View allAll Photos Tagged Humility
Photos by Miller Taylor.
April 2015 CreativeMornings/Raleigh event (global theme: Humility) with guest speakers Mike and Megan Gilger, husband and wife creative team behind Wild Measure studio and The Fresh Exchange blog.
In 2009, Megan and Mike began their lifestyle and design blog, The Fresh Exchange Today, the blog reaches over a half million people everyday, inspiring creators of all kinds to pursue their dreams and live a beautiful and intentional life. The creative couple works together to create original content through photo, video, editorial writing, aesthetic curation, and social media. With a simple, natural, and organic nature to their content, Megan and Mike have had the opportunity to work with brands such as Smartwater, Bing, Gap, Madewell, Bota Box, Levi’s, Feedly, Kinfolk Magazine, Over, Warby Parker, Tuft & Needle, Shinola, and many others.
Special thanks to our host CAM Raleigh and sponsors CompostNow, Counter Culture Coffee, who generously provided us with complimentary coffee, Yellow Dog Bread Company, who provided the tasty breakfast snacks, and Raleigh Raw , who provided the healthy, cold-pressed juice.
At sunset, 3 friends gathered for a fast-breaking meal, known as iftar! These friends have thought me about the joys of Ramadan, and how it brings people together! Each of us unique in our very own special way, we bond, sharing each other's cultures and celebrating each other's joys.
HUMILITY (mosaic tile motivational art at Alexander Muir/Gladstone Ave Junior and Senior Public School)
An Example Of Humility
Scriptures: John 13:1-17
"Then He poured water into the basin, and began to wash the disciples' feet and to wipe them with the towel with which He was girded." (v.5)
Sometimes we need a wake-up call that opens our eyes so we can see who we truly are. And watching someone else do what we should have done can be a most effective eye-opener. When Jesus started washing the disciples’ feet, they must have felt an instant sense of uneasiness, especially after their recent discussions about which of them was the greatest (Mark 9:34-35).
As we noted earlier, foot washing was the task of the lowest slave in the household. But since Jesus and His disciples were eating in a borrowed room, there was no slave posted at the door. All the disciples considered this job beneath them, so everyone’s feet remained filthy until Jesus, the King of Kings and Lord of Lords, humbled Himself to serve those who should have served Him. After three years of teaching and modeling humility to His disciples, Jesus finally got their attention with a towel and a bowl.
I can imagine how the disciples felt, because I remember the time a friend came to my office, wanting to wash my feet. I immediately protested, but he dropped to his knees and proceeded to take off my socks and shoes and wash my feet. He did it as an act of humble service, but I felt humiliated because in the process, I saw something in me that I didn’t like—ugly pride.
If we want to follow in Jesus’ footsteps of humility, we must do an honest self-evaluation by asking the Lord to reveal any sinful attitudes hiding in our heart. The purpose is not to make us feel worthless but to give us a yearning to become more like Christ.
_____
Dr. Charles Stanley
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
Humility....
Tewkesbury Abbey Consecrated 1121AD
She politely whispered to me 'I don't see why you should have to pay to take a photo':-)
If there is any advice Col. Kirk Gibbs can give to his successor, it is this: Lead with honor and humility.
As Gibbs, U.S. Army Corps of Engineers Los Angeles District’s 61st commander, prepares to relinquish command of the LA District July 19 to Col. Aaron Barta, he offered up some advice and reflected on the past three years as the leader of one of the largest Corps districts in the country.
There are many things Gibbs said he is proud of when it comes to the LA District, but three things stand out: the District being recognized two years in a row as a "Best Place to Work" in the Corps; completing Weed Army Hospital at Fort Irwin, California – the Department of Defense’s only Leadership in Energy and Environmental Design-Platinum, carbon-neutral, net-zero certifiable hospital – on time and within budget; and the one-on-one time he was able to spend with employees in the District.
It is the people Gibbs said he will miss the most – the employees and the District’s close partners across the four-state area.
“I have never focused on relationships like I have here in this District, and I sincerely believe it is part of the District's culture,” he said. “When projects are tough, the close relationships get us through those challenges and ultimately deliver the program.”
During his time with the LA District, Gibbs has overseen a multimillion-dollar program that provides engineering, construction, planning, contracting, real estate, emergency operations, environmental and regulatory services to military, federal, state and local governments across a 226,000-square-mile area of Southern California, Nevada, Arizona and Utah. That also includes leading about 750 military and civilian personnel with a wide array of expertise.
But leading people is nothing new to Gibbs, who has served for more than 24 years as an active-duty Soldier, leading both military and civilian personnel.
“Each person is different, and I have learned that good leaders get to know each person individually and then lead them in a way that brings out the best in that employee,” he said.
Providing priorities and a solid intent on the District’s missions, particularly disaster response operations, helps employees stay focused on what’s really important, he said.
