A question to ponder. Who saw potential in you and called it out of you? Who encouraged you in your growth and quietly mentored you? Whoever it was left a legacy not only in you but in all the people you have touched.
Those who encourage and develop others are special people. Theirs is a ministry behind the scenes that gets little press but which has huge reward. It is a ministry that is other centered rather than self centered. And, it is a ministry that every one of us can have.
The story of the early church was easily dominated by one great figure - the Apostle Paul. As a theologian he defined much of its theology, as an apostle he planted key churches and as a developer of people he trained up the generation that would go after him.
Think about this, however. Behind this giant was a quiet, unassuming gentleman by the name of Barnabas who took Paul under his wing when everyone else was afraid of him. It was Barnabas who taught Paul in the early days. It was Barnabas who introduced him to the other apostles and the church. It was Barnabas who encouraged and walked alongside Paul when others did not.
So who is more important in the story of the early church: Barnabas or Paul?
Barnabas saw potential in Paul when others did not. As he did with John Mark when Paul did not. I would suggest that Barnabas had a high level of spiritual discernment along with the patience and desire to develop others. His was not a flashy ministry but a ministry in the shadows that lifted others up.
The development of others is a a humble ministry. It often goes unseen and unacknowledged - except by God. It's legacy is in the impact of those they encourage, develop and lift up. Those who see potential where others don't are like prospectors who know the vein of gold is somewhere beneath them. They have the heart of God who sees the potential in each one of us. And they have the patience to draw it out.
Few of us will be earth changing leaders. All of us can be life changing people who have the heart of Barnabas and who call out the best in others.
Wednesday, April 18, 2012
Monday, April 16, 2012
The issue of staff loyalty
"Are they loyal to me?" is the question that many leaders ask themselves about their staff. Sometimes in conflictual situations, a leader will either ask or demand loyalty of their staff. In negotiating through conflict I have often heard the charge, "he or she is not loyal to me as their leader," which usually means they don't belong in the organization anymore.
I believe, by the way that loyalty is a good thing and that healthy organizations and leaders have a great deal of loyalty. There is a difference, however between loyalty and subservience.
When I hear this kind of thing I always ask the question, "What is your definition of loyalty?" Some of the more interesting and problematic responses I have received are "that he/she agree with me," or "that they do what I tell them to do and how I tell them to do it." For others it means, "never question my decisions (implicitly or explicitly)." I find these problematic definitions because they remove the autonomy of thinking from the staff member and insist that they allow their leader to think for them. That, by the way is how cults start. And how many dysfunctional staffs operate.
In my experience, the removal of staff on a charge that they are not loyal is usually more of a reflection on an insecure or narcissistic leader than it is on the conduct of the staff member. Unless one can demonstrate that an individual's behavior is harmful to the organization, labeling someone as "disloyal" and marginalizing or firing them is a reflection of an unhealthy leader rather than an unhealthy staff member who may simply be thinking for himself/herself and expressing themselves honestly. Beware of leaders who have a pattern of dismissing or marginalizing people on the basis of a lack of loyalty.
There are gradations of loyalty. Our highest loyalty cannot truly be to any person but it is to God. Thus, if any individual, leader or not, asks us to violate a moral or ethical standard or skirt the truth our loyalty to God trumps our willingness to do as we have been asked even if out of "loyalty."
Our next highest level of loyalty is to the mission of the organization we work for. If I don't believe in the mission of my organization and cannot be loyal to that cause I am in the wrong spot. So while I work for the most empowering leader ever, I do not serve because of him but because of the cause of the organization. He makes it a joy to work for the organization and I might not be there under another leader.
So what about loyalty to our leaders? One dictionary defines loyalty as "Faithful to any leader, party, or cause, or to any person or thing conceived as deserving fidelity: a loyal friend." Notice that it is couched in the term faithfulness and only to a person or cause that is "deserving of fidelity." In other words, loyalty cannot be demanded but it can be deserved and earned.
But take this one step further. What does faithfulness to a leader entail? It certainly means that we want the very best for them and for the organization they lead. Thus there will be times when we specifically do not agree with them if a decision they are making is going to hurt them or the organization. Loyalty by definition speaks up (respectfully) when one is concerned about and issue. It does not stay passively silent and supportive. Loyalty means that my leaders trusts me to be supportive of him/her and the organization, and not to do anything that would undermine it or them.
