Our Father in Heaven:
We ask today that you would be gracious to us today as a nation. We don't deserve your mercy and grace but we humbly ask for it. We confess our shortcomings as a nation and realize that you are the only solution. We confess our corporate sins and ask for your mercy and forgiveness. We pray that your grace would cover our nation as the waters cover the sea.
No matter what the outcome of the election we know we are a divided nation. We pray that the church itself may be a source of healing to our country and that the Gospel can become well known. May our confidence not be in any party or elected leaders but in a sovereign God who reigns supreme over all nations and peoples.
Give us as your followers a Christian world view that no party or platform can articulate. Help us to think Christianly about the social, political, ethical, and global issues of our day. May we daily seek your mercy, ask for your wisdom, pray for our leaders and for the peace of our globe. Help us to reflect your mercy, to act with your justice and to walk humbly before you in all things. May your will be done on earth as it is in heaven for the glory of your Son.
May our minds, hearts, priorities and relationships be renewed daily through your Holy Spirit. May our Jesus centered lives be a challenge to all those we come into contact with. May your concerns become our concerns and your love our love! May your Name become well known and your reputation lifted high through the love of Your chosen people. My You be our highest priority, our greatest love, and our deepest concern!
Amen
Tuesday, November 6, 2012
Monday, November 5, 2012
Leaders and their reputations
A byproduct of leadership is a level of viability that many of us don't really want but which comes with the territory. Along with that visibility comes a vulnerability from those who are unhappy with us for decisions that are made and who choose to take shots at our reputation in return. Sometimes it is out of spite and anger. Other times it is out of a lack of understanding that we are not at liberty to clarify. Either way it can be painful for all of us care about our reputations.
This can be especially painful for leaders who have a need to be popular. That is an unhealthy need for leaders. We should desire to be respected but we give up the contest for popularity if we choose to lead. Inherent in leadership is the need to make unpopular decisions at times.
Leaders are naturally targets when those they lead or others are looking for one. While there are many ways in which leadership can be a deeply fulfilling calling, this is not one of them. This is one of the costs of leadership rather than one of the perks. It is a cost we willingly take on with leadership which is why Peter says that leaders need to be willing to lead.
How do leaders handle the painful shots that come their way? First, we must realize that ultimately our reputation is in the hands of God. David realized this in Psalm 37 and 73, two Psalms that have been of immense help to me over the years when the the missiles were particularly painful.
Reputation management by ourselves does not work but God is completely able to handle our reputation in His way and in His time. When we focus on managing our reputation we are focused on the wrong thing. When we focus on doing what is right we are focused on the right thing.
While leaders are not able to share everything, a candid, open spirit can go a long ways to generate trust and understanding. The more open leaders are, the more accessible they become to those they lead. And, while others may not keep their emotions and anger in check toward us, it is important that we do toward others, even those who may not deserve it. Except on rare occasions, and with purpose, leaders seek to de-escelate conflict even when it is targeted at them. This is why I write so often on issues of EQ and leadership. The ability to manage our emotions is a large part of good leadership.
The ability to dialogue with those who become our critics can in many cases win them over, especially if we can speak honestly without losing our relational connection. This does not work with black and white people for whom you are either right or wrong but it does work with reasonable people. When your critics understand that you desire to hear and understand their point of view, even if you don't agree with them, it helps build bridges rather than walls. This is usually a learned skill and a very important one.
This is not possible without a non-defensive spirit, even when we are the targets. Defensiveness escalates the issue while non-defensiveness de-escalates. This is not an easy thing to do in the face of unkind words or actions but one that is a necessary leadership trait. The issue, after all, is often not really about us but about the organization and its direction and philosophy. The more impersonal we can keep the issues, the better chance we have to see resolution. The more we can keep issues impersonal and relationships personal, the better chance we have at resolution and understanding.
None of this means that we simply accept behaviors that are damaging to our organization or team. There are times when we need to be defining and clear about words and behaviors. This is not about us but about the health of the organization. When doing so it is critical to put it in writing or say what needs to be said in the presence of another so that there is clarity and accountability.
