Thursday, February 19, 2015

2014 income tax filing season and the potential for delays - Thanks Obama!

Thanks Obama!


Dear Bill and Ann

This email is to inform you of unique challenges with the 2014 income tax filing season and the potential for delays beyond our typical tax preparation turnaround time.

Heading into the 2014 tax filing season, many (including IRS Commissioner John Koskinen) speculated that this would be one of the most challenging tax seasons in recent memory due to the confluence of several factors: budget constraints, late tax legislation enacted at year-end, and the massive implementation of the Affordable Care Act.  As a result, the IRS expects increases in tax return processing time and delays in issuing tax refunds.

In addition to these broader challenges, XXXXXXXXXX was informed this morning that our primary custodian, TD Ameritrade, requested an extension of time to issue their annual tax statements: Consolidated Forms 1099 (which many of you are still waiting to receive for your taxable accounts).  The deadline for issuing 2014 Consolidated Forms 1099 was February 17, 2015.  However, TD Ameritrade has not yet issued these statements and notified us today these they will most likely be posted in the final week of February.  Wealthquest will access electronic copies of your Form 1099 for those accounts that we manage as soon as these are posted.  In the meantime, you do not need to wait to receive your TD Ameritrade Forms 1099 before submitting your 2014 tax organizer to us.

We appreciate your patience as we work to minimize the impact of these challenges.  We are not revising our timeline for submitting your tax organizer and for preparing your tax returns, but the turnaround time for your tax return may be increased.  We will continue working diligently to prepare your 2014 income tax filings with professionalism and care.  If at any time you have any questions about the status of your income tax preparations, please don’t hesitate to contact us.

XXXXXXXXX, CPA

Director of Tax Planning

Thursday, February 12, 2015

A History Of Inequity

A History Of Inequity

By Ian Morris
At an event in Beijing last November, I had the good fortune to meet the French economist Thomas Piketty, who has sold 1.5 million copies of his book, Capital in the Twenty-First Century, since it was first published in 2013. Pacing up and down in front of a packed auditorium, Piketty explained that because the rate of return on capital is now higher than the growth rate of the global economy, the proportion of the world's wealth that is owned by a small elite will likely keep increasing; in other words, we should expect to see a divergence of wealth as the rich get much richer. As his book says, "capitalism automatically generates arbitrary and unsustainable inequalities that radically undermine the meritocratic values on which democratic societies are based."

No strategic forecaster can afford to ignore this alarming prediction — or the enthusiastic response it got from the audience in Beijing. In the 20th century, the two world wars were the only force powerful enough to reverse the concentration of wealth in the elite and the mounting class conflict; in the 21st century, we seem to be falling back into a comparable world of revolution, political extremism and mass violence.

It was hard to be sure whether the members of the audience were enthusiastic because they thought Piketty was forecasting the collapse of Western democratic economies or because they thought his words applied equally well to their own society. After all, China could almost be the poster child for the process Piketty described. When Mao Zedong died in 1976, post-tax and -transfer income inequality stood at 0.31 on the Gini index. (The Gini coefficient runs from 0, meaning everyone in a country has the same income, to 1, meaning one person earns all the country's income and everyone else earns nothing.) By 2009, China's income inequality score had soared to 0.47, where it stubbornly remains after peaking at 0.51 in 2003. Though Chinese tax returns are too opaque to make reliable calculations regarding wealth inequality, or the uneven distribution of assets as opposed to income, he is almost certainly correct that this figure has risen even faster than the country's income inequality.

When a group of us withdrew for lunch, though, our Chinese hosts pushed back against Piketty's thesis: Hadn't Deng Xiaoping taught us that getting rich is no sin? Isn't rising inequality just the price China must pay to escape from poverty? Though Piketty would agree that there is nothing inherently wrong in accumulating a lot of wealth, he would also insist that it is very bad indeed if that accumulation results in too much inequality. The big issue in our discussion — what I have come to think of as "the lunch question" — is whether the world is now crossing into an era of too much inequality.

