Shamrocks and bagpipes and green beer

CURIOUS ABOUT SHAMROCKS?

“Knowledge is of two kinds.  We know a subject ourselves, or we know where we can find information on it.”

Samuel Johnson (1709-1784) the lexicographer, critic and poet who practically single-handedly invented the idea of the dictionary as we know it made that observation in 1775. (And he said it long before there was such a way-to-find-it concept as internet search and a word like “Google” to include in his magnum opus.)

In the ongoing attempt to blog what I hope are entertaining ideas for your information and inspiration, I’m surprised how often I come across information that contradicts or, at least, sheds new light on a “fact” I thought I knew.

For example: In the search for a St. Patrick’s Day item, I came across the St. Urho’s Day info I shared yesterday. I also gained some new information about the plant composed of three leaflets now used as the symbol of Ireland –

The shamrock: Shamrocks will be tough to avoid today, that’s for sure. An artificial shamrock leaf is customarily worn or displayed by those celebrating St. Patrick’s Day. According to legend, St. Patrick used the shamrock to explain the Christian doctrine of the Trinity.

So that got me thinking:

Just what is a shamrock?

And with just a little research I learned that the actual species of the true shamrock has long been debated. Among shamrock authorities, the plants most favored and used as an emblem are several of the 500 or so species of clover – in Latin, trifolium, for three leaves.

Ah, clover.

Then what about the four-leaf clover? Is it because it’s rare that finding a four-leaf clover is regarded as lucky? (That’s how my thinking goes.) 

Actually, no. Rather the tradition can be traced back to Europe in the Middle Ages. There a four-leaf clover’s resemblance to a cross gave rise to its being thought of as a token of good luck.

Then bagpipes come to mind. (Again, that’s how my thinking goes.)

It’s hard to imagine a St. Patrick’s Day celebration without them. Given that strong association, the consensus view would probably be that bagpipes originated in Scotland or Ireland. So perhaps it’s surprising to learn that bagpipes were invented in the area we now call Iran. In the First Century they were taken to what expansion-minded Romans called Brittania.

I could go on. And on.

But I’ll stop here and ask, rhetorically, what I suspect many of you are thinking:

What’s the use of all this trivia?

Takeaway #1: It’s interesting -- to me, anyway; and interesting enough to you that you read this far. In the spirit of lifelong learning, being curious stretches your thinking. It broadens your perspective. It informs other opinion. It gives you something to engage other people about and, when you communicate that way, you learn even more.

Takeaway #2 (with apologies to Dr. Johnson): It reminds us, once again, that sometimes even what “we know” is not so. It seems, in the 21st Century we are bombarded with “information” every waking moment. But in order to be true students and practitioners of lifelong learning, we can’t be passive receivers of that information. There’s very little that can be – or should be – taken at face value these days.

St. PAT’S ACTION IDEA: Keep your capacity for independent thought. Hone your critical thinking skills. Search diligently for all the information you feel you need to make sound, well-informed judgments and decisions. Ask the questions you need to ask. Challenge the answers you get until you’re satisfied with the validity of those answers.

You don’t have to be Irish. Being curious is enough. Enjoy a green bagel today and a green beer.

(Just what’s all that green about? If you care enough, go find out.))

Geoff Steck

Chief Catalyst
Alexander Publishing & Marketing
8 Depot Square
Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com   

P. S. Here’s an Irish Blessing for all the curious: “May you never forget what is worth remembering, or remember what is best forgotten.”

Celebrate St. Urho's Day

"Heinäsirkka, heinäsirkka, mene täältä hiiteen!"

St. Urho’s Day – the day before St. Patrick’s Day – is recognized in all 50 states, although it is commemorated principally in Minnesota.

Here’s why: Legend has it: St. Urho (allegedly pronounced Errrrh–Hoe with a long trill of the “r” to represent his strength) battled giant grasshoppers in pre-Ice Age Finland.