Leaders bear greater responsibility than others especially when they become targets fairly or unfairly. How we respond to shots at our reputation is a test of our leadership.
This can be especially painful for leaders who have a need to be popular. That is an unhealthy need for leaders. We should desire to be respected but we give up the contest for popularity if we choose to lead. Inherent in leadership is the need to make unpopular decisions at times.
Leaders are naturally targets when those they lead or others are looking for one. While there are many ways in which leadership can be a deeply fulfilling calling, this is not one of them. This is one of the costs of leadership rather than one of the perks. It is a cost we willingly take on with leadership which is why Peter says that leaders need to be willing to lead.
How do leaders handle the painful shots that come their way? First, we must realize that ultimately our reputation is in the hands of God. David realized this in Psalm 37 and 73, two Psalms that have been of immense help to me over the years when the the missiles were particularly painful.
Reputation management by ourselves does not work but God is completely able to handle our reputation in His way and in His time. When we focus on managing our reputation we are focused on the wrong thing. When we focus on doing what is right we are focused on the right thing.
While leaders are not able to share everything, a candid, open spirit can go a long ways to generate trust and understanding. The more open leaders are, the more accessible they become to those they lead. And, while others may not keep their emotions and anger in check toward us, it is important that we do toward others, even those who may not deserve it. Except on rare occasions, and with purpose, leaders seek to de-escelate conflict even when it is targeted at them. This is why I write so often on issues of EQ and leadership. The ability to manage our emotions is a large part of good leadership.
The ability to dialogue with those who become our critics can in many cases win them over, especially if we can speak honestly without losing our relational connection. This does not work with black and white people for whom you are either right or wrong but it does work with reasonable people. When your critics understand that you desire to hear and understand their point of view, even if you don't agree with them, it helps build bridges rather than walls. This is usually a learned skill and a very important one.
This is not possible without a non-defensive spirit, even when we are the targets. Defensiveness escalates the issue while non-defensiveness de-escalates. This is not an easy thing to do in the face of unkind words or actions but one that is a necessary leadership trait. The issue, after all, is often not really about us but about the organization and its direction and philosophy. The more impersonal we can keep the issues, the better chance we have to see resolution. The more we can keep issues impersonal and relationships personal, the better chance we have at resolution and understanding.
None of this means that we simply accept behaviors that are damaging to our organization or team. There are times when we need to be defining and clear about words and behaviors. This is not about us but about the health of the organization. When doing so it is critical to put it in writing or say what needs to be said in the presence of another so that there is clarity and accountability.
Leaders bear greater responsibility than others especially when they become targets fairly or unfairly. How we respond to shots at our reputation is a test of our leadership.
Sunday, November 4, 2012
Personal reflection is only as good as the mirror one uses
Have you ever looked into a distorted mirror and seen a distorted image? Mirrors are great when they are well made. In the same way, our own personal reflection is only as good as the mirror that we choose to use in doing so.
Many people use those who are their greatest fans as their mirrors for personal reflection. It is convenient and exceedingly comfortable as these individuals will invariably tell us what we desire to hear. And what we want to hear are positive reflections.
King David knew the dangers of syncophants who simply told him what he wanted to hear. In the Psalms he does deep personal reflection in prayer and in the Word. What he finds is often not what he wants to see (Psalm 51) but to his credit he responds to the image he sees of himself as measured against the image of God.
If we neglect our mirrors and they become smudged and dusty, they cannot reflect back a sharp image and that is what happens when we neglect the world for any period of time. Our reflection is best when we use it regularly and keep it clean.
David also learned the value of those who would reflect back his behaviors in the person of Nathan who told him a story of injustice that struck David to the core when he understood he was that man. The value of people around us who can gently but honestly tell us the truth is huge in our spiritual growth.
In prayer we experience time exposure to God who will invariably speak back to our spirit. In the Word we have the sword that cuts to the marrow of our lives and in trusted friends we have others who can speak truth to us. These are mirrors we can trust. Many other mirrors will fail us and tell us what we want to see but not necessarily what we need to see.