We failed to reach a consensus as we ate, but after thinking about the question for a few more months, I would like to use this column to make some suggestions. I suspect that our biggest mistake during that lunch was that we failed to analyze the question from a sufficiently long-term perspective. Piketty's research looks back nearly 250 years, but to see the whole picture we need to consider the last 15,000 years, going back to the age before agriculture was invented. When we do, we begin to see that each age seems to get the inequality it needs. To put it more precisely, different economic systems function best with different levels of inequality, creating selective pressures that reward groups moving toward the most effective level and punish those moving away from it. It is also clear that transitions between systems can be particularly traumatic, and it is possible that we are on the verge of such a transition now.

A Brief History of Inequality
Let me take a moment to sketch what inequality has looked like over the past 15,000 years. Before the dawn of agriculture, mankind was made up of hunter-gatherers who captured the energy they needed to survive from wild plants and animals. This economic system rewarded those who lived in tiny bands and moved around constantly, and punished those who tried to live in large groups and stay in one place (they simply starved). It was very difficult to create permanent inequality because foraging bands had no room for kings and aristocrats and little more for accumulated wealth. Consequently, foragers tended to be desperately poor, but equally so. (Though the comparison is rather misleading, British economist Angus Maddison suggested that the typical hunter-gatherer had a daily income equivalent to $1.10 in 1990 U.S. values.) Anthropological studies of today's few remaining foraging societies suggest that their Gini coefficients for both income and wealth inequality averaged around 0.25 — well below Maoist China's score — and archaeological evidence for prehistoric foragers seems consistent with this figure.

Farming began around 9600 B.C. in what we now call the Middle East, appearing some 2,000 years later in Pakistan and China, another 1,000 years later in Mexico and Peru, and later still in several other parts of the world. Living off domesticated plants and animals changed man's way of life and provided far more energy than foraging had. Bigger stores of food were able to sustain more people, for longer amounts of time, and the global population shot up from 6 million in 10,000 B.C. to 250 million in 1 B.C. Large social collectives that stayed in one place working their fields now flourished at the expense of smaller and less sedentary groups. (The Roman Empire had about 60 million subjects, 1 million of whom lived in the city of Rome itself.) Between 9600 B.C. and 1750 A.D., nearly all of the world's foraging societies went extinct.

Although average incomes rose in agricultural communities (reaching an average of about $1.50-$2.20 per day, by Maddison's calculations), the economic structure also rewarded societies that became less equal. The age of farming required much more complex divisions of labor than the foraging world, and while free markets did make a certain amount of specialization possible, laws backed by state violence played an even larger role. Some people became aristocrats or godlike kings, while others became peasants or slaves, and economic inequality surged. The average Gini coefficient for income inequality in agricultural societies was around 0.45, nearly twice as high as in foraging societies. (remember low is equal and 1 is the highest inequality) The Roman Empire's score probably lay between 0.42 and 0.44; in 1688 England, it reached 0.47; and in France on the eve of the revolution, it was an agonizing 0.59. Wealth inequality leaped higher still: Gini scores regularly topped 0.80, and one Roman plutocrat who died in 8 B.C. left in his will 7,200 oxen, 257,000 other animals, 4,116 slaves and enough cash to feed half a million people for a year.

The Industrial Revolution changed everything once again.
The awesome power of fossil fuels released a new flood of energy as steam and electricity drove machines that vastly augmented human and animal labor. New factories churned out previously unimaginable quantities of goods and liberated people from much of the manual drudgery that characterized the agricultural age. As when farming displaced foraging, our ancestors converted part of their newfound energy into more people and part into higher incomes. (In A.D. 1800 there were fewer than 1 billion people in the world; now there are more than 7 billion. The global average income also rose roughly tenfold over that period, reaching around $25 per day in 1990 U.S. values.)

Exploiting fossil fuels effectively requires even more complex divisions of labor than farming, and the failures of fascism and communism suggest that societies in which the free market takes the lead rather than the state tend to perform better. But this economic system produces its own tension: On the one hand, specialists providing crucial services can convert their expertise into political and economic power, which drives up inequality; on the other hand, wealth in a market society depends on the existence of an affluent middle class that can buy an abundance of goods and services. Too much inequality carries the risk of killing the goose that laid the golden egg.