The legend proclaims that he used his “splendid and loud voice” to drive out the vermin and in so doing saved Finland’s grape harvest and the jobs of Finnish vineyard workers. He did this by uttering the phrase: "Heinäsirkka, heinäsirkka, mene täältä hiiteen" (roughly translated: "Grasshopper, grasshopper, go to Hell!").

A number of roadside-attraction-sized statutes depicting the hero with a giant grasshopper impaled on a pitchfork stand on highways in Minnesota. In the town of Finland, Minnesota, an estimated 2,000 people will turn out for a parade, dancing, ethnic food, and a beauty pageant.

Oh, by the way: St. Urho and his legend are completely made up.

They were dreamed up in the 1950s largely as a joke and popularized by Minnesota locals. From these humble beginnings the legend has spread around the country.

Takeaway #1: St. Urho and such are, by and large, harmless fun. Other misrepresentations put forward as “truth” are not so benign. Google “St. Urho’s Day” and skim quickly through the early listings and you might easily miss its made-up-ness. Imagine what intentional prevaricators or deceivers can slip past.

ACTION IDEA #1: You must examine the information that’s out there with a skeptical eye. Facts need checking and confirming before they are incorporated and passed along. Be thorough and discerning.

Takeaway #2: Be alert for the surprise lesson. As I’ve insisted here and elsewhere many times (and will again) I believe that life-long learning – adding wisdom daily – is an imperative. And hand in hand with that goes gaining understanding in the bargain.

Case in point: Digging deeper into the St. Urho legend I came across an online essay entitled “The Gospel According To St. Urho” by Suzelle Lynch where she talks about her search for her Finnish roots and her discovery of a unique Finnish concept called Sisu.

Sisu is a Finnish word that, she says, defies translation. It's a word that stands for the philosophy that “what must be done will be done, regardless of what it takes.” Sisu is a special strength and stubborn determination to continue and overcome in the moment of adversity.

I guess it’s what St. Urho conveyed in his splendid and loud voice ... “an almost magical quality … a combination of stamina, perseverance, courage, and determination held in reserve for hard times.”

Another, more picturesque definition: Sisu is the ability to hold onto the end of the rope, while dangling over a precipice, for five seconds longer than you thought you could. Then going for five more hours.

How cool is that? What a neat bit of information to have and use to inform your mindset when you feel at the end of your rope – even if you don’t think you have Finnish ancestors.

Even better: Suzelle Lynch says she feels her mother, without realizing it herself, raised her in a Finnish way with Finnish attitudes and customs. And so knowing more about her ancestry and claiming it for her own made her more honest, more grounded, more connected to what she calls “the deep center I long for.”

Here’s the point: When we know who we are, both our own unique selves, and the various sources that contributed to that self, we can more honestly and completely “be ourselves” and grow from that point and knowledge.

Who are you becoming? What is different and special about you? Suzelle Lynch asked herself those questions and suggests others would benefit by doing the same. She says:

“There are things about all of us that are hidden from others, and there are other things about us that we may not even be consciously aware of, or able to accept, about ourselves. We may have a unique ability or gift buried within us.... All of us, if we are growing, will learn new things about ourselves from time to time.

“This is the gospel of St. Urho as I read it -- that in knowing ourselves, revealing what is hidden, even if it seems less-than-wonderful to us, we become more open to accepting one another.”

I agree, don't you?

ACTION IDEA #2: Dig deep and discover who you are, what you believe and why. Know it. Understand it. Accept it. We each need to become congruent with who we are inside and who and what we show ourselves to be to those around us. Be real. Then get on in the daily process of growing and becoming who you are becoming.

And celebrate every day.

Geoff Steck

Chief Catalyst
Alexander Publishing & Marketing
8 Depot Square
Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com   

P.S. “The belief that becomes truth for me ... is that which allows me to the best use of my strength, the best means of putting my virtues into action.” Nobel Prize winning author André Gide (1869-1951) said that.

Thank Goodness It's Monday #295

 FIRST THINGS FIRST:

START OFF ON THE RIGHT FOOT

Remember your first day? Maybe first day at school … first day in a new neighborhood … first day at sleep-away camp … or the first day you drove by yourself … or the first serious date when you got to the end of the evening and wondered if you were going to share that first serious kiss?

