Essentials in Any Leadership Style

Some leadership styles are role-specific, but several traits of leadership styles seem to work in all congregations.

Twelve Traits For Maximum Effect:

1. Spiritual consciousness. In the Middle Ages, being knighted gave someone a special relationship with the king. Likewise, the words and behavior of Christian leaders point people toward God.

2. Enthusiasm. Meaningful ideas delivered in a dull, listless manner can seem irrelevant. The same ideas communicated with enthusiasm can light the fire of commitment that leads to positive change.

3. Joyful attitude. Joyfulness and a sense of humor help people relax and enjoy their work. They also send the signal that having fun while working together is as important as the work itself.

4. Spiritual optimism. People who dispense the quality of hope in their conversation are appreciated like rain after a drought. They attract allegiance to themselves and their goals.

5. High energy level. Effective leaders can maintain a fast pace and juggle several demands simultaneously. As Lewis Carroll says in Alice in Wonderland, “It takes all the running you can do to keep in the same place. If you want to get somewhere else, you must run at least twice as fast.”

6. Self- discipline. Some people accomplish two to six times as much as coworkers during a 40-hour week. Such productivity comes from a high-energy level charged by motivation and self-discipline.

7. Positive appearance. Neat apparel and shiny shoes do not bring people into the kingdom of God. But, if the package is shabby, people may not bother to examine its contents.

The Dark Side of Spiritual Abuse - Part 5

What I increasingly discovered was in these dark spiritually abusive environments, it serves as excellent and fertile conditions for hypocrisy to prevail. As you dig deeper into these environments you soon discover dark, deviant sins and moral corruption simmering beneath the surface. I believe that the huge level of repression that takes place in these “churches” does nothing except bring out the worst sins of the flesh. Although when someone finally does decide to speak up concerning the matter of these dark sins, the leader usually resorts to efforts of damage control so that the leadership and the church do not have a soiling of “reputation.” Man hasn’t really learned any new tricks about covering sin; he still resorts to insufficient fig leaves just as Adam and Eve did at the beginning of the state of man.

What I also found to be very surprising is that most of the time the wife of the leader will also work toward damage control. She will do everything within her power to live up to the social pressures of maintaining some semblance of normalcy in the various relationships she has within the church. She apparently has come to understand that the dark side of her mate can shift on her as much as it does with those people he is taking advantage of. So instead of dealing with the moral and spiritual failure that is present things are left to follow the course of gravity. Gravity leads the person to maintain an environment of manipulation and absolute mind control on those people he is supposed to serve.

While I have written about the traits and characteristics of those who are involved in a spiritually abusive environment, I have not been specific with practices of spiritual abuse. I will list some of the practices while leaving some of the most extreme situations out as some would probably be absolutely shocked to know this kind of thing takes place under the guise of religion. So here are some actual practices of spiritual abuse:

• A member having to submit financial records to the church leader and the leader determines how and when they are to spend their money.

• A member having to sell various things on a constant basis to feed the coffers of the church so that it entirely benefits the leader.

• A wide disparity between the lifestyle of the leader and the members. He lives like a king while the members appear to live at a level of poverty or barely just able to get by.

• The leader using a “word of knowledge” or “word of wisdom” to pick a spouse for those who are in the congregation.

• Members being absolutely forbidden to question the direction the leader takes or question the decisions he is making.

Bible Study Procedures

The main purpose of interpreting a text is not UNIQUENESS but CLARITY!   The first task of the preacher is EXEGESIS – careful, systematic study of the Scripture to discover the original, intended meaning; to find out the original intent of the words of the Bible; to hear the Word as the original recipients heard it.  But we don’t just do exegesis when there is an obvious difference between THEN and NOW – it is the first step in studying EVERY text

• Go back to the original and the best sources for yourself first – don’t just begin by consulting somebody’s book! (i.e. Mark 10:23 – one “expert” said there was a gate in Jerusalem called the “Needle’s Eye” which camels could only go through on their knees, but that gate never existed!)
• We must always guard against EISEGESIS – reading our desired interpretation into the text instead of letting the text speak to us!

To provoke your thinking, one of the best things to do is use several Bible translations that you know in advance will differ in their interpretation.
There are three basic theories of translation:

1. Literal: advantage – as close as possible to the original; disadvantage – doesn’t account for cultural differences in customs and expressions (i.e. King James Version)
2. Free: advantage – eliminates historical and cultural “barriers” by expressing Scripture in modern terms; disadvantage – since it is more concerned with translating “ideas” it is not always accurate in exact wording (i.e. Phillips, Living Bible, The Message)

10 Tips For Leading Change

1. Define and understand your own reaction to change in order to compare it to the reactions of others.

Even the happiest of changes may cause a feeling of loss for what existed before. As a leader, perhaps you see that the change will save the company, enhance the product, diminish costs, or make the organization more competitive. But what will occur that is outside your own comfort zone? To be a leader of change, you must identify how the change will impact your own personal situation. What stresses will you experience that you will either consciously or unconsciously pass on to others? Will you also fear for the future of your job or your department? Will you survive, but see many of your colleagues go? Will you have to learn a new skill or move to a new location? Only if you take the time to specifically define your own reaction to change can you put yourself in the shoes of those you lead who will have their own reactions, fears, and behavioral fallout.

