1. If Properly Led
LTC (Ret)Charles Schuman @ 2009
All Rights Reserved
1

2. Leadership Principles
from
the Battle of Gettysburg
My men can do
anything, if
properly led.
– Robert E. Lee,
enroute to
Gettysburg
As Chamberlain
commented,
Gettysburg is a
“vision-place”
for the soul. Its fields bare
witness a thousand times over to the
power behind those words of Jesus,
who said “Greater love had no one
than this that he lay down his life
for his friends”
2

3. “In great deeds
something abides. On
great fields
something stays.
Forms change and
pass; bodies
disappear, but
spirits linger, to
consecrate ground for the vision-
place of souls. And reverent men
and women from afar, and
generations that know us not and
that we know not of, heart-drawn
to see where and by whom great
things were suffered and done for
them, shall come to this deathless
field to ponder and dream; And lo!
the shadow of a mighty presence
shall wrap them in its bosom, and
the power of the vision pass into
their souls.”
-- October 3, 1889, Joshua Lawrence
Chamberlain, Gettysburg, PA. (One of the
Heroes of Little Round Top)
And if enemies came against the land
(for enemies will arise) and there
was war, would you be the first in
the charge and the last in the
retreat?
--Aslan to the new King of Narnia
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4. Table of Contents
Overview of the Battle 7-9
Organization of the Armies 10
Gen John Buford 11
Gen John Reynolds 12
Intro to Foresight 13-17
Assignment for Thursday 18
The Identity of the Leader 19-21
Importance of Cemetery Hill 22-24
Developing Foresight Discussion 26-30
Two Critical Tasks of a Leader 32-41
Cause and Community 42-44
Flying the Flag 45-55
Language of Leadership 55-68
Leadership Challenge 69-76
Learning Method 77
Thinking as a Military Leader 78
Senior Leaders 79-81
Gettysburg Address 82
Bibliography 83
4

5. Brief Overview of the Battle of Gettysburg
The Battle of Gettysburg
July 1-3, 1863
Wednesday, July 1, 1863
The fighting started early on July 1st,
1863 as Union Calvary under Gen. John
Buford attempted to hold off the
Confederate advance west of town.
At around 10:30 am, the Union I Corps
under Gen. John Reynolds arrived and
relieved General Buford’s cavalrymen.
By the afternoon, however, the
Confederates were attacking west and
north of town.
The Union I and IX Corps were forced to
retreat through the town and up to the
high ground known as Cemetery Hill,
south of Gettysburg.
Thursday, July 2, 1863
The second day of battle saw fighting on
both ends of the Union line—now
Dark: Union
occupying the high Confederate
Gray: ground from Culps
Hill to Cemetery Hill down along
Cemetery Ridge to the Round Tops.
5

6. Confederate General James Longstreet led
the main thrust of the attacks on the
left end of the Union Army, attacking in
the areas of Little Round Top, Devil’s
Den, the Wheatfield, and the Peach
Orchard.
As the fighting concluded on the left,
the hostilities quickly shifted to the
far right end of the Union line with
Confederate assaults on Culp’s Hill and
East Cemetery Hill.
Friday, July 3, 1863
The final day of the conflict started
early when the Federals launched attacks
at the base of Culps Hill, attempting to
retake earthworks they had lost the
evening before. The fighting lasted
nearly seven hours.
By late morning, the Union Army had
retaken their trenches and the
Confederates on that end of the
battlefield were spent.
Following a brief lull, Lee launched his
final attack, Pickett’s Charge.
The Virginians led the way, as the
Confederates attempted and failed to
crush the center of the Union line.
“Two great armies in battle are like two
giants in a wrestle; a stump, a projecting
6

7. root, or a tuft of grass may serve to brace
the one or trip the other; on such slender
threads does the fate of nations depend.” –
Victor Hugo
ARMY OF THE POTOMAC
1 Corps = 3 Divisions
1 Division = 3 Brigades
1 Brigade = 4 to 5 Regiments
1 Regiment = 10 Companies=1,100
officers and men
1 Company = 2 to 3 Platoons=100
officers and men
1 Platoon = 5 Squads - 1 officer
& 50 men
ARMY OF NORTHERN VIRGINIA
1 Corps = 3 Divisions
1 Division = 4 to 5 Brigades
1 Brigade = 4 to 6 Regiments
1 Regiment = 10 Companies =
1,100 officers and men
1 Company = 2 to 3 Platoons=100
officers and men
7

8. 1 Platoon = 5 Squads = 1 officer
& 50 men
Gen. John Buford,
He knew the value
of good ground.
An experienced
Cavalry officer,
John Buford seemed
to see the whole
forth-coming
battle in his
mind. He knew how
to read the ground and he realized
before the battle began that the high
ground south and east of Gettysburg
would ultimately determine the result
of the battle. Deploying for a
defense in depth, Buford used Herr
Ridge and McPherson Ridge to delay
the Confederates long enough for
Reynolds and the 1st Corps to arrive.
8

9. Gen. John Reynolds
Gen. John Reynolds, the most highly
respected officer in the Army of the
Potomac Arrives in Gettysburg with
the 1st Corps around 10 am.
Commending Buford and his choice of
ground, Reynolds dashed off a message
to Gen Meade concluding it with “I
will fight them inch by inch, and if
driven into the town, I will
barricade the streets and hold them
as long as possible.”
Reynolds then
directed his
Corps into the
fight at
McPherson’s
Ridge. At the
9

10. head of his troops, he was soon
felled by a sniper musket ball
—demonstrating what he always
believed, volunteer troops were
better led than driven.
Leadership Principle
#1:
Leaders Have Foresight
Foresight: The Ability to See the _____________ in Such a Way
that You _________ What Needs to be Done.
Two Aspects of Foresight
Seeing The Future
&
Knowing What Needs to Be Done
Leaders know the value of foresight…
You can’t predict the future, but you
must assess the futurity of present
events. -- Peter Drucker:
10

11. A mark of leaders, an attribute that puts them in a
position to show the way for others, is that they are
better than most at pointing the direction to go.
Foresight is the “lead” that the leader has. Once
leaders lose this lead and events start to force their
hand, they are leaders in name only.-- Robert
Greenleaf
Of Issachar, men who had understanding
of the times, to know what Israel ought
to do, 200 chiefs, and all their kinsmen
under their command.
1 Chronicles 12:32
Preferred Future
Foresight
The Leader’s Lead
What to do?
Probable future
11

