Self-understanding and dealing with personal weaknesses

The senior leaders of our organization recently went through a very helpful exercise designed to help each of us think honestly and accurately about our strengths and our areas of weakness.

Specifically we asked each leader to give a synopsis of their strengths (we do a lot of testing to help individuals understand their strengths). We then asked them to identify areas of weakness and how those weaknesses impacted their ability to lead well. Finally we asked them to share how they compensate for those weaknesses because weaknesses have an impact on ourselves and on those we lead.

After each one shared we invited colleagues to ask questions and make observations from their perspective.

An exercise like this requires a great deal of trust because it only works with a high level of self-disclosure about those areas we struggle with - areas we often try to hide from others in our desire to look strong.

I will not share the analysis of others but will share my own for purposes of illustrating how this kind of exercise can help us grow as leaders, in self-knowledge, in honest disclosure and in having a plan to compensate for known weaknesses.

We know, by the way, that weaknesses will never be a strength so trying to make our weakness strengths is a non-starter. God blessed each of us with areas of strength and it is up to us to figure out how to compensate for weaknesses so that our leadership is not compromised by it.

My strengths revolve around communication, strategy and vision, building teams and releasing other good leaders and envisioning the future. In many ways, my greatest value to an organization is helping determine the needed architecture, spiritual, organizational and strategy wise in order to meet our desired objectives. I am then the chief evangelist or communicator of that direction.

Not that is all well and good, but almost everything else are weaknesses that need to be "managed" so that they do not hurt the very organization I lead.

For instance, since it is easy for me to envision the future, it would also be easy for me to push the organization into that future at a pace that is not sustainable or healthy and which would create a backlash to what otherwise is a good direction. So it becomes important for me to have beside me an expert in process and I have that in my co-leader of the mission. If I am the architect, he is the wise contractor determining the pieces, the timing and the key subcontractors, (other leaders) that we need.

In my personal desire to get things done for maximum ministry impact I face two real challenges: the temptation to say "yes" to too many obligations which dissipate the power of my strengths and to not be as discriminating as I should be as to what I agree to take on. Now the strength of maximizing ministry is great but the shadow side described along with it is not.

Thus I almost always run significant opportunities past my wife, who is impacted by my schedule, and two colleagues who work closely with me and know me well, Lindsay and Gary. And they tell me what they think, sometimes without my even asking. And it is a blessing because it helps keep me in the most productive place possible rather than getting into good things at the expense of the most critical things.

As a matter of practice, I never make key decisions by myself without talking them through with key advisers and the senior team of the organization I lead. I am thoroughly convinced that the collective wisdom of a group of wise leaders is far better than the solitary wisdom of any one leaders.

I could list many other weaknesses and my strategy for dealing with them but I think you get the picture. Understanding both the up side and down side of our wiring and abilities is critical to the self-knowledge necessary to lead and the ability to find ways to compensate for weakness which have the potential to hurt our leadership.

It is an exercise you might think about trying with your team.

The Activity Trap

One of the most strategic things each of us can do - and insist from our staff is that we not fall into the activity trap. Simply put, the activity trap is the mistake of believing that activity is synonomous with results. Nothing could be further from the truth!

Think for a moment about people you know. Some of them seem to be always busy but the results from their work are, well, meager. Others, may or may not seem busy but the results of their work are significant.

I have watched senior leaders and even CEO's fall into the activity trap, endlessly busy with "important things" but truly meager in terms of the results of their work. Often if it were not for some good folks around them they would be seen as the "emperor without clothes." Sometimes they can fool outsiders who see the activity but insiders have a hard time figuring out what they really produce.

What makes the difference between those who see meager results and those who see significant results?

The difference is that those who see the best results understand that activity does not equal results. Activity is simply being busy. But if that activity is not carefully focused on specific outcomes one is simply left with activity.

General or unfocused activity yields general and unfocused results. Specific and focused activity will yield specific pre-determined outcomes that help the organization realize its objectives. In the first case the activity is focused on activity while in the second, the activity is focused on outcomes. It is a critical difference.

I am not indicating that those who live with unfocused activity are not doing good things. The question is whether the activity is focused on the good things that will yield the results they are after.

A problem with typical job descriptions is that they actually are a list of activities rather than a description of necessary results. That is why I believe it is far better to have job descriptions with Key Result Areas which are the outcomes wanted for the position than to have a list of activity. With Key Result Areas any activity included in the job is actually focused toward a few definable results that spell success for the job.

One of the ironies is that those who choose to do less often actually accomplish more because they are more focused than those running at a heavy pace.

To avoid the activity trap we should be able to answer these questions:

Do I know what specific results I want from my work? For instance I have five Key Result Areas that spell success for my work. Can you define what spells success for you?

Is my daily, weekly and monthly activity focused on achieving the specific results I have identified?

Do I have a strategy for making sure I stay focused? After all it is very easy to drift and a strategy for staying focused is important.

If you are a supervisor, can your reports answer these questions?
For further exploration, take a look at these blogs:
Connecting the Compass with the Clock
Your Annual Roadmap
What Spells Success for You
Intentional Living

For frustrated pastors and church leaders

Are you ever frustrated by how much bureaucracy you face either as a pastor or a leader in trying to make decisions for the church?

Yesterday I had an extended conversation with a pastor of a church of nine hundred. The leadership structure of the church is "leadership by committee" and nothing is supposed to happen without the approval of the elder committee. They literally feel that they have the right and the prerogative of dealing with every issue in the church - even though the church is a large church of 900 people!

Imagine the frustration of a pastor who has strong leadership skills but cannot lead. Imagine the frustration of several board members who understand good governance but whose hands are tied.

My guess is that this pastor will end up leaving to the missional loss of the church.

I contrast that with the story I shared recently of a church that has empowered its leaders and has seen huge ministry success. In one church leaders are empowered to lead - in the other they are not.

What is sad is that the church of 900 above could easily lose its pastor due to his high frustration factor - affecting not just him but a large congregation who love him and his direction. And, the church is leaving a huge amount of ministry effectiveness on the table - unused because the committee of elders cannot get its act together but insists that it must control the pastors.