Too many of us forget to remember the stress and strain of such new starts -- especially the “first” I’d like to focus on today:

First day on a new job. I’m hoping that many TGIM readers have been on the gainfully employed side of the equation during the recent tough economy.

But this Spring is full of new promise. So I’m going to couch this message in terms of how to do your part and assist others as they ease back into the ranks of the employed now that the outlook is brighter. And perhaps – if you’ve been among the actively working – there will be a bump up in your opportunity and responsibility that will qualify you for the label “new in a job” as well.

The sad truth: Some organizations go to great lengths to select the most qualified candidates when they need new people. Then they sit back and tend to let the new person sink or swim.

Unfortunate result: Many candidates who might have proven super contributors with just a little guidance get discouraged, produce disappointing results, and – dispirited and demoralized – quit or have to be let go.

So let’s rephrase the opening question and make it a specific --

TGIM ACTION IDEA: If you’re anywhere near a newly hired or newly promoted employee in the days ahead, remember your first day in a new job or new position. It’s traumatic to leave an old job (or a stretch of no job at all) and take on new challenges.

TGIM IDEA IN ACTION: Do unto and for these others as you wish others had done unto and for you in those new-on-the-job days. New employees (and newly promoted employees) need emotional adjustment and information to smooth the transition.

Proof positive: Surveys taken in even more prosperous times found many employees stayed in a job not because, as it was assumed, they were satisfied with their current employment status, but because they were fearful of exposing themselves to new challenges elsewhere.

It’s understandable. Any new person in a company has a lot to learn, no matter how experienced in the field. At the very minimum there are always special company procedures and unspoken customs, facts, policies – not to mention new names, faces and personalities. So those who do make a change are understandably nervous, a fact that their new bosses (you?) shouldn’t ignore.

Here are some TGIM TIPS for “breaking in” new coworkers the right way:

● Train new people. Obvious, right? But too often neglected.

Instructing the uninitiated in both ends of the on-the-job spectrum -- how to master the dullest parts of the workday and the most complex aspects of what a job comprises -- can be time-consuming and patience-trying. And many execs and supervisors would rather not be bothered going through the process. But routine isn’t routine until it’s been mastered. And until it’s mastered, it requires massive amounts of attention and effort.

Training and indoctrinating new employees at the outset is an investment that pays off many times over in better long-term performance and better working relationships. And it’s not just a “first job” need. Even higher echelon executive hires and specially skilled personnel deserve and will benefit by comprehensive company-wide orientation.

● Progress over perfection. New people often do things wrong. But if they’re expected to learn from their mistakes, they need to be informed of their errors. Encourage progress, while playing down mistakes.

On the other hand: Too much nitpicking at one time can be discouraging and shake the newbie’s confidence. So make a point to praise the things that are done right and considerately correct only one misstep at a time.

● Be a mentor. Assign a mentor. There’s nothing like an experienced guiding hand to help a stranger learn the ropes and feel at home – yours and/or trusted, skilled coworkers.

If only so much of your time can be spent with a new employee, assign one of your best people to shepherd the new person along. And make sure that all veteran employees understand that their responsibilities include being available to provide guidance. Then reinforce the lesson for the entire crew by making the initial new-person introduction yourself, stating specifically in his/her presence how the team stands ready to help.

● Don’t expect too much too soon. Don’t overwhelm the new hire or newly promoted employee with tough jobs right away. Let him or her gain confidence by succeeding in the early outings, mastering something that’s more easily mastered before being challenged with a more burdensome load.

Case in point: Sure, Suzie exhibits all the geeky tech skills you think the company needs to implement the business-winning website it longs for. That’s why you were willing to shell out considerable money for her service. But before she can do the best job, she needs to be familiar with and comfortable in her surroundings. Even if she’s done her pre-hire homework as an outsider, the digital world Suzie must create requires massive insight into an unfamiliar company culture … getting a handle on the customers themselves plus incorporating how settled-in flesh-and-blood sales pros and customer service reps and financial minds and top brass interact with themselves and the market.

