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.

Giving credit away

Leaders take way too much credit for their success for in reality our success when we see it is less a factor of what we have done and more a factor of what our team has done. That is not a statement of false humility but one of true reality. 


We as leaders may set the pace and direction but it is staff and teams who through collaborative effort make things happen. Too often, however, we are content to take the credit for success rather than lifting up those who did the hardest work, our team. By far, good work in execution is harder than good work that leaders do in setting the direction.


Giving credit away is not always a public thing. The simple act of thanking a staff member for what they are doing with specific explanation of how their contribution has made a difference is a powerful conversation. Many would prefer that over public recognition. And it lets staff know that you have noticed what they do, are aware of their work and deeply appreciate it.


Doing something nice for your team, something that actually costs something once in a while also sends a powerful message. Even in an age of frugality, splurging once in a while on your staff says, "I appreciate you and your work." 


Leaders are often visited by other leaders. Make a point to introduce those who visit you with members of your team that are present in the office. You send a dual message by doing so: to your staff that they are important and to your visitors that you value your staff. 


Finally make it a point to greet your staff and ask about their personal lives and family. They are not simply valuable because they work for you but because they are God's son or daughter. Treat them like you would a family member by showing interest in them as persons, not simply as employees.


If team means anything it means sharing credit with those who together with you make things happen. Your loyalty and appreciation to them will make them loyal and appreciative of you and your leadership. Be generous in sharing credit.

When all options are bad options

Let me pose an interesting dilemma. There are times that we face situations in our ministries where a crisis has occurred, or a decision must be made and all available options seem to be bad options. 

Here is an example: There is a financial crisis that must be fixed but the pain of fixing it is going to be painful because there are no good options. Any and all decisions on the table are hard decisions that will bring some kind of pain. Or you have a personnel decision that needs to be dealt with but there seems to be no upside in the choices you have in dealing with it. There are times when the only choices we have are bad choices.

I have seen a variety of responses to situations where all the options are bad options. One response is for leaders to not act at all because they want a good option and they see none. Humanly speaking this is understandable as none of us want to deal with the fallout of bad options. Of course, this simply delays the inevitable and the options rarely get better by waiting. 

The exception is with personnel issues where waiting can be a viable option if behaviors known to a few become evident to many by giving the issue time thus minimizing the fallout when a decision is made. However, this is not ignoring the issue but choosing to wait on the issue - a strategic difference.

A second response is to face the bad options realistically and choose the best of the bad options. This is often true in financial situations or where a staff member has caused a situation that is going to be painful to address no matter what. 

I recently moderated such a situation internationally where there was not going to be an outcome that was going to be good for either party because of past decisions that others had made. While closure was needed, it was going to be a closure that both parties had to swallow hard to accept. This is often the case in church conflict situations as well where the conflict has become so complicated and contentious that in the short term all that will be experienced is pain. 

There is good news however. If leaders will wisely choose a course of action knowing they have no good current options, and knowing that there will be short term pain, there can be long term gains simply because they were willing to do the hard work of tackling the issue in spite of the pain in the process. Choosing the best of bad options today can lead to closure and health down the line. 

At times, leadership is nothing more than choosing between bad and painful options. But being willing to make the choice for the sake of a healthier future.

Ends, means and everything in between

I don't meet many leaders who at the end of the day don't claim that they want the best results for the organization or team they lead. To the best of their ability, their motivations are reasonable (who of us knows all of our real motivations?). However, I do meet leaders whose means of achieving their desired ends do not meet the ethical standards that we would want in the ministry world.

As leaders, we spend considerable time thinking about where we want to lead our organizations. Wise leaders spend an equal amount of time thinking through how they get to those goals and that their means are as noble as their goals. If we sacrifice the means for the ends we have sacrificed our credibility and often our personal ethics. Or, we skate the ethical edge.

The challenge for leaders in this are several.

First, leaders are focused on the end goals. If the end goals are right and healthy all is good. That focus, however, can manifest itself in impatience to get where we want to go quickly and quickly often means cutting corners. Those corners may be the violation of people - using them instead of serving them, or ethics or finances or any number of ways we can get to where we want to go. Getting to the right place is only one half of the equation. Getting there in a healthy manner is the other half. 

Second, leaders are usually pragmatic. In itself this is a good thing and a mark of a leader.  There are enough visionary leaders who don't know how to get from point A to point B to point C. However, there are pragmatic decisions and strategies that are ethical and healthy and pragmatic decisions that work but which are not ethical or healthy. Pragmatism that violates ethical standards, violates people or is simply unwise is unhealthy and will undermine the moral authority of leaders.

Third, leaders are often impatient. On one hand this can be healthy because without healthy impatience, nothing important is likely to get done. Inertia is ubiquitous since people like the predictable and comfortable while leaders should bring a sense of urgency to their organization. On the other hand, impatience can cause leaders to push faster and harder than the organization can reasonably move. Under pressure, people start using other people or choose to look away from questionable decisions or strategies under the guise of achieving our ends and getting there quickly.