What is wrong with this picture?

First, these leaders are leading like the church was led when it had 100 people and today it is a church of 900. It does not work! When church governance does not reflect the size of the Church the ministry hits a ceiling and stalls out. Who gets hurt? Those who are no longer led well and those who are not reached because of ministry paralysis.

Second, these leaders clearly do not trust their pastor. When a board insists on controlling their staff they are clearly communicating mistrust. An interesting concept when the New Testament talks about a culture of trust among God's people.

Third, these leaders do not have the humility to listen to others and to learn new ways of leading. They insist that there way is God's way and no counsel regarding leadership principles is listened to - hubris - and foolishness.

The sad thing is that this is all too common in the church. But it does not and should not be that way. If you face these challenges, take a look at these blogs:

The Payoff for healthy church culture

Avoiding Board Traffic Jams

Institutional verses Missional: A cautionary Tale

A Leadership Fable

Rethinking the meaning of congregationalism

Checks and balances in church leadership

Church leadership and trust

Church structure matters

Executive Limitations: Defining the boundaries and creating freedom

In the governance world there is a concept called "Executive Limitations" which describe those things that the Senior leader, whether pastor, or CEO of a ministry cannot do without board agreement. It is a concept which actually provides great freedom to the senior leader because there is clarity on their scope of authority and freedom to do what is not specified as a limitation.

Executive limitations when combined with an annual ministry plan (not the subject of this blog) give the senior leader freedom to lead in those areas that are not defined as an executive limitation.

Lets, take an example of a church of 400 and consider what might be examples of executive limitations of the senior pastor:

The Senior Pastor cannot:

-engage in any illegal or unethical behavior or allow staff to do so

-exceed the annual budget

-engage in the sale or purchase of property

-hire or fire staff without board consultation

-make major programming changes without board consultation

-Violate or change the mission, guiding principles, central ministry focus or culture defined for the church

-Violate policies determined by the board

-Allow any conflicts of interest among staff

The size of the church would determine the kinds of executive limitations placed on its senior leader. It is far easier to state what the senior leader cannot do than to list all that they can and are expected to do. Thus, the leader is given freedom within the bounds of the ministry philosophy of the church to lead apart from whatever executive limitations are placed on them by the board. Those issues are reserved as board prerogatives.

The list of executive limitations can be added to or subtracted from depending on the size of the church and issues that come up. The goal with executive limitations is to clarify the authority of the senior leader to lead. In many areas the senior leader has the authority to lead as they see fit. In other areas, the board limits the authority because those issues are "board issues."

There is another category that is critical for a healthy board/senior leader relationship and that is the whole host of things that the board should be appraised of - even if it has not limited the authority of the senior leader. No board likes surprises, see my previous post, and the better the senior leader keeps the board appraised of their thinking, plans and intentions, the better the trust and understanding between board and senior staff.

Executive limitations must always be coupled with a clear job description of the Key Result Areas that define success for the senior leader. KRA's define the proactive job of the leader and executive limitations define the prerogatives of the board and require board approval.

There should be a board job description that lays out the purpose, ground rules and job of the board. That further clarifies what issues are the responsibility of the board and what are the responsibility of the senior leader.

Are You an Open Book?

One of the greatest gifts we can give to those around us is to be an open book. It is both a life of authenticity open to the scrutiny of others and it is one where we have no need to pretend we are something we are not or to hide the struggles we face. It is a "what you see is what you get" approach to life.

Authenticity is an all too rare commodity in the Christian world where we often feel a need to present a public face to others which looks like what we think Christians should look like. Simply listen to the level of candid conversation in many local churches and ask yourself - are people really being open with their joys, sorrows, struggles and challenges?


This past year has been an interesting one for our family as thousands have prayed for us in the aftermath of my forty two day hospital stay last December and January. Our extremely candid disclosure of our needs and situation was forced upon us by events beyond our control. But, it has been interesting how many people have thanked us for being transparent.


It seems to me that transparency is a gift we give to others because people can relate to real life struggles much more than they can to the facade that we can so often put up. I think that it is also a gift to unbelievers who can watch Christ-followers struggle with real issues of life balanced by imperfect but genuine faith.


Pastors give a gift to their congregations when they are transparent about their own struggles, fears, and doubts and how they integrate faith and followership with real life.


As a listener I can relate to that. I think that is the great attraction of the Psalms. When you read the Psalms you get the real David with his joy, fear, anger, discouragement and faith. Sometimes is is raw and uncomfortable but it is real life. And it is the Psalms that people go to more than any other place in Scripture when faced with difficulties. In the Psalms you find genuine transparency.


The more transparent we are the more approachable we are. And the more approachable we are the more true influence we will have with those around us. The cost to us is admitting that we are not perfect, that our families are not perfect, that we don't have it all figured out and that we need others. Of course, all of that is true anyway.

Give the gift of being an open book. You will be surprised with the response.

What spells Success?

Do you know what success looks like for your church, team, ministry or organization?

Being able to clearly define success can be a huge factor in an organization's effectiveness. In my experience, however, most leaders and their staff cannot clearly answer the question. And, many times, the factors that we believe would spell success actually do not - and we are chasing the wrong things.

For instance. Many mission agencies define success by the number of missionaries they have and the number of countries they operate in. If you doubt that, just look at their materials. The problem is that those two statistics have nothing to do with effectiveness or results.

And, that definition can have negative unintended consequences which include bringing people into the organization that are not really qualified (because we are enamored by numbers) or starting ministries in new places where we do not have the necessary infrastructure or leadership.

In a similar fashion, local churches often simply believe that it is about numbers and one can get numbers by participating in the shuffle of believers from one church to another. Reading the New Testament one does not get the impression that numbers are the final indicator of success, rather life change is.
What is interesting is that there are actually two factors in defining success.

The first is the end product you want. In my organization the end product is spelled out by a mission statement, The EFCA exists to glorify God by multiplying healthy churches among all people. Our end goal is therefore church health, church multiplication and ensuring that the denomination includes all ethnic, and socio economic groups who make up our communities, nation and through missions our world.

Clarity on the mission, however, is only half the equation. The other half is defining the culture, practices and central ministry focus that are necessary to reach the missional goal that has been defined.