Like the farming and foraging civilizations before it, our fossil fuel world has an equilibrium point — a "right" level of inequality — and societies that move toward this optimum balance will flourish while those that move away from it will not. The most successful governments often recognize this, using progressive taxation and other fiscal transfers to push economic inequality toward what they hope is the sweet spot. For example, the member states of the Organization for Economic Cooperation and Development drove post-tax income inequality down into hunter-gatherer territory by 1970, reaching an average Gini coefficient of 0.26, but economic difficulties and voters' rightward shift in the following decades suggest that this may have been too low. By 2012, the bloc's average post-tax income inequality had drifted back up to 0.31, and new waves of economic difficulty and public anger are now suggesting that this level is too high.
A Question With No Easy Answer
It is tempting to conclude from our historical overview that we are in a position to answer the lunch question. It seems clear that the governments of modern fossil fuel economies should aim to keep post-tax income inequality between 0.25 and 0.35, and to keep wealth inequalities between 0.70 and 0.80. Today, many countries are at or above the upper bounds of these ranges, suggesting that Piketty is right to see trouble ahead.
Still, long-term history also suggests that there is more to the story. At least four additional forces will help shape the direction our current society takes.

The first is increasing scale.
 Between the foraging and the farming ages, the typical size of economically integrated populations grew from a few dozen people to a few million, and integrated territories grew from a few hundred square kilometers to a few hundred thousand. Since the Industrial Revolution, integrated populations have expanded into the billions and integrated territory is beginning to encompass the entire planet. This means that within-nation inequality, which has long drawn economists' attention, is no longer the main story. Now we must pay at least as much attention to global inequality, where the picture looks very different.

Between 1820 and 1950, a handful of nations in Europe and North America transitioned from farming to fossil fuel economies, pulling far ahead of the rest of the world. According to economist Branko Milanovic, global income inequality nearly quadrupled during this period to reach a Gini score of 0.55. After 1945, as the Industrial Revolution spread to the rest of the world, the global Gini coefficient leveled off and has even dropped since 2000 as Brazil, Russia, India and China have taken off. The rich are getting richer, but the poor are getting richer faster. Piketty is clearly correct that within-nation inequality has risen since the 1970s, but if present trends continue, by 2050 the Gini score for between-nation income inequality will be heading back toward the 0.25-0.35 range, where fossil fuel economies work best.

The second force is effective demand.
Fossil fuel economies depend on having affluent middle classes that are able to pay for vast amounts of goods and services, and rising inequality threatens that. Although rich countries have seen only sluggish GDP growth and their populations' richest 1 percent has captured the bulk of the profits over the past four decades, their citizens have generally seen stagnating rather than declining incomes. European and U.S. demand remain enormous, and 2 billion Asians are quickly joining the global market. Inequality is uncomfortably high, but if effective demand grows rapidly enough to absorb the world's output, we can reasonably hope that the 21st century will escape some of Piketty's darker predictions.

The third force involves new class structures.
Since the rise of the first states 5,000 years ago, small political and economic units have been constantly absorbed into larger ones, creating dramatic consequences for local elites. When a tribe was taken over by a larger empire, its chief might find himself impaled or perhaps just marginalized, unable to compete in a bigger, more sophisticated and often more vicious struggle. Then again, he also might suddenly find a larger stage for his ambitions, on which he could rise to become the governor of a rich province, or perhaps a senator at the imperial capital, or even an adviser to the emperor himself. Similarly, a poor man might find himself ground down into debt bondage or slavery, or he might find new options as a merchant, mercenary or migrant in a wider world. There have always been winners and losers.

In the 21st century, we are working from the same script. For some, the globalization of the fossil fuel economy has presented extraordinary opportunities to join an international, Anglophone, tech-savvy elite, or at least to move from rural poverty to a better-paid factory job. For others, downward mobility has become a danger (at times, even a reality) as the number of qualified applicants for slots in the global elite and middle class expands at a faster rate than the number of available positions. As Jay Ogilvy put it in his recent Global Affairs column, alarming numbers of people are being "left behind."

The fourth force
and potentially the most important of all, is the possibility that we could be on the verge of leaving the age of fossil fuels altogether. New energy sources, technologies that erode the boundaries between mind and machine, and shifts toward living in virtual rather than physical spaces may all threaten — or promise — to make the 21st century the biggest rupture in human history, dwarfing the agricultural and industrial revolutions. A century from now, trying to find the right level of inequality for a fossil fuel society might seem as irrelevant as determining the right level of inequality for Neanderthals does today.