Gibbs will now serve as the chief of staff at the Corps’ headquarters in Washington, D.C. There, he said, he hopes to be an advocate for all of the Corps’ districts nationwide.
“I feel that this District and the great people are responsible for giving me the incredible opportunity of being the Corps’ chief of staff,” he said. “The people have taught me so much, and I will take that with me to make a positive impact on the Corps’ enterprise and help our Districts deliver our programs in civil works, military, Interagency and International Services, real estate and regulatory.”
Gibbs knows how the importance of mentors and having a good support system have played in shaping his career, and he credits his parents with instilling in him respect for others; his wife, Kim, who taught him to endure all challenges, no matter how great, with grace and dignity; and his former chief of staff – Col. Steve Hill – for giving him tough jobs to prepare him for success.
“(Hill) gave me tough jobs that I thought he could have done at the time, but as I look back, the toughest assignments he gave me in that civilian organization at the Corps headquarters prepared me for District command and enabled me to achieve the goal of commanding at the battalion, brigade and District levels,” he said. “I also remember he told me I would be a chief of staff for the Corps one day. He was preparing me for that. I didn't believe him, but that is my next job.”
And, as for additional advice he can share with Barta, Gibbs provided these words of wisdom:
- Be prepared to change leadership style when leading a District of professional civilians. Don't lead them in the same way as Soldiers;
- Engage with people and get around to see them across the District's entire area of operation. Don't sit behind a desk;
- Study hard initially and learn the policies, processes and programs. “You will never be the expert, but you must prepare yourself to make effective decisions as quickly as possible”;
- Always provide a commander's intent and an end state. The civilian workforce appreciates that; and, lastly,
- Lead with honor and humility. “It isn't about you. It is about the District's people and our vital mission.”
As for the future of the LA District, Gibbs said he hopes future leaders continue to change the culture to an organization that is more risk tolerant in streamlining processes and moving projects forward; deliver the Department of Veterans Affairs and Customs and Border Protection programs phenomenally – on time, within budget and to the highest quality; and to remain a "Best Place to Work" in order to retain and recruit talent to the high-cost living area of Southern California.
“I want the District to do what it always does and ‘knock those programs out of the park,’” he said.
(Agatha Christie)
I believe poise, and savoir faire are best acquired this way, the hard way, because it also brings the humility that makes a person compassionate. Without compassion, beauty is.. obnoxious..
This is an immature (fledgling) male cardinal. His brilliant red feathers are coming in, but in patches and splotches. But soon he will be a gorgeous crimson gem flashing in the trees.. which is of course, a blessing and a curse.
April 24, 2015: Featuring Troy Hitch of Barefoot Proximity
At Barefoot Proximity/BBDO Troy leads innovation across the people, the process and the product. He also serves as a founding member of the Proximity Worldwide Creative Council. He's the creator of the breakthrough transmedia hit You Suck At Photoshop which has generated over 100 million video views, was named one of Time Magazine's Top 10 TV Episodes of 2008 and is the basis for Troy's distributed storytelling methodology. Troy is a passionate advocate for the innovation of storytelling in digital media and he has been a featured speaker at many industry conferences including Macworld, The New York Television Festival and ROFLcon. His work has been recognized by The Washington Post, The LA Times, Advertising Age, Wired and NPR.
Our Partners
Hosted by the Cincinnati Art Museum.
Photography by Joel Roewer
Video Production by Josh Emerson
The room where Ronald Reagan was born in Tampico, Illinois on February 6, 1911. He was born on the second floor of a two story walk up over a bakery.
The main entrance to the Basilica of the Nativity. You must bow low to enter through the Door of Humility.
At the African Burial Ground National Monument, located at the corners of Duane and Elk Streets in lower Manhattan, New York.
Frustrations mount in my present physical condition.
Foot & ankle in a cast = limited mobility, slow, strenuous, potentially dangerous.
In-cast-erated comes to mind,
Moderately dependent follows,
Temporarily banned from sporting activity quickly ensues.
Lack of physical pursuits strikes me most
As a large part of me thrives
On the sheer thrill of challenging my athletic ability,
Stressing the fibers, stretching the ligaments, forcing the speed,
Riding the accomplishment wave that a good run provides,
Or the suicidal high that a rock-littered mountain bike trail presents.
Instead, my crutches are confronted by the nightmare that a staircase becomes,
My right leg weighed down by the unfair shift in load bestowed upon it,
My arms strain to swing my frame in an unfamiliar now repetitive motion,
My mind cringes at the work it takes to shower.............
Stand in the tub on one leg while the other hangs lazily,
Cast encased in a protective rain sleeve….protection from possible mold and unpleasant smell.
My state of mind = disheartened……….
………..but encouraged by the shallow reality of my circumstance:
Down but not broken; Slow but not static. Temporary but not permanent. Embarrassing, but common.
LUCKY but not ILL-FATED. HEALING but not INCURABLE. BLESSED but not ABANDONED.
