Courageous Leadership

by

Bill Hybels

Notes & Quotes per Pastor Jeff Pearson

Introduction: In the early years of my ministry my boldness and decisiveness were not matched by equal measures of wisdom and sensitivity. I ve done my best to describe the function! instincts! and scope of what leaders must do. "his is not a boo# on leadership theories! but rather on proven leadership practice. I believe that the local church is the hope of the world! $hurches can become the redemptive centers that Jesus intended them to be. %ynamic teachin&! creative worship! deep community! effective evan&elism! and 'oyful service will combine to renew the hearts and minds of see#ers and believers ali#e! stren&then families! transform communities! and change the world.

Chapter One: The Stakes of Leadership "he church has an utterly unique mission to fulfill on planet (arth) the future of our society depends! lar&ely! on whether or not church leaders understand that mission and mobili*e their con&re&ations. In +cts chapter , the community of believers offered unbelievers a vision of life that was so beautiful it too# their breath away. -hy isn t this power evident in the contemporary church. /ne ma'or facet of the beauty of the local church is its power to transform the human heart. /nly the power of the love of Jesus $hrist conquers sin and wipes out shame and heals wounds and reconciles enemies and patches bro#en dreams and chan&es the world) +nd the radical messa&e of that transformin& love has been &iven to the church. "hat means the future of the world rests in the hands of local con&re&ations. -ithout churches filled with the power of 0od! depravity will win the day1 evil will flood the world. But it doesn t have to be that way. 2tron&! &rowin& communities of faith can turn the tide of history) "he church is it.

There is nothing like the local church when its working right. Its beauty is indescribable. Its power is breathtaking. It comforts the grieving and heals the broken in the context of community. It builds bridges to seekers and offers truth to the confused. It provides resources for those in need and opens its arms to the forgotten, the downtrodden, the disillusioned. It breaks the chains of addictions, frees the oppressed, and offers belonging to the marginalized. hatever the capacity for human suffering, the church has a greater capacity for healing and wholeness. No other or&ani*ation on earth is li#e the church. Nothin& even comes close. -hat is the #ey to the vitality of thrivin& churches. +nswer3 thrivin& churches! those with the power and beauty of 0od runnin& throu&h them! ultimately flow from the blessin& of 0od. -hat do thrivin& churches have in common. +nswer3 4ocation. No! I have discovered thrivin& churches in the most unli#ely places. Ideal facilities. No! in every ima&inable #ind of inadequate facility! I have discovered wonderfully thrivin& churches. 5aybe the #ey to thrivin& churches is &reat preachin&. +lthou&h many preachin&6 centered churches attract lar&e crowds! their impact on the community is often ne&li&ible. 2ermon 'un#ies tend to stay in their comfortable pews! &rowin& ever more #nowled&eable while becomin& ever less involved in the surroundin& community. "he body is bein& fed and satisfied in a corporate teachin& settin&! but that s about all that s happenin&. "here are other assumed #eys I could also debun#) hat flourishing churches have in common is that they are led by people who possess and deploy the spiritual gift of leadership. henever and wherever I have found high impact, !cts ", prevailing church, I have also discovered a little band of brothers and sisters who are humbly and prayerfully providing vision, the strategy, and the inspiration. Its not that I think the gift of leadership is more important than the other gifts. Its simply that people with the gift of leadership are uni#uely e#uipped to come up with the strategies and structures that provide opportunities for other people to use their gifts most effectively. $eaders see the big picture and understand how to help others find their place of service with that picture. "he common thread connectin& all these leaders is that they reco&ni*ed and developed their leadership &ifts! submitted them to 0od! and used them as effectively as they could. "he result. Prevailin& churches7 %ehind the scenes of every prevailing ministry is&are a courageous, servant' oriented leader(s). The local church is the hope of the world and its future rests primarily in the hands of its leaders.

"he question is this3 -ill the men and women who have been entrusted with leadership &ifts ta#e their &ifts seriously! develop them fully! and deploy them coura&eously! so that the willin& and &ifted believers in their churches can wor# to&ether to ma#e a difference in the world. 9omans :,3; tells those who have the &ift of leadership that we had better sit up and ta#e notice. Because the $hurch will flourish or falter lar&ely on the basis of how we lead! my ultimate concern is not leadership. <or me! the bottom line is the +cts , church. But the church will never reach her full redemptive potential until men and women with the leadership &ift step up and lead. *eople supernaturally gifted to lead must yield themselves fully to +od. They must cast powerful, biblical, +od'honoring visions (given by +od). They must build effective, loving, clearly focused teams. They must insist with pit'bull determination that, the gospel be preached- the lost be found- the believers be e#uipped- the poor be servedthe lonely be enfolded into community- and +od gets the credit . glory for it all! 2cripture tells us that if leaders will do what 0od has called and &ifted them to do! the forces of dar#ness will be pushed bac#7 Chapter Two: A Leaders Most Potent Weapon -hen 0od fuels a dream! and a leader becomes inspired! who #nows what mi&ht happen. %on t bother questionin& the possibility of chan&e) =ision is the most potent weapon for world chan&e. =ision is at the very core of leadership. =ision is the fuel that leaders run on. It s the ener&y that creates action. It s the fire that i&nites the passion of followers. It s the clear call that sustains focused effort year after year! decade after decade. Proverbs ,>3:; says3 ?-here there is no vision! the people perish.@ -hen a church needs a 0od6honorin&! #in&dom6advancin&! heart6thumpin& vision! it turns to its leaders. "hat s because 0od put in the leader s arsenal the potent weapon called vision. If we will unleash the power of vision in our churches! we can chan&e the world.

/ision is a picture of the future that produces passion. hat picture does that for you0 -hen 0od finally brin&s clarity of vision to a leader s life! everythin& chan&es) the dominoes start to fall. 4i#ely! one sees the vision throu&h witnessin& or eBperiencin& a wor# of 0od that s already bein& done in someone else. 2eein& this i&nites an internal response that simply can t be i&nored. -ithout hesitation the leader says3 ?I thin# I could &ive my life to this) I was born for this7@ 2ometimes a vision comes li#e an epiphany! all at once C Ban&7 C it s there. /ther times it comes into focus piece by piece over a lon& period of time. But! either way! at some point a leader sees clearly the vision 0od intends for himDher to see. -hat ma#es a vision so powerful. +nswer3 it s the ener&y and passion it evo#es deep in one s heart. "his level of ener&y or passion must be eBperienced Eand 0od &ivenF to be fully understood. 1o something important with your one and only life. $ay it down for 2hrist . 3is 2hurch. +od'given visions pack a powerful punch and make a lasting impact. =ision and passion are ineBtricably bound to&ether in the life of a leader. -hen 0od &ives you a vision you ll #now it. Gou ll see it clearly and feel it deeply. -henever I hear a leader communicatin& a passionate! heartfelt! 0od6honorin& vision I am ener&i*ed whether I want to be or not) $eaders should never apologize for the strength of feeling that accompanies their +od'given visions. +od designed leaders to experience their longing, their desire, their drive deeply, and to express it fully. !nd when they do, they energize others. The next step is for leaders to take responsibility for the vision4 to own it! 4i#e Paul in +cts ,H3,A! the moment I received my vision from 0od! fulfillin& that vision became the pressin& priority of my life. -hatever personal a&enda I had has &iven way to the marchin& orders I received from 0od. hen +od asks leaders to subordinate their own personal agendas to fulfill the visions 3e has given them, 3e knows that if they do that they will never be sorry. 3owever, some of the most exciting visions that +od ever offered to humans have

languished, withered, and died. hy0 %ecause some leader somewhere saw it and felt it but did not have the guts to own it or act on it4 so the vision never became reality. I can only imagine what this does to the heart of +od. /isions are priceless! They are holy entrustments from +od. To s#uander a vision is an unthinkable sin. %on t miss this. If 0od has &iven you a #in&dom vision! you had better ta#e responsibility for it. Gou had better &ive your life to it. "hat s why 0od made you a leader. "hat s your unique callin&. "hat s what you will be held accountable for someday. Ive discovered a number of 5conditions of heart6 that seem to maximize our ability to hear and receive vision from +od, 7. %eing fully yielded to +od ". !sk +od to unveil 3is vision for your life vs. blessing your plan 8. 9ast and pray :. 3ave #uiet times with the $ord and wait on 3im in solitude ;. <emove the sin and sinful patterns in your life =. <id your life of spiritual distractions and noise >. ?xpose yourself to a variety of ministries and visions for inspiration @. Apend #uality and #uantities of time in +ods ord 9eceivin& a vision from 0od involves the quiet! internal wor# of ma#in& your heart ready! and also the ener&etic! eBternal wor# of eBplorin& and eBperimentin&. 4eaders must devote themselves to both efforts. How does a leader best communicate a vision. +nswer3 by embodyin& it. By personifyin& it. By livin& it out. -e all communicate our vision most powerfully when we can loo# our friends and other potential followers in the eye and say! ?I am &ivin& my lift to the fulfillment of this vision. I d love to have you help me. But even if you don t! I am &oin& to do what 0od has called me to do.@ I will not let the opinion of others affect my own commitment to +ods call on my life. I am called to this vision. I must embody it. I must! Its a private thing between +od and me. 2easoned leaders carefully! passionately! and personally eBplain their vision! then they coura&eously as# individuals to 'oin them. 2ometimes our ?bi& as#@ requires a person to trade a lucrative position for a lower payin& ministry role or move from a city they love or accept a challen&e that stretches their &ifts further than they thin# they can &o. 4eaders need to ac#nowled&e the sacrifice involved. ?I #now this is no small thin& I m as#in&. -ould you 'ust pray about it. I ll