First, we need a set of guiding principles which provide true guidance as to how the organization operates. This goes beyond a static set of values to a set of principles which all staff and volunteers (or in the case of a church) members are committed to living out (see here for an example). These principles ensure that your staff are committed to practices that will help you get the results you desire. Without defining those practices you are unlikely to achieve what you desire to achieve.

The second piece is knowing what the central ministry focus must be if you are going to achieve your mission. This is the one thing that your organization must do day in and day out, without which, you will be far less likely to get to where you want to go. (see this post for an example).

The third piece is that of defining the culture you must have if you are going to achieve your mission. The culture of your organization, just like the practices of the organization will either help you achieve your mission or will work against you achieving that mission. For the local church I believe the culture is spiritual vitality. For our mission, it is healthy people, healthy teams, healthy leaders and healthy churches. In other words we know that without a culture of health at all of these four levels we will not achieve our missional goal.

In the book, Leading From the Sandbox, I describe how these four elements of mission, guiding principles, central ministry focus and organizational culture can be communicated in a simple way to all staff, and stakeholders.
The central point is that we must have the correct definition of success for our ministry. But once we have that definition, we must define the practices, central ministry focus and culture that are most likely going to help us achieve that mission - and therefore success.

A sense of Urgency

I am often asked after speaking to our world wide staff, "Why do you have such a sense of urgency?" The question caused me to stop and think.

It is not that I am driven. I believe I have come to the place where I truly have nothing to prove and nothing to lose. I am comfortable with who I am and how God made me. I am glad I can say that at 52.

It is not because I am competing with other mission agencies. There is plenty of work to go around.

It is because without a sense of urgency no church, no business and no ministry organization will be all that it can be. The opposite of urgency is complacency, comfortable, and maintenance of status quo. That is where people will generally live unless someone - a leader - or a crisis - pushes them out of comfortable into urgent.

Any business today that lives in the comfort zone will find itself in a crisis. The rules of the game are changing so rapidly, competition is so fierce, the markets so unpredictable that complacency is frankly death.

It is easy for churches to live in the comfort zone. Most do which is why 80% of the congregations in America are plateaued or in decline. And why conversion rates are terrible and life transformation rare.

Mission agencies have been living in the comfort zone for decades and are just now waking up from a long snooze and realizing that the world changed tremendously in the past thirty years and they did not. Some will not make the transition and will slowly slide into decline.

So what drives my sense of urgency?

First, we have 6 billion people on the face of the earth today. Half the people who have ever lived in human history are alive today (300 years ago there were only 600 million people on the planet). Never before have the stakes for evangelism been so high. Never before has it been easier to reach more people for Christ more quickly than today - if we will sense the urgency and use methodologies that are appropriate for the day in which we live.

Second, It is a matter of stewardship. Like Paul, I do not want to settle for anything less than the best effort, and certainly do not want to rest on the past but press on to the future. Why give myself to anything but the best that I can give - or lead an organization that does the same?

Time is our most precious commodity. All of us are personally running out of time. We need to run the race to the finish and reach the finish line knowing that we absolutely did our best.

Leaders are the ones who create a sense of urgency if there will be one. If there is no urgency in your business or organization, it is a leadership issue. Leaders are also the ones who model a sense of urgency. If I sometimes seem impatient with progress, I am. Without a certain impatience there is no progress.

As Paul wrote so eloquently, "I press on to take hold of that for which Christ Jesus took hold of me...Forgetting what is behind and straining toward what is ahead, I press toward the goal to win the prize for which God has called me heavenward in Christ Jesus" (Philippians 3:12-13).

Ways of seeing

Perspective and vision are interesting things. Eyewitnesses of an accident can both see the same thing but are sure they saw different scenarios than the others did. As Christ followers we are constantly challenged to "see" life, circumstances, events and news from an eternal perspective rather than a human perspective. Many Christ followers never catch the reality that "seeing" from kingdom eyes is very different from "seeing" from merely human eyes.

You remember the account in the gospels where Jesus and the disciples are overwhelmed with the crowds of people hungry to meet Jesus and desperate to have their circumstances changed. The disciples were tired and it seems a bit cranky and saw the crowds as a distraction and a hassle. But Jesus, "looking at the crowds was moved with compassion for they were like sheep without a shepherd." The disciples saw from human eyes while Jesus saw with kingdom eyes.

Human sight is at its core selfish. It sees those things that either help us or hinder us, are to our advantage or disadvantage, give us power or rob us of the same. Kingdom sight is utterly unselfish. It is about giving rather than receiving, it is about serving rather than being served - as the disciples who asked for the honor of sitting at Jesus' right and left side when in heaven found out. Or as those listening to the parable of the good Samaritan discovered.

There is also a time perspective to human versus kingdom seeing. Human eyes are concerned about how the circumstances of life impact me. Kingdom eyes are concerned about how the circumstances of life build God's kingdom, even if to our temporary detriment.

Those who are martyred for their faith understand kingdom sight. They realize that there is something far more precious and significant than even their own lives and are willing to lay down their lives for the sake of Christ and his kingdom. Hebrews 11 is a testimony to those who lived their lives with kingdom vision rather than human vision.


How we see deeply impacts how we live. Our world is driven by fear and a desire to protect ourselves and our interests at any cost. Following Jesus is driven by faith and a willingness to pay any price to be where Christ wants us to be - realizing that to be where Jesus is - is both the most dangerous and most safe place we could ever be. That is why some Christ followers can see circumstances from a perspective of faith, while others see the same circumstances from a perspective of fear.

How we do something as mundane as assimilate the news on CNN or Fox is influenced by whether we are watching with human or kingdom eyes. Human sight assumes that the news is all bad, that the world is going to hell in a hand basket and is pervaded with a sense of gloom and fear.

Kingdom eyes see the same news and they realize that God is still sovereign and that in fact, God uses all the events of the world, good or bad to build his church. They know that no event occurs in our world, good or bad that does not first pass by the hands of God and that he does not use to build his church.

How we view people around us depends on which eyes we are seeing them through. From a human perspective many people are simply losers who have little value to us or society. They may lack the education, sophistication, status or whatever it is that gives one "value" in our world.