It may be hard, but not impossible.
It could have been deeper……could have been worse…..
What is two weeks of temporary frustration?
Compared to a lifetime of mobility loss that others less fortunate experience?
I think of what my mother would say at my annoyance: “Be thankful. Be humbled. Be less-dramatic. Overcome.”
I’m in it for the short haul. I’m a few weeks from 100% mobile again.
I’m capable of appreciation, open to positive thinking, and surrounded by meaningful motivation.
These crutches are tools necessary to this sport called physical healing,
Just like a bat is necessary to baseball or a board to surfing.
I am more humble. More understanding. More conscious to the fact that this is nothing.
This too shall pass.
Humility = Insignificance. Practice makes perfect.
I've met no one who gave their self away as much as Ed. Here is an epic human being who died in obscurity. His food was loved in the White House and in shelters for hobos. Ed taught me that love is what you do regardless of how you feel. Love is merciful and full of humility. It honors the needs of anyone you come in contact with. Personal comfort and safety is not a place where love prospers. Love is its own shelter and it gives no great concern for mortality but rather it causes the soul to exceed it's mortal boundaries.
While on a tour of Cartagena, Colombia with Dora (the Explorer) de Zubiria my wife pointed out a Masonic Lodge we were passing. Sadly time did not allow for a more in-depth visit.
We admire the humility of the poor...their simplicity of smiling like we were children...so full of joy and gladness...for their happiness is based not on material things they own...but on the friendship, family love and community love they have for one another...
Sensitive Issues
"Therefore, as God’s chosen people, holy and dearly loved,
clothe yourselves with compassion, kindness, humility,
gentleness and patience." Colossians 3:12 (NIV)
Humans are tender creatures. All of us are. Even though many times we pretend things don’t bother us, many things really do. I remember a situation that began with a phone call late one night from a frantic wife. She called us for help because she and her husband were having a terrible fight and he was packing to leave.
When we arrived at their home, it was chaotic. She was in the living room with the children. They were all very upset and crying. He was in the garage loading his car to leave. Karen tried to comfort her and I talked to him in the garage.
Here is the short version. The husband was the type of person who hid his personal pain beneath a tough exterior. The more hurt and afraid he felt, the more dominant and intimidating he acted. He’d found out weeks earlier that his wife had some physical problems that were pretty serious. He was concerned and told her to go to the doctor. She didn’t. Every time he reminded her she would just brush him off.
On the night of the fight, he became very dominant and forceful with her about another issue. However, what was really bothering him was the thought that she might die. He cherished her and couldn’t stand the thought that her medical problems might be terminal. His fears took over and emotions got out of control.
As we sat with them and talked things out, she watched him sob uncontrollably as he talked about how much he loved her and how afraid he was something might happen to her. She admitted that the reason she didn’t go to the doctor was because the possible cost. As you can see, both were bothered by something and both of their concerns were valid. However, because they didn’t honestly discuss their feelings, the situation nearly ended in tragedy.
I’ve learned over the years that everything matters. Because of that, I am honest about my feelings and sensitive to Karen’s. I realize that when I’m bothered by something Karen says or does, there is usually more to her behavior.
Rather than reacting to what she says, I’ve learned to pursue what is going on with her on a deeper level. On many occasions, this has kept me from reacting with rejection, withdrawal or verbal aggression. It has also caused me to deeply respect the sensitivity of Karen’s heart and my own as well.
Talk It Out | What underlying issues in your relationship are you reluctant to bring to the surface and talk about? This would be a good time to begin a conversation about sensitive issues that really matter and allow your spouse to see it from your perspective.
Walk It Out | Call your spouse at an unexpected time this week, just to say, “I’m thinking of you.” God bless
O God, please help all family members to honor one another.
That we may learn to encourage one another by affirming each other’s goodness.
That we may learn to know from others how we can improve more in Holy Virtues of Love.
Please give us the grace to be mindful of our words.
That we may continue to be in the Holy Presence of God.
Always speaking Words of Wisdom in the Spirit of Gratefulness and thankfulness.
These that our Spirit may be enkindled more to do good deeds,
Through the affirmation of our family of our Heart’s Goodness.
Never to put down or discourage,
But that confidence to be a more loving person may reign in the family.
These that we also learn to know ourselves through the eyes of others.
And with Humility that we also be thankful to everyone’s good advice.
That The Holy Spirit of Peace and Respect may reign in all families forevermore!
Amen.
The main access to the Basilica is by the very small Door of Humility. Visitors must enter bending over, as if to a real cave. Originally the church had three entrances, two of which have been walled up. The present small entrance was made during the Ottoman era to prevent mounted horsemen from entering the Basilica. The doorway was reduced from an earlier Crusader doorway, the pointed arch of which can still be seen above the current door. The outline of the Justinian square entrance can also be seen above the door.