Book Review: Jesus on Leadership

Jesus On Leadership: Discovering the Secrets of Servant Leadership from the Life of Christ by Gene Wilkes is a helpful resource for teaching Christians biblical answers to leadership questions. Wilkes, who pastored Legacy Drive Baptist Church in Plano, Texas, earned his bachelor’s degree from Baylor University and his MDiv and a Ph.D. from Southwestern Baptist Theological Seminary in Fort Worth, Texas. Wilkes speaks and trains internationally in the area of leadership.

Wilkes gives the seven principles of servant leadership. Principle one is, “Servant leaders humble themselves and wait for God to exalt them.” The Parable of the Wedding Feast, found in Luke 14:7-11, serves as the source material. This passage reminds leaders they should not concern themselves with places of esteem.  Principal two, “Servant leaders follow Jesus rather than seeking a position,” is based on Mark 10:32-40, where Jesus foretells of His death for the third time. Much like the disciples, Christians need to trust Jesus when they are uncertain of the outcome. Principle three, “Servant leaders give up personal rights to find greatness in service to others,” based on Mark 10:41-45, features Jesus giving one of His most famous quotes, “For even the Son of Man came not to be served but to serve, and to give his life as a ransom for many.” Christians, likewise, are called to serve. Principle four is “Servant leaders can risk serving others because they trust that God is in control of their lives.”  John 13:3 states, “Jesus, knowing that the Father had given all things into his hands, and that he had come from God and was going back to God,”(ESV). Trusting in God’s plan and provision gives Christians purpose and confidence as they serve their communities Principle five says, “Servant leaders take up Jesus’ is towel of servanthood to meet the needs of others.” John 13:4-11 gives an account of Jesus washing His disciples’ feet. Christians are called to do likewise. Principle six is “Servant leaders share the responsibility and authority with others to meet a greater need.” Acts 6:1-6 tells of the calling of the seven to serve. This passage commissions Christians to help their communities. Principle seven, the final principle, encourages servant leaders to multiply their leadership by empowering others to lead. Exodus 18:17-23 serves as inspiration. This book helps leaders grow in their personal leadership ability through biblical application and then inspires them to produce other leaders who share those qualities. 

The book shines when it stays on the source material — Jesus Christ. Wilkes does a serviceable job of organizing and communicating some of Christ’s best teachings and personal examples of servanthood. Wilkes also adequately demonstrates how servants inspire better performance from their followers. Integrity, loyalty, and trust are qualities that emerge from servant leaders. These qualities encourage their followers and help organizations. Jesus’ model of the suffering servant inspires Christians to look past their ambitions and focus on the well-being of others. Christ’s aversion to the “head table” and His desire to serve instead of being served are qualities that have inspired Christians for centuries. Waiting on God’s timing and approval moves the burden from the leader and empowers him or her to succeed. Finally, Wilkes argues that a willingness to be a follower creates teams that are focused on the end goal but greatly benefit the group as opposed to the individual.

Wilkes correctly emphasizes the need for Christians to emulate Jesus above all. In a world saturated by materialism and power, focusing on Christ’s example and seeking Him in worship challenges believers to pursue higher callings and become better stewards of physical and human resources. Following Christ adds perspective and purpose to seemingly meaningless daily decisions that can be harnessed for God’s greater plan. This perspective, aided by Scripture and prayer, emboldens believers to make difficult decisions that can seem counterintuitive in worldly environments and to leave the results to God.

While the book is an accessible read, some areas flow better than others. The book, at times, wanders from Christ into the teachings of Moses, Paul and other parts of the Bible. At these junctures, Wilkes appears to be more concerned with supporting the seven principles than examining the life and leadership of Jesus. While the content of these passages is beneficial for leaders, Wilkes fails to connect the content directly to Jesus. The results are cumbersome and unnecessary, considering Christ should offer plenty of source material and serves as the book’s titular focus.

