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Remembering President Harry Truman

Sadly, President Harry Truman does not often receive the credit many people think he rightfully deserves. Below are some interesting facts about Harry Truman our 33rd President many people may not be aware of.

President Truman was a different kind of President for three primary reasons:

First - and foremost, he was not elected to his first term of office; he inherited the position of President after the death of President Franklin Roosevelt.

Second - While serving as President of the United States, he chose to pay all of his travel and living expenses such as the food his family ate out of his Presidential salary.

Third - he placed a sign on his desk in the Oval Office which read - ‘The Buck Stops Here’

Ironically, President Truman probably made as many, if not more, important decisions regarding our nation as any as the other 32 Presidents who preceded him. Most notably on August 6th, 1945 he, and he alone, ordered the dropping of the 5 ton Atomic Bomb on the Japanese city of Hiroshima.

However, his true measure of greatness actually does not begin until after he left the White House in 1952.

After President - Elect Eisenhower was inaugurated into office as the new President of the United States, Harry and his wife Bess drove themselves back home to Independence Missouri in their personal automobile. There was no such thing as a Secret Service escort which followed them.

When they left Washington the only source of income they had was a small U.S. Army pension Harry earned and the only asset he and his wife Bess had to their name was a small house in Independence Missouri which Bess inherited from her parents. Other than the six years Harry and Bess spent in the White House, this was the only house the two of them ever knew during their entire married life.

Almost immediately upon returning to Missouri large corporations from across the county began to contact Harry Truman. They all wanted to offer his positions with huge salaries to come work for them. However Mr. Truman declined every offer he received saying "You don't want me, Gentlemen you want the office of the President, and that unfortunately doesn't belong to me. It belongs to the American people and I am sorry but that office is not for sale."

Several Congressmen soon noticed the former President was paying for all the stationary and the stamps he was using to respond to letters her received from US citizens and people around the world who wrote him. Not only that, President Truman personally licked every stamp he placed on an envelope. Congress voted to grant President Truman the very first 'Retired Presidential Allowance. The following year, Congress voted to give him a retroactive Presidential pension of $25,000 per year.

In May 1971, Congress was preparing a bill to award President Truman the Medal of Honor on his 87th birthday; however President Truman wrote a letter to Congress in which he stated he would refuse to accept any such medal. He said "I don't consider what I have done anything which should be the reason for any award, Congressional or otherwise – all I did was my job."

The one Truman quote I will personally never forget was the one he gave during an interview with the New York Times. When asked why he had gotten into politics in the first place he said "My choices in life were simple, either become a piano player in a Missouri whore house or enter politics. And to tell the truth, the way I saw it there was hardly any difference – so I choose politics."

Many Presidents and numerous political figures that followed President Truman found new levels of success by cashing in on their time in Public Office. Many used creative ways to accumulate untold wealth as a result of their time serving in public office.

It might be wise for us to take a moment now and then to remember President Harry Truman.

Seven Mentors Who Changed My Life

Warning: Read this story with care. The thoughts I share are not intended for everyone. They are meant for public officials, organizational leaders and career-focused professionals who truly want to make a difference.

I would not have accomplished much in my life had I not followed the advice of seven great mentors. Their insights allowed me to understand my role and overcome the obstacles I confronted. 

What they shared allowed me to gain success beyond my wildest dreams.  The only regret I have is that I never had the opportunity to personally meet these mentors and thank them for the impact they made on my life.

My first mentor was Nicolaus Copernicus. Copernicus, a Polish monk born in the late 1400’s, stood on the shore to watch a sunset. As the sun set, he realized the earth could not be the center of the universe and he openly challenged the common belief that the earth was the center of the universe. He was ridiculed by his colleagues and chastised by the Church; however, Copernicus remained firm in his convictions. He challenged the status quo and in doing so, he re-shaped the concept of how we view the universe today.

