness, humility, and generosity to honor and empower our staff.  We made sure everyone was seen and heard because everyone mattered.

For us, being just and generous leaders meant championing diversity, equity, and inclusivity, creating an environment of trust where our mission, service, innovation, and productivity could thrive. By making sure everyone mattered, we brought together diverse perspectives and fostered true collaboration. We then built high-performing teams where individuals contributed unique insights, creating a powerful synergy that made our organization stronger than the sum of its parts.

We also knew that diversity, equity, and inclusion training programs could be ineffective or even produce the opposite effect. But any failures of others didn’t change our commitment to those servant leadership virtues.  We were “people first, mission always” leaders who loved our staff.

My Advice to Hansen

Perhaps Hansen has had a different experience with DEI. Or, perhaps he’s read how DEI efforts can become misguided. Or, perhaps he opposes DEI initiatives on ideological grounds, accepting the partisan narrative that DEI prioritizes group identity over merit, promotes reverse discrimination, and creates division by focusing too heavily on social identities.  I won’t put words in his mouth.  But, even if any of his perspectives have merit, here are four simple suggestions.

Follow the beam and mote principle of scripture.  Most things in life have plusses and minuses, and I’m sure DEI is no exception. It’s up to us in how we navigate that. But it’s easy to target others while giving ourselves a pass: scripture calls this the mote and beam principle.  In our household, judgment began at home, embracing personal accountability with the responsibility to address our own shortcomings first. Goethe captured this idea well when he said, “If everyone would sweep their own doorstep, the whole world would be clean.” Advice: make your project about addressing a problem on your team, of which, I’m sure, there are many.

Stand up for Jesus. If you still want to address DEI in your cross-erecting project, use it as a launching pad for talking about Jesus. If you think DEI’s been done poorly, then show what good looks like. Like I’ve written above, scripture makes that task easy and is more powerful “than any two-edged sword.” 

Don’t engage in culture warring. Don’t be a Galatians 5:20 sort of person, fostering discord, jealousy, fits of rage, dissensions, and factions.  This is the stuff of in-group/out-group thinking, the rotten fruit of an us vs them world. As “Christ’s Ambassador,” you don’t own your witness. He does.  So be careful what you attach to that witness. Make sure you “Bring into captivity” any thought or action that’s not in alignment with the Sermon on the Mount or His two great commandments, as explained by His Good Samaritan parable. 

Blessed are the Meek. Take Jesus seriously. Pursue your interests and advocate for your dreams, but follow the public process, faithful to the apostle Paul’s admonition to “in humility value others above yourselves, not looking to your own interests but each of you to the interests of the others.”

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A 2025 Reflection: What if We Took Jesus Seriously?

Imagine living in a house on a bluff overlooking the ocean. Floor-to-ceiling windows connect you to the ever-changing Alaskan scenery. Comfortable furnishings, accompanied by high ceilings and in-floor heat, create an inviting sanctuary away from the pressures of work. 

Maybe you’ve built it yourself. Or with a group of friends like we did in Alaska.  After thousands of hours of sweat and toil, you’re finally enjoying the fruits of your labors. People come and feel at home.  It’s the dream house that you’d never dreamt of having.

But then cracks appear, doors no longer properly close, and the floor begins to sag. Like whack-a-mole, one problem gets fixed, and another appears. Experts come and discover a compromised foundation. Their geotechnical tests reveal shifting ground. The problem is deep and unseen, but the eroding soil is slowly but surely destabilizing your entire home.

Bringing it Home

Church leaders today assert that America has strayed from its moral compass, plunging it into a freefall unimaginable to previous generations. They warn that the nation’s foundational values are crumbling, leaving its future precariously teetering on the edge. James Dobson, founder of Focus on the Family, believes, “Our nation is facing a crisis that threatens its very existence. We are in a moral decline of shocking dimensions.” Echoing these sentiments, Pastor John Hagee declares that “[America’s] future hangs in the balance. Our moral and spiritual foundations are rapidly being destroyed. Our arrogance is producing a socialist state that is becoming our god.”