12. Two Aspects of
Foresight
Seeing The Future
- the probable
future
- the preferred
future
&
Knowing What
Needs to Be Done
Foresight: The Ability to See
the Future in Such a Way that
you know what needs to be done.
Two Aspects of Foresight –
Seeing The Future
&
Knowing What Needs to Be Done
(Refer to Diagram pg. 7)
View Video Clips…
Buford’s Foresight
Issac Trimble’s Report
Discussion/Thought Question
12

13. Look for the constant reference to
“seeing:”
In each clip, what was the
probable future and what was the
preferred future?
Who led and who didn’t?
Thought/Discussion Question:
How did Buford and Reynolds
demonstrate foresight?
Where does foresight come
from?
13

14. How do you as a leader
develop it?
In what ways is courage
related to foresight?
Imagine that you are John Buford,
riding into Gettysburg leading two
brigades of cavalry. Reynolds is
behind you leading the 1st Corps of
the Army of the Potomac.
You are the eyes of the Army.
Practice “seeing the big picture.”
Try to see the future . . . and
imagine the weight of deciding what
needs to be done.
Practice thinking like a military
leader:
Norman Schwarzkopf’s Checklist
What is my mission?
14

15. What is the terrain?
What are my resources?
What do I know about the enemy?
(In your leadership arena, what are
the equivalents to “mission, terrain,
resources, and knowledge of the
enemy?”)
Read Exodus 17:8-16. What was
Moses doing on top of the hill?
Are you sure? Why was the altar
called: The Lord is my Banner?
Importance of Cemetery Hill
Reynold’s note to Meade when he
arrived on the battlefield.
“The enemy is advancing in strong
force, and I fear he will get the
heights beyond the town before I can.
I will fight him inch by inch, and if
driven back into the town I will
barricade the streets, and hold him
back as long as possible.”
Lee to Ewell: “Take the
heights beyond the town, if
practicable.”
Between 3 and 4 pm, General
Lee arrived on the battlefield
and immediately recognized the
15

16. strategic nature of the high ground
south and east of town. He sent a
verbal message to Ewell that he
should follow-up his advantage and
take the heights beyond the town, “if
practicable.” Ewell decided it
wasn’t practicable—despite
disagreement among some of his senior
officers.
From our discussions, what kept Ewell
from taking these hills (Cemetery,
Culps)?
What did he fail to see?
What keeps us from acting?
Buford’s Plea
John Buford wrote the following
note to Gen. Pleasonton at 3:20
p.m.
A tremendous battle
has been raging
since 9:30 am with
varying success. At
the present moment
the battle is raging
on the road to
Cashtown within
short cannon range
of this town. The
16

17. enemies’ line is in a semi-circle on
the heights from north to south.
General Reynolds was killed this
morning. In my opinion there seems
to be no directing person. P.S. We
need help now.
At 4:00 p.m., Buford to
Commanding General Meade on July
1st, 1863:
“For God’s sake send up Hancock.
Everything is going at odds,
Reynolds is killed and we need a
controlling spirit.”
From these comments, what is
Buford’s frustration?
What is a follower’s greatest
frustration?
Hancock’s Conversation with
Howard:
General Winfield
Scott Hancock arrived
on Cemetery Hill at
around 4:00 pm.
Meade had directed
him to take control
of the field at
Gettysburg, even
17

18. though both Howard and Sickles
outranked him by one day.
Hancock reported “as soon as I
arrived on the field. . . I rode
directly to the crest of the hill
where General Howard stood, and said
to him that I had been sent by
General Meade to take command of all
the forces present; that I had
written orders to that effect with me
and asked him if he wished to read
them. He replied that he did not . .
. but acquiesced in
my assumption of
command.”
The conversation,
however, went like
this according to
another observer.
At this “General Howard
woke up a little and
replied that he was senior . . . ‘I am
aware of that, General, but I have
written orders in my pocket from General
Meade which I will show you if you wish
to see them.’” Howard replied that he
did not doubt Hancock’s word, adding wit
a certain illogic, “You can give no
orders here while I am here.”
Hancock refused to debate military
protocol in such an emergency and said
that Meade had also directed him to
18

19. select the battleground on which the
army would make its stand.
Hancock then said, looking around at Cemetery
Hill and Culps Hill: “But I think this is the
strongest position by nature upon which to fight
a battle that I ever saw, and if it meets your
approbation I will select this as the
battlefield.” Howard observed that he also
thought it “a very strong position.” To which
Hancock replied, “Very well, sir, I select this
as the battlefield.” At that, he immediately
“turned to rectify our lines.”
To his credit, Howard worked alongside
Hancock to bolster the chosen strong
point on Cemetery Hill and Culps Hill.
Developing Foresight:
The Ability to See the
Future in Such a Way
that You Know What Needs
to Be Done
1. Recognize a Follower’s
Greatest Frustration with
Leadership:
_____________________________________
Dante’s Inferno: First Level of
Hell
This is the sorrowful state of souls unsure,
19

20. Whose lives earned neither honor nor bad fame,
Who, neither rebellious to God nor faithful to
Him,
Chose neither side, but kept them selves apart
Now Heaven expels them . . . And Hell rejects
them
To the memory of them, the world is deaf
Jim Kouzes: On Boldness
“Only those leaders who act boldly in
times of crisis and change are willingly
followed.”
The leader is always the first
person to step out in a new
direction--the first to seize
opportunities, to accept risk.
You must make a decision, but that
decision needs to be the best decision
you can make. How do you “see the
future in such a way that you know what
needs to be done?”
How do decide what to do to get you to
that preferred future?
2. Face Current _________________
--Root out Misinformation
Actively gather information, data,
impressions, opinions, insights,
etc. to develop an instinctive
sense for:
20

21. What is relevant and what is
not?
Leaders know how to keep
things focused--they don’t
let side issues overwhelm
them.
What is latent or potential in
the present?
Leaders are better than others at
identifying opportunities and
possibilities.--Tom Marshall
Robert E. Lee always asked his subordinates
before a battle: What opportunities do we have
before us?
Leadership begins with:
Confronting the brutal facts and
acting on the implications.
Leaders discover the truth.
P. Senge: Watch Your Ego
Ego and self-esteem always
intertwine with our ability to
lead . . . there is always the
tendency to put a positive spin on
everything imaginable, while
ignoring evidence to the contrary.
21

