Have you ever fallen into the trap of thinking that "I would be happy if.....?" Maybe it is a new car, a new spouse, a new house, that nifty flatscreen TV or whatever. "I would be happy if..." robs us of happiness today and defines happiness by our circumstances, our possessions or some external factor in our lives when happiness can only come from the inside! As soon as our happiness is defined by external things we are robbed of the ability to live in happiness every day.
Relying on the external for the core joy and happiness of our lives is the reason so many people chase after stuff, experiences and even sin at the expense of a relationship with Jesus which is the true source of joy and happiness. "I would be happy if...." is an empty promise! As soon as one attains that thing that will supposedly make us happy, the goal line changes and we find another "I would be happy if...." When our joy and happiness comes from within (and from God) we have the real deal and no one can rob us of it.
Joyful living is a gift of the Holy Spirit (one of the fruits of the Spirit) and it is a choice that each of us make every day. As a gift of the Spirit it is available to us at any time, regardless of our circumstances. That does not mean we don't wish some things were different in our lives or hope they will be different someday. It does mean that we choose a posture of joy in whatever circumstances we find ourselves because we are intentionally walking with God and conscious of His provision, care, and love.
A key to joyful living is the fostering of an ongoing spirit of thanksgiving to God for all of His blessings. Numerous times in the New Testament or Psalms we are told to be people of thanks and to live with an attitude of thanks. "Thank you Jesus" ought to be the mantra of our days. The more thankful we are the more joy we possess because thankfulness leads to a joyful heart.
It is an irony that many of the most joyful and happy people I have met are those who have suffered the most. Their circumstances did not determine their joy, their relationship with God did. Any of you who have been in the presence of Joni Eareckson Tada know exactly what I mean. Joy radiates from her paraplegic body and her singing, smile and words of encouragement infect all around her. But she would be the first to tell you it is a daily choice and not always an easy one.
In the next 24 hours, simply live in a spirit of thanksgiving and see what it does for your happiness factor.
Tuesday, January 24, 2012
Sunday, January 22, 2012
Generosity by ministry personnel and missionaries
Ministry personnel - pastors, missionaries and others who work in ministries are often asking others to give generously to their ministries. In fact, they and their ministries are dependent on the gifts and generosity of others.
I have a belief that those who see their needs met are usually those who live a life of generosity themselves. That is because God responds to our generosity with His generosity. Paul indicates this in 2 Corinthians 9:6-9 "Remember this: Whoever sows sparingly will also reap sparingly, and whoever sows generously will also reap generously. Each of you should give what you have decided in your heart to give, not reluctantly or under compulsion, for God loves a cheerful giver. And God is able to bless you abundantly, so that in all things at all times, having all that you need, you will abound in every good work. As it is written: 'They have freely scattered their gifts to the poor: their righteousness endures forever.'"
I often want to ask missionaries who are raising support: How generous are you? I have met many Christian workers who say, "My time and energy are my generosity" as if financial generosity does not apply to them as well. I don't know why we in ministry should expect God to bless us with the financial needs we have if we ourselves are not living generous lives, financially and otherwise!
In fact, I believe that those in Christian work ought to be the very models of what it means to be generous - regardless of what they make. We of all people understand the theology of generosity that comes from a generous God who has made us heir to all of his riches and glory through redemption and salvation.
Pastors and missionaries may rationalize their lack of generosity with the fact that they make less than others. In fact, many people who are generous don't make a great deal of money. Rather, they have cultivated a lifestyle of generosity. I have often met with people over the years to thank them for their giving to ministry only to find out that they are people of very modest means who have chosen to give generously to God's work. Each time, I am deeply humbled by their commitment and joy of giving.
A life of generosity on all fronts reflects the gift of Jesus to us - He who gave up everything so that we could know Him. No matter how much or little we have, why would we not want to reflect in our lives the generosity that God showed to us and continues to shower on us?
Want to have all that you need for life and ministry? Sow abundantly. Live generously. God will and does respond.
I have a belief that those who see their needs met are usually those who live a life of generosity themselves. That is because God responds to our generosity with His generosity. Paul indicates this in 2 Corinthians 9:6-9 "Remember this: Whoever sows sparingly will also reap sparingly, and whoever sows generously will also reap generously. Each of you should give what you have decided in your heart to give, not reluctantly or under compulsion, for God loves a cheerful giver. And God is able to bless you abundantly, so that in all things at all times, having all that you need, you will abound in every good work. As it is written: 'They have freely scattered their gifts to the poor: their righteousness endures forever.'"
I often want to ask missionaries who are raising support: How generous are you? I have met many Christian workers who say, "My time and energy are my generosity" as if financial generosity does not apply to them as well. I don't know why we in ministry should expect God to bless us with the financial needs we have if we ourselves are not living generous lives, financially and otherwise!
In fact, I believe that those in Christian work ought to be the very models of what it means to be generous - regardless of what they make. We of all people understand the theology of generosity that comes from a generous God who has made us heir to all of his riches and glory through redemption and salvation.
Pastors and missionaries may rationalize their lack of generosity with the fact that they make less than others. In fact, many people who are generous don't make a great deal of money. Rather, they have cultivated a lifestyle of generosity. I have often met with people over the years to thank them for their giving to ministry only to find out that they are people of very modest means who have chosen to give generously to God's work. Each time, I am deeply humbled by their commitment and joy of giving.
A life of generosity on all fronts reflects the gift of Jesus to us - He who gave up everything so that we could know Him. No matter how much or little we have, why would we not want to reflect in our lives the generosity that God showed to us and continues to shower on us?
Want to have all that you need for life and ministry? Sow abundantly. Live generously. God will and does respond.
Transitions that can help your ministry go to the next level
Periodically ministries need to honestly evaluate the present and envision for the future. This is true for teams, ministry divisions, programs or entire organizations. There is a fairly simple way to get at the transitions that one needs to make. It can be done on a white board in four steps.
This exercise, however, is not for the faint of heart or people who easily become defensive. In fact, the major reason more ministries do not look in the mirror to see what is really there in order to move beyond the present to the future is that they find it hard to be honest about their reality. It is too threatening and intimidating. It is far easier to live with the illusion that all is well than to look at the true facts and face reality. It is ministries that refuse to live with illusion and value looking at reality that continue to move toward more fruitful results.
Step one: Celebrate the past. Make a list of the the good things that you can celebrate about where your ministry is. You will be encouraged by the "wins" you have experienced. Here is an important principle. We celebrate the past but we envision the future.
Step two is harder: Look under the hood. This will require you to set aside your ego and act like a consultant to your own organization. The goal here is to look beyond all the good things and make a list of the deficits which you know are there. Where is the organization not working well? Where are there silos? How well are you meeting your mission really? What staff are not performing? Where do you have lack of alignment? I tell staff in this step to act like a consultant to their own organization and tell the truth to the organization where there are major deficits. What would an outsider say to you? Be brutal, honest, candid and realistic about what is. Too many leaders are experts at step one but never go to step two because it is too intimidating. One cannot go forward without being honest about where you are.
Step three: What do you wish your organization looked like? Here you want to define your preferred future: you describe the organization, structure, results and organizational culture you believe would be optimal for you to meet your mission, see significant results and organize for maximum synergy. There should be a counter description for every negative you listed when you looked under the hood. What opportunities is the ministry missing today because of how they are organized? If you could build your ministry from scratch today, how would it look to maximize your ministry impact. This is the picture of what you believe you should become.
Step four: What transitions do you need to make to get to where you are to where you desire to be? In other words, if you were to move from the present to the preferred future while overcoming the issues you discovered by looking under the hood what key transitions would you need to make? Here you are defining the true cost of moving from what is to what you believe needs to be. It is truly your road map to the next level of ministry success and impact.
The transitions you need to make call the question on the courage of the leadership of the organization. Are we willing to pay the price that needs to be paid to get to where we need and want to go? Often the answer, candidly, is no. We may not want to rock the boat or pay the cost of necessary change - which is why many churches and ministries stall out. Courageous leaders, however, will take up the challenge and determine a strategy to make the transitions because their highest value is not comfort but effectiveness.
A simple paradigm with powerful results - for courageous leaders only.
This exercise, however, is not for the faint of heart or people who easily become defensive. In fact, the major reason more ministries do not look in the mirror to see what is really there in order to move beyond the present to the future is that they find it hard to be honest about their reality. It is too threatening and intimidating. It is far easier to live with the illusion that all is well than to look at the true facts and face reality. It is ministries that refuse to live with illusion and value looking at reality that continue to move toward more fruitful results.
Step one: Celebrate the past. Make a list of the the good things that you can celebrate about where your ministry is. You will be encouraged by the "wins" you have experienced. Here is an important principle. We celebrate the past but we envision the future.
Step two is harder: Look under the hood. This will require you to set aside your ego and act like a consultant to your own organization. The goal here is to look beyond all the good things and make a list of the deficits which you know are there. Where is the organization not working well? Where are there silos? How well are you meeting your mission really? What staff are not performing? Where do you have lack of alignment? I tell staff in this step to act like a consultant to their own organization and tell the truth to the organization where there are major deficits. What would an outsider say to you? Be brutal, honest, candid and realistic about what is. Too many leaders are experts at step one but never go to step two because it is too intimidating. One cannot go forward without being honest about where you are.
Step three: What do you wish your organization looked like? Here you want to define your preferred future: you describe the organization, structure, results and organizational culture you believe would be optimal for you to meet your mission, see significant results and organize for maximum synergy. There should be a counter description for every negative you listed when you looked under the hood. What opportunities is the ministry missing today because of how they are organized? If you could build your ministry from scratch today, how would it look to maximize your ministry impact. This is the picture of what you believe you should become.
Step four: What transitions do you need to make to get to where you are to where you desire to be? In other words, if you were to move from the present to the preferred future while overcoming the issues you discovered by looking under the hood what key transitions would you need to make? Here you are defining the true cost of moving from what is to what you believe needs to be. It is truly your road map to the next level of ministry success and impact.
The transitions you need to make call the question on the courage of the leadership of the organization. Are we willing to pay the price that needs to be paid to get to where we need and want to go? Often the answer, candidly, is no. We may not want to rock the boat or pay the cost of necessary change - which is why many churches and ministries stall out. Courageous leaders, however, will take up the challenge and determine a strategy to make the transitions because their highest value is not comfort but effectiveness.
A simple paradigm with powerful results - for courageous leaders only.
Saturday, January 21, 2012
The amazing power of hope
In the uncertainties, disappointments, challenges and realities of life there are few more powerful practices than living with hope! As Isaiah writes so eloquently, "but those who hope in the Lord will renew their strength. They will soar on wings like eagles, they will run and not grow weary, they will walk and not be faint (Isaiah 40:31)."
We choose whether we will live in hope or despair, hope or discouragement. God gives us hope, we choose whether we will grab onto it or ignore it. That is Isaiah's point. When in the midst of our discouragements we choose to hope in the Lord, He renews our strength in amazing ways.
In the midst of great disaster, Jeremiah said, "Yet this I call to mind and therefore I have hope. Because of the Lord's great love we are not consumed (Lamentations 3:21)." And again, "The Lord is good to those whose hope is in him. It is good to wait quietly for the salvation of the Lord (Lamentations 3:25-26)."
What is hope? It is not some ill conceived concept of self help that believes that because we hope for something it will come to pass. That is not hope but an empty promise. Hope is grounded in a good God who always has our best interests in mind, always acts in goodness toward us and always provides the encouragement we need in the middle of even the greatest crises. Hope is grounded in who He is.
Hope is also grounded in the gifts that we have been given in Jesus. Paul writes to the Ephesians, "I pray that the eyes of your heart may be enlightened in order that you may know the hope to which he has called you, the riches of his glorious inheritance in his holy people, and his incomparably great power for us who believe. (Ephesians 1:18-19)." Our hope is found in Jesus who has made us family and given us the riches of who He is for all eternity.
But what about those times when we seem to be out of hope? When life is hard and hope is scarce? Hope and faith are tied together in Hebrews 11:1. "Now faith is confidence in what we hope for and assurance about what we do not see." What we hope for are everything God has promised and we have faith that He will deliver on His promises - even when it looks like that is not the case!
Hope is not pretending that life is good when life is hard. Rather, it is knowing that God is present even when life is hard and that is why we have hope. He is our hope - not our circumstances.
Every day ought to be a day of hope. Hope in the blessings of God, hope in the presence of God, hope in the intervention of God in our lives and hope in the circumstances of life, knowing that God is with us and for us. For the believer, no matter what the circumstance there is hope. Our ultimate hope our assurance of living in His presence one day. Where God is present there is always hope! We may be blind to it, but it is always there!
PS. If you are in need of hope today, the book Mary Ann and I wrote When Life Comes Undone: Walking in Faith When Life is Hard and Hope is Scarce is for you. You will find it on the left side of the blog.
