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mundane problems of here and now
and be able to envision what tomor–
row can be.
There will always be plenty of
problems for today. The future
may at times indeed look bleak. But
vision of what ought to be, coupled
with knowledge of how to bring it
about, separates great leaders from
common people.
With nearly every change of
leadershi p comes hope. This is
cspecially true in what are called
democratic societies where aspi r ing
leaders promise, if elected, to br ing
about a much better world for the
rest of us.
lt
is not at all uncommon to hear
elect ion rhetoric promising "a new
brand of leadership. " Many a per–
suas ive politician has been elected
to office based on promiscs of
change.
But far too frequently, once
elected, the hoped-for changes
don' t seem to appear. The promise
to reduce the federal or nat ional
debt, to boost the economy, to
relieve the public from burdensome
taxes, to restare the pride of the
nation abroad, all seem to fade so
quickly.
So in the next election year,
nations go through it all again. The
incumbents tell us if we just give
them another term, the pol icies
they have implemented will work.
The opposition part ies point out th_e
failures of the present leadership
and promise their "new leadership"
wi ll bring the desired results.
The true leader with v is ion
knows the way is difficul t- that
the road to success is indeed narrow
and rutty.
Thc leader with vision is one who
not only can "hang in there" when
the going is rough, but can see thc
light at the end of the tunnel. The
truly great leader can stand fast,
maintain his poise and leadcrship
with confidence when no one else
can see the possibility there even is
an end to the dark tunnel, much
less light at the end of it.
Such leaders of vision are indeed
few and far between .
Consistency and Oependability
There are few things more d iscon–
ccrting than a fickle leader. l f those
who foll ow cannot depend on con–
sistency, there is confusion.
20
Yet how many times have indi–
viduals risen to high positions and
then wavered li ke reeds in the
breeze on majar issues.
Leaders need not only principies
and values, but the character to
stand by those principies. Thomas
Jefferson once said, " In matters of
principie, stand like a rack."
In today's complex wor ld it is
not easy to maintain st rong princi–
pies. Should one be for or against
abortion, gay rights, unions, big
bonuses, taxation, capitalism, com–
mun ism? Most of you readers
probably have strong opinions on
these subjects.
Yet many political leaders must
be extremely careful not to offend
any group or segment of society. To
do so well might be political sui–
cide. So in some democratic coun–
tries a bland society has devel–
oped.
In times of stress it is extremely
important to have consistent and
dependable leaders-ones who have
stated their concepts and who can
be depended upon to stand fast, in
spite of whatever may come. If nec–
essary a great leader even has to be
willing to give bis life for what he
stands for.
To me, one of the most inspiring
examples of leadership was a sec–
ond-century Christian named Poly–
carp.
The Price of Dependability
After the death of the apostle
John abou t A.D. 100, leadership
of the churches in Asia Minar was
in the hands of Polycarp. That
was not an easy time in history.
The R oman government had
begun to persecute the Christ ian
Church in the days of Nero.
Other emperors followed suit over
the next severa! cent uries.
In the A.D. 150s the Romans
severely persecuted Christians in
Asia Minar. Polycarp, then an old
man well past 80, still provided the
spiritual leadership for the op–
pressed Christians.
Tbe Roman senate had declared
it atheism not to believe in the
Roman gods. To be a declared fol–
lower of Jesus Christ , whom Pon–
tius Pilate had crucified in A. D. 31,
was forbidden.
Chr istians were sometimes
called befare magist rates and told
to renounce their beliefs. Those
who didn't were often tortured or
cast into the arenas to fight wild
beasts.
Such was the scene in A.D. 156
in the city of Smyrna where Poly–
carp resided .
A recent plague and an ear th–
quake had convinced the supersti–
tious townspeople that Christians
were to blame for the disasters.
"The Roman gods must be dis–
pleased," they reasoned.
) n the middle of one cold night
in February, Roman soldiers placed
Polycarp under arrest. The next
day as the Roman games were com–
ing to a conclusion, he was brought
befare the magistrales and ordered
to renoun ce Jesus . Polycarp's
answer was, as quoted by the early
church historian Eusebius: "Eighty
and six years have
l
served him,
and he never did me wrong; and
how can I now blaspheme my King
that has saved me? ... Hear my
free confession. I am a Christian."
T he crowd demanded the lions
be let loase. But the time for wild
beast sports was over.
1n a rage they heaped broken
pieces of wood together and bound
Polycarp to a pole to be burned at
the stake. A great wi'nd blew the
flames away from Polycarp, and an
executioner th rust a sword into
him-ending the life of one of the
great Jeaders of Christianity.
It is this kind of courage and
dedication that truly makes a great
leader.
We live in an age that críes out
for st rong leaders of principie. In
the fami ly, on the job, in business
and government, in one way or
another each of us is a leader.
Those of us who are parents are
training tomorrow's leaders.
You can ask God for wisdom and
understanding as Saloman did. You
can grow in cou rage, learning from
each of your mistakes along the
way. You can look into the future
wi th vision for a better world. You
cer tainly can become consistent
and dependable.
To choose the path of leadership
is not the easy way. It never has
been . l t never will be.
But the world needs it now. And
is waiting on strong men and
women of principie wbo will stand
like a rock. o
The PLAIN TRUTH