B-log

(adapted, from the archives)

• “Creating a clear and compelling vision statement is not a simple matter.”  (Gordon Quick, founder, CEO Mentors)

• “Nothing matters more than the ownership of a vision.” (Bill Hybels) 

A few years ago, I spent extended time in a conference recently that talked extensively about vision. In a group of professionals responsible for the visions of their respective organizations, I was shocked to see how many of them (virtually all of them) could not articulate the vision for their organization for the next twelve months. Much of what was shared was iterations of mission or purpose statements.

This hearkens to Proverbs 29:18 which links a lack of vision in leaders to struggles in the people who follow.

A couple of things to note about vision, and the statement that captures it:

• A true vision comes from God (Hosea 12:10). Vision that does not come from God is illusion, delusion, or distraction, but not vision.
• Visions from God point people to God because he reveals himself in visions (Numbers 12:6). If you are pursuing a vision or following a vision that has a destination in anything other than God himself, you are not following God’s vision.
• True vision clarifies purpose, eliminates distractions, and puts action to mission. It opens the eyes of the vision caster (Numbers 24:4). A vision that confuses or complicates a person or a church from following God is not a God-given vision.
• There exist some who communicate a compelling vision, but it is not of God. (Jeremiah 23:16). Use biblical criteria to determine if the vision caster who has captured your ear is in fact one who has been captured by the Holy Spirit.
• God continues to be and will remain in the vision business until the need for visions cease (Joel 2:28). If your leader has been given God’s vision, follow that leader whole-heartedly as that leader follows Christ!

From Indra Nooyi, CEO of PepsiCo, and one of only 12 female CEOs of a Fortune 500 Company: 

• Competency. Stand out from the pack and be a lifelong learner. Remain ahead and abreast in your field.
• Courage and Confidence. Speak out.  Establish your knowledge base and be confident in it as a leader.
• Communication. Over-invest in written and oral communication. Leaders constantly have to motivate the troops.
• Consistency. Remaining steady, reliable, and determined allows for credibility and a baseline to measure your successes and failures.
• Compass. Integrity is critical in this job.

Source: Jessica Miller-Merrill

My additional thoughts:

1. Being good at what you do includes a commitment to always being better.
2. Confidence comes from applying what you know to the context of the opportunity. Confidence empowers you to take intelligent risks.
3. Communication is more than talking…it’s about relating with others….followers, colleagues, and everyone else!
4. Faithfulness is perhaps the most vastly underrated value. Keep doing what works.
5. If you’re doing what works, and it isn’t also right, then it doesn’t work. You must do what is right, above all.

Progress rises and falls on the effectiveness of your leadership. The Holy Spirit empowers leaders to be effective. Several years ago, leadership guru Harry Piland offered eight tips to help you be more effective leaders:

1. Work with people, not things. This is the basic premise, the heart of it all. Successful leaders maintain good people relations. Getting along with people, in a sense, is not just part of the job - it is all of the job. Fail in personal relationships and no matter how well you have planned, how hard you have worked, how much you want to succeed, you have an excellent chance to fail.
2. Know your job. The effective leader need not know every detail, but he must have a good working knowledge of the overall task for which he is responsible. By doing so he is more apt to earn the respect and confidence of those with whom he works. The effective leader not only knows where he is going, but others know as well and receive confidence and inspiration thereby. It has been said, “The world stands aside to let pass the man who knows where he is going.”
3. Communicate. You have often heard it said, “He gets through to me, I read him. I know what he wants. Emerson said, “Use what language you will and you can never say anything but what you are.” Communication is absolutely essential to the effective leader. In our day and time people have a need and a desire to know, to be a part of the process. The effective leader recognizes that. This is certainly true in any work that deals with people.
4. Share your work. Sharing your responsibility with others is not an easy task. many leaders seriously limit achievement, however, because they are unable to delegate authority. One is often afraid to delegate because of ego or because of lack of confidence in his workers. It should be pointed out that while good delegation involves giving authority, it also involves accountability. Good delegation then, does not mean give it away and forget it. Rather, it means give one responsibility and authority, trust him, and then confer with him again from time to time. There is a saying, “Lower levels of management will do what higher levels of management expect.”
5. Be enthusiastic. Effective leaders are nearly always enthusiasts. Enthusiasm cannot be faked. It is not something to pretend you have. Its genuineness is quickly sensed, for “Out of the heart are the issues of leadership.” The effective leader is never possessed by it. As the apostle Paul said (in 1 Cor. 14:8), “For if the trumpet makes an uncertain sound, who will be prepared for battle?”
6. Give credit where it is due. It has been said that there is no limit to what can be accomplished if you don’t care who gets the credit. The effective leader knows the value of honest commendation, of sincere praise, of recognizing one who has done a good job. We should always be sincere in praise and commendation, however. Insincerity and flatter are detected quickly. Nor should you praise just to “get more out of people.” Praise when it is earned.
7. Decide. It’s the leader’s job to get things done. There must be action and accomplishment. To cut across indecision with decision, to galvanize influence into enthusiastic performance, to translate doubt of possibilities into actuality, to effect this transition is the leader’s unique prerogative and duty. It is precisely at this point that many leaders fail. They simply fail to act. They are loathe to make decisions that require change. They are tepid in their enthusiasm, timid in their faith in themselves and others, afraid of the burden of responsibility and undecided about their direction.
8. Create team spirit. The effective leader recognizes that each one is part of the whole. He emphasizes by precept and practice that we are together in our work, we are a team. All athletic coaches and fans alike recognize the team spirit which often inspires the doing of the impossible. An office staff, a team, a family can be transformed by the spirit of unity. Any group can increase its effectiveness when it can believe it is part of a larger, significant whole. An effective leader recognizes that team spirit is absolutely essential and fundamental to getting the work done. The effective leader recognizes what team spirit means, that it is “all for one and one for all.” When one hurts, all hurt. When one rejoices, all rejoice.

