Paradigm shifts are very hard for most people to grasp. It is not that they are necessarily resistant, lack intelligence or don't want better results. The truth is that we see through a lens that is familiar and the unfamiliar is hard to grasp, especially if it requires us to think differently. The challenge is that the familiar will often not take us into the future. The world changes, and as it does the familiar often becomes our enemy, not our friend.
Interestingly, when change around us is rapid, we often cling to the familiar because it provides us with stability when in reality the familiar is destined to keep us from meeting new opportunities in our changing world. Think General Motors or Kodak. While they clung to the familiar the world changed and they were caught unable to catch up. The familiar was their nemesis.
For example, in the world of missions, the familiar is particularly dangerous as many of the traditional models will not carry water in the future. There are major shifts needed if mission agencies are going to meet the needs of a color world. Local churches must also make shifts in how they view missions strategy. In both cases, the familiar is the nemesis of future success.
This does not mean that what we did in the past did not serve us well in the past. It does mean that ministries need to ask the question of what will best serve them in the future. The future will never look like the past so it is reasonable that much of our methodology in the future will be different than in the past. That means a change in the way we think about what we do and how we do it. It is true in business and ministry.
The challenge is that we are so used to the familiar that we often do not even question our methodologies. In fact, we often don't even think it is necessary to ask questions about our methodologies which is the real danger. And sometimes, those who do ask the questions are seen as irritants because they are messing with the familiar.
Leaders have the responsibility to take the time to consider where ministries need to go to meet the challenges of the future. That takes time, reflection and a lot of questions. No one else will do it for them. Then, they need to help their staff understand the needs of the future and press into needed changes in paradigms that will help them get there. This takes great courage because it requires us to give up the familiar for the unfamiliar.
Helping staff transition to new paradigms is a necessary, time consuming and dialogue rich discipline. Leaders who do not have the courage to position their ministry for success in the future leave their organization in a deeply vulnerable position. Here is what I know. The future is not like the past so we need to ask what old paradigms need to go and what new paradigms need to be embraced. And then, how do we help our staff and organization embrace new ways of thinking.
Wednesday, March 21, 2012
Tuesday, March 20, 2012
The greatest compliment and greatest joy
I received the greatest compliment I could get today. It is not that I am a great leader or lead a perfect organization. But as a leader it is what I love to hear. One of our staff just completed his first hard year on the field in missions and told me how much he love being part of our organization.
What it told me is that we had succeeded in helping him get into his sweet spot. He told me he worked for the greatest leader in the world (not me - his team leader) and that in spite of the challenges, he was so grateful to be part of our organization.
People are the greatest asset we have in ministry. When we treat them well, when we position them right, when we empower them significantly and when we make it possible for them to have significant impact, we create an environment that is designed to help people reach their full potential.
Leaders do a lot of things. One of the most important things they do is to create an environment where staff can flourish. When they flourish we flourish. When they don't we don't. When they win we win.
I love creating an environment where people can be their best. It is one of the top responsibilities of leaders. What we do is not about us but about how we serve those who work for us. The most important service is creating an environment where people flourish.
I cannot take the credit because we have a great team. But I know that we are on the right track when those who make up our wonderful staff are deeply fulfilled. That makes my heart happy.
What it told me is that we had succeeded in helping him get into his sweet spot. He told me he worked for the greatest leader in the world (not me - his team leader) and that in spite of the challenges, he was so grateful to be part of our organization.
People are the greatest asset we have in ministry. When we treat them well, when we position them right, when we empower them significantly and when we make it possible for them to have significant impact, we create an environment that is designed to help people reach their full potential.
Leaders do a lot of things. One of the most important things they do is to create an environment where staff can flourish. When they flourish we flourish. When they don't we don't. When they win we win.
I love creating an environment where people can be their best. It is one of the top responsibilities of leaders. What we do is not about us but about how we serve those who work for us. The most important service is creating an environment where people flourish.