The best leaders monitor carefully the ends they pursue and the means that the organization uses to meet those ends. Both are equally important and both require a great deal of thought and diligence. No ends, however noble, are worthy of means that do not meet the same noble and ethical standards.

Here are some questions leaders should ask all the time regarding the means to their ends:
1. Am I using people or serving and leading people? 
2. Is there anything we do that skirts ethical boundaries or could look to others like we are?
3. Do we always tell the truth no matter what?
4. If we had to open our financial books to Jesus, would He be OK with what he sees? Would those around us?
5. Do we have an open and candid atmosphere where others can ask questions, question decisions or share concerns?
6. Do I as a leader have any twinges of conscience regarding how we do what we do? 
7. Do I have a hard time explaining my strategies or decisions to others and having them understand and accept them?
8. Am I OK if someone questions me on an ethical, financial or staff matters?

Jesus and our pain

Guest blogger and partner, Mary Ann Addington

Co-Author of When Life Comes Undone

Last night as I was getting ready to fall asleep I was listening to 

John 11 from the YouVersion  app (LifeChurch TV).  It was one of those times when hearing it delivered in a novel way helped me to understand it in a new light.  

Three things stood out in a new way: First, how intentional Jesus was in letting Lazarus die.  Verse 5-6,”Now Jesus loved Martha and her sister and Lazarus.  So that when he heard that he was sick, He stayed two days longer in the place where he was.”  Jesus had a purpose in allowing Lazarus to die and He knew that He would raise Lazarus from the dead.

Second, Jesus wept.  John 11:35 is the verse all kids love to get credit for memorizing.   Jesus had been confronted by Martha and then Mary for not showing up when they needed him and allowing their brother to die.  Jesus is not offended by their rebuke and gently reminds Martha that He is the resurrection and the life.   Mary, Martha, and Lazarus’s home in Bethany was a place where Jesus could just hang out over a good meal and enjoy the human pleasure of friendship.  When Jesus wept it was not for the death of a friend that he loved because he already knew that Lazarus would live again, but He wept for the pain in the hearts of his friends.

Third, Jesus raised Lazarus from the dead and in doing so triggered the conspiracy by the chief priests and Pharisees to kill him.  It would have been a whole lot simpler to stay on the banks of the Jordan River and avoid that whole mess.

Like Martha and Mary there have been times in life when I have asked, “Why Lord?  Why did I have miscarriages instead of daughters?  Why did my mom have to die a long and painful death after a car accident?  Why do we still live with the results of serious illness? Why do we have to live with pain?   I don’t get why you allow babies to die, why people I love suffer and die; why there is so much cruelty and injustice.”  We all have heard people say if God is so good why does he allow bad things to happen to good people?  Why does life hurt so much some times?

In allowing evil God allowed each of us to choose to love Him and live for Him.  In coming to earth and dying and rising again Jesus provided the ultimate solution for evil and the opportunity for each of us to “rise again on the last day,” as Martha said.  

God could intervene in every situation and save us from them, but chose instead to provide a much bigger solution that lasts for eternity.  It would have been a lot less messy for Jesus never to enter into our problem of pain and evil and to suffer and die for a problem he had nothing to do with starting.  He could have stayed distant and fixed millions of painful situations without feeling the pain or effort of really getting in the mess of life with us.

Jesus wept.  Not for his loss, but for our pain.  When we cry out in pain, Jesus weeps with us.  He fully bought into our brokenness and he walks with us through the mess of our pain.  Sometimes when a prayer group I am a part of is praying for a victim of abuse or other hard situations we will ask them to ask Jesus where he was when it was happening .  So far, in our experience, they can always find him and he is always weeping with them in their pain.

Jesus came to earth and got into the messy business of humans.  Jesus suffered and died a messy death to provide a solution for the ultimate cause of our pain.  Jesus rose again bringing the promise of our own resurrection and eternal life.  Jesus wept and still weeps with us in our pain.

He is Risen

We worship you O Lord

for in your victory over death

you stormed the gates of hell

and put Satan in his place,

forever.

You gave us proof of your divinity

and hope for all time.

We have no hope but You
and your resurrection 
brings us the hope we need in our lives today.

You put all of life in its proper perspective.

You died in our place

suffering the consequences of our sin

so that like You we could live again

knowing that death is not final,
disappointment is not forever
and no situation irredeemable.

There is no better news

no greater hope,

no more authentic truth,
no more joyous news

than to know

He is Risen.

You are Risen Indeed.
And so shall we be risen.

The day after when life hangs between despair and hope

What do you think it was like the day after the crucifixion of Christ? Did Pilot wake up with a guilty conscience and wonder if he had done the right thing? Did the guards who had mocked Jesus and then seen Him on the cross, wonder if an innocent man had died? Did the crowds who had called for His life keep an embarrassed silence in a quiet Jerusalem? Someone was nervous for they asked the Roman garrison to post guards at His tomb. On the day after, Jesus' friends mourned, the Romans were nervous and some who had watched the execution were sure He was the Son of God.