22. We easily lose sight of what is
really happening.
Comprehensive framework about
what leaders do and why !
• 1: Shape the future. Leaders
answer the question “where
are we going?” and make sure
that others understand the
direction as well. Leaders
are strategists and practical
futurists. They figure out
what the organization needs
to succeed and map the
direction they must go based
on current and planned
resources. They work
effectively with others to
figure out how to get from
the present to the desired
future. They manage the
paradox of being open-minded
about the possibilities while
also staying rooted in
reality.
• 2: Make things happen. How
will you make sure you get to
where you’re going? If you
22

23. are a leader that makes
things happen, then you are
an executor (as in, one who
executes). Executors
translate strategy into
action. They put systems in
place that help others do the
same. They focus on getting
things done. Good leaders
ensure a clear line of sight
between the short term and
the long term. They meet
promises by taking action.
• 3: Engage today’s talent.
Effective leaders know how to
engage others to get
immediate results by drawing
the right talent close:
communicating well, and
connecting the individual to
the mission. They are in way
talent managers, generating
intense
personal,professional, and
organizational loyalty. They
understand what skills are
required to carry out their
mission, and they know how to
attract the right talent to
their organization.
23

24. • 4: Build the next generation.
Who stays and sustains the
next generation? Leaders with
this focus are human capital
developers. They ensure long-
term leadership development
and focus on assuring the
growth and progress of their
organization. They can spot
future talent and understand
how to develop those who
possess it. These leaders
work to build a cadre of
people with the longer-term
competencies for strategic
success. They create a
workforce plan focused on
future talent, develop that
talent, and help the talented
leaders find a future in
their organization.
• 5: Invest in yourself. Great
leaders always ask
themselves: “Am I prepared
for what’s next?” They invest
in themselves by constantly
learning. Leaders are
learners: they learn from
their successes and from
failures, they read books,
24

25. take classes and learn from
life itself. “Effective
leaders inspire loyalty and
goodwill in others because
they themselves act with
integrity and trust.” They
are decisive and have a
passion for making bold and
courageous moves.
3. Dare to Dream or Envision of
“what could be?” Force yourself
to Imagine or See a
_____________________ Future.
E.g. Buford and Reynolds: we could
hold the high ground!
Recognize the Tension:
The Present The Future
X
The Current Reality The Dream
The Stockdale Paradox for
Leaders
25

26. “Retain absolute faith that you
can and will prevail in the end,
regardless of the difficulties
AND at the same time confront
the most brutal facts of your
current reality, whatever they
might be.”
4. Be Clear in the Face of
Uncertainty.
False Thinking: “If I were a good
leader, I would know exactly what to
do. I’m supposed to stand up and
give direction with absolute
certainty.”
Reality: “The greater your
responsibility as a leader, the more
uncertainty you’ll have to manage.
We will always be uncertain, but we
can’t afford to be unclear.”
Clarity is Key:
If the leader does nothing
else as a leader, be clear.
5._______________ both Confidence
and Humility
26

27. Confidence: Move Boldly in the
Direction You have Determined
Be Committed to Act
-- Clear about Direction
-- Uncertain about the
Outcome
Humility: Acknowledge that Your
Decision is Only an Educated Guess
5. Get ______________ Don’t
Pretend.
Buford knew the
value of good ground.
How did he know
what good ground
was?
How did he
know the value of it?
Experience
27

28. Education and Study
Sought Counsel
Time
Role Models
“but the people who know
their God shall stand firm
and take action.”
Daniel 11:32
28

29. 29

30. Leadership Principle # 2:
Practice the Two Critical Tasks
of the Leader:– Care and Courage
Leadership
Metaphor: The
Leader as a
Certain Trumpet
Key Leader:
Joshua Lawrence Chamberlain
A Leadership Metaphor:
The Leader as a Certain
Trumpet:
Again, if the
trumpet does not sound
a clear call, who will
get ready for battle?
1Cor 14:8
A Leadership Model:
30

31. Three Realities: To Every
Leadership Situation
Leaders
Followers Shared Goals
A leader is one who mobilizes
others toward a goal shared by
leader and followers.--Garry
Wills
Leadership is the art of
mobilizing others to want to
struggle for shared aspirations.
--Kouzes and Posner
31

32. Lincoln’s leadership was a
matter of mutually
determinative activity, on the
part of the leader and the
followers.
Followers have “a say” in what
they are being lead to.
A leader who neglects the fact
soon finds himself without
followers. To sound a certain
trumpet does not mean just
trumpeting one’s own
certitudes. It means sounding
a specific call to a specific
people capable of response. .
.
He or she takes others to the
object of their joint quest.
--- Garry Wills
32

33. Joshua and Leadership
Numbers 27:12 Then the LORD said to Moses,
"Go up this mountain in the Abarim range
and see the land I have given the
Israelites. 13 After you have seen it, you
too will be gathered to your people, as
your brother Aaron was, 14 for when the
community rebelled at the waters in the
Desert of Zin, both of you disobeyed my
command to honor me as holy before their
eyes." These were the waters of Meribah
Kadesh, in the Desert of Zin.
15 Moses said to the LORD,
16 "May the LORD, the God of the spirits
of all mankind, appoint a man over this
community 17 to go out and come in before
them, one who will lead them out and bring
them in, so the LORD's people will not be
like sheep without a shepherd."
18 So the LORD said to Moses, "Take Joshua
son of Nun, a man in whom is the spirit,
and lay your hand on him. 19 Have him stand
before Eleazar the priest and the entire
assembly and commission him in their
presence. 20 Give him some of your
authority so the whole Israelite community
will obey him. 21 He is to stand before
Eleazar the priest, who will obtain
decisions for him by inquiring of the Urim
before the LORD. At his command he and the
entire community of the Israelites will go
out, and at his command they will come in."
33

34. 22 Moses did as the LORD commanded him. He
took Joshua and had him stand before
Eleazar the priest and the whole assembly.
23 Then he laid his hands on him and
commissioned him, as the LORD instructed
through Moses.
What was Moses’ reaction to the
Lord’s words about his departure?
Did the anticipation of seeing the
land add to that reaction? How?
Describe sheep without a shepherd.
What do they look like? What are
they doing? How do they survive?
When do sheep most need a shepherd?
What were the primary tasks that
Moses saw for the person God would
put over the community of
Israelites? (see 1 Samuel 18:5-16)
Why did God choose Joshua? What was
Joshua’s primary task? How would he
accomplish it?
34