These leaders see Christ’s parable of the wise and foolish man as instructive for our country. They say our nation’s moral and spiritual decay is likened to the parable’s shifting sand. America’s teetering on the brink of collapse, and only a return to foundational Christian values can save it. As Franklin Graham has said, “Without Christ as the solid rock on which to build, the nation will falter like a house on shifting sand.”

But read Matthew 7:24-29 again.  Jesus is not addressing those in the “world.” It’s an inside-the-tent sort of teaching directed at “us” and not to “them.” The shifting sand is due to the actions of the faithful, and the standard is adherence to His Sermon on the Mount teaching. 

The Sermon on the Mount challenges superficial righteousness by emphasizing inward transformation over outward appearances. Jesus addresses the heart behind our actions, proclaiming blessings to people embodying attitudes and virtues aligned with God’s kingdom. He calls those who are poor in spirit, meek, merciful, and peacemakers as salt and light. They are carriers of His Kingdom’s message to the world.

As a guide for Kingdom living, Christ’s Sermon on the Mount establishes foundational principles for every aspect of life, including love for enemies, forgiveness, generosity, selflessness, and humility. Serving as a blueprint for radical discipleship, it calls believers to embody Jesus’s ethics, offering society a glimpse of God’s ultimate restoration and the hope of the Gospel. At its heart, the Sermon presents a vision of countercultural living rooted in the values of God’s in-breaking kingdom. These are the essential “biblical principles” for the church, which is the Sermon’s primary audience rather than the world.

Spiritual Geotechnics

What if we took Christ’s teaching seriously? Seriously enough that we’d be willing to examine how well we’ve built our faith’s “house” on His Sermon’s teachings. We could call it a spiritual geotechnical test with questions drilling down into the “foundations” of those teachings.  One part would be self-reflective, using behavioral scenarios to help assess our compliance.  Another part would use friends and co-workers to provide an independent 360-degree-type assessment. I’m reminded of Haggai, where God tells the Israelites to “Give careful thought to your ways.” This would be that in a modern-day setting.

Some questions could assess adherence to the Sermon’s values like humility, mercy, purity, and peacemaking. We could ask: “How often do you seek to bring peace in conflicts, even when it extracts a personal cost?”  Or, “Have you ever denigrated someone with a different political or theological view from yours?”

Other questions could assess our response to challenging or unfair situations. We could ask, “When someone unjustly treads on your liberty, how do you respond?” Or, “What is your response when people unjustly insult you and falsely say all kinds of evil against you because of your faith?”

Still, others could use scenarios to assess Sermon verities such as loving your enemies, turning the other cheek, and going the extra mile. We could ask, “Your coworker publicly criticizes you unfairly, yet later needs your help with a critical project: how do you respond?” Or, “During a team meeting, a colleague dismisses your idea and takes credit for a solution you suggested earlier; how do you respond?”

We’d then ask friends and co-workers the same questions about ourselves to provide accountability and a more complete perspective.

If we’re honest, this would be a tough test.  None of us would ace it, as we all fall short of the mark.  Yet some would get many questions right.  Friends like Steve, Karen, Dave, Keith, Betty, Jack, Bill, and Rachel have all taken Jesus’ command to “Follow Me” seriously, and then matched that desire with intentional spiritual formation.

Ecclesiastical Geotechnics

Now, let’s imagine giving that test to the American evangelical church. Does the church put into practice the verities of this Sermon?  Do they model Christ’s teachings in their engagements?  Is their behavior in the public square reflective of Jesus’s ethics and Sermon on the Mount commands? Do they show through word, deed, and attitude that they are “Christ’s Ambassadors as if God was making His appeal through us [them]?”?”