We choose whether we will live in hope or despair, hope or discouragement. God gives us hope, we choose whether we will grab onto it or ignore it. That is Isaiah's point. When in the midst of our discouragements we choose to hope in the Lord, He renews our strength in amazing ways.
In the midst of great disaster, Jeremiah said, "Yet this I call to mind and therefore I have hope. Because of the Lord's great love we are not consumed (Lamentations 3:21)." And again, "The Lord is good to those whose hope is in him. It is good to wait quietly for the salvation of the Lord (Lamentations 3:25-26)."
What is hope? It is not some ill conceived concept of self help that believes that because we hope for something it will come to pass. That is not hope but an empty promise. Hope is grounded in a good God who always has our best interests in mind, always acts in goodness toward us and always provides the encouragement we need in the middle of even the greatest crises. Hope is grounded in who He is.
Hope is also grounded in the gifts that we have been given in Jesus. Paul writes to the Ephesians, "I pray that the eyes of your heart may be enlightened in order that you may know the hope to which he has called you, the riches of his glorious inheritance in his holy people, and his incomparably great power for us who believe. (Ephesians 1:18-19)." Our hope is found in Jesus who has made us family and given us the riches of who He is for all eternity.
But what about those times when we seem to be out of hope? When life is hard and hope is scarce? Hope and faith are tied together in Hebrews 11:1. "Now faith is confidence in what we hope for and assurance about what we do not see." What we hope for are everything God has promised and we have faith that He will deliver on His promises - even when it looks like that is not the case!
Hope is not pretending that life is good when life is hard. Rather, it is knowing that God is present even when life is hard and that is why we have hope. He is our hope - not our circumstances.
Every day ought to be a day of hope. Hope in the blessings of God, hope in the presence of God, hope in the intervention of God in our lives and hope in the circumstances of life, knowing that God is with us and for us. For the believer, no matter what the circumstance there is hope. Our ultimate hope our assurance of living in His presence one day. Where God is present there is always hope! We may be blind to it, but it is always there!
PS. If you are in need of hope today, the book Mary Ann and I wrote When Life Comes Undone: Walking in Faith When Life is Hard and Hope is Scarce is for you. You will find it on the left side of the blog.
Friday, January 20, 2012
Missionary support team building: Very tough work!
The blog by a ReachGlobal missionary family raising their support for France could be the story of thousands of missionaries today who are heading for global service but must first raise their support. Unlike ministry positions in local churches, there is a triple whammy for those serving overseas. They must leave home and family, they work in some incredibly hard places relative to the Gospel and they must raise their own support. Oh, and there is the little thing of learning another language. Add to this the challenge of the economy, and the pressure that church budgets are under and you get the picture.
It is a process that tests resolve, persistence, character, and call.
There are some up sides to this hard process. First, mission agencies are raising the bar for who they accept knowing that congregations and individuals are going to want the staff they support to be high quality individuals. The cost today is too high for anyone else.
Second, mission work is tough, tough work. There are many days when one asks oneself, "Why did I sign up for this?" Support team building, after the exhilaration of being accepted tests the resolve and call because it too is very tough. It forces staff to ask the hard questions about whether they are ready to go the distance and whether they heard God right when they signed up. Like the work they will face on the "field," support team building is one person at a time, relatively slow progress and can be very discouraging. The support team building process actually prepares staff for the realities they will face on the field when they arrive there.
Third, one is building a team, not raising money. There is a big difference. It is the team - those who are relationally connected and financially invested who will pray, pay attention, and encourage those they support. Relationships are not built in a day which is why it is a long tough process. But that team will also be intensely loyal over the years and stand by those they support. Not once, for instance, have we ever personally dropped support from someone we had started to support.
As the leader of a mission agency I wish support team building was easier. Or do I? The very faith that is needed to believe God can work in hard places is the very faith that is needed to raise one's support. The resolve and persistence needed on the field is the resolve and persistence needed to raise support. Most important, being sure of God's call in the tough times in missions is the same assurance one must have to go the distance in building one's support team. On balance, that tough work prepares one for many of the real life realities one will face on the mission field.
If you are invited to join a missionary in their work by supporting them, ask the right questions and ask God if this is something you should invest in. But understand the need for these servants of God to raise their support. We have so many options for people to hear the Gospel in the US compared to the rest of the world. America spends more on pet food each year than it does on mission support - a sad statistic. Forty dollars twice a month (a small investment) is one thousand dollars a year (a significant investment). We love to find ways to support more missionaries. What I do wish for is a new spirit of generosity among believers generally - a spirit that reflects His unbelievably amazing heart.
Jesus has an amazing heart for the lost and we make His heart glad when we share in that heart. One of the most basic ways we can demonstrate that heart is in supporting those who are the global ambassadors for the Gospel. Our personal goal at our home is to support as many as we can because we want to share His heart. It is an investment we make on behalf of the heart of Jesus and His call on our lives to be involved in the great commission.
I long for a more generous church and more generous believers whose financial priorities reflect the Gospel priorities. If that were ever to happen, it would expand the cause of the Gospel in amazing ways. Whether others choose to live that way, we choose to live that way and we love it.
It is a process that tests resolve, persistence, character, and call.
There are some up sides to this hard process. First, mission agencies are raising the bar for who they accept knowing that congregations and individuals are going to want the staff they support to be high quality individuals. The cost today is too high for anyone else.
Second, mission work is tough, tough work. There are many days when one asks oneself, "Why did I sign up for this?" Support team building, after the exhilaration of being accepted tests the resolve and call because it too is very tough. It forces staff to ask the hard questions about whether they are ready to go the distance and whether they heard God right when they signed up. Like the work they will face on the "field," support team building is one person at a time, relatively slow progress and can be very discouraging. The support team building process actually prepares staff for the realities they will face on the field when they arrive there.
Third, one is building a team, not raising money. There is a big difference. It is the team - those who are relationally connected and financially invested who will pray, pay attention, and encourage those they support. Relationships are not built in a day which is why it is a long tough process. But that team will also be intensely loyal over the years and stand by those they support. Not once, for instance, have we ever personally dropped support from someone we had started to support.
As the leader of a mission agency I wish support team building was easier. Or do I? The very faith that is needed to believe God can work in hard places is the very faith that is needed to raise one's support. The resolve and persistence needed on the field is the resolve and persistence needed to raise support. Most important, being sure of God's call in the tough times in missions is the same assurance one must have to go the distance in building one's support team. On balance, that tough work prepares one for many of the real life realities one will face on the mission field.
If you are invited to join a missionary in their work by supporting them, ask the right questions and ask God if this is something you should invest in. But understand the need for these servants of God to raise their support. We have so many options for people to hear the Gospel in the US compared to the rest of the world. America spends more on pet food each year than it does on mission support - a sad statistic. Forty dollars twice a month (a small investment) is one thousand dollars a year (a significant investment). We love to find ways to support more missionaries. What I do wish for is a new spirit of generosity among believers generally - a spirit that reflects His unbelievably amazing heart.
Jesus has an amazing heart for the lost and we make His heart glad when we share in that heart. One of the most basic ways we can demonstrate that heart is in supporting those who are the global ambassadors for the Gospel. Our personal goal at our home is to support as many as we can because we want to share His heart. It is an investment we make on behalf of the heart of Jesus and His call on our lives to be involved in the great commission.
I long for a more generous church and more generous believers whose financial priorities reflect the Gospel priorities. If that were ever to happen, it would expand the cause of the Gospel in amazing ways. Whether others choose to live that way, we choose to live that way and we love it.
Thursday, January 19, 2012
Confession
I recently witnessed an unusual event: church leaders confessing their shortcomings to their congregation. The specifics are not important but the confession was profound because it happens so rarely. It modeled to the congregation an important truth: Sometimes we are wrong and simply admitting it and asking forgiveness is the right thing to do.
Here is an interesting observation. We are afraid to confess because we believe it will make us look weak. In fact, we gain respect when we confess our errors and ask forgiveness. Our confession is a statement of truth and truth is valued by others. Not only that but confession, when we have hurt another, or a group, immediately lowers the tensions among parties, allows grace to start to flow and is the doorway to a renewed relationship.
"I was wrong" are three of the hardest and most liberating words. That is the irony: hard and liberating at the same time!
As long as we resist confession when it is needed we keep relationships in gridlock and conflict. The moment we break our pride and admit our wrong, we start to move toward healing and freedom. It is the doorway to healing. But the door must be opened and it is only opened at the expense of our pride - a strong lock on the door!
If a relational door is locked because of an offence, take the necessary step to confess. God blesses the humble but opposes the proud. You have nothing to lose and everything to gain. I am proud of the elders who asked forgiveness of the congregation they serve. They took the route of humility. It was an example to everyone in that congregation. Some of us need to do the same with people in our lives.
Here is an interesting observation. We are afraid to confess because we believe it will make us look weak. In fact, we gain respect when we confess our errors and ask forgiveness. Our confession is a statement of truth and truth is valued by others. Not only that but confession, when we have hurt another, or a group, immediately lowers the tensions among parties, allows grace to start to flow and is the doorway to a renewed relationship.
"I was wrong" are three of the hardest and most liberating words. That is the irony: hard and liberating at the same time!
As long as we resist confession when it is needed we keep relationships in gridlock and conflict. The moment we break our pride and admit our wrong, we start to move toward healing and freedom. It is the doorway to healing. But the door must be opened and it is only opened at the expense of our pride - a strong lock on the door!
If a relational door is locked because of an offence, take the necessary step to confess. God blesses the humble but opposes the proud. You have nothing to lose and everything to gain. I am proud of the elders who asked forgiveness of the congregation they serve. They took the route of humility. It was an example to everyone in that congregation. Some of us need to do the same with people in our lives.
Wednesday, January 18, 2012
Male leaders and their image bearing counterparts
This is not a blog about complementarians or egalitarians. I know the theological positions and arguments all too well. Both can be defended Scripturally and both have strong adherents and I like most have a theological position based on my understanding of the text. In fact, one can be either and still respect or not respect, empower or control and treat women with dignity or not in the church and Christian workplace. The theological position we hold on this issue is not the key factor: the attitude and regard of male leaders toward their female counterparts is.
I am convinced that male leaders in the church generally do not adequately listen to, regard with honor or empower women to use their gifts and leadership abilities to their fullest. It took me a long time to fully embrace my own wife's gifting and release her to use it in whatever ways God wants her to. I am sure that I have inadvertently done the same with others of the opposite gender. Where I have, I publically repent for holding back divinely gifted individuals.
Often today I think about the theology of being made in God's image - "Then God said, 'Let us make mankind in our image, in our likeness'...So God created mankind in his own image, in the image of God he created them; male and female he created them (Genesis 1:26-27)." Men and women are equally made in the image of God, are equally image bearers and as image bearers are to be released to use their God given gifting in all of its strength for His glory and purposes (Ephesians 2:10).
When I see Jesus I don't want Him to ask me why I held anyone back or prevented any of His image bearers from using the divine gifting He gave them. That means that I need to be sensitive to all of His image bearers, and never treat any of them as B team players on His team. On His team there are no B team players, only A team players. That means respect, empowerment, honor and appreciation for all of his image bearers - without exception. Jesus shocked the social conventions of His day but actually treating everyone as made in His image without exception!
The key theology here is not the egalitarian/complementarian debate. Egalitarians can treat others poorly and complementarians can treat others with honor. The key theology is that men and women are both made in God's image and to demean, mistreat or not fully embrace them or their gifting is to diminish His image in another. All of us have done that with others and all of us need to repent when we do because it is His image we are diminishing.
I am convinced that male leaders in the church generally do not adequately listen to, regard with honor or empower women to use their gifts and leadership abilities to their fullest. It took me a long time to fully embrace my own wife's gifting and release her to use it in whatever ways God wants her to. I am sure that I have inadvertently done the same with others of the opposite gender. Where I have, I publically repent for holding back divinely gifted individuals.
Often today I think about the theology of being made in God's image - "Then God said, 'Let us make mankind in our image, in our likeness'...So God created mankind in his own image, in the image of God he created them; male and female he created them (Genesis 1:26-27)." Men and women are equally made in the image of God, are equally image bearers and as image bearers are to be released to use their God given gifting in all of its strength for His glory and purposes (Ephesians 2:10).
When I see Jesus I don't want Him to ask me why I held anyone back or prevented any of His image bearers from using the divine gifting He gave them. That means that I need to be sensitive to all of His image bearers, and never treat any of them as B team players on His team. On His team there are no B team players, only A team players. That means respect, empowerment, honor and appreciation for all of his image bearers - without exception. Jesus shocked the social conventions of His day but actually treating everyone as made in His image without exception!