35. Joshua
Lawrence
Chamberlain
Prof of Rhetoric
Christian-offended
by Slavery
Hero Of Little
Round Top
Leading
Battlefield
Commander in the
Union
Two things an officer must
do to lead men:
1. You must ______________for
your men’s welfare.
2. You must display
physical _____________.
Our Leadership Model:
Leaders
35

36. Courage in
Care for Your the Battle:
People’s “You must
Welfare lead them
“You must out!
lead them in!
Followers Shared Goals
Critical Questions to Ask In Every
Leadership Situation:
How am I caring for my people’s
welfare?
How am I doing at Creating
Community?
And:
Where do I display “physical courage?
Where do I Attack Courageously the
Cause?
View Gettysburg Film Clips:
36

37. 1st Clip: Chamberlain attempts to
“lead in” 120 deserters into his
community of soldiers.
2nd Clip: Chamberlain displays
physical courage--“leads out”---in
battle
Soul of a Lion, the Heart of a Woman
I came upon brave old Sickel lying
calm and cheerful, with a shattered
limb, and weakened by loss of blood
while “fighting it through,” but
refusing to have more attention than
came in his turn. Still pictured in
my mind his splendid action where I
left him rallying his men, I sat
down by him to give him such cheer
as I could. He seemed to think I
needed the comforting. The heroic
flush was still on his face.
“General,” he whispers, smiling up,
“you have the soul of the lion and
the heart of the woman.” “Take
benediction to yourself,” was my
reply: “you could not have thought
that, if you had not been it.”
And that was our thought at parting
for other trial, and through after
years. For so it is: might and
love,--they are the all; --
fatherhood and motherhood of God
37

38. himself, and of every godlike man. –
Chamberlain
Inherent Conflict and Inherent
Cohesion between Care and Courage:
Inherent Conflict between these
Values
Psm 23: “green pastures, quiet
waters” vs.
“shadow of death, presence of
enemies”
Inherent Cohesion between these
values
Men join to fight in a cause.
The best armies with the highest
morale are on the move, engaging
the enemy, taking up the cause!!
Men stay in the fight because of
community.
-- Because of their brothers –
their comrades in war!!
38

39. Commitment to the ______________
The inspiration of a noble cause
involving human interests wide and
far, enables men to do things they
did not dream themselves capable of
before, and which were not capable of
alone.
This is the great reward of service,
to live, far out and on, in the life
of others; this is the mystery of
Christ -- to give life’s best for
such high sake that it shall be found
again unto life eternal.--Chamberlain
Commitment to a __________________
Men fight in masses. To be brave
they must be inspired by the
feeling of fellowship. Shoulder
must touch shoulder. As gaps are
opened the men close together, and
remain formidable.
--William Thompson Lusk, 79th New
York
39

40. The man who can go out alone and
fight against overwhelming odds is
very rare, and for every such one
there are thousands who can touch
the elbow and go forward to what
seems almost certain death.
- E. L. Marsh, Iowa Volunteers
Related Point:
Large armies do not win wars;
small units within armies win
wars.
Related Thought:
Twin Leadership Challenges:
Accomplishing the Mission and
Developing Your People
40

41. Leadership Principle #3
_______________to a Worthy Cause
___________________________________ “Fear” By Building
Community
Leadership Metaphors:
Leaders as Recruiters
Leaders as Community Builders
Key Leaders: Gen. George Pickett
Gen. Lo Armistead
Key Biblical Passages: Mark 3:13-19;
Matt. 4:18-22; Luke 5: 1-11; Matthew
28:18-20; Luke 10:1-24; Neh. 2-3;
4:6-14.
The Relationship between Cause
and Community
See McPherson’s For Cause and Comrades:
Why Men Fought in the Civil War
1st Point: Men _______________
because they believe in the
cause. "The inspiration of a
noble cause involving human
interest wide and far, enables men
to do things they did not dream
41

42. themselves capable of before, and
which they were not capable of
alone. The consciousness of
belonging, vitally, to something
beyond individuality, of being
part of a personality that reaches
we know not where, in space and
time, greatens the heart TO THE
LIMITS OF THE SOUL'S IDEAL, and
builds out the supreme character.”
“It is not that these men are
dead, but that they have so
died...that they offered
themselves willingly to death in a
cause vital and dear to humanity;
and what is more, a cause they
comprehended as such, and looking
at it, in all its bearings and its
consequences, solemnly pledged to
it all that they had and were....
This comprehension of the cause,
this intelligent devotion, this
deliberate dedication of themselves
to duty, these deaths suffered in
testimony of their loyalty, faith
and love, make these men worthy of
honor today, and these deaths equal
to the lauded deaths of martyrs.
Not merely that the cause was
worthy but that they were
42

43. worthy.... God grant to us that
lesson of devotion and loyalty be
not lost....”
-- Chamberlain
2nd Point: Men ___________ in
the fight because they care
for their comrades.
Civil War Letters:
“We feel like the kindest of
brothers together.” 10th Virg. Cav.
“You would not believe that men
could be so attached to each
other, we are all like brothers.”
1st Ohio Art.
“We love each other like a band of
brothers.” 11th Georgia Inf.
“We all seemed like brothers. We
have suffered hardships and
dangers together and are bound
together by more than ordinary
ties. 8th Texas Cav
43

44. William Manchester’s Comment about
the Marines in WWII
“Those men on the line were my
family, my home. They were closer
to me than . . . my friends have
ever been or ever would be. They
had never let me down, and I
couldn’t do it to them . . . Men, I
now know, do not fight for flag or
country, for the Marine Corps or
glory or any other abstraction.
They fight for one another.”
LEADERSHIP PRINCIPLE #4
Fly the Flag:
44

45. Make the Cause
________________________________ and
Create Community around It
Leadership Metaphors:
The Colors at
Gettysburg
The Colors as Vision,
Mission Statements
The Leader as “Color-
Bearer.”
Primary Examples:
Col. Harrison Jeffords
4th Michigan Inf. The
Wheat Field
16th Maine on Oak Ridge
Charge of 1st Minn. Col
Colvill, Jr
The Mississippi
Memorial
Sgt Tozer-20th Maine
45