Many people use those who are their greatest fans as their mirrors for personal reflection. It is convenient and exceedingly comfortable as these individuals will invariably tell us what we desire to hear. And what we want to hear are positive reflections.
King David knew the dangers of syncophants who simply told him what he wanted to hear. In the Psalms he does deep personal reflection in prayer and in the Word. What he finds is often not what he wants to see (Psalm 51) but to his credit he responds to the image he sees of himself as measured against the image of God.
If we neglect our mirrors and they become smudged and dusty, they cannot reflect back a sharp image and that is what happens when we neglect the world for any period of time. Our reflection is best when we use it regularly and keep it clean.
David also learned the value of those who would reflect back his behaviors in the person of Nathan who told him a story of injustice that struck David to the core when he understood he was that man. The value of people around us who can gently but honestly tell us the truth is huge in our spiritual growth.
In prayer we experience time exposure to God who will invariably speak back to our spirit. In the Word we have the sword that cuts to the marrow of our lives and in trusted friends we have others who can speak truth to us. These are mirrors we can trust. Many other mirrors will fail us and tell us what we want to see but not necessarily what we need to see.
It's a level playing field
Over lunch recently a friend said to me "You are very important leading an international mission! How do you do all the things you do?" I looked at him and said, "I could never do what you do, how do you do it? (he ministers to gangsters in Hong Kong and is on staff on a church full of former and current Triad members, prostitutes and redeemed underworld figures - many very much in process).
None of are more important than others in God's kingdom. In the world there is a pecking order based on titles, salaries and perceived importance. In the Kingdom all of us are simply asked to live out the gifting and calling that He has gifted and called us to. That is why what I do is not hard - for me! That is why what my friend does is not hard - for him! In fact, in the Kingdom, those who would be great become servants like Jesus. In His economy the last shall be first and the first shall be last.
We have different roles but we have equal value. We have different giftings but we have equal importance. We need to honor each one in God's kingdom for each is indispensable to what He wants to accomplish. There is no A team and B team: only His team. When we give undue honor to some and not to others we miss the values of His kingdom where the playing field is level and everyone is needed! This is just one of many areas where the values of our world are opposite of the values of the Kingdom.
None of are more important than others in God's kingdom. In the world there is a pecking order based on titles, salaries and perceived importance. In the Kingdom all of us are simply asked to live out the gifting and calling that He has gifted and called us to. That is why what I do is not hard - for me! That is why what my friend does is not hard - for him! In fact, in the Kingdom, those who would be great become servants like Jesus. In His economy the last shall be first and the first shall be last.
We have different roles but we have equal value. We have different giftings but we have equal importance. We need to honor each one in God's kingdom for each is indispensable to what He wants to accomplish. There is no A team and B team: only His team. When we give undue honor to some and not to others we miss the values of His kingdom where the playing field is level and everyone is needed! This is just one of many areas where the values of our world are opposite of the values of the Kingdom.
Saturday, November 3, 2012
The emotional EQ of team leaders makes all the difference
Teams are only as good as the Emotional Intelligence of their leaders. Poor EQ makes it virtually impossible to lead a healthy team. Signs of poor EQ include anger, defensiveness, inability to listen well, micromanagement of team members, inflexibility, needing to have their own way, lack of empowerment, to name a few.
Understanding our own selves well and the ability to understand others is a critical skill in any leadership position and ought to be part of the development plan of every leader. The better we understand ourselves and others, the better we manage our emotions (a critical element in EQ), the greater our skill in negotiating conflict and the better we practice the twin issues of empowerment and accountability the better we can lead. Leadership is always about people before it is about strategy and process.
How do we grow in these areas? One is obviously to do personal study on the subject of EQ which can give us a knowledge base. Another is to do personal testing whenever possible that allows us to understand ourselves better.
I believe, however, that the most helpful practice is to solicit feedback from trusted friends and colleagues about how we are perceived, what we do well with people and where we could do better. The reason feedback is so critical is that there are simply certain aspects of our behavior that we are blind to. Others, though, can reflect back observations that once we become aware of we can pay attention to.