I cannot take the credit because we have a great team. But I know that we are on the right track when those who make up our wonderful staff are deeply fulfilled. That makes my heart happy.
Monday, March 19, 2012
Got a situation? Try being candid.
It is an interesting phenomenon. Leadership spin. Communications or answers to questions that are designed to equivocate or put the best face on something when in reality everyone knows it is not an accurate picture.
Why cannot leaders simply be candid? Sure there are times when one would not reveal everything because it would hurt others but why not try simple honesty. The irony is that people appreciate transparency and don't appreciate spin. They know and when we choose spin, we lose.
I suppose we do it for image control but it does not work. We watch public figures spin embarrassing situations and dig deeper and deeper holes until they are forced to come clean. If they had simply been honest in the first place, people would have been forgiving. Image control is pride. Truth is humble. People get the difference between the two.
Scriptures have a lot to say about truth. When Christian leaders are not honest about a situation with their constituents it is not just spin but it is dishonest. And it breeds mistrust. Jesus was refreshingly candid. I have found that the more candid I am as a leader the more trust I get.
Got a situation? Try being candid. It is what it is and trying to make it something else does not work in the long run. Transparency works a whole lot better than the alternative.
Why cannot leaders simply be candid? Sure there are times when one would not reveal everything because it would hurt others but why not try simple honesty. The irony is that people appreciate transparency and don't appreciate spin. They know and when we choose spin, we lose.
I suppose we do it for image control but it does not work. We watch public figures spin embarrassing situations and dig deeper and deeper holes until they are forced to come clean. If they had simply been honest in the first place, people would have been forgiving. Image control is pride. Truth is humble. People get the difference between the two.
Scriptures have a lot to say about truth. When Christian leaders are not honest about a situation with their constituents it is not just spin but it is dishonest. And it breeds mistrust. Jesus was refreshingly candid. I have found that the more candid I am as a leader the more trust I get.
Got a situation? Try being candid. It is what it is and trying to make it something else does not work in the long run. Transparency works a whole lot better than the alternative.
Sunday, March 18, 2012
Is there a connection between the lack of spiritual transformation generally and the spiritual lives of Christian leaders?
We talk much about spiritual transformation in the church and the lack of it among many believers. My own observation, however is that there are many lay people who are more concerned about true transformation and intimacy with God then those who lead them.
This may well be why there is a restlessness among many in our congregations for something more authentic in their Christian lives, something they are not getting or hearing from the pulpit. They are less enamored with theological knowledge and more hungry for the transformation and living waters that Jesus promises. Is their hunger a symptom of our own lack of hunger and therefore inability to deliver that living water to them?
I don't believe this is intentional but I do believe it can be dangerous for those of us in professional ministry. It is very easy to substitute our knowledge of all things theological for the hard work of translating that knowledge into our own lives. It is also easy to substitute our engineering of disciplemaking pathways in our churches for the needed transformational pathways in our own lives. In fact, while I believe in disciplemaking pathways, the truly transformed and vital spiritual life of a leader is more powerful than any pathway. You cannot ignore a life that is lived close to Jesus.
Since we cannot lead people to places we have not gone we cannot deliver living water that we are not drinking deeply from. Our enemy is our schedule, the good things we are doing for God (in our minds) and our theological knowledge. That knowledge is an easy but empty substitute for God's work in our own soul. In fact, I am no longer enamored by prodigious knowledge that is not also coupled by a deep hunger for God's transformational presence in one's life.
If our churches are seeing far less transformation than they want to see (as the Reveal study shows) is that possibly a symptom of our own lack of transformation as Christian leaders. It is uncomfortable for me to ask the question but I wonder.
The first and most important work of a Christian leader is to ensure that Jesus is our first love and highest priority. That we are allowing him to do the fundamental work of growth, transformation and stripping away of all things base in our lives. That takes time, introspection and the hard work of following closely after Jesus ourselves. Only then can we truly bring people to the living waters of Jesus.