We could use many of the same questions, such as “How often does the evangelical church seek to bring peace in conflicts, even when it costs the church personally?” Or, “Is the evangelical church a bulwark against division and cruelty through a “Beatitudes” posture that privileges the meek, merciful, and peacemakers?  Or, “When someone unjustly treads on the church’s liberty, how do they respond?” Then, the same questions would be asked of those outside the church, who would assess the church’s adherence to the Sermon on the Mount verities. 

Now, many leaders within the church would call this assessment unfair. They’ve said, “The world is no longer receptive to a soft-spoken [meek] approach.” They’ve criticized the “winsomeness” of fellow leaders like Tim Keller by saying, “In a hostile culture, we need to be more assertive and less concerned with being liked,” In this current polarized climate, they say, a more confrontational or assertive stance must be taken. It’s a negative world for Christians, and you need people able and willing to fight.

So, who is right? Is it those like Tim Keller, who view the Sermon on the Mount as “a vision of what life should look like when it is completely transformed by the grace of God,” or the many evangelical leaders criticizing his winsomeness when “moral and spiritual foundations are rapidly being destroyed?”

Public Witness Geotechnics

Let’s bring this even closer to home. Now imagine giving that test to our political decisions. In doing so, we seek to assess the alignment between the candidates and policies we support and Christ’s Sermon on the Mount. In essence, we are saying that Christ’s teachings are the primary foundation of our “biblical values,” which shape not only our personal lives but also our voting and engagements in the public square. After all, if “all scripture is given by inspiration of God and is profitable for doctrine, for reproof, for correction, for instruction,” shouldn’t Christ’s most significant teaching address every part of our life, including political decisions?

But we’re electing a “commander-in-chief, not a theologian-in-chief,” said pastor Robert Jeffress of the First Baptist Church in Dallas, Texas.  Former Liberty University President Jerry Falwell Jr. chimed in and said, “We’re not electing a pastor; we’re electing a president.” Echoing that same sentiment, Franklin Graham, an evangelical evangelist, said, “We’re not voting for a Sunday school teacher. We’re voting for someone to lead the nation.”​

Christ’s House Building Code

This is where our worldview matters. It writes the script for how we “contend for the faith that was once for all delivered to the saints.”

What if Christ’s teachings became the central basis of our worldview? What if His message about the Kingdom of God became so foundational to our faith that everything else was secondary—much like the apostle Paul, who resolved to know nothing “except Jesus Christ and Him crucified”?

N.T. Wright views the Kingdom of God as a transformative vision for life on Earth, centered on allegiance to Jesus, the King who restores all things. The Kingdom is both a present and future reality—already breaking into the world through Jesus’ ministry and His followers, yet not fully realized. With Jesus’ coming, everything has fundamentally changed, calling individuals to embrace its values and reorient their lives around its principles.

Embracing the Kingdom’s principles transforms faith from a private belief into a public witness. It calls Christians to a life of radical obedience and action, transcending worldly systems and priorities and placing God’s mission above cultural or political allegiances. Living in the Kingdom means aligning every aspect of life with its ethics. It means engaging “every square inch” of our world with Christ’s vision of countercultural living, where we love our enemies and honor meekness, humility, and mercy. In summary, the Kingdom of God is not merely an aspect of faith but the lens through which Christians understand their purpose and “biblical values,” as known through the Sermon on the Mount.

Here’s the Deal

When we, the church, fail to model the principles and ethics of Jesus’s Sermon on the Mount in our values, actions, and attitudes, cracks form, doors falter, and the structures of our society start to fail. Our failure to “put them into practice” creates shifting sand. We are the salt and light of the world; hence, the onus is on us, not the world, to establish firm foundations. 

When the church rejects the principles and ethics of Jesus’s Sermon on the Mount in its voting and public policy decisions, cracks emerge, doors falter, and the structures of our nation weaken. It’s the church’s failure to champion a public square that “puts them into practice” that leads to shifting sands. This means that the utilitarian worldview of Christian leaders who separate their political values from Jesus’s Kingdom ethics is one of the most destructive forces in our nation.