The key theology here is not the egalitarian/complementarian debate. Egalitarians can treat others poorly and complementarians can treat others with honor. The key theology is that men and women are both made in God's image and to demean, mistreat or not fully embrace them or their gifting is to diminish His image in another. All of us have done that with others and all of us need to repent when we do because it is His image we are diminishing.
Tuesday, January 17, 2012
Signs you work in a healthy workplace
Having the joy of working in a healthy workplace is a great blessing when it happens. I have previously discussed toxic work environments but here are signs that you work in a truly healthy setting.
You are appreciated and valued. You know because you are told regularly that your work matters and that it is contributing to a greater mission of the organization. No matter where you are in the organizational chain you are important and you know it.
You are on a healthy and aligned team. You work with a team that has good leadership and team members are released in line with their gifting to accomplish their work. Team members are on the same page and work together in a synergistic manner.
Your voice matters and is heard and you are able to use all of your gifting. People at all levels in the organization are listened to and their voice is valued. You are able to use your gifting and to run in a lane you are skilled at.
You have clear responsibilities and are empowered to carry them out. You know what you are responsible for and rather than being micromanaged are empowered to figure out how to get it done.
You are treated with dignity and respect. Respect and dignity are expected in all relationships. It is a safe environment for all.
You know how your work contributes to the overall mission of the organization. You are not a cog in a machine but understand how what you do contributes to the overall mission and success of the organization.
Relationships are good and politics are rare. Politics, silos and turf wars are rare and confronted when present. The goal is always cooperation and getting the mission accomplished rather than guarding organizational turf.
Cooperation is high. People work synergistically together, brainstorm together, and do whatever it takes to get the job done.
You have a personable and caring leader. Your leader cares about you as a person not simply what you contribute to his/her team. They talk to you, listen to you and inquire about your life outside of work.
TJ Addington of Addington Consulting has a passion to help individuals and organizations maximize their impact and go to the next level of effectiveness in both the for profit and non profit sectors. He can be reached at tjaddington@gmail.com
You are appreciated and valued. You know because you are told regularly that your work matters and that it is contributing to a greater mission of the organization. No matter where you are in the organizational chain you are important and you know it.
You are on a healthy and aligned team. You work with a team that has good leadership and team members are released in line with their gifting to accomplish their work. Team members are on the same page and work together in a synergistic manner.
Your voice matters and is heard and you are able to use all of your gifting. People at all levels in the organization are listened to and their voice is valued. You are able to use your gifting and to run in a lane you are skilled at.
You have clear responsibilities and are empowered to carry them out. You know what you are responsible for and rather than being micromanaged are empowered to figure out how to get it done.
You are treated with dignity and respect. Respect and dignity are expected in all relationships. It is a safe environment for all.
You know how your work contributes to the overall mission of the organization. You are not a cog in a machine but understand how what you do contributes to the overall mission and success of the organization.
Relationships are good and politics are rare. Politics, silos and turf wars are rare and confronted when present. The goal is always cooperation and getting the mission accomplished rather than guarding organizational turf.
Cooperation is high. People work synergistically together, brainstorm together, and do whatever it takes to get the job done.
You have a personable and caring leader. Your leader cares about you as a person not simply what you contribute to his/her team. They talk to you, listen to you and inquire about your life outside of work.
TJ Addington of Addington Consulting has a passion to help individuals and organizations maximize their impact and go to the next level of effectiveness in both the for profit and non profit sectors. He can be reached at tjaddington@gmail.com
Monday, January 16, 2012
The most neglected topic in the church
No, it is not sex, money or death. It is the workplace where most of us spend the bulk of our time and potentially have our greatest influence. When was the last time you heard a message on work and its relationship to faith, or even an illustration connecting a text to the workplace in a serious way?
What is sad about this is that the calling to the various places where we work is just that - a calling. Our work is sacred and it is where God has placed us for a purpose - to infuse that place with His presence through us. Just as sacred as the job of missionaries I lead or pastors I work with. We are all sent people and the workplace is for many of us our primary mission field. In neglecting the primary calling of perhaps the majority of our people we are doing them a huge disservice and a disservice to the One who called them.
I don't believe the workplace is neglected on purpose but out of ignorance. Many pastors have never truly experienced the pressures, stresses and issues that those they preach to each week experience on their jobs. And those pressures have only increased in the past twenty years.
There are ways to press into this for pastors. First, consider a periodic round table discussion with those from various walks of life and simply talk about the issues they face on the job. Take those issues and apply them to your preaching. Second, consider shadowing someone from your church periodically to live for a day in their world. Third, think deeply about the calling that everyone in the workplace has to their vocation. We lift up those who choose full time service. We need to lift up those who live out their faith in the typical workplace.
Work is sacred. Calling is universal. We need to recognize this and help people live out that sacred calling. But first we need to understand their context. Work matters to God.
What is sad about this is that the calling to the various places where we work is just that - a calling. Our work is sacred and it is where God has placed us for a purpose - to infuse that place with His presence through us. Just as sacred as the job of missionaries I lead or pastors I work with. We are all sent people and the workplace is for many of us our primary mission field. In neglecting the primary calling of perhaps the majority of our people we are doing them a huge disservice and a disservice to the One who called them.
I don't believe the workplace is neglected on purpose but out of ignorance. Many pastors have never truly experienced the pressures, stresses and issues that those they preach to each week experience on their jobs. And those pressures have only increased in the past twenty years.
There are ways to press into this for pastors. First, consider a periodic round table discussion with those from various walks of life and simply talk about the issues they face on the job. Take those issues and apply them to your preaching. Second, consider shadowing someone from your church periodically to live for a day in their world. Third, think deeply about the calling that everyone in the workplace has to their vocation. We lift up those who choose full time service. We need to lift up those who live out their faith in the typical workplace.
Work is sacred. Calling is universal. We need to recognize this and help people live out that sacred calling. But first we need to understand their context. Work matters to God.
Sunday, January 15, 2012
Second half influence
For those who care about influence for the gospel, life is divided into two parts. Our own influence through our life and work and in the second half of life, our intentional mentoring of the next generation of influencers who will carry the baton to the next generation. It is Paul and Timothy and 2 Timothy 2:2.
A wonderful example is John R W Stott whose world wide influence in my parents generation is tough to beat. Yet for many years prior to his death his primary focus was that of raising up the next generation of Christian leaders. He intentionally multiplied himself by giving himself away and focused less on his personal impact on society and more on the impact that the next generation would make. In doing so his legacy and influence live on in a powerful way.
This requires a Kingdom heart that is focused not on one's own accolades but on empowering others who will will multiply one's Kingdom influence. It is about the Kingdom, not us. It is about leaving a living legacy in the lives we have influenced who will carry on our work when we are gone. I suspect that there will be many behind the scenes who will receive greater rewards in heaven than many big names whose focus was on their own ministry and legacy rather than on leaving a living legacy through others.
This applies to wives who mentor the next generation of wives, husbands who mentor and raise up the next generation of Godly husbands, Christian leaders who invest themselves in the next generation of leaders ... anyone who is investing their lives in passing the baton to others who may actually have far more influence than we ever did.
For Christian leaders, I am convinced that their success is best measured not by what happened while they were in leadership but by what happens when they are gone! Was there stewardship of the ministry about them or the ministry? If the latter they invested significant time and effort into the lives of the next generation of leaders. If the former, they often did not.
If you are post fifty, who are you investing in? Who are you raising up to take your place behind you? That investment may well be your greatest influence and legacy as you multiply yourself in the lives of others. It is a quiet, behind the scenes work that will seldom be seen but its impact can be profound. It is in giving ourselves away that we have our greatest impact.
A wonderful example is John R W Stott whose world wide influence in my parents generation is tough to beat. Yet for many years prior to his death his primary focus was that of raising up the next generation of Christian leaders. He intentionally multiplied himself by giving himself away and focused less on his personal impact on society and more on the impact that the next generation would make. In doing so his legacy and influence live on in a powerful way.
This requires a Kingdom heart that is focused not on one's own accolades but on empowering others who will will multiply one's Kingdom influence. It is about the Kingdom, not us. It is about leaving a living legacy in the lives we have influenced who will carry on our work when we are gone. I suspect that there will be many behind the scenes who will receive greater rewards in heaven than many big names whose focus was on their own ministry and legacy rather than on leaving a living legacy through others.
This applies to wives who mentor the next generation of wives, husbands who mentor and raise up the next generation of Godly husbands, Christian leaders who invest themselves in the next generation of leaders ... anyone who is investing their lives in passing the baton to others who may actually have far more influence than we ever did.
For Christian leaders, I am convinced that their success is best measured not by what happened while they were in leadership but by what happens when they are gone! Was there stewardship of the ministry about them or the ministry? If the latter they invested significant time and effort into the lives of the next generation of leaders. If the former, they often did not.
If you are post fifty, who are you investing in? Who are you raising up to take your place behind you? That investment may well be your greatest influence and legacy as you multiply yourself in the lives of others. It is a quiet, behind the scenes work that will seldom be seen but its impact can be profound. It is in giving ourselves away that we have our greatest impact.
Saturday, January 14, 2012
Living in peace with one another
Peace is truly a lovely word. It indicates harmony and a lack of hostility, conflict or underlying tension. How much we wish for and pray for peace in our world - which we cannot control. But where we can largely control peace is in our own relationships. Paul tells us as believers, "If it is possible, as far as it depends on you, live at peace with everyone (Romans 12:18)." We all acknowledge that this is not always easy but it can become an intentional way of life if we choose to make it so.
Think of relationships within families, in congregations, and in the workplace. While we cannot control the attitudes and actions of others we can control our own. There are people who create conflict in their relationships and there are others who bring peace to relationships and don't get entangled with the conflicts of others. This is not a peace at any cost that chooses not to deal with real issues - but it is an intentional way of life that seeks peace and understanding wherever that is possible.
By conflict, I am not thinking about differences of opinion or robust dialogue over issues that can be done without personal attack or hidden agendas. In healthy marriages, workplaces or among friends, there can be major differences that are expressed by self defined people without relational disconnect. What I am talking about is conflict that creates relational dissonance because we are dealing with individuals who cannot separate relationships from differences, who are black and white about the world and therefore create "us and them" situations which by definition destroys peace and creates division.
What practices contribute to living at peace with one another?
Don't get pulled into the dysfunctional relationships of others who thrive on conflict. Some people have to have an enemy in their life to fight. They actually create dragons they can go slay and create alliances with others against those dragons. The best thing we can do is stay out, keep our own council and not get involved. This is often true in family dynamics where the "family system" thrives on conflict between family members. Stay out of it and when necessary limit your exposure to those family members. The same family dynamics are often found in churches and again, it is wise to keep a distance from those who thrive on division.
Beware of critical people. Critical people create conflict. In fact their constant criticism of other people is a sign that they enjoy conflictual relationships (otherwise why be critical?). Gracious people overlook what can be overlooked for the sake of peace. Critical people are people in search of conflict.
Know what hills are worth dying on. Some but not many! If an issue is going to lead to personal conflict think carefully about whether it is worth raising.
Keep your distance from people who cannot separate differences of opinion from relationships. Healthy people are self defined. They are able to hold their own opinions and respect those who hold different opinions. Unhealthy people need others to agree with them and if they don't often assume that they "are not for them." This is pathology and you are unlikely to change it. Keep your distance!
When we choose to disagree, do it in an agreeable way. Conflict can be avoided by simply choosing to be agreeable even when disagreeing. Keep issues from becoming personal by speaking to the issue and avoiding personal attacks. Healthy individuals de-escalate conflict (a soft word turns away wrath) rather than escalating conflict. Healthy individuals seek reconciliation rather than division.
Don't hold on to issues. Forgive, keep short accounts and never judge motives. When we let go we have a much greater chance at living at peace. Sometimes, choosing to live at peace is to realize that knotty issues will not be sorted out this side of heaven and we simply choose to forgive and move on so we are not held in bondage to the unresolved issue. We give up our right to "be right" for the sake of a peaceful relationship.
There are times when we cannot easily live at peace with others which is why Paul says "as far as it depends on you." We cannot control the attitudes and actions of others but we can control our own. It takes wisdom, intentionality, and a heart of peace to be a person of peace.
Think of relationships within families, in congregations, and in the workplace. While we cannot control the attitudes and actions of others we can control our own. There are people who create conflict in their relationships and there are others who bring peace to relationships and don't get entangled with the conflicts of others. This is not a peace at any cost that chooses not to deal with real issues - but it is an intentional way of life that seeks peace and understanding wherever that is possible.
By conflict, I am not thinking about differences of opinion or robust dialogue over issues that can be done without personal attack or hidden agendas. In healthy marriages, workplaces or among friends, there can be major differences that are expressed by self defined people without relational disconnect. What I am talking about is conflict that creates relational dissonance because we are dealing with individuals who cannot separate relationships from differences, who are black and white about the world and therefore create "us and them" situations which by definition destroys peace and creates division.