pray too.@ <rom that point on! the decision is in 0od s hands and the leader must be willin& to trust 0od for the outcome. "he last step in communicatin& the vision is to cast the vision publically. "his is a dauntin& challen&e because it forces leaders to put precise wordin& to their passions. Aome leaders choke and decide not to take that risk. They dont give the vision talk. They intentionally stay out of harms way and ac#uiesce to the status #uo B all to avoid possible pain. Then, everyone pays for the leaders lack of courage. hen you do share the vision publically4 keep it simple. hen a leader is casting vision publically the goal is to help people to know, understand, and remember the 5main thing.6 *eople better be able to walk away saying, 5I know the main thing.6 Peter %ruc#er says the main thin& should be able to fit on the front of a "6shirt. It better be crisp! repeatable! and the #ind of statement the avera&e layperson can recite bac# with minimal trouble. It needs to be succinct and memorable. "he power of vision moves people into action. It puts the match to the fuel that most people carry around in their hearts and yearn to have i&nited. !nother benefit of vision casting is that it provides focus. Nothin& neutrali*es the redemptive potential of a church faster than tryin& to be all thin&s to all people. It is impossible for any one church to do it all. 4eaders will unapolo&etically say ?N/@ to all sorts of competin& endeavors. -hy. 2o that someday they can hear these words3 ?Gou stayed true to the vision I &ave you. Gou did not &et side trac#ed. Gou reached the unique destination I had in mind for your church. -ell done! faithful servant.@ The payoffs of a clearly defined vision are increased energy, increased ownership, and increased focus. Cne of the greatest gifts we leaders can give our churches is a clear, +od' honoring vision that will outlast us. But! what happens in most churches. (very A6I years! there s a ninety6de&ree vision chan&e when a new pastor comes in. I have seen entire con&re&ations commit themselves to non6involvement because of their frustration with revolvin&6door pastors and ever6shiftin& visions.

Chapter Three: Getting It !one Leadership "here is one thin& even more eBcitin& than clarifyin& and castin& a 0od6honorin& vision3 achievin& the vision7 2adly! an alarmin& number of leaders would rather cast vision than roll up their sleeves and attempt! with the 2pirit s power! to achieve the vision7 It ta#es more than a pep tal#) 2ome leaders believe that the #ey to &ettin& results is simply to cast the vision a&ain) and a&ain) and a&ain. "hey are convinced that if they 'ust #eep tal#in& about the dream and #eep focused on the dream and #eep people thin#in& and prayin& and pumped up about the dream! it will automatically happen. Theres a huge difference between visionary leadership . get'it'done leadership. ! valuable lesson in leadership4 at a certain point, people need more than vision. They need a plan, a step by step explanation of how to move from vision to reality 2et specific &oals in con'unction with your refined vision. <ind and develop ?0oal $hampions@ within your church! people who will passionately ta#e ownership of your church s efforts to achieve a specific &oal. It is by 0od s power and our focused efforts that we reach our &oals. I recommend ma#in& I year &oals and then brea#in& them down into I individual one year &oals! which are subsequently bro#en down into successive :, month &oals) e need to connect every level of leader directly to our strategic plan and we need to retrain everyone to feel responsible for the future of the church as a whole, not Dust their area of ministry. I #now Jesus warnin&s about wieldin& power. I reco&ni*e the dan&er. But I believe that there are times when a leader has to draw a line in the sand. "here comes a time when an issue has been processed into oblivion! and a leader must ta#e action. 5any leaders stand before their con&re&ations and say! ?-e are &oin& to ta#e the world7@ "hen! three years later! they haven t ta#en one city bloc#. "his is a #in&dom tra&edy. -ho is offerin& the messa&e of hope to this community. -ho is reachin& out to nei&hbors! cowor#ers! and friends who are far from 0od.

/ften times there are numbers of people who love to help a church ma#e an impact. "hey 'ust don t #now what to do. "hey have been preached at and tau&ht! but with on one to inspire them! to mobili*e them! and to coordinate their efforts! their desire to ma#e a difference for $hrist has been completely frustrated and wasted. Cne of the greatest tragedies of the church in our time has been its failure to recognize the importance of the spiritual gift of leadership. Cnly a fraction of pastors are exercising the spiritual gift of leadership4 and the results are staggering. 3ebrews 78,> reminds church leaders that we 5must give an account6 for what we do with our leadership gifts. hen those of us with leadership gifts fail to lead effectively, the entire church is affected, not to mention the unchurched people in our communities. $eadership is the catalytic gift that energizes, directs, and empowers all the other gifts. ithout it, the other gifts languish, the church becomes inwardly focused and impotent, and unbelievers end up with a one'way, nonstop ticket to the abyss. Thats why *aul so passionately said to leaders, 5If you have the leadership gift4 $?!1!6 !ll leaders need to strive continually to lift their leadership capacity to the next level, no matter how difficult that is. e need to be willing to move out of our comfort zones, to learn new skills and disciplines, and even to submit to a process of retraining. I am asking leaders to be humble enough to learn. I am asking all of us leaders to be courageous enough to apply best practice in appropriate, Apirit'anointed ways in whatever leadership arena +od assigns us. 1id +od have goals and strategic planning in mind as useful tools to serve the churchs mission0 Cr are we Dust superimposing worldly business practices into the spiritual world where they dont belong0 !re we at risk of strategically planning the supernatural power of the 3oly Apirit right out of the church0 4eaders must decide where to settle on these issues. 2hould we 'ust dream and &ive pep tal#s and leave the rest to 0od. /r should we mana&e for results. -hat you have to understand is that some of us church leaders believe to the core of our bein&s that the local church is the hope of the world. -e believe that the church is the only 0od6anointed a&ency in society that stewards the transformin& messa&e of the love of $hrist. The eternal destinies of people in our communities hang in the balance. Thats why we are so determined to get our visions right and live out our values and come up with effective strategies. It matters that we attain our goals! e believe that the success or failure of our churches directly affects peoples lives here today and for eternity.

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Thats why we make no apology for learning and applying best practice principles as +od leads us in our churches. +od says to each leader, 5Eou lead as diligently as you possibly can. Eou maximize every ounce of leadership potential I put in you. <ead. Atudy. 9ind a mentor. 9or the sake of the church and the world, develop this gift to the zenith of its potential in your life. 4oo# at how Jesus too# his leadership challen&e. -hen only :, He told His parents! ?I must be about 5y <ather s business.@ I m fascinated by the very fact that he called it business. Gears later! He launched His ministry. He had a clear vision! a 8 year strate&ic plan which included the selection and development of :, disciples. He had a well planned evan&elism strate&y that moved from concentric circles outward. Jesus &ave specific assi&nments and 'ob descriptions. -hen His followers did their 'obs well! He commended them! praised them! rewarded them. -hen they didn t! He confronted them and showed them how to do it ri&ht. "hen he sent them out to do it a&ain! but better. Fesus took 3is 9athers business all the way to the cross. Fesus expects todays church leaders to put their best efforts into building prevailing churches. 3e promised to gift us, empower us, and walk beside us4 e, like Fesus, need to be serious about 5our 9athers business.6 It will re#uire prayer, spiritual discipline, dependence on the 3oly Apirit B and best leadership practices. Its a 5both&and6 deal. e also need to accept that we will probably have to pay a price for devoting our lives to building the kingdom of +od. Fesus did. It s time for leaders to really lead7 It s time for us to be about our <ather s business with dili&ence! dependence! and &et6it6done leadership. Chapter "our: #ui$ding a %ingdo& !rea& Tea& -hat a privile&e it is to be part of a lovin&! unified! ener&i*ed team. How many people &o to their &raves without ever havin& eBperienced such a blessin&. Team community is more than Dust working with other people, its doing life deeply with one another as we serve together! The difference between the two is huge. Jesus provides us a model of a leader who build a cohesive! lovin& team. Bein& on a ?dream team@ is li#e en'oyin& a bit of heaven on earth. "his is as &ood as it &ets C bein& powerfully used by 0od C to&ether7

