10 Qualities Of A Potential Leader

1. Positiveness: The ability to work with and see people and situations in a positive way.
2. Servanthood: The willingness to submit, play team ball and follow the leader.
3. Growth Potential: A hunger for personal growth and development; the ability to keep growing as the job expands.
4. Follow-Through: The determination to get the job done completely and with consistency.
5. Loyalty: The willingness to always put the leader and the organization above personal desires.

Are You Stuck in a Rut?

Has your church replaced truth with tradition?  Have you done the same things for so long that neither God nor man could change things at your church? Do committees and programs substitute for the moving of the Holy Ghost? Has your church become boring and predictable? If so, your church may be stuck in a rut and may be unable to see a way out.

In his book, Rut, Rot or Revival, A.W. Tozer states,

"The treacherous enemy facing the church of Jesus Christ today is the dictatorship of the routine, when the routine becomes "lord" in the life of the church. Programs are organized and the prevailing conditions are accepted as normal. Anyone can predict next Sunday's service and what will happen. This seems to be the most deadly threat in the church today. When we come to the place where everything can be predicted and nobody expects anything unusual from God, we are in a rut.

The routine dictates, and we can tell not only what will happen next Sunday, but what will occur next month and, if things do not improve, what will take place next year. Then we have reached the place where what has been, determines what is, and what is, determines what will be. That would be perfectly all right and proper for a cemetery. Nobody expects a cemetery to do anything but conform. The greatest conformists in the world today are those who sleep out in the community cemetery. They do not bother anyone. They just lie there, and it is perfectly all right for them to do so.

You can predict what everyone will do in a cemetery from the deceased right down to the people who attend a funeral there. Everyone and everything in a cemetery has accepted the routine. Nobody expects anything out of those buried in the cemetery. But the church is not a cemetery and we should expect much from it, because what has been should not be lord to tell us what is, and what is should not be ruler to tell us what will be. God's people are supposed to grow. As long as there is growth, there is an air of unpredictability. Certainly we cannot predict exactly, but in many churches you just about can. Everybody knows just what will happen, and this has become our deadliest enemy."

A Leader's Courage - An Honest Look

Fear can and will keep many good leaders from becoming great leaders. Many mountain climbers have stood at the base camp of Mt. Everest, yet only a small percentage of them have had the courage it takes to actually climb to the top of that mountain.

Fear of the unknown. Fear of what people will say if we fail. Fear of the criticism along the way. Fear of being the only one saying “It can be done.” Fear of our vision being rejected by others.

Fear can kill our God given directive. It can suffocate our dream.

A position or office does not cause a person to become a leader. Though a person be chosen to Pastor a church, they are not truly a leader until they face their fears and actually lead that congregation into the places that God would want it to go. Being chosen to lead is easy. Actually leading is hard.

What defines a true visionary? Is it someone who has a lot of great ideas? Someone who sees the need for change, but never causes that change to take place? About 1 year ago I asked my wife to be very critical of me. I asked her to honestly tell me if I was someone who saw the things that needed to change and caused them to change or if I was someone who pointed out all the areas of needed change and did nothing. Her response though honest, was not what I wanted to hear.

I have determined, that if I am unable or unwilling to cause change in a given area, I will keep my mouth shut. Although I may see a need to change, I will say nothing, unless it is to spark a vision in another person who is capable of creating the needed change.

When I see another person or ministry who is successful, I go to them and find out how/why they are having success. I try to learn from them. Yet, I usually find that the reason they are having success is something I felt the Holy Spirit speaking to me about in the past. I get beat up pretty bad as I realize that God told me to do this same thing several years ago, only I lacked the courage to launch into it. You must admit with me that some of the more successful people around you are doing things that you yourself have considered, only they did it and you didn’t.

Investing The Talents

Investing The Talents

The following is an article being shared with the Indiana Trumpet.  You might want to place it in your weekly bulletin or in a place where your members can read it. 

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Mt 25 14-30

Mat 25:14  For the kingdom of heaven is as a man travelling into a far country, who called his own servants, and delivered unto them his goods.

Mat 25:15  And unto one he gave five talents, to another two, and to another one; to every man according to his several ability; and straightway took his journey...

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This often misunderstood passage of scripture is a key parable for real revival.  Revival and growth can only come when we understand and implement the simple factors spoken of here.

The man traveling into a far country is Jesus Christ.  His servants are the Pastors of churches and the talents are the saints of the churches.   When Jesus placed a shepherd in the church, he was doing more than placing someone there who would watch over the souls of the church.  He was also placing someone there who would lead that group of people into personal and numerical growth (Revival).

This parable was not written to the saints, it was written to the Pastors of the churches.  As a saint, this is important for me to understand as it allows me to comprehend the burden and psyche of my Pastor. 

Every Pastor is under a great burden for the souls of not only those who attend the local church, but also for the souls of those people in the community who do not attend.   This burden does not leave a Pastor day or night, the entire time he Pastor’s a particular church.  Those who do not understand this burden will usually misunderstand the actions and decisions of their Pastor. 

Notice in the parable the Lord gave us, the servant/Pastor pays a great price if he does not invest his Lord’s talents/saints wisely.  Saints will wonder why their Pastor is pushing so hard to begin a new program or simply encourage the church to get involved in evangelism.  They will grumble and complain because he has asked them to consider a new ministry the church is capable of implementing.  Yet, regardless of their lack of cooperation, the Pastor is still under the directive to cause every talent/saint in the church to become involved. 