So make haste slowly. Although you’re keen to have a kick-butt web presence a.s.a.p., don’t expect too much too soon. Otherwise you’re as likely to have a gorgeous disaster as a glorious success.

On the other hand:

● Capitalize on the fresh perspective of a new employee. Having modest expectations for new hires at the outset doesn’t preclude quickly taking advantage of new insights their newness might provide. They may well see things about the operation that others may have become blind to. They may have better approaches based on their past experiences. So --

Don’t try to indoctrinate people without seeing the merit of their fresh point of view. Remind “old timers” that “freshness” is one of the qualities the company expects to acquire with a new hire. All should be alert for that in the introductory encounters. Listen to learn and benefit. Don’t resent their “at my old place we did…” ideas out of hand.

In conclusion: People can become so familiar with the operation that they often forget they had to learn the ropes once. Take pains to get new employees accustomed to their new situation. Put them at ease; start off on the right foot to get the biggest long-term return for every penny and minute invested in a new hire or new promotion.

Now, about that first kiss …

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com   

P.S.  ““Effective leadership is putting first things first. Effective management is discipline, carrying it out.” The best-selling author Stephen R. Covey made that observation.

Thank Goodness It's Monday #294

THE LESSON OF CINCINNATUS

The mental connection really clicked on Presidents Day.

As you may recall (or see TGIM #292 below), we wondered here about who we were honoring -- Washington or Lincoln or, perhaps a lesser known President, say, our 14^th, Franklin Pierce. I suggested that perhaps commemorating Presidents Day was more about the office than the individual.

And in getting to that point I mentioned George Washington declining the designation –

King of America. Now the interesting thing is that from the get-go “His Excellency” General Washington never even intended to take a post-war “governmental” role in the new republic. He agreed to lead the colonial forces in rebellion and, obviously, was ultimately successful in that regard. But he then anticipated his return to Mt. Vernon to continue his life as a “farmer.”

Just like Cincinnatus.

Who?

Lucius Quinctius Cincinnatus (519 BC – 438 BC) was an aristocrat and political figure of the Roman Republic, serving as consul in 460 BC and Roman dictator in 458 BC and 439 BC.

Fire up the way-back machine. Put yourself in a colonial frame of mind and let’s consider what guided the thinking of the Founding Fathers, Washington among them.

Most were well-heeled and well-educated, with considerable libraries and many with a mastery of Greek, Latin and Hebrew as well as contemporary foreign language skills. So, in addition to the idealized version of Greek and Roman governance that they advocated, they knew their history, particularly that promulgated by the Roman historian Livy.

The Cincinnatus story. In a nutshell it goes like this:

He came.

He saw.

He conquered.

Then he went home.

A bit more detail: Cincinnatus left his farm to accept a term as Roman Consul and then served as Magister Populi assuming a quasi-lawful dictatorial control of Rome to meet a war emergency. He led Roman troops to victory. And when he succeeded, he returned power to the Roman Senate and went back to plowing his fields.

Just like Washington intended.  After the British packed out in 1783, and GW was satisfied the (small “u”) united states no longer required him to lead an army, he headed home to Mt. Vernon. On the way, at several stops beginning in New York, he delivered “farewell” addresses making his Cincinnatus- like intentions clear.

He was shortly convinced to do otherwise, as we know, and assumed the presidency. But even then his Cincinnatus-guided resolve to serve two terms then get out served the fledgling democracy well.

TGIM Takeaway: Cincinnatus abandoning his farming to serve Rome, and especially his immediate resignation of his absolute authority with the end of the crisis, is often cited as an example of outstanding leadership, service to the greater good, civic virtue, and modesty.

In the bright February/March 2011 light of digitally fueled “democratic” popular uprisings around the globe, it’s stimulating to think this history lesson has not been applied in many situations. The long, long list of perhaps once right-minded individuals who overstayed their welcome and became tyrannical is, unfortunately, staggering.

