The equation between leading and being led: Leadership accountability

All healthy leaders have learned to live under accountability. They are not free agents but individuals who have learned to follow and who welcome the accountability under which they work and lead.

Many would be leaders have not learned to follow and therefore do not deserve to be followed. Whether they are senior pastors who don’t believe they need to listen to their board, staff to their supervisor or missionaries to their team or mission leaders there are too many people who believe they are free agents in the ministry world. For many it would be a shock to actually work in the non-ministry world where standards of accountability are often far higher and where free agency is rarely tolerated.

Who we are willing to be accountable to is an important question but the necessity of accountability is not. If we work under individuals who we are unwilling to be accountable to we need to find someone for whom we can. Living with a lack of accountability is a dangerous place to live – for anyone.

Follower ship is a crucial prelude to leadership and the higher the level of leadership the more accountability there ought to be because the stakes are higher. In our organization, one of the first questions we ask about someone being considered for leadership is “have they followed well?”

The inability to follow well has its roots in a rebellious spirit and usually translates into ones follower ship of God as well as leadership. A rebellious spirit was at the root of King Saul’s character flaw which led God to anoint a new King for Israel, one who had a heart after God’s. At its core a rebellious spirit is about “going our own way” which is the classic definition of sin in Isaiah 53:6.

This is an important concept because our accountability to a board, supervisor, or leader is usually a mirror of our accountability to our heavenly father. Both require the willingness to be accountable and at times to bend our will to the will of those over us.

I have the gift of working for a highly empowering leader who allows me to play to my strengths, who is non controlling and supportive. But, he is so, because he trusts me to be sensitive to his leadership and the direction of the EFCA as a whole, and he knows that after robust dialogue either with him or the EFCA leadership team that I will always play ball – even when I personally would have done it differently. He also knows that I will never undermine him or the senior team that I am on in words, actions or attitudes. The moment I do that, I have lost my moral authority to lead under him.

With that gift, comes a huge responsibility both to my supervisor and to the One I am ultimately accountable to. Responsibility to lead my own life well since who I am spills over to others. Responsibility to bring clarity to the organization I lead since that clarity impacts everyone and everything we do. Responsibility to develop, empower and release individuals for maximum effectiveness. And, responsibility to create an ethos and culture in ReachGlobal that is healthy and productive.

Accountable leaders model a Biblical truth for everyone in the organization: We all live under authority. I choose to live under authority and my response to my earthly authority is an indication of my response to my heavenly authority. In those cases where there is a conflict between the two that is irreconcilable, one needs to find another place to work where they can be accountable with a happy heart and a clear conscience.

Four reasons why so few churches are breakout churches

Take a look at this quick but important read on why so few churches are truly breakout churches that see significant growth. They are simple, biblical issues that too many of us pay too little attention to.

http://thomrainer.com/2013/04/20/four-simple-reasons-most-churches-arent-breakout-churches/

What issues are we blind to today as a Church?

It is hard to believe that just a few decades ago, we were a nation that accepted discrimination as a way of life and embedded in law. It is equally hard in hindsight to believe that the institution of slavery in England and the United States could be justified by Christians and defended with scripture. The lesson is that it is easy to be blind to injustice around us when that injustice is embedded in our culture, thinking and political battles. Even the biblical message of Martin Luther King so lauded today was scorned by so many in his own time.

The question for us today is what are we blind to in our time that a few decades from now others will look back at and wonder how we could have missed it. My guess it will include issues of immigration and our response to it from a Biblical perspective, issues of justice for those who do not have a voice and the massive human trafficking that has more people in slavery today than at the height of the Atlantic slave trade.

In a world that is cruel to the marginalized, where cycles of poverty keep generations in often hopeless circumstances, where basic needs like clean water, sanitation and a meal a day can be only dreamed of and where corrupt governments, officials and institutions deny basic justice we need to be reminded of the heart of God. The prophet Micah said it cogently: “He has showed you, O man, what is good. And what does the Lord require of you? To act justly and to love mercy and to walk humbly with your God” (Micah 6:8).

On a personal level there are three simple questions: Do I act justly in my interactions with others and in a way that never takes advantage of them? Do I love mercy and display mercy in my actions, help, and attitudes and even apply God’s heart of mercy to my political views? And do I walk humbly, as Jesus did as a servant to others rather than insisting on my rights and in my humility enter into the hurt, need and humanity of others?