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2uch eBperiences ma#e ministry wor# sweet even in stressful times. It s what it means to live out the dream of Jesus! who prayed! ?/h 0od! may my followers become one.@ %efine the purpose of the team) "hru the power of the Holy 2pirit the ability to build a dream team is a standard component in a leader s &ift pac#a&e. 9irst step, define the purpose of the team4 define it with ruthless specificity! -e are forced to define the purpose of the team very specifically so that the leader will #now what #ind of people to loo# for. -idely different tas#s may require people with widely different &ifts! s#ills! and eBperience. Atep two, The 58 2s6 of team selection4 ?stablish clear criterion for the selection of specific team members. hat kind of person is needed to fill each position on the team0 e need to look for certain characteristics and #ualities in order of their importance, 7). 2haracter "). 2ompetence 8). 2hemistry $haracter first. Gou must have confidence in a person s wal# with Jesus. Gou need to #now that they are committed to spiritual disciplines. Gou need to see evidence of honesty! teachability! humility! reliability! a healthy wor# ethic! and a willin&ness to be entreated. 4apses in character create problems with far6reachin& implications. + brea# down in character tends to breed distrust and alienate team members. 4oo# for character that has already been positively formed. $hec# references. 2pea# at len&th with people who #now the person well. 4oo# for any red fla&s of character. If an eBistin& team member be&ins to display lapses in character! act as soon as you become aware of the problem. +s# the person to face it! confess it! repent! and ma#e chan&es with 0od s help. If their patterns and choices continue! as# the person to leave the team. $ompetence is the second thin& to loo# for) %on t apolo&i*e for shootin& hi&h. "he author recommends choosin& the best qualified person for the position Eassumin& all spiritual! character! and chemistry issues are in lineF. He says3 ?2hoot for the moon when it comes to competence.@ I EPastor Jeff PearsonF disa&ree here. I insist on lettin& the 4ord lead in these matters) I reco&ni*e that the 4ord may want to build His team with under6qualified! unli#ely! servants C with the divine plan to ?qualify the called@ who have responded with faithful obedience to 0od s call on their lives. E I stand as a livin& eBample of such a plan. F

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Peter %ruc#er warns3 ?If you find someone whose qualifications loo# &ood! but he or she is unhappy or unemployed! be very cautious. $hemistry is the 8rd cate&ory of selection criteria) Len Blanchard warns leaders to never invite a person onto the team who does not have an immediate positive emotional effect on you. %on t ever overloo# your own people when buildin& a team. Hire from within whenever possible. "o build performance! start with the 4eader7 The most crucial factor in a teams performance is the effectiveness of its clearly defined leader. ! top #uality leader will, Geep the team focused on the mission. Hake sure the right people are in the right positions. Haximize every team members contribution. ?venly distribute the load so that morale stays high . burnout stays low. 9acilitate communication . keep all team members in the loop. !ssess and raise the level of community within the team. /ne of the most important roles a leader plays is to &uide team members into a deeper eBperience of community) Build team performance by establishin& clear &oals) 0oals have to be more than bi&. "hey also have to be clear. hat gets measured, gets done. ithout clear goals, most teams flounder, wasting time, losing energy, getting distracted, and eventually becoming demoralized. Fesus gave us a big, clear goal4 Hatthew "@,7I'"J, 5Ckay team, heres the goal, +o into all the world and preach the gospel. $ead every man, woman, and child to faith. Then grow them up by teaching them to observe all I have commanded you. <eady. Aet. +o!6 It takes extraordinary leadership energy to set appropriate goals, to align people to them, and to inspire team members to reach them. Build team performance by rewardin& achievement) 4eaders have to reward teams for wor# well done. 2ome leaders are squeamish about rewardin& those who wor# effectively. But Jesus was not va&ue about the concept of rewards. He often promised devoted followers &reat reward ?in this life and the neBt.@

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Chapter "i'e: The (esource Cha$$enge) the test of a Leaders &ett$e +t the start of -illow $ree# $hurch! we had no facilities! no equipment! no ministry bud&ets! and no salaries. -e had no people7 5y romance with the notion of buildin& an +cts , church had blinded me to the harsh realities of fundin& one) 5ost of my memories from the late KH s have to do with tryin& to deal with our church s lac# of resources. "he financial pressures became almost more than I could bear. ENote3 pa&e >J illustrates a very bad eBample! one with which I C Pastor Jeff Pearson! am &rieved C it shows what happens when money ta#es an unhealthy posture within a ministry.F "he point leader stands accountable for raisin& and allocatin& funds for the entire or&ani*ation. + fruitful ministry requires resources. <esource truth K7, +od is the ultimate resource Aupplier4 Psalm IH3:, shows that 0od a&rees) ?the world is mine! and all that is in it.@ 0od s resources! in other words! are unlimited. 5any church leaders fall into the trap of believin& that some person in their church is their ultimate resource supplier. Not so7 People are the conduits of 0od s supply. 0od alone controls the flow of the financial river we need. No one wants to see a Ebiblically healthyF church appropriately resourced than 0od does. <esource truth K", Lnder the right circumstances, people love to give4 2tart by assumin& that people are predisposed to &ive. + leader who thin#s hisDher 'ob is to wrench dollars from people who are adamantly opposed to partin& with them cannot help but come up with a fundraisin& strate&y that is manipulative Ethat typically wor#s thru &uiltF. If the ri&ht people are presented with the ri&ht #in&dom opportunity in the ri&ht way at the ri&ht time! the result will be a 'oyful and &enerous outpourin& of support. +pproach fundraisin& efforts from a positive perspective that treats people with di&nity. + leader s &oal should be to offer wonderful people fantastic opportunities to invest in the #in&dom! if 0od so leads) <esource truth K8, 9unding ministry proves the character of a leader like no other challenge4

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If Bill 0ates were to offer to transfer a couple billion dollars into -illow $ree# s coffers! I d turn it down. "he reason) I believe there are tremendous spiritual benefits associated with havin& to face financial challen&es. Pressure is the stuff that 0od wants to use to move you and your people into hi&her levels of commitment and trust. %on t underestimate the value of the spiritual &rowth that develops as you address resource challen&es) -hen I first eBperienced the +cts , idea of interdependence in the family of 0od it melted my pride. In those years of scarcity I found 0od to be the ultimate promise #eeper. I don t thin# that conviction could have been for&ed in me in any other way) 2carcity can produce ama*in& spiritual fruit7 "hose years made 0od s faithfulness more than a theory to me. 0od made the impossible possible. By His supernatural power He had moved the resource mountain. Mothing tests the mettle of ministry leaders and members more than the resource challenge. 4eaders must willin&ly accept the resource challen&e. -e must allow the pressures of scarcity to teach us all we can learn about 0od! our people! & our selves. 9ive principles for raising and allocating resources4 :. (ducation Principle M educate people on biblical stewardship ,. Information Principle M lay everythin& out in front of people 8. L.I.2.2. Principle M the archenemy of fundraisin& is compleBity A. 2trate&ic %isciplin& Principle M help people with the &ift of &ivin& I. =ision Principle M people &ive to ?vision!@ nothin& else Chapter Si*: +&erging Leaders) when $eaders are at their ,est 4eaders are at their best when they are wor#in& in tandem with 0od! raisin& up leaders around them1 in lar&e part by creatin& ?leadership cultures.@ 4eaders that mentor and multiply are displayin& leadership at the hi&hest level. 4eadership development requires a vision) 4eadership development never happens accidentally. In hi&h6speed! hi&h6intensity or&ani*ation! leadership development will always slip to the bottom of the a&enda unless mature leaders force it to the top. "hree #ey steps to leadership development3 :. 2omeone spots a ?leader s@ potential ,. 2omeone invests in the emer&in& leader 8. 2omeone trusts the up6and6comin& leader with responsibilityEsF

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4eaders don t become leaders until someone actually puts a baton of responsibility in their hands and says! ?0o7@ Jesus leadership development plan) Jesus moved throu&h these 8 phases as He raised up His disciples and other potential leaders. He selected His disciples carefully. He too# His time and prayed fervently before He chose them. 3e very #uickly moved into an intense time of investing into their lives. 3e spent time with them. 3e taught them. 3e nurtured them. 3e confronted them. 3e motivated them. 3e rebuked them. 3e inspired them. Then, months later, 3e entrusted them with real ministry responsibility and coached them into effectiveness. 2haracter #ualities to look for in emerging leaders4 9irst necessary #uality is influence B the ability to influence others. $eadership, at its core, is about influence. Ao Im always looking for people who have the ability to influence their peers. Aecond #uality is character4 $ots of people with influence lack the character to use that influence constructively or 2hristianly. "ry to discern whether he or she has the honesty! humility! stability! teachability! and the inte&rity to steward the influence 0od has &iven them. I want to see evidence of a sincere wal# with 0od! a yieldedness to the Holy 2pirit! and a commitment to the authority of 0od s -ord. -hen a person appears to have both influence and solid character I intensify my search for the remainin& three qualities. Third #uality is 5people skills6 B the sensitivity to the thoughts . feelings of others, and the ability to listen (really listen) to the ideas of others. These are the people who genuinely care for other people, who view others are more than a means to an end. "op leaders must have people s#ills. "hey must be able to relate winsomely to a wide ran&e of people! to fol#s with personality quir#s! power issues! and self6esteem deficiencies. 9ourth #uality is 5drive6 B people with an action'orientation, those who are comfortable taking initiative. 0ood leaders ma#e thin&s happen7 "hey want to finish the 'ob so they can move on to the neBt thin& 0od has for them to do. People with this #ind of drive have so much ener&y that they ener&i*e others without even tryin&.