An Example from Scripture

Last Sunday, our church sermon focused on the moment King Saul faced a dire crisis. The Philistines, armed with overwhelming strength, were threatening Israel. Saul’s fearful troops began to scatter as they anxiously waited for Samuel to arrive and offer sacrifices to seek God’s favor. Overcome by fear and impatience, Saul took matters into his own hands, offering the burnt sacrifice himself, a role God had reserved for Samuel. When Samuel arrived, he rebuked Saul for his disobedience, emphasizing that his actions, though seemingly well-intentioned, demonstrated a lack of trust in the ways of God. As a result, Saul forfeited the enduring legacy of his kingdom.

This story serves as a powerful metaphor for the modern church’s engagement in the public square. Like Saul, many in the church genuinely seek to combat the evils they perceive in society but resort to methods that stray far from the path God has outlined. Instead of embodying Christ’s teachings, particularly those in the Sermon on the Mount—principles of humility, love for enemies, self-lessness, and peacemaking—the church often adopts tactics based on fear and impatience, with rules of engagement rooted in worldly power. These choices, while well-intentioned, result in disobedience to the mission Christ entrusted to His followers: to influence society through faithfulness to His example, not through the pursuit of temporal power or divisive strategies. Saul’s failure is a cautionary tale, reminding us that God’s purposes should not be pursued through unfaithful means.

Something Has to Change

A prominent theologian, Miroslav Volf, recently said, “The Christ of the gospel has become a moral stranger to us. If you read the gospels, the things that profoundly mattered to Christ marginally matter to most Christians.”

A new paradigm shift is needed to show the world what our God is like through the words, deeds, and attitudes of people who take Jesus’ teachings seriously and their calling to be “Christ’s Ambassadors.”

In essence, we need a new set of 95 Thesis nailed to the door of the American church, which begins with

“When our Lord and Master Jesus Christ said, “Follow Me,” he willed the entire life [both personal and public] of believers to be an imitator of his life and teachings.”

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“For They Know Not What They [We] Are Doing”

In the midst of Jesus’ suffering, when others would have cried out in anger, He offered His persecutors a prayer of forgiveness: “Father, forgive them; for they do not know what they are doing.”

The first part of Jesus’ statement seems to make the most sense. Forgiveness was a central part of Christ’s teachings and His “Prayer.” But the second part is another story. Surely the persecutors knew what they were doing. They were deliberately eliminating a threat to the religious and political order. They were purposefully following the will of the people and Rome.  But yet, the One who looks at the heart and knows our innermost thoughts said otherwise. 

Perhaps Jesus perceived that they misjudged the spiritual and moral consequences of their actions. Perhaps they misunderstood that He was truly the Son of God. This was Aquinas’s viewpoint who believed that the persecutors acted out of ignorance rather than intentional malice. Others see Christ’s words as a call for self-reflection, encouraging believers to recognize how they might unknowingly participate in wrongdoing.

The Hive Switch

In the early 1970s, British social psychologist Henri Tajfel conducted a study in which he divided a group of schoolboys into two arbitrary groups. The participants were asked to distribute points or rewards between members of their own group and those in the other group. Even though group assignments were random, without imparting any personal benefit, participants consistently favored members of their group over those in the other group.  Jonathan Haidt calls this the hive switch, and we all have it.

Tajfel’s findings revealed that by simply assigning people into groups randomly, out-group discrimination and in-group loyalty could be achieved – even when there were negligible differences between the groups. Building on this, psychologist John Turner showed that people will automatically categorize themselves into groups.  They will then adopt behaviors that align with perceived group norms, enhancing self-esteem by adopting their new in-group identity. This process of self-categorization leads to biased judgments – and it’s unknown to us.