This may well be why there is a restlessness among many in our congregations for something more authentic in their Christian lives, something they are not getting or hearing from the pulpit. They are less enamored with theological knowledge and more hungry for the transformation and living waters that Jesus promises. Is their hunger a symptom of our own lack of hunger and therefore inability to deliver that living water to them?
I don't believe this is intentional but I do believe it can be dangerous for those of us in professional ministry. It is very easy to substitute our knowledge of all things theological for the hard work of translating that knowledge into our own lives. It is also easy to substitute our engineering of disciplemaking pathways in our churches for the needed transformational pathways in our own lives. In fact, while I believe in disciplemaking pathways, the truly transformed and vital spiritual life of a leader is more powerful than any pathway. You cannot ignore a life that is lived close to Jesus.
Since we cannot lead people to places we have not gone we cannot deliver living water that we are not drinking deeply from. Our enemy is our schedule, the good things we are doing for God (in our minds) and our theological knowledge. That knowledge is an easy but empty substitute for God's work in our own soul. In fact, I am no longer enamored by prodigious knowledge that is not also coupled by a deep hunger for God's transformational presence in one's life.
If our churches are seeing far less transformation than they want to see (as the Reveal study shows) is that possibly a symptom of our own lack of transformation as Christian leaders. It is uncomfortable for me to ask the question but I wonder.
The first and most important work of a Christian leader is to ensure that Jesus is our first love and highest priority. That we are allowing him to do the fundamental work of growth, transformation and stripping away of all things base in our lives. That takes time, introspection and the hard work of following closely after Jesus ourselves. Only then can we truly bring people to the living waters of Jesus.
Saturday, March 17, 2012
Five danger zones for leaders that contribute to leadership failure
I have spent a great deal of time lately mulling over the propensity of otherwise good leaders to crash and burn after years of effective leadership. we have examples in Scripture of leaders like King Saul and there are many contemporary examples. But what are the factors and symptoms that most often contribute to good leaders who get themselves into trouble?
One. We neglect our inner life for too long a period of time. This is usually not by design but the busyness of life (leaders are busy) and the demands that are either self imposed or other imposed (and not regulated) cause many leaders to run faster and faster until they are exhausted and the shallowness of a neglected inner life catches up. We can easily rationalize our busyness by thinking that what we are doing we are doing for God but He does not ask us to do anything at the expense of our inner spiritual lives.
Schedule, a fast pace of life fueled by the "importance" of what I am doing are deadly to healthy leaders. Because our outer life is simply a reflection of our inner lives, neglect of the former spells trouble for the latter. The antidote is actually to slow down and do less activity, more introspection and spend more time with God. He does not feed our ego as our activity and other people do but He feeds our tired and hungry hearts.
Two. We start to believe our own press. People tell us we are good leaders and somewhere along the way we begin to believe that we are better people and leaders than we really are. Our humility erodes and our pride increases until we end up with a highly over inflated view of our leadership, self importance and value to the organization we lead.
Belief in ourselves, our abilities, when they become over-inflated, cause us to make decisions without adequate input from others (we know the direction, we know the truth north) and even make over-calculations as to the impact of those decisions. After all we have a history of making good calls so this one must be a good one as well.
The antidote is never to believe the press others give you but to cultivate a thorough and accurate self knowledge that is based on deeply understanding one's wiring, dark side, propensity to sin and the "real truth" about who we are. The more press we get, the more time we need to access who we truly are because the accolades from others are never a true picture of who we really are. It is only a public persona that others see. They see the good but we know the dark side. What we want to maintain is an accurate picture of who we are which is rarely the inflated picture others have of us as leaders. The loss of personal humility is deadly to any leader.
Three. We stop listening to the people who will tell us the truth and start listening to those who tell us what we want to hear. This is a very dangerous place to be. Those who tell us what we want to hear simply stroke our egos and opinions which only works to prove to ourselves what we want to think or hear. It is false knowledge that begins to skew our view of reality. When our view of reality becomes skewed, we see life through a faulty lens which blinds us to the dysfunction in our lives and causes us to make decisions that are based on skewed data.