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9ifth #uality is intelligence B not necessarily A!T scores, IN, or sheepskins4 -hat I loo# for in potential leaders is mental quic#ness) people with street smarts! with the #ind of mental savvy required to process lots of information! sift thru it! consider all the options! and &enerally ma#e the ri&ht decision. I also loo# for someone with an ea&er! curious mind C intellectual elasticity) those who can learn and &row over the lon& haul. hen you find people with these ; leadership indicators, figure out ways to get them into your personal orbit so you can get to know them better and verify your initial observations. If they do in fact have the 5right stuff,6 do your best to get them on a developmental track as soon as possible. 4eaders learn best from other leaders. "rue leaders what more than theory from teacher types. "hey want to be around other leaders who have actually been in the &ame! leaders with a few bloodstains on their uniforms. <or emer&in& leaders to become seasoned! they need proBimity to and interaction with veteran leaders. "hose of us who are more seasoned in leadership must carve out time to invest in the neBt &eneration of leaders. It is our responsibility7 The best catalyst for a leaders growth is to make him&her lead something. Mo one can grow as a leader without the real life challenges of actually leading. Fesus didnt seek to minimize the challenge 3e gave 3is followers (Hatthew 7J,7= O 5I am sending you out like sheep amongst wolves46) Fesus was telling them that this is the real'deal! The stakes are high. The possibility of failure is real. !nd Im not going to protect you from all risk. -hen we have indentified emer&in& leaders! poured into them! trained them! and adequately prepared them! we must hand emer&in& leaders an important #in&dom baton C not a little ma#e6believe 'ob or a low6sta#es challen&e C but somethin& that will ma#e their pulse quic#en1 somethin& that will ma#e them feel believed6in! valued! and held in hi&h esteem1 somethin& that will ma#e them fall to their #nees and cry out for 0od s help1 somethin& that will demand the best they have to offer. Leaders live for high-stake challenges! We crave the kind of kingdom goals that make us gasp and gulp. Thats not true of non-leaders; they generally prefer to keep challenge (and stress) levels lo ; thats ho !od made them. "ut leaders ant the kind of kingdom responsi#ilities that demand everything theyve got. $nything less than that is de-motivating.

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I love seein& people in whom I ve invested time and ener&y bearin& fruit! havin& impact! &lorifyin& 0od and lovin& it. I remember clearly what it was li#e to have somethin& that you planned turn out better than your wildest dreams! because 0od showed up in a mi&hty way) I remember how that can melt a youn& leader s heart. -hatever we do! we must create leadership cultures. -e must identify emer&in& leaders! invest in them! &ive them #in&dom responsibilities! and coach them into effectiveness. "hen we can each eBperience the thrill of watchin& them soar. Chapter Se'en: !isco'ering - !e'e$oping .our Own Leadership St/$e 4eadership has many faces. %ifferent leadership styles vary) yet certain leaders have unusually hi&h impact because their particular style of leadership meshes perfectly with a specific need. $ertain leadership styles fit better than others with specific #in&dom needs. "ry to identify your leadership style & the leadership styles of those around you. $eadership Atyles4 :. /isionary $eadership3 He or she has a crystal clear picture in mind of what the future could hold. HeDshe casts powerful visions and has indefati&able enthusiasm for turnin& those visions into reality. =isionary leaders shamelessly appeal to anybody and everybody to &et on board with their vision. "hey burn white hot for their vision) "hey are idealistic! faith6filled leaders who wholeheartedly believe that if they cast their vision clearly enou&h and often enou&h it will become reality. "hey are not easily discoura&ed or deterred. People who tell them it can t be done 'ust fuel the fire of their spirit. =isionary leaders may or may not have the ability to form teams! ali&n talent! set &oals! or mana&e pro&ress. "o be effective over the lon& haul they will either have to find other people who can help or they will have to wor# hard to develop these other s#ills. /ne thin& is sure3 these leaders carry the vision! cast the vision! draw people to the vision! and they ll die tryin& to fulfill the vision7 ,. 1irectional $eadership3 "he stren&th of this leader is hisDher uncanny! 0od &iven ability to choose the ri&ht path for an or&ani*ation as it approaches a critical intersection. %irectional issues are hu&e! so hu&e that they often immobili*e a church or ministry. But a leader with directional style is able to sort throu&h all the options. %irectional leaders may or may not have a hi&h profile in an or&ani*ation. "hey may or may not be able to stand up in front of people and eBcel at public leadership) I have learned to defer to seasoned directional leaders.

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8. Atrategic $eadership3 "hese leaders have the 0od6&iven ability to ta#e an eBcitin& vision and brea# it down into a series of sequential! achievable steps. "his &ift of leadership allows an or&ani*ation to march intentionally toward the actuali*ation of its mission. Nnless people eventually see pro&ress toward the fulfillment of the vision they will conclude that the vision caster is 'ust a dreamer and their morale will plummet. 2trate&ically oriented leaders form a &ame plan that everybody can understand and participate in. "hey challen&e team members to ?wor# the plan.@ + strate&ic leader will also strive to brin& the various sub6&roups of an or&ani*ation into ali&nment so that all the or&ani*ation s ener&y will be focused toward reali*in& the vision. (very church and or&ani*ation needs someone who provides this critical strate&ic component to the leadership team. A. Hanaging $eadership3 "his not a ?mana&er!@ but rather a true leader! one with the &ift and ability to or&ani*e people! processes! and resources to achieve a mission. "he mana&in& leader salivates at the thou&ht of brin&in& order out of chaos. HeDshe finds deep satisfaction in monitorin& and fine6 tunin& a process. "hey are motivated by establishin& appropriate mile6 mar#ers on the road to the destination. 5ana&in& leaders seldom captivate attention! but in the day6to6day operational world! someone has to mana&e people and pro&ress to move the or&ani*ation toward its &oals. I. Hotivational $eadership3 "hese are the modern day =ince 4ombardis) 5otivational leaders have the ability to #eep their teams fired up. "hey move quic#ly to in'ect the ri&ht #ind of inspiration into those who need it most. "hey have a #een sense about who needs public reco&nition and who needs 'ust a private word of encoura&ement. It is a hu&e mista#e to underestimate the value of this style. 5ost people would &ladly ma#e due with a lower volta&e vision caster! an occasional bad call! andDor a periodic lapse of mana&erial effectiveness if their leader consistently fired them up! called out their best! cheered on their pro&ress! celebrated their accomplishments! and told them they were important to the team s cause. Jesus consistently motivated His disciples) J. Ahepherding $eadership3 2hepherdin& leaders build teams slowly while lovin& the team members deeply C nurturin& them &ently! supportin& them consistently! listenin& patiently! and prayin& for them dili&ently. "hese leaders draw others into a rich community eBperience. "hese leaders focus less on the specifics of vision and #ey in on the power and potential of community. "here are plenty of community6starved people who need to be welcomed onto a team where they can be nurtured and loved. /nly then will they be motivated to answer the call of a cause. -ithout tender care they will hold bac#! but if shepherded lovin&ly they will 'oyfully pursue almost any #in&dom purpose with loyal dedication.

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K. Team'%uilding $eadership, "hese fol#s reali*e it will ta#e a team of leaders and wor#ers to accomplish the &oal. "hey are &ood team builders who #now how to put people in the ri&ht positions for the ri&ht reasons. "he difference between the shepherdin& leader and the team6buildin& leader is that the team6 builder is driven more by a clear understandin& of the vision than by the desire to nurture and build community. "he unique stren&th of team6buildin& leaders is that they have a stran&lehold on the strate&y and an acute insi&ht into people that allows them to ma#e precise placements of personnel into critical leadership roles. <indin& the ri&ht people to do the ri&ht thin&s consistent with their best s#ills is the hallmar# of the team6buildin& leadership style. "here is nothin& li#e formin& a #in&dom dream team and watchin& it soar to hi&her and hi&her levels of impact. ;. ?ntrepreneurial $eadership, -hat distin&uishes these leaders from the others is that they function optimally in start6up mode. /nce a venture is up and operational! most entrepreneurial leaders lose enthusiasm! focus! and sometimes even confidence. +t that point they start pee#in& over the fence and wonderin& if it mi&ht be time to start somethin& new. If they can t &ive birth to somethin& new every few years! somethin& inside them starts to die. "hat s 'ust their style and it s important in the #in&dom. I believe the +postle Paul was an entrepreneurial leader. "he #in&dom would be diminished if entrepreneurial leaders stopped dreamin& new dreams & startin& new stuff. >. <e'engineering $eadership, "urn6around environments suit these leaders best. If a team has lost its vision! if a ministry has people in the wron& positions! if a ministry is tryin& to move forward without a strate&y C these are all eBamples of situation in need of a re6en&ineerin& leader. "hese fol#s enthusiastically di& in to uncover the ori&inal mission and the cause of the mission6drift. "hey re6evaluate personnel! strate&y! and values. -hen everythin& is bac# on trac# and operatin& smoothly! these leaders may or may not be motivated to stay en&a&ed. 5any prefer to find another or&ani*ation that needs to be overhauled. :H. %ridge building $eadership, "hese leaders have the unique ability to brin& to&ether under a sin&le leadership umbrella a wide ran&e of constituent &roups. "his enables a compleB or&ani*ation Eli#e parachurch ministriesF to stay focused on a sin&le mission. "he unique &ift that brid&e6buildin& leaders brin& is enormous fleBibility. %iplomats who possess a supernaturally inspired ability to compromise and ne&otiate) "hey are specially &ifted to listen! understand! and thin# outside the boB. +bove everythin& else! brid&e builders love the challen&e of relatin& to diverse &roups of people. +fter buildin& relationships of trust! brid&e builders try to refine the vision of each sub6leader! ne&otiatin& with them until their &oals are wor#in& in harmony with the overall vision and mission of the lar&er or&ani*ation. Brid&e buildin& leaders are champions of the ?winDwin@ by helpin& all parties reali*e that they can achieve the &oals of their sub6ministry! while simultaneously contributin& to the reali*ation of other worthwhile &oals. %ealin& with compleBity is a brid&e buildin& leader s forte.