Around the same time, psychologist Philip Zimbardo conducted the Stanford Prison Experiment which examined the impact of group identity in a power-based environment. After randomly assigning participants as “guards” or “prisoners,” he observed that guards quickly adopted authoritarian behaviors while prisoners displayed signs of emotional distress. The excessive role conformity arising from two randomly picked groups quickly led to harmful behaviors, requiring Zimbardo to end the experiment prematurely. 

It’s Hardwired Within Us

We were made for community.

Scripture, science, and life experience all attest to this essential feature of our human nature. Our neurological system is wired to focus on caring and fostering empathetic social connections. We innately develop the ability to understand and anticipate others’ thoughts. We continuously develop social skills, even while resting. Those skills allow us to gauge the beliefs and values of those around us. We then incorporate these beliefs subconsciously, creating an alignment between them and our own. Above all, we seek harmony—driven to be liked, loved, and included.

We were made for community.

Our community-oriented nature can strengthen society by fostering cooperation. It can help us work together to achieve common goals. This desire for harmony enhances trust. It enables us to rely upon others, share resources, and build social networks that promote resilience. Alignment with group values and norms encourages adherence to social rules, creating stability and order within communities and reinforcing a sense of belonging that enhances well-being and mental health.

We were made for community.

Our community-oriented nature can also fracture society through in-group favoritism and out-group discrimination. It can generate divisions and foster prejudice against those perceived as “outsiders.” Our desire to harmonize can stifle critical thinking or in-group correction, as individuals suppress their judgments to conform to group norms. It drives us to seek out like-minded people, leading to echo chambers, the biasing of certain ideas, reinforced polarization, and hindering open-minded discourse. It can harm others.

We were made to be tribal.

Belongers or Believers?

But that’s just the tip of the iceberg. Our community-driven nature does much more. In Religion for Realists, Samuel Perry argues that our community orientation drives values and behaviors too. In fact, our desire for harmony within a group often influences our values more than the beliefs we claim to hold. In sum, we are driven by the need to belong more than by the doctrines we profess—even in matters of faith.

For most of us, those are fighting words and attack some of our most deeply held understandings. Aren’t we, first of all, thinking people?  Isn’t our faith, beliefs, and opinions a product of choices that we ourselves make?  Don’t we, as individual thinking actors, have agency over our affairs, faith included? 

Perry, a data-driven Christian sociologist, goes one step further.  He asserts that “religion isn’t fundamentally about faith or the content of one’s faith. At the level of cognitive and emotional processes, it’s about our relationship to in-group and out-group members.  Religion is sacralized “us-ness.” It orients us within our in-group, and it clothes “our people” and “how we do things” with transcendence and eternal cosmic significance. 

Those are fighting words too, and now I’m rolling up my sleeves. This might be true for those who treat Christianity as a social club – like a faith-based Rotary Club. We’ve all known those who seem to be in “it” for social and personal benefits. But that’s “them” and not “us,” no?

But let’s just take, for the sake of argument, that it’s true. Then if belonging trumps believing, we would expect inter-alia (1) faith-based values to change according to the political winds; (2) in-group norms, sensibilities, and practices to overrule essential Christian beliefs; (3) to see the prioritization of in-group clout and political power over a countercultural Christianity marked by authentic gospel living. Let’s take them one at a time.

If belonging trumps believing, we expect faith-based values to change according to the political winds. Consider:

  • 56.3% to 33.6% – the percentage drop of Republican evangelicals who believed God appointed the president of the United States following the election of Biden in 2020.
  • 60% in 2011 to 16.5% in 2018 – the percentage drop of white evangelicals who believed that a public official who “commits an immoral act in their personal life” would be unable to “behave ethically and fulfill their duties in their public and professional life.”
  • The leading predictor of where Christians place Jesus on a left-right political spectrum is their own ideological identity and in the last election, party identification of religious Americans was the strongest predictor of who they considered to be the most religious candidate.

