I get the fact that some Christian leaders will become well known. And, that they will be pushed to become celebrities because that is our culture. We celebrate celebrities, we love to rub shoulders with them, name drop that we know them, visit their churches and buy their newest book. Even quote them - almost like Jesus. And perhaps we often treat them a bit like Jesus.
Celebrity Christianity is very foreign to the humble ministry of Jesus which pointed people to the Father and made it clear that He was doing what the Father told Him to do. Here was a member of the Godhead pointing people to the Father through Him. He served others rather than wanting to be served. He humbled himself by becoming a creature and like those he created. He was not interested in being a celebrity - He was interested in people hearing the Good News and He went to the most unpretty people to share it as they were the most receptive. I wonder if He would even recognize the celebrity Christianity of our day.
Again, some will be well known whether they like it or not. But there is a great difference between those Christian leaders in that category who live with humility and servanthood and those who use their star status for self promotion, book sales and a platform for themselves. I can name well known individuals in both camps. For examples of the humble side consider John Ortberg, Rick Warren and Timothy Keller. You can contrast those with individuals who fit the other description.
The bottom line is that when we turn the spotlight on us we have turned it away from Jesus. When we promote ourselves we have ceased to promote the Father. When we use our ministry for personal gain we have crossed a line from calling to self aggrandizement. In ministry, our platform is simply one of turning the spotlight on Jesus continuously. The larger the platform He gives, the more focused we must be on where the light is shining.
If we represent Jesus we must be sure that we look like Jesus.
Wednesday, May 28, 2014
Tuesday, May 27, 2014
Optimistic leaders often need to temper their optimism with realism
Optimism is a wonderful trait and I share that outlook on life. It is an outlook that sees the best, believes that barriers can be overcome and that God and we can do great things. Who wants to work for a pessimist! After all, we work for a God who can do far more than we could ask or imagine (Ephesians 3:20).
Sometimes, however, optimism can become a handicap just as any strength can become a weakness if not managed well. Optimism as an outlook on life is a positive trait. There are many situations we face as leaders, however, that require realism more than optimism.
Take a staff situation where there is regular under performance. My optimism may get in the way of critical evaluation and understanding that unless something is done, the staff member will likely not succeed. Simply wanting them to succeed does not make it so. Realism is required to figure out the cause of the performance problem and resolve it.
Optimistic leaders often overlook the difficulty of getting something done by their staff. In their "gung ho" spirit they can simply assume that the requests they are making are easy to carry out when in fact they may may be causing a great deal of difficulty as staff scramble to meet their expectations. Often they need a dose of realism to understand the impact of their requests.
Highly optimistic leaders often assume that the results of their ministry are significant when in fact they can be simply marginal. Why? Because in their optimism they neglect to take a realistic look at what is actually happening. Optimism should never be a substitute for realistic evaluation.
I would much rather be an optimistic leader than the alternative. But I must also be a realistic leader if I am going to lead well.
Sometimes, however, optimism can become a handicap just as any strength can become a weakness if not managed well. Optimism as an outlook on life is a positive trait. There are many situations we face as leaders, however, that require realism more than optimism.
Take a staff situation where there is regular under performance. My optimism may get in the way of critical evaluation and understanding that unless something is done, the staff member will likely not succeed. Simply wanting them to succeed does not make it so. Realism is required to figure out the cause of the performance problem and resolve it.
Optimistic leaders often overlook the difficulty of getting something done by their staff. In their "gung ho" spirit they can simply assume that the requests they are making are easy to carry out when in fact they may may be causing a great deal of difficulty as staff scramble to meet their expectations. Often they need a dose of realism to understand the impact of their requests.
Highly optimistic leaders often assume that the results of their ministry are significant when in fact they can be simply marginal. Why? Because in their optimism they neglect to take a realistic look at what is actually happening. Optimism should never be a substitute for realistic evaluation.
I would much rather be an optimistic leader than the alternative. But I must also be a realistic leader if I am going to lead well.
Monday, May 26, 2014
For a cause greater than us!
Whenever I walk the rows of the fallen I think of another group who has no cemetery, whose numbers equal those fallen in war and who also gave their lives for a cause greater than themselves: The men and women through the ages who gave their lives for the Gospel of Jesus. Their honor is yet to come but it was their sacrifice that continues to fuel the growth of the church. Just as soldiers went into harms way for the cause of freedom so these went to hard places knowing the possible cost.
There are causes in life that are greater than our individual lives. We are recipients of those who understood that and were willing to pay the price. We are indebted to them. Let us never forget.
Sunday, May 25, 2014
Ensuring that our greatest strengths do not become fuel for our greatest weakness
We rightly celebrate our strengths as they are God given and when we live in their lane we are often very effective at what we do. I call it "our lane" or "sweet spot." However, these very strengths can become our greatest weaknesses if not managed well. Every strength casts a shadow and the greater the strength the greater the shadow.
So the very strengths we were given from God can become a weakness if not managed. Take three of mine: Achiever, maximizer and strategist. As an achiever I want to get something done but the down side is that it could cause me to be driven. As a maximizer I want to maximize ministry opportunity but the down side is that I could "use people" in the process with more concern about the end product than than the people in the process. As a strategist I often understand how to get to where we need to go and can become impatient with those who don't. In other words, each of my strengths can, if not managed become a significant weakness that impacts those around me.
I find it immensely helpful for a team to discuss their strengths together so that they understand one another. It is equally helpful to then ask the question, what is the dark side of those strengths and how do they get us in trouble if not managed well? That is the discussion where I see most light bulbs go on because we don't often think about the dark side of our strengths.
When not managed, the very strengths that go us to where we are in life can conspire against us to destroy what we have accomplished. Pride fueled by a lack of management of our weaknesses will destroy quickly what it took long years to build. When leaders crash and burn it is often this situation that causes the loss. Success is a delicate thing easily undercut by pride and carelessness that can quickly lead to a fall.