All things considered, long-term history suggests that answering "the lunch question" will not be as easy as I initially thought. Each economic system of energy capture has an ideal level of inequality, and perhaps we can even specify that in the fossil fuel world it is a Gini coefficient of 0.25-0.35 for income and 0.70-0.80 for wealth. However, running the numbers and looking for ways to stay in the right range is only the beginning.

The real problem, as history shows, is that everything is connected to everything else. Tensions between those who are making it and those being left behind could easily exacerbate the "arbitrary and unsustainable inequalities" that Piketty identifies. Then again, a shift from regional economies to a global market coupled with the ongoing expansion of effective demand could soothe them. Or perhaps in a post-fossil fuel and partly post-human world, inequalities far beyond those Piketty imagined might start to seem entirely reasonable.

Tuesday, February 10, 2015

Now is our time to have faith, to train our children to live by faith and to elect leaders who will trust God

The Faith That Wins!

-Dr. Marshall Foster
Europe is entangled in a war to the death against a relentless enemy out to destroy its precious Christian heritage and bury its liberty. Radical Islam is on the march, manned by tens of millions of immigrants with multiple wives and a massive birthrate. At the same time, most native Europeans have left the Christian faith and fewer and fewer are marrying or having children. The future seems bleak.

What are the known weapons against such a foe? One is the free press which can expose the enemies of liberty. Another is the use of intelligence to rat out terror cells before they act. And when all else fails, there is always the reversion to mass warfare using superior weaponry to kill millions and hopefully break the will of the enemy.

However, these weapons are not sufficient to hold back the tide of Jihad which has been at war with Christianity since the seventh century. There is only one weapon that can defeat the forces of a pagan ideology, whether Nazism, Communism or radical Islam. That weapon is biblical faith. The writer of
Hebrews defines this weapon in Hebrews 11. “Faith is the assurance of things hoped for and the conviction of things not seen.”

Chapter 11 goes on to detail how this weapon was used by great heroes who by faith, “subdued kingdoms, brought justice, obtained promises, stopped the mouths of lions, quenched the violence of fire, escaped the edge of the sword, out of weakness became strong, became valiant in battle, turned to flight the armies of the aliens.” Now that is a powerful weapon. The examples below of three European Christians in the 20th century illustrate the power of the weapon of faith. These men arose at times of great crisis in Europe.

Eric Liddell in the 1920s; Winston Churchill in the 1940s; and Christian Fuhrer in the 1980s. Eric Liddell was an obscure seminary student in Edinburgh, Scotland. But in 1924 Eric rose to fame at the Olympic Games in France. He was considered the fastest runner in the world. But because of his principled commitment to keep the Sabbath, Eric would not compete in his race, the 100 meters which was held on a Sunday. As an afterthought he was placed in the 200 meter race later that week. He beat the world’s best athletes against all odds. He became a national hero in Britain and was offered royal titles and the golden key to success when he returned from France.

But Eric had a larger vision. His faith called him to give his life to the mission field of the forgotten masses of souls in China. So in 1925 he left for China and served there with his father and family, never to return to his homeland. When WWII broke out Eric was warned to leave China as it was being overrun by the Japanese. He sent his family home but felt he must stay with his Chinese friends and was thrown into a prison camp. Winston Churchill and the English offered a huge ransom to get Eric Liddell out of the camp. But as the train arrived to pick him up, he placed a pregnant Chinese woman in his seat. He died of disease in the camp, just 3 months before the end of the war.

How does Eric Liddell’s story illustrate the power of faith? When Eric died there were fewer than 5 million Christians in China. But the Chinese believers were inspired by Eric’s faith and other pioneers of the truth. Eric’s faith and sacrifice ignited the torch of faith in millions. Today the number of Christian believers in China is approaching 200,000,000 and China is expected to become the largest Christian nation in the world in our lifetime. The “Back to Jerusalem Movement” in China is training hundreds of thousands of Chinese believers to take the loving gospel of Christ through the Muslim lands of Asia through Pakistan and Iran and on to Jerusalem.

“Faith is the victory that overcomes the world.”
Eric’s faith saw beyond the moment all the way to our century.


In the 1940s, another crisis of faith in Europe was solved by a man of faith. Europe was paralyzed with fear of the Nazi juggernaut. They had just come through WWI which had killed an entire generation of their men. Now they faced Adolf Hitler. Most people in Europe and America were cowering before the Nazi war machine. Millions of the French flocked to the cabarets, drinking their fears away. The English also were living in a dream world of “peace”. Their prime minister, Neville Chamberlain, even signed a “peace in our time” treaty with Hitler just a few months before the Germans started WWII.