If belonging trumps believing, we expect in-group norms and sensibilities to trump essential Christian beliefs. Perry shows how people can hold many seemingly contradictory ideas in tension for the sake of status and harmony within their group. Hence, the disconnect between religious beliefs and behaviors is common, perhaps even normative, when our group-based relationships are on the line.  Consider:

  • How else could you have those who proclaimed a gospel of universal love while attending racially segregated churches? 
  • Or colonial missionaries who curried favor by the state for forcing conversions, cultural erasure, or the subjugation of indigenous peoples under the justification of spreading the Gospel.
  • Or those who, under the banner of “biblical authority,” solely address the “sins” of their opposing party while turning a blind eye towards rampant immorality from those in their religious community or political party.

If belonging trumps believing, then we would expect to see the prioritization of in-group clout and political power over a countercultural Christianity marked by authentic gospel living. Consider:

  • “We kind of gave him…a mulligan. You get a do-over here,” said Tony Perkins, president of the Family Research Council. [We] “were tired of being kicked around by Barack Obama and his leftists. And I think they are finally glad that there’s somebody on the playground that is willing to punch the bully.”
  • “I’m looking for a leader who’s going to fight,” said Baptist pastor Jeffress. Regarding Trump’s “shit-hole countries” comment, Jeffress opined, “Apart from the vocabulary attributed to him, President Trump is right on target in his sentiment.” And with Trump’s payoff of Stormy Daniels, Jeffress said that everyone “knew they weren’t voting for an altar boy.”
  • Evangelicals are 37.5% less likely to see personal character and 58.3% more likely to see immigration as the most important factor in choosing a candidate – data reflective of the political party most of them belong to.

This abandonment of character, thirst for political power, revision of morality, and selective vision all point to Perry’s conclusion that “We are social beings driven by group status, and the currency for status is showing you are ride-or-die committed.”

A Few Caveats 

But belonging versus believing is not a binary: we’re all a mixture of the two.  Not every evangelical prioritizes group-driven values over personal beliefs: some keep their identity and values pure. And finally, the close association between political parties and evangelical sensibilities doesn’t imply directional causality.  You can’t assume that one’s Republican membership automatically leads to a reduced interest in personal morality. 

Yet throughout history and even today, leaders have harnessed religion’s focus on belonging to advance their agendas. They recognize what many fail to see: religion’s social essence often subconsciously elevates group identity, priorities, and norms in place of personal beliefs and values. By exploiting the dynamics of in-group loyalty and fear, they amplify outrage, encouraging people to substitute culture war priorities for essential gospel principles.

These leaders exploit the fact that human behavior—whether in religion or politics—is largely driven by instinctive emotions rather than thoughtful reasoning. Cognitive biases further reinforce these gut-level instincts, rationalizing actions that align with emotional and social impulses rather than thoughtfully grounded theological beliefs. Understanding this, they create messages that ignite in-group cohesion, often prompting believers to act in ways that undermine the life-changing power of the gospel. Their strategy is to be transformational, turning good people into those who “know not what they are doing.”

Four Take-Home Points and a Conclusion

  • The Power of Group Identity: Studies by Tajfel, Turner, and Zimbardo demonstrate that humans naturally and subconsciously align with group norms, often at the expense of critical thinking or personal beliefs. This reinforces the idea that group identity significantly influences moral and social behavior.
  • Belonging Over Believing: We view ourselves as the architects of our religious journeys—autonomous individuals shaped by ideas that cultivate a personal faith, which in turn informs our actions and beliefs. Yet, the data show otherwise – how social identity, group dynamics, and authority subconsciously drive individuals to often act contrary to those personal beliefs.
  • The Politicization of Religion: Religious values are increasingly and subconsciously intertwined with political and cultural identities. This trend raises concerns about the ways religion is used to amplify group loyalty, sometimes undermining its foundational principles of love, justice, and integrity.
  • The Role of Bias in Decision-Making: Human cognition tends to justify instinctive, group-oriented behaviors. This subconscious process can produce motivational biases that skew moral and ethical judgments, reinforcing in-group loyalty at the expense of faith-based virtues and values.