Because leaders traffic in relationships, people and teams growing our EQ is absolutely essential to our success as leaders and to the satisfaction of those who work with us and under our leadership. Our EQ impacts the whole organization or the part of the organization we lead. For this reason, boards ought to mandate ongoing personal development of their leaders (many businesses do) as well as pay for it.
Professional development (our particular skill) is important but personal development which includes EQ is just as important for any leader because it impacts those they lead.
Understanding our own selves well and the ability to understand others is a critical skill in any leadership position and ought to be part of the development plan of every leader. The better we understand ourselves and others, the better we manage our emotions (a critical element in EQ), the greater our skill in negotiating conflict and the better we practice the twin issues of empowerment and accountability the better we can lead. Leadership is always about people before it is about strategy and process.
How do we grow in these areas? One is obviously to do personal study on the subject of EQ which can give us a knowledge base. Another is to do personal testing whenever possible that allows us to understand ourselves better.
I believe, however, that the most helpful practice is to solicit feedback from trusted friends and colleagues about how we are perceived, what we do well with people and where we could do better. The reason feedback is so critical is that there are simply certain aspects of our behavior that we are blind to. Others, though, can reflect back observations that once we become aware of we can pay attention to.
Because leaders traffic in relationships, people and teams growing our EQ is absolutely essential to our success as leaders and to the satisfaction of those who work with us and under our leadership. Our EQ impacts the whole organization or the part of the organization we lead. For this reason, boards ought to mandate ongoing personal development of their leaders (many businesses do) as well as pay for it.
Professional development (our particular skill) is important but personal development which includes EQ is just as important for any leader because it impacts those they lead.
Friday, November 2, 2012
Blessing other ministries
I love to help others in any way I can and I love to watch the reactions of those who are not used to someone offering help with nothing expected in return. This is particularly true among Christian leaders who more often compete with one another than collaborate. Or, who are simply too busy focusing on their stuff that they lack the time to add value to fellow leaders.
For me it is about kingdom influence which is a driving force in my life. I want to see the bride (the church) be all that it can be and the gospel expand to every corner of our globe. Thus, anytime I can help other leaders or ministries I am contributing to the Bride and the expansion of the Gospel regardless of whether it helps the organization I lead.
My point is that we often think of ministry expansion as defined by what our ministry does. But if we are willing to look for ways to contribute to the success of other ministries we actually leverage our influence in significant ways – even if we never get credit for it. If we care about His Kingdom we will not only work hard to lead our own ministries well but we will work hard to bless other ministries as well.
That is why ReachGlobal willingly gives away any tools it develops, any systems it has and any lessons we have learned. It is not about us, it is about Him. It also keeps us from a competition mindset. To the extent that we help other like ministries (missions and the church) we bless the growth of the church. It reminds us that we are servants to our own organization, to God and to the mission of the Great Commission. We learn much in the process because we develop new friendships and relationships.
There should be a fundamental difference between the business world (where it is all about competition) and the ministry world (where it is all about cooperation). Any time in ministry we compete against one another we are actually competing against God who is Lord of our ministry and every other ministry. When I help other ministries I bless God and the mission He has given the Church. I would rather bless God than try to compete against Him.
Why ministry teams actually do matter!
I am a great proponent of teams in ministry. I lead through a senior team in ReachGlobal, sit on the senior team of the EFCA and we organize all of ReachGlobal's personnel in teams. This is not leadership by committee but leading through team.
Here is how we define a team: A high-impact team is a group of missionally aligned and healthy individuals working strategically together under good leadership toward common objectives, with accountability for results.
It is interesting to me that the New Testament has a lot to say about teams. When Jesus picked His disciples it was a team of 12. When the first missionaries were sent it was a team of two. When church leadership was established it was a team of overseers or elders. When there was a ministry need in the early church a team of Deacons was established. Is there in fact a theology for ministry teams? I believe that there is.
Ministry teams reflect the theology of the gifting that God gives to each one of us. We are given specific gifts which means we lack other gifts. It is in the complementary use of those gifts that we make the best decisions and get the best results. I have leadership gifts but don't do process or details well. I need someone who does the details well and someone else who is process oriented to name just two of my many deficits. In team, though we find the complementary gifts that are so important.