My second mentor was Frederick Taylor. Taylor, a mechanical engineer, always looked for ways to improve organizational efficiencies. Taylor was approached by a coal company that wanted to increase their output of coal. For several days, Taylor sat and observed coal miners; he studied how they dug out the coal and loaded it on the rail cars. Much to the coal mine’s surprise, Taylor recommended every miner be issued smaller shovels with long handles. The coal mine's management laughed - they insisted larger shovels resulted in more coal. Taylor countered saying 25 lb. shovel scoops tire workers out quickly and by mid-morning most were exhausted; however, 15 lb. shovel scoops would not fatigue the miners and they would be able to easily lift 15 lb. shovels full all day - at a brisk pace. His point was give employees the proper tools and they can accomplish more.

Next was my mentor Dale Carnegie. Carnegie, a simple Missouri farm boy, noticed successful leaders share two things in common. First, they know a lot of people and second they feel at ease speaking in public. Carnegie believed “career success” could be accelerated if people would just reach out and meet new people and speak clearly in public.

The fourth mentor who accelerated my career was Evelyn Wood. Evelyn, a high school English teacher, had the wisdom to foresee that more and more of what Americans learned came from books - what they read. She noticed successful people read quickly and retain most of what they read. Her contribution to my career growth was that she created the Evelyn Wood’s Speed Reading Dynamics Course. Her simple course taught people (including myself) how to increase reading speed and improve retention of what was read.

Though not impressed at first, I came to revere Arthur Murray as one of my most influential mentors. Arthur, a draftsman by trade, noticed that successful people had great social skills; none were "wall flowers". He believed careers were limited when people lack social graces – especially dancing skills – yes dancing. 

 

Murray was so passionate about the correlation between good dancing and career success he created a worldwide franchise of dance schools - places where everyday business men and women could learn to dance. People who attended Arthur Murray’s dance schools were able to broadcast their social talent at civic functions. His students included Eleanor Roosevelt, John D. Rockefeller, the Duke of Windsor, prize fighter Jack Dempsey and of course yours truly Gabe Gabrielsen.

My sixth mentor was Elmer Wheeler. Wheeler, an advertising and marketing professional, believed knowledge and experience meant very little if no one bought into your ideas. Elmer coined a phrase "Sell the sizzle – not the steak." He suggested people never wave raw meat in front of a person; show the completed meal - salad, potatoes, dessert and wine.

When a small tire manufacturer in Ohio wanted to go after a share of the global tire market, Mr. Wheeler advised him not to sell tires in their ads. He believed the only way consumers would leave Goodyear and Goodrich and buy his tires was if he would sell the benefits of this new tire. Benefits like "peace of mind", "dependability", and most important, "family safety". 

That small tire manufacturer took Elmer’s advice and today people around the world know that, “Wherever wheels are turning – no matter what the load – the name that’s known is Firestone … when the rubber meets the road, drive a Firestone."

Finally, the mentor with the greatest impact on my career was Dr. David Schwartz. Schwartz, a professor at Georgia State University, sadly realized not all his students would accomplish amazing things. In fact, the vast majority, after graduating, just blended in even though they had stellar academic records and a prestigious degree. 

Schwartz concluded only the students who believed they could accomplish big things were the ones who did. Schwartz convinced me to believe in the magic of thinking big. Schwartz never saw the problem as too many chiefs; he saw the problem as too many Indians.

Well, there you have Gabe’s seven mentors and the powerful insights they shared:

1) Challenge the status quo.

2) Give your employees the right tools so they can succeed and accomplish more.

3) Win friends and influence people.

4) Learn to read fast and retain what you read.

5) Exhibit social graces and learn to be a great dancer.

6) Sell the sizzle – not the steak; never dangle unfinished products in front of someone.

7) Think big – and remember, “If you think it can’t be done” … you are right. “If you think it can be done”… you are right.

My hope is that some of you can adopt a few of these sage principals.

You Could Have Heard A Pin Drop

Robert Whiting, an elderly American gentleman 83 years old and a retired High School History teacher arrived in Paris by plane with a tour group.  At French Customs, he took several minutes to locate his passport in one of his coat pockets.

"You have been to France before, monsieur?" a French customs officer asked sarcastically.

Mr. Whiting admitted that he had been to France previously.

"Then you should know enough to have your passport ready."

Mr. Whiting replied  "The last time I was here, I didn't have to show it."

"Impossible,  French law requires all Americans to have to show their passports on arrival in France!" said the French customs official.