It took the Germans only weeks to destroy the French army and trap the English army, 400,000 men, on the coast of Belgium at Dunkirk. During this crisis, with the eminent fall of England and all of Europe at hand, the English called up an old, Christian warrior, Winston Churchill, to be their Prime Minister. Churchill and King George VI called the people of England back to God in a day of repentance and prayer on May 26, 1940.

As the leaders and millions of English met and wept in faith that day, God answered their prayers. Through the miracle at Dunkirk 600 little boats ferried 330,000 soldiers back to Britain right under the direct fire of Hitler’s tanks and air force. God had turned the treacherous English Channel into a sea of glass and covered the sea with a blanket of fog, blinding the German planes.

However, within weeks the entire continent fell to the Nazis. England faced a summer of massive bombing attacks by the Germans called the Blitz, in which almost 50,000 people perished. How could a 66 year-old political has-been turn the tide of tyranny against the greatest army in history? Churchill almost single handedly lifted a nation and the entire free world from hopelessness and fear through his example of faith and his powerful words.

That first summer when Germany’s eminent invasion of England was looming, Churchill lifted the bar above politics to the real spiritual struggle between paganism and Christianity.
He said. “I expect the Battle of Britain is about to begin. Upon this battle depends the survival of Christian civilization.” In another speech before Parliament, Churchill refused to listen to the voices of surrender. He said, “You ask, what our aim is? I can answer in one word, Victory – victory at all costs, victory in spite of all terror, victory, however long and hard the road may be; for without victory there is no survival.”

The premiere weapon that defeated the Axis powers in WWII was not the bomb or America’s manufacturing of war material. It was faith. And, the spark that ignited that faith was Winston Churchill. He is considered by most historians to be the man of the century. Faith overcomes terror.

In the 1980’s Europe lay divided and on the verge of nuclear holocaust at the hands of the USSR. The Russians had divided Germany with a wall of death since 1960. Into this crisis of civilization stepped an unsung hero. His faith, and that of the East German Christians became the driving force behind the fall of the Berlin Wall on November 9, 1989. His name was Christian Fuhrer, a Lutheran pastor at the Cathedral in Leipzig, East Germany. Christian began the prayer movement in East Germany in 1982. His people gathered to pray for peace and freedom every Monday night at the Cathedral. He and the people were persecuted, beaten and threatened by the Communist government.

But the pastor continued and on October 9, 1989, one month before the unexpected fall of the Berlin wall and the collapse of East Germany, he led a prayer march through Leipzig and confronted the troops and tanks of the government with a hundred thousand people praying and carrying candles of peace. The government troop refused the order to fire on their fellow citizens and dropped their weapons and joined the rally. Simultaneously that night other East German cities held massive prayer rallies. This show of spiritual courage broke the back of Honacker’s tyranny and led to the fall of the Wall on November 9, exactly one month later.

I privately met with pastor Fuhrer in Leipzig at his Cathedral in 2001. What a man of faith and courage! Last year, on June 30, 2014, just as all Germans were beginning the 25th Anniversary celebration of their freedom, Christian Fuhrer went to be with His Savior. He was the man who by faith had inspired an entire nation to stand against atheistic Communism.

The message here for our time is that enemies against God’s plan of redemption for His world are always on the prowl. But God has His “Ambassadors of Faith.” They see beyond the fear of death brought on by bullies of the evil one. The Nazis failed, the USSR failed and the Muslim extremists will fail to extinguish the light.

Now is our time to have faith, to train our children to live by faith and to elect leaders who will trust God to see into the future and as Churchill said, lead us to our “Finest hour.”

Sunday, February 8, 2015

Entrepreneurs, what are you waiting for?

Entrepreneurs, what are you waiting for?

I was a late bloomer. It took me 25 years to finally become an entrepreneur!

When I finally graduated from college after the war in ’73 (that’s 1973, not 1873), there was a recession going on and the only place that offered me a job was Kroger company unloading trucks, stocking shelves, ordering merchandise and running a checkout stand during busy hours.

Pretty glamorous, eh?

About four months of that grind was all I could take. Resigning quickly from Kroger was unheard of at the time and my friends thought I had lost my mind.

