114 THE BIBLE ON LEADERSHIP
measure, so are stock options. ‘‘These are simple gestures, but it’s amaz-
ing what they do for people. Recognition like this makes it much
harder for them to leave the company; and it keeps them much more
engaged in their work.’’^4 By inspiring and recognizing people for
achievement, Schmidt makes it more likely that this is not the employ-
ees’ ‘‘last supper’’ with Novell. As with Jesus’ disciples, gatherings like
these increase group cohesion and motivation and remind all of the
inspiring mission of which they are a part. And those who have not yet
earned the award are inspired as well.
Ray Gilmartin, CEO of Merck, is quick to point out the necessity of
inspiration if a leader (and the company) is to be successful. In choosing
his leadership team in 1994, Gilmartin selected people with a balance
of skills. Yes, they had to have the right skills. But they also had to be
‘‘people who demonstrated the core values of the company, people who
would inspire our employees.’’^5
One way to inspire is to set large goals. Says Dave Komansky, chair-
man and CEO of Merrill Lynch, ‘‘You’ve always got to ask more of
yourself and your people than either you or they think can be accom-
plished. If you ask someone to climb a four-foot wall, they’re going to
climb the four-foot wall and feel great. Chances are, if you had asked
them to climb an eight-foot wall, they would have climbed that wall as
well, but you never asked them and they didn’t think about it.’’^6
Joshua had an advantage as he approached the walls of Jericho. His
people couldseethe wall and exactly how high it was—impossibly high.
The only way to knock it down was through a new method—a new
paradigm that had not been tried before. Fortunately, Joshua’s motiva-
tion was very strong, and he communicated that resolve to the rest of
the organization. He also must have recruited some pretty mean trum-
pet players!
Inspiration is not just needed when major obstacles (like walls, kings,
deserts, and famines) loom ahead. Sometimes people are feeling disem-
powered and demotivated because of mistakes they have made in the
past. The best leaders stay committed to the ultimate goal even when
they or their followers have committed ‘‘missteps’’ as they strode
toward the goal.
When King David instructed his son Solomon to build the temple in