If you can put these principles to work, God will bless you more than you dare to dream or hope.

(notes from Sam Cotter’s archives, from a Glorieta presentation, June 16, 1999)

Adage: People don’t care how much you know, they only want to know how much you care.

Communication: 

1. Understanding expectations -  Everyone wants to know and understand their job, their assignment, and their relationship with others.
2. Enlist & Recruitment - People are fearful of undertaking new responsibiilities. “The only real antidote to fear is communication.”
3. Structure and organization - One of the greatest encouragements to workers is to be prepared for when they come in to the room. Let them know you’ve been thinking of them ahead of time.
4. Their part in the big picture - People want to know that their part is relevant, that it matters to the overall success of the team.
5. Preparation - prayer, planning, contingencies. Think through variables, knowing that its impossible to consider every variable. 

Atmosphere

1. Aesthetics - As much as possible, make your environment pleasant.
2. Resources - If your work requires resources, make sure you have them.
3. Personnel - Know your people, their strengths and weaknesses, their gifts and limitations.
4. Purposeful - Know why you’re doing what you’re doing, and help keep your people focused.

Respect

1. Heart - you must have affinity for others. Love.
2. Inclusion - you’re a team. Speak in “we” language.
3. Listen - Gain new insight and a broader perspective.
4. Public & Private Recognition - cards, letters, emails, gifts, recognition banquets, etc.
5. Time - Don’t waste the time of others. Have useful meetings.

Encouragement

1. Receive and implement good ideas
2. Be aware of their feelings
3. Encourage and show gratitude publicly and privately

“Never believe that a few caring people can’t change the world. For indeed, that’s all who ever have.” — Margaret Mead

12. How is the pastor held accountable? What relationships in your life currently provide accountability for responsible attitudes and behavior, both personally and as pastor?

Great question! Many churches get this wrong by isolating the pastor from accountability, or by establishing pseudo-accountability through a personnel committee. The biblical model is to have elders partner with the pastor in his leadership. The pastor is accountable to the elders. The elders can be appointed laymen from the congregation, they can be other called ministers, or they can be a team of both groups (this is a church’s autonomous decision).

The pastor is also accountable to the church for his leadership. While the church is responsible for following his leadership, the pastor is responsible to lead in a Christ-honoring manner. If he strays from this, the church is responsible for addressing the matter biblically.

Personally, I offer myself to be accountable to my wife and a small circle of friends who are also called men/pastors. I welcome the accountability and partnership of elders.

7. What are your methods for involving yourself in the lives of your people as their shepherd and overseer of their souls?

Simply, pastoring is about providing a godly example to imitate (1 Cor. 4:16). That means I strive to live according to a standard of grace, holiness, and service that is both winsome and reproducible. At the same time, I work toward building discipling relationships with people that will allow me the opportunity to influence their decisions with the example I give. 

Some means that help this come to be:

1. Have as much of an “open-door” policy as possible.
2. Meet with people often…breakfasts, lunches, coffees, etc.
3. Send cards, emails, notes to people.
4. Pray with people.
5. Visit in hospital, or when in need.

One reality of the ministry is, that as the church grows, it becomes more difficult for the pastor to be available to everyone who wants his time (see Acts 6). The church must be respectful of this reality, and proactive to help foster an environment where the church will continue to grow, where the pastor can have sufficient time to minister and to prepare and to lead. A church unwilling to partner with the pastor in the shepherding ministry of the church places unrealistic expectations upon him and limits the growth they as a congregation can hope to experience. 

5. Closely examine each of the Bible’s qualifications for pastors and deacons (1 Tim. 3; Titus 1:5-9; Acts 6:1-6; 1 Peter 5:1-4). Which are your strongest qualities? With which requirements do you have the most trouble? Why do you believe these areas of difficulty do not presently disqualify you from ministering?