What practices contribute to living at peace with one another?
Don't get pulled into the dysfunctional relationships of others who thrive on conflict. Some people have to have an enemy in their life to fight. They actually create dragons they can go slay and create alliances with others against those dragons. The best thing we can do is stay out, keep our own council and not get involved. This is often true in family dynamics where the "family system" thrives on conflict between family members. Stay out of it and when necessary limit your exposure to those family members. The same family dynamics are often found in churches and again, it is wise to keep a distance from those who thrive on division.
Beware of critical people. Critical people create conflict. In fact their constant criticism of other people is a sign that they enjoy conflictual relationships (otherwise why be critical?). Gracious people overlook what can be overlooked for the sake of peace. Critical people are people in search of conflict.
Know what hills are worth dying on. Some but not many! If an issue is going to lead to personal conflict think carefully about whether it is worth raising.
Keep your distance from people who cannot separate differences of opinion from relationships. Healthy people are self defined. They are able to hold their own opinions and respect those who hold different opinions. Unhealthy people need others to agree with them and if they don't often assume that they "are not for them." This is pathology and you are unlikely to change it. Keep your distance!
When we choose to disagree, do it in an agreeable way. Conflict can be avoided by simply choosing to be agreeable even when disagreeing. Keep issues from becoming personal by speaking to the issue and avoiding personal attacks. Healthy individuals de-escalate conflict (a soft word turns away wrath) rather than escalating conflict. Healthy individuals seek reconciliation rather than division.
Don't hold on to issues. Forgive, keep short accounts and never judge motives. When we let go we have a much greater chance at living at peace. Sometimes, choosing to live at peace is to realize that knotty issues will not be sorted out this side of heaven and we simply choose to forgive and move on so we are not held in bondage to the unresolved issue. We give up our right to "be right" for the sake of a peaceful relationship.
There are times when we cannot easily live at peace with others which is why Paul says "as far as it depends on you." We cannot control the attitudes and actions of others but we can control our own. It takes wisdom, intentionality, and a heart of peace to be a person of peace.
Friday, January 13, 2012
Growing better self awareness
How well do you know yourself? Self awareness is a critical factor in the success of our relationships, friendships and work staff. Unaware people often hurt others and their relationships because they are not cognizant of how their words, attitudes or behaviors impact others. This is especially true with unaware leaders whose lack of awareness causes staff to think that they are uncaring, harsh, lack empathy or simply narcissistic.
Self awareness means that I understand how I am wired, how I am likely to react to others and situations, what my blind spots and shadow side are, what pushes my emotional buttons and how I am perceived by those around me. While those perceptions may not be the "real us" from our point of view, they are the "real us" to those around us.
For instance, I can be viewed as distant and private by those who know me from a distance. To mitigate against that I work on spending quality time with those I work with and being as self-disclosing as possible so that they understand the real me. However, if I was not aware of that perception, I would not be able to take steps to counter it.
What is important to understand is that we have a view of who we are but others around us also have a view of who we are and the two views may be very different. In fact, the more self aware we are the less discrepancy there will be between our view of us and others view of us and the less self aware we are the greater the discrepancy will be. That is because a large part of self awareness is understanding how others perceive us.
Self aware people are able to take steps to mitigate against the parts of their wiring that can be troublesome in interactions and relationships. We cannot fundamentally change our wiring (although the Holy Spirit can) but we can manage our shadow side in ways that facilitate healthier interactions and relationships.
How do we grow our self awareness? I would suggest doing some reading on EQ or Emotional Intelligence as a start. That will at least give one a framework to understand oneself better. To drill down deeper, we need to have some conversations with those around us as to how they perceive us and what they think our blind spots are. Because we are blind to our blind spots, only feedback from others will help us understand what they are.
Find a trusted friend or colleague and ask some questions: What do you see as my greatest strengths? What do you see as my greatest weaknesses? Describe your perception of who I am to me. What things do you think I am blind to in my interactions, attitudes or actions? Are there things I do that unintentionally hurt others or damage relationships? If you could be completely candid with me about something you see that I should be aware of, what would it be?
I am blessed to have a wife who is honest with me and trusted colleagues who I can have those kinds of conversations with. I am more self aware because of it and better able to manage those parts of me that can hurt others or be perceived as insensitive. I have come a long way but am certain I have a long way to go given the complexities of how I am wired. However, my self discovery has been a major part of my growth as an individual, husband, father and leader.
It should be obvious that this kind of self discovery takes a great deal of humility and a lack of defensiveness. It is defensive people, and those who need to project a certain image who are the least self aware because they lack the ability to hear feedback from others. In fact, if you are unable to ask these kinds of questions and hear candid feedback it should be a warning to you that you are not only self unaware but likely to stay that way because of the fear of understanding the real you. Growing our self awareness is part of the journey to becoming healthier individuals.
Self awareness means that I understand how I am wired, how I am likely to react to others and situations, what my blind spots and shadow side are, what pushes my emotional buttons and how I am perceived by those around me. While those perceptions may not be the "real us" from our point of view, they are the "real us" to those around us.
For instance, I can be viewed as distant and private by those who know me from a distance. To mitigate against that I work on spending quality time with those I work with and being as self-disclosing as possible so that they understand the real me. However, if I was not aware of that perception, I would not be able to take steps to counter it.
What is important to understand is that we have a view of who we are but others around us also have a view of who we are and the two views may be very different. In fact, the more self aware we are the less discrepancy there will be between our view of us and others view of us and the less self aware we are the greater the discrepancy will be. That is because a large part of self awareness is understanding how others perceive us.
Self aware people are able to take steps to mitigate against the parts of their wiring that can be troublesome in interactions and relationships. We cannot fundamentally change our wiring (although the Holy Spirit can) but we can manage our shadow side in ways that facilitate healthier interactions and relationships.
How do we grow our self awareness? I would suggest doing some reading on EQ or Emotional Intelligence as a start. That will at least give one a framework to understand oneself better. To drill down deeper, we need to have some conversations with those around us as to how they perceive us and what they think our blind spots are. Because we are blind to our blind spots, only feedback from others will help us understand what they are.
Find a trusted friend or colleague and ask some questions: What do you see as my greatest strengths? What do you see as my greatest weaknesses? Describe your perception of who I am to me. What things do you think I am blind to in my interactions, attitudes or actions? Are there things I do that unintentionally hurt others or damage relationships? If you could be completely candid with me about something you see that I should be aware of, what would it be?
I am blessed to have a wife who is honest with me and trusted colleagues who I can have those kinds of conversations with. I am more self aware because of it and better able to manage those parts of me that can hurt others or be perceived as insensitive. I have come a long way but am certain I have a long way to go given the complexities of how I am wired. However, my self discovery has been a major part of my growth as an individual, husband, father and leader.
It should be obvious that this kind of self discovery takes a great deal of humility and a lack of defensiveness. It is defensive people, and those who need to project a certain image who are the least self aware because they lack the ability to hear feedback from others. In fact, if you are unable to ask these kinds of questions and hear candid feedback it should be a warning to you that you are not only self unaware but likely to stay that way because of the fear of understanding the real you. Growing our self awareness is part of the journey to becoming healthier individuals.
Thursday, January 12, 2012
Jesus centered churches
I dream of a church where...
Jesus and the gospel He proclaimed is the center of everything. Jesus changes lives, and the gospel He proclaimed changes lives and communities as God's people live out their faith in all arenas of life. The Bible is not a self help book as practical as it is. It is the story of redemption - how the God of the universe came to change broken lives through forgiveness, new life, transformation and purpose in joining Him in His work. At the center of everything is Jesus who invites us to follow Him. I dream of a church where Jesus is the center of everything.
The transformation of the gospel in our lives is the goal of all we do. Transformation of our hearts where we understand and live out grace, transformation of our minds so we think like Jesus, transformation of our priorities so our live reflect the concerns of Jesus and transformation of our relationships so that we see people like Jesus sees them and love them like Jesus loves them. Transformation is not a set of rules and regulations but cooperating with the Holy Spirit to see these four areas that make up our lives resonate with Jesus. I dream of a church where becoming like Jesus is the overriding goal.
Success is defined by spiritual transformation and not by numbers, size, facilities and programs. Too many churches are chasing the wrong dream - size, facilities and programs when the Biblical definition of success is spiritual transformation of people who live, grow and minister in community (Ephesians). I dream of a church where success is not defined by the metrics of the world but by the life change Jesus wants to bring.
We are outward focused rather than inward focused. Jesus went to where the people who needed him were while we often hope they will come to us at our church. If you look at the typical church programming we are so scheduled with church activities that we have little time to develop relationships with those who need Jesus let alone to get involved in meaningful ways in their lives. I dream of a church where intentional involvement with those who don't know Jesus is the norm not the exception.
Grace and love reign supreme. Each of us who knows Jesus is in His family because he extended His amazing grace to us when we did not deserve it and He loved us with an everlasting love. If He did that for us, we need to do that for one another and for those who don't yet know Him. I dream of a church where His love, acceptance and grace is extended to all and is the magnet that draws people to Jesus.
God's truth is proclaimed in its fullness. God's Word contains all that we need for a life of godliness but it must be taught in its entirety - those parts that we love and those parts that are hard and inconvenient for us to confront. Jesus gladly forgives our sin but also calls us to obedience and followership. He freely gives us grace but tells us not to use that grace as an excuse to sin. The Pentateuch gives us a foundation for a moral and upright life, the historical books examples of people who did or did not follow God, the books of wisdom proclaim the fear of the Lord, the prophets, the heart of God, the Gospels the centrality of Jesus and the epistles the guidance for holy living. I dream of a church that boldly proclaims His truth in its fullness so that we are thoroughly equipped for a life of godliness.
Transparency and authenticity are the rule rather than the exception. Christians are broken sinners, saved by grace who still struggle with all the issues that make up the human condition living in a fallen world. Yet the church is often the last place that we are able to be authentic and transparent about our struggles. I dream of a church where authenticity is celebrated and through transparency we are able to experience and give grace and spur one another on to faithful followership of Jesus.
Our communities are directly impacted by the gospel. Jesus did not come just to change individual hearts. His gospel is designed to have a profound impact on society through the influence of His followers as they live out their faith in their circles of influence, neighborhoods and workplaces. Jesus Himself asked us to pray that His will would be done on earth as it is done in heaven. I dream of a church that takes seriously His call to be salt and light in their community and influence their community with the love, righteousness and grace of Jesus.
All people are equally loved, cared for, appreciated and ministered to. Jesus loved all and He had special compassion and love for those whom the rest of society spurned whether wealthy tax collectors, beggars, the poor, the lame and sick or prostitutes. All were welcome at his table, in His crowd and in His family. We cannot live out the life of Jesus or His gospel without caring about all people, not simply the ones who we are comfortable with. I dream of a church that goes out of its way to find and minister to the marginalized in society.
The reputation of Jesus is always lifted high. Congregations, like people, either lift high the reputation of Jesus or drag Him down to our level in the minds of others through our behavior, love or lack of it, grace or lack of it. Fighting and bickering congregations hurt the reputation of Jesus while those who live in unity, even in the hard times, lift it up. I dream of a church that places His name and reputation higher than its own wants and desires and always chooses behaviors that will lift Jesus high.
And you, what do you dream for the church?
Jesus and the gospel He proclaimed is the center of everything. Jesus changes lives, and the gospel He proclaimed changes lives and communities as God's people live out their faith in all arenas of life. The Bible is not a self help book as practical as it is. It is the story of redemption - how the God of the universe came to change broken lives through forgiveness, new life, transformation and purpose in joining Him in His work. At the center of everything is Jesus who invites us to follow Him. I dream of a church where Jesus is the center of everything.
The transformation of the gospel in our lives is the goal of all we do. Transformation of our hearts where we understand and live out grace, transformation of our minds so we think like Jesus, transformation of our priorities so our live reflect the concerns of Jesus and transformation of our relationships so that we see people like Jesus sees them and love them like Jesus loves them. Transformation is not a set of rules and regulations but cooperating with the Holy Spirit to see these four areas that make up our lives resonate with Jesus. I dream of a church where becoming like Jesus is the overriding goal.
Success is defined by spiritual transformation and not by numbers, size, facilities and programs. Too many churches are chasing the wrong dream - size, facilities and programs when the Biblical definition of success is spiritual transformation of people who live, grow and minister in community (Ephesians). I dream of a church where success is not defined by the metrics of the world but by the life change Jesus wants to bring.