It had to be like a day like no other in Jerusalem. It had to be a day of quiet and consideration. It had to be a day of sober doubt after a day of impetuous action. I'll bet there were many disturbed consciences that day. The day between death and resurrection. A day of uncertainty and guilt. A day of hopelessness and sadness. 

We have days like that! I have experienced whole periods of life that hang between hope and despair. Uncertainty reigns. Sadness is prevalent, maybe dominant. It is the time in between life as it was and life as it will be - but not yet knowing what will be. It is the dark night of the soul with all the questions, uncertainties and unknowns.

It is the day between Good Friday and Easter Sunday. It is real and it hurts and all of us experience it just as the disciples did, only in different ways. But there is another day coming...we know and we look forward to that day of hope. Always remember in the day of despair. The morning comes, and it comes with hope and resurrection power and salvation. In the in-between times, we need the words of Habakkuk, "Be still and know that I am God." Easter comes and so does Hope. 
 

Things are not always what they appear to be!

One of the lessons of Good Friday is that what appears to be true is not always true. On this day the cosmic battle between Satan and God culminated in what Satan thought was his greatest victory. That battle had been waged from the time of the fall (Genesis 3:15) where God made it clear that one day Satan would be defeated. But on this day, Satan knew he had won. The Son of God is on the cross, alone, abandoned even by His Father who didn't seem able to rescue Him. Thirty pieces of silver was all it had taken, the best deal ever in the history of evil.

The disciples knew it was over. Jesus' friends knew it was over. The Jewish authorities knew it was over - their problem solved, a rival gone. Not only that but for those who cared, evil had won over good and righteousness. For the followers of Christ, this was the ultimate sadness. They had expected righteousness to triumph and instead, evil had prevailed. The one who had called Himself the Son of God, dead on a bitter cross. 



Little did they know that what appeared to be the final chapter was only the beginning of a new chapter because out of the jaws of apparent defeat, Christ would not only be resurrected but in that resurrection he sealed the fate of Satan and evil and unrighteousness for all time and made it possible for the created to have a relationship with the creator. Apparent defeat was only the prelude to total victory! 

Not for one moment had the events of Good Friday been out of the control of the heavenly Father even though it looked like the Father had lost all control. He is sovereign and nothing under His control can ever be out of control. The world learned that on Easter Sunday.


Think about your own life for a moment. Where are the areas that seem to be out of control? Where does it feel like evil has won? Where are the apparent areas where you feel defeat, discouragement, sadness or pain? It is easy to see the Good Friday moments in our lives when it is clear that God has not acted and we need His help. It is harder to wait for the resurrection moments when God shows up as He always does and redeems what we thought was unredeemable - often in surprising and unique ways.


Whatever your circumstance you can be sure that Easter is coming and that things are not always what they appear to be. In the end, nothing that is in His control can ever be out of control and God always prevails. Our job is to walk by faith in the Good Friday moments of life when life is hard and hope is scarce, waiting for our Easter to arrive when He shows up and redeems our situation. The fun thing about Easter was that it was such a surprise. Invite Jesus to surprise you in your situation today.

Principles and practices to guide your ministry's financial decisions

In our current era of fewer resources it becomes even more critical for churches and other ministries to have a grid through which they make financial decisions. All budgets reflect a financial philosophy whether spelled out or not. Having your philosophy defined can help you make key financial decisions and keep your ministry on track toward its intended objectives.

In addition, the answer to increased ministry is not always an increase in dollars or people. It is often doing what we do in a different and more effective and efficient way. A set of financial principles or practices can help define a mindset that sees financial resources through a new set of eyes.

Consider these best practices to guide your financial decisions. And consider taking the time to draft a set for your own ministry.

One, we will teach and model generosity believing that this is the heart of God. We will call people to a life of generosity but will not coerce or manipulate people to give.

Two, we will faithfully and wisely steward what God provides to us for the ministry He has entrusted to us.

Three, we will joyfully and thankfully live within the income that God provides. We will live within our means believing that God gives us what we need in order to accomplish the ministry He has called us to.

Four, we know that we cannot be all things to all people. Thus we will carefully define our mission critical and core ministries and fund those before we start ancillary ministries, no matter how attractive, that are not mission critical. In tight times, we will always come back to funding that which is mission critical.

Five, we value excellence but do not believe that excellence must be expensive. Our ministries will be excellent but as cost effective as possible. We will regularly look for ways to accomplish our mission in the most cost effective way as possible.

Six, we will staff with the best people possible, compensate them fairly and subscribe to a lean staffing philosophy. All key ministry staff will build teams of volunteers so that we are not staff heavy and live out the equipping mandate of Ephesians 4:12.