Ugh. I’ll try to answer this even though I think this might be the worst series of questions on the entire list. First, I’m being asked to brag about my humility, which makes my brain want to throw up on my mind (or is it the other way around). Then, I’m asked to demonstrate either false humility or disqualifying confession. Yippee.  So let’s ride this roller coaster together…

Here’s the compiled list from all the references above (with redundancies removed):

• Now the overseer must be above reproach
• the husband of but one wife
• temperate
• self-controlled
• respectable
• hospitable
• able to teach
• not given to drunkenness
• not violent but gentle
• not quarrelsome
• not a lover of money
• must manage his own family well and see that his children obey him with proper respect.  
• a man whose children believe and are not open to the charge of being wild and disobedient. 
• must not be a recent convert.  
• He must also have a good reputation with outsiders
• not overbearing 
• not quick-tempered 
• not pursuing dishonest gain  
• one who loves what is good 
• holy  
• must hold firmly to the trustworthy message as it has been taught, so that he can encourage others by sound doctrine and refute those who oppose it
• full of the Spirit and wisdom and faith 
• serving as overseers—not because you must, but because you are willing, as God wants you to be …but eager to serve  
• not lording it over those entrusted to you, but being examples to the flock 

Whew…that’s a list. Let’s get something straight here…as a list of the expected characteristics of church leaders, it really is a list of what is expected of all mature believers. As such, these qualifications are outward marks of the inner transformation of Jesus Christ in the life of a person. They are the expression of the Fruit of the Spirit. So in reviewing this list, I think I meet the standard of a church leader, one to be considered for the responsibilities of an overseer - because that is God’s call on my life, and that I am not unqualified nor disqualified, by God’s grace and mercy. My “strongest qualities” therefore are the ones where Christ’s power is demonstrated in my most glaring weakness, not where I’ve been particularly fortunate or untested. 

As for where I am weakest…well, let’s just agree that I am human and faith-deep in the process of sanctification. I have and will at times operate from my flesh because I am contenting to walk by faith and not by sight. In those times, may they be infrequent and not disqualifying, I strive to be repentent and forgiven. You can read the “read more” for a lengthier rumination on with these qualifications, if you’re so inclined.

• Now the overseer must be above reproach - This doesn’t mean to have lived a perfect life, or one free from offense. It does mean that you can’t be known for poor character, habitually unethical behavior, or conduct that dishonoring to the gospel.
• the husband of but one wife -  Some suggest this means a person can never have divorced. That’s debatable. What isn’t debatable is that the candidate cannot have multiple wives, nor demonstrate a pattern of divorce as a tool of convenience.
• temperate - Some tend to interpret this as teetotalling, but the standard is rendered minimally as abstaining from inappropriate use of alcohol. 
• self-controlled - also rendered “sober.” This isn’t an extension of temperance, but rather a statement that God’s leaders are expected to submit their self to the control of the Holy Spirit. Apart from Christ, self-control is a myth.
• respectable - This speaks to the modesty of the person, not to the subjugation of the expected behavior of what “a good Christian” should do or be.
• hospitable - friendly to guests, welcoming and inviting. 
• able to teach - not just available…but demonstrating an aptitude and skillfulness.
• not given to drunkenness - here is the extension (or relation, to be more accurate) to temperance. A leader cannot be addicted to alcohol.
• not violent but gentle - not a fighter nor a yeller. Known for fairness and calmness.
• not quarrelsome - Doesn’t argue for the sake of it. Doesn’t demand to be right, and (literally), doesn’t present a sense of invincibility.
• not a lover of money - not greedy.
• must manage his own family well and see that his children obey him with proper respect. - Illustrative that the family is the first institution. If a man fails in his first responsibilities, he cannot be expected to manage well additional ones.  
• a man whose children believe and are not open to the charge of being wild and disobedient. - illustrative that the family is also the first mission field, and that dads are designed to witness and disciple their own children.  
• must not be a recent convert - spiritual leadership requires spiritual maturity. This doesn’t necessarily mean “old person,” but it means a person has to have a solid foundation from which to lead.  
• He must also have a good reputation with outsiders - this one’s important. It means that not only do the “insiders” think he’s swell, but he’s also a good ambassador with the outsiders. He is approachable, his reputation is honorable and an open door. He’s respected without being known for being sanctimonious.
• not overbearing - this isn’t about being obnoxious. It’s about being selfish. A leader must be selfless.
• not pursuing dishonest gain  - seems like a no-brainer, like McDonalds “contents may be hot” coffee cup disclaimer. 
• one who loves what is good  - again, obvious, right?
• holy - the leader must be redeemed, and not patterned in unholy behavior.  
• must hold firmly to the trustworthy message as it has been taught, so that he can encourage others by sound doctrine and refute those who oppose it. - he strives to teach a faithful, orthodox doctrine, not swaying to unbiblical interpretations.
• full of the Spirit and wisdom and faith  - not just saved, but experiencing a vital, real, relational experience with God’s Holy Spirit (John 15 type stuff here)
• serving as overseers—not because you must, but because you are willing, as God wants you to be …eager to serve - this leader recognizes the call to the office of overseer and responds in pleased obedience, not in reluctance.   
• not lording it over those entrusted to you, but being examples to the flock  - a servant to the congregation, and a leading example. Showing them what to do for others as he does for them.

postscript:  after revisiting this list for this blog’s purpose, I’m humbled by the fact that God has qualified me for this office, ever mindful of the grace required to make it so. I’m also saddened by the awareness of the many many in spiritual leadership who fall short of these standards in many areas and yet lead without repentance or remorse. I’m amazed that God chooses to work through us at all, and rejoice that he can do so much with so very little.