Leaders as culture creators

Every organization has a culture that is unique to it. That culture is a combination of the ethos its leaders bring, past history (and leadership), as well as the spoken and unspoken values of its constituency. When we label a congregations with terms like legalistic, grace-filled, warm, loving, hard to break in or conflict adverse, what we are describing is its culture.

In most cases, organizations will have a combination of culture to celebrate and pieces of their culture that are problematic. For instance, a congregation may be very loving and caring and at the same time be unable to resolve conflict well. The former is healthy culture, the latter is unhealthy.

One of the key roles that leaders play is that of being “culture creators.” Leaders don’t simply accept the current culture as what should be. Rather they think deeply about what parts of the culture of their organization are healthy and worthy of celebration and those parts of the culture that are unhealthy and need to be addressed. For instance, when I took leadership in my current role I found huge loyalty to the organization among its staff – a positive and helpful part of our culture. On the other hand, we did not have an ethos that invited honest, robust dialogue over issues – a weakness in our culture. We have therefore worked hard to create a culture where such dialogue is always encouraged as long as it is not a personal attack or contain a hidden agenda.

Leadership teams, whether church boards, staff or other senior teams would do well to white board the cultural traits of their organization and then divide the list into two parts, “healthy cultural traits” and “unhealthy cultural traits.” Then create a third column “preferred culture” and describe what you would really like to see. Then start working together to create that culture by taking specific steps that will start to reinforce the cultural traits you desire.

Often this will mean that leaders must change their own behaviors which contribute to both healthy and unhealthy culture. Defensive leaders, for instance, cannot create an open environment where healthy dialogue is the norm without finding ways to lower their defensive reactions which create barriers to robust dialogue. Leaders who don’t deliver on their promises are unlikely to create a results driven environment. Instead they send a message that execution does not really matter.

Good leaders don’t ignore the culture question. They are always watching and thinking about the organization’s culture, both the healthy and problematic. And, they are intentional in celebrating and reinforcing the healthy and modifying and dealing with the problematic. Changing your culture is not easy but it is critical for those organizations that desire to be all that they can be. The most powerful cultural clues to an organization are the commitments, attitudes and behaviors of their leaders. That fact alone ought to motivate us to think about culture – we create most of is for better or for worse.

It's in the instructions

I admit it. I don’t like to read instructions! I figure that if it isn’t intuitive enough to figure out without instructions it’s not well designed. It usually works, although never for television remotes I have discovered. For those, even the instructions don’t help!

Another place it does not work is in negotiating life without God’s instructions – Scripture. One of the greatest favors we can do to our congregations – or friends is to encourage people to simply read the Bible on a regular basis. I know congregations who actually do this together to encourage one another to develop the habit of being in the word regularly. Whenever people read His word, God meets them there. So simple, so powerful!

In the Middle Ages, the Bible was inaccessible to most people. Illiteracy was high, and the Scriptures, where they existed were usually in Latin. People were at the mercy of what the priests told them about the word. Ironically, with all our translations today, the Bible is accessible to most of us but is simply neglected by many – thinking that they can negotiate life through second hand knowledge – what they pick up at church services or in their small group.  

Spiritual transformation is on the minds of many of us today. Foundational to all such transformation is a personal knowledge of God’s word to us. First hand, not second hand! One of the greatest favors we can do to the people of our congregations is to find creative ways to get them into Scripture. So simple but so basic.

Pray for God's people in Egypt

The world is watching with fascination the turmoil in Egypt. As believers we need to be praying for our fellow believers in Egypt who will be impacted by whatever outcome there is. Many do not realize that there is a vibrant evangelical community in Egypt that works closely together for the evangelization of the nation. While the ministry context there is difficult – especially in evangelism of Muslims, the church exists legally and has enjoyed protections that are often absent in the Middle East.

Many Christians (evangelicals, Catholic and Coptic) fear that instability in the nation could give the Muslim Brotherhood the opportunity to seize power and move the nation toward an Islamic state. If that were to happen, the Christian community in Egypt would come under severe pressure, lose the protections it has enjoyed and face significant persecution. In addition, instability gives radical Muslims the opportunity to persecute believers with impunity.