2. Involve those people who will be affected by change in both the planning and implementation process.

When change is dictated, resistance is the automatic response to the stimulus. Leaders are able to gain much more cooperation when they invite others to join the plan. Include them in figuring out how to implement change, even when they are obvious in their opposition. Co-opting the opposition is the best way to get their buy-in. Leaders may even end up with some better ideas for making the change work.

3. Communicate the vision so others can understand and buy in to the change.

The benefit of the end state must become the driving force to persuade employees to work through the agony of change. There must be something better waiting, and it must be visible throughout the pain. Often leaders have a vision that makes great sense. However, this bright future may not be shared beyond the inner circle. Failing to understand, employees feel uncertain as to why they must change and where they are going. Uncertainty itself can be more painful than change.

4. Share all possible information about change with the widest audience possible. When you think you have spread the word, start over.

In the midst of change, the best advice is, "Communicate, communicate, communicate.' Unless information is proprietary or may be helpful to the competition and harmful to the organization's success, it should be shared widely. lf employees understand why actions are taken, what is expected, and how the change will lead through the steps toward the vision, they are much more likely to come along on the journey. When employees do not have information, they are more likely to resist or even sabotage change efforts that appear to threaten their stability and security. When Lockheed and Martin Marietta began the merger process, the leaders of both organizations traveled to every major site and talked directly to employees. The message was carried in videotapes, written documents, and personally by leaders at all levels.

5. Explain the impact of change on individuals more than on the organization.

When the status of one's job is in danger, an employee really doesn't care about organizational success. At a time when GE was downsizing, employees were attending training programs at the same time that they were wondering whether their desks would still be there when they returned to their offices. Corporate leadership was talking about the need to slim down for future financial success, but employees were used to a culture in which they were GE employees for life. Productivity was significantly degraded while employees wondered about the personal impact, not the organizational impact, of the change.

Working As A Team

At a Midwestern Fair, spectators gathered for an old fashioned horse pull. The Grand-champion horse pulled a sled with 4,500 pounds on it. The runner up was close, with a 4,400 pound pull. Some of the men wondered what the two horses would pull if hitched together. Separately they totaled nearly 9,000 pounds, but when hitched and working together as a team, they pulled a total weight of over 12,000 pounds.

Herein lies the value of team work. There is some kind of energy that is exchanged when someone feels that there is someone working with them.

I read somewhere a while back of a ward in a particular hospital for premature babies. In one case there was an infant who was several months premature. The mother and father had abandoned the baby at the hospital and it looked as though the child would die. The doctors and nurses did everything they could to care for it, but in all that they did, it grew weaker. In a last ditch effort, one nurse had the idea to place another healthier infant in the same bed as the weak infant. She made sure that the two children were close and touching at all times. Immediately upon feeling the touch of the stronger infant, the weaker one's heart rate began to get stronger and stronger. After several days of touching and being touched by the stronger infant, the preemie became stronger and soon was able to eat on it's own and became healthy.

As leaders, I believe it is paramount that we understand the value of the existent and potential leaders around us. Moses was a man who tried to do everything by himself. He was someone who felt that if God called him to a task, then God would give him the supernatural strength to complete the task. Moses also found out that he was wrong in his assumption.

Moses' father in-law on the other hand, was someone who saw untapped leadership resources everywhere he looked. So, he suggested that Moses find, recruit and train other leaders to assist him in his leadership responsibilities. Once Moses did this, he was not only able to sleep at night, but the needs of Israel were met.

Jesus hardly started His ministry before he chose out 12 men to train in leadership. He understood multiplication instead of addition. Rather than build the church on one man's shoulders, he chose to build it on 13. His and 12 others. As a result of this, when His own life and ministry was ending, 11 others were just beginning. The beauty of the situation was that not one of them detracted from his own ministry, but rather added to it.

When They've Heard It All Before

How do we preach to those who have heard it all? Here are seven ingredients:

• Round out Bible characters. For many sermon veterans, familiar Bible characters are flat, one dimensional, either good or bad. But real people have inner tensions, complications, and mixed motives. When a preacher portrays that, listeners identify readily.
  
• Get specific about application. An example is more powerful than an explanation. There’s a world of difference between telling someone that prayer changes things and sharing a fresh example of a situation transformed by prayer.
  
• Let it grip your soul. A critical quality in preaching effectively to those who’ve heard it all is sincerity. If our sermon is honest and heartfelt, a truth as common as “Jesus loves you” can thunder in the hearts and minds of our listeners.
  
• Address the tough question. We would like to think that hearing a lot of sermons would answer most of a person’s questions. But people who have heard it all love to hear a preacher tackle the tough ones.
  