Seven, before we hire new staff we will always look at the systems, processes, staffing and volunteer resources to determine whether there is a way to increase our ministry capacity without increasing our staff.

Four key church board documents

Church boards have too many documents. Many of them are of no real use because they are written and filed but there are some basic documents that every church board should have. These documents guide the work of the board in significant ways. I would suggest four.


1. Your picture/document that reflects your clarity. As laid out in my book, Leading From The Sandbox, if you cannot explain your ministry philosophy, commitments and desired ends on one piece of paper, in one picture it is too complicated. Whether you use a sandbox, vision frame, ministry table or some other metaphor, this one picture should be able to tell anyone who asks what is truly important to your ministry and it becomes the picture/paradigm/language for explaining who you are to others.


2. Your board covenant that regulates your relationships. Board covenants are a one page document that spell out the relational commitments of board members to one another. Congregations rarely rise above the spiritual and relational commitments of board members so clarifying those commitments and living them out is key to a healthy board and therefore to a healthy church.


3. Your board policies that reflect how you operate as a board. Good boards have thought through the process they use to operate as a board. No healthy group operates without a set of implicit or explicit rules or principles for how they work together. Healthy boards have well written policies that reflect good governance principles, including how decisions are made and what even constitutes board work. These policies lay out the way you operate as a board, is the training manual for new board members and allows you to deal with rogue members should they arise.


4. Your annual ministry plan that reflects where you are going. Whether developed by staff, board or a combination of both, no congregation should be operating without an annual ministry plan which spells out where you are going. That plan then becomes the basis of a ministry assessment annually. It is your directional road map.


Boards should keep their work simple but they do need a set of core documents. These four explain your ministry, regulate your board relationships, board work and church direction.

The dangers of prolonged weariness

Our bodies and minds are made to run sprints and for a time marathons but we cannot be running continuously or for long seasons without hitting a danger zone. Weariness over a long period of time is debilitating to our bodies, our minds, and our souls. 


Weariness to our bodies may seem the most obvious and it can cause complications. After a number of health issues, when my body becomes weary I am more prone to illness so physical weariness is a sign to me that I need to back off. 


Mental weariness is not unlike driving when deeply tired. Responses are slower, reactions are often overreactions, and just as a tired driver becomes dangerous so do tired leaders. When tired, we do not think as sharply, our emotions are not as carefully regulated, and we are more prone to treat others without the care, diplomacy and concern for their well being that is normal. Tired leaders often use and abuse staff, often unintentionally. 


Tired leaders are far more prone to make errors of judgement including overestimating or underestimating responses to decisions that are made. Fatigue fogs judgement.


Of all the areas of fatigue, heart or soul fatigue is the most dangerous because it goes to the core of who we are and if we lose our true north at the heart and soul level, we lose our inner compass and here we are at the most risk. The evil one knows our default switches to deal with heart and soul weariness and we are at our most vulnerable in that place. 


Weariness and fatigue are a plea of our body for rest. We ignore it to our peril and put ourselves at risk if the weariness is prolonged. It is a bad place to be.

Five choices to avoid the dangerous false gods of ministry

Yesterday I wrote on the Dangerous and false ministry Gods of success, recognition, power and money. It generated unusual interest which did not surprise me given the propensity of leaders to allow these false gods to capture them. I hope leaders read it and I suspect that many staff and constituents read it since they are often the first to see their leaders moving down this destructive route.

In my experience, those who walk down this route have five common characteristics: They have neglected their inner life because of their busyness; they start to believe their own press; they stop listening to people they used to listen to and now listen only to those who tell them what they want to hear; they start to divide people into friends, those who agree with them and enemies, those who don't, and finally they have become significantly isolated from others.

In other words, leaders make choices about how they live which can lead them down paths that are exceedingly dangerous to their personal lives, families, relationship with god and ultimately ministry effectiveness. Or, they can embrace lifestyles that will keep them in safe waters. Either way these are leadership choices and not random events of fate.

1. I will modify my schedule so that there is time to think, reflect, spend time with God and time with key life friends. Our schedules are dangerous if not carefully regulated because they squeeze out margin necessary for time with God and for introspection, keep us from deep interactions with others, suck our spiritual lives dry and keep us on the edge of fatigue. 

This is clearly not how Jesus lived and it is clearly not how our physical or spiritual bodies were meant to function well. Only we can make the choice to slow down. With time, one can press deeply into God's word, evaluating our lives against what He wants of us and taking the time to compare our lives against that of Jesus.

2. I will not listen to or believe the press that others give me because while some of it may be true, I know the real me and the real me is much less impressive than the public me. Believing what others say about us is choosing to become delusional about who we really are. We are deeply flawed and broken sinners and the very fact we get caught up with false ministry gods is proof of our brokenness. 

The moment I allow others to put me on a pedestal and I start to believe their words as gospel, I am entering an "alternate reality field" which most of those around us know is not true but which we choose to buy into. Jesus was unimpressed by the accolades of others because He knew how fickle people can be.