46. The Role of Battle Flags in the
Civil War
Battle Flags Served Two
Purposes:
1st ________________________
The battle flag served to
identify and to position large
bodies of troops. “Where the
colors are the regiment is
supposed to be.” This command
and control function of the
battle flag allowed commanders
to position or align their
troops for battle.
A Practical Purpose!!
2nd ___________________________
The battle flag was a “source of
motivation; it inspired men to
acts of military excellence, of
46

47. bravery and gallantry above and
beyond the call of duty.”
A Symbolic Purpose!!
Richard Rollins comments on this
symbolic purpose behind the
Confederate battle flag in
particular:
The battle flag incorporated the
symbolic language of color, shape,
design and inscription, weaving them
into a new icon that offered a
material and highly visible
representation of the differences
between North and South. It merged
myth and fact: the traditions and
influence of the past, the reality
of the present, and hopes and dreams
of the future. . . They had in fact
become an inseparable part of them.
The Confederate battle flag gave
physical presence to all the
subjective values that the soldiers
had in their hearts and minds. Men
carried it, followed it, tried to
capture it, fought over it and
willingly gave their lives for it,
but in combat that always
concentrated their attention on it.
The struggle over the Confederate
47

48. battle flag at Gettysburg . . .
transformed abstract concepts into
immediate physical reality.
Rollins
“Here is something material,
something I can see, feel, and
understand. This means victory.
This is victory.” - Lincoln’s
words when presented with a
captured battle flag
Today’s Marine Officer’s Guide:
Colors or standards must never
fall into enemy hands.
How did the
“Colors”
elicit such
sacrifices?
Symbolic Role:
1st-It represented the
____________
2nd-It represented their
___________
their home!
48

49. “Battle flags came to represent
the cause and the community from
which units of the army sprang.
The armies of the Civil War are
different than today’s armies.
Although we will return to this
critical reality, it is
important to realize that the
companies and regiments in which
the Civil War soldier served
were drawn from, and thus were
part of, the local community in
which he lived. He went to war
not by himself, nor with a group
of strangers from different
parts of the country. He
enlisted with his brothers, his
cousins, his friends and
acquaintances. If he survived
the war, he’d return to the same
community. He went to war with
people who knew him, who knew
his family. When their
companies or regiments were
given a flag, it grew to
symbolize the emotional ties of
family and community. It
represented home to him.”
49

50. Chamberlain’s Thoughts about a
Noble CAUSE:
"The inspiration of a noble cause
involving human interest wide and
far, enables men to do things they
did not dream themselves capable
of before, and which they were not
capable of alone. The
consciousness of belonging,
vitally, to something beyond
individuality, of being part of a
personality that reaches we know
not where, in space and time,
greatens the heart TO THE LIMITS
OF THE SOUL'S IDEAL'.
26th N.C. Monument on Cemetery
Ridge:
The men of the 26th Regiment
would dress on their colors in
spite of the world!
50

51. Application to the Leadership Task:
First, leaders find a way
to make the cause
_____________________.
We don’t have battle flags today,
but we do have other visible
symbols.
Vision statements, logos, key
images in story-form, and brands
are ways to make the purposes of
an organization visible. Great
leaders develop or employ such
symbols.
As much as possible, leaders
ensure that the symbols reflect
the cause. Leaders remember that
their greatest leverage over their
followers is their shared sense of
destiny.
Symbols must capture this common
commitment to a common cause.
51

52. Vision statements -- statements
painting a potential future ---
ought to be the most visible to
leaders and followers. Such
statements encase the energy of
the cause fulfilled. They
motivate in powerful ways.
1: What are we living for?
PURPOSE
2: What are we shooting for?
MISSION
3: What are we standing for?
VALUES
4: What are we rooting for? VISION
Second, great leaders
________________ their
efforts under the
physical guidance of the
symbol. They make sure
that the followers are
________________ by it.
The battle flags’ role was
not only to inspire.
52

53. The colors also aligned the
troops for battle. Troops
formed up on the flag, they
marched in alignment with the
flag, they moved forward as
the flag moved forward.
Great leaders use the vision—
mission--core values--the cause to
align and direct their actions and
their followers’ actions.
Goals, for example, must be tied
directly to the vision and
mission. Hidden motives behind
goals will soon be ferreted out.
Followers do not follow flags of a
different regiment.
53

54. Third, leaders create
____________ around the
visible symbol. They
purposely fly the flag,
raise the colors, cast the
vision, and tell the story.
Tying the structure of the
organization to its visible
symbol is critical to great
leadership. Followers need
to experience “home” around
this symbol.
Great leaders ensure there is
a direct line between
followers and what they do
and the ultimate cause of the
organization. Followers
need to know that they are in
the line of sight of the
cause that what they do
achieves in some way the
cause.
Great leaders have the
ability to “construct and
constructively communicate a
54

55. clear and persuasive
story.”--Howard Gardner
Fourth, _____________ are the
ultimate color bearers of
the organization. They
must be willing to
sacrifice everything for
the flag and what it
stands for.
In Napoleonic warfare, battlefield
commanders were always co-located
with the flag. They moved their
troops by directing movements to
their color bearers. Of course,
like the color bearers, they were
targeted by enemy forces. Staying
near the colors was both the most
dangerous place and the most
critical place for commanders.
The system broke down whenever the
battlefield commanders moved away
from places of inspiration and
alignment (Iverson’s NC at Oak
Hill).
55

56. Great leaders recognize this and
stay as close as possible to the
visible symbols which represent
the noble cause.
Summary Statement: Every
organization needs a visible
symbol, a battle flag, a
standard to raise up high which
captures in it the nobility of
their cause. This visible
symbol, whatever form it takes,
will both align and inspire the
members of an organization.
Key Question: What are
the visible symbols that
inspire and align your
organization?
56

57. Leadership Principle #5
Learn the _________________________
of Leadership.
Leadership Metaphors: Leaders as,
Painters, Poets and Philosophers
Key Leaders: Abraham Lincoln
Martin Luther King Jr
Learning The Language
of Leadership
The difference between
leadership and mere
management is communication.
Winston Churchill
The language of leadership is
our ability to “call out of
people a commitment to the
deeper values of our shared
cause.”
57

