Thursday, October 3, 2013
Tuesday, March 26, 2013
You know you’re an A-Freak when,
Sunday, May 20, 2012
My Backyard Brag Blog
Friday, March 16, 2012
Rocky Mountain Breakdown
For those of you old enough to remember Poco and their song, Rocky Mountain Breakdown, know that this song has nothing to do with what happened to my son, his wife, their dog and myself when we went camping last weekend in the mountains. The song, Rocky Mountain Breakdown, is a more positive an up-beat song, praising the mountains and the solace that it brings when one is ‘at one with nature.’
Gearing up for our camping trip a few days prior, I was thinking about how early in the season it was to camp. After all, it was only March and we knew we’d be encountering snow, cold weather, wind and potentially anything could happen this time of year. I recalled how my still-to-day toes burn from being frost-bitten one year that we went camping the day after Christmas. I felt it was almost an unpleasant yet fleeting moment of sadness, knowing that my Tempurpedic would be replaced by a 2 inch piece of foam atop either mud or snow in a tent that might be 10 degrees warmer than the soon to be frigid eve. My fears and reservations were given the acid test question, however; “Have I ever camped, then regretted it?”
The answer resounding and unequivocally ‘NEVER!’ resounded in my mind, so off we went.
This time of the season, few people camp in Rocky Mountain National Park. I phoned my friend at the back-country office to see about camping conditions and was assured that there were few people and plenty of camping spots. So off we sailed into the low-hanging, southwestern and soon-to-be-gone sun toward what we truly hoped and knew would be a fine evening of eating, sitting around the fire and simply enjoying God’s creation.
When we arrived at the camps, we had our pick. Few people were around and many spots were to be found. We cherry picked what we thought was the best, set up camp and began to assemble around the fire-pit. After an hour or so, we settled into our positions around the soon-to-be-lit fire, chatting and discussing how many of the Mickey D hamburgers that we picked up in town would be used versus freeze-dried camping mush. Mickey D won, hands down.
As we were laughing, cajoling and simply having a grand time visiting and telling stories, we noticed a white car (with Alaska plates) slowly drive by our site. The white car stopped and out popped a man. We assumed he was in need of help and planned on helping in any way that we could. After all, he is a visitor to our beautiful state and he may need some help.
Let’s call this man the AlASSkan, with a special emphasis on the ASS part of the name.
Upon his casual walking up to our camp site, he then proceeded to verbally assault each one of us with a lexicon only known to the most vile and wretched carbon-based units. He was human, but only by definition. Otherwise, this dude could have been mistaken for an angry baboon on crack.
Apparently, we had taken HIS camping spot. When I paid for our camp site, I failed to notice a 1inch square piece of paper clipped to a half-buried-in-snow sign-post that showed he paid his $6 camping fee for the spot we now occupied. We had the tent up, chairs were situated around the fire and food was being consumed. There was several other camping sites within the camping area and suggested for him to consider just taking another. "NO! This is MY spot...you (expletives deleted)...you guys are (more expletives) and can (...it keeps going...) and I think you are (like I said, he was nuts...many more bad words)...."
So our simple 'try another spot' suggestion went over like a cement balloon. It should be noted that we then happily agreed to break camp and move on. No worries, Mr. AlASSkan. “We’ll be glad to go. We are truly sorry and apologize for our mistake. Just allow us 15 minutes and we’ll be gone,” were the exact words spoken with tact, diplomacy and still trying to salvage the evening of fun.
Mr. AlASSka may have been high, drunk or perhaps even a bit ‘touched in the head,’ as he continued to verbally attack each of us personally and criticizing Colorado’s people. The AlASSkan continued badgering, belittling my son and his wife, he even criticized Charlie the dog! My son was fuming. My daughter in law was the smart one as she just ignored him. But being smart is harder for us men.
MORE BADGERING! What is going on?
Ok, that was the tipping point for the old Frog. . .