3. I will continue to dialogue with those who have been truth tellers to me in the past. There is one caveat here. Those who have been faithful friends in the past will not always press into to a leader who is walking down a destructive path. This is because they intuitively understand that the individual does not really want to hear what they have to say. 

Thus it is incumbent on the leader to proactively ask these faithful friends what they see in their lives today and then to listen. Often they will not like to hear what they will hear but those are the wounds of faithful friends. Again, we make the choice.

4. I will not divide people into camps (friends - those who are loyal and agree with me) and (enemies - those who disagree with me and are therefore no longer loyal). Ironically those who disagree with us when we are walking down these paths are the most faithful friends we could ever have and those who agree with us are usually simply desiring to be on the in with fame and someone important like fans flock to rock stars. It is at this stage that wise leaders are deeply discerning about who their friends really are and who the "groupies" are.

5. I will not isolate myself from friendships, those I am accountable to, those who have spoken into my life faithfully in the past or from those around me.Isolation breeds a skewed view of reality because those who isolate themselves with a leader like this tell them what they want to hear, not what they need to hear. Isolation in any walk of life is dangerous. Isolation is particularly dangerous for those chasing false ministry gods.

Why is this so important? Because unchecked, these behaviors lead to what I call a Spiritual Narcissism whose outcomes are sad indeed. 

Dangerous and subtle false ministry gods

Ministry is a funny thing. By definition it is about serving Christ. But, just as the world has many false gods so do those in professional ministry. These gods often take the place of or get in the way of the God we are here to serve. They can creep up on us slowly but once entrenched they become agents of deceit that turn our eyes from the One we serve to ourselves because each of these false ministry gods are ultimately about us. They are not about Jesus.

The false god of success. We want ministry results but those very results when they become our obsession turn our eyes from Jesus to whatever definition of success we are measured by. The church becomes about numbers and programs and not about Jesus. We start to measure our dollars and budgets and not life transformation. Our buildings, facilities, programs, budgets, staff, technology, cutting edge strategies become our gods and lost in our drive for success is the one we serve, Jesus. 

The false god of recognition. Lets be honest. Most of us like recognition and some of us crave it. And ministry is a perfect platform for it because in addition to being somebody, we have the extra benefit of being able to say we do it for Jesus which is considered noble and self sacrificing. Actually, when recognition is our god, it is self aggrandizement and selfishness hiding behind the guise of ministry. The need for recognition from others rather than the smile of Jesus is a false god and one that is dangerously seductive. Whenever our ministry begins to feed our ego we are on dangerous ground.

The false god of power. This is a common false god of those in ministry leadership. It starts innocently enough perhaps - we need to lead. That leadership, however, brings with it power and the ability to control events and people. That power can become an instrument to fuel our false god of recognition and success and it is a great platform to exercise control over others. We can easily enough hide behind our mandate to lead and all the while feed a desire to exercise power over others. Ironically, the one we lead on the behalf of, Jesus, served those He led rather than controlling them. 

The false god of money. Ministry needs a certain amount of funding but that resource can easily become a god that drives us. When we start to pursue ministry funding more than we do Jesus, we substitute our resources for His power and provision. We become proud of our budgets and ability to raise funds and start to rely on our funding more than the One who is the ultimate source of all that we need. If only I had more funds we think, I could do more ministry when in reality if we had more of Jesus and His power we would see more true ministry fruit.

False gods are substitutes for Jesus whether we pursue them in the guise of ministry or in the secular arena. Those in ministry are no less susceptible to the lure of false gods than the rest of society. We simply have a different platform from which to pursue them. More importantly, however, since we do it under the guise of serving Jesus, they are perhaps even more devious and dangerous and harder for us to spot in our own lives. 

The issue of our deepest motivations is one that only we and Jesus can truly know but if we fool ourselves we are chasing something other than the Jesus we think we are serving. The only antidote is staying close to Jesus, constantly staying in tune with the motivations that drive us and surrounding ourselves with people who can speak truth into our lives. And, we need to be constantly aware that we are always in danger of pursuing false gods rather than Jesus. 

No Neutral Ground

In every relationship we have we either contribute positively to the other or negatively. There is never any neutral ground. We either build the other up or diminish them in some way.

Recently we had a long stay in a hotel in Hong Kong. The day before we checked out the maid who did the nightly turn down asked Mary Ann for her email address. Mary Ann had given her dignity and developed a relationship with her during our stay. I wonder how often that happens to a hotel maid? And how easy it would have been to allow her to fade into background of our stay!

We meet people every day who because of their position or lack of status fade into the background. They are all around us but invisible to us. For Christ followers, there is no neutral ground. These are potential sons and daughters of the king, no small matter and our response to them either brings them dignity or diminishes them as the world often does.