58. Key Biblical Passage: Ahithophel vs
Hushai
2 Samuel 16:23 Now in those days the
advice Ahithophel gave was like that of
one who inquires of God. That was how
both David and Absalom regarded all of
Ahithophel's advice. 17:1 Ahithophel
said to Absalom, "I would choose twelve
thousand men and set out tonight in
pursuit of David. 2 I would attack him
while he is weary and weak. I would
strike him with terror, and then all the
people with him will flee. I would
strike down only the king 3 and bring
all the people back to you. The death of
the man you seek will mean the return of
all; all the people will be unharmed."
4 This plan seemed good to Absalom and
to all the elders of Israel.
5 But Absalom said, "Summon also Hushai
the Arkite, so we can hear what he has
to say." 6 When Hushai came to him,
Absalom said, "Ahithophel has given this
advice. Should we do what he says? If
not, give us your opinion."
7 Hushai replied to Absalom, "The
advice Ahithophel has given is not good
this time. 8 You know your father and
his men; they are fighters, and as
fierce as a wild bear robbed of her
cubs. Besides, your father is an
58

59. experienced fighter; he will not spend
the night with the troops. 9 Even now,
he is hidden in a cave or some other
place. If he should attack your troops
first, whoever hears about it will say,
'There has been a slaughter among the
troops who follow Absalom.' 10 Then
even the bravest soldier, whose heart is
like the heart of a lion, will melt with
fear, for all Israel knows that your
father is a fighter and that those with
him are brave. 11 "So I advise you: Let
all Israel, from Dan to Beersheba-- as
numerous as the sand on the seashore--
be gathered to you, with you yourself
leading them into battle. 12 Then we
will attack him wherever he may be
found, and we will fall on him as dew
settles on the ground. Neither he nor
any of his men will be left alive. 13
If he withdraws into a city, then all
Israel will bring ropes to that city,
and we will drag it down to the valley
until not even a piece of it can be
found."
14 Absalom and all the men of Israel
said, "The advice of Hushai the Arkite
is better than that of Ahithophel." For
the LORD had determined to frustrate the
good advice of Ahithophel in order to
bring disaster on Absalom.
59

60. Discuss:
Who gave the best advice?
Whose advice was listened
to?
Why?
1. The Best Leaders are
_____________.
Leaders must paint or draw
a ______________
in their
followers’
minds!
Left Brain
step-by-step
reasoning
logical
mathematical
speaking
linear
engineers, scientists
60

61. Right Brain
mystical
musical
"creative"
visual-pictorial
circular
artists, musicians, storytellers
The ear is 1/10th the
organ of the eye. -- W.
Churchill
Leaders must help people
see ________________ not
reasons.
The human mind is not a
debating hall, but a picture
gallery. The link between
the mind and the will is the
imagination. You must
appeal to it.
61

62. Martin Luther King’s
“I have a Dream”
Exercise:
Circle all the images and word
pictures.
Circle the Concrete Words vs.
Abstract words
Five score years ago, a great
American, in whose symbolic shadow we
stand signed the Emancipation
Proclamation. This momentous decree
came as a great beacon light of hope
to millions of Negro slaves who had
been seared in the flames of
withering injustice. It came as a
joyous daybreak to end the long night
of captivity.
But one hundred years later, we must
face the tragic fact that the Negro
is still not free. One hundred years
later, the life of the Negro is still
sadly crippled by the manacles of
segregation and the chains of
discrimination. One hundred years
later, the Negro lives on a lonely
island of poverty in the midst of a
vast ocean of material prosperity.
One hundred years later, the Negro is
62

63. still languishing in the corners of
American society and finds himself an
exile in his own land. So we have
come here today to dramatize an
appalling condition.
In a sense we have come to our
nation's capital to cash a check.
When the architects of our republic
wrote the magnificent words of the
Constitution and the declaration of
Independence, they were signing a
promissory note to which every
American was to fall heir. This note
was a promise that all men would be
guaranteed the inalienable rights of
life, liberty, and the pursuit of
happiness.
It is obvious today that America has
defaulted on this promissory note
insofar as her citizens of color are
concerned. Instead of honoring this
sacred obligation, America has given
the Negro people a bad check which
has come back marked "insufficient
funds." But we refuse to believe that
the bank of justice is bankrupt. We
refuse to believe that there are
insufficient funds in the great
vaults of opportunity of this nation.
So we have come to cash this
check . . .
Go back to Mississippi, go back to
Alabama, go back to Georgia, go back
63

64. to Louisiana, go back to the slums
and ghettos of our northern cities,
knowing that somehow this situation
can and will be changed. Let us not
wallow in the valley of despair.
I say to you today, my friends, that
in spite of the difficulties and
frustrations of the moment, I still
have a dream. It is a dream deeply
rooted in the American dream.
I have a dream that one day this
nation will rise up and live out the
true meaning of its creed: "We hold
these truths to be self-evident: that
all men are created equal."
I have a dream that one day on the
red hills of Georgia the sons of
former slaves and the sons of former
slaveowners will be able to sit down
together at a table of brotherhood.
I have a dream that one day even the
state of Mississippi, a desert state,
sweltering with the heat of injustice
and oppression, will be transformed
into an oasis of freedom and justice.
I have a dream that my four children
will one day live in a nation where
they will not be judged by the color
of their skin but by the content of
their character.
I have a dream today.
I have a dream that one day the state
of Alabama, whose governor's lips are
64

65. presently dripping with the words of
interposition and nullification, will
be transformed into a situation where
little black boys and black girls
will be able to join hands with
little white boys and white girls and
walk together as sisters and
brothers.
I have a dream today.
I have a dream that one day every
valley shall be exalted, every hill
and mountain shall be made low, the
rough places will be made plain, and
the crooked places will be made
straight, and the glory of the Lord
shall be revealed, and all flesh
shall see it together.
This is our hope. This is the faith
with which I return to the South.
With this faith we will be able to
hew out of the mountain of despair a
stone of hope. With this faith we
will be able to transform the
jangling discords of our nation into
a beautiful symphony of brotherhood.
With this faith we will be able to
work together, to pray together, to
struggle together, to go to jail
together, to stand up for freedom
together, knowing that we will be
free one day.
This will be the day when all of
God's children will be able to sing
65

66. with a new meaning, "My country, 'tis
of thee, sweet land of liberty, of
thee I sing. Land where my fathers
died, land of the pilgrim's pride,
from every mountainside, let freedom
ring."
And if America is to be a great
nation this must become true. So let
freedom ring from the prodigious
hilltops of New Hampshire. Let
freedom ring from the mighty
mountains of New York. Let freedom
ring from the heightening Alleghenies
of Pennsylvania!
Let freedom ring from the snowcapped
Rockies of Colorado!
Let freedom ring from the curvaceous
peaks of California!
But not only that; let freedom ring
from Stone Mountain of Georgia!
Let freedom ring from Lookout
Mountain of Tennessee!
Let freedom ring from every hill and
every molehill of Mississippi. From
every mountainside, let freedom ring.
When we let freedom ring, when we let
it ring from every village and every
hamlet, from every state and every
city, we will be able to speed up
that day when all of God's children,
black men and white men, Jews and
Gentiles, Protestants and Catholics,
will be able to join hands and sing
66