We are outward focused rather than inward focused. Jesus went to where the people who needed him were while we often hope they will come to us at our church. If you look at the typical church programming we are so scheduled with church activities that we have little time to develop relationships with those who need Jesus let alone to get involved in meaningful ways in their lives. I dream of a church where intentional involvement with those who don't know Jesus is the norm not the exception.
Grace and love reign supreme. Each of us who knows Jesus is in His family because he extended His amazing grace to us when we did not deserve it and He loved us with an everlasting love. If He did that for us, we need to do that for one another and for those who don't yet know Him. I dream of a church where His love, acceptance and grace is extended to all and is the magnet that draws people to Jesus.
God's truth is proclaimed in its fullness. God's Word contains all that we need for a life of godliness but it must be taught in its entirety - those parts that we love and those parts that are hard and inconvenient for us to confront. Jesus gladly forgives our sin but also calls us to obedience and followership. He freely gives us grace but tells us not to use that grace as an excuse to sin. The Pentateuch gives us a foundation for a moral and upright life, the historical books examples of people who did or did not follow God, the books of wisdom proclaim the fear of the Lord, the prophets, the heart of God, the Gospels the centrality of Jesus and the epistles the guidance for holy living. I dream of a church that boldly proclaims His truth in its fullness so that we are thoroughly equipped for a life of godliness.
Transparency and authenticity are the rule rather than the exception. Christians are broken sinners, saved by grace who still struggle with all the issues that make up the human condition living in a fallen world. Yet the church is often the last place that we are able to be authentic and transparent about our struggles. I dream of a church where authenticity is celebrated and through transparency we are able to experience and give grace and spur one another on to faithful followership of Jesus.
Our communities are directly impacted by the gospel. Jesus did not come just to change individual hearts. His gospel is designed to have a profound impact on society through the influence of His followers as they live out their faith in their circles of influence, neighborhoods and workplaces. Jesus Himself asked us to pray that His will would be done on earth as it is done in heaven. I dream of a church that takes seriously His call to be salt and light in their community and influence their community with the love, righteousness and grace of Jesus.
All people are equally loved, cared for, appreciated and ministered to. Jesus loved all and He had special compassion and love for those whom the rest of society spurned whether wealthy tax collectors, beggars, the poor, the lame and sick or prostitutes. All were welcome at his table, in His crowd and in His family. We cannot live out the life of Jesus or His gospel without caring about all people, not simply the ones who we are comfortable with. I dream of a church that goes out of its way to find and minister to the marginalized in society.
The reputation of Jesus is always lifted high. Congregations, like people, either lift high the reputation of Jesus or drag Him down to our level in the minds of others through our behavior, love or lack of it, grace or lack of it. Fighting and bickering congregations hurt the reputation of Jesus while those who live in unity, even in the hard times, lift it up. I dream of a church that places His name and reputation higher than its own wants and desires and always chooses behaviors that will lift Jesus high.
And you, what do you dream for the church?
Wednesday, January 11, 2012
A vision without a workable strategy is an hallucination
Vision is a funny thing. Lots of people (and leaders) have vision but many cannot deliver on that vision because they cannot develop a realistic strategy that will allow them to accomplish the vision. That is why a vision without a workable strategy is hallucination: an unfulfillable dream, a false hope and an empty promise.
The problem with this is that vision usually comes from leaders and leaders have followers and staff. It is staff who have to live with the unmet dreams of their leaders and the implications of chasing a vision that they know is a foolish dream. I remember a leader I once worked for who hired a staff member to accomplish a specific task that was vital to the organization.
As I listened to the vision of that new staff member and his strategy for how he would accomplish it I knew in my heart that "this dog won't hunt" but I was not in a position to do or say much as I was lower in the organizational chain and this was a senior level hire of a senior level executive. Nor was I asked my opinion.
In this case we wasted three years of effort, built a staff we had to eventually let go and lost one million dollars in the process. And I had to pick up the pieces when it fell apart and the staff member was let go. Not only did we pay huge "dumb tax" for the foolish expectations and their results but the senior leader lost great credibility in the eyes of his staff for leading us down a path that resulted in organizational damage and could have been avoided. The Walter Mitty vision of the senior leader was an hallucination.
It is not that this leader (the one who hired) and the staff member (the one who was hired) did not have a strategy to reach their vision. Their problem was that it was not a workable strategy. It was built on false assumptions, optimistic rather than realistic thinking which did not even move the ball down the field a bit but rather went the wrong direction entirely.
How does one avoid moving mistaking vision for dreams or hallucinations? A key is not to develop vision by oneself. Senior leaders should work the visioning process with other senior staff who must help deliver on the vision. That includes a reasonable, workable strategy for how the organization will accomplish its vision. Usually that will mean changes in the current paradigm or strategy that the organization is using. After all, the current paradigm got you to where you are but was not designed to get you to where you need to go next.
That raises the question of whether the organization and its leaders are ready and willing to refocus their efforts, personnel and resources toward the accomplishing of the new vision? Adopting a new vision without refocusing the organization toward that new vision is also an hallucination. Refocusing may well mean that some staff who were key in the past will need to be let go in order to accomplish the new. It may well mean that other staff will need to be refocused and even organizational structures changed to meet the needs of a new vision and a new day. It is a grave mistake to assume that your current ministry paradigm will get you to a new vision and the next level.
Here are the kinds of questions that need to be addressed if a vision is going to be more than a dream:
Vision is a wonderful and necessary element of leadership. But, a vision without a workable strategy is simply a hallucination.
The problem with this is that vision usually comes from leaders and leaders have followers and staff. It is staff who have to live with the unmet dreams of their leaders and the implications of chasing a vision that they know is a foolish dream. I remember a leader I once worked for who hired a staff member to accomplish a specific task that was vital to the organization.
As I listened to the vision of that new staff member and his strategy for how he would accomplish it I knew in my heart that "this dog won't hunt" but I was not in a position to do or say much as I was lower in the organizational chain and this was a senior level hire of a senior level executive. Nor was I asked my opinion.
In this case we wasted three years of effort, built a staff we had to eventually let go and lost one million dollars in the process. And I had to pick up the pieces when it fell apart and the staff member was let go. Not only did we pay huge "dumb tax" for the foolish expectations and their results but the senior leader lost great credibility in the eyes of his staff for leading us down a path that resulted in organizational damage and could have been avoided. The Walter Mitty vision of the senior leader was an hallucination.
It is not that this leader (the one who hired) and the staff member (the one who was hired) did not have a strategy to reach their vision. Their problem was that it was not a workable strategy. It was built on false assumptions, optimistic rather than realistic thinking which did not even move the ball down the field a bit but rather went the wrong direction entirely.
How does one avoid moving mistaking vision for dreams or hallucinations? A key is not to develop vision by oneself. Senior leaders should work the visioning process with other senior staff who must help deliver on the vision. That includes a reasonable, workable strategy for how the organization will accomplish its vision. Usually that will mean changes in the current paradigm or strategy that the organization is using. After all, the current paradigm got you to where you are but was not designed to get you to where you need to go next.
That raises the question of whether the organization and its leaders are ready and willing to refocus their efforts, personnel and resources toward the accomplishing of the new vision? Adopting a new vision without refocusing the organization toward that new vision is also an hallucination. Refocusing may well mean that some staff who were key in the past will need to be let go in order to accomplish the new. It may well mean that other staff will need to be refocused and even organizational structures changed to meet the needs of a new vision and a new day. It is a grave mistake to assume that your current ministry paradigm will get you to a new vision and the next level.
Here are the kinds of questions that need to be addressed if a vision is going to be more than a dream:
- Is this a realistic vision and is it the right vision for us as an organization?
- Do we have buy in from senior staff toward a new vision and what is our plan to create a guiding coalition within the organization to move in a new direction?
- Do we have a realistic and workable plan to accomplish the vision?
- What are the unintended consequences of moving in our new direction?
- How do we need to restructure staff, budgets or organizational structure to focus on the new vision?
- How will we know if we are being successful and how do we monitor progress?
Vision is a wonderful and necessary element of leadership. But, a vision without a workable strategy is simply a hallucination.
Tuesday, January 10, 2012
Don't gunnysack stuff
Gunnysacking happens when we take irritations, slights or offenses from others and toss them in our gunnysack rather than either dealing with them by a candid conversation or forgiving them. One cannot carry around a heavy gunnysack forever without the weight of it affecting us. When the gunnysack gets full enough of unresolved issues it is likely to explode with an eruption of emotion that we regret afterwards.
It is not always offenses that cause us to erupt. It can also be irritations to us from the quirks of others. All of us have quirks of personality which can irritate others. When we allow those quirks to fester as irritations to us they also can cause us to erupt in unhealthy ways of we have gunnysacked them. Often this happens with extended family when someones attitudes, biases, actions or words irritate us to the core but there is nothing we can do about it.
How do we prevent gunnysack eruptions? First, always be aware of the danger of gunnysacking when we are with people that irritate or who have slighted us. Remember that tossing those irritations, slights and offenses into our gunnysack is going to hurt us in the long run.
Second, keep short accounts. Most issues that we take as slights or offenses do not come from ill motives and judging motives is the worst thing we can do as we are usually wrong in our judgement. If needed, have a conversation where you can clarify the issue: "This is how it felt to me when you said or did such and such and I am sure you did not intend for me to feel that way, so can you help me understand?" Much better to get the issue on the table than to toss it in your gunnysack.
The harder thing to deal with are irritations. Sometimes it is good to tell people that when they do such and such it is irritating to you. Other times it is best to simply give them space and even to limit your exposure to them if having a conversation about the behaviors will be counter productive. There are people in my life that push buttons in me and the best way to deal with it is self awareness and limiting my exposure to them.
However we deal with issues that irritate or cause offenses, the one thing we don't want to do is throw them in our gunnysack and carry them around. The weight is unhealthy for us and eventually may cause an unhealthy response on our part.
Monday, January 9, 2012
Ethics in hiring staff
We often don't think of ethics when it comes to hiring staff but the truth is that there is a significant ethical dimension to hiring, for the organization doing the hiring, for the individual under consideration and for the individuals that the new hire will impact. Consider these issues:
One: From an organizational point of view, we obviously are looking for staff members who will help us accomplish our mission. One of our key responsibilities, however, is to be as candid, honest and forthcoming about the strengths and weaknesses of the organization. Unless the potential staff member knows the true state of the organization, they are not in a position to make a fair analysis of their potential fit.
One way to facilitate this is to invite the individual to talk with as many key individuals in the organization as possible to receive candid and unvarnished feedback. When hiring individuals who will be working for me, for instance, I invite them to talk to others who also work for me so that they get the best picture of what they are getting into as possible. They will hear things that I would not even think to share because they are not on my radar screen. My bottom line is that I don't want a staffer to tell me he/she was surprised by something six months in. My ethical responsibility is to ensure that they get the best information possible.
Two: From the candidates point of view, I need to ensure that the job being offered is truly in the lane of the person under consideration. If I hire someone who does not fit the position, I have messed with their life. Yes, they have a responsibility to answer the question of fit as well but if I am hiring it is my job to do the best due diligence possible to mitigate against a bad fit which will hurt them and the organization should it not work out.
This means that I should be willing to make whatever time and financial investment is needed to ensure a good match. On the time front it includes dialogue and discussion the potential staff member and with references. On the financial side it may well mean testing to determine competencies, wiring and fit. While we may not get it right all the time, our commitment is to have done all that we can to get it right.
A key practice here is never to do the hiring by yourself. None of us have the insight necessary to see all the angles, upsides and downsides of a candidate. I involve as many people in the process as I need to in order to ensure the best evaluation. If one of my key staff members has a yellow or red flag, I pay great attention to that and am unlikely to hire until that flag has been resolved. The stakes are too high. In this process, one of the most important questions I am trying to answer is whether the candidate has good Emotional Intelligence (EQ) or not. The answer to that question will be one of the chief determiners of a successful hire. (For more information on EQ, see blogs with the EQ label).
Third, from the team's point of view I want to ensure that the potential hire will be a good fit on the team they will serve on. That means that I need to involve other members of the team in the decision. Every hire has an impact on the rest of the team. I have a responsibility to them to ensure that the hire will serve the team well rather than hurt it. Not to involve them is both foolish and potentially harmful. Never hire an individual that cannot work in a healthy team environment no matter what their brilliance or skills. To do so is to disempower and therefore hurt the rest of the team.
In the hiring process, a guiding principle is that we pay now or we pay more later. In other words, the cost of getting it wrong is high, in disruption to the staff member, disruption to the organization and the complicated process of letting someone go. One either does good due diligence on the front end or one ends up paying significant costs to sever the relationship. There is no upside to a bad fit for anyone.
It is a sign of carelessness with people when we do not take the hiring process seriously. Too much is at stake for the individual, organization and team.