Once a leader gets to this stage, they are headed for trouble because they no longer listen to truth tellers, even those who have been truth tellers and counselors in the past. Because they trust their own judgments, they are able to discard those who don't agree with them and seek counsel from those who will agree with them.
This is complicated by a fourth characteristic. Leaders at this stage often divide people into two camps, those who are for them and those who are against them. After all, with an inflated view of our own self importance and value, those who disagree with us must not understand how God is using us! And in getting in our way they are also getting in God's way. Often those who share opinions or counsel that the leader does not want to hear are marginalized and put into the enemy camp effectively preventing them from ever speaking into their lives again. I have had this happen to me on a number of occasions.
This becomes a self fulling prophecy of leadership implosion unless it can be halted. The antidote is to surround ourselves with wise, Godly people who have permission to speak into our lives and whose counsel we will never disregard even when it is hard to hear. The best counselors are those who have had a history of giving us wise counsel in the past, before we were in the place we are today. When leaders crash and burn and others look back they almost always see an individual who has isolated herself or himself, stopped listening to those they used to listen to and increasingly narrowed their list of friends or counselors.
Fifth, leaders who crash and burn have usually isolated themselves from others. Often this is because they no longer feel they need to be accountable, or are running too fast to stay in relationship, or are unwilling to be transparent in their relationships out of a desire to control their image. This isolation also involves keeping others at arms length so that it is not easy to "reach" them. Often, the knowledge that my opinion may cause them to marginalize me will keep me from speaking up, and the strong personality of an isolated leader can keep me from pressing in.
Image control naturally leads to isolation since transparency is a prerequisite of close relationship and transparency gets in the way of image control. The need to control image is a sign of one who has become isolated and that isolation will eventually hurt them. God designed us for relationship and community and that community keeps us from going in directions that are unhealthy. Isolation removes the protection of deep friendships and community and sets us up for trouble.
All of us need others in our lives who will speak truth, hold us accountable, help us in our journey of faith and give wise counsel. When we cross a line where we are too important or too busy to cultivate those relationships we will find ourselves in dangerous waters. If you are a leader, pay attention to these five characteristics. We are all susceptible to them. They are very dangerous, each of them. In combination they are deadly.
Ask yourself these questions on a regular basis:
1. Am I too busy for my inner life?
2. Am I starting to believe my own press?
3. Have I marginalized people I listened to in the past?
4. Am I dividing people into camps: for me and against me?
5. Am I becoming isolated?
One. We neglect our inner life for too long a period of time. This is usually not by design but the busyness of life (leaders are busy) and the demands that are either self imposed or other imposed (and not regulated) cause many leaders to run faster and faster until they are exhausted and the shallowness of a neglected inner life catches up. We can easily rationalize our busyness by thinking that what we are doing we are doing for God but He does not ask us to do anything at the expense of our inner spiritual lives.
Schedule, a fast pace of life fueled by the "importance" of what I am doing are deadly to healthy leaders. Because our outer life is simply a reflection of our inner lives, neglect of the former spells trouble for the latter. The antidote is actually to slow down and do less activity, more introspection and spend more time with God. He does not feed our ego as our activity and other people do but He feeds our tired and hungry hearts.
Two. We start to believe our own press. People tell us we are good leaders and somewhere along the way we begin to believe that we are better people and leaders than we really are. Our humility erodes and our pride increases until we end up with a highly over inflated view of our leadership, self importance and value to the organization we lead.
Belief in ourselves, our abilities, when they become over-inflated, cause us to make decisions without adequate input from others (we know the direction, we know the truth north) and even make over-calculations as to the impact of those decisions. After all we have a history of making good calls so this one must be a good one as well.