67. in the words of the old Negro
spiritual, "Free at last! free at
last! thank God Almighty, we are free
at last!"
2. The Best Leaders are
___________________.
“The greatest thing of all is to
be master of metaphor.”-Aristotle
Poetry -- figurative language:
metaphor, similes, parables,
allegories, stories, narratives,
fables, images, symbols----
turns people’s “ears into eyes.”
Leaders Master the Use of
__________________
Metaphor is a verbal transfer--”a
figure of speech whereby we speak
about one thing in terms which are
seen to be suggestive of another”
67

68. All our truth, or all but
fragments, is won by metaphor.
- C.S. Lewis
Important Truth:
Images ‘feed’ concepts; concepts
‘discipline’ images. Images
without concepts are blind;
concepts without images are
sterile.
 Sallie McFague

Illustration:
Lincoln Won the War by Metaphor
His favorite books: KJ Bible,
Aesop’s Fables, Pilgrims
Progress, Shakespeare’s Plays
Ship of State
A House Divided
Slavery Like a Poisonous Snake
Chamberlain’s Speech --“we are
an army to set men free.”
A fact is like a sack—it won’t
stand up if it’s empty. To
make it stand up, first you
have to put in it all the
68

69. reasons and feelings that
caused it in the first place.--
Luigi Parandello
Leaders Master the Use of
Stories.
Fall in love with Stories!
3. The Best Leaders are
_________________________
Leaders can choose to communicate
at the various levels with those
they lead.
Purpose,
Philosophy,
Policies,
Procedures
and
Practices
69

70. The best leaders
communicate ______________
the line.
Chamberlain’s Speech---“we are
an army to set men free.”
Shakespeare’s Henry V
The Battle of Agincourt: St
Crispan’s Day Speech
If you want to build a ship, don’t
command men to gather wood, don’t
divide the work and give orders.
Instead, teach them to yearn for the
vast and endless sea.
 Antione de Saint
Exupery
The Leadership Challenge
By– Kouzes and Posner
The Practices and Commitments
of Exemplary Leadership
70

71. 1. Challenge the
Process
Leaders Search for
Opportunities: Confront and
change the status quo.
Leaders Experiment and Take
Risks: Learn from Mistakes
and Successes.
Leaders venture out…all
leaders challenge the status
quo. Leaders are pioneers—
people who are willing to
step out into the unknown.
They’re willing to take
risks, to innovate and
experiment to find new and
better ways of things.
The leader’s primary
contribution is the
recognition of good ideas,
the support of those ideas,
and the willingness to
challenge the system to get
new products, processes,
71

72. services, and systems
adopted. Leaders are early
adopters of innovation.
Leaders are learners; they
learn from their failures
and their successes.
2. Inspire a
Shared Vision
Leaders envision the future:
Imagining Ideal Scenarios
Leaders enlist others:
Attract People to Common
Purposes
Leaders inspire a shared
vision. They gaze across
the horizon of time,
imagining the attractive
opportunities that are in
store . . . Leaders have a
desire to make something
happen, to change the way
things are, to create
72

73. something that no one else
has ever created before.
Leaders live their lives
backward. They see pictures
in their mind’s eye . . .
their clear image of the
future pulls them forward.
Leadership is a dialogue,
not a monologue. To enlist
people in a vision, leaders
must know their constituents
and speak their language.
Leaders breathe life into
the hopes and dreams of
others and enable them to
see the exciting
possibilities that the
future holds. Leaders forge
a unity of purpose by
showing constituents how the
dream is for the common
good.
Leaders communicate their
passion through vivid
73

74. language and expressive
style.
3.Enable Others
to Act
Foster Collaboration: Promote
Cooperative Goals and Mutual
Trust
Strengthen Others: Share
Power and Information
Leadership is a team effort.
A simple test to detect
whether someone is on the
road to becoming a leader is
the frequency of the use of
the word “we.”
Exemplary leaders enlist the
support and assistance of all
those who must make the
project work--all those who
have a stake in the vision.
Leaders involve, in some way,
all those who must live with
the results, and they make it
74

75. possible for others to do
good work. They enable
others to act.
Leaders know that no one does
his or her best when feeling
weak, incompetent, or
alienated; they know that
those who are expected to
produce the results must feel
a sense of ownership.
Leaders enable others to act
not by hoarding the power
they have but by giving it
away.
Teamwork, trust and
empowerment are essential
elements of a leader’s
efforts.
Leadership is a relationship,
founded on trust and
confidence. Without trust
and confidence, people don’t
take risks.
75

76. 4. Model the Way
Set the Example: Do What You
Say You Will Do
Achieve Small Wins: Build
Commitment to Action
Titles are granted, but it’s
your behavior that wins you
respect.
Leaders go first. They set
an example and build
commitment through simple,
daily acts that create
progress and momentum.
Leaders model the way through
personal example and
dedicated execution.
To model effectively, leaders
must first be clear about
their guiding principles.
Leaders are supposed to stand
up for their beliefs, so they
better have some beliefs to
stand up for.
76

77. Leaders’ deeds are more
important than their words
and must be consistent with
them.
Leaders need operational
plans; they must steer
projects along a
predetermined course. . .
Leaders build confidence by
producing small wins. In so
doing, they strengthen
commitment to a long-term
future.
5. Encourage the
Heart
Recognize Contributions: Link
Rewards with Performance.
Celebrate Accomplishments:
Value the Victories.
People become exhausted,
frustrated, and disenchanted.
77

78. They’re often tempted to give
up. Leaders encourage the
heart of their constituents
to carry on.
Genuine acts of caring can
uplift the spirits and draw
people forward.
Encouragement can come from
dramatic gestures or simple
actions.
It’s part of the leader’s job
to show people that they can
win.
Encouragement through
recognition and celebration
is curiously serious
business. It’s how leaders
visibly and behaviorally link
rewards with performance.
Love may be the best kept
leadership secret of all.
78