The AlASSkan commenced to redress our characters, yet this time pushing closer physically to my son, who by this time was almost to the point of punching this guy out (although he would never do such). It also should be noted that my son seldom gets angry. He’s a noble man of character, respect and honor. Just the fact that my son really got angry, was interpreted by his dad to 'get more involved!'
Now the ‘mother-bear’ in me instinctively came out as I quickly inserted myself in between my son and this technically ‘bad example’ of a quality human being. I proceeded to dress him down with my own version of sarcasm, insults and personal affronts of his character, his actions and the fact that he was ugly. Now the situation turned from “oh crap,” to “we have a war.” I essentially lowered my character to that of his, reduced my intellect and demonstrated the exact way NOT to behave. I was wrong. But it sure felt good!
We hurriedly threw our stuff in the back of my truck and began to head off. I snapped a picture of the man as his wife was trying to control his insanity. He immediately got out his camera and began snapping pictures of us, my truck my license plate (I got his also). I was now beyond anger, to the point that I started to laugh at him. His night was ruined but he got his way.
We retreated to several other camp sites after that experience wondering, “…did that really just happen?” As the winter sun dipped quickly behind the continental divide, it was too late to camp so we went to Ed’s Cantina and continued our consumption of hamburgers and wonderful food. We had a great visit and now have an amazingly stupid story to tell to others, which was the genesis of this blog. We piled back into the truck and headed down the canyon laughing, joking and having a great time. Things were fine now. We did go camping and we camped. But we only camped for a bit over an hour. So what? We had a grand evening and a funny experience together!
Bottom line is that this camping trip still met the acid. I’m totally glad that we went and I do not regret going. We had time together (which, after all, is what the activity of ‘camping’ is primarily about), we laughed, we talked and now we reflect back and laugh even more.
One last note. . .
If perchance the AlASSkan somehow happens across this blog. I wish you the best of luck, happy trails, enjoy our State, then please leave and never come back.
Jim Heckel,
Rocky Mountain National Park Expert Guide (but not so good diplomat)
Wednesday, August 31, 2011
Corporal Earl J. Heckel, W W I I DAV Hero
Earl James Heckel, one of 10 children of the second generation of Heckel German immigrants that moved to Northern Wisconsin, had grown up on the family’s dairy farm, which was still operational until just a few years ago. At the age of 20 and six months prior to the Pearl Harbor invasion, Jim’s desire to serve his country took precedent over everything. He enlisted in the Army.
While the chores of running a large dairy farm were continually never ending and constant, the family also had to contend with some of the strong winters dished out in such northern climes. Despite the wicked winter weather and tough chores required to help his family run a successful dairy, nothing could have prepared him for what he was about to experience during the next decade, and for that matter, his entire life.
After training and basic boot camp, dad furthered his training post boot-camp specializing in heavy munitions, specifically manning a 30 caliber machine gun. He also trained new recruits. At the time of his training, plans were being created to strike with one of history’s largest recorded invasion; The Normandy Invasion coded “Operation Overlord.” Being trained as a 30 caliber machine gunner, he knew he would be the enemy’s first target to take out. He trained knowing this. In fact, prior to his deployment to Normandy, he recalls his Sergeant stating to the entire platoon, “Men, you will either return home wounded or dead. There is nothing in between.”
His division was one of the first to be deployed in the Normandy Invasion, Utah Beach. History records the massive carnage of this pivotal battle. Dad was one of the few ‘lucky ones’ (albeit that word still is hard to use with the balance of what is to be said) and did not lose his life in the volumes of skirmishes, battles and chaotic mayhem of carnage on that dreadful day of June 6, 1944. On the second day invasion, however, his right leg was hit by a German “potato masher” hand grenade that rendered him helpless on the battle field. Adding to the complications, he was then taken prisoner. Within the chaotic melee, the Geneva Convention was being ignored as the enemy raised their riffles to kill some of their prisoners, of which dad was summarily lined up. A German Chaplin halted the firing squad and later dad and another Wisconsin soldier helped to escape back to safe lines.