One: From an organizational point of view, we obviously are looking for staff members who will help us accomplish our mission. One of our key responsibilities, however, is to be as candid, honest and forthcoming about the strengths and weaknesses of the organization. Unless the potential staff member knows the true state of the organization, they are not in a position to make a fair analysis of their potential fit.
One way to facilitate this is to invite the individual to talk with as many key individuals in the organization as possible to receive candid and unvarnished feedback. When hiring individuals who will be working for me, for instance, I invite them to talk to others who also work for me so that they get the best picture of what they are getting into as possible. They will hear things that I would not even think to share because they are not on my radar screen. My bottom line is that I don't want a staffer to tell me he/she was surprised by something six months in. My ethical responsibility is to ensure that they get the best information possible.
Two: From the candidates point of view, I need to ensure that the job being offered is truly in the lane of the person under consideration. If I hire someone who does not fit the position, I have messed with their life. Yes, they have a responsibility to answer the question of fit as well but if I am hiring it is my job to do the best due diligence possible to mitigate against a bad fit which will hurt them and the organization should it not work out.
This means that I should be willing to make whatever time and financial investment is needed to ensure a good match. On the time front it includes dialogue and discussion the potential staff member and with references. On the financial side it may well mean testing to determine competencies, wiring and fit. While we may not get it right all the time, our commitment is to have done all that we can to get it right.
A key practice here is never to do the hiring by yourself. None of us have the insight necessary to see all the angles, upsides and downsides of a candidate. I involve as many people in the process as I need to in order to ensure the best evaluation. If one of my key staff members has a yellow or red flag, I pay great attention to that and am unlikely to hire until that flag has been resolved. The stakes are too high. In this process, one of the most important questions I am trying to answer is whether the candidate has good Emotional Intelligence (EQ) or not. The answer to that question will be one of the chief determiners of a successful hire. (For more information on EQ, see blogs with the EQ label).
Third, from the team's point of view I want to ensure that the potential hire will be a good fit on the team they will serve on. That means that I need to involve other members of the team in the decision. Every hire has an impact on the rest of the team. I have a responsibility to them to ensure that the hire will serve the team well rather than hurt it. Not to involve them is both foolish and potentially harmful. Never hire an individual that cannot work in a healthy team environment no matter what their brilliance or skills. To do so is to disempower and therefore hurt the rest of the team.
In the hiring process, a guiding principle is that we pay now or we pay more later. In other words, the cost of getting it wrong is high, in disruption to the staff member, disruption to the organization and the complicated process of letting someone go. One either does good due diligence on the front end or one ends up paying significant costs to sever the relationship. There is no upside to a bad fit for anyone.
It is a sign of carelessness with people when we do not take the hiring process seriously. Too much is at stake for the individual, organization and team.
Sunday, January 8, 2012
Reclaiming corporate prayer
It is interesting that for all the talk about the necessity of prayer in our ministries and the empowerment of the Holy Spirit, the time devoted to prayer in most weekend services is minimal and sometimes almost non existent. In addition, it is often obvious that when there is prayer it has not been thought through and yet it is meant to represent the whole congregation. Corporate prayer is often an afterthought in our worship experiences.
Here is an interesting question. Where do people learn how to pray? I am not talking about praying for personal needs, as we are all pretty good at that, human nature being what it is. But where do we learn to pray for the work of God in our lives, for the expansion of the gospel, for confession of personal and corporate sin, for our communities to be touched with God's grace, or to thank him for the amazing grace He has showered on our lives?
Think of the prayers of the Old Testament or the New and ask yourself, "When do I hear prayer like that in church?" If not modeled in our services, where will it be modeled? If that kind of prayer was important to the prophets, Jesus or the Apostles, why is it not equally important to us? Often we are left with an anemic idea of what prayer is about when it is central to all we will become as Christ followers.
Those who come from a tradition of liturgy know the value of well thought out prayer. Sure, it can become rote, as any worship can, but the value of carefully crafted prayer that reflects the priorities of God (not always the same as ours) and lifts up the majesty and greatness of God is powerful. Whether prayers of the people, prayers of blessing, of confession or praise, how we lead people in corporate prayer says much about our own value of prayer and about what we are teaching our people in this regard. The very language we use in leading people in corporate prayer either lifts Him up or "dumbs" him down to those we lead.
We ought to put the same time, preparation and effort into corporate prayer as we do for all other parts of our services. It is a holy moment when together we lift our hearts to God's throne and corporately confess, praise or ask for His intervention for the sick and hurting. I suspect that off the cuff prayer is treated as such by the congregation while seriously thought out prayer is treated with equal seriousness by those who should be silently (or sometimes verbally) participating.
Take time to look up the great prayers in Scripture and think about the concerns that were lifted up to the Father. And, encourage the practice of well thought out corporate prayer in your congregation.
Here is an interesting question. Where do people learn how to pray? I am not talking about praying for personal needs, as we are all pretty good at that, human nature being what it is. But where do we learn to pray for the work of God in our lives, for the expansion of the gospel, for confession of personal and corporate sin, for our communities to be touched with God's grace, or to thank him for the amazing grace He has showered on our lives?
Think of the prayers of the Old Testament or the New and ask yourself, "When do I hear prayer like that in church?" If not modeled in our services, where will it be modeled? If that kind of prayer was important to the prophets, Jesus or the Apostles, why is it not equally important to us? Often we are left with an anemic idea of what prayer is about when it is central to all we will become as Christ followers.
Those who come from a tradition of liturgy know the value of well thought out prayer. Sure, it can become rote, as any worship can, but the value of carefully crafted prayer that reflects the priorities of God (not always the same as ours) and lifts up the majesty and greatness of God is powerful. Whether prayers of the people, prayers of blessing, of confession or praise, how we lead people in corporate prayer says much about our own value of prayer and about what we are teaching our people in this regard. The very language we use in leading people in corporate prayer either lifts Him up or "dumbs" him down to those we lead.
We ought to put the same time, preparation and effort into corporate prayer as we do for all other parts of our services. It is a holy moment when together we lift our hearts to God's throne and corporately confess, praise or ask for His intervention for the sick and hurting. I suspect that off the cuff prayer is treated as such by the congregation while seriously thought out prayer is treated with equal seriousness by those who should be silently (or sometimes verbally) participating.
Take time to look up the great prayers in Scripture and think about the concerns that were lifted up to the Father. And, encourage the practice of well thought out corporate prayer in your congregation.
Saturday, January 7, 2012
Pastoral and staff reviews
I remember my first annual review as a pastor. It was painful: not because the elders thought I was doing a poor job but because it was not based on a clear job description so the comments were random, some felt petty or unfair and simply reflected the personal biases of various board members. I remember thinking, "well that didn't feel good!"
As a firm believer in feedback and reviews I also have strong views on the context in which they are done.
First, they should only be done after a staff member or pastor have been working with a clear set of expectations for at least a year. In our organization, we use Key Result Areas and an Annual Ministry Plan which define the key results expected from the job and the plan laid out by the staff member to achieve those results. This changes the equation from a focus on activity to results, and it is based on agreed upon results and plans so there can be objectivity. Without agreed upon results, any review will simply be a reflection of the biases of a particular board member and not a fair evaluation of the staff member.
Second, it is critical to do a review annually, not when the board or supervisor starts to believe there is a problem. Often, the first review a pastor gets is when there is disagreement between them and the board. The review is then used as the means of addressing long standing problems but unfairly so since there has not been agreed upon outcomes up to that point.
Third, reviews should not have any surprises in them. Good supervisors or boards talk about issues long before they become major issues. There is ongoing dialogue between staff and supervisor or senior pastor and board in healthy ministry situations so that there is never a surprise. Surprises are an indication that such dialogue has not been taking place.
Fourth, reviews should be honest and candid. Don't dodge issues that need to be addressed. If you do, staff don't grow and become all that they can be. Direct and candid feedback is a critical element in growth. When we are not honest - often in the name of grace - we compromise the development and growth of staff. Be direct, honest, candid and invite dialogue to ensure that the issues, if there are any, are understood.
A full paradigm for Key Result Areas, Annual Plans and annual reviews is found in my book "Leading From the Sandbox: How to Develop, Empower and Release High Impact Ministry Teams." It lays out a simple, clear and results oriented process to clarify expectations as well as a healthy process for creating dialogue around work results. Do it right and annual reviews are a key part in creating a healthy environment for staff. Do it wrong and the opposite occurs.
As a firm believer in feedback and reviews I also have strong views on the context in which they are done.
First, they should only be done after a staff member or pastor have been working with a clear set of expectations for at least a year. In our organization, we use Key Result Areas and an Annual Ministry Plan which define the key results expected from the job and the plan laid out by the staff member to achieve those results. This changes the equation from a focus on activity to results, and it is based on agreed upon results and plans so there can be objectivity. Without agreed upon results, any review will simply be a reflection of the biases of a particular board member and not a fair evaluation of the staff member.
Second, it is critical to do a review annually, not when the board or supervisor starts to believe there is a problem. Often, the first review a pastor gets is when there is disagreement between them and the board. The review is then used as the means of addressing long standing problems but unfairly so since there has not been agreed upon outcomes up to that point.
Third, reviews should not have any surprises in them. Good supervisors or boards talk about issues long before they become major issues. There is ongoing dialogue between staff and supervisor or senior pastor and board in healthy ministry situations so that there is never a surprise. Surprises are an indication that such dialogue has not been taking place.
Fourth, reviews should be honest and candid. Don't dodge issues that need to be addressed. If you do, staff don't grow and become all that they can be. Direct and candid feedback is a critical element in growth. When we are not honest - often in the name of grace - we compromise the development and growth of staff. Be direct, honest, candid and invite dialogue to ensure that the issues, if there are any, are understood.
A full paradigm for Key Result Areas, Annual Plans and annual reviews is found in my book "Leading From the Sandbox: How to Develop, Empower and Release High Impact Ministry Teams." It lays out a simple, clear and results oriented process to clarify expectations as well as a healthy process for creating dialogue around work results. Do it right and annual reviews are a key part in creating a healthy environment for staff. Do it wrong and the opposite occurs.
Friday, January 6, 2012
Our primary mission in life - and its not about us!
I confess that I do a lot of thinking about me, my situation, my needs, my wants and my desires. Can you relate? I don't like to admit it but I am selfish to the core. It is the human condition and only Jesus can tear open our hearts for unselfish living - bit by bit as we come to grips with the fact that as Christ followers life is not ultimately about us!
Jesus made a profound statement as he contemplated his own death. He confessed, "Now my soul is troubled, and what shall I say? 'Father, save me from this hour?' No, it was for this very reason I came to this hour. Father, glorify your name!" (John 12:27-28).
How often do we ask God to save us from some dilemma, to remove some suffering, to heal some illness - all legitimate requests. But how often do we say, "Father, glorify your name through my situation?" Ultimately, it is His glory that is paramount, not our desires. Sometimes His glory is in answering our prayers. Sometimes His glory is found in our faith in the middle of crushing difficulty.
Just before Jesus asked the Father to glorify His name, He reminded His disciples that "unless a kernel of wheat falls to the ground and dies, it remains only a single seed. But if it dies, it produces many seeds. Anyone who loves their life will lose it, while anyone who hates their life in this world will keep it for eternal life. Whoever serves me must follow me; and where I am, my servant also will be. My Father will honor the one who serves me (John 12:24-26)."
It is in our dying to self in order to live for God that we see our lives honor and glorify Him. It is in putting His interests first - choosing to live our lives with His priorities in mind that we glorify the Father. It is in following Him wherever He is and wherever He desires to take us that we glorify Him. It is in remaining faithful in the hard times, choosing faith and hope over despair and hopelessness that I lift His name up!
We have many requests for God. We depend on Him for our daily bread in so many ways. But ultimately He desires that we care about His glory. His glory in our lives is the greatest gift that we can give Him.
"Father, what needs to die in me today so that my life produces many seeds? Would you glorify your name through me today no matter what my circumstances?"
Jesus made a profound statement as he contemplated his own death. He confessed, "Now my soul is troubled, and what shall I say? 'Father, save me from this hour?' No, it was for this very reason I came to this hour. Father, glorify your name!" (John 12:27-28).
How often do we ask God to save us from some dilemma, to remove some suffering, to heal some illness - all legitimate requests. But how often do we say, "Father, glorify your name through my situation?" Ultimately, it is His glory that is paramount, not our desires. Sometimes His glory is in answering our prayers. Sometimes His glory is found in our faith in the middle of crushing difficulty.
Just before Jesus asked the Father to glorify His name, He reminded His disciples that "unless a kernel of wheat falls to the ground and dies, it remains only a single seed. But if it dies, it produces many seeds. Anyone who loves their life will lose it, while anyone who hates their life in this world will keep it for eternal life. Whoever serves me must follow me; and where I am, my servant also will be. My Father will honor the one who serves me (John 12:24-26)."