The antidote is never to believe the press others give you but to cultivate a thorough and accurate self knowledge that is based on deeply understanding one's wiring, dark side, propensity to sin and the "real truth" about who we are. The more press we get, the more time we need to access who we truly are because the accolades from others are never a true picture of who we really are. It is only a public persona that others see. They see the good but we know the dark side. What we want to maintain is an accurate picture of who we are which is rarely the inflated picture others have of us as leaders. The loss of personal humility is deadly to any leader.
Three. We stop listening to the people who will tell us the truth and start listening to those who tell us what we want to hear. This is a very dangerous place to be. Those who tell us what we want to hear simply stroke our egos and opinions which only works to prove to ourselves what we want to think or hear. It is false knowledge that begins to skew our view of reality. When our view of reality becomes skewed, we see life through a faulty lens which blinds us to the dysfunction in our lives and causes us to make decisions that are based on skewed data.
Once a leader gets to this stage, they are headed for trouble because they no longer listen to truth tellers, even those who have been truth tellers and counselors in the past. Because they trust their own judgments, they are able to discard those who don't agree with them and seek counsel from those who will agree with them.
This is complicated by a fourth characteristic. Leaders at this stage often divide people into two camps, those who are for them and those who are against them. After all, with an inflated view of our own self importance and value, those who disagree with us must not understand how God is using us! And in getting in our way they are also getting in God's way. Often those who share opinions or counsel that the leader does not want to hear are marginalized and put into the enemy camp effectively preventing them from ever speaking into their lives again. I have had this happen to me on a number of occasions.
This becomes a self fulling prophecy of leadership implosion unless it can be halted. The antidote is to surround ourselves with wise, Godly people who have permission to speak into our lives and whose counsel we will never disregard even when it is hard to hear. The best counselors are those who have had a history of giving us wise counsel in the past, before we were in the place we are today. When leaders crash and burn and others look back they almost always see an individual who has isolated herself or himself, stopped listening to those they used to listen to and increasingly narrowed their list of friends or counselors.
Fifth, leaders who crash and burn have usually isolated themselves from others. Often this is because they no longer feel they need to be accountable, or are running too fast to stay in relationship, or are unwilling to be transparent in their relationships out of a desire to control their image. This isolation also involves keeping others at arms length so that it is not easy to "reach" them. Often, the knowledge that my opinion may cause them to marginalize me will keep me from speaking up, and the strong personality of an isolated leader can keep me from pressing in.
Image control naturally leads to isolation since transparency is a prerequisite of close relationship and transparency gets in the way of image control. The need to control image is a sign of one who has become isolated and that isolation will eventually hurt them. God designed us for relationship and community and that community keeps us from going in directions that are unhealthy. Isolation removes the protection of deep friendships and community and sets us up for trouble.
All of us need others in our lives who will speak truth, hold us accountable, help us in our journey of faith and give wise counsel. When we cross a line where we are too important or too busy to cultivate those relationships we will find ourselves in dangerous waters. If you are a leader, pay attention to these five characteristics. We are all susceptible to them. They are very dangerous, each of them. In combination they are deadly.
Ask yourself these questions on a regular basis:
1. Am I too busy for my inner life?
2. Am I starting to believe my own press?
3. Have I marginalized people I listened to in the past?
4. Am I dividing people into camps: for me and against me?
5. Am I becoming isolated?
Friday, March 16, 2012
Eleven things your younger leaders need to learn
Those of us who lead at any level are responsible for raising up the next generation of leaders behind us. Frequently we focus on leadership skills. Just as important, if not more, however is the development of the inner life of a leader from which their leadership will emerge.
I would like to suggest that there are eleven practices or disciplines that all leaders must have in order to be effective. If we can help the next generation leaders understand and live out these practices they will be well served. If they don't get these things they will not lead well.
I would like to suggest that there are eleven practices or disciplines that all leaders must have in order to be effective. If we can help the next generation leaders understand and live out these practices they will be well served. If they don't get these things they will not lead well.