In our organization, I would want these characteristics from our staff: Loyalty to the cause, respect for and cooperation with those who lead, and nothing that undermines either the mission or those who lead including cynicism and mistrust. Honesty and candidness in communication with the best of the organization always in mind.
I also have a set of expectations for leaders toward those on their teams. Loyalty and respect go two ways.
Leaders who demand loyalty no matter what are merely looking for "yes" people who will do their bidding. Healthy leaders want to be respected but they want their staff to be honest, candid and to think for themselves - and speak up when needed. Unhealthy leaders categorize staff into two camps: those for me or against me - a dysfunctional definition of loyalty and disloyalty. Those who do this lose the support of healthy staff and build a staff of people who know that they cannot cross their leader.
I believe, by the way that loyalty is a good thing and that healthy organizations and leaders have a great deal of loyalty. There is a difference, however between loyalty and subservience.
When I hear this kind of thing I always ask the question, "What is your definition of loyalty?" Some of the more interesting and problematic responses I have received are "that he/she agree with me," or "that they do what I tell them to do and how I tell them to do it." For others it means, "never question my decisions (implicitly or explicitly)." I find these problematic definitions because they remove the autonomy of thinking from the staff member and insist that they allow their leader to think for them. That, by the way is how cults start. And how many dysfunctional staffs operate.
In my experience, the removal of staff on a charge that they are not loyal is usually more of a reflection on an insecure or narcissistic leader than it is on the conduct of the staff member. Unless one can demonstrate that an individual's behavior is harmful to the organization, labeling someone as "disloyal" and marginalizing or firing them is a reflection of an unhealthy leader rather than an unhealthy staff member who may simply be thinking for himself/herself and expressing themselves honestly. Beware of leaders who have a pattern of dismissing or marginalizing people on the basis of a lack of loyalty.
There are gradations of loyalty. Our highest loyalty cannot truly be to any person but it is to God. Thus, if any individual, leader or not, asks us to violate a moral or ethical standard or skirt the truth our loyalty to God trumps our willingness to do as we have been asked even if out of "loyalty."
Our next highest level of loyalty is to the mission of the organization we work for. If I don't believe in the mission of my organization and cannot be loyal to that cause I am in the wrong spot. So while I work for the most empowering leader ever, I do not serve because of him but because of the cause of the organization. He makes it a joy to work for the organization and I might not be there under another leader.
So what about loyalty to our leaders? One dictionary defines loyalty as "Faithful to any leader, party, or cause, or to any person or thing conceived as deserving fidelity: a loyal friend." Notice that it is couched in the term faithfulness and only to a person or cause that is "deserving of fidelity." In other words, loyalty cannot be demanded but it can be deserved and earned.
But take this one step further. What does faithfulness to a leader entail? It certainly means that we want the very best for them and for the organization they lead. Thus there will be times when we specifically do not agree with them if a decision they are making is going to hurt them or the organization. Loyalty by definition speaks up (respectfully) when one is concerned about and issue. It does not stay passively silent and supportive. Loyalty means that my leaders trusts me to be supportive of him/her and the organization, and not to do anything that would undermine it or them.
In our organization, I would want these characteristics from our staff: Loyalty to the cause, respect for and cooperation with those who lead, and nothing that undermines either the mission or those who lead including cynicism and mistrust. Honesty and candidness in communication with the best of the organization always in mind.
I also have a set of expectations for leaders toward those on their teams. Loyalty and respect go two ways.
Leaders who demand loyalty no matter what are merely looking for "yes" people who will do their bidding. Healthy leaders want to be respected but they want their staff to be honest, candid and to think for themselves - and speak up when needed. Unhealthy leaders categorize staff into two camps: those for me or against me - a dysfunctional definition of loyalty and disloyalty. Those who do this lose the support of healthy staff and build a staff of people who know that they cannot cross their leader.
For better or for worse and 13,140 bricks
When Mary Ann and I said those five words 36 years ago we said them with great conviction, hope and optimism but knowing nothing about their true implications - because we had no idea what the better or worse would entail. The better has been better than we could have imagined and the worse has been worse than we ever anticipated. It has simply been 36 years of real life not understood or anticipated at the tender age of 20.