Further, what am I doing to respond to the needs of our world with my time, my generous giving and my attention? The Gospel of Christ is a holistic gospel as evidenced by the life of Christ who cared for the circumstances of those around Him and the call of the prophets. Isaiah, like Micah said it eloquently. “Is this not the kind of fasting I have chosen: to loose the chains of injustice and untie the cords of the yoke, to set the oppressed free and break every yoke? Is it not to share you food with the hungry, and to provide the poor wanderer (immigrant?) with shelter – when you see the naked, to clothe him and not to turn away from your own flesh and blood?” (Isaiah 58:6-7).

It is to those whose hearts and actions reflect God’s heart that he gives this promise. “Then your light will break forth like the dawn and your healing will quickly appear; then your righteousness will go before you and the glory of the Lord will be your rear guard. Then you will call and the Lord will answer, you will cry for help, and he will say: Here am I” (Isaiah 58:8-9).

Take just a moment and reflect on your response to Micah, Isaiah or the Biblical message of Martin Luther King. Are we reflecting the concerns of God for justice and mercy? Are we doing something tangible to ensure that “His will is done on earth as it is in heaven?” We cannot do everything but we can do something. What are we doing?

Let’s take time to regularly reflect on where we may be blind to issues around us or simply taking the easy way out by ignoring them. It is about having the heart of God which is a heart of mercy, justice, care for the marginalized and impoverished and those who have no voice. It is a divine heart of compassion that desires to bring His will wherever we can to broken people.

Signs of good organizational clarity

How do you know that your organization has significant and healthy clarity? Here are some key markers:

• Everyone in the organization can clearly articulate the mission and vision of the organization.
• There are clear guiding principles (values) that are known by all and clearly lived out.
• Staff members are clear on what decisions they can make and on the non-negotiables that guide their decision making process.
• When you talk to staff you hear a common vocabulary and language about what they do and how they do it.
• In leadership meetings, discussions of strategy or focus always revolve around the purpose of the organization and the non-negotiable principles that guide it.
• All divisions can clearly explain how their efforts support the clear focus of the organization.
• There is clear alignment among leaders and divisions around the organizations focus and its non-negotiables.
• Budgets always reflect the organization's stated focus.
• There is an annual plan that guides the organization and each staff member.
• Senior leadership are always seeking to bring clarity to those they lead through dialogue.
• There is enthusiasm among the team members about where they are headed in their common mission.

As you think of the organization you work for or lead, how are you doing on the clarity front?

Subtle shifts in language can make all the difference in terms of what people hear

One of my pet peeves are preachers who regularly use the pronoun "you" instead of "us." The first feels like I am being preached at and that the issues don't belong to the speaker as well. The second is inclusive - as it should be as speaker and listener are both under the authority of the Word. It is a small but subtle difference that makes a great difference.

Leaders of all sorts regularly share new ideas with those they lead. How they frame those ideas again makes all the difference. I can say "this is it!" or I can ask "Is this it?" One pronounces the end result, the other invites feedback, dialogue and discussion and clearly says, "your feedback and participation is important. It is the difference between a pronouncement and a question.

How often in marriage conversations when we are irritated say "You always...." which is almost always an exaggeration. Far fairer to say, "you know sometimes you....and I am sure I sometimes do it too" which is far softer and fairer. 

For those of us who communicate regularly it is helpful to invite a few trusted folks to give us feedback on subtle but important ways that our communication style is problematic or could be improved. Usually we are not even aware of ways in which we disempower others in our communication. I am always grateful for those who play that role in my own life.

Suffering, pain and God's sovereignty

I am convinced that nothing tests our theology of God's sovereignty than when life blows up in our faces and we are left with the pain of the results. I have had my share so can speak from some experience:  dreams shattered in I my pastoral experience; being turned down for the job I presently hold, two life threatening illnesses and more. Each time I had to grapple with the questions: Is God good, is He truly sovereign? Can I trust Him with my future? and can He redeem the pain, suffering and situation that is beyond my control and use them for His purposes.

Let's face it. It is easy to talk about His sovereignty and goodness in the good times. It is far more difficult to do it in the hard times! Those of us who preach and lead and teach often have fine tuned theology for others but it is when life comes undone that we grapple with it ourselves.