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There are : steps to discovering . developing your leadership style, 7. <eview the list above4 Eou may find one or several styles that fit you4 %e sure to get outside perspectives from those who know you well. ". 1iscern whether or not your leadership strengths actually fit the role you are being expected to fill. 8. 1etermine the leadership style of each person on your team. 1o this together. a. Hake sure each member is matched with the leadership need that allows him&her to have the greatest impact. b. This will create an opportunity to see if there is any glaring hole in your teams leadership inventory. If you notice an area of leadership that is needed by lacking, this exercise will point you in the direction of the next leader to add to the team4 i. MCT?, there are some leadership styles without which an organization cannot survive! 7. Crganizations that arent sustained by a captivating vision eventually die. ,. ?very organization needs a workable strategy. 8. ?very team needs someone who is gifted in lifting the human spirit B shepherding leaders. :. 9inal step is to commit yourself to developing both your strengths and your weaknesses because overlooking areas in which one is weak will eventually compromise their ability to lead. When $eaders are opti&a$$/ positioned so that their $eadership strengths &esh perfect$/ with the specific needs of a &inistr/0 the/ can ha'e a huge i&pact1 2nder their $eadership the troops can ,e &o,i$i3ed0 the &ission can ,e achie'ed0 and the kingdo& can &o'e forward $ike ne'er ,efore4

Chapter +ight: A Leaders Si*th Sense) the sources of decision &aking 2ome leaders seem to be uniquely &ifted to spot the one &litterin& diamond of opportunity buried in a coal mine of problems. (veryone else is overwhelmed and discoura&ed! but these leaders are undaunted1 they see what no one else can see C potential in the midst of disaster. I believe that spiritually &ifted leaders construct! over time! a value system and eBperience base that wisely informs each subsequent decision they ma#e. +s they dili&ently add to this personal database year after year! they automatically increase their leadership battin& avera&es.

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Their ability to see what others miss is the fairly predictable result of embracing the right values and letting those values inform their perceptions of reality and the choices they make based on those perceptions. 5ost of my EBill HybelsF decisions are informed by A distinct data sources3 9irst 1ata Aource, hat I %elieve B convictions that operate beneath the surface !. If I honor +od in everything, 3e will honor me. %. *eople matter B +od treasures people and so should I 2. The local church is the hope of the world -hat are your bedroc# beliefs. "he list could be lon&er but most leaders will do well to identify their top 8 core beliefs. Be careful of faulty belief systems7 5a#e sure your convictions are biblical. -hat you believe to be true in the core of your bein& will influence the decisions you ma#e throu&hout your leadership life. Be honest) 5aybe it s time to rebuild the core convictions of your life) Aecond 1ata Aource, hat I Gnow Cther $eaders ould 1o !. 9ind a personal risk'assessment mentor %. 9ind a performance'evaluations mentor 2. 9ind and&or consult with excellence mentors 1. 9ind and&or consult with a morale informers ?. 9ind theological mentors 9. 9ind finance mentors +. 9ind psychology mentors 3. 9ind relationship experts&mentors4 Third 1ata Aource, *ain Pain is a powerful teacher and a fantastic informer of our decision ma#in& process. Pain can be a &reat teacher! but only if we pat attention and learn the hard lessons. I recommend developin& a "op "en Pain64essons 4ist! in which your top ?hard lessons@ are remembered! so that we ll always remember those thin&s we ll never do a&ain. "his pain file will help veteran leaders to discern the level of potential pain inherent in any new idea. If the level is too hi&h! their dan&er sirens start blarin&! and they #now they have to pull the plu&. Proverbs :83,H says! ?-hoever wal#s with wise people will be wise.@ 2o! we can learn from other wise people s pain lessons) "his is another reason why it s important to &et to&ether with other leaders and tal#) sharin& eBperiences and wisdom. 9ourth 1ata Aource, the 3oly Apirit The 3oly Apirit is by far the most valuable data source we have. Lltimately, we walk by faith, not sight. There is a supernatural dimension to leadership that only comes our way when we listen carefully to the 3oly Apirit.

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2urely we must use wisdom and &ood 'ud&ment as we lead our ministries. But 'ust as surely! we must at all times turn an ear to heaven. -e must listen as the Holy 2pirit! our supernatural data source! spea#s into our decision6ma#in& process the wisdom we need the most. Is there enough #uietness in your life for you to hear the whispers of the 3oly Apirit0 1o you have the guts to carry out promptings, even though you might not understand them fully, and even though your team might #uestion your wisdom0 !re you willing to walk by faith0 ill you commit yourself to allowing the Apirit to fully inform you decision'making0

Chapter 5ine: Se$f Leadership) the 678 degree $eader 5any people don t reali*e that to lead well! a leader actually needs to be able to lead in all directions. "hrou&h relationship and influence &ood leaders lead the people who supervise them. (ffective leaders must also learn how to lead in peer6&roup settin&s. If we don t learn how to lead laterally and create win6win situations with collea&ues! a ministry s culture can deteriorate. "he most overloo#ed leadership challen&e is the one in the middle. ho is your toughest leadership challenge0 !nswer, ECL! How can any of us lead others effectively if our spirits are sa&&in& or our coura&e is waverin&. ?It is mana&ement of self that should occupy IHO of our time and the best of our abilities.@ 6 %ee Hoc# 1aniel +oleman researched why a small percentage of leaders develop to their fullest potential while most leaders hit a plateau far beneath what one might expect from them4 3is conclusion0 The difference has to do with self'leadership. 3e calls it 5emotional'self'control.6 This form of self'control is exhibited by leaders when they persevere in leadership despite overwhelming opposition or discouragement- when they refuse to give up during times of crisis- when they stay focused on their mission rather than being distracted by other peoples agendas.

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<ecall the first five chapters of Harks +ospel. Fesus pattern of intense ministry activity was #uickly followed by time set aside for reflection, prayer, fasting, and solitude. Fesus repeated that pattern throughout 3is ministry. Fesus was practicing the art of self' leadership! 3e knew 3e needed to go to a #uiet place and recalibrate. 3e knew 3e needed to remind 3imself who 3e was and how much the 9ather loved 3im. This pattern of self'leadership helps the leader keep his calling clear, avoid mission'drift, while simultaneously keeping distractions, discouragement, and temptations at bay. ?very leader has to do this work alone4 and it isnt easy! 1ee 3ock claims that because it is such tough work, most leader avoid it. e would rather try to inspire or control behavior of others than face the rigorous work of self reflection and inner growth. The #est gift you can give the people you lead is a (spiritually first and physically second) healthy% energi&ed% fully surrendered% and focused you' $nd no one can make that happen in your life e(cept (the )oly *pirit and) you. +ts up to you to make the right choices so you can #e your #est. <ecognizing what is at stake (that which +od is calling you to lead), get into the habit of regularly asking yourself the following #uestions, :. Is your calling sure0 a. e all must surrender ourselves fully and make ourselves completely available to +od. e must all ask, 5 hats my mission +od06 b. +cts ,H3,A reveals that for Paul! there was no hi&her priority than fulfillin& the ministry 0od had &iven him. c. It is a great privilege and blessing to receive a call from +od. Cur life becomes focused. e have increased energy and greater confidence. !nd knowing that we are on a mission that matters adds purpose and meaning to every day. d. /n a re&ular basis I as#! ?0od are you still callin& me to be the pastor of this church.@ e. hen I receive divine reaffirmation of that calling, I say, 5Then lets go! $ets ignore all other distractions and temptations. $ets burn the bridges and get on with it!6 f. If youve been called to be a leader, it is your responsibility to keep your calling sure. g. ith an open heart, seek +ods affirmation. *ull out all the stops to discern what +od is trying to tell you. Atay focused on your calling. Geep it foremost in your mind.