So the very strengths we were given from God can become a weakness if not managed. Take three of mine: Achiever, maximizer and strategist. As an achiever I want to get something done but the down side is that it could cause me to be driven. As a maximizer I want to maximize ministry opportunity but the down side is that I could "use people" in the process with more concern about the end product than than the people in the process. As a strategist I often understand how to get to where we need to go and can become impatient with those who don't. In other words, each of my strengths can, if not managed become a significant weakness that impacts those around me.
I find it immensely helpful for a team to discuss their strengths together so that they understand one another. It is equally helpful to then ask the question, what is the dark side of those strengths and how do they get us in trouble if not managed well? That is the discussion where I see most light bulbs go on because we don't often think about the dark side of our strengths.
When not managed, the very strengths that go us to where we are in life can conspire against us to destroy what we have accomplished. Pride fueled by a lack of management of our weaknesses will destroy quickly what it took long years to build. When leaders crash and burn it is often this situation that causes the loss. Success is a delicate thing easily undercut by pride and carelessness that can quickly lead to a fall.
Friday, May 23, 2014
A major way that leaders disempower staff
Picture this all too common scenario. A staff member has been given a responsibility or a project. They spend days or months working on it. When they show it to their supervisor he/she makes significant changes to what has been done so that it fits their preferences.
It is one of the most disempowering actions a leader can take and they often don't realize the damage they do by redoing what they have asked someone else to do.
Some leaders do this routinely, blithely unaware that every time they do it they lose coinage with staff who wonder why they were asked to design something in the first place when it is going to be redone by their leader. If one is going to delegate authority one must also delegate responsibility and be willing to live with the result unless there are glaring issues unaddressed.
Leaders who routinely change the work of their staff are usually doing so because something does not fit their own personal preferences. But how is a staff member to know what those preferences are and why are preferences of a leader fair game to change the work that has been delegated? Preferences are just that - preferences - and not non-negotiables. If a leader has a preference they ought to state it up front so the work they have delegated does not need to be redone after the fact - a disempowering action.
Inherent in delegation is the fact that things may not be designed as I would design them. The key is that the objective is reached, not how it is reached in most cases. If I have to redo the work of staff I either have the wrong staff or I am not flexible enough to allow for things to be done in ways other than my own. And that demonstrates a lack of humility as I must have my way.
It is one of the most disempowering actions a leader can take and they often don't realize the damage they do by redoing what they have asked someone else to do.
Some leaders do this routinely, blithely unaware that every time they do it they lose coinage with staff who wonder why they were asked to design something in the first place when it is going to be redone by their leader. If one is going to delegate authority one must also delegate responsibility and be willing to live with the result unless there are glaring issues unaddressed.
Leaders who routinely change the work of their staff are usually doing so because something does not fit their own personal preferences. But how is a staff member to know what those preferences are and why are preferences of a leader fair game to change the work that has been delegated? Preferences are just that - preferences - and not non-negotiables. If a leader has a preference they ought to state it up front so the work they have delegated does not need to be redone after the fact - a disempowering action.
Inherent in delegation is the fact that things may not be designed as I would design them. The key is that the objective is reached, not how it is reached in most cases. If I have to redo the work of staff I either have the wrong staff or I am not flexible enough to allow for things to be done in ways other than my own. And that demonstrates a lack of humility as I must have my way.
Thursday, May 22, 2014
The more we embrace this practice, the more influence we have
It is a very simple practice: Being an encourager of others. The staff you have who encourage other staff are invaluable staff. Those in the church who encourage bring hope and life to hurting people to keep going - cold water for the weary. We rub shoulders every day with people who need a kind word of encouragement which is why there are so many "encouragements" in Scripture to "encourage one another."
I remember one particular vacation years ago when one of my sons was in a phase of life that specialized in sullen silence. It was frustrating and irritating. We were with friends and I said something to them about my frustration which they observed. One of them kindly said, "He will grow out of it and it will be just fine, relax." To this day I remember those words and have often quoted them to other parents in a similar situation. Those words were just what I needed from someone who had gone before and could see what I could not see. In fact, some of the most powerful words that stick in my memory are words of encouragement spoken to me in a time of discouragement. We remember harsh words and we remember encouraging words.
We should never underestimate the power of encouragement. It is why Scriptures say that God encourages us, the Holy Spirit encourages us, the Scriptures encourage us, fellow believers encourage us and we are to be a constant encouragement to others. And everyone can do that. It is not reserved for a select few. Encouragers are amazingly influential in a world that specializes in discouragement.
If we want to be like God who is the ultimate encourager (Romans 15:5) make this a daily practice. The more we embrace this practice the more influence we have and the more we look like the Father.
I remember one particular vacation years ago when one of my sons was in a phase of life that specialized in sullen silence. It was frustrating and irritating. We were with friends and I said something to them about my frustration which they observed. One of them kindly said, "He will grow out of it and it will be just fine, relax." To this day I remember those words and have often quoted them to other parents in a similar situation. Those words were just what I needed from someone who had gone before and could see what I could not see. In fact, some of the most powerful words that stick in my memory are words of encouragement spoken to me in a time of discouragement. We remember harsh words and we remember encouraging words.
We should never underestimate the power of encouragement. It is why Scriptures say that God encourages us, the Holy Spirit encourages us, the Scriptures encourage us, fellow believers encourage us and we are to be a constant encouragement to others. And everyone can do that. It is not reserved for a select few. Encouragers are amazingly influential in a world that specializes in discouragement.
If we want to be like God who is the ultimate encourager (Romans 15:5) make this a daily practice. The more we embrace this practice the more influence we have and the more we look like the Father.
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