After over a month in the hospital he was re-assigned back to fight in the Battle of the Bulge. The US was on the attack with dad manning the 30 caliber machine gun, which was a prime enemy target. Dad manned the machine gun until being hit by a heavy artillery shell, rendering him almost dead. This hit drove deep into his left leg and also created more damage to his already wounded right leg. He incurred many broken bones, shrapnel and significant flesh wounds. He was then jeeped back to a field hospital where he would spend at least a few weeks until he eventually ended up in a hospitals in France and then England. Finally he was returned to the States for more surgeries and intensive care, ultimately ending up at the Mayo General Hospital in Galesburg, Illinois. He would undergo more surgeries resulting in having to spend over a month in a full body cast, twice.
Dad recovered over a period of many months of surgeries, rehab and specialized care but there was only so much that could be done with his broken and nerve mangled legs. During his stay at the Mayo Hospital in Galesburg, he met his life-mate, Shirley Ann Dudgeon. Aftermath...
To this day over hundreds of pieces of small of small shrapnel still can be found in his legs, arms and upper torso. My hero was awarded the following decorations:
Bronze Star Medal: Department of the Army Orders; 26-Feb-1952,
Two Purple Hearts: General Orders 8; 15-Jul-1944/26-Feb-1952,
First Oak-Leaf Cluster to the Purple Hearts: General Orders 53, 7-Nov-1944,
Good Conduct Medal Clasp with Two Loops,
American Defense Service Medal,
American Campaign Medal,
European-African-Middle Eastern Campaign Medal with Bronze Arrowhead for the invasion of Normandy, 6-Jun-1944 and three Bronze Star Service Stars for the Normandy, Northern France and Rhineland Campaigns,
World War II Victory Medal,
Distinguished Unit Emblem Medal and
The Infantry Badge Medal.
While growing up with my hero, I cannot recall ever hearing him complain as he hid the pain and dreadful memories of his dedication, service and honor for our country. Truly there can be no argument about his patriotism, valor and personal sacrifice that he gave such that we can live in a free country.
I love you, dad.
You are my hero…for eternity.
Tuesday, August 2, 2011
The Sick People of Uganda
Just this past month, we returned from Uganda. On each of the trips we’ve made to Uganda (UG), we have always seen sick people, people that are dying and deplorable poverty. Just like Bono challenges us (para-phrased), “…a person’s ability to live should not be dependent on where they were born.” And the converse, for 1st world people is also true, “…it not our ‘fault’ that we were born in a much more civilized, wealthy and organized society.” It’s not our ‘fault’ that we do not have to fetch impure water for half of our waking hours, only to become deathly sick as a result of drinking impure (even boiled) water. What we *do* with *how* we've been blessed is the real challenge or us all.
I took ill halfway through our 3 week trip. I had sever vomiting and lower intestinal issues like I’ve never experienced before. At the peak of my sickness, I probably vomited / had severe diarrhea for over 3 days, not being able to eat or keep anything in my belly. The fortuitous God-orchestrated situation was that we had just moved from ‘the bush’ to Hoima, where our motel had indoor plumbing, which was a huge deal. We were only hours out of the bush. Had I acquired this viral sicknesss whilst in the bush, it would have been extremely more complex.
As it turns out, staying at the Crown Hotel located less than 6 blocks from our newly opened Think Humanity Community Clinic (THCHC), I was promptly greeted early in the morning with both one of our doctors along with one of our Registered Nurse. The hotel room was quickly transformed into a make-shift in-patient sick-room, equipped even with IV drip stands hanging from the wall light fixtures.
Dr. Gift and Nurse Jane were at my side for one full day administering the needed IV to replace my energy as well as helping to relieve and eliminate this awful virus. Blood tests were also ran and the diagnosis was that I had some sort of ‘contamination’ virus. How it was obtained is still a mystery to us all as we are/were extremely consistent keeping our hands sanitized and doing the needful.
