The Thorn That Makes Us Better

Recently, I watched a video of a NCAA Division I football coach screaming at a player, using every foul word imaginable in an attempt to make a point. The lesson I learned had nothing to do with football. My first thought was, if that is the only way the coach can communicate with players, you have a great deal to learn about leadership.

As leaders, we all wish everyone would do exactly what they are supposed to do at the highest level possible. Reality, however, is much different. Every organization, team, family, and workplace have challenges. There are always situations, people, or circumstances that test our patience and stretch our abilities.

The Apostle Paul called his challenge a “thorn in the flesh.” Three times he asked God to remove it. God’s answer was not removal. God’s answer was grace. “My grace is sufficient for you, for My power is made perfect in weakness.” (2 Corinthians 12:9)

Many of us view thorns as obstacles that prevent success. Perhaps they are opportunities for growth instead. The difficult employee, strained relationship, financial burden, health concern, or workplace challenge may not be intended to defeat us. Often, those situations are designed to develop us.

Too often, we focus our energy on eliminating problems rather than learning from them. Effective leaders ask a different question: “How can I help make this situation better?”

Screaming, anger, and intimidation rarely solve problems. Patience, wisdom, accountability, and grace often do. Without challenges, we may begin believing our success comes solely from our own abilities. Without thorns, we may never learn to depend fully upon God. Hebrews reminds us that we can approach God’s throne of grace for help. Isaiah teaches that those who wait upon the Lord will renew their strength. Philippians reminds us that we can do all things through Christ who strengthens us.

The next time a thorn appears in your life, do not simply ask God to remove it. Ask Him what He wants you to learn from it. Frequently, it is through the thorn that God develops the leader He wants us to become.

Thought for the Week, “The challenge you are asking God to remove may be the very tool He is using to strengthen your faith, sharpen your leadership, and deepen your dependence upon His grace.” Ronnie Vinklarek, NFL/UFL Football coaching legend.

Dr. Jack Welch serves as President of Fort Scott Community College. With a career spanning professional sports, public education, and rural community development, he brings a servant-leader mindset and a passion for building trust-driven cultures that empower people to thrive in the classroom, on the field, and in life. He is also the author of Foundations of Coaching: The Total Coaching Manual.

Can a Boss Be a Friend?

 One of the most common leadership questions I have encountered is whether a boss can truly be friends with employees. Many leadership authors caution against becoming too close to those you supervise. Their concern is understandable. Friendships can make accountability, evaluations, discipline, and organizational changes more difficult. While I understand that perspective, my experience has led me to a different conclusion. I believe it is possible to be both a leader and a friend. The key is understanding that the organization must always remain the top priority.

Leadership is not about choosing between friendship and responsibility. It is about having the maturity to separate the two when necessary. Over the years, I have worked alongside people who became genuine friends. We shared victories, challenges, and countless hours pursuing common goals. Yet there were times when difficult decisions had to be made. I recall a situation where an organizational restructuring was necessary to better serve the institution. One of the positions affected belonged to a close friend. The easy choice would have been to avoid the issue. Instead, we sat down and had an honest conversation about the needs of the organization and the reasons for the change.

Was it easy? No. But because our friendship was built on trust and honesty, we separated the personal relationship from the business decision. The organization moved forward, and the friendship remained intact.

The same principle applies in athletics. Imagine a head football coach whose best friend is an assistant coach. If the team struggles and responsibilities need to be reassigned, a strong leader makes the changes necessary for the program’s success. A true friendship can withstand an honest conversation about what is best for the team. The opposite is also true. Leaders who refuse to build relationships often create distance and distrust. People want to know their leaders genuinely care about them.

Leadership is about balancing relationships and responsibility. Friendship should never interfere with leadership, but when handled correctly, it can strengthen it. A leader can be a friend, as long as friendship serves the mission and never replaces it.

Thought for the Week, “The true test of leadership is having the courage to make the right decision for the organization while preserving the dignity of the people involved,” Jack Welch.

Dr. Jack Welch serves as President of Fort Scott Community College. With a career spanning professional sports, public education, and rural community development, he brings a servant-leader mindset and a passion for building trust-driven cultures that empower people to thrive in the classroom, on the field, and in life. He is also the author of Foundations of Coaching: The Total Coaching Manual.

It’s Not Experience, It’s the Person

One of the most common debates in leadership revolves around hiring and promotion decisions. Should an organization select the individual with years of experience, or invest in someone with less experience but tremendous potential? After more than four decades in coaching, education, and administration, I have come to a simple conclusion: it is not experience that determines success. It is the person.