Jesus was the master at finding those that the world diminished and giving them attention and dignity. If he were a greeter in one of our churches he would be looking for the loner, the poor, the one burdened by sin and in need of grace and be there talking to them, extending friendship. Jesus would go out of his way to give dignity to the "undignified," and honor to the "dishonored." Do we?

Try this experiment for one week: Look for all the invisible people that surround you. They serve you fast food, make your coffee, clean your office, do your lawn, or check you out of the grocery store. Go out of your way to engage them, thank, them and give them dignity. Taking them for granted is to diminish them. Remember, there is no neutral ground. We either build people up or diminish them.

Best practices for training overseas

Many are engaged in training nationals overseas, something that is a high value in a world where a good theological education is out of the reach of most church leaders. How it is done, however, can make a significant difference in its long term impact. 


In many cases, national pastors from the majority world will attend any training that comes their way. Because that training is often paid for or subsidized and they are hungry for information. The end result, however, is often a grocery list of seminars and training that has no coherence to it and has far less value than we might think it does. And since we train and leave we do not know how effective our time was.


Here are some best practices to consider when involved in overseas training.


1. Before you go, take a class in contextualization so that you understand how to train in a culture that is not your own. Without an understanding of cross-cultural training we often train people to do things our way which is not appropriate in their culture and simply describes a western church model which is not appropriate to them.


2. Think Biblical principles, not specific programs or strategy. Principles are timeless and cross cultures, strategies and programs often do not. Most of us are equipped to teach principles for ministry but we are not equipped to know how they apply those principles in their context.


3. Don't simply teach, create dialogue. The majority world is used to simply taking in whatever is taught to them - it is the school model they grew up in. What we need to do is to help people think, evaluate, plan and apply for their context. This only comes in dialogue.


4. Rather than one off training sessions, consider a plan to train specific groups over a period of years so that you build into a group with intentionality and can see the progress they make. Allow them to make the plan with your input.


5. Always spend a good period of time in group exercises where they are thinking through the application of your teaching to their context together. For instance, if the topic is that of making disciples, have them think about an intentional process that works in their context.


6. Find out what their concerns are. We often have an agenda for what we want to teach but don't ask the group about their concerns and challenges. We are there to serve them so it is important that we understand the issues that are critical for them. 


7. Have someone with you from the local culture who can coach you on where you are communicating well and where you are losing them. 


8. Watch your illustrations, metaphors and examples. Many do not translate into another culture and will not help.


9. Ensure that everything you teach is transferable to others. If it is to complex for your students to pass on it has limited effectiveness even in the group you are teaching.


10. Keep it simple. Complexity is confusing. Simplify complexity so that you communicate what is truly important.

Ministry promises

Organizations make promises. We make them when we hire. We make them when we talk about our organization. We make them when we communicate to our donors. We make them when we talk to our staff. We make them in our policies. If we preach, we make them in our messages. 


Staff members hear those promises whether they are implicit or explicit and they respect us when we keep them and grow cynical when we don't. Above all they expect us to be serious about the promises we make. As they should.


When we say "People are our most valuable asset" but don't develop them, empower them or treat them with dignity and respect our actions do not live up to our promises. If we talk about integrity but leaders do not display it in decisions they make we don't live up to our promises.


One of my deepest fears when we bring new staff into our organization is that they will find themselves in a situation where what we promise in our "sandbox" will not be what they find. In fact, at our recent bi annual leadership team meeting we spent the whole week discussing where we were in living out the promises and commitments of our sandbox (mission, guiding principles, central ministry focus and culture). It was a "check/adjust" to ensure that we deliver on our promises.


Staff do not expect perfection but they do expect that we are consistent in keeping our promises to the best of our ability and where there are gaps working to close them. They need to know that we are serious about becoming who we say we aspire to be.


A simple way to know how well we are doing is to have honest dialogue with staff about how they perceive we are doing. Of course this means that we are able to receive that feedback with appreciation rather than defensiveness. Staff can give a perspective that leaders often do not see.


Think about the promises you or your organization makes implicitly or explicitly and evaluate how you are doing. The good thing is that there is always room for improvement.

Your greatest ministry advantage

It is probably not what you think. It is not strategy, leadership skill, opportunity or execution - and I believe in all of these. It is the power of a prayer team behind you, lifting you and your ministry before the throne of God on a regular basis. 

I don't meet many believers who have a prayer team and that makes me sad. I am convinced that it is those who pray regularly for Mary Ann and me who are responsible for whatever ministry success is seen or advances that are made.

If we truly believe what Paul says in Ephesians six that there are spiritual forces at work behind the scenes to thwart God's work, then it is spiritual weapons we need and prayer is one of the most powerful. 

It is my conviction that every believer needs others who regularly pray for them. It is also my conviction that those of us who are in Christian leadership are foolish to do what we do without a strategic prayer covering for protection against the evil one. And, the greater the press into Satan's territory, the more concerted prayer we need. 

As I travel the globe in ministry leadership, I usually bring a prayer partner with me as part of my team. It is a significant annual expense but that expense is small compared to the benefits.