As I slowly returned to good health, I was astonished at some of the learnings from this dreadful experience and how extremely positive I view it now. Allow me to share with you some of the learnings that I experienced over these few days…
1) A true team is not dependant on simply one person. Share leadership keeps centered on what it needs to do and carries on despite the potential to make reactive decisions (in this case, just leaving back for the States). The TH Team carried on its needed duties whilst I was being cared for. Share leadership works in TH.
2) During the time laying on my back and recovering, I was blessed to have the time to listen to Jane and Dr. Gift. I was able to have a long and intimate discussion with them regarding what we need to be doing to make the THCHC THE model clinic in UG.
3) Most importantly, this illness taught me a glimpse of how many of the Africans live—being sick—on a daily basis, and in most cases with zero medical attention. They simply cannot afford expensively managed health clinic. The THCHC targets that over 50% of all patients simply cannot afford to pay. And they get the same exact treatment as those that pay their entire invoice. Rather than have my resources, many sick people simply live with their pain and in many cases, simply die. By the way, my total bill came up to less than $75!
4) And finally, I learned that the evil one does not want to make our trips easy, painless and simple to run. As TH grows, we will continue to have huge problems, but trusting God to be ‘in the details,’ is much the challenge!
I am challenged, now more than ever, to dig deeper, to not just be a survivor, but to be a conqueror and to live with my Godfidence coming directly from God—not TH, not CR and clearly not my day job.
“Character is what it takes to stop you!”
Thanks for listening…
Frog
Tuesday, June 28, 2011
On the topic of Leadership
By Jim Heckel, 2003
Preface note: this is a paper that will become an integral part of my class this fall on Effective Teamwork at FRCC. What is YOUR definition of leadership?
I continuously wonder about the mystery of leadership. I have worked for years trying to define leadership—beyond the simplistic dictionary explanation. As a manager for more than 30 years, I’ve attended various leadership classes, sat at the feet of authors on this and related topics (James M. Kouzes, Barry Z. Posner, Tom Peters, Dr. Edwards Deming, among others) and read many leadership books. Within this quest to learn, however, authors seem to offer many characteristics of leadership and can provide a litany of good leaders, yet they seem to avoid positing a definition.
Some scholars indicate that leadership is something that is provided. Some indicate that leadership cannot be taught; you either have it or not. Very few schools have classes on the topic, yet simultaneously offer studies about great leaders and stress the importance of effective leadership. In many cases, large organizations seem to make the tacit assumption that high-ranked managers are also good leaders (how else could they have achieved such lofty status?). Value judgments are typically associated with leadership being of the positive nature and not the vice. The paradox is that the many axioms of leadership are simply fabricated notions with little or no empirical data for substantiation. Short-term positive organizational results (profits, market share, earnings per share, customer satisfaction, group morale, etc.) are typically correlated with effective leadership comments, but over the long-term, such results may not be sustainable. Let’s look at a few of these so-called axioms, or more accurately termed, myths.
1. High ranked managers/officials/officers typically are good leaders.
2. You are either a good leader or a good follower.
3. Leadership is about getting people to follow you.
4. There exists no solid leadership process.
This myth stems from simple logic that if one is promoted to a position of authority, then clearly such an individual must possess some leadership attributes. The simple logic continues and then appoints such individuals to teach on the subject where the myth is perpetuated and substantiated through the positional power of the presenter. “…our boss… he even gave seminars on the topic of leadership! Was he a good leader? Not in my estimation. Did he get a lot of things accomplished for the organization? Absolutely. People followed him because they had to, not because they had respect for him or that they wanted to go in the direction that he was headed. “
v What attracted you to this individual?
v Was this individual “walking the her/his talk?”
v Did you trust this individual? (Acid test for trust: would you let this individual baby-sit your 2 year old child for a weekend?)
v Was it easy to follow this person?
v Were they an effective communicator? Do they know how to listen?
v Was the individual’s motivation altruistic?
v Did they motivate you without even knowing it?
v Did you genuinely care for the success of this individual?
v Did you genuinely feel that this individual cared for your success?
v Did this individual flaunt power or was this individual arrogant and proud?
v Did this individual “give up” credit for accomplishments?
v Did this individual periodically let other people take the helm of leadership?