How many of the current “dictators” now being challenged might have gone down in history as “the George Washington” of their nation had they only followed the lesson of Cincinnatus?

On the other side of the coin: Nobel Peace Prizes have gone to Nelson Mandela and Lech Walesa, some modern day adherents to somewhat Cincinnatian principles with legacies to be proud of.

So we must ask: Will today’s digital revolutionaries and the leaders they eventually install have George Washington’s inclination and resolve to serve then move on?

And how about you? In your business, civic and/or private life have you evaluated your ongoing leadership role lately? Have once-democratic ideals and behavior become a bit dictatorial? Have you overstayed your welcome; been “in office” too long?

TGIM ACTION IDEA: Think like Cincinnatus. Behave like Washington.

Can we “mere mortals” be so heroic? Don Higginbotham, a leading scholar of Washington and expert on colonial and revolutionary America and the early national United States who served twice as visiting professor of history at the United States Military Academy suggests we can. He noted:

Washington had no smashing, stunning victories. He was not a military genius, and his tactical and strategic maneuvers were not the sort that awed men. Military glory was not the source of his reputation.

Something else was involved.

Washington's genius, his greatness, lay in his character. He became a great man and was acclaimed as a classical hero because of the way he conducted himself during times of temptation. It was his moral character that set him off from other men. Washington seemed to possess self-cultivated nobility. This virtue was not given to him by nature. He had to work for it, to cultivate it, and everyone sensed that.

Washington was a self-made hero. Guided by the lessons of his life and his understanding of the story of Cincinnatus, perhaps we can successfully follow their example.

TGIM IDEA IN ACTION: Consider relinquishing power to both secure your legacy and advance your cause. Act nobly when others least expect it. Tackle the task at hand without regard for what may be gained individually.

It’s not about lack of ambition.

It’s about leadership. It’s about being a caretaker of an idea or principle and seeing it through until it’s the best you can make it, then stepping aside to let others advance the cause.

Work for it. Cultivate it. Then enjoy the laurels.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373tgimguy@gmail.com   

P.S.  “If he does that, he will be the greatest man in the world.” King George III of the England has been reported to have said that upon hearing from painter Benjamin West of Washington's impending retirement as Commander in Chief of the Continental Army.

Thank Goodness It's Monday #293

EXCUSE ME …

I HATE TO INTERRUPT …

BUT COULD YOU PLEASE READ
THIS MODEST ITEM

ABOUT ASSERTIVENESS?

Timidity – like that expressed in the headline – is a trait surprisingly common even among individuals who seem decisive and sure of themselves.

Many community leaders and workplace managers – even the most accomplished – display tentative, apprehensive behavior from time to time. And as a result their ability to lead, and the effectiveness of the people they hope to lead, suffers in some form or degree.

I was reminded of that the other day when, hot on the heels of “Fashion Week” in New York City, I heard a story that went like this:

The head of the dress division of a well-known fashion house had trouble sticking to decisions. But as production and promotion deadlines drew near, he decided to increase the prices of the firm’s spring line. His associates, well acquainted with his vacillation, asked him if that was his final decision.

“Of course it’s final!” he snapped.

But the next day …

An industry acquaintance put a bug in his ear that the new prices were not competitive.

So he changed his mind.

Then the firm’s founder, hearing of the newly “lowered” prices, sternly advised our waffler that their dresses had always competed on quality, not price.

So the division head changed his mind again.

And his associates threw up their hands.

What causes timidity and indecision like this? We could probably go off on a deep and long discussion of the psychology of such indecisiveness, concluding that the source can be found in the childhood habit of submitting to a dominant parent. So when, as a grown up, that person has to play a role of authority, he or she reverts to ingrained timidity and submissiveness.

And we’d often be close to the truth. In an introspective moment our fashion division head said (paraphrasing and condensing here): “I’m a grown man. I’m seriously good at the manufacturing process and have an eye for style and color. But out of my comfort zones I often feel like an inadequate child, and I probably come across that way.”