79. Learning Method -- Applying
Military Leadership Principles
To The Key Tasks of All
Leadership
1. Leadership Principles
2. Leadership Metaphors
3. Key Biblical Passages
4. Primary Examples: Battle of
Gettysburg via film, site
visits, examples
5. Reflection Journaling
6. Reflection: The Leadership
Challenge by Kouzes and
Posner, Appendix 1
79

80. Thinking as a Military
Leader
Norman Schwarzkopf’s Checklist
What is my mission?
What is the terrain?
What are my resources?
What do I know about the enemy?
Sun Tzu’s Art of War
1. The Tao of Leadership: Moral
Influence, Politics-- that
which causes people to be
fully in accord with the
ruler’s plan. Willingness to
die with him, live with him,
not fear danger
2. Heaven: climate, weather,
cold and heat, constraints of
seasons, weather.
3. Earth: terrain, near or far,
difficult or easy, expansive
or confined, high or low
4. Commander: General, Leader,
wisdom, credibility,
benevolence, courage,
strictness
5. Doctrine and Vision:
organization and regulations,
tao of command, logistics,
training, strength of forces
80

81. Senior
Leaders at
Gettysburg
George G.Meade
Robert E. Lee
81

82. Confederate Corps Commanders
James Longstreet
1st Corps
Dick Ewell
2nd Corps
A.P. Hill 3rd Corps
82

83. Key Union Corps Commanders
Daniel Sickles
3rd Corps
John Reynolds
QuickTime™ and a
TIFF (Uncompressed) decompressor
are needed to see this picture.
1st Corps
Oliver Howard
11th Corps
Winfield Hancock 2nd Corps
83

84. Gettysburg Address
Four score and seven years ago our fathers
brought forth on this continent, a new nation,
conceived in liberty, and dedicated to the
proposition that all men are created equal.
Now we are engaged in a great civil war, testing
whether that nation, or any nation so conceived
and so dedicated, can long endure. We are met on
a great battlefield of that war. We have come to
dedicate a portion of that field, as a final
resting place for those who here gave their
lives that that nation might live. It is
altogether fitting and proper that we should do
this.
But in a larger sense, we cannot dedicate - we
cannot consecrate - we cannot hallow - this
ground. The brave men, living and dead, who
struggled here, have consecrated it, far above
our poor power to add or detract. The world will
little note, nor long remember, what we say
here, but it can never forget what they did
here. It is for us the living, rather, to be
dedicated here to the unfinished work which they
who fought here have thus far so nobly advanced.
It is rather for us to be here dedicated to the
great task remaining before us - that from these
honored dead we may take increased devotion to
that cause for which they gave the last full
measure of devotion - that we here highly
resolve that these dead shall not have died in
vain - that this nation, under God, shall have a
new birth of freedom - and that government of
the people, by the people, for the people, shall
not perish from the earth.
Abraham Lincoln - November 19, 1863
84

85. Bibliography
Killer Angels by Michael Shara
In the Name of Jesus by Henri
Nouwen
The Leadership Challenge by Kouzes
and Posner
Understanding Leadership by Tom
Marshall
The Gettysburg Campaign: A Study
in Command by Edwin B.
Coddington
Preaching and Teaching with Imagination
by Warren Wiersbe
The Union Soldier in Battle by Earl J.
Hess
In the Hands of Providence: Joshua L.
Chamberlain & the American Civil War
by Alice R. Trulock
The Story Factor by Annette Simmons
Gettysburg by Stephen W. Sears
Lost Triumph: Lee's Real Plan at
Gettysburg--And Why It Failed by Tom
Carhart
85

86. Heroic Leadership by Chris Lowney
The Secret Language of Leadership by
Stephen Denning
In great deeds something abides.
On great fields something stays.
Forms change and pass; bodies
disappear, but spirits linger, to
consecrate ground for the vision-
place of souls. And reverent men
and women from afar, and
generations that know us not and
that we know not of, heart-drawn
to see where and by whom great
things were suffered and done for
them, shall come to this deathless
field to ponder and dream; And lo!
the shadow of a mighty presence
shall wrap them in its bosom, and
the power of the vision pass into
their souls.
-- October 3, 1889, Joshua Lawrence Chamberlain,
Gettysburg, PA.
86

87. The Identity of the Leader
Luke 4:1-13: Jesus, full of the Holy
Spirit, returned from the Jordan and was
led around by the Spirit in the wilderness
for forty days, being tempted by the devil.
And He ate nothing during those days, and
when they had ended, He became hungry.
And the devil said to Him, "If You are
the Son of God, tell this stone to become
bread."
And Jesus answered him, "It is written,
'MAN SHALL NOT LIVE ON BREAD ALONE.'"
And he led Him up and showed Him all the
kingdoms of the world in a moment of time.
And the devil said to Him, "I will give
You all this domain and its glory; for it
has been handed over to me, and I give it
to whomever I wish. "Therefore if You
worship before me, it shall all be Yours."
Jesus answered him, "It is written, 'YOU
SHALL WORSHIP THE LORD YOUR GOD AND SERVE
HIM ONLY.'"
And he led Him to Jerusalem and had Him
stand on the pinnacle of the temple,
and said to Him, "
If You are the Son of God, throw Yourself
down from here; for it is written, 'HE WILL
COMMAND HIS ANGELS CONCERNING YOU TO GUARD
YOU,' and, 'ON their HANDS THEY WILL BEAR
YOU UP, SO THAT YOU WILL NOT STRIKE YOUR
FOOT AGAINST A STONE.'"
And Jesus answered and said to him, "It
is said, 'YOU SHALL NOT PUT THE LORD YOUR
GOD TO THE TEST.'"
When the devil had finished every
temptation, he left Him until an opportune
time.
87

88. The Identity of the Leader
(Why do we do ministry? Why do we lead? How
do we see ourselves?)
The Three Temptations Facing
Every Leader
1. To Be
_____________________ .
I am “__________________.”
Wild Animal________________
Nouwen’s Solution:
_____________________________
2. To Be ___________________
I am “__________________.”
Wild Animal________________
88

89. Nouwen’s Solution:
_____________________________
3. To Be
_____________________ .
I am “__________________.”
Wild Animal________________
Nouwen’s Solution:
_____________________________
Why was Jesus able to resist
the devil’s stratagems?
I Am The _____________________
Leadership begins and ends
with the assurance of our
unconditional sonship, of
89

90. the unbelievable love of
our heavenly Father.
90