A new paradigm shift is needed—one that consciously “puts off” the influence of tribal loyalty through “putting on” of Christlikeness, showing the world what our God is like through the words, deeds, and attitudes of people who take seriously their calling of being “Christ’s Ambassadors.” We need a church with a singular identity centered on following Jesus, in whom “we live and move, and have our being.”

In essence, we need a new set of 95 Thesis nailed to the doors of many American churches, which begin with “When our Lord and Master Jesus Christ said, “Follow Me,” he willed the entire life of believers to be an imitator of his life and teachings.”

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A Thanksgiving thanksgiving

Doing “church” in my youth felt like being part of a team sport—an immersive, full-body experience shared in community. It was filled with energy and enthusiasm, radiating from the pulpit and echoed in the pews. We sang and prayed with vigor in a prayer movement composed of three parts: personal prayers done out loud together, a formal prayer vocally and sometimes loudly affirmed by the congregation, and an altar-time prayer involving sound, kinesics, and spatial movement. Preachers preached with vigor too, marked by passion, volume, and action. Even with a horn, at times, when Pastor Davidson picked up his trombone and blew.

No service was complete without testimonies, the part of our Pentecostal liturgy where people stood up and gave short speeches. A “praise report” or a thanksgiving report was the norm, detailing some healing or victory over a “trial.” Or just a general statement of thankfulness, grateful that their name was “written in glory.” Sometimes we had “pop up” testimony times, named after the action of corn kernels randomly popping up on the stove.  In his book Pentecostal Spirituality, Steven Land calls these testimony services a time of theological reflection, developing in the hearers of these stories “virtues, expectancy, and attitudes…to sanctify and form them as a body of witnesses.”

Although I’m still in the same denomination, it’s been decades since we’ve “done” testimony service.  We have new liturgies now, which are simplified, quieter, and less participatory. But should a testimony service ever again arise, I’d sure be tempted to “pop up” and express my thankfulness for science and the people of science who have devoted their lives to changing the world we live in. Now, that would be a head-turner, especially if you time-traveled back to my youth when parts of science were distrusted and considered a thing “of the world.”

I recently listened to a podcast that described how just one institution, Bell Labs, became the engine of change for our society today. In an electronic age marked by cell phones, televisions, computers, and the internet, it’s pretty amazing how these products owe some portion of their success to just one entity, Bell Labs. (Fun fact: my major professor, Bob Fagen, once worked at Bell Labs before becoming a world-renowned behavioral ecologist). Then, when you consider the many additional dimensions of science such as medicine, agriculture, and infrastructure systems, one can’t help but express wonder and gratitude for the life-enhancing legacy of science.

Consider the following worldwide statistics.  Worldwide undernourishment has dropped by 33% in the past 20 years. The percentage of people living in extreme poverty has fallen from 33% to 10% in the past 25 years, while the mortality rate of children five and younger has been halved.  That alone has saved an estimated 122 million lives.  In the past 50 years, life expectancy rates have risen by 20 years, primarily due to infant and maternal mortality reductions. During that same period, literacy rates doubled, now exceeding 85% of the world’s population, and vaccinations have become normative, with rates also exceeding 85%. And through just the covid vaccine alone, an estimated 20 million lives have been saved in the past four years.

Can I hear a big Amen?  We should celebrate these increases, testifying to the improved flourishing of people made in the image of God. The world of our grandparents has markedly changed for the better, at least from a health perspective. And a significant portion of this is due to science, by the joint effort of people and institutions working together through diverse actions and policies to make a difference in our world. [End of testimony]

Thanksgiving is perhaps my favorite holiday of the year. Before starting the meal, we’ve often paused to reflect on what we’re most thankful for. Most of the time, heartful stories about family and faith dominate our thankful thoughts.  It’s hard to beat that, especially when they are sitting across the table from you! 