Written at the end of the twentieth century, Jesus on Leadership is also a product of its era. While much of the teaching is timeless, some of the author’s application is dated. Wilkes cites church growth gurus such as Rick Warren and Bill Hybels without updated examples from twentieth-century leaders. His use of acronyms, such as S.E.R.V.E. and E.Q.U.I.P. harken back to a time when churches regularly used corporate and military communication methods to relay their vision. His references to DISC personality inventories and spiritual gifts assessments alongside biblical teaching are hallmarks of the church growth movement. This work was also shaped by a corporate mentality. Most of Wilkes’ examples come from the first chair, like a pastor or CEO. These examples fit the context of leaders making decisions by themselves or with a small group and expecting subordinates to carry out the vision. While the illustration of a CEO serving his or her workers is inspiring, the visioning and creative process may have changed in recent years. Tech companies such as Google and Facebook have implemented innovation structures that are more collaborative and less hierarchal. Also, church polity can be diverse depending on geography and denomination. Some congregations make decisions in a more grassroots manner, without strong pastoral or elder input.  Some of Wilkes’ applications need updating to account for these changes.

Critics allege that pastors of that era “baptized” corporate resources to put congregations to work. The size and scope of the megachurch movement required heavy parishioner involvement. In the twenty-first century context, programmatic church ministry struggles with sustainability issues, and the leadership applications of this work may need updating to decentralized, missional settings. While the merging of biblical wisdom and leadership study, if done improperly, can be distorted into shallow self-help or prosperity teaching, Wilkes balances the two and produces a useful resource that respects both sources.

Though dated, Jesus on Leadership by Gene Wilkes is a valuable and helpful read for those who desire to use their position of leadership for the greater good. He demonstrates knowledge of both the biblical text as well as leadership theory, and he can connect ancient scriptures to a modern context. Wilkes advocates admirably for servant leadership and inspires a generation of leaders to re-define success.

Book Review: Lead Like Jesus

Lead Like Jesus by Ken Blanchard and Phil Hodges serves as one of the most acclaimed leadership resources inspired by Christian principles. Blanchard achieved notoriety for his best-selling book, The One Minute Manager. In the late twentieth century, he became a committed Christian, and Lead Like Jesus came from combining his two passions — his faith and leadership. 

Like his contemporary John Maxwell, Blanchard defines leadership as influence. “Leadership is a process of influence. Anytime you seek to influence the thinking, behavior, or development of people in their personal or professional lives, you were taking on the role of a leader.” Blanchard holds a Ph.D. in education administration and leadership from Cornell University. He remains in demand as a speaker, trainer, and expert in the field of leadership. His book The One Minute Manager was an international hit, exceeding sales of 13 million copies. This book merges his love of leadership theory with his faith, drawing inspiration from Jesus Christ as the ultimate example for leaders to emulate.

The book divides leadership into four domains. The heart and the head deal with internal aspects of leadership. The heart deals with motivations and egos, and the head addresses the leader’s beliefs and theories. Meanwhile, the hands and habits describe external factors of leadership. The hands judge the leader’s actions, and the habits break down daily routines to help the leader succeed. These four domains are viewed through the lens of a servant leader. A servant leader puts the needs of others above his or her own. To be a servant leader is to be like Jesus. These habits are designed to help leaders emulate the qualities of Christ and, in turn, influence those around them to perform better while changing their world for the better. Readers are asked three questions to apply these principles: “Am I a leader?” (p. 4); “Am I willing to follow Jesus as my leadership role model?” (p. 11); and “How do I lead like Jesus?” (p. 19). This work was one of the most important books of its era, inspiring Christians to embrace their leadership potential through the empowerment of Christ.