- The inner life of a leader will determine how good a leader they become. They can have all the skill in the world but if the inner life is not rock solid and continuously paid attention to they will not succeed as a spiritual leader. The hidden discipline of developing the inner life always comes before the public role of leadership.
- Personal humility is a non-negotiable for good leadership. True humility is clear about what strengths we have as well as our weaknesses and therefore our need for others. Humility serves others while pride serves self. Because spiritual leadership is other focused and Jesus centered it must come from a place of personal humility.
- Suffering and pain is a major way that God molds great leaders. It is when we are challenged that we grow and the test of a spiritual leader is whether they grow in their faith during hard times or move away from God in disillusionment. There is no way to effective leadership without the molding and forging of hard times. If you are going to lead, expect it and make the most of it.
- Leaders actively embrace spiritual transformation. God can only use people to bring others closer to Him who are themselves allowing God to transform them. Transformation of their hearts to understand and live out grace. Transformation of their minds to think like Jesus thinks. Transformation of life priorities to align our lives with His and transformation of our relationships to see people as Jesus sees them and love people as Jesus loves them.
- Our shadow side must be managed. All of us have a shadow side. It is the opposite of our strengths and it is those areas where we struggle with sin or negatively impact others. We cannot eliminate our shadow side but we can manage it by understanding it and modifying our behaviors so that they don't hurt others. Leaders who don't manage their shadow side will never lead well.
- Emotional intelligence matters and needs to be developed. Healthy EQ (Emotional Intelligence) is one of the most important traits of a leader. It allows them to understand how they are perceived by others, to differ with others while staying relationally connected, hear feedback without defensiveness and negotiate conflict in a healthy manner. Poor EQ is the number one reason that leaders fail.
- I can only lead from who God made me to be. God can use any personality style to lead and we will never be successful emulating someone else's leadership style. We can learn from others but we can only lead out of our own God given wiring. We must develop a leadership style that is consistent with our personality and wiring rather than emulate others.
- Leaders live intentional lives. Accidental living does not make for a good leader because it is a life of reaction rather than a proactive life of considered intentionality. Leaders live intentionally so that they accomplish what God wants them to accomplish personally and with others. There is a discipline to a good leader's life that is based on the important things rather than the ancillary things.
- Leaders are clear about what matters. There are many things that vie for our attention personally and organizationally. Leaders are able to identify what is truly important and not be distracted by the unimportant. They are clear themselves and help those they lead become clear. Clarity of life and mission are marks of a good leader.
- Leaders live with transparency. The more transparent a leader is about both success and failure with others the more they are followed, respected and lead from authenticity. Authentic lives, where words match action, where we don't pretend to be something we are not and are open about our strengths and weaknesses, failures and accomplishments allows others to see the real us and to lead from a place of authenticity rather than from a place of pretense.
- Leaders guard their hearts. Everything in Christian leadership comes down to the heart. When leaders don't guard their hearts (King Saul) they lose their ability to lead. When they do (David) they lead from a place of health and strength. The Psalms say that David led from integrity of heart and skillful hands. Above all else, leaders guard their hearts on a moment by moment and daily basis.
Wednesday, March 14, 2012
Sex trafficking in the open
It is an evil devaluation of individuals who are made in God's image. God's heart must be deeply grieved by the "use" of people He created, loves, died for, and meant for relationship with Him. These are someone's daughters, sisters and mothers. They are women that God wants to make daughters of the king. Rather than being loved they are being used as objects of lust an hour at a time.
This is the face of sex trafficking. It is the face of evil. It is the face of lives and dreams destroyed. It is the face of the evil one whose whole MO is to destroy people made in God's image. The question is whether we are pained as Jesus is pained. Whether we are willing to take action when this happens in our neighborhood and city.
The Lord said through Isaiah:
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 your food with the hungry
and to provide the poor wanderer with shelter -
when you see the naked, to clothe him,
and not to turn away from your own flesh and blood?
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.
Isaiah 58:6-8.
Do we have God's heart?
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