Kingdom vision sees the same people and it instinctively says, "this person is precious to God, Jesus died for her, and I will honor her." A study was done of hierarchies of value in a hospital setting. Surgeons were at the top, janitors were at the bottom. The level of respect, eye contact and interaction were highest at the top and lowest at the bottom.

Recently I was waiting in the TSA line at the airport. The TSA agent looked at my license and said, "Do you know a Dr. Addington who was a surgeon?" I said "Yes, it's my dad." He said, "Dr. Gordon Addington"? I said "Yes, that's him." He said, "years ago I was a janitor at United Hospital and your dad befriended me. He even invited me to spend Christmas with the family."

My father had been using his kingdom vision and in doing so upset the value proposition of human vision.

It is an intriguing exercise to go through one's day asking "How would Jesus view this person or this circumstance? How would kingdom vision differ from human vision?" They are very different and they yield hugely different responses.

Which way of seeing is your default?

The view from 39,000 feet

Because I travel often I have the joy of negotiating numerous airports around the globe. From the time I get to the airport I want just one thing - to be at 39,000 feet. By then, I will have negotiated the lines, crowds, security checks (sometimes two or three) the hot waiting room and pushy people. There is a world of difference between the airport and 39,000 feet.


That is one of the reasons that I regularly take a day or even half a day by myself to take a 39,000 foot look at my life. In our organization we call it a "Personal Retreat Day," or PRD. It is a time to get out of the crowds, activity, stress and deadlines to literally "get above it all" for a time to evaluate how well we are doing in the midst of our activity.


Our activity and our pace of life often mitigate against thoughtful analysis of how we are spending our time, where we are missing something vital, strategies for being more productive or just time to stop, think, pray, meditate and listen to the still small voice that will not compete with the din of our daily lives.

Here are the kinds of things I evaluate on my PRD:
-My marriage and family
-My spiritual life
-My personal and work priorities
-My calendar and invitations that affect my calendar
-The team I lead and the team I am on
-Relationships

In other words, the PRD is an opportunity to get above the fray and take a holistic view of life from a 39,000 foot perspective in order to ensure that when I land again I am living intentionally rather than accidentally. It gives me a time when I can reprioritize my time and energy when they have gotten off track. It gives me time to talk to the Father about issues I am struggling with.
Without the perspective and peace of 39,000 feet, I cannot be as productive as I need to be at ground level.

What is your 39,000 foot strategy?

Convictions that matter

I have a bedrock conviction. Actually two: First that God is sovereign. Second, that God is good....all the time! No matter what.

Last Saturday, a young man from a church I love in Knoxville, TN was heading down a zip line at 45 miles per hour. Someone had not moved the ladder used to get up to the zip line and Zach hit it smashing his helmet, and his skull and is clinging to life in a Tennessee hospital. My son's girlfriend held him in her hands as they waited for the paramedics to arrive. I don't understand why this would happen to a wonderful young man full of faith and energy.

Today I received an email that a dear friend of mine, much younger than me has prostate cancer. He is a wonderful father, husband and pastor. I don't understand why.

In the last several weeks I have heard that two other friends of mine have severe cancer. I don't understand.

I could go on. Last December and January God preserved my life against all odds after 42 days in the hospital, 35 of them in ICU. Five times at least I should have gone home to Jesus. I don't understand.

At 52, I have watched and experienced much that I don't understand. Life does not let one see around the next bend. Life is not fair, nor often explainable. At least I cannot explain it.

And so, I return daily to two convictions. That God is sovereign and he sees the horizon in ways we never will till we are with him. His sovereignty gives me confidence in the circumstances I face - even in the midst of tragedy.

But His sovereignty by itself is not enough because a sovereign God could be capricious as life often seems to be. That is where the second conviction comes in, breathed through the pages of Scripture. That God is good....all the time.

Sovereignty without goodness is no comfort.

Sovereignty coupled with His goodness is ultimate security. In His goodness and in His sovereignty I can rest my circumstances and those of others even though I don't and won't understand. Understanding something about Him relieves me of the need to understand all of what happens in life. In His goodness and in His sovereignty I can rest - whether in joy or in sorrow.

I don't understand the road we often travel. I do understand enough about the God who made that road enough to trust the road. Whatever is around the next bend.

Zach and Tony and Roger and Carol and Paula, I pray for you tonight. My heart hurts for your struggle. My heart rests in the goodness and sovereignty of God. And that is where my life rests as well.

The roads we travel

I love this picture of an Irish road! It is a picture of life in many ways. It is not smooth or predictable but bumpy and unpaved. You can see for a bit but never around the bend. It is one lane so you never know what you might encounter around the next corner. There is a wildness and beauty and unpredictability to it - just like life!

More than ever before it has been the road of my life in the past year. From a forty two day hospital stay hovering between life and death (December and January 07-08), to the uncertainties of health after my discharge and the unpredictable twists and turns along the way - including surgery next week and numerous hospital visits along the way.

Don't get me wrong. I have no complaints. God is good - all the time, no matter what is around the next bend. But I have been reminded, again and again in the past year that in the end we simply live by faith, because we have little or no control over the circumstances of life.

It is a gift to fully understand what it means to live by faith. When we have reached the end of ourselves and have nowhere else to turn but to confidence in a good, all powerful, loving and holy Father, we have received a great gift. It is at that point that what we believe in our head becomes truth in our bones! The gift is wonderful because "without faith it is impossible to please God."

I am awake tonight, long past my bedtime, tired and discouraged. The past ten months have been a long hard grind. That is the reality of life sometimes, there is no reason to pretend otherwise.

But the road continues on past what I can see and I know that in the end, God is sovereign, God is good and all I have is trust in Him and in Him I have everthing I need to have. It is both poverty and riches at the same time. It allows the discouraged heart to be an exhilerated heart all at once!

I would much rather have the two lane Irish road than the eight lane highway. I cherish the adventure of real life and real faith and even the potential danger around the bend. In my need to trust, I gain the gift of God. In my need, I find God's plenty.