Here is something to think about. The west, particularly the United States, has made “democracy” one of its highest goals for nations around the world. The problem with that goal is that in many places in our world, the majority does not protect the rights of the minority. For instance, India is the world’s largest democracy but the rights of believers are often violated. Ironically, under Saddam, the church was protected in Iraq. Under the current “democracy” believers have been killed, churches closed and believers by the tens of thousands driven out of the country.

The Apostle Paul encouraged us to pray for peace and stability so that the church could flourish. We don’t know what will happen in Egypt but we do know that we have a responsibility to pray for our brothers and sisters there and for a context where the church can have an impact on society.

One of my Christian friends in Egypt wrote this yesterday. “All in all we are strengthened and encouraged by the Lord and we know that He is in control of it all and nothing passes His eyesight. We believe the future of Egypt is being shaped and molded for a nationwide movement for the spread of the Gospel.”

The events of history are not as random as they often appear. Paul indicated this in Acts 17:26-27 where he says that God uses all the events of our world to build His church and bring people to Himself. Let’s pray that His purposes for the church in Egypt will be fulfilled at this time in their history.

Who are you investing in?

Generous living is not only about money and possessions. Generous leaders are leaders who regularly mentor and develop other leaders – especially the next generation who will be taking our place.

I think back to my early years in the pastorate where I walked through some very deep waters. I wish that there had been an older leader who would have come alongside to provide encouragement and council. It was lonely! One of my great privileges is to come alongside some of the next generation of pastors and leaders as they walk through similar challenges. This is exactly what the Apostle Paul did with Timothy and Titus as Barnabas had done for him.

We often think of legacy as what we will accomplish in this life. I think that is only one piece of the equation. I can multiply my influence and legacy by faithfully building into others, sharing lessons learned, providing perspective and hopefully helping others not to pay the dumb tax I paid along the way. Our greatest impact will not usually be what we did but the people we invested in who carried the torch further and deeper than we ever could.

The catch is that this investment in others will usually never be publicly seen. It is a quiet, behind the scenes ministry but for those who are motivated by maximizing their influence for Christ it hugely multiplies that influence. Those looking for accolades won't find it here. Those who build into others out of a humble spirit will find much joy in equipping others. 

All of us can come alongside others to encourage and provide perspective and council. I really believe that once we hit fifty (yes I have done that) one of our highest priorities is to come alongside the next generation of leaders and help them become all they can be. It is no longer about us (actually never was) but about those who are coming behind us. It is an opportunity to generously give away what we have learned and to equip the next generation to take leadership and kingdom impact to a higher level than we did or could. It is one of the best investments we can ever make.

From Leader to Partner in Global Missions

One of the most profound and healthiest shifts in the mission world today is the shift from western missionaries being the leader to being a partner. This shift comes in part from the changing nature of missions with potential local partners being found almost everywhere in the world. But it also signals a shift toward greater kingdom thinking and maturity away from the model of colonial power and paternalism to fellow colleagues in ministry.

There is a good reason that many traditional mission agencies have changed their names. Ours went from the Evangelical Free Church of America International Mission to ReachGlobal. Now our friends and partners are not joining an American mission but a family of ReachGlobal partners. The name change sent a powerful message to our global friends that it was “us together” and in some cases they formed their own local brand to cooperate with the larger brand. So, ReachAfrica was born as an indigenous sending agency to cooperate with ReachGlobal. Many mission name changes actually reflect more profound philosophical shifts from leader to partner.

As partners, western missionaries no longer unilaterally make ministry decisions but seek to build a local team that together decides strategy. Their team may be made up of themselves and local believers and it also may include missionaries from other parts of the world so that it is “all people” reaching “all people.” The emphasis though is on working with local believers (partners) to determine the needs and the specific role that missionaries from the west can fulfill in helping their partners multiply healthy churches, do evangelism and leadership training. In many places, our role today is equipping, coaching, mentoring and training of partners and true “co laborers” for the harvest.