Etched in my memory is January 4, 2009 when I was pulled off an aircraft in Thailand, sent to the hospital and found myself on a ventilator that evening with massive pneumonia, Acute Respiratory Distress Syndrome, and septic shock - for the second time in two years. Awake that night on a ventilator with all the pain it engendered, a bad prognosis, my wife on the other side of the planet and my 21 year old son signing medical consents and knowing the odds I had to grapple with the questions above. 

It called the question: What did I really believe about God's sovereignty and Romans 8? Was God good even if I had not survived? Could I truly trust God's purposes for my life? The truth is I felt not a whit like Isaiah 40:28-31:

Do you not know?
    Have you not heard?
The Lord is the everlasting God,
    the Creator of the ends of the earth.
He will not grow tired or weary,
    and his understanding no one can fathom
²⁹ He gives strength to the weary
    and increases the power of the weak.
³⁰ Even youths grow tired and weary,
    and young men stumble and fall;
³¹ 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.

I felt a lot more like David in the Psalms where he despairs of his life and his soul is utterly cast down. And I knew that I had to choose like David did in Psalm 62 to trust God in spite of everything because He is sovereign and good and present and my salvation no matter what my situation. It was a choice I made late in the night as I wrestled with God and chose a path of faith. It was not easy and I had no idea of the outcome - even whether I would survive long enough to see Mary Ann when she arrived.

There are times when life surprises us, disappoints us and frankly betrays us. It is in those times that we make a choice to either believe what we have known to be true or not. Frankly, in retrospect, I am deeply thankful that I was faced with the choice on a number of occasions because it was in the crucible that faith and truth became truly real in my life and heart. It is the testing of our faith that makes it real. Every step of faith is a step toward God and toward His truth, promises, love and faithfulness. There is no other way to truly make it real!

Clarity and why it matters

Clarity is a common topic of this blog because its presence or absence has a major impact on the satisfaction level of staff. I spoke recently with a newer staff member of a ministry organization and I asked him what had surprised him. His answer was the lack of clarity within the organization which has caused him a great deal of frustration in his role. Since there is not adequate clarity and he cannot read the mind of the senior leader he lives in a fairly unempowered culture. He is not alone. 

New staff are often the best barometers of how much clarity an organization has since those of us who have been around awhile know the unwritten and unspoken rules and think there is pretty good clarity. Those coming into the organization, however don't know the unwritten or unspoken paradigms by which the organization operates and it often bites them when they cross an invisible line.

In my book, Leading from the Sandbox I talk about the major pieces of organizational clarity: mission, guiding principles, central ministry focus and culture. However there are other areas of clarity that impact staff in a direct way as well such as the following.

What decisions am I allowed to make without getting permission first? Clarity on this issue is a big deal. Most ministries are permission withholding rather than permission granting within boundaries. If I think I have authority in an area and find out otherwise, it is highly disempowering. This assumes that there is clarity in the large areas (above) and that there is a clear annual plan with objectives that can guide the decision making process. In the absence of this you cannot empower staff.

If I don't have permission to make decisions, what is the process I need to go through? Interestingly, even in many large ministry organizations the answer is that one needs the sign off of the senior leader because they are the arbiter of what can or cannot be done. It is really about their preference rather than about organizational clarity. Or, one must get permission from the Executive Pastor who is the only one who knows what is in the mind of the senior leader. Again, not an empowering ethos.

On what basis do I make decisions in my area of responsibility? If this is not clear there is a serious lack of organizational clarity. The reason that many even qualified leaders in ministry must get permission is that there are no clearly stated guidelines as to how they are to make decisions. Again, it often comes down to the 
preference of the leader which means that one either has to read their mind or ask their permission.

When there is not clarity on these kinds of issues or when the clarity is "ask the senior leader," good staff often choose to leave as they are living in an unempowered work culture. In fact, as I listened to one staff member recently  who described the culture of the organization he worked for I suggested that his time there might be shorter than he planned on because of the gap between his leadership gifts and the relatively unempowered culture he was in. If so it is a loss for the organization he is working for.

Providing maximum clarity is job one for a leaders. When it does not happen they have disempowered their whole staff.