We are equals

Editor comment:

The following blog from contributing writer, Lindsay Norman is a followup to her recent blog titled "Subtle disempowerment." This is not a discussion on the theological issues of egalitarianism or complementarianism which is one that has implications for church leadership. This is a discussion about how we honor, treat, respect and work with women in the Christian workplace - like ReachGlobal. God cares how we treat one another: we are all made in His image.

Contributing writer

Lindsay Norman, Reach Global

As a follow up to the blog entry “subtle disempowerment,” I wanted to offer some practical ways we can empower women. However, I want to unpack the word “empower” first. This word conjures up many images: feminist, dominance, control, angry women, etc. I want to tell you what this word means to many gracious and humble women in ministry, and what other words and phrases have been used synonymously with this word.

When I and those in the ministry I serve make references to empowering women (we can include empowering minorities and young leaders as well), what it refers to is the following: treating people as equals, speaking to and about people as equals and allowing ALL people’s gifts to be honored, valued and utilized in the Church.

When there are references to “coming to the table,” “having a voice,” “wanting to be heard,” these all reference the same idea: I want to be treated as an equal, spoken to as an equal and want my gifts to be honored, valued and utilized in the church.

This means if a man has the gift of hospitality or administration, he should utilize those strengths. If he feels called to be a stay at home dad, he should follow the Spirit’s call to do this. If a woman has gifts of leadership or teaching, she should utilize those strengths. If she is called to work full time instead of stay home as a homemaker, she should follow the Spirit’s call to do so.

None of these scenarios should result in guilt as long as we are utilizing the strengths and gifts God has given us to glorify Him, edify his church, and reach our communities and families.

With that in mind, here are some suggestions for how to take steps toward gender (and I would argue ethnic) equality.

Spot potential female leaders and take the time to mentor them into leadership roles.

Use language that is inclusive: when referencing all people in the room, refer to them as staff, leaders, friends, etc. (whatever might apply).

Spend time listening to thoughts, experiences and input from women of all generations and ethnicities. Don’t try to offer solutions right away. Just listen.

Include women in the decision-making process in your ministries.

Help women gain the knowledge and understanding of their spiritual gifts. Then give them a platform to use them.

Create committees and teams to collaborate on key organizational issues. Include men and women on those teams.

Provide leadership seminars and training for women that do not just focus on women’s ministries.

Do not assume that women in a meeting will take care of taking notes, meeting prep, follow up details.

These last couple of suggestions are for women:

Women, own your voice. If you have thoughts or input, use it for constructive and strategic change. Take responsibility for your thoughts and input.

At work, and in the ministry setting, expect to be treated as a ministry/business professional first. Many people (not just women) expect their work in ministry to fulfill personal needs of friendship and family. Sometimes there is a desire to integrate personal and ministry life when at work.

I am not saying we should not have friends or family at work, or that we should not discuss personal issues at work. What I am saying is that should not be the expectation. We as women should not be disappointed if our boss or coworker does not ask about our personal lives. When you are at work (even in ministry), you are a professional worker first and should treat others the same way.

Let’s continue to dialogue on this. I’d rather have this topic be a gracious, honest dialogue than a one-way direction of thoughts and suggestions. Any time we discuss issues such as gender and ethnic equality, let’s make it constructive and for the purpose of glorifying God and working toward reconciliation and understanding.

Subtle Disempowerment

Contributing Writer

Lindsay Norman, ReachGlobal

I have heard it said, “We want you at the table.” I have heard it said, “Your voice and input are significant here.” I have heard it said, “We can’t move forward here without you.” I have heard it said, “Stick with us Lindsay. You are key to helping us make necessary changes.”

Yet some of those same good-hearted, well-intentioned leaders don’t realize that while their words say one thing, their actions say another. As a female in a ministry setting, I am frequently taken aback with how male leaders in the organization do not see, hear or understand how they subtly disempower women, minorities or young, up and coming leaders.

I recently read an organizational communication piece by a leader in a Christian organization. This leader is a dear friend and advocates hard for minority and women’s voices to be heard in our ministry setting. However, this leader was about to send out a piece of communication that reinforced men as leaders and women as cooks and mom’s, largely significant for the food dishes they prepare for male leaders. With some suggestions by coworkers, changes were made and it read much better. In the initial draft, there was subtle disempowerment.

I have been in situations time after time when I am one of a hand full of females during ministry seminars, meetings and prayer times. As men pray, they pray for all the “guys” in the room. References such as these are often defended by male leaders as references to the whole group. However, in my experience as a woman and in my education in social sciences, I can attest that language supports the kind of culture and ethos that is instilled. If language remains the same, culture remains the same. Every time I am referenced as a “guy,” I feel subtly disempowered.

I have been invited to the table at significant meetings in my organization. Many times I am the only one, or one in a handful of women, who can speak into issues. However, I often feel guilty if I speak too much or offer too strong of an opinion. Here are the words of another young, female leader from a Christian organization: “There needs to be freedom for women to be the dominant voice and/or face in a meeting. That experience is very rare in our culture. More often we are strong influencers, before and after the meeting, but rarely at the table itself.” When I feel guilty for being a dominant voice, when I feel pressure to give input before or after a meeting instead of in the meeting itself, I feel subtly disempowered.

This post is not meant to put down men (since I know the audience on this blog is largely male J), but to educate, inform and remind people of the subtle ways sexism (and racism as well) can be embedded in our culture, attitudes and organizations. I am, once again, deeply grateful for T.J. Addington who cares about my voice, deems it significant and allows me to use it to reinforce positive change.

Missions and risk

Across our world today there are many places where Christians are under severe pressure. Right now in India, pastors are being killed, churches burned, believers run out of their villages, their homes and businesses ransacked. In the security of the United States we often do not realize that the number of martyrs for the gospel has skyrocketed in the past 100 years.

Western missionaries are not immune from risk. In fact, an American passport, for instance, once thought to be a security shield is now a security liability in many places.

Our organization has personnel in many countries where security is a real issue. We are told by our security consultants that there is a fifty fifty chance of an "incident" in any five year period. The largest risk is a kidnapping for ransom which is one of the major "industries" in the developing world. Of course, there are always even greater risks associated with radicals who hate Christianity.