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Is your vision clear0 a. ?very leader needs a regularly scheduled 5/ision Might.6 Cn that night we say, 5This is the picture of the future we believe +od has given us- this is what were going to do- this why were going to do itand this is how were going to do it. !nd if we all pray like crazy and stay focused on our mission, we will be a different and better ministry one year from now. b. !s leader, you need to be absolutely clear about the vision. Is your passion hot0 a. It is the leaders responsibility to keep him&her self fired up with passion4 this truth is a self'leadership fundamental. b. I have come to understand that my passion has to be white'hot before I can expect others to catch it. Ao, I have to keep it hot. c. 1o whatever you have to do, read whatever you have to read, go wherever you have to go to stay fired up. d. 1ont ever apologize for being white hot with passion! !re you developing your gifts0 a. 1o you know what your top 8 spiritual gifts are0 b. If you cannot articulate them as #uickly as your name, address, and phone number4 you need to have your cage rattled. c. I have very little sympathy for leaders who are fu**y about their spiritual &ifts. 4eaders must #now which &ifts they ve been &iven and in what order. d. The %ible teaches that all leaders are accountable before +od for developing each of their gifts to the zenith of their potential. 1ont ever forget that someday you are going to stand before +od and be held accountable for how you (used and) developed what +od entrusted to you. e. !re you challenging yourself to develop your gifts to the best of your ability0 Is your character submitted to 2hrist0 a. 9ollowers only trust leaders who exhibit the highest levels of integrity. b. ?very time you compromise character, you compromise leadership. c. hen you tell your teammates that youll do something but dont do it, thats a character issue. d. If and when character issues are compromised, it hurts the whole team and eventually undermines the mission. Is your pride subdued0 a. 5+od opposed the proud but gives grace to the humble.6 B 7 *eter ;,; b. The best way to find out if pride is affecting your leadership is to ask your teammates. c. If you have a pride problem dont ignore it, pray for the Apirits help.

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!re you over'coming your fears0 a. 9ear immobilizes and neutralizes leaders. b. hen fear causes you to deceptively ask, 5 hy take this risk06 i. 7 Fohn :,: says, 5The Cne who is in you is greater than the one who is in the world.6 ii. !sk yourself, 53as +od spoken to me0 3as 3e made 3is direction clear0 Is 3e still going to love me even if I fail0 !m I still going to heaven if this whole thing doesnt turn out right0 iii. Gnowing the answer to those #uestions, step out in faith! iv. It is the leaders Dob to deal with fear so it doesnt sabotage the mission. !re interior issues undermining my leadership0 a. $eaders who ignore their interior reality often make unwise decisions. b. Aome pastors dont realize that their own struggles with grandiosity cause them to make decisions that enslave their entire congregation to an agenda thats not +ods. c. Cther leaders are incurable people'pleasers4 they take a poll to see where they stand, then behave accordingly. Is your pace sustainable0 a. ?I came close to a total emotional meltdown in the early :>>H s. 2uffice it to say! I was not practicin& self6leadership. I didn t understand the principle of sustainability. 2o I fried my emotions. I abused my spiritual &ifts. I dama&ed my body. I ne&lected my family and friends. +nd I came within a whis#er of becomin& a ministry statistic) "he pace at which I was doin& the wor# of 0od was destroyin& 0od s wor# in me.@ 6 Bill Hybels b. %eep down inside I #ept wonderin&! ?-hy aren t people rescuin& me. %oesn t someone! anyone) see that I am dyin& here.@ c. In addition! I eBpected my wife to understand and accept my eBtreme commitment to ?0od s wor#.@ "hat was a mista#e! a self6leadership fumble. /ur marria&e suffered! as does any marria&e cau&ht up in the pressure of an insane pace. d. 5y whole pace problem was my own ma#in&) e. I was mad that I couldn t point the fin&er at anybody else for my eBhaustion and my emotional numbness) It is a terribly lonely feelin& to have no one to blame) f. It is your responsibility to devise a sustainability plan and stick to it everyday. g. e leaders are naPve if we think we can live at an unhealthy pace without causing pain to those closest to us. h. ?stablishing a sustainability pace for your life is nobodys Dob but yours. Ao do it!

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Is your love for +od and people increasing0 a. *eople are +ods greatest treasure4 therefore, people ought to be our greatest treasure too. b. Hinistry comprises our loving of people like +od loves people4 c. 1ont let your heart shrivel. d. 2hange what you have to change. ?xperiment with life'managing practices that will allow you to excel at leadership !M1 excel at loving! e. It doesnt matter how many points you manage to hit around the compass if you arent strong in the middle.

Chapter Ten: A Leaders Pra/er ?0od! I want to be a better leader than I am. I don t want to stand before you someday and have to admit that I squandered the opportunities you &ave me. I want to develop my leadership s#ills to the pea# of my potential. But I need your help. Please direct my &rowth and instruct me in the way I should &o.@ +od, make me like 1avid4 %avid had hall of fame optimism. I need %avid s capacity to perceive what mi&ht happen when you are in the miB. His faith6based optimism moved him to attempt feats for 0od that more cautious leaders would never have considered. -ith confidence %avid marched in whatever direction 0od pointed him! fully eBpectin& &race and power to be revealed alon& the way. /ptimists eBpect to eBperience 0od s &reatness and love! even when they re facin& blea# circumstances. I need that #ind of optimism in my leadership7 People need to hear a leader with faith6based convictions say! ?-ait a minute. "hin&s can &et better. Human lives can be transformed by the power of $hrist. 2ufferin& can be relieved by 0od s mercy. /ppression can be lifted. 2in can be defeated. "he church can push bac# the &ates of hell. 4ord! ma#e me li#e %avid! so I can be a leader who inspires hope. Help me lift others into a faith based optimism. +od, make me like Fonathan4 Jonathan had it all but his heart was even bi&&er) 0od! &ive me Jonathan s capacity to love. I don t want to use people. I don t want to see people as tools. I want to have a heart li#e Jonathan. Jesus tau&ht that the acid test of our discipleship is the test of love. I d rather be thou&ht of as a man of love than a man of strate&ic intent. I d rather be remembered as a man of love than someone who achieved a lot of &oals.

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+od, make me like Foseph4 Joseph is a hero of mine because of his inte&rity. Joseph s rise to power was meteoric. 2uch an ascent often leads to pride but Joseph remained uncorrupted by power. He stayed unstained to the end. 5oral authority comes from a completely surrendered heart! an unsoiled mind! and a clean conscience before 0od. People who follow my leadership need to have confidence that I am not &oin& to led a double life1 that I m not &oin& to play with the cash re&ister1 that I m not &oin& to sell out to the values of the world. People need confidence in my inte&rity. "he only way to #eep from slidin& into depravity is to lay yourself before 0od each and every day of your life and pray for His enablin& power. -e all have a wanderin&! rebellious strea# that surfaces from time to time. -e have to fi&ht it with a whole array of spiritual practices. 2ometimes these practices become burdensome but I have learned their value! so I han& onto them li#e a drownin& man han&s on to a life preserver. Here are the disciplines I recommend3 :. -rite out your prayers Ea.#.a. ?'ournal@F ,. %aily solitudeDquiet time with the 4ord 8. %evelop accountability relationships to as# the tou&h questions) A. %o secret acts of #indness & service on a re&ular basis PPP (very leader must fi&ure out what ri&ors! practices! and spiritual disciplines are necessary for overcomin& his or her proneness to wanderin&. (very leader s routine should be custom fit. +od, make me like Foshua4 0od! &ive me Joshua s decisiveness. ?$hoose this day whom you will serve. +s for me and my house! we will serve the 4ord.@ 6 Joshua ,A3:I 2o much of leadership is about ma#in& ri&ht decisions and callin& others to ma#e them as well. 4eaders must come to absolute certainty re&ardin& ma'or life issues! then call the people they lead to do the same. If Joshua were leadin& your church he d say! ?/#ay! you ve heard the plan. Now it s decision time. Gou need to either &et on board or stand clear because this train is leavin& the station. Joshua would as# our people to ma#e bold decisions. Joshua believed that nobody ever drifts in a 0od honorin& direction7 People have to choose to follow 0od. People have to ma#e tou&h! often costly! choices. +nd leaders are often the catalysts for those heroic decisions.

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-e must remind people that life is not a &ame nor is spiritual &rowth somethin& to be ta#en li&htly. "he issues around which our lives and ministries revolve are eternal! and! therefore! worthy of some bold decisions. +od, make me like ?sther4 /h 0od! &ive me (sther s coura&e7 2he could either ris# her life by pleadin& her people s case before a dan&erous #in&! or she could protect her position and wal# away from the crisis at hand. +fter as#in& the entire local Jewish community to fast and pray! she said! ?-hen this is done! I will &o to the #in&! even thou&h it is a&ainst the law. +nd if I perish! I perish.@ 6 (sther A3:J ?I will do the ri&ht thin&) and if I perish! I perish.@ (sther put it all on the line. 2he was willin& to do what 0od had called her to do C no matter what7 (sther believed certain values were worth livin&) and dyin& for. 2ometimes I find myself thin#in& that for church renewal to occur! a whole &eneration of leaders is &oin& to have to manifest the coura&e of (sther. -e re &oin& to have to do church a new way C a more biblical! relevant! thou&htful! and creative way. -e ve &ot to do what 0od has called us to do) and if we perish! we perish7 I ache when I see the enormous potential for church renewal that is unreali*ed for lac# of leadership coura&e. -hen are you &oin& to start to lead coura&eously. (ither act decisively or step aside so someone else can. "oo often I hesitate to ta#e coura&eous action because I don t want to put decades of wor# on the line) -hen I feel this way! I try to remember (sther. I need (sther s coura&e. +od, make me like Aolomon4 /h 0od! please &ive me a small portion of 2olomon s wisdom. "oo many! in fact most! leaders lay sleepless in their beds at ni&ht! tossin& and turnin& with uncertainty. -hen people as# how they can pray for me! my most common response is! ?Please pray that my leadership will be characteri*ed by a &odly! sober mindedness. Please pray that I will discern 0od s mind on every matter.