For better or for worse are powerful words because it is in the better and the worse that two individuals forge the most powerful partnership and abiding mature love. I think of every day of marriage as a brick in a wall. After one year we had 365 bricks laid. Today we have 13,140. After year one we had a small fragile wall. Today we are on our way to a strong fortress. Some of those bricks were laid easily and some with great cost. But each one, sealed with the mortar of commitment builds a stronger wall: one brick at a time.
This is why we honor people who have been married for many years. We know that it was not an easy journey and we celebrate those who have been able to make the long journey together.
It is easy for our marriages to go on auto pilot. But stop and think of the fortress you are building together one day at a time. Every day, every brick, strengthens the marriage and ironically while we love the great times, it is the hard times that bring the strongest bond. Fighting battles together builds a bond that is hard to break - if we fight them together and not alone.
Grace, forgiveness and patience figure prominently into those bricks and mortar. Cracks in the wall if ignored will eventually cause its failure and collapse. Ignore the cracks and they get worse. Fix them and the wall is again strong. It takes attention, remedial action and sometimes the rebuilding of sections of the wall. Sections rebuilt are particularly precious because someone took the time to fix what was broken and make it whole. Rebuilding can be some of the hardest work but when finished some of the most satisfying.
The strongest walls are made between three people, not two - by inviting the Holy Spirit into our relationships. Through His transformation our sin is not only dealt with in forgiveness but our very character is changed over time into His. His presence makes all the difference in the health and growth of our relationships.
I intend to build a fortress with Mary Ann. What are you building?
For better or for worse are powerful words because it is in the better and the worse that two individuals forge the most powerful partnership and abiding mature love. I think of every day of marriage as a brick in a wall. After one year we had 365 bricks laid. Today we have 13,140. After year one we had a small fragile wall. Today we are on our way to a strong fortress. Some of those bricks were laid easily and some with great cost. But each one, sealed with the mortar of commitment builds a stronger wall: one brick at a time.
This is why we honor people who have been married for many years. We know that it was not an easy journey and we celebrate those who have been able to make the long journey together.
It is easy for our marriages to go on auto pilot. But stop and think of the fortress you are building together one day at a time. Every day, every brick, strengthens the marriage and ironically while we love the great times, it is the hard times that bring the strongest bond. Fighting battles together builds a bond that is hard to break - if we fight them together and not alone.
Grace, forgiveness and patience figure prominently into those bricks and mortar. Cracks in the wall if ignored will eventually cause its failure and collapse. Ignore the cracks and they get worse. Fix them and the wall is again strong. It takes attention, remedial action and sometimes the rebuilding of sections of the wall. Sections rebuilt are particularly precious because someone took the time to fix what was broken and make it whole. Rebuilding can be some of the hardest work but when finished some of the most satisfying.
The strongest walls are made between three people, not two - by inviting the Holy Spirit into our relationships. Through His transformation our sin is not only dealt with in forgiveness but our very character is changed over time into His. His presence makes all the difference in the health and growth of our relationships.
I intend to build a fortress with Mary Ann. What are you building?
Saturday, April 14, 2012
Image management or heart management
All of us to one extent to another seek to manage our image. We want to look the best to others. In its most extreme forms, image management becomes narcissism and the inability to admit fault or to say "I was wrong." In its milder forms it manifests itself in not being fully transparent even when we are with safe people. We like to manage our image and we want people to see the managed version of us rather than the full and real us.
Think about this, however. Image management is simply about managing the outward appearance of our lives. It is no less "spin" than what we see Hollywood and government do every day. Image management is about making the outward facade of our lives look good. And it is totally the wrong focus.
What should concern us is heart management, not image management. If we manage our hearts well, we have no need to manage our image because what is inside will be what is manifested outside. Image management is only necessary when we have not managed our hearts and therefore need to make our outer self look clean knowing that there is an inner self that is not.
This is why Jesus called the Pharisees "whitewashed tombs" (nice on the outside and a corpse on the inside) and told us that what comes out of a man is simply a manifestation of what is in his heart. Manage our hearts, or as the Proverbs says, "guard your heart for it is the wellspring of life" and image management is no longer necessary.
Here is the irony. Image management is a clue to us that we are neglecting something in our hearts. That neglect causes us to need to pretend all is well. If we find ourselves managing our image we ought to reflect on what it is that we are hiding from others and why. And rather than putting our energy into managing our image, we can put it to work managing our heart.
Think about this, however. Image management is simply about managing the outward appearance of our lives. It is no less "spin" than what we see Hollywood and government do every day. Image management is about making the outward facade of our lives look good. And it is totally the wrong focus.