Then there are the risks just associated with places in the world where lawlessness is rampant, poverty ubiquitous, medical help meager, transportation unsafe or political instability significant. That describes many places where mission activity is targeted.

Risk is inherent in mission activity. Missionaries bring the good news of the gospel into the territory of the evil one and there is nothing he hates more than the expansion of God's kingdom. As Paul indicated, our fight is not against flesh and blood but against the rulers of this dark world.

It is incumbent on us to pray for safety for those missionaries we know as well as for the believers they work with. We should not take their health and safety lightly. They daily face a spiritual battle and the evil one will do anything in his power to hurt them and blunt their message of hope

Second, we should not be surprised when we hear that a missionary has been kidnapped, hurt or killed. It is one of the risks that those on the front lines are willing to take, knowing that the spread of the gospel is worth even their lives if necessary.

Missionaries and missions work to make wise decisions to mitigate risk. But, risk is inherent in mission activity in a world that is often dangerous and unstable. Every one of us can make a difference in that risk through regular concerted prayer.

Reciprocity

Guest Writer

Kim Cone, Missionary in Africa

How I wish I’d discovered the blessing of “reciprocity” earlier on in my missionary career! Because I felt there was such a discrepancy between what I owned and what my African friends owned, I found it difficult to accept their gifts.

More than once, I made the awkward mistake of actually trying to pay them for what they intended to give me! Now I realize that there is really no difference in our relative wealth. The difference lies in wherein we happen to be wealthy! Each is wealthy in his own way! And so, to garner the love, respect and assistance that we all need, reciprocity in gifting is in order. Let me illustrate.

I sat down to a wonderful lunch Jan had prepared: rice, covered with “butu” greens sprinkled with hamburger in turn spiced up with Elise’s, top-flight, hot sauce. As I was about to shove in the first mouthful, Elise, Danforth’s cook, waltzed in wearing a huge, ear-to-ear smile! As a surprise, she’d prepared caterpillars just for Josh and me! As I was heaping them on, Jan admonished me to leave some for Alexis, our own cook, for it is our custom to feed our cooks. However, I refused. I knew Elise had made them especially for me! I also knew that Alexis would get plenty at home. Jan NEVER cooks me either caterpillars or snails! And so, whenever Elise does, I savor each bite with gratitude! Indeed, she has something to offer that I don’t!

Reciprocity! She got so much joy out of surprising me with that treat with which to garnish my existing platter! And, I enjoyed eating each morsel just as much as I had enjoyed giving her a treasured, plastic barrel in which to soak the cyanide out of her manioc roots.

Which is worth more? A plastic barrel? Or, home-fried caterpillars? If the true measure is units of joy, then they’re probably equal. And so, I’m going to continue my practice of shouting out to workmen headed for their gardens, “Hey, I know there are a lot of fresh peanuts in your garden! You know, I don’t get freshly boiled peanuts in the States!” Oh, you can buy boiled peanuts at filling stations in the South BUT they’ve soaked in water so long they’re nothing but mush! No, I want African-style, boiled, “fini kareko”, ‘new peanuts’. And now, I recognize that a bowl of these is worth as much as anything I’ve ever given to anyone here irrespective of the dollar value. The principle of the widow’s mite is not only applicable to the synagogue.

Enjoying both giving and receiving,

Engaging the Encore Generation

There are few more lost opportunities to the kingdom than that of not engaging the encore generation in ministry. I define the encore generation as those who have finished their primary career whether at 40, or 65. They no longer need to work, have resources and especially time to be involved in ministry.

Never in history have so many people been able to retire from an occupation and have so much time on their hands!

While folks may retire from a job, there is no scriptural precedent to retire from kingdom work. In fact, kingdom work is really our primary work, no matter what our stage in life. Unfortunately, in many instances the church does not actively seek to engage encore folks other than to shuttle them into a senior group (many are way to young for that) - which is often more about recreational activities than ministry anyway.

Many of my heroes in life are encore generation individuals who have chosen to use their "freedom" to advance the kingdom in significant ways. I think of Lee who uses his resources and IT technological expertise to reach thousands around the world via evangelism on the Internet. Or Dave, who gives much of his time to church leadership, Grant and Carol who fund ministry efforts around the globe and serve their local church ministry generously.

While I have many such heroes, what I do not often see is the church actively seek to recruit and deploy the encore generation in significant ministry. The expertise, wisdom, time and resources of this generation is an unrivaled opportunity for the church to expand its ministry influence in the community and around the world.

Because the church does not seek to engage these individuals, those who are ministry driven often find their own ministry or they serve outside the local church with someone who values them - and asks them to join them in meaningful ministry. Others, unchallenged, retire not only from their jobs but also from ministry, leaving their most productive years on the table and unused for the kingdom.

If you are part of the encore generation and are fully engaged I honor you. If your ministry is not yet actively seeking to engage this generation, think about the potential for your ministry. Engaging this growing group could be a game changer for ministries.

Taking the Risk to End Well

This week, a 20 year colleague of mine, a fellow Senior Vice President of the EFCA took a huge risk. He resigned from a safe paycheck and solid ministry to move to a tiny ministry that requires him to raise his support and take a major income cut.

At 56! After 22 years at the EFCA!

Steve did what most of us are not willing to do at his age - leave the comfortable and the secure for the scary and unknown.

In explaining his decision, Steve put his finger on several issues that all of us who are secure in our positions ought to consider.

First, he did not want to do what he had seen so many people do - coast into retirement and not stay on top of their game. It is easy for us to become comfortable and start to coast in our ministries or employment. Whenever we get too comfortable we lose our edge and we either need to redesign our job so we stay 100% engaged or consider something else.

Steve had reinvented his job many times in 22 years but now felt that he needed to step out into something new that would more fully engage his heart.

Second, Steve had consistently worked himself out of jobs and found himself in a place where while extremely competent, he was not in the center of his sweet spot. He understands that it is only when we are in the center of how God made us that we will be most effective.

Third, his heart was restless. And had been for several years. When our hearts grow restless we need to pay attention because it is often God trying to get our attention! If we experience the restlessness and do nothing about it, we run a risk that our restlessness will become complacency leading to a loss of ministry passion and a coasting to the end.