Then Levi Strauss & Company, one of the best then and now, hired me.

From Strauss I went to work for a smaller company in Indiana.

I had become an entrepreneur.

During my 7 years at the Indiana company, a large a success Medical Device company, I had been executive director over quality, regulatory and involved deeply in New Product Development.

Yet when, at the end of every year, as our company kept bringing in new business, making money and winning awards, at least one of the other companies would be losing business and money, thereby always reducing my bonuses and raises.

I finally decided that if I was going to truly benefit from my efforts, I might as well lose the training wheels, run my own show and take my own risks.

So, at age 52, I became an entrepreneur.

My only business plan for this new venture was knowing that I was going to succeed.

I picked up my first major client, five months after resigning from the previous company. And while the word “entrepreneur” conjures up swashbuckling, sexy, romantic images to many, to me it was always tough, sometimes lonely and never predictable.

I wouldn’t have traded it for anything else. For the first few months I was a one-man band working out of my small home office (it did have a window!). I worked long hours 5 days a week and spent the weekend doing what most people have an assistant to do.  The rest, as they say, is history – albeit a modest history of which I’m proud.

Tips from a conservative entrepreneur: 
  •         Pace yourself. Take the long view. You’re building your future. 
  •        Work hard and play harder. That’ll strengthen your perspective, which, of course, is your edge. 
  •         Pay your  vendors before you pay yourself. 
  •         If you have employees, make sure your employees feel that they work with you, not for you. 
  •         Encourage your employees to become and think like entrepreneurs. 
  •         I you have to start with debt, become debt free as soon as possible and stay debt-free.
  •         When you hire or utilize associates, focus on a few people smarter and wiser than you are. 
  •         Learn from others wisdom; don't be afraid to ask for help.
  •         Always remember in the market place, you’re only as good as your last piece of work.
  •         Believe in yourself, not your own press.
  •         Whether it’s good, bad or ugly, don’t be inflated or deflated by what others have to say about you.
  •         Just be who you are, but know yourself very well.
  •         Manage your expectations to prevent what may feel like early failures.
  •         It’s never about how big you are, it’s how good you are. That will draw people to you.
  •         Size only matters when it comes to the magnitude of your ideas.
  •         Be boldly responsible and accountable.  Never blame
Fear stands between you and being your own boss and a successful entrepreneur. Nothing is ever easy, especially those that bring huge self satisfaction and personal success. 

Saturday, February 7, 2015

The battle for truth has major stakes.

‘Truth’ in a Post-Christian West

by Jerry Newcombe

A great quote attributed to George Orwell, author of 1984, is, “During times of universal deceit, telling the truth becomes a revolutionary act.”

In poring over the news of late, it’s amazing how much untruth there is, mixed with partial truth. Spin and euphemisms often replace truth.

I read recently that an abortion doctor was honored for his work. But not once was there a mention of the word “abortion” or even a hint of the grisly work he is involved in.

Just last month, noted Matt Rocheleau for the Boston Globe (1/8/15), “Up to 64 Dartmouth College students — including some athletes — could face suspension or other disciplinary action for cheating in an ethics class this past fall.” Cheating in ethics class? This speaks for itself.

Meanwhile, a Christian publisher pulled a book detailing the alleged foray into heaven of a boy who died and came back. The boy admits now he made it all up to get attention.
Even when people preface what they say with the phrase “Well, to tell you the truth,” do they mean to imply that they normally don’t tell you the truth? Note to self: Try to drop that phrase from my speech.

One of the most amazing exchanges in the history of the world was when Pontius Pilate, governor of Judea, was trying Jesus of Nazareth and the prisoner referred to “the truth.” Pilate then asked Him, “What is truth?” and he pivoted and walked away.

Just a few hours before, Jesus had said to His disciples during the Last Supper, “I am the way, the truth, and the life. No one comes to the Father but by Me.” Here was Truth incarnate standing before Pilate, and the blind governor had no clue.
As the famous line in the movie puts it, “You can’t handle the truth!” Or as the great American short story writer Flannery O’Connor once said, “The truth does not change according to our ability to stomach it.”

In our day of relativistic ethics, where there is supposedly no real right or wrong, how can we condemn lying—truly? Unless, I suppose you get caught.