In our organization we encourage each staff member to develop a small prayer team of trusted and trustworthy friends to pray for personal needs (a group you can share anything with) and a larger team who desire to pray regularly. 

I usually send a monthly prayer update with me calendar so that the teams can pray specifically for the activities that I am engaged in. It is these teams that have prayed me through some very significant times including two life threatening illnesses. 

So convinced am I of the spiritual battle that rages around us, I will not enter into any major ministry initiative, trip or engagement without my prayer teams going there with me. If you don't have one, don't wait long to develop your team.

Helping people learn: Don't tell, ask

Questions are powerful tools in helping others grow. And often underutilized. We are prone to tell others something rather than ask them something. In telling them something we give them valuable information. In asking them questions so that they come to a conclusion themselves we help them to think for themselves, the skill that will help them make good decisions themselves.


We used to do this with our kids at the dinner table. The questions would result in free flow discussions on many topics and both our sons are today deeply inquisitive of life and good thinkers. Sometimes they turned the table on us and asked why we had certain rules, making us think about the why behind the what.


I was talking to a young leader recently about question asking and he made the comment that no one has taught him how to use that skill. I encouraged him that everyone can learn the skill with practice. I also told him that one had to be OK with a bit of silence after asking a question. Be patient and eventually the other party will answer.


Questions are particularly important in helping others understand their own wiring, motivations, strengths and weaknesses. We may not even have the option of telling them these things but through questions and dialogue we can help them uncover their own makeup.


One reason that more leaders do not ask more questions and default to telling is that questions and dialogue take time. Telling is fast and easy. However, while telling is more efficient in the short run is is less effective in the long run since telling rarely helps the other party actually grow. It gives them information but does not build the skill of critical analysis - necessary for growth.


I just finished a week of dialogue with some bright leaders from around the world. Many shared the power of the week because it was based on questions and group dialogue rather than information imparting which they were used to. Several said they would be using the same method with those they oversaw or mentored.


Questions rather than telling also sends a powerful message that you care about the other party. You are implicitly saying to them that you value their perspective, that they have something to contribute to the question at hand and that it is worth exploring the issue together rather than you as the supervisor or leader simply telling them the answer. Telling communicates that you have the answer. Dialogue indicates that we can come up with the answer. There is a big difference.

Insecure Leaders and their impact on others

One of the greatest gifts staff can receive is a secure leader. Unfortunately, in the ministry world there are a great number of insecure leaders. This results in behaviors that can seriously impact those who work for them.


Here are some of the signs of an insecure leader:
-Defensiveness when someone disagrees with them
-A need to be right
-A need to assert their "authority"
-Inability to empower others
-A need to control others
-A need to manage their reputation
-Inability to engage in candid dialogue
-Lack of personal transparency
-An unhealthy need to be liked
-A tendency to marginalize those who they perceive to be threats     to them
-Often threatened by those around them who are more competent than they are 
-An inability to chart a consistent course


All of these descriptors have a negative impact on those who work for insecure leaders. Ironically, insecurity is often hidden by an exaggerated sense of authority and leadership - a facade that hides an insecurity in both areas.


Personal security starts with being OK with who God made me to be - both my strengths and weaknesses. It results in an attitude that says, "I have nothing to prove and nothing to lose." If that is true, I don't have to pretend I am something I am not, I don't need to be right and I value the contributions of others as much as I do mine. It also means that I don't need to compete with others and don't compare myself with others. 


Security is rooted in an understanding that God fashioned me as He chose, is happy with how He made me. Insecurity is rooted in trying to prove to God and others that we have value. Thus insecurity is a theological issue in our lives. It comes out of an incomplete understanding of God and His view of us. Until we resolve this incomplete understanding we will suffer from the pain of insecurity and the need to prove ourselves to God and others. 


For those leaders who struggle from insecurity, and there are many, it is critical that they embark on a journey of personal growth. Most can overcome this deficit and lead from a healthier place. For those who do not, the implications for their leadership are many, and negative. Their behaviors create disempowerment and dishealth for their staff and those around them. If you work for an insecure leader you know exactly what I mean.

The church needs persecution to stay healthy

Persecution is good for the health of the church. In some ways I don't like that but my experience is and church history tells us that when the church is under pressure it sheds its baggage and rises to the occasion in serious faith. It also separates those who are cultural Christians and serious Christ followers. 


Serious Christianity brings persecution because it is a threat to Satan's territory. When the church is not challenged it often becomes stagnant and is no longer a threat to the evil one. The experience of the early church as recorded in Acts is evidence that persecution lights a fire under the church and the church on fire results in persecution.


In China the church under communism flourished. In Iran today, the church under pressure is growing. In Saudi Arabia under extreme pressure, cell groups are springing up. Indian Christians have significant persecution in many parts of their country and the church is growing regularly. 