By whipping through some of the above questions it should become clear whether or not this person was a genuine leader, or simply a manager with positional authority (or simply a manipulator…another topic entirely!).
The corollary to myth #1 is that some of the most keen and brilliant leadership is demonstrated in the lowest (organizationally speaking only!) echelons of organizations between and within small groups or teams. Rarely are these brilliant talents either recognized or harvested but instead are simply mislabeled as teamwork or some other non-descriptive term. This is probably why performance evaluations fail to contain evaluative leadership language at the lower echelons of organizations. After all, why would the hourly production worker need any leadership skills? Theirs is to follow, not lead!
Fact: Leadership = Followership. This is the complete model of leadership, knowing when to do either. Followership, however, must be a desired condition, not a forced one. If one desires to follow another there must be a foundation of trust.
Effective leadership requires effective Followership and the quality of leadership knows when to do either. It’s a dynamic model shifting as needed.
3) Leadership is about getting people to follow you.
If this myth is true, then the pied piper was a brilliant leader. I would submit that to simply get people to follow is managerial at best and manipulative at worst. This is a very shallow perception/definition of leadership, one that fails to grasp the totality of deep and true leadership. Leadership isn’t about artificially coaxing people to follow. Leadership is about creating a future environment that becomes another’s shared aspiration or vision. While it is true that an effective leader garners the respect of people and results in people desiring to follow, such results of “garnered followership” are a byproduct versus the end result. In short the leader’s goal is not to get people to follow, but to provision people a future direction where following is natural.
4) There exist no solid leadership process.
Definition: Leadership is the art of affecting change. Leadership is neither good nor bad. Leadership produces change in a non-manipulative, non-threatening manner that is not solely based on power. Leadership is relationship centric and will only exist where trust has been banked for a substantial amount of time. Leadership cannot exist in an environment that is even slightly littered with behavioral inconsistencies, lack of individual respect or ineffectual communication. There is a process.
The Leadership Success Spiral is built on the foundation of trust, which is defined as a reliance on the integrity, ability, or character of a person. Trust takes years to build and nano-seconds to lose. Once trust is broken, the Leadership Spiral is halted; until such time that the trust is restored or re-manufactured. The degree to which the trust is lost is a function of the perceived severity of the trust infraction.
- Political positioning or gamesmanship
- Cut throat competitiveness
- Lack of teamwork in favor of self gratification
- Overall lack of consistency of purpose
- Lack of mission understanding
- Lack of vision
- Lack of faith in the future
- Too much focus on management activities v. leadership
- Power imbalances
- Low individual/organizational self esteem
Leadership = Followership. Again, this is the complete model of leadership, knowing when to do either. Followership, however, must be a desired condition, not a forced one. If one desires to follow another there must be a foundation of trust.
The foundation of trust is built upon the consistency of behavior and communications. Many call this “walking the talk.” When so-called leaders say one thing, then behave in a manner that is inconsistent with their message, the “trust bank” is robbed and will take many time periods to re-build, depending on the magnitude and severity of the inconsistency. Once, however, the “trust bank” is large, it grows upon its interest much like a cash savings account; the greater the bank account balance, the faster it grows. Furthermore, as the “trust bank” becomes larger, it can withstand some inconsistencies, still continuing to grow over time. As the foundation is built and as the “trust bank” continues to grow, the natural leadership model emerges allowing people to be comfortable either leading or following. The trust, therefore, is bi-directional; leaders trusting their followers and followers trusting their leaders.
...more...later...