Mr Whiting gave the French Official a long hard look, then, quietly explained, ''Well, when I came ashore in 1944 it was at Omaha Beach on D-Day to help liberate your country.  At that time none of us could not find a single Frenchman to show a passport to."

You could have heard a pin drop.

What a few more "You Could Have Heard a Pin Drop Stories? 

These are all very good short stories that every American government official - Federal, State and Local - should know and remember.  The next time you are criticized for the way you voted - never, ever apologize.

Sit back relax and learn ...

Dean Rusk - President Kennedy's Secretary of State - was in France in the early 60's when President Charles DeGaulle made the decision to pull France out of NATO.  President {Former General} DeGaulle said to Mr. Rusk he wanted all US military out of France as soon as possible.

Mr. Rusk looked him straight in the eyes and responded,  "Does that include those who are buried here as well?"

DeGaulle never responded to Dean Rusk.

You could have heard a pin drop.

While in England, attending a large conference, Colin Powell, as the Secretary, was asked by the Archbishop of Canterbury if our plans {the American Plans} for Iraq were just another example of  'empire building' by George Bush.

Mr. Powell turned to the Arch Bishop and said,  "Over the years, the United States has sent many of  its finest young men and women into great peril to fight for others freedom beyond our borders.  The only amount of land the United States has ever asked for in return was enough to bury those that could not return."

You could have heard a pin drop.

At another European conference held in France a number of international engineers were in attendance. During one of the morning breaks, a French engineer came running back into the room saying,  "Have you heard the latest dumb stunt the American's are doing?  They are sending an aircraft carrier to Indonesia because of the tsunami.  What do they intend to do, bomb Indonesia?"

A Boeing Aircraft Corporation engineer who was in attendance spoke up and said:  "Every American aircraft carrier has three fully functioning hospitals on board that can treat several hundred people a day;  they are all nuclear powered and can supply unlimited emergency electrical power to critical facilities on shore; they each have three cafeterias with the capacity to feed 4,000 people three meals a day, they can produce 72,000 thousand gallons of fresh water from sea water each day, and they carry half a dozen helicopters which can be used to transport the injured and any victims to and from their flight deck. 

We Sir, have eleven such ships; said the Boeing Engineer,  how many does France have?"

You could have heard a pin drop.

A few years later a U.S. Navy Admiral attended a naval conference that included Admirals from the U.S., England, Canada, Australia and France. During an evening cocktail reception, the American Admiral found himself standing with a large group of officers. Everyone was chatting away in English as they sipped their drinks.

One of the French Admirals suddenly complained that, whereas Europeans learn many languages, Americans are content to only learn English.  He then asked,  "Why is it that we always have to speak English in these conferences rather than French?"

Without hesitating, the American Admiral replied, "Maybe it's because the Brit's, Canadians, Aussie's and Americans arranged it so you and your fellow countrymen wouldn't have to learn to speak German."

You could have heard a pin drop.

How heavy is a glass of water?

Most people would agree the weight of a glass of water doesn't really matter ... what does matter is how long one has to hold a glass of water. 

If one has to hold a glass of water for 30 seconds, its weight would not be a problem; however, if one has to hold a glass of water for an hour, the arm would begin to ache. And finally, if one had to hold a glass of water all day long, that person would probably have to see a doctor the following day.

Since the weight of water in the glass - in the above three examples - remained the same it was actually the length of time one had to hold the glass of water that made the difference.

The same is true for difficult decisions we have to make at work. It's not the level of difficulty that causes us problems - it's the length of time we carry around the thought of ... waiting for the "right time" to make our difficult decisions.

Learn to "make all difficult decisions as soon as you can."  Don't carry around the burden of having to make a difficult decision any longer than you have to.  Make your difficult and tough decisions quickly. 

And don't forget - when you leave a board or council meeting or a public hearing that didn't go as expected, learn to leave your disappointments, dissatisfactions and frustrations at the town hall, village center, city hall, courthouse or school administration building.  You can always pick them up tomorrow when you return to the office.  There's no need to bring them home and burden your family with the weight of the problems you experience on your job. 

Most Initiatives Fail Without Committment

One day a chicken awoke and ran over to the pen where the pig was still fast asleep.  “Mr. Pig, Mr. Pig,” cried the chicken. “Wake up, wake up.”