What should concern us is heart management, not image management. If we manage our hearts well, we have no need to manage our image because what is inside will be what is manifested outside. Image management is only necessary when we have not managed our hearts and therefore need to make our outer self look clean knowing that there is an inner self that is not.
This is why Jesus called the Pharisees "whitewashed tombs" (nice on the outside and a corpse on the inside) and told us that what comes out of a man is simply a manifestation of what is in his heart. Manage our hearts, or as the Proverbs says, "guard your heart for it is the wellspring of life" and image management is no longer necessary.
Here is the irony. Image management is a clue to us that we are neglecting something in our hearts. That neglect causes us to need to pretend all is well. If we find ourselves managing our image we ought to reflect on what it is that we are hiding from others and why. And rather than putting our energy into managing our image, we can put it to work managing our heart.
Friday, April 13, 2012
Quiet, patient, faithful courage
There are a segment among us who we need to encourage and give honor to. It is those who live with long term illness and pain and who endure it with patient, faithful courage. The cross they take up daily is a hard one because for many it is a constant one all day, every day.
Few things train us to trust God more fully than ongoing unremitting pain. Paul prayed that God would take His away and God declined saying that His strength was made perfect in His weakness. My dear friend Ann lives with it as she struggles with cancer treatments as does another friend Roger.
What amazes me is how they handle it with a grace that seems supernatural - and that is exactly the case. It is the daily presence of Jesus and their trust in Him which makes all the difference. But the choice to press into Him daily is no less hard.
My friend, Joni Erikson Tada talks about the inner struggle she faces every morning when she wakes up and has to face the long and painful process of getting ready for her day. Every day she must make a choice and many days it is a hard choice that is a matter of sheer will.
The church needs to come alongside those who struggle with ongoing unremitting pain. Prayer, visits, practical help, meals, words of encouragement (and not flip encouragement or glib statements about God's presence).
I pray for those who live a quiet, patient, faithful and courageous life with deep pain. I count them as heroes who know what it is to walk a hard path. I count them lucky for the grace they daily experience in the hard places. Don't ignore those in your midst who walk this path.
Few things train us to trust God more fully than ongoing unremitting pain. Paul prayed that God would take His away and God declined saying that His strength was made perfect in His weakness. My dear friend Ann lives with it as she struggles with cancer treatments as does another friend Roger.
What amazes me is how they handle it with a grace that seems supernatural - and that is exactly the case. It is the daily presence of Jesus and their trust in Him which makes all the difference. But the choice to press into Him daily is no less hard.
My friend, Joni Erikson Tada talks about the inner struggle she faces every morning when she wakes up and has to face the long and painful process of getting ready for her day. Every day she must make a choice and many days it is a hard choice that is a matter of sheer will.
The church needs to come alongside those who struggle with ongoing unremitting pain. Prayer, visits, practical help, meals, words of encouragement (and not flip encouragement or glib statements about God's presence).
I pray for those who live a quiet, patient, faithful and courageous life with deep pain. I count them as heroes who know what it is to walk a hard path. I count them lucky for the grace they daily experience in the hard places. Don't ignore those in your midst who walk this path.
Thursday, April 12, 2012
Persuasion or pushing: Know the difference
Have you ever met someone whose persuasive gifts left you feeling deflated, disempowered, demeaned or coerced after a conversation where they were trying to convince you to agree with them or a course of action they wanted to take? Consider this: that feeling is not simply the feeling of being outgunned by a persuasive leader. Rather, they crossed a line from persuasion to pushing you into submission. That is why you left the conversation feeling demeaned or manipulated.
In my younger years, I could be guilty of this at times, having been a debater in High School who did quite well in that arena. It worked not so well in my marriage and with others however!
The art of persuasion is an important one for a leader, especially those who choose to lead out of influence rather than from positional power. Persuasion, however, should never be manipulative. It is the ability to move people's thinking their way by making a strong and reasoned case for what they suggesting. It never seeks to force the other party to see things their way.
Persuasion crosses a line from healthy to pushy when the force of the argument starts to feel manipulative and coercing to the other party. Now it is not persuasion by reasoned thinking but by force of personality. And when we feel violated by a leader in a conversation it is usually because they have crossed that line and we don't feel we have a way to maneuver within the conversation.. Healthy leaders never try to force others to agree.
