The Four Freedoms: Leadership in Times of Crisis

 

Standing Up for Fundamental Freedoms

We as leaders must take a stand—there are “four freedoms” that we need to advocate for and activate in our communities today.

Reflecting on Leadership and Responsibility

For more than 16 years and in over 300 essays, my focus has been to share lessons of leadership and life. stories, insights and experiences intended to provoke thoughtful ideas and approaches, primarily within a business and professional context. As political divisions in our country have deepened, I have tried to avoid fueling partisan conflict, instead seeking a voice that can resonate with a broad audience and offer lessons that are helpful and productive across the political spectrum. On rare occasions, such as the day after the insurrection at the Capitol on January 6, 2021 (https://fylegacy.blogspot.com/2021/01/a-message-at-troubled-moment-in-our.html), I have addressed specific civic and political events directly. Today, I am compelled to do so again, deeply angered and appalled by the recent murders of Renée Good and Alex Pretti in Minneapolis.

The Impact and Obligation of Leadership

I have always emphasized that leadership is difficult, important, and deeply consequential. Leaders shape organizations, industries, and entire communities. At this moment, certain leaders in our Federal Government are taking actions that threaten and destroy these constituencies, endangering citizens and communities. Compounding this, propaganda from the same federal offices spreads falsehoods about events in Minneapolis, contradicting clear video and eyewitness evidence, and misrepresenting the victims’ backgrounds and character. Power does not grant truth—just because a leader claims something, it does not make it so.

Business Leaders Call for Change

Over the past weekend, the Minnesota Chamber of Commerce released an open letter signed by more than 60 CEO's in Minnesota - including 3M, Target, Best Buy, and United Healthcare - stating that  "we are calling for an immediate deescalation of tensions and for state, local and federal officials to work together to find real solutions.”(https://www.mnchamber.com/blog/open-letter-more-60-ceos-minnesota-based-companies) I stand with these leaders, and I urge others to recognize the gravity of this situation and “stand up” as well.

Finding Inspiration in History: The Four Freedoms

In the midst of the current crisis unfolding across our country, and most acutely in Minnesota, I look back to our shared history for inspiration. Franklin Delano Roosevelt, a federal leader during a time of immense challenge, delivered his famous “State of the Union” speech to Congress on January 6, 1941—a date coincidentally echoed in our own troubled times. Roosevelt’s speech, delivered as the world was engulfed in war, concluded with his vision that the world should be “founded upon four essential human freedoms.” (https://www.archives.gov/milestone-documents/president-franklin-roosevelts-annual-message-to-congress#page-header)

• The first is freedom of speech and expression—everywhere in the world.
• The second is freedom of every person to worship God in his own way—everywhere in the world.
• The third is freedom from want—which, translated into world terms, means economic understandings which will secure to every nation a healthy peacetime life for its inhabitants—everywhere in the world.
• The fourth is freedom from fear—which, translated into world terms, means a world-wide reduction of armaments so thorough that no nation will be in a position to commit an act of physical aggression against any neighbor—anywhere in the world.

Applying the Four Freedoms Today

While Roosevelt’s message was delivered at a time of global war and focused on combating fascist, autocratic regimes, I believe that, as leaders today, it is our duty to bring these four ideals to life in our own communities.

• We live at a time when individuals here at home, in our communities, do not have the freedom of speech and expression guaranteed by the First Amendment of our Constitution.
• We live at a time when individuals, communities, and congregations here at home do not have the freedom and support to worship God in their own way.
• We live at a time when “Freedom from Want” and the ability to live a healthy, peaceful life seems like an unfulfilled promise, even in the world’s wealthiest country.
• We live at a time when “Freedom from Fear” feels like a distant ideal, for citizens, immigrants, and refugees alike.

A Call to Action for Leaders

There is much work to be done to make these “Four Freedoms” a reality in our communities in 2026. As leaders, I encourage each of us to stand up, speak out, and let our voices and actions be seen and heard by our teams. Stand together with the 60+ CEOs in Minnesota and with leaders across the nation who are calling for an end to violence and the restoration of our constitutional freedoms.

Postscript: Supporting the Minneapolis/St. Paul Community

I am fortunate to have close friends who call Minneapolis/St. Paul home. Over the weekend, I reached out to share my concern, anguish, and support, and asked how I could help from afar. One of my closest friends suggested donating to Neighborhood House St. Paul, an organization that has been helping immigrants and refugees in St. Paul for 128 years. I have made a donation and am sharing the link to their website so readers of this essay can help as well. (https://neighborhoodhousemn.org)

Executional Excellence Never Goes Out of Style

Reflections on Why Execution Still Matters Today

 

The idea that “execution matters” has been foundational throughout my decades-long career and, if anything, is more important today than ever. When I started my business journey over 40 years ago, my first role was as a Marketing Assistant for Kimberly-Clark. My assignment? Sales training and managing my own “sales district” of grocery and drug stores carrying K-C’s brands. Every day, I’d visit 6-7 stores along my key routes. In those pre-digital days—before cell phones, personal computers, or the Internet—I would carefully jot down notes from each store visit, then complete an “After Action Report” (the famous “AAR”) after every stop. By Friday afternoons, I’d pull together my weekly expense report and compile a “weekly sales review”—a summary of all my AARs. I’d pop everything into a mailing envelope and send it off to my local district sales manager. This process and discipline were repeated daily, weekly, monthly—always with a laser focus on what was happening “in-store,” at the point of demand, and on what I could do to improve that reality. A recent stop at a local grocery store brought these early lessons flooding back to me.

Just last month, between Christmas and New Year’s, my daughter Marie and I were traveling in North Georgia and made a quick stop at an Ingle’s Grocery Store in Jasper to grab a coffee at Starbucks. The photos above are from that store visit, and I was blown away by how immaculately the end-aisle displays were set and stocked. Looking down the aisles, I noticed it wasn’t just the displays—the entire store was fully stocked and well merchandised. Keep in mind, this was during one of the busiest shopping periods of the year. To see a grocery store in such top shape was no small feat. It was a clear reminder that the team at Ingle’s—or maybe just that store—was committed to execution at the point of demand, and that it takes real work and discipline to maintain such standards.

Unfortunately, I often see great strategies, innovative ideas, and strong brand or product plans fall short of their potential. Why? Because that “last mile” (or, sometimes, the last few feet or even inches) is either overlooked or assumed. Even the best ideas don’t mean much if customers can’t find them in-store or online when they’re ready to buy.

This truth has been reinforced for me several times in just the past few days. A good friend recently launched a fantastic new product, meant to be featured with four facings in a specific location in every local grocery store in Atlanta. I visited four of those stores, expecting to see 16 facings in total, but instead found only one facing in just one store—far off the target! I snapped photos and texted my notes from each store visit, channeling my old “AAR” habit. While my friend was understandably frustrated, he appreciated the honest feedback and jumped in to fix the executional gap. Execution at the point of demand truly matters!

In another example this week, a CEO I work closely with shared that he spends every Thursday “walking stores” in person—wherever he happens to be. It’s his weekly discipline to step away from the computer and Zoom calls to physically see how his products are displayed, assess competitive activity, and observe retailer dynamics. This personal commitment not only helps him stay connected to the in-store reality but also sets a powerful example for the entire company: execution matters, and what happens in-store is a top priority.

Whatever your industry or role, I encourage you to pause and reflect on how you’re executing at the point of demand. Are you and your team taking the right actions to drive executional excellence—every day, every set, every store?