The pig yawned and quietly said, “Why did you wake me up so early?” 

The chicken replied “Today is a special day. Today is the farmer’s birthday.” Then the pig said, “What does that have to do with us?” “What does this have to do with us!" said the chicken?  I think we need to do something special for the farmer, like give him a present.”           

“A present! Why should we give the farmer a present?” the pig asked. "Look." the chicken replied.  “The farmer feeds us, shelters us, and takes care of us when we are sick. I think we owe it to him to give him a wonderful present.”

“And what exactly do you think we should give the farmer for his birthday present?” asked the pig. The chicken responded “I thought we could make him breakfast.” “Breakfast?” said the pig. “Yes,” the chicken replied. 

The pig timidly asked the chicken “What is it that you recommend we make the farmer for breakfast?” The chicken answered, “bacon and eggs.”

The pig slowly turned away and said, “Count me out, Mrs. Chicken.” “Why?” asked the chicken. “Well for you making breakfast will be easy; it will only require a very little amount of effort on your part -  just a little personal involvement.  However for me madam, it will require total commitment and quite frankly, I’m not ready to commit that much for the farmer.”

Thomas Edison's Light Bulb Test

Thomas Edison, the inventor of the incandescent bulb, was an incessant inventor.   When he needed to expand his staff, he  employed an unusual technique for interviewing the engineers for positions on his staff.  Every prospective  applicant who came in for an interview was handed a light bulb.  Edison then asked the engineer to determine the exact amount of water the bulb could hold.

Edison knew very well that there were two basic ways an applicant could determine the correct answer to his question.

The first, was to apply several engineering gauges and mathematical protractors to each of the complex angles of the glass bulb. Then, using a slide ruler and applying basic logarithmic formulas, the applicant could calculate the inside surface area of the light bulb which would allow him to determine the total volume of the glass bulb. This approach would take an experienced engineering applicant approximately twenty minutes to solve the answer.

The second method an applicant could use to find the answer was to remove the brass base from the bulb and then fill the bulb with water.   Once the bulb was filled with water, its contents could easily be poured into a measuring cup or laboratory beaker mug to determine the exact amount of water it could hold.   This method generally took less than two minutes.

Nearly all the engineers who used the first method to calculate the volume of water a light bulb could hold were politely thanked for their time and sent on their way. However, the applicants who used the second method were greeted warmly by Mr. Edison who asked, "When can you start?"

Why do Government Officials Make Dumb Decisions?

There was an international conference held in Paris a few years back and engineers from around the globe flew in to attend.  After morning-long seminars, they broke for lunch.  Upon walking out of the meeting rooms, they heard the Japanese coastline had been hit hard by a massive tsunami.

As the attendees funneled into a banquet room for lunch, they listened to the radio broadcasts.  It was announced that the President of the United States had authorized the deployment of two aircraft carriers to Japan.  Immediately, a few of the European engineers in line began to chuckle.   They said,  "How dumb is that?  The President of the United States is sending two aircraft carriers to Japan.  What does he intend to do, bomb the Japanese?"

An engineer from the Boeing corporation who was behind them in line commented, "An American aircraft carrier has three hospitals on board that can treat over five hundred people per day.  They are all nuclear powered so they can supply unlimited emergency electrical power to many facilities on shore.   They have three cafeterias with a capacity to feed up to 6,000 people three meals a day for up to 90 days without any need to resupply. 

He went on to say that they are also equipped with a sophisticated desalination system that can produce 40,000 gallons of fresh water from seawater each day.  Finally, he pointed out that all US carriers sail from port with a minimum of six helicopters on board.  Each helicopter can be used to transport victims to safety or any injured back to the ship for needed medical attention.

He then looked at the European engineers who scoffed at the dumb idea of the US President sending two aircraft carriers to Japan and said, "America has eleven such ships.  How many similar ships do your countries have?'

The European engineers stood silent.

The Secret of Success

One day, a young man went to the home of Socrates, the great Greek philosopher, and asked, "Sir, I have come to seek your wisdom.  Will you help me?" 

 

Socrates looked at the boy and replied, "How can I be of assistance?"

