Communication 93
suppress their feelings. They don’t complain to their bosses for fear of
being disciplined or fired, but they will complain vociferously to their
peers, resulting in a culture of ‘‘cynicism and pervasive bellyaching.’’
Schmidt writes about the ‘‘Novell nod,’’ in which all present at a
meeting would publicly agree on an issue. As soon as the meeting broke
up, however, people would say to those with whom they felt comfort-
able, ‘‘That was the stupidest thing I ever heard.’’ Schmidt realized the
danger of this type of communication pattern, so he consciously acted
to reverse it. He created an early warning system. ‘‘I’ve told my staff to
sit down every day with everyone who reports to them and ask overtly
how they’re doing and if they’re happy.... Most of them will be honest
with you if you give them the opportunity.’’
Ironically for a high-tech executive, Schmidt is also a strong advocate
of face-to-face communication: ‘‘Politicians use the handclasp, and so
do the best industry leaders... Since I’ve been here, I’ve spent way
too much time on the corporate jet. I routinely hit five cities a day.
That lifestyle is grueling but utterly necessary.’’^6
A biblical leader who embraced a grueling but utterly necessary travel
pattern for the sake of improved communication was the apostle Paul.
He had a message to communicate, and nothing was going to keep
him from communicating it! Not rough seas or hostile crowds. Paul
crisscrossed the Middle East, Rome, and Greece numerous times as he
set up churches and spread the message of Jesus Christ. Wisely, Paul
supplemented these travels with letters to key peers and subordinates
when he could not be physically present. He also used his trusted lieu-
tenants to help him communicate. In a letter sent from Rome to fol-
lowers in Colosse, he writes, ‘‘Tychicus will tell you all the news about
me. He is a dear brother... I am sending him to you... that you may
know about our circumstances and that he may encourage your hearts.’’
(Col. 4:7–8)
Reminiscent in his travels of Paul is Peter Brabeck-Letmathe, CEO
of Nestle. Although no doubt he has a few lieutenants (like Tychicus)
whom he can send out, he personally visits almost 4,000 employees a
year. ‘‘I go out in the field all the time... I am seldom in Vevey