Another key role is one that we have had significant experience in – the sending of missionaries. This is one of the amazing legacies of the church in the west over the past several hundred years and that passion for reaching the world needs to be passed on to every Christian movement everywhere. It is thrilling to see movements in the majority world taking up the mantle of missions themselves and it is an indication of their growing maturity because no movement is mature without sending their own. Because we have long experience in sending, we can encourage, mentor, train and facilitate the sending missionaries by our global partners. True leverage takes place when those we serve become mission sending movements themselves.

This new role also entails a new skill set for missionaries. They are no longer primarily individual producers “doing” things but are now increasingly coaches of others, developers of others, and focusing on developing, empowering and releasing healthy, missional local leaders who can in the end do what they do better than we can. This is moving from the front to the back in the sense that we are not the leaders but those who raise up local leaders, stand behind them and partner with them. This role is no different than the role spelled out in Ephesians 4:12 where God gave leaders to the church to equip the people for works of ministry. Nor is it different than what we want from staff in the local church – not to do ministry for us but to raise up people who are also passionate about that ministry, build teams and multiply ourselves.

This requires a new posture of humility on the part of those who go today. We go to serve. We go as partners. We go to raise others up. We go to serve in many ways behind the scenes. Our job is truly to develop, empower and release others and to cheer them on. It is to raise up other leaders who will take ownership for missions in their city, region, country and continent. It is in the spirit of Christ who came, poured himself into the disciples and then at His ascension gave his ministry away to those whom he had trained. He multiplied himself through others as a servant leader.

A profound shift is taking place today in missions. Those agencies who understand and embrace this shift will see their influence broaden even as they move from leaders to partners.There have always been western missionaries who modeled this attitude but it has not always been the ethos of missions in the colonial or post colonial era. Agencies that take this ethos seriously will be the leading mission influencers in the future and will make the deepest impact.

Signs of a dysfunctional church board

It is an unfortunate truth that many church boards are dysfunctional. That lack of health makes board meetings difficult and leadership problematic. Here are some signs of a dysfunctional board.

Confidential discussions don’t stay in the board room. I recently met with a board over a particularly knotty problem they were dealing with (a personnel issue) and discovered that my comments had been passed on to the very one they were discussing. One of the most sacred rules for a board to operate is that confidential discussions are always kept in the board room. Once someone on your board starts to violate that sacred trust, the whole board is compromised because members will be unwilling to be candid because of the fact that their comments may become public domain. Board work 101 is confidentiality.

Issues are rehashed after they have been decided. When board members bring up issues that the board has already decided – wanting to rehash them – what they are really saying is “I don’t agree with the board’s decision and I am unwilling to agree to the board’s direction.” A key principle of board work is that board members must be willing to accept the decision of the board. If they cannot as a matter of conscience, they should leave the board. Needing to get one’s way (which is what this behavior is about) is destructive to healthy boards. Board members may say whatever they want inside the board room (with the exception of personal attacks or hidden agendas) but once a decision is made, they have the obligation to abide by it and support it publicly and privately.

Board meetings are conducted without a clear agenda. When there is not clarity over the agenda the board wanders and the loudest voices end up determining the discussion of the board – often bringing up matters that have more to do with personal agendas than church leadership issues. The board chair and the senior pastor should be crafting careful agendas around the big rocks of the ministry and then it is the boar chair’s job to ensure that the agenda is followed and rabbit trails are not followed.

Board members don’t police their own. Healthy boards have a board covenant of behavior – the rules by which they operate. They also are willing to deal with board members who violate the meeting commitments. This is not easy but it is necessary because it only takes one board member who violates accepted practices to kill the health of the board as a whole. I am constantly amazed at the behaviors that boards allow because they either have not clarified acceptable behavior or simply lack the courage to call board members on their behavior.

The Board does not have a clear and defined path for decision making. Many boards have a naive assumption that they all need to agree (unanimity) before a decision is made. What this actually does is to allow just one board member to hold the rest of the board hostage when they don’t agree. In other cases, the decision making process is simply “murky” and it is often not clear that a decision has been made that everyone needs to support. After adequate dialogue, boards need to make decisions by a majority vote, that decision needs to be recorded, everyone needs to be clear on the implications and must be willing to support it.