 

The boy responded, "I want to be a great success. Will you teach me all I need to know so I can be a great success?"

"Certainly, my son," replied Socrates.  "Walk with me."  Socrates began to walk and headed towards the sea.  Once on the sand, Socrates continued to walk straight into the water.  The young man followed.  When both were chest deep in the ocean, Socrates placed his hands on the young man's head and quickly forced it under the water. After about ten seconds, the young man fought his way to the surface and began to gasp for air.  Socrates released the boy’s head, turned and walked away.

The young man was appalled.  He had traveled a great distance to meet with this scholar whom he admired and respected and when he asked for his wisdom all he did was put his head under water.  Never again, vowed the young man, would he seek the advice of Socrates.

However, time as we know, has a way of healing wounds and after a week went by, the young man thought maybe he did something to upset Socrates.  So back he went to visit the scholar.  Again he beseeched Socrates to teach him all he needed to know so he could be a great success.

Socrates smiled and once again agreed. He asked the young man to follow him and again they walked toward the ocean. Just like before, Socrates walked in the water and, when the water was chest high, Socrates grabbed the young man by his head and pushed it under water.  This time, however, the young man was ready.  Before going under, he took a big gulp of air and held his breath for almost for thirty seconds before coming up gasping for air.  As he wiped the water from his eyes, he saw Socrates already on the shore walking away.

Now the young man was livid.  Twice he had approached Socrates for the knowledge he needed to become a great success and twice Socrates took him to the ocean and put his head under water.  Never ever again would he be insulted and humiliated like this.

Well, thirty days passed and the young man had time to reflect. He truly wanted to be a success.  Socrates had the wisdom he needed so he decided to go one final time to see the scholar.  Upon arriving at Socrates’ home, he rapped on the door.  When Socrates appeared, the young man said, "I hope you remember me?" 

 

Socrates flashed a big smile and said, "I do.  You are the young man who wants to be a great success."

 

The young man once again asked Socrates, "Will you please teach me all I need to know and all I need to learn to be a success?" 

 

Socrates nodded and said, "Absolutely."  Then he started walking toward the ocean with the young man following in step.

This time the young man was well prepared.  As soon as Socrates grabbed his head, he took a deep swallow of air, relaxed and was able to hold his breath underwater for almost two minutes. When he finally surfaced for air, Socrates had already walked away.

Furious the young man ran after Socrates.  When he was a few feet from Socrates he shouted, "Socrates, why is it every time I come to you and ask for your help to gain the wisdom and the knowledge on how to be a great success, all you do is take me out in the water and dunk my head?"

Socrates turned around, faced the young man, and said, "Son, I have tried three times now to teach you the secret of being a great success. The secret is simple: When you want to succeed as much as you want to breathe, you will be a great success."

If you liked this story will you let me know?

View more great stories at:

www.gabesfacinatingstories.blogspot.com

The Canoe Race

A Chinese corporation challenged its American competitor to a canoe race.  The challenge was simple:  Each company would form a canoe racing team and the teams would race 'three miles' down the Mississippi.  Without hesitation, the American firm accepted the challenge.

The American company assembled its canoe racing team which it titled the CRT.  The CRT practiced three hours every day.  When race day arrived, the Chinese team won by almost a mile.  Feeling sorry for its American competitor, the Chinese executives offered to host a rematch in one year. The American firm readily accepted the new  challenge.

Word spread quickly throughout the American company that their CRT loss the race and every American employee was stunned.  Worse yet, morale within the company began to sag.  Senior executives were adamant to determine why their CRT suffered such a crushing defeat.

 

A special committee, the Canoe Racing Fact Finding Committee or CRFFC was created and given two responsibilities:

    1) Determine the cause for the CRT's loss, and

    2) Recommend strategies for next year's CRT.

The CRFFC got right to work.  After an exhaustive investigation, it concluded the primary reason the CRT lost was because the Chinese team had seven people paddling and one person steering, whereas their CRT had only one person paddling and seven people trying to steer.

The CRFFC made the following recommendations:

First, The CRT needed to be restructured. The CRFFC suggested a position of 'Director of Canoeing' or DC be created.  The DC would be the sole person responsible for how the canoe was steered.  Since this was a such a critical position the CRFFC suggested the Director be assigned two deputy Directors called D/DC's; one D/DC would develop canoe steering procedures and the other D/DC would implement effective steering policies.