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+od, make me like Feremiah4 I have always been blown away by Jeremiah s emotional authenticity. -hen the evil one seemed to be &ainin& the upper hand! Jeremiah didn t &et cynical! nor did he slide into bitterness. -ith rare honesty! he eBpressed his true feelin&s to 0od. He admitted that he felt abandoned and fearful of the future. "hen he let 0od restore his bro#en heart. Jeremiah s ministry N(=(9 went well durin& his entire lifetime. But he stayed faithful to his callin&. %espite the disappointments and thwarted eBpectations in his life and ministry! he never lost his confidence in 0od. 2ee 4amentations 83,,6,8. "he #ind of hope and confidence in &od that characteri*ed Jeremiah has nothin& to do with puttin& your &ame face on. It only comes to those who spill out the truth of their bro#en heart to 0od and let Him touch them with healin& balm. +od, make me like Mehemiah4 Nehemiah is one of the &reatest leaders of the /ld "estament and what he teaches! amon&st other thin&s! is that we must commit to celebrate 0od s blessin&s. +ll wor# and no play ma#es for dull people and dull ministries. 4eaders must not let that happen. We need to ,e as intentiona$ in p$anning the 'ictor/ parties as we are at setting and achie'ing the organi3ationa$ goa$s1 In the midst of esprit de corps the ri&ors of ministry suddenly seem li&ht. +od, make me like *eter4 -hile there s much in Pete we leaders need to avoid! there s also a lot to be admired. I pray 0od will &ive me Peter s inclination to ta#e initiative. 9emember! Peter was the only disciple willin& to &et out of the boat and wal# on water toward Jesus. /ther times! Peter was the only one willin& to spea# out and up at all. He was the first to publically identify Jesus as the 5essiah. %on t for&et! Peter was also the one who whac#ed off the ear of the &uy &oin& for Jesus in the 0arden of 0ethsemane C that too# initiative. Peter was the &uy who always felt compelled to do somethin&7 4i#e Peter! let us be leaders who are initiatin& #in&dom action! tryin& somethin& new! and launchin& out in ways that #eep the enemy on his heels.

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+od, make me like *aul4 0od) please) &ive me Paul s intensity. "a#e some time and read the followin& passa&es so as to &et a little bit of insi&ht into Paul s &ift of intensity3 +cts ,H3,A1 Philippians 83:86:A1 , $orinthians :,3:I1 Philippians :3,:1 : $orinthians >3,A1 , "imothy A3K6; <i&ht7 Leep the faith7 <inish7 -hen I hear those words from Paul I can barely contain my emotions. I want more of that intensity in my life. I thin# it s time we all as# 0od to &ive us &reater intensity C a 0od honorin&! Paul6li#e intensity.

Chapter +$e'en: The Leaders Pathwa/) a 'ita$ wa$k with God + close! humble wal# with $hrist never fails. It stren&thens the heart! redirects the will! restrains the e&o! and purifies the motives. It never fails7 ! $eaders greatest gift, a fully yielded heart4 Jesus said! in John :I3I! ?I am the vine1 you are the branches. If you remain in me and I in you! you will bear much fruit.@ His promise reminds us that if we stay in close connection with Him! He will infuse our leadership with power! creativity! coura&e! and whatever else it ta#es for us to bear fruit for the &lory of 0od. + close! consistent wal# with Jesus will include disciplines li#e solitude! fastin&! prayer! Bible study! 'ournalin&! and 2cripture memori*ation. %ifferent leaders have different particulars in their pathway. However! with that said! there are some &reat common denominators to consider. 9eadin& ?2acred Pathways@ by 0ary "homas is a &reat way to become eBposed to those common tools. ! relational pathway4 <or leaders who feel most at home on the ?relational pathway!@ solitude feels li#e solitary confinement1 but! in'ect a stron& dose of relationship into their pursuit of 0od and watch them be&in to thrive spiritually. The intellectual pathway4 People who thrive on the intellectual pathway are those whose minds must be fully en&a&ed before they can ma#e si&nificant spiritual pro&ress. "hese people cannot

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have their mornin& devotions without two or three opened commentaries flan#in& their Bibles. "hey &ravitate toward classes! seminars! and special events that will challen&e their thin#in&. <or people wired this way! once their minds are fully convinced! their hearts and will quic#ly follow and their convictions are roc# solid. "he +postle Paul had an intellectual pathway. If these leaders do not #eep their minds challen&ed! they will probably dry up spiritually. If you have an intellectual pathway! stop apolo&i*in& for it and start developin& a spiritual formation plan that focuses on the development of your mind. The serving pathway4 "hese people are the doers. If you as# them when they feel closest to 0od! eBpect them to say3 ?-hen I am servin&. -hen I am volunteerin& in ministry. -hen I #now I m helpin& to accomplish the wor# of 0od.@ If this is your pathway! put to&ether a spiritual formation plan that centers on servin&. The contemplative pathway4 "hrou&hout church history there have been some $hristians who feel li#e they re marchin& to a different drummer. "hese people are easily drained by relationships and activities but they can spend almost unlimited time in solitude. <or them! 'ust bein& alone with 0od is enou&h. "hey spend hours reflectin& on the &oodness of 0od and have an enormous capacity for prayer and private worship. "hey operate with sensitive spiritual antennae and can discern the activity of 0od wherever they are. "he downside for these leaders is that they can sometimes feel out of step with the rest of the $hristian community. "heir sensitivity causes them to ta#e very seriously thin&s that other people don t. $ontemplative leaders often serve as the conscience of the faith community! callin& us to ministries of compassion and inclusiveness. "hey reflect on the numbers of Elost people andDorF people sufferin& in the world and wonder why so few people care. /ften idealistic! they help us focus on what #in&dom life is supposed to be li#e. $ontemplatives also have rich inner worlds. "hey can at times seem scattered! but often in reality they re incubatin& creative ideas. -hile these people may seem a little out of step with the rest of us! they re the ones who compose the son&s that stir our hearts or write the boo#s that ma#e us thin# new thou&hts about 0od.

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5ature leaders understand that contemplatives need to spend a considerable amount of time outside the mainstream. "hey need to protect their thou&ht life. (ventually! their reflections will lead to somethin& wonderful that will bless the whole church. 4eaders whose primary pathway is contemplative need to &ive themselves an eBtra measure of &race. "hey need to &ive themselves permission to spend lon& hours in quiet reflection! even if others view it as inappropriate or stran&e. <or contemplatives! that time alone is what opens the door to time with 0od. The activist pathway4 +ctivists are at their best when wor#in& at li&ht speed) "hey re happiest when white #nuc#led and &aspin& for breath. "he need and revel in a hi&hly challen&in& environment that pushes them to the ed&e of their potential. -hen they are on the ed&e! they feel closest to 0od. /ther people tend to fear for the activists. It seems as thou&h these activists are consistently bitin& off more #in&dom wor# than they can chew. $hristian ?activist leaders@ choose a fast pace) "hey re not victims. +ctivist leaders love ridin& roc#ets7 +s# activists when they feel closest to 0od and they will respond3 ?-hen I m way out on a limb of faith flappin& in the bree*e. -hen the battle a&ainst evil is the fiercest and the only hope for victory is divine intervention. If you are one of us! accept that 0od has made you this way. 4ean into your activist pathway. $ome into 0od s presence C even if it s with your hair on fire. He #nows our #ind and en'oys us completely. 9eally7 The creation pathway4 People who tend to &row best and relate to 0od most closely when they re surrounded by nature. "hese people are the naturalists! the tree6hu&&ers! and the ?&reen@ believers. Bein& in a natural environment dramatically increases their awareness of 0od. "hey often draw direct spiritual meanin& from nature. The worship pathway4 %avid! author of many of the Psalms! was someone whose primary pathway to 0od was worship. !pplication K7, !pplication K", !pplication K8, !pplication K:, Identify your pathway(s)4 $ean into your pathway(s)4 !ppreciate all pathways4 3elp others identify their pathway(s)4