For all of us in our 50's there is a great temptation to become comfortable and settled after the hard work that has brought us to where we are. This is a danger zone. To finish well we must press on with the same passion and missional commitment that got us to where we are.

It is sad to see people start with passion and end with complacency. But our comfort often keeps us from "getting out of the boat" and taking the risk. We know that our comfortable salaries and benefits will be at risk. We are less willing to move from the comfortable to the scary.

I honor Steve for taking the risk. I ask myself if I would be willing to take the risk. Would you be willing to take that risk? Would God be asking any of us to take that risk

Peter was when he got out of the boat to walk on water to Christ. Steve is as he gets out of his boat to follow Christ to a new, uncharted and scary place. May we be as sensitive to God's call and our engagement!

Measuring Success: What counts?

Most of us would agree that measuring success is critical. If we don't know what we are after we won't know if we were successful. The trick is knowing what we ought to measure.

Take the local church for instance. It is common to measure the number of people who attend weekly. The higher our attendance, the higher our success. How often do we ask, "How many people attend your church?"

If numbers are our definition of success we are driven to increase the numbers and with a little marketing moxie one can do that. No problem.

Except - the New Testament definition of success for the church is not numbers but spiritual maturity - becoming like Jesus (Ephesians 4).

I was with a group of staff from churches of over 1,000 attendees recently. To a person, they were tired of talking numbers and wanted to talk "life change." They all know that you can grow the numbers but what they wanted to know is "How can we grow people who really look like and live like Jesus?"

The Great Commission is about more believers (much church growth today is simply believers trading places) and better believers. Evangelism and disciplemaking.

What do mature believers, Christ followers, better believers, look like? Church leaders across the world are grappling with that question focusing on ways that they can encourage those who have given their hearts to Christ to give their minds and their lives as well.

Ultimately life change is the measure of success. Success is not the quality of our facility, the excellence of our services, the diversity of our programming. Jesus is looking for fully devoted followers.

Here is the irony. Those churches that focus on helping people actually transform their lives so that they look, think and act as Jesus will grow! Focus on growth and you will get it - often with little life change. Focus on life change and you will get it - and you will grow numerically and spiritually.
What is the measure of success in your church?
Can you define and measure it?
Is your ministry focused to achieve it?

Something to think about.

Evaluating and Coaching Leaders

Many churches, ministries and mission organizations do not have an adequate coaching and evaluation tool for leaders. In the absence of such a tool, expectations can be vague and evaluations more subjective than objective. This is not helpful to those being evaluated or to those doing the evaluation.

Nor is the typical job description the answer. Job descriptions are typically a list of activities rather than results. Thus an individual can stay very busy on activity and actually not accomplish the necessary results.

Key Result Areas
Far more important than defining activities is that of defining the necessary results of a leaders job. We call these Key Result Areas (KRAs) and they define what we want success to look like. Thus, both myself and the many leaders in our organization (ReachGlobal) are clear on what we must accomplish in order to be considered successful. It becomes our personal roadmap and the basis on which we are evaluated annually and coached monthly.

The five responsibilities of every leader
Anyone who leads a team, from the senior leader through all levels of leadership really must accomplish five things if they are going to be successful. We use these five Key Result Areas with all of our leaders.

KRA One: Personal Development
Summary: Ensuring that I live intentionally in my spiritual, family and professional life.

KRA Two: Strategic Leadership:
Summary: Providing strategic leadership to ReachGlobal values, mission, and vision for the future, and through annual strategic initiatives.

KRA Three: Strong Team
Summary: Building a strong, unified, aligned, strategic, and results-oriented team

KRA Four: Leadership Development
Summary: Develop current and future leaders

KRA Five: Mobilizing Resources
Summary: Mobilize key resources necessary to flourish and build for the future

These KRAs do not change from year to year but the plan for how a leader accomplishes the plan changes annually.

An Annual Ministry Plan

If these areas spell success for a leader, the next step is to put feet to each of the areas so that there is a clear annual plan for how they will accomplish each of the KRAs. This plan is developed by the leader and agreed to by the board or supervisor (with modifications if necessary).

Here is an example of my own plan for 2008 for KRA 2.

KRA Two: Strategic Leadership
Summary: Providing strategic leadership to ReachGlobal values, mission, and vision for the future, and through annual strategic initiatives.

-Review and finalize all current key documents of RG to ensure a common voice and proper alignment
-Drive intentional diversity in RG domestically and internationally
-Help RG move toward greater multiplication in all of our ministries
-Champion the ReachGlobal Sandbox
-Provide maximum clarity to the leadership and personnel
-Ensure the smooth launch of LIVE0
-Provide regular communication to personnel of vision, opportunity, and strategy.
-Work with the chair of the ReachGlobal Board to ensure the board contributes the greatest value possible to the ReachGlobal.
-Realign schedule for less activity and more “think time”
-Ensure that the benchmarking of new metrics
-Develop relationships with national movement leaders
-Complete a book on “Missions in the Color World” by June 2009

Each of my other four Key Result Areas have a similar annual plan. Because I have my plan in place I know exactly what my priorities are for the year, as does my supervisor (the president of the EFCA), my board, colleagues and staff (because I make them public for the sake of example and transparency).

Monthly coaching meetings
Our organization has a commitment to a monthly meeting with one's supervisor. Because the roadmap for the year is clear through the KRAs and Annual Ministry Plan, this meeting is designed to ensure that things are on track, that barriers are removed, that relational health is maintained with others and that problems are resolved. We see it as a coaching/mentoring meeting.
Annual Evaluations
With Key Result Areas defined along with an annual ministry plan, annual reviews are really simple. How well has the leader done in accomplishing their plan? All one needs to do is to examine each of the KRAs and the accompanying ministry plan to determine how well the individual has done in accomplishing what they said they would accomplish. It becomes an objective rather than subjective process.
Further, this paradigm removes the discussion from busyness and activity to results and focus.
For more information on KRAs, Annual Ministry Plans, coaching/mentoring meetings and intentional living, see Leading From the Sandbox: Developing, Empowering and Releasing High Impact Ministry Teams.