Formula for overcoming failure

Recognize

What is failure? Is it permanent? Is there a second chance? Complete the sentence by circling the right phrase “a person is a failure when…”

1. He makes a mistake;
2. He quits;
3. Someone thinks he is.

Review - Failure should be a teacher, not an undertaker. It is a temporary detour, not a dead end street. A winner is big enough to admit his mistakes, smart enough to profit from them and strong enough to correct them.

Repress - Perhaps your own personal problems and hang-ups caused the failure. If so, begin to work immediately on self-discipline. If you were the problem, put yourself under control. Lord Nelson, England’s famous naval hero, suffered from seasickness throughout his entire life. Yet the man who had destroyed Napoleon’s fleet did not let illness interfere with his career.

The Rest Of The Story

Dr. Fred Childs is a leading church consultant, organizational development expert, and leadership authority. He and Monica reside in Pearland, Texas.

There is the most remarkable story of selfless sacrifice in I Samuel 23. I had never really paused to consider the irony of this story until recently. It came to me at a time when I needed it the most.

On a recent day, weary from the battle, I was having my own little pity party. I was questioning why had I given myself so fully to the work of God and to helping others, only to feel so unappreciated by some who perhaps didn’t understand me? I was feeling somewhat like Elijah must have felt when he thought he was the only prophet that God had left, only to hear God tell him that he had seven thousand others whom Elijah was not even cognizant of. Elijah was immediately transformed from a minority of one to a member of a great multitude of brethren who could relate to his dilemma. Elijah was not alone. Many had experienced the same feelings while adhering to the same values as he.

As I was wrestling with this internal struggle I had a phone conversation with a pastor friend in another state. As we talked he reminded me of the story of David at Keilah, and the words of my friend began to minister to my wounded heart. I knew by what he was saying that he not only understood my situation, but he had been there and back again.

In the aforementioned Bible story David received word that Keilah, a city in Judah, was under attack from the Philistines. The Philistines were robbing their threshingfloors. When David enquired of the Lord he was directed to go and deliver the city from the Philistines. His men were wary because King Saul was after David, and Keilah was a natural trap. David enquired again of the Lord and was told to go fight and the Philistines would be delivered into his hands.

David obeyed the Lord and delivered the city. While he was and actually doing the will of God, King Saul heard about his presence at Keilah. Saul said, “God has delivered him into my hand,” because Keilah was a city that was enclosed by gates and bars. King Saul thought David was trapped, and that it was God’s will for him to overtake David.

Person over Program

As leaders and pastors, many of us are involved in growth programs in our various ministries. Whether you pastor a church or lead a small group, it is critically important to have a plan of action for the growth of your ministry. However, it is a serious error to place the program above the person. You, as the person, must take priority over the program. Your program will only be as successful as you are. Your program will only be as successful as your relationship with Christ. If you make personal growth your priority, church growth will happen out of the excess of what is happening in your own life. Your life will be the example to the people you lead. You will be a living testimony. You will have a story to tell.

It is so much easier to lead people if there is a surplus of energy, ideas and anointing in your own life. Take the time to make personal growth a priority. A Plan of action for personal growth is just as important as a plan of action for church growth.

Three must do's for Personal Growth:

1. Get in God's Presence.

When the Old Testament priest went beyond the veil into the Holy of Holies he was literally stepping into the presence of God. It was there that God communed with him and spoke to him everything he needed to hear.

Exodus 25:22

22 And there I will meet with thee, and I will commune with thee from above the mercy seat, from between the two cherubims which are upon the ark of the testimony, of all things which I will give thee in commandment unto the children of Israel.

It is a good thing to talk to God every day, but it sure is a lot better when God talks back to me. That is what happens every time I get in His presence. God speaks to me. God communes with me. God tells me everything I need to hear. I must have the voice of God in my life. If I have God's voice in my life, people hear God's voice from me.

In God's presence we grow our person. The presence of God is where we find God's will, God's anointing and God's voice. If you have those three things in your life, people will follow you. Make the time to get in God's presence every day.

2. Get a life.

Every person in ministry needs a life outside of church. We need to get outside of the walls of the church. There are a couple of reasons for this; First of all, you can't personally win anybody to Christ if you have no life outside of church.

Jesus was very good at building relationships with unbelievers;

Matt 9:11-12

11 And when the Pharisees saw it, they said unto his disciples, Why eateth your Master with publicans and sinners?

12 But when Jesus heard that, he said unto them, They that be whole need not a physician, but they that are sick.

The reason Jesus built relationships with publicans and sinners was because they needed Him. The people outside of our walls need us more than the people inside our walls. We need to build relationships with the unsaved in our communities. This is how we win the lost.

Secondly, your life needs to be interesting. The reason our messages or ministries lack impact is because they are not interesting and the reason they are not interesting is because we are not interesting. Take the time to get a life outside of church. Do something different. Get a new hobby. Join a softball league. Go build an orphanage in Africa. Start a soup kitchen for the homeless. Get a life.