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If all our leadership teams and volunteers were led by people who were in vital union with Jesus $hrist. Ima&ine the fruit that could be born. Chapter Twe$'e: !e'e$oping an +nduring Spirit) sta/ing the course If you could as# 0od any question! some mi&ht as#! ?+m I &oin& to survive my callin&. +m I &oin& to ma#e it across the finish line.@ I came very close to bailin& out of ministry wor# many times because I #new! deep in my heart! that I could not continue to live the way I was livin& over the lon& haul. $hurch leaders understand about conflictin& realities. + pastor rolls up his sleeves and starts to build a church. 2ee#ers start comin& to $hrist and soon they re &rowin& up. People start 'oinin& small &roups! discoverin& their spiritual &ifts! and be&innin& to serve. +ll the charts are &oin& up! and that is &ood! eBcitin&! and inspirin&. But then the bud&ets and the buildin&s start &oin& up! and the pace starts &oin& up! and the pressures and responsibilities and stress levels start &oin& up! up! up. If the speed in your life has accelerated to the point that the thrill of servin& $hrist has been replaced by a sense of impendin& doom! they 'oin the crowd. +lmost every church leader I ve #nown who was really serious about 0od! and who really believed that the local church is the hope of the world has wondered how lon& he or she could hold out before the inevitable ?somethin& awful@ happened. If you answer your call correctly! if you do it ri&ht! you will endure & flourish7 The 5+raduate Achool of ?ndurance64 9irst 2ourse, Hake your calling sure and stay focused. Gou must master the material in this class. Here! based on , "imothy A3I! we will help you sort out eBactly what 0od has as#ed you to do in this world. <ulfill your ministry C nothin& more! nothin& less7 <ulfill the eBact ministry that 0od gave you vs. the ministry you dreamed up. Not the ministry that forces you out of the basic wirin& pattern that 0od &ave you. <ulfill G/N9 ministry. "he one that flows out of a sincere spirit of humility and submission. "he ?ri&ht@ ministry will correspond with your true spiritual &ifts! passions! and talents. 5inistry leaders who have lasted the test of time often say that their secret is not attached to anythin& they ?did@ C but rather! to the many thin&s that they ?did not do.@ "hey understand that the #ey to leadership survival is stayin& focused.

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"hese leaders have successfully said ?No@ to anythin& and everythin& that would ta#e them or their ministries away from the specific ministry 0od has &iven them. "hey often say3 ?No! that s not my callin&. "hat s not my assi&nment. I m sure heaven has instructed someone to do that! but it s not me.@ If we invest our limited time! ener&y! and resources into some of the endeavors we re invited to 'oin! we would have to ta#e away some de&ree of our time! ener&y! and resources from what 0od is as#in& us to do. None of us should be willin& to do that. , $hronicles :J3> says! ?"he eyes of the 4ord search all over the world Eto do what.F to stron&ly support those whose hearts are fully His.@ "his means that if leaders are fully obedient to the callin& 0od has put on their lives! then He will stron&ly support them in fulfillin& that callin&. 0od #nows what He s doin& and He s not playin& &ames with our lives. 2o! when our lives feel unsustainable! we need to turn our attention to what we mi&ht be doin& wron&. "here s always room for improvement. "he words of Paul should hauntDinspire every leader) <ulfill your ministry. %on t bail. %on t quit. <i&ure out what you need to do to sustain your life in ministry! because quittin& is not an option. In the end! every $hristian leader has to &et his or her answers from the Holy 2pirit. 4ay your heart open before the Holy 2pirit and say! ?0od lead my life. Gou are the Potter! I am the clay. 2how me the way. Gou spea# and I ll listen.@ (very leader must learn Holy 2pirit dependence. If you do! 0od will ma#e your callin& sure. Aecond 2ourse, ?nduring by developing the courage to change Per : "imothy A3:J! eBamine yourself and eBamine your life. "hen chan&e whatever you can chan&e that will li&hten your load and help you prevail in your callin&. 4eaders who have disqualified themselves from ministry often say they didn t have the &uts to chan&e and do what was necessary to stay en&a&ed in the ministry. "hose chose to bail before they would ris# rufflin& feathers. 2hanging the pace of my life4 I #new I needed a brea#. I remember &oin& to the elders and eBplainin& that the first seven years of -illow had ta#en a hu&e toll on me that had left me emotionally drained and physically eBhausted. I was eBpectin& instant support for my request for time off! but I didn t &et it. I ll never for&et the loo# of hesitation in the eyes of the elders. -hile they were &enuinely concerned about me and my family! they also #new how crucial my leadership was in that era. But

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the elders #new I was at my brea#in& point! so they had the vision and &race to &rant me a three wee# brea#. +fter I informed the church of my plans for a brea#! I &ot a scathin& letter from a man in the church3 ?-ho do you thin# you are. Gou stand up and challen&e us to sacrifice! serve! and &ive C and then you run off to the nearest beach. +re you the eBception to the commitment6rule. +nd on and on it went) I was devastated and felt nauseated. I be&an flirtin& with the idea of cancelin& my badly needed brea#. But hours late! healthier inclinations prevailed. -ithout bein& melodramatic! that three wee# vacation probably saved my family and my ministry. I can honestly say that I would not have lasted in pastoral ministry without those summer brea#s. But summonin& up the coura&e to &o on that first brea# was one of the hardest thin&s I ve ever done. It ta#es &reat coura&e to ma#e the tou&h decision that increase ministerial sustainability. But we can C and we must C ma#e those decisions. 2hanging how you do ministry4 I reached another brea#in& point ten years later) +lmost every wa#in& moment of my day was spent studyin& for messa&es! writin& messa&es! prayin& for messa&es! deliverin& messa&es! and recuperatin& from &ivin& messa&es. I be&an to thin# of myself as a messa&e6machine. I be&an to dread the very thou&ht of another teachin& assi&nment. 2harin& the load was the only way I felt I could stay in ministry. +s we formed a teachin& team and be&an sharin& the load! the response was predictable C ne&ative. +ttendance even went down when I wasn t preachin&! but we #ept with it! continuin& to coach the new teachers and prayin& that 0od would mature our con&re&ation. "he point is that sustainability requires intentional solution6side thin#in& and the coura&e to stic# with a new approach even when you encounter resistance. /ften the price seems hi&h! but in the end it is worth it. Haking difficult personal changes4 (very si&nificant chan&e I ve made to ensure a sustainable life in ministry has been aw#ward! difficult! and painful. "he ris# of receivin& people s disapproval and of dama&in& the church were very real and very fri&htenin&. 3ow do you handle the things you cant change4 "he +postle Paul had a troublesome condition that he referred to as a ?thorn.@ +pparently it never went away. +ll of us have a thorn that forces us to turn to 0od daily and say! ?%arn it! 0od! it hurts a&ain today. <or the life of me I don t understand why you don t remove this. But there s a reason why you are 0od and I am me. I ll trust you throu&h another day.

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How do you handle a thorn. Gou tal# to 0od about it. Gou eBpress your frustration. But eventually you claim 0od s words to Paul! ?5y &race is sufficient for you@ E, $orinthians :,3>F. +nother way to handle thorns is to pray) as# 0od! ?4ord! help me endure this thorn until the sun &oes down) we ll handle tomorrow! tomorrow.@ "his approach wor#s7 It builds faith! character! and it contributes to a radical reliance on 0od. Third 2ourse, ?nduring by discovering 5safe6 people4 "his class is based on 0alatians J3,! ?Bear one another s burdens and so fulfill the law of $hrist.@ 4eaders who have led passionately for a lon& time have usually made the transition from bein& self6sufficient! independent types to becomin& people who lean deeply into community. "hey usually describe a brea#in& point when their frustration came to an all6time hi&h and their despair was as an all6time low) "hey said to someone they trusted3 ?Please help me.@ 9ead Jesus words in 5atthew ,J38;) /ur hearts were not built to handle the hardships and heartbrea#s of ministry alone. -e need to lin# up with a few fol#s who can help us bear the heavy burdens of our lives. How many more leaders will we lose before we ac#nowled&e our need to lean into ?safe relationships.@ I have learned that I am not stron& enou&h to face the ri&ors of church wor# alone. 4eaders need to find safe people. Leep prayin& and loo#in& and trustin& 0od to provide) 9inal 2ourse, ?nduring with an eternal perspective4 I &uarantee that this class will not be easy) Heroic $hristian leaders throu&hout redemptive history have always loo#ed at the difficulty of their short term stru&&les a&ainst the bac# drop of eternity. Paul said! in , $orinthians A3:K! ?<or the li&ht! momentary afflictions that we bear are producin& in us an eternal wei&ht of &lory far beyond all comparison.@ -hen the difficulties of life appear overwhelmin&! we need to thin# more li#e pilots than sailors. -e need to loo# at the waves from above them rather than in them. "hat is what it means to loo# at life from an eternal perspective. 4i#e Paul! we can endure if we have the ri&ht perspective. Hence my life verse! ?Be steadfast! immovable! always aboundin& in the wor# of the 4ord! #nowin& that your labor is not in vain if it is in the 4ord@ C : $orinthians :I3I;.

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Paul is sayin&! ?%ecide in advance that you are never &oin& to quit. %ecide in advance that you are &oin& to #eep aboundin& in the wor# of the 4ord no matter how hi&h the pain level rises. %ecide in advance that you are &oin& to #eep showin& up! trustin&! servin&! proclaimin& the &ospel! disciplin&! shepherdin&! leadin&! and castin& the vision.@ Thats courageous $eadership4

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