What can one do when confronted with a force of personality that starts to feel manipulative or coercive? If you are on the receiving end consider these kinds of approaches.
"Jim, I am feeling like the only OK response is to agree with you. Do I have the option of disagreeing on this matter?"
"Susan, I am feeling like you are pushing very hard for me to agree with you. Is there a reason you feel so strongly on this?"
"John, it feels like you have put me in a corner where I must agree with you. I am not on the same page on this issue so can you give me some space to make an independent decision?"
"Bill I am feeling pressured by you on this and it does not feel good."
By asking the questions or making the statements, the goal is to help the other party understand how you are feeling about the conversation and bring down the level of pressure. You may also discover the reasons that the other party feels so strongly on the issue. Either way, it usually reopens the conversation on a different tenor which is a good thing.
In my younger years, I could be guilty of this at times, having been a debater in High School who did quite well in that arena. It worked not so well in my marriage and with others however!
The art of persuasion is an important one for a leader, especially those who choose to lead out of influence rather than from positional power. Persuasion, however, should never be manipulative. It is the ability to move people's thinking their way by making a strong and reasoned case for what they suggesting. It never seeks to force the other party to see things their way.
Persuasion crosses a line from healthy to pushy when the force of the argument starts to feel manipulative and coercing to the other party. Now it is not persuasion by reasoned thinking but by force of personality. And when we feel violated by a leader in a conversation it is usually because they have crossed that line and we don't feel we have a way to maneuver within the conversation.. Healthy leaders never try to force others to agree.
What can one do when confronted with a force of personality that starts to feel manipulative or coercive? If you are on the receiving end consider these kinds of approaches.
"Jim, I am feeling like the only OK response is to agree with you. Do I have the option of disagreeing on this matter?"
"Susan, I am feeling like you are pushing very hard for me to agree with you. Is there a reason you feel so strongly on this?"
"John, it feels like you have put me in a corner where I must agree with you. I am not on the same page on this issue so can you give me some space to make an independent decision?"
"Bill I am feeling pressured by you on this and it does not feel good."
By asking the questions or making the statements, the goal is to help the other party understand how you are feeling about the conversation and bring down the level of pressure. You may also discover the reasons that the other party feels so strongly on the issue. Either way, it usually reopens the conversation on a different tenor which is a good thing.
Wednesday, April 11, 2012
True Acccountability
I have mixed feelings about accountability relationships. If someone wants to hide things they will and they will lie to your face if they have been hiding things from others. People do it all the time. The fact that one has an "accountability relationship" does not keep it from happening. It is a matter of the heart, not the "system" to keep us on the straight and narrow. People who are into image management will be untruthful in order to protect their image. All of us are capable of lying to others!
True accountability comes out of a commitment to be transparent with a group of trusted friends because we choose to and want to. In other words, the real accountability comes not from the outside and others but from the inside and us. It is not something imposed but something chosen for the sake of our spiritual lives. And, it comes out of deep trusting relationships with people who we know will call out the best in us.
True accountability is not a program. It is a frame of reference that desires to be in community with like minded people for the sake of the pilgrimage we are all on. It desires to both influence others and be influenced by others who have the same Jesus commitment. It is not a checklist of questions but rather a life on life relationship where who we are rubs off on those we are committed to and who they are rubs off on us. It comes out of relationship and a heart that wants to go the distance with others who are on the same path.
I want the relationships of true accountability as a lifestyle and not as a program or checklist. I want to travel with fellow pilgrims who will call out the best in me and with whom I can call out the best in return.
True accountability comes out of a commitment to be transparent with a group of trusted friends because we choose to and want to. In other words, the real accountability comes not from the outside and others but from the inside and us. It is not something imposed but something chosen for the sake of our spiritual lives. And, it comes out of deep trusting relationships with people who we know will call out the best in us.
True accountability is not a program. It is a frame of reference that desires to be in community with like minded people for the sake of the pilgrimage we are all on. It desires to both influence others and be influenced by others who have the same Jesus commitment. It is not a checklist of questions but rather a life on life relationship where who we are rubs off on those we are committed to and who they are rubs off on us. It comes out of relationship and a heart that wants to go the distance with others who are on the same path.
I want the relationships of true accountability as a lifestyle and not as a program or checklist. I want to travel with fellow pilgrims who will call out the best in me and with whom I can call out the best in return.
Subscribe to:
Posts (Atom)