Second, to ensure every steering direction given by the DC was clearly understood, the CFFC recommended four Canoe Area Steering Managers or CASM's be hired.  The CASM's would sit in critical areas of the canoe and relay the DC's steering directions.

Third, the CRFFC recommended firing the current canoe paddler and hiring a new paddling team.  The new paddling team would be big, strong and possess great canoe skills.  The new Canoe Paddling Team would be called the CPT. 

Fourth, the CRFFC recommended a special compensation for the CPT.  The CRFFC believed the CPT should be compensated based on merit - meaning if  the CPT won the race, the CPT would receive a substantial bonus.  The CRFFC believed a bonus incentive would ensure the CPT paddled harder.  The CRFFC suggested this new  compensation system be called the "Canoe Paddling Performance Compensation System"  or CPPCS for short.  

Fifth, the CFFC felt the CPT should attend all CRT meetings.  Having the DC, his D/DC's  and the CASM's along with the CPT in the meetings would ensure everyone had input on the CRT strategies.  

Sixth, to keep the CPT motivated during the year the CRFFC asked the Human Resources Department (HRD) to develop an employee slogan such as "Quality Canoeing Wins Races."  HRD ordered Quality Canoeing Wins Races lapel pins, pens, coffee mugs, bumper stickers, signs, and memo pads, etc.,  which were distributed to all company employees.  

As the year progressed, the CPT, DC, D/DC's and the CASM's practiced every day and held weekly staff meetings. HRD kept passing out the "Quality Canoeing Wins Races" incentives.  Soon the second race day arrived and this time the Chinese company won by almost two miles.

Furious over this second loss, senior management decided to:

   1)  Terminate the CPT, the DC, the D/DC and the CSAM's

        citing failure to achieve objectives;

   2)  Cancel all future CRT investments and expenditures;

   3)  Sell the all the CRT equipment including canoe,

        paddles, life preservers and trailer.

Senior executives did, however, feel the establishment of the CRT was a bold, forward thinking endeavor.  To thank all employees who sat on the CFFRC for their hard work and for displaying such initiative and exerting great creativity, senior executives decided to reward them all with a sizable year-end bonus.  

The Mayonnaise Jar & Two Cans of Beer

A professor of philosophy at a major university stood before his new freshman class and, without saying a word, he picked up a large, empty mayonnaise jar and filled it with golf balls.  He set the jar down and asked the students in his class if the jar was full.  All the students agreed it was.

The professor then picked up a plastic container full of small pebbles and tipped it over the jar, shaking it lightly.  The pebbles all rolled down into the open spaces between the golf balls.  He then asked his class again if the jar was full. Unanimously, they all agreed it was.

Next the professor picked up a large canvas sack containing fine white beach sand which he poured over the jar.  The sand immediately filled up every void between the golf balls and the pebbles.  Once again, he asked his class if the jar was full.  Again all the students responded with a unanimous "yes".

Finally, the professor popped the tops on two cans of beer and  poured the entire contents of the two beer cans into the jar.  The students were all amazed and began to laugh.  After their laughs subsided, the professor said, "I want you
to think of a jar as your life.  The golf balls represent the important things in your life - your family, your children, your health, your friends and your favorite passions.  Should everything else in your life be lost and only these remain, your life would still be full."

"The pebbles, on the other hand, are the other things that matter to you like your job, your house and your car.  Finally, the sand represents everything else, all the small stuff you have in your life."

Now understand if the sand had been poured into the jar first, there would not have been room for any pebbles or golf balls.  The same is true with your life.  If you spend all your time and energy on the small stuff, you will never have room for things that are really important.  So always, always pay attention to the important things - those things that are critical to your happiness.  Remember, there will always be time to clean the house and fix the disposal.  Take care of the golf balls first- then set your priorities."

A student in the back of the room raised her hand and shouted out, "Professor, you never told us what the beer represented."  

 

The professor smiled and said, "I'm glad you asked.  The beer just represents that no matter how full your life may seem, if you have set your priorities, there will always be room for a couple of beers with a good friend."