Contrast that with the relative limited impact the church in the west has today where it is easy to be a believer and where there is little cost associated with following Jesus. When faith is easy, it is also often shallow. When it requires a cost, it goes deep and calls the question as to our sincerity in following our Lord.


There are many parts of the world where suffering for faith is considered a mark of honor. Paul expressed that sentiment when he talked about sharing in the sufferings of Christ. Jesus promised that those who followed him would be subject to persecution and ill treatment. That is why He spoke of taking up His cross and following Him.


I do not pray that the church would be free from persecution. I pray that God would build His church and whatever it takes for that to happen is to the church's advantage. I also believe that it is going to take pressure on the church in the west if it is going to become vibrant again. 

Twenty cows

We live in an amazing world where the black and white world is juxtaposed with the globalized color world. Last evening was a great example. I call it the 20 cow dinner.


Eating with friends in an amazing restaurant overlooking Hong Kong and its amazing harbor and lights I am sitting across from a friend from Kenya who has been attending our leadership meetings of ReachGlobal this week. He travels the world training church leaders. 


I told him I heard that he was getting married and he said yes. I asked when the day was and he said "When I have twenty cows" -the price he hopes to negotiate for his bride who resides in another African country. "How many do you have now?," I asked and he said "three." "How much is a cow?" I asked and he said one hundred dollars. I pulled out a hundred dollars and said now you have four. 


Others did the same and after a couple of texts back to the states we came up with all the cows he needed. He and his bride to be are ecstatic. I was now in for five cows so I informed him that I have a stake in this marriage. I will get invited to the wedding!


He told us that since he was from another country than his bride and both have Skype he suggested to his father in law to be that they negotiate the bride price over Skype. Saves the money of an extra journey. The answer was a big NO. "This is Africa and it must be done face to face by an intermediary.  Technology does not always suffice it seems.


I told him I was glad my wife did not cost me 20 cows since I didn't have that many when I got married. My wife informed me that she is worth more than 20 cows but of course that is a matter of what economy we are negotiating. I didn't really want to pursue that conversation with her since I knew it was not going to end well :).


We laughed, ate, and celebrated with him. And it was the first time I ever bought cows for a bride price.


We live in a colorful world with colorful cultures and colorful people. I am thankful for how God brings us together for friendship and ministry. Heaven is going to be an interesting place when we are all celebrating together. I like 20 cow dinners.

Does your life have focus? Three simple questions.

Every one of us has a call from God on our lives. And no matter what stage of life we are in He wants us to live our lives with purpose, passion and intentionality. Life is precious and it moves quickly. 


Think about this question: What does God want me to accomplish in the next five years? Try to answer that question with three or less descriptors. Focus matters. What does He want you to focus on? Coming to clarity on that one question can make all the difference in our lives.


A second question: How well am I doing in ensuring that my calendar and activity reflect those God given priorities? It is very easy for the urgent to push out the important. Or, for distractions to keep us from focusing on our God given assignment. 


A third question: What do I need to jettison if I am going to accomplish what is truly important. All of us accumulate activities and obligations that over time weigh us down and keep us from focusing on the truly important. It is not a bad thing to let some of it go for a higher calling.


All of us want to leave a legacy. Remember, however that legacies are rarely accidental. They come because we understand God's priorities for our lives and lived them out with intentionality. With that intentionality comes a significant level of joy and satisfaction knowing that we are fulfilling God's calling on our lives.

What is the church and why does it matter?

When you hear the word church what comes to mind? For most of us it is probably a building with a bunch of people, programs, Sunday services, and a full time pastor or staff. Only one of those definitions is actually part of the real definition of church - people. Our common definition of church is very different than what we read about in the New Testament.

In the New Testament the church was a community of Christ followers who gathered regularly for worship and fellowship under defined leadership with Jesus as the head and the goal and whose mission was to grow in Jesus and share the Gospel with those around them. Typically they met in a home and had a bi-vocational pastor. They were about Jesus and people and a God given mission.

We often think of church as about programs but in fact a real church is about Jesus. It is about worshiping Him (not being entertained), following Him (life transformation) and making Him well known (telling others about Him). He is the central focus, the main thing, and the goal of our lives and worship.

It is very easy for both congregations and their leaders to take their eyes off of Jesus who is the focus of the church and put it on ourselves and our programs. It is also easy to define success as how many people come on a weekend which is usually a reshuffling of believers from other churches. In truth, the true definition of success of a church is true spiritual transformation (heart, thinking, priorities and relationships) which will result in growth because others will be impacted by our lives. 

It is instructive to read the book of Acts and see the church through the eyes of Scripture. We often have much more of a cultural definition of church than we do a biblical definition. The danger in this is that we may end up with more cultural Christianity than we do Biblical and Jesus centered Christianity. While church leaders pursue their definition of success many in the congregation long for them to simplify and make Jesus the central focus, the main thing and the goal of our lives and worship. Jesus might to.

Paradigm shifts and the job of leaders

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.

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.

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.

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.

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?