It is in our dying to self in order to live for God that we see our lives honor and glorify Him. It is in putting His interests first - choosing to live our lives with His priorities in mind that we glorify the Father. It is in following Him wherever He is and wherever He desires to take us that we glorify Him. It is in remaining faithful in the hard times, choosing faith and hope over despair and hopelessness that I lift His name up!
We have many requests for God. We depend on Him for our daily bread in so many ways. But ultimately He desires that we care about His glory. His glory in our lives is the greatest gift that we can give Him.
"Father, what needs to die in me today so that my life produces many seeds? Would you glorify your name through me today no matter what my circumstances?"
Thursday, January 5, 2012
Those who lead set the pace!
Leaders set the standards in their ministries, team leaders for their teams, parents for their children, volunteers for those they oversee, church leaders for their congregations. All of us who lead anything set the culture, ethos, attitudes and standards for others on our team. And most all of us do lead something or someone!
Don't underestimate the importance of this responsibility! Both the health and dishealth of families, teams and organizations can often (not always) be traced back to the example set by its leaders. Think about these areas that directly impact the health of a team.
Attitude toward leadership and authority. When leaders display cynicism toward those they are accountable to, their attitudes are picked up by those they lead who often develop similar attitudes. When leaders are respectful of those who lead them, others will be as well. Pastors, for instance who are critical of their boards breed the same attitude in their staff while those who are supportive and respectful communicate a healthy attitude. Our attitude toward authority is easily read by those we lead.
Words matter. Our choice of words, our use of them, whether they are critical or constructive, kind or harsh, respectful or disrespectful communicate a great deal to those we lead. Careless words reflect careless thinking and often careless relationships. Our words, according to Jesus, also reflect the state of our hearts. There is much in Scripture about gossip, slander, harsh and unkind words, anger and nonconstructive talk. The vocabulary, content and attitudes of our conversation and communication convey a standard for those we influence and lead.
Behavior communicates. I am often amazed at the behaviors of leaders in the ministry arena: uncontrolled anger, defensiveness, inability to disagree in an agreeable way, yelling, threats, lack of approachability. Often I see behaviors in ministry that would be grounds for discipline or termination in the business world. Certainly such behaviors are contrary to the attitude, teaching and modeling of Christ. One of the marks of leaders in the church is that they are "self controlled" - the ability to monitor and control our emotions and behaviors - especially those that are unhealthy and get us into trouble. Our behaviors set the tone for a healthy or unhealthy environment. Jesus is our model and example.
Relational health. All ministry is based on relationships and the health of the relationships of leaders again sets the tone for the kinds of relationships others will develop. Relational health includes the ability to be self defined and accept differing views, to stay connected with people we may disagree with, to seek the best for others and to genuinely care for them. Relational dishealth includes marginalizing those who disagree with us, being threatened by strong leaders, lack of openness to the feedback of others (defensiveness), or the inability to work collaboratively. Relational health on teams is almost always a reflection of the relational health of leaders. Jesus never used or abused people. He saw each one as people made in the image of God and treated them in that light.
Standards for behaviors, attitudes, words, and relationships are not set by policies. They are ultimately set by the example of leaders. No policy is more powerful than the example of leaders. No leaders can hold staff responsible for behaviors that they themselves do not adhere to. On those rare occasions when I have had to talk to a staff member about one of these issues, I will ask the question: "Have I ever treated you this way?" My point is twofold: first that you have not seen me behave this way toward you and I am your leader and second, I have the moral authority to keep the bar high if I do so for myself. It is my responsibility as a leader. And yours.
Don't underestimate the importance of this responsibility! Both the health and dishealth of families, teams and organizations can often (not always) be traced back to the example set by its leaders. Think about these areas that directly impact the health of a team.
Attitude toward leadership and authority. When leaders display cynicism toward those they are accountable to, their attitudes are picked up by those they lead who often develop similar attitudes. When leaders are respectful of those who lead them, others will be as well. Pastors, for instance who are critical of their boards breed the same attitude in their staff while those who are supportive and respectful communicate a healthy attitude. Our attitude toward authority is easily read by those we lead.
Words matter. Our choice of words, our use of them, whether they are critical or constructive, kind or harsh, respectful or disrespectful communicate a great deal to those we lead. Careless words reflect careless thinking and often careless relationships. Our words, according to Jesus, also reflect the state of our hearts. There is much in Scripture about gossip, slander, harsh and unkind words, anger and nonconstructive talk. The vocabulary, content and attitudes of our conversation and communication convey a standard for those we influence and lead.
Behavior communicates. I am often amazed at the behaviors of leaders in the ministry arena: uncontrolled anger, defensiveness, inability to disagree in an agreeable way, yelling, threats, lack of approachability. Often I see behaviors in ministry that would be grounds for discipline or termination in the business world. Certainly such behaviors are contrary to the attitude, teaching and modeling of Christ. One of the marks of leaders in the church is that they are "self controlled" - the ability to monitor and control our emotions and behaviors - especially those that are unhealthy and get us into trouble. Our behaviors set the tone for a healthy or unhealthy environment. Jesus is our model and example.
Relational health. All ministry is based on relationships and the health of the relationships of leaders again sets the tone for the kinds of relationships others will develop. Relational health includes the ability to be self defined and accept differing views, to stay connected with people we may disagree with, to seek the best for others and to genuinely care for them. Relational dishealth includes marginalizing those who disagree with us, being threatened by strong leaders, lack of openness to the feedback of others (defensiveness), or the inability to work collaboratively. Relational health on teams is almost always a reflection of the relational health of leaders. Jesus never used or abused people. He saw each one as people made in the image of God and treated them in that light.
Standards for behaviors, attitudes, words, and relationships are not set by policies. They are ultimately set by the example of leaders. No policy is more powerful than the example of leaders. No leaders can hold staff responsible for behaviors that they themselves do not adhere to. On those rare occasions when I have had to talk to a staff member about one of these issues, I will ask the question: "Have I ever treated you this way?" My point is twofold: first that you have not seen me behave this way toward you and I am your leader and second, I have the moral authority to keep the bar high if I do so for myself. It is my responsibility as a leader. And yours.
Wednesday, January 4, 2012
Angry leaders
Consider this scenario. A ministry leader walks up to one of his staffers in a group of individuals, points his finger at his chest and says, "I am in charge here and don't ever tell (name withheld) what they can or cannot do."
What has just happened? The leader has used his anger as a means of power, control and intimidation and done so in a public manner. Whether or not he had reason to confront the other staff member is not the issue. The way he did it was wrong.
There are a segment of leaders in ministry and business who lead out of anger. Those who work for them know that if they cross them, they will face the wrath of the leader. It may be in the form of a threat (I could fire you), in the form of an angry response (Don't ever cross me again), in the form of marginalization (those who are not for me are against me), or in the form of embarrassment (like the example above where there is a public rebuke). Raised voices, high emotion, inability to dialogue, pronouncements of what you will or will not do, clear anger and implied threats are all part of leading by anger. There are many other examples but the key principle is that the leader is using anger as a means of holding power over others, controlling others or intimidating others.
Often times staff members are not immediately aware that their leader is using anger to control them. What they feel is an uneasiness with the leadership style they are experiencing. Here are some of the warning signs that their leader is leading out of anger.
Staff feel like they are walking on eggshells around their leader. Fear of a leader's response is a clear indicator of leading by fear. Staff members are careful about what they say, how they say it and often simply keep silent because they don't want to be the subject of the leader's wrath. Often in these situations staff do not know which of their leader's personalities will show up on any given day.
A leader often lets staff know who is "in charge." Those who lead from anger often use their leadership "authority" to control and manipulate their staff. Subtle or not so subtle reminders of their authority communicates to the staff that they better "toe the line" of whatever the leader desires or become the subject of their anger.
Anger surfaces when one tries to discuss with the leader behaviors that are unhealthy or issues that the leader feels strongly about. It is not uncommon for staff members to try to talk with leaders who lead out of anger about behaviors that hurt them or the team. What they typically get is a predictable angry response along with a reminder of who is in charge or, defensiveness tinged with irritation. If this becomes a pattern, you know you have a very unhealthy leader on your hands.
A leader divides people into two categories: those who are for them (friends) and those who are against them (enemies). Those who lead from anger, by nature see people as either for them or against them. By definition, those who are for them agree with them and don't cross them while those who disagree with them and cross them are moved to the "enemy" camp. Thus angry leaders build two camps: friends and enemies and you are in one or the other and there is no in between. Often, a staff member who starts out as a friend ends up as an enemy when they find their voice and start to stand up to their leader.
There is a bully factor to the leader. Angry leaders need to have their own way and will use whatever tactics they need to in order to achieve it. It can be a tactic of power (I can fire you) or a tactic of manipulation (I should just resign) or something else but it is manipulation to achieve their ends. Sometimes it is ingratiating (I am so glad I can trust you unlike the others) or the opposite (I am starting to question your effectiveness and loyalty). Whatever the tactic, staff members leave their interactions with a vague feeling that they have been used, manipulated or bullied into line.
Angry leaders are are very hard to please. Angry leaders are often driven leaders whose primary concern is how they look, how their ministry succeeds and when their expectations are not met you know it! Because life and ministry is about them, anyone who does not contribute to their success by their definition is marginalized, criticized or even discarded. Whenever there is high staff turnover one needs to turn over the rocks and look underneath to determine why. When there is a history of staff leaving or being terminated it is a clue that not all is right.
Angry leaders lack humility and often display arrogance. Angry leaders are rarely collegial but believe that they have the answers. They often make strong statements about people (often unkind) and situations. Because they are not open to feedback and dialogue when it does not agree with their conclusions it is difficult if not impossible to change their minds. Anger and arrogance are twins.
Here is what one needs to know about leaders who lead from anger. They are deeply unhealthy individuals who create a toxic environment for staff and therefore for the church or organization they lead. Their anger stems from deep and unresolved personal issues and at their core they are deeply insecure people who get their security from their ability to control others. It is a no win situation for staff because they will not change the equation by confronting the behaviors - in fact confrontation brings out the worst. And, the lack of emotional health in the leader will infect the rest of the organization.
The obvious question is what does one do? If you are a board member who sees these kinds of behaviors you have a responsibility to ensure that your leader gets help. Your responsibility is to ensure health in the organization and this is a major sign of dishealth. Even though boards like to give their senior leader the benefit of the doubt, unacceptable behaviors must be dealt with. If you are a staff member caught in this situation and see no hope of change, I would leave before the dishealth of the leader creates discouragement and cynicism in you that compromises your future ministry. If those who have the authority to act (boards) do not, take charge of your own life before you are hurt and compromised.
I am always puzzled why boards, who often know of deep issues in a senior leader do not confront them, require them to get help and if the behaviors continue fire them. We allow behaviors in the church and in Christian organizations that even the secular world would consider unacceptable and beyond the pale. There are toxic workplaces that exist right under the noses of boards who either are clueless or choose to ignore it. In the process they hurt staff, ministry effectiveness and the constituency they serve.
What has just happened? The leader has used his anger as a means of power, control and intimidation and done so in a public manner. Whether or not he had reason to confront the other staff member is not the issue. The way he did it was wrong.
There are a segment of leaders in ministry and business who lead out of anger. Those who work for them know that if they cross them, they will face the wrath of the leader. It may be in the form of a threat (I could fire you), in the form of an angry response (Don't ever cross me again), in the form of marginalization (those who are not for me are against me), or in the form of embarrassment (like the example above where there is a public rebuke). Raised voices, high emotion, inability to dialogue, pronouncements of what you will or will not do, clear anger and implied threats are all part of leading by anger. There are many other examples but the key principle is that the leader is using anger as a means of holding power over others, controlling others or intimidating others.
Often times staff members are not immediately aware that their leader is using anger to control them. What they feel is an uneasiness with the leadership style they are experiencing. Here are some of the warning signs that their leader is leading out of anger.
Staff feel like they are walking on eggshells around their leader. Fear of a leader's response is a clear indicator of leading by fear. Staff members are careful about what they say, how they say it and often simply keep silent because they don't want to be the subject of the leader's wrath. Often in these situations staff do not know which of their leader's personalities will show up on any given day.
A leader often lets staff know who is "in charge." Those who lead from anger often use their leadership "authority" to control and manipulate their staff. Subtle or not so subtle reminders of their authority communicates to the staff that they better "toe the line" of whatever the leader desires or become the subject of their anger.
Anger surfaces when one tries to discuss with the leader behaviors that are unhealthy or issues that the leader feels strongly about. It is not uncommon for staff members to try to talk with leaders who lead out of anger about behaviors that hurt them or the team. What they typically get is a predictable angry response along with a reminder of who is in charge or, defensiveness tinged with irritation. If this becomes a pattern, you know you have a very unhealthy leader on your hands.