This Thanksgiving season, I will add science to the shortlist of things for which I am thankful.  The benefits of science in prolonging life and improving human experiences reflect God’s common grace, showcasing his care for creation and his desire for human flourishing. These advancements provide a foretaste of the kingdom’s full restoration, where suffering and death will ultimately cease, aligning with the hope inaugurated by Jesus’ resurrection. By contributing to healing and justice, science mirrors God’s redemptive work, enabling humanity to participate in his Kingdom’s purposes. Furthermore, it calls believers to steward creation wisely and share these benefits equitably, demonstrating the Kingdom ethic of compassion and justice.

Much more could be said and data given, but I’ll close with the following three graphs. 

Can I hear one more Pentecostal Amen this Thanksgiving season?

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Ten Reasons Why This Long-Time Republican is Voting Democrat This Year

A friend of mine recently wrote and said, “I am saddened you are voting Democrat.” Here’s my response in 10 bulletized statements. Much more could be said and has been said, so I want to keep this brief. 

  • I am not saddened to reject a person who paid hush money to cover up an affair with a porn star that occurred shortly after his son was born.
  • As a father, husband and man, I am not saddened to reject a serial adulterer and convicted sexual predator known for sensibilities like “I moved on her like a b–ch,” and you can “grab them by the pu–y.”
  • I am not saddened to reject an unsound person whose former Chief of Staff, two Defense Secretaries, National Security Advisor, and Vice President have said is unfit to be president again, dangerous, and ‘fascist to the core.’
  • I am not saddened to reject a subversive person who has openly expressed a desire to terminate parts of the Constitution and has shown his willingness to act on it. He attempted to overturn a legitimate election by pressuring state officials to ‘find votes,’ orchestrating fake slates of electors to falsely certify his victory, instructing the vice president to block the certification of electoral votes, and ultimately inciting a mob to storm the Capitol.
  • I am not saddened to reject a nascent authoritarian who suggested unleashing the military against “people within” because we “have some very bad people. We have some sick people. Radical left lunatic.” He then identified Pelosi and Schiff as “enemies within.”
  • In sum, I am a Christ follower, privileged to be “Christ’s Ambassador (2 Cor 5:20),” hence I am not saddened to reject a Galatians 5:19-21 demagogue whose vileness, lawlessness, malevolence and provoking of grievances and rage is antithetical to that calling.   
  • And for those utilitarian friends less concerned about character and uprightness, I am not saddened to reject a candidate whose proposed economic policies, headlined by an asinine proposed tariff plan, would likely lead, according to a WSJ survey of leading economists, to worse inflation, deficits, and interest rates than his opponent. To wit: Trump’s policies would add an estimated 7.75 trillion to the U.S. deficit compared to an estimated 3.95 trillion by Harris’s policies, neither of which our nation can afford, as we are still reeling from the unprecedented 8.4 trillion deficit from Trump’s first term.
  • Nor am I saddened to reject a candidate whose previous foreign policy merited an “F” through an ideological commitment to unilateralism and whose current vice-presidential candidate seeks Ukrainian surrender to Russia’s demands, including Russia’s retention of all conquered territory.
  • Nor am I saddened to reject a candidate who torpedoed the recent bipartisan border bill, which would have given the president new legal authority to close the border and reform a broken asylum system, because he didn’t want to give the Democrats a “win.”
  • Finally, I could still vote for a third party like I did in 2016.  But this year, I’m voting for Harris in part because the sensibilities of Trump and his disciples that have hijacked the Republican party need to end. Our country needs a sane and virtuous conservative party.  But before that can happen, the Maga spell born of outrage, anger, misinformation, and fear must be broken. And because none of the other arguments, whether about character or policy, seem to matter, a resounding defeat at the ballot box seems to be the only message they will receive.

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