So sufferers know, at some level, they’re not acting properly and in the best interests of the enterprise. And often they’ll attempt to break the mold with the unfortunate result being aggressive and rigid “my way or the highway” behavior.

TGIM Takeaway: Ideally managers and leaders are neither timid nor dictatorial. They have the confidence to act democratically and to respect the opinions of others. They get their input from many sources, consider their own doubts and concerns, and make a decision.

Then – unless circumstances change significantly – they stick to that decision. They know that uncertainty and vacillation are signs of weak leadership, and they make every effort to be strong.

If you, like many top managers, have traces of timidity in you, what can you do about it?

TGIM ACTION IDEAS: Here are four suggestions:

#1: Send the soup back if it’s cold. Practice acting assertively. Say something if someone tries to get ahead of you in line. On the job or in the community at large, make a point of expressing your opinion more forcefully.

First person case in point: Recently, in a not-inexpensive restaurant, I was served an exotic entrée that seemed to me too salty, but I attributed that conclusion to my inexperienced palate. My companions, knowing I can sometimes be hesitant about such things, urged me to send it back. I did, and received, with an apology, a revised version that was much more to my liking. And I felt better about myself.

#2: Act, don’t just react. Start small. Try being more decisive on a modest scale. Stop vacillating. Care, even if you ordinarily tend to “I don’t care...” Weigh all the available facts, get the opinions of others, then make up your mind and don’t change it. Then work up to more important decisions.

Case in point:  Say where you would prefer to go for lunch. If others balk at making largely insignificant decisions such as which supplier to use for office supplies pick a source and commit to it. Soon you will be seen as a stronger decision maker because -- ta da! – you will be.

#3: Watch your language. Be direct; develop a knack for straight talk.

Avoid language that portrays weakness, indecision or uncertainty.

Case in point: Instead of saying, “I think I like the second approach,” say, “I like the second approach.” Instead of saying, “Maybe we should get Tim’s advice,” say, “Let’s get Tim’s advice.” Instead of saying, “I don’t think so,” or “Let me think about it,” say, “No.”

#4: Be aware of your tone and body language. Speak clearly and confidently. Hold yourself erect and stand firm. Avoid slouching, lowering your head, talking while walking away, nodding in meek agreement.

Practice, practice, practice. Low tech: Practice speaking before a mirror. Welcome to the 21^st Century: Make digital recordings. Then evaluate yourself, and try increasing your display of confidence and assertiveness. Be dramatic. Act if you must.

Think it’s over the top? You’re too modest. Share the ramped-up version with a few trusted confidants and see what they think of the new you, tiger.

One last point: If any of your coworkers or connections suffers from timidity, invite them to try the above suggestions.

Hold on …

Wait a minute ...   

That last paragraph’s way too mushy.

Let’s rephrase, assertively:

One last point: Share this message with someone you know who could increase their effectiveness and move up in the world by becoming more confident and decisive.

Got it? Good. Now put it into action.

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373
tgimguy@gmail.com   

P.S.  “To know what you prefer, instead of humbly saying ‘Amen’ to what the world tells you you ought to prefer, is to have kept your soul alive.” Novelist, poet, essayist and world traveler Robert Louis Stevenson (1850 - 1894) said that.

News of the World

Qaddhafi.
Qaddafi.
Gaddafi.
Kaddafi.
Qadaffi.
Gadaffi.
As difficult to spell as he is to overthrow.
(From the 23FEB2011 New York Times "Crib Sheet" by Henry Alford.)
Made me smile despite the struggles there.

Thank Goodness It's Monday #292

WHAT ARE WE CELEBRATING …

COMMEMORATING …

OBSERVING …

ON PRESIDENTS DAY?

Presidents, obviously.

But what the heck does that really mean?

And what are we supposed to do about it, other than shop for bargain mattresses? (Does the emphasis on mattress sales come out of the “George Washington slept here” tradition?)

What, in part, prompts these questions for me is that bright and early two Fridays ago (February 11) I dutifully dragged my household garbage out to the curb for what I expected would be the regularly scheduled pickup.  