But that wasn’t the way George Washington saw things. Before he retired, he imparted a masterful written speech in 1796, his Farewell Address.

In that Address, he famously noted: “Of all the dispositions and habits which lead to political prosperity, religion and morality are indispensable supports.”

He went on to say that we can’t expect morality to continue if we undermine religion. Keep in mind, this was at a time when the vast majority of Americans were professing Christians.
He also said, “Let it simply be asked: Where is the security for property, for reputation, for life, if the sense of religious obligation desert the oaths which are the instruments of investigation in courts of justice?”

In other words, how can we expect someone to obey a sworn oath to tell the truth if they have no “the sense of religious obligation,” undergirding that oath?

The founders understood that belief in a God who sees all things and who will one day hold us accountable made a huge difference. That’s why in our days truth is breaking down—even among some professing Christians. But let God be true and every man a liar.
This isn’t just an American problem. It is a problem in the post-Christian West.

George Weigel, an insightful Catholic writer, said in the LA Times in 2006: “If the West’s high culture keeps playing in the sandbox of postmodern irrationalism—in which there is ‘your truth’ and ‘my truth’ but nothing such as ‘the truth’—the West will be unable to defend itself. Why? Because the West won’t be able to give reasons why its commitments to civility, tolerance, human rights and the rule of law are worth defending.”

He added, “A Western world stripped of convictions about the truths that make Western civilization possible cannot make a useful contribution to a genuine dialogue of civilizations, for any such dialogue must be based on a shared understanding that human beings can, however imperfectly, come to know the truth of things.”


The battle for truth has major stakes.

Tuesday, February 3, 2015

How to hire smart people who understand more than just the job


How to hire smart people

 who understand more than just the job

IQ vs. EQ

In the business world, we are always looking for ways to gain advantage over the competition. For many years organizations thought that bright, intelligent people were the key to superior performance. But “book smarts,” in the form of high IQs or stellar GPAs, we now know, don’t always translate to equally exemplary job performance. The connection is limited at best.


An intelligence quotient (IQ) is a measure of cognitive capacity--one’s ability to think and reason. IQ usually does not change much after the age of 12 to 15. Many non-manual jobs require an above-average IQ; that is, they have “a high IQ threshold.” But hiring people with high IQs is not a guarantee that they will perform well in the position.

The answer to why that is may rest in a conversation that took place between two psychology professors, John Mayer and Peter Salovey, in 1987. Salovey, of Yale University, and Mayer, of the University of New Hampshire, were discussing a particular, bumbling politician and poised the question: How could someone so smart act so inexplicably dumb? They came to the conclusion that good decision-making requires more than intellect or what we normally think of as IQ. Mayer and Salovey soon developed the concept of emotional intelligence (EQ).

Dan Goleman picked up on the theme in his 1995 best-selling book Emotional Intelligence: Why it Can Matter More than IQ. One of the seminal studies of Goleman’s book involved star performers at the prestigious Bell Laboratories near Princeton University. Managers were asked to identify the top performers among the engineers and scientists that worked there. All of the engineers and scientists were presumed to have high IQs to perform their jobs, yet some emerged as outstanding, while others were just average.

Goleman used standard IQ and personality tests on both groups and found no substantial cognitive difference between the stars and the average workers. Based on this study, Goleman wrote in the Harvard Business Review that academic talent was not a good predictor of on-the-job productivity, nor was IQ.

After detailed interviews, the social scientist detected critical differences. The stars had built networks of key people. They used their strong interpersonal skills to create informal teams of competent people who they could rely on when needed. The same interpersonal skills helped them build harmony among their co-workers and managers. Goleman saw this team-building skill as a requisite for superior performance.

Goleman’s research led him to conclude that leaders drive action by building relationships, recognizing their own emotions, responding to the needs of others and by revealing their own mistakes. He termed these traits emotional intelligence (EQ) and defined it generally as the ability to recognize, understand, use and manage emotions in oneself and in others. Unlike cognitive intelligence, emotional intelligence can be taught and learned.

Key traits of emotional intelligence

People with high EQs tend to have five qualities or competencies in common:

  • Optimism--ability to anticipate the best possible outcome of events or actions
  • Self-Awareness--knowledge of current emotional state, strengths and weaknesses
  • Empathy--understanding of others’ points of view and decision-making processes
  • Impulse Control--ability to mitigate an urge to act (as in: think first and act later)
  • Reality Testing--ability to see things as they are, not as we want them to be
The more of the qualities and person possesses, and the more they use them, the higher EQ they typically have.