Notice what happened to the servant who buried his talent in the ground.  His labor was to hide his talents.  This Pastor simply preached to the “Us 4 and no more crowd”.  He was satisfied with a lack of growth and had grown weary of trying to get the church to become involved in soul winning.  So he stopped trying.  He just kept the same old crowd.  His burden for the community died and his church had no increase.  With this mindset, this servant purchased a harsh judgment.

Are You Being Followed?

1Th 1:6  “And ye became followers of us, and of the Lord, having received the word in much affliction, with joy of the Holy Ghost:”

A young upstart in the ministry once asked an elder more seasoned minister, "When will I know that I am leader in the Church?"  With that the seasoned minister responded simply, “When you are being followed.”

Leadership in God’s church is not position.  It is not having or being in an office.  Being elected by a group of people neither actually causes you to become their leader.  They may have elected or chosen you to do a job, but that does not mean that you are their leader.  Leadership only happens in the church when you are being followed. 

Jesus’ followers literally followed him through deserts, mountains, and stormy seas.  No obstacle was too great for the opportunity to be near to the master.  Here is where many church leaders find out if they’ve made the grade or not.  One statistic tells us that very often after a building program, many pastors too often leave a church to find another pastorate.  Why is that?  Could it be that the parishioners didn’t like the color of the paint the pastor chose?  Did they not like the way he conducted the business of the project?  Was too much money spent?  Too little accomplished?  Wrong decisions?  Bad decisions?  A leader will know if he is truly a leader if he followed even after a storm.

When Jesus’ followers were in the ship that was being tossed by the waves, they cried out to their leader and he healed the situation they were in.  Here is where an elected person becomes a leader of people.  Knowing what to do in the storm will validate your leadership.  Knowing how to act in a crisis elevates you above your fellow.  Not everybody is capable of making tough decisions.   Only a leader worth following knows when and how to step to the forefront and take charge of a chaotic situation.

12 Fatal Church Leadership Errors

The 1st Fatal Error:  No Clearly Defined Mission or Purpose

If people do not know and can’t offer a simple explanation to the questions, “Why do we exist, and what are we here to do?” they will not pour themselves into your lack of purpose indefinitely.

The 2^nd Fatal Error: The Wrong Organizational Structure

God designed every land dwelling creature over 7 inches in length to have a skeletal structure to overcome the downward pull of gravity. However the structure must always fit the purpose of the creature. You cannot do the work of the Church with an antiquated structure designed by yesterday’s business world. The Church is physical and spiritual, and its structure must fit God’s designed purpose. 

The 3^rd Fatal Error: Using a Shotgun to Hit a Distant Target

If you place a target 150 yards away and shoot at it with a shotgun then hitting the target becomes accidental. If you want to intentionally hit the target every time use a rifle with a scope. Your vision and supporting actions must be focused and intentional.

The 4^th Fatal Error: Containment

The best way to kill a church is to keep it contained in the four walls. Don’t let the message out. Don’t advertise. Don’t give to outside ministries. Stay away from media markets for telecasting services. Keep the people submitted and never release their ministries. Death will eventually come to such a church, but very few people will ever even hear about it.

1/2 Million Hours

Let's say that there are 10,000 pastors who in any given week spend an average of 5 hours in preparation for the following weeks sermon. That would mean that those pastors accumulatively spend 50,000 hours per week studying for their sermon. On an annual basis, those same pastors spend a total of 2,600,000 hours in sermon preparation.

• In 1 year = 108,333 days
• In 1 year = 297 years
• In 1 year = 5 life times (60 year life span)

Think about that for a moment. To me it is staggering. What is also staggering to me is that many of these ministers are going to preach a message within that year that is similar to that of another man's message. Eventually, most of our messages are very similar!

Combined, these men will preach a total of 520,000 messages this year. I guarantee you that at least 20% of these messages are teaching very similar principles.

Here is where I am concerned. We are living in the last days. Every moment counts. If it were possible to help theses 10,000 men/women shave 20% off of their study time by creating a way for them to share thoughts or ideas we could save the Church...

• 520,000 hours. Each Year!
• 21,667 days. Each Year!
• 59.5 years. Each Year!

A Leader's Example

I remember as a young person, admiring the Pastors and Ministers of our movement. In my mind they were (and are) equal to the Apostles. I cannot explain in words my respect for them.

20 years later, I am one of those men. Often I find myself comparing my ministry to those men who I admire. Who I am as a leader, seems far short to that of many of the men around me. Now please don't think that I am wanting to be them. I realize that we are all unique and gifted according to His desire. But there is something in me that always wants to improve. I never want to become satisfied with who I am as a Man of God. I always want to do more for Him. I want to get closer to who He wants me to be. Like Paul of old. After all he did for the Lord, he said "Oh, that I might know Him..." As great a man as Paul was, he still looked to Jesus for a deeper walk.

I'm not sure we always realize the effect we have on the young people around us. Or for that matter, any saint. One thing that God consistently reminds me of, is that I am an example to those who look up to me. I feel that there is blood on my hands, if I lead an example, that would discourage them from living for God.

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.