Arriving home on Friday night, I discovered there had been no pickup. Grumbling, I dragged the fully loaded cans back to their secure storage place to prevent the nocturnal critters from strewing the contents about.

Checking the town schedule I became aware that the Friday pickup had been postponed because the Public Works employees were observing their Lincoln’s Birthday holiday. (Abe’s actual birthday observance fell on Saturday).

And, BTW, they’re off again today for Presidents Day.

So, as I said, I’m wondering just what this holiday’s about?

The answer: It’s complicated.

In a nutshell: President’s Day (or Presidents Day, or Presidents’ Day – your punctuation choice) is the bungled attempt of the federal government – encouraged by travel professionals some say – in 1968 to implement a Monday Holidays Act.

Essentially the day’s a Washington’s Birthday observance with heavy overtones of Lincoln and, in some parts of the vast country, more than a nominal brush at any other Presidential notable you want to acknowledge.

So what are your plans for today? Being a federal holiday, federal offices, schools, post offices, and many banks are closed. But almost all private businesses and stores are open. That means that, for a good many folks, it’s business as usual.

If you’re not among the “working” today, I guess one sort of patriotic thing to do would be to go shopping to stimulate the economy and support your working-today friends and neighbors.

Or, if you have parental responsibilities and your junior achievers are available, you might involve them in something presidentially historic.

Or you might just have a day of leisure.

Or test your Presidential knowledge.

• How many presidents of the United States have there been?
• Can you name them?
• In order?
• How many former presidents are still living?

But hold on a TGIM minute. What if Presidents Day is not about a man or men (so far) but a concept of leadership?

TGIM Takeaway: Then we have something to celebrate.

While we traditionally imagine George Washington nobly turning down the opportunity to become King of America, the facts are, even before the lead-the-new-nation opportunity arose for General Washington, the individual who presided over the Continental Congress during the Revolutionary period and under the Articles of Confederation had the title President of the United States in Congress Assembled.

And guess what: That was often shortened to President of the United States. That job, however, had little distinct executive power.

With the 1788 ratification of the Constitution, a separate Executive Branch was created.

At its head: The President of the United States – straightforward and without qualification or limitation.

Now we’re talking “Executive Power.” Compared to the “President of Congress” designation, this presidential title was a major understatement of the actual role empowered to the office by the Constitution. But the deliberate choice of words can be understood as a purposeful effort by the Founding Fathers to prevent the head-of-state position from becoming monarchial, with the accompanying potential for abuse of such power.

A president's executive authority under the Constitution, tempered by the checks and balances of the Judicial and Legislative branches of the federal government, was designed to solve several political problems faced by the young nation and to anticipate future challenges, while still preventing the rise of an autocrat.

So today – Presidents Day 2011, when people around the world still valiantly strive for what American citizens have enjoyed for over two centuries -- let’s celebrate, commemorate and observe the Founders’ idea of a presidency as well as the individuals who filled the presidential position and continued to shape the job and the republic.

TGIM ACTION IDEA: Assume your “glorious burden.” That’s what the presidency has been called.

TGIM IDEA IN ACTION: Take an oath to use your “Executive Power” wisely, justly and democratically. Become the commander in chief … head of state … principle diplomat … and political leader of the constituents who elect to put their faith and trust in you.

And as you do, be guided and inspired by the best efforts and successes of the 44 individuals (5 living) who thus far have cared for our fragile democracy and steered us safely to this day.

And even if you can’t name them all in order and/or don’t celebrate … commemorate … or observe a Presidents Day ritual --

Enjoy the day. (And remember that regular curbside pickup resumes tomorrow.)

Geoff Steck
Chief Catalyst
Alexander Publishing & Marketing

8 Depot Square

Englewood, NJ 07631
201-569-5373

tgimguy@gmail.com   

P.S.  “I have no other view than to promote the public good, and am unambitious of honors not founded in the approbation of my Country.”  George Washington wrote that sentiment in a letter to Henry Laurens, dated January 31, 1778.