Experience certainly has value. Individuals who have spent years in a profession have faced challenges, learned lessons, and developed wisdom that can benefit an organization. However, experience alone does not guarantee success. I have seen highly experienced leaders struggle because they became resistant to change, stopped learning, or relied too heavily on what worked in the past.

On the other hand, I have watched organizations hire young leaders with limited experience who accomplished remarkable things. They brought energy, vision, work ethic, and a willingness to learn. Some built championship programs and transformed organizations. Others struggled because they lacked the personal qualities necessary to lead effectively.

What I have learned is that experience and age are not the same thing. There are individuals in their retirement years who step into leadership opportunities and thrive because they possess humility, character, and a desire to continue growing. There are others with the same amount of life experience who struggle. Likewise, some young professionals excel beyond expectations while others do not.

The determining factor is rarely age or experience. It is the person. Do they have integrity? Are they willing to work hard? Can they build relationships? Are they teachable? Can they adapt when circumstances change? Do they place the mission and people they serve above their own interests?

Scripture reinforces this principle. When the prophet Samuel was sent to anoint a new king, he assumed God would choose one of Jesse’s older, stronger, and more experienced sons. Instead, God selected David, a young shepherd boy. The Lord reminded Samuel, “People look at the outward appearance, but the Lord looks at the heart” (1 Samuel 16:7).

Jesus followed the same pattern. He did not choose the most educated religious leaders of His day. He chose fishermen, tax collectors, and ordinary men. What made them extraordinary was not their credentials; it was their willingness to follow Him and allow God to work through them.

Too often, organizations become fixated on years of experience while overlooking the qualities that truly drive success. Experience, training, and mentorship can help, but none can replace character, passion, commitment, and a servant’s heart.

When making leadership decisions, look beyond age and experience. Find the right person. If you find the right person, they will often find a way to succeed regardless of how much experience they have or do not have.

Thought for the Week, “Experience can teach you many things, but character determines what you do with what you’ve learned.” Jack Welch.

Dr. Jack Welch serves as President of Fort Scott Community College. With a career spanning professional sports, public education, and rural community development, he brings a servant-leader mindset and a passion for building trust-driven cultures that empower people to thrive in the classroom, on the field, and in life. He is also the author of Foundations of Coaching: The Total Coaching Manual.

Who Are You Listening To?

 One of the greatest challenges in leadership is deciding whose voice deserves your attention. Whether leading a business, a school, or even a family, there will always be opinions coming from every direction. Some voices provide wisdom, perspective, and accountability. Others simply create noise.

In The 7 Habits of Highly Effective People, Stephen Covey reminds us to “seek first to understand, then to be understood.” Effective leaders listen carefully before reacting emotionally. They gather facts, consider motives, and stay grounded in principles rather than popularity.

Unfortunately, leadership today often faces a different challenge, the anonymous critic. There are individuals who act like chameleons, constantly changing colors depending on the environment around them. In public, they may smile, shake your hand, and offer encouragement. Behind closed doors, especially when comments can remain anonymous, the tone changes. Frustration becomes anger. Criticism becomes personal. Rumors replace solutions.

Interestingly, anonymous criticism rarely comes from the organization’s strongest performers. Most high-impact employees are too busy working, producing, solving problems, and helping others succeed to spend their energy hiding behind anonymous attacks. More often, the loudest anonymous voices come from individuals struggling with performance, resisting accountability, or frustrated because expectations are increasing around them. Instead of growing through the challenge, they attempt to pull others backward into negativity.

Strong leaders cannot allow anonymous negativity to become the steering wheel of an organization. That does not mean leaders should ignore criticism. In fact, constructive criticism is healthy and necessary. Good leaders need honest people around them who are willing to speak truth respectfully, even when conversations are difficult. Accountability strengthens organizations.

The difference is this: trustworthy voices bring concerns with integrity and solutions attached. Anonymous anger often brings division without responsibility. In coaching, I learned quickly that if I listened to every voice in the stands, our team would never move forward. Some people react emotionally to a single loss, a bad quarter, or one difficult decision. Leadership requires the discipline to stay focused on long-term goals instead of short-term noise.

The same is true in business and education. Listen to people who are willing to stand behind their words. Listen to those who want the organization to succeed more than they want attention. Listen to principled people, not emotional winds. In the end, leadership is not about pleasing every voice. It is about responsibly guiding the mission forward.

Thought for the Week

“Wise leaders do not follow the loudest voices. They follow the clearest principles.” Joshua Welch, Welch Land Development.

Dr. Jack Welch serves as President of Fort Scott Community College. With a career spanning professional sports, public education, and rural community development, he brings a servant-leader mindset and a passion for building trust-driven cultures that empower people to thrive in the classroom, on the field, and in life. He is also the author of Foundations of Coaching: The Total Coaching Manual.