Cruel Choices

Contributing writer

Michael Johnson

Medical Doctor, Nairobi Kenya

I open the refrigerator and think, I can choose either to treat this child for malaria, or put butter on my bread. The other alternatives is to fix this man’s fractured hip, or have another slice of yesterday’s pizza, with antacids. Decisions, decisions, decisions! What can I do with so many choices? Such are the challenges for a modern day missionary surgeon in one of Africa’s most prosperous urban centers.

Nairobi continues to be a place of contrasts in class and culture. As I am wonder what kind of ice cream topping I want, there are children waiting for me to decide how much, what type and when we will provide porridge for them. In my clinic at Saint Mary’s Hospital the choices are even more cruel. I have to decide who gets help and who has to…, suffer. Cruel choices come daily.

I only have a specific amount of money allocated to treat the ‘medically indigent’ (a politically correct term for those who must choose meals over medicines). If I fix that man’s hip, I won’t have enough in the account to treat the child’s malaria. The man has had a painful ride with his hip broken in two pieces, on the typical ‘public-means’ of transportation, a matatu (a van manufactured for six to eight people, but carrying 12 people). The child has had fevers, seizures and his mother is confused by the delay of the long clinic lines.., and of course she has no money.

“Make that chocolate topping with the little sprinkles please.”

My real problem is there are literally millions of people (probably 38 of the almost of the 40 million in Kenya), who have to decide which child to feed and which one to treat and which one to let die.

There is an insurance plan for the poor. The acronym is DEUWFOHMTMC (‘Don’t Eat Until We Find Out How Much The Medicine Costs’) plan. With that thought in mind, I close my refrigerator and think…, “Who was it that said; ‘I was hungry and you did not feed me, naked and you did not clothe me, in prison and you did not visit me?’ If I think long enough about this child with malaria, it won’t be a matter of treating the sick it will be; ‘I was dead and you would not even bury me.’ That’s right. Money for life insurance is better spent on those who still have life.

Decisions, decisions, decisions. What can a modern day missionary surgeon do with so many cruel choices? “Make that pizza to go please!”

Mt 25:45 "He will reply, 'I tell you the truth, whatever you did not do for one of the least of these, you did not do for me.'"

This story can be told all over the world. 54% of our world lives on $3.00 or less per day. Our gifts of compassion, combined with the love of Jesus can make the difference between life and death. Something to think about as we consider our giving.

Pain and Legacy

Most of us have endured significant pain in our lives. Pain inflicted by others, pain inflicted by life itself and pain inflicted by ourselves – through poor choices. Pain, while never welcomed, if properly channeled, can be a part of a wonderful legacy.

I had the sadness of watching one of my hero’s - Doug waste away from Lou Gerigs disease in the past several years. He reached his finish line in February of 2008. Doug was at the height of his business success when he received the news of his disease. There was nothing ‘fair’ in the disease he had to endure. Nor was it easy.

Yet, throughout his journey with this disease, Doug demonstrated that grace and dignity and faith that can only be a result of the Holy Spirit’s work and which touched everyone he knew. Doug taught me a lot in the times we spent together. He taught me a lot about faithfulness and faith in his final years.

God has a way of redeeming pain for His glory. I went through deep pain – the dark night of the soul – early in my ministry. It took years for my heart to fully recover. Yet through the pain I understood God’s grace in a new way, I developed great empathy for others who were hurting and it led me to help churches develop healthier leadership boards and churches.

Much of my ministry was influenced by that pain which God redeemed and used for His good. There is nothing that has happened in our lives which God cannot redeem and use for His glory. This is the wonderful nature of grace – even when we are responsible for our own pain. God has the power take what is bad, and hurtful and painful and use it for His good – bringing healing to us in the process.

The Apostle Peter reminds us that our pain comes so that our “faith – of greater worth than gold, which perishes even though refined by fire – may be proved genuine and may result in praise, glory and honor when Jesus Christ is revealed (1 Peter 1:7).” In other words the pain we suffer actually changes us and contributes to a legacy that is even greater because of it.

My friend Ann who is a cancer survivor and who walked through some very tough years fighting the disease describes her pain this way. “My life in the past 3 years shows a long series of dramatic ‘stones of remembrance’ of God's faithfulness and grace. Grace has become my theme.

As I look back, I see how God's used heartache, disappointment, disease, and even my sin to accomplish his glorious purposes in my life. I certainly don't deserve his goodness and favor, but he has lavished me in it.”

Pain is a reality of life. How we choose to respond to it will determine whether it contributes to our legacy as we allow the experience to grow our faith, our capacity to empathize and understand others and the character that only pain can grow.

Joni Erickson Tada came to the place where she could turn the pain and disappointment of the accident that left her a quadriplegic into a powerful testimony of God’s grace and a worldwide ministry. What a tragedy and loss it would have been if she had instead chose the rout of bitterness and self pity.

The alternative is to allow pain to detract from our legacy through bitterness or the inability to move beyond the hurt. If you find yourself trapped by pain, I urge you to get help because it will be a prison for you until you are able to place it in perspective, learn from it and allow it to be a part of your history that positively informs your present.

It is in the difficult periods of our lives that we are most powerfully shaped and our character most profoundly formed. This was true for Jesus as well. The writer of Hebrews says that “During the days of Jesus’ life on earth, he offered up prayers and petitions with loud cries and tears to the one who could save him from death, and he was heard because of his reverent submission. Although he was a son, he learned obedience from what he suffered and, once made perfect, he became the source of eternal salvation for all who obey him.”

Pain is a friend, not an enemy if seen from that perspective. I have walked through some intense periods of pain in my life; physical, emotional, relational, work related, and family related. As I look back over my 52 years, I can see how those periods of pain were major factors in shaping who I have become and the impact that I can have on others. My legacy has in many ways been shaped through pain and difficulty. In that light it has been a great gift. There is no pain that God cannot redeem for His glory.

Take a moment and consider the pain that you have encountered on your journey. Are you willing to thank God for His grace in the pain and ask Him to sovereignly redeem the pain and use it for His glory?