Moodiness and leadership
Do moody leaders make better leaders? The answer is: it depends on the prevailing mood. Is the leader optimistic and happy, or pessimistic and depressed? Few people will give their full support to a gloomy, cynical leader, at least for very long. Their negative nature, not to mention lack of positive feedback, leads to high workplace turnover and may even cause some malcontents to sabotage an organization in revenge.


Happiness—and the attractive aura it produces—is both an emotion and a mood enhancer. The latest research indicates that happy people enjoy life more and live longer than unhappy people. No surprise, since content people focus on the positive and surround themselves with like people – not to mention they are more willing to embrace change. The “mantle of happiness” is thought to influence people simply because happiness attracts attention. Now we also know something else: Happiness has an observable, positive impact on productivity.

This might all sound obvious, and yet how often do executives hire or promote managers who fail to connect with or motivate their employers?

I spent 27 years hiring managers, who, in turn, hired sales and administrative people. My own observation indicates that a little dissatisfaction or unhappiness with the past and/or the current state is often a good thing. Managers and leaders who are always happy with the current situation are not too motivated to change it. Many successful entrepreneurs and leaders are happy but dissatisfied with the current state. The dissatisfaction drives them to create change or make something better.

Another mood that impacts results is optimism--the view of the world as a positive place and the future as bright and achievable. An optimistic mood is almost a necessary quality among leaders, as it imbues their language with hope and possibility for desired outcomes.

Differentiating between the true optimist and pessimist is easy, according to Joshua Freedman, author of The Art of Leadership: How to Get Results with Emotional Intelligence. Freedman claims the optimist looks at an unsettling state as temporary, isolated and changeable while the pessimist views it as permanent, pervasive and immutable. Optimists see the possibility of change and pessimists see the chains of the present.

The moods of a leader are important because moods are contagious and move swiftly from person to person. A leaders’ predominate mood often becomes the mood of the organization, which can determine long-term success or failure.

Optimism, anxiety, depression and confidence are long-lasting states of being that endure great time spans. Emotions tend to be shorter lived and triggered by events. However, our mood often determines our emotional response to an event. When we encounter an event that requires emotional skills, our ability is either diminished or enhanced by our mood.

Benchmarking and testing for EQ
The difference between a manager and a leader is typically 90 percent EQ skills. Managers are often appointed to their positions not because of their management skills but because of their knowledge and experience. Some mangers go on to become great leaders, while others become only good managers–and some don’t even do that.


To use EQ as a hiring tool, many companies benchmark a position’s top and bottom performers for emotional intelligence. The benchmarking process identifies traits that are present in top performers and absent in the bottom rank. Companies can then test potential candidates for those traits or EQ competencies required by the job.

Two tests are available that effectively measure a person’s EQ. The MSCEIT, developed by Mayer, Salovey and David Caruso, was the first EQ test. A more updated test was developed by Rueven Bar-On, a psychologist who coined the term “emotional quotient.” The Bar-On model (more widely used and validated than the MSCEIT) tests in five general areas:
  • Intra-Personal – ability to be aware of, manage, and express emotions
  • Inter-Personal – ability to initiate and maintain relationships with others
  • Adaptability – ability to be flexible, solve problems and be realistic
  • Stress Management – ability to tolerate stress and control impulses
  • General Mood – happiness and optimism levels
I like to approach the identification of EQ competencies essential to a job from both external and internal viewpoints. The external approach requires a carefully crafted, facilitated session where five to seven people in an organization are tapped for their insight into the EQ competencies they believe are needed for superior job performance in a particular position. The internal approach involves assessing superior performers currently on the job to see what competencies dominate. Ideally, an organization should do both and combine the results, but often the job is new and has no incumbent to assess. In that case, an organization can rely on the external results alone.

The above approach allows for both applicants and incumbents to be assessed and matched against benchmarks. The goal is to give a clear, quantifiable picture of what drives performance in a particular job, and also to identify opportunities to leverage strengths and manage around individual weaknesses.


Most organizations want, but do not have, superior performers. By learning more about EQ, mapping job candidates to benchmarks and creating a more intentional hiring process your organization can happily be an exception.