I am convinced that the current emphasis on healthy teams in the workplace is simply a reflection of the way that God uniquely gifted us in specific areas and that the theology of God given gifts - which means we need one another - is being played out in the secular arena as we learn more about strengths and weaknesses.
Doing ministry in a team setting is harder than doing it alone in some ways. It means that we have to interact and cooperate with others. Even Paul and Barnabas could not make that happen early in their career. While there are certainly people who are not compatible with us it is also true that having to cooperate with others is one of the means that God uses to grow us. Even Paul seems to have realized that he was wrong about John Mark as he speaks fondly of him later in life.
I have found that ministering in a healthy team setting forces me to grow because I must listen to other points of view, agree to group decisions and be flexible with my own desires. In fact, it is the inability of certain people to bend their will to common decisions that is the nemesis of many teams (think church boards).
Working in team is a great counterbalance to our natural autonomous nature that simply wants to do our own thing. It is a check against our pride and our tendency to make rash decisions. I have been saved from many potentially unwise decisions through my interactions with trusted team mates. It is very rare for me to deal with any difficult situation by myself. It is in the wisdom of several trusted counselors that the best decisions are made.
One of the prerequisites for those who lead through team is a degree of humility. Even as a leader I must submit my will to the team I have brought around me. They are loyal and cooperative but in choosing to lead through team all of us including myself are subject to the group process. I am both the team leader and a member of the team. It is not what I decide but what we decide together. This is a good thing for leaders as healthy leaders must be able and willing to follow as well as to lead. Which is why unhealthy leaders don't lead through team but choose autonomy.
Here is how we define a team: A high-impact team is a group of missionally aligned and healthy individuals working strategically together under good leadership toward common objectives, with accountability for results.
It is interesting to me that the New Testament has a lot to say about teams. When Jesus picked His disciples it was a team of 12. When the first missionaries were sent it was a team of two. When church leadership was established it was a team of overseers or elders. When there was a ministry need in the early church a team of Deacons was established. Is there in fact a theology for ministry teams? I believe that there is.
Ministry teams reflect the theology of the gifting that God gives to each one of us. We are given specific gifts which means we lack other gifts. It is in the complementary use of those gifts that we make the best decisions and get the best results. I have leadership gifts but don't do process or details well. I need someone who does the details well and someone else who is process oriented to name just two of my many deficits. In team, though we find the complementary gifts that are so important.
I am convinced that the current emphasis on healthy teams in the workplace is simply a reflection of the way that God uniquely gifted us in specific areas and that the theology of God given gifts - which means we need one another - is being played out in the secular arena as we learn more about strengths and weaknesses.
Doing ministry in a team setting is harder than doing it alone in some ways. It means that we have to interact and cooperate with others. Even Paul and Barnabas could not make that happen early in their career. While there are certainly people who are not compatible with us it is also true that having to cooperate with others is one of the means that God uses to grow us. Even Paul seems to have realized that he was wrong about John Mark as he speaks fondly of him later in life.
I have found that ministering in a healthy team setting forces me to grow because I must listen to other points of view, agree to group decisions and be flexible with my own desires. In fact, it is the inability of certain people to bend their will to common decisions that is the nemesis of many teams (think church boards).
Working in team is a great counterbalance to our natural autonomous nature that simply wants to do our own thing. It is a check against our pride and our tendency to make rash decisions. I have been saved from many potentially unwise decisions through my interactions with trusted team mates. It is very rare for me to deal with any difficult situation by myself. It is in the wisdom of several trusted counselors that the best decisions are made.
One of the prerequisites for those who lead through team is a degree of humility. Even as a leader I must submit my will to the team I have brought around me. They are loyal and cooperative but in choosing to lead through team all of us including myself are subject to the group process. I am both the team leader and a member of the team. It is not what I decide but what we decide together. This is a good thing for leaders as healthy leaders must be able and willing to follow as well as to lead. Which is why unhealthy leaders don't lead through team but choose autonomy.
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