The board cannot make a tough decision that impacts the health of the church. There is often a naive assumption that it is possible to keep everyone in the church happy, to never ruffle the waters and to always assume that individuals in the congregation – even who display problematic behaviors – have the best interests of the church in mind. I have watched boards fail to deal with behaviors that are negatively impacting the church as whole in the name of “grace.” Paul did not counsel Timothy in the Pastoral Epistles to extend grace to everyone, especially those whose behavior caused division in the church! Actually he counseled just the opposite. There are times when boards need to make hard calls that not everyone will like or understand – for the health of the ministry they give leadership to. Not doing so when it is necessary is not grace but cowardice.

Dysfunctional boards create dysfunctional churches so the health of the board and the quality of their work matter – a lot.

Avoiding the impulsive trap

Wise leaders avoid the trap of acting impulsively – on the spur of the moment - out of emotion or anxiety. Rather, they train themselves to respond to people and situations with circumspection.

Think of the emails you have sent that you wish in retrospect you could take back. I’ve both sent my share and received my share where I ask the question, “What were they thinking when they sent that?” Words spoken, actions taken and emails sent cannot be taken back and those that are done impulsively are often those we wish we could take back.

Our own anxiety often plays into acting impulsively. When we are faced with a situation that makes us anxious, that anxiety pushes us to “fix the issue” quickly. A wiser course of action is to learn to control our anxiety, take time to think through the issue, seek wise counsel from others and wait until we can respond out of a thoughtful response in a measured rather than emotional manner. A good rule of thumb is that the higher our anxiety the more important it is to wait before responding.

In our anxiety to “fix” situations we often forget that time is our ally. Very few issues need to be confronted immediately. In fact, time provides perspective, gives us time to think and evaluate a wise response rather than an emotional response that has less wisdom but more emotion. Waiting takes discipline and self control and both are traits that good leaders nurture. 

Anxiety over situations ought to be a signal that we need  to wait, to think, to seek counsel if necessary but not to respond in the moment but out of circumspect thinking.

When leaders receive pushback

As leaders we have limited time, energy and leadership capital. We also have agendas for our team or organization that we believe is helpful and directionally sound which is what leaders by definition do. But not all of those agendas are equally important and some will face significant pushback. Knowing when to yield, when to wait and when to press on is an important trait of a healthy leader.

Pushback from your team (or board) can mean a number of different things. It can mean that they are not ready for your proposal and you need to do additional work to explain or prepare them. It can mean that there is something in your proposal that they are cautious of – which is a good thing to pay attention to as a leader. It may mean that you have not done a good enough job of explaining the benefits of the proposed direction.

When pushback comes the first key is not to react or go on the defensive. Both reactivity and defensiveness send a message that we are closed to dialogue, questions or analysis. And it indicates that getting our way is personal which is the wrong message to send. In fact, welcoming questions, concerns or dialogue and acknowledging their legitimacy brings those who raise them into the proposal in a positive way.

Honest dialogue around the idea you have put on the table – without defensiveness – often leads to additional shaping of your proposal that not only strengthens it but leads to the ownership of others who now also have a stake in the idea. Remember, you have had time to process the idea – they have not. You have put your stamp on the proposal, allowing them to do the same brings mutual ownership.

If after dialogue there is still not mutual ownership or consensus, it is often wise to suggest that the group take more time at a later date to discuss it and simply give it time. Middle and late adaptors need time to process, think and reflect before feeling good about a major decision. Giving it time also indicates that you are not going to “run over them” to achieve your wishes but desire the team or board to be with you in it. Whenever we try to force people to agree we lose leadership coinage because they feel violated and disempowered. Sometimes we simply need to wait until there is better understanding. Waiting is far better than dying on the wrong hill.

Leaders who must get their own way are usually poor leaders who lose the confidence of those they lead. Leaders who respect others, honor process and people in decision making and foster open dialogue along with a willingness to be flexible are wise leaders. Most foolish of all are leaders who in the face of pushback or caution from their board or team simply do what they want to do anyway. Every time that happens they lose significant leadership capital