During President Reagan’s 1988 farewell address, he invoked that now famous John Winthrop phrase about “a shining city upon a hill,” to symbolize how Reagan had always envisioned America’s purpose in the free world. It was an inspiring and beautifully delivered speech.
But Reagan’s vision seemed mostly concerned with the cultural and commercial aspects of that shining city, and not its leadership. National cultures and economies may evolve into a shining examples, but that rarely happens without good leadership, especially in government.
Though he had not taken office yet, it was actually President Elect John F. Kennedy (JFK) who first gave notoriety to Winthrop’s phrase “A shining city upon a hill” during JFK’s January 9, 1961, Address to the Commonwealth of Massachusetts. But Kennedy, who would soon assume the highest office in the land on January 20th, used the phrase to focus attention on those entrusted with public leadership.
But I have been guided by the standard John Winthrop set before his shipmates on the flagship Arbella three hundred and thirty-one years ago, as they, too, faced the task of building a new government on a perilous frontier.
“We must always consider,” he said, “that we shall be as a city upon a hill–the eyes of all people are upon us.”
Today the eyes of all people are truly upon us—and our governments, in every branch, at every level, national, state and local, must be as a city upon a hill—constructed and inhabited by men aware of their great trust and their great responsibilities.
For JFK public service was a noble profession, where citizens were entrusted to serve the public’s interests and uphold his or her oath to the Constitution and the founding ideals of this country. This was especially true of public servants elected to high office. For JFK those entrusted with power would ultimately be judged on how they used (or miss used) power—surely by God—but certainly by the great tribunal of History. JFK said History will judge a public leader by the answers to four questions—which I feel are still the best set of questions for judging any public leader, both then and most certainly now.
For of those to whom much is given, much is required. And when at some future date the high court of history sits in judgment on each one of us—recording whether in our brief span of service we fulfilled our responsibilities to the state—our success or failure, in whatever office we may hold, will be measured by the answers to four questions:
First, were we truly men of courage—with the courage to stand up to one’s enemies—and the courage to stand up, when necessary, to one’s associates—the courage to resist public pressure, as well as private greed?
Secondly, were we truly men of judgment—with perceptive judgment of the future as well as the past—of our own mistakes as well as the mistakes of others—with enough wisdom to know that we did not know, and enough candor to admit it?
Third, were we truly men of integrity—men who never ran out on either the principles in which they believed or the people who believed in them—men who believed in us—men whom neither financial gain nor political ambition could ever divert from the fulfillment of our sacred trust?
Finally, were we truly men of dedication—with an honor mortgaged to no single individual or group, and compromised by no private obligation or aim, but devoted solely to serving the public good and the national interest.
We know, as JFK did, that his 4 questions are an ideal. We know this because we’re human beings who regularly fall short, sin, and often fail to meet the high moral demands of the moment. It’s what we do. But JFK also knew we had to demand that our leaders strive for these high ideals….because that was what built and, more importantly, sustained that shining city upon a hill. The point, then and now, is that public leaders must have a social conscience and a sense of duty to others—and that we (and History) should judge our leaders by how honestly they have striven to meet the heavy demands of moral leadership.
Jeff Wills 