A leader divides people into two categories: those who are for them (friends) and those who are against them (enemies). Those who lead from anger, by nature see people as either for them or against them. By definition, those who are for them agree with them and don't cross them while those who disagree with them and cross them are moved to the "enemy" camp. Thus angry leaders build two camps: friends and enemies and you are in one or the other and there is no in between. Often, a staff member who starts out as a friend ends up as an enemy when they find their voice and start to stand up to their leader.
There is a bully factor to the leader. Angry leaders need to have their own way and will use whatever tactics they need to in order to achieve it. It can be a tactic of power (I can fire you) or a tactic of manipulation (I should just resign) or something else but it is manipulation to achieve their ends. Sometimes it is ingratiating (I am so glad I can trust you unlike the others) or the opposite (I am starting to question your effectiveness and loyalty). Whatever the tactic, staff members leave their interactions with a vague feeling that they have been used, manipulated or bullied into line.
Angry leaders are are very hard to please. Angry leaders are often driven leaders whose primary concern is how they look, how their ministry succeeds and when their expectations are not met you know it! Because life and ministry is about them, anyone who does not contribute to their success by their definition is marginalized, criticized or even discarded. Whenever there is high staff turnover one needs to turn over the rocks and look underneath to determine why. When there is a history of staff leaving or being terminated it is a clue that not all is right.
Angry leaders lack humility and often display arrogance. Angry leaders are rarely collegial but believe that they have the answers. They often make strong statements about people (often unkind) and situations. Because they are not open to feedback and dialogue when it does not agree with their conclusions it is difficult if not impossible to change their minds. Anger and arrogance are twins.
Here is what one needs to know about leaders who lead from anger. They are deeply unhealthy individuals who create a toxic environment for staff and therefore for the church or organization they lead. Their anger stems from deep and unresolved personal issues and at their core they are deeply insecure people who get their security from their ability to control others. It is a no win situation for staff because they will not change the equation by confronting the behaviors - in fact confrontation brings out the worst. And, the lack of emotional health in the leader will infect the rest of the organization.
The obvious question is what does one do? If you are a board member who sees these kinds of behaviors you have a responsibility to ensure that your leader gets help. Your responsibility is to ensure health in the organization and this is a major sign of dishealth. Even though boards like to give their senior leader the benefit of the doubt, unacceptable behaviors must be dealt with. If you are a staff member caught in this situation and see no hope of change, I would leave before the dishealth of the leader creates discouragement and cynicism in you that compromises your future ministry. If those who have the authority to act (boards) do not, take charge of your own life before you are hurt and compromised.
I am always puzzled why boards, who often know of deep issues in a senior leader do not confront them, require them to get help and if the behaviors continue fire them. We allow behaviors in the church and in Christian organizations that even the secular world would consider unacceptable and beyond the pale. There are toxic workplaces that exist right under the noses of boards who either are clueless or choose to ignore it. In the process they hurt staff, ministry effectiveness and the constituency they serve.
Tuesday, January 3, 2012
Our habits and a long view of life
Living in the "instant" world of the west where we love immediate results, quick fixes and instant gratification, we often forget that the Christian life is a marathon rather than a sprint and that long term results are the product of long term rather than short term thinking. The Apostle Paul talks about "running the race with our eyes fixed on the prize." He also often speaks of endurance and perseverance. Eugene Peterson rightly called it a "long obedience in the same direction."
The key to a long view of life is the development of habits that will sustain us over the long haul. Habits are long term disciplines or practices rather than short term "resolutions." They form a personal frame or infrastructure that the rest of life connects to. Just as the hidden steel frame of a large building holds all the component parts together, so the habits we develop are the invisible underpinnings of our lives which everything else is connected to and influenced by.
There is good news and bad news in this. The bad news is that unhealthy habits have long term ramifications for our lives if not corrected since our life infrastructure touches everything else. That is why it is so important to deal with sinful habits rather than to ignore or nurture them. But the good news is that the development of healthy habits has long term healthy ramifications and gives us the means of going the distance well and living out that "long obedience in the same direction:" in the power of the Holy Spirit. And, it is never too late to develop new and healthy habits.
Practices become habits when they are practiced long enough that they become second nature. For instance, many people have a habit of spending money they don't really have thanks to the ease of using a credit card. That habit over the long term leads to a life of debt and dependence on others. Others never spend what they don't have. They have practiced a healthy discipline long enough that it is second nature to them. Over the long term it leads to financial health.
Habits we form in our marriages determine the quality of our relationship with our spouse. Habits in our devotional lives form the quality of our relationship with God. Habits in our professional life form the quality of our work. Habits in our hidden life form the quality of our moral architecture. Habits in our relation to our health form the foundation for good or poor health. In every instance, habits contribute either to long term health or to long term dysfunction.
Studies have shown that our long term practices or habits actually cause changes to our brain. The reason new habits are hard to develop is that our brain is trained to respond in an alternative way (like the urge to purchase on credit). Every time we engage in a certain practice, our brain chemistry strengthens the chemical connections that encourage that particular behavior. The good news is that we can retrain our brain with the practice of new habits which in the long term sustains us in that practice.
As we think about our lives we ought to be aware of the habits that underlie our actions. Which are healthy and helpful? Which are problematic and hurtful? Which are pleasing to God and which are not? In relation to the former, working hard on making these central to our lives becomes our goal and as to the latter, they become those things that the New Testament says we need to "take off" and discard.
When Paul talks about old things to take off and new things to put on (see Ephesians 4-5 for instance) he is talking about practices which are habits. The old are destructive and the new reflect the character of Christ. When we cooperate with the Holy Spirit, He gives us the ability to discard the old and put on the new. Remember these habits are the invisible framework that make up our lives and contribute either to a long and healthy view of life or a dysfunctional view of life.
The key to a long view of life is the development of habits that will sustain us over the long haul. Habits are long term disciplines or practices rather than short term "resolutions." They form a personal frame or infrastructure that the rest of life connects to. Just as the hidden steel frame of a large building holds all the component parts together, so the habits we develop are the invisible underpinnings of our lives which everything else is connected to and influenced by.
There is good news and bad news in this. The bad news is that unhealthy habits have long term ramifications for our lives if not corrected since our life infrastructure touches everything else. That is why it is so important to deal with sinful habits rather than to ignore or nurture them. But the good news is that the development of healthy habits has long term healthy ramifications and gives us the means of going the distance well and living out that "long obedience in the same direction:" in the power of the Holy Spirit. And, it is never too late to develop new and healthy habits.
Practices become habits when they are practiced long enough that they become second nature. For instance, many people have a habit of spending money they don't really have thanks to the ease of using a credit card. That habit over the long term leads to a life of debt and dependence on others. Others never spend what they don't have. They have practiced a healthy discipline long enough that it is second nature to them. Over the long term it leads to financial health.
Habits we form in our marriages determine the quality of our relationship with our spouse. Habits in our devotional lives form the quality of our relationship with God. Habits in our professional life form the quality of our work. Habits in our hidden life form the quality of our moral architecture. Habits in our relation to our health form the foundation for good or poor health. In every instance, habits contribute either to long term health or to long term dysfunction.
Studies have shown that our long term practices or habits actually cause changes to our brain. The reason new habits are hard to develop is that our brain is trained to respond in an alternative way (like the urge to purchase on credit). Every time we engage in a certain practice, our brain chemistry strengthens the chemical connections that encourage that particular behavior. The good news is that we can retrain our brain with the practice of new habits which in the long term sustains us in that practice.
As we think about our lives we ought to be aware of the habits that underlie our actions. Which are healthy and helpful? Which are problematic and hurtful? Which are pleasing to God and which are not? In relation to the former, working hard on making these central to our lives becomes our goal and as to the latter, they become those things that the New Testament says we need to "take off" and discard.
When Paul talks about old things to take off and new things to put on (see Ephesians 4-5 for instance) he is talking about practices which are habits. The old are destructive and the new reflect the character of Christ. When we cooperate with the Holy Spirit, He gives us the ability to discard the old and put on the new. Remember these habits are the invisible framework that make up our lives and contribute either to a long and healthy view of life or a dysfunctional view of life.
Monday, January 2, 2012
Don't rob people of the joy of worship
One of the temptations, particularly as churches grow, is to professionalize worship to a place where it is about the "excellence" of the performance on stage, perfect timing, awesome acoustics and providing an " unforgettable experience" each week. I know pastors who actually become angry or anxious at any "imperfections" in the service. Appearances and performance can start to mean everything.
What easily gets lost in all this is that worship is not about a performance but about helping people express their love, appreciation and commitment to the Lord of Lords who is holy, righteous, loving, merciful and faithful. It is both an individual and corporate expression of worship of the Almighty God. It is deeply personal and by nature must be participatory. It is not about who is on stage, but about the hearts of the congregation as they lift their voices and prayer and thoughts to their Heavenly Father. In fact, anything that happens up front that detracts from the congregation joining in personal, corporate and authentic worship is counter to the purpose of worship.
Good worship leaders both plan the service carefully and are sensitive to the Holy Spirit when He breaks in and changes the plan. Worship that never deviates from the plan is worship that is not sensitive to what the Holy Spirit might be doing in the service and among His people. After all, why should He not respond to the worship of His people? And what if He desires that the service go more than the allotted number of minutes? God cannot be boxed in and when He is, we are the ones who suffer.
And what about simplicity on occasion? A simple hymn, a quiet meditation, the scriptural and theological integrity of good liturgy where we recite Scripture and truth to God as they did in the early church, reminding ourselves of the basics of our faith. Or times when we are still and silent before God echoing the Psalmist who said "Be still and know that I am God."
My observation is that many of us have a deep hunger to worship God rather than to attend a performance about God. Our hearts are often parched from the stresses of the week and they need the living water of His truth, the encouragement of His promises and the opportunity to freely sing and pray to the One who is our ultimate Hope and greatest joy. Anything that distracts from that opportunity gets in the way of our hearts being refilled for the week ahead. Never rob people of the joy of worship. It is about God, not about us, it is about the congregation lifting God up, not about those who are in front. Their job is to make it easy for the rest to spend time in His presence.
What easily gets lost in all this is that worship is not about a performance but about helping people express their love, appreciation and commitment to the Lord of Lords who is holy, righteous, loving, merciful and faithful. It is both an individual and corporate expression of worship of the Almighty God. It is deeply personal and by nature must be participatory. It is not about who is on stage, but about the hearts of the congregation as they lift their voices and prayer and thoughts to their Heavenly Father. In fact, anything that happens up front that detracts from the congregation joining in personal, corporate and authentic worship is counter to the purpose of worship.
Good worship leaders both plan the service carefully and are sensitive to the Holy Spirit when He breaks in and changes the plan. Worship that never deviates from the plan is worship that is not sensitive to what the Holy Spirit might be doing in the service and among His people. After all, why should He not respond to the worship of His people? And what if He desires that the service go more than the allotted number of minutes? God cannot be boxed in and when He is, we are the ones who suffer.
And what about simplicity on occasion? A simple hymn, a quiet meditation, the scriptural and theological integrity of good liturgy where we recite Scripture and truth to God as they did in the early church, reminding ourselves of the basics of our faith. Or times when we are still and silent before God echoing the Psalmist who said "Be still and know that I am God."
My observation is that many of us have a deep hunger to worship God rather than to attend a performance about God. Our hearts are often parched from the stresses of the week and they need the living water of His truth, the encouragement of His promises and the opportunity to freely sing and pray to the One who is our ultimate Hope and greatest joy. Anything that distracts from that opportunity gets in the way of our hearts being refilled for the week ahead. Never rob people of the joy of worship. It is about God, not about us, it is about the congregation lifting God up, not about those who are in front. Their job is to make it easy for the rest to spend time in His presence.
Sunday, January 1, 2012
A prayer for the new year
Father God
You are the Author of history
and the Redeemer in my life story.
I thank You for Your great faithfulness in this past year
and ask for Your personal presence in the coming year.
Savior,
grant to me faith to follow You well,
courage to go where you call me,
the ability to love others well
and to live generously always.
Jesus,
give me a heart
that looks increasingly like Your heart
so that others see You in me
and attract them to You.
Emmanuel,
I pray for the expansion of your Kingdom worldwide
that Your will would be done on earth
as it is in heaven.
May Your glory cover the earth
as the waters cover the sea
until all have have heard Your name
and Your reputation is lifted high.
and Your reputation is lifted high.
Holy Spirit,
give me ears to hear your words
and discernment to follow Your ways.
Be my Counselor and Teacher
each day.
Father,
may I glorify You
as Jesus glorified You
and please you
in all that I do.
Amen
Subscribe to:
Posts (Atom)