The book is remarkably practical. The author’s emphasis on internal development helps improve external results. The four domains help leaders evaluate their motivations, values, beliefs, and strategies before assessing their schedules, habits, and other factors. The book’s best contributions are the head and heart domains. If leaders can align their work with their values, they improve their effectiveness because they find purpose in their efforts. Blanchard and Hodges also effectively define, describe, and advocate for the role of the servant leader. Servant leadership is possible when the heart and head domains influence the leader’s “hands” and “habits.” Whether the readers are pastors, business leaders, or congregation members, this accessible work can inspire people from all walks of life to improve their leadership potential.

As with many faith-based leadership resources, more attention is paid to the internal domains than to the external domains. This book is more concerned with developing the reader’s character and purpose than providing specific strategic, managerial, or process advice for leaders. While readers hoping to find specific advice on leading organizations may come away disappointed, those looking for a fresh way to improve themselves and inspire others can benefit from this practical and biblically-based resource.

Critics of modern biblical leadership theory point to the work of Robert Greenleaf and his coining of the term "servant leadership" in the 1960s. Greenleaf's work espoused an idealistic brand of leadership, but it did not reference the biblical text. Furthermore, it could be argued that religious organizations throughout history functioned as ambitiously as their secular counterparts. Critics of biblical servant leadership allege that Christian authors "baptized" Greenleaf's work and ascribed his values to biblical characters. Reformed ministers are particularly critical of this brand of teaching. In Brothers, We Are Not Professionals, by John Piper, the author suggests that “We may think we are centering our lives on God when we are really making Him a means to self-esteem.” Christians comparing their visioning ability to that of Christ would imply that they look to their insight and do not submit to God's will. Critics lumped these kinds of resources in with the prosperity gospel, self-help, and materialistic preaching. Blanchard, Maxwell, and their contemporaries saw their work reproduced and preached with varying levels of effectiveness around the turn of the century. Not all congregations appreciated what they perceived as sermons on professional development. Some asserted that Christ's teachings were packaged and sold for a profit, rather than viewing these resources as a means of attracting professionals to church. Biblical leadership resources offer scriptural and doctrinal applications that help Christians lead with confidence and effectiveness. Books that hold up Jesus as a model risk alienating believers with a more reverential view of their faith. They would simply argue that they cannot lead like Jesus because they are not Jesus. They argue that these comparisons trivialize the deity of Christ and set unrealistic expectations for his followers.

This view would be an unfair characterization of Lead Like Jesus. Though blending leadership and biblical sources is difficult, Blanchard and Hodges provide proper balance and application. This work is not meant to be a theological treatise. Rather, it calls God’s people into action and prepares them to act with the heart and ideals espoused by their inspiration — Jesus Christ.

Blanchard's age and background, coupled with Phil Hodges’ corporate business experience, offer a unique perspective on Christ's teachings. Their application, however, is best-suited for late 20th-century business structures. At the time of the book's publication, pastors and Christian leaders struggled in their ability to reach and engage community leaders. Clergy underwent significant professional development in order to remain relevant to an evolving culture. This resource proved influential in training pastors in this growth area. It remains to be seen whether this work will translate with Gen Y and Gen Z, whose attitudes about organizations and leadership differ from those of their predecessors.

Though the moral and functional failings of religious organizations are well-documented, and leadership theory is easily manipulated for selfish motives, Jesus Christ remains the ultimate standard to which Christians aspire. The four domains provide useful checkpoints for self-assessment and improvement. Servant leadership is also needed in churches, businesses, and communities. Lead Like Jesus continues to inspire people to harness biblical wisdom to make a difference. 

Doctor of Ministry

On Tuesday, I defended my thesis, Integrating Public, Private, and Homeschool Students
Into a Cohesive Youth Ministry at Liberty University. This event marks the end of an amazing journey and the culmination of years of study, research and writing. Thanks to my mentor, Dr. Rick Garner and my reader, Dr. Martin Klauber. Finally, special thanks go to Sharon and Wei, my family and my friends for their support.

 

John Crist Missions Parody

This video is reaching "viral" status and points out some valid critiques of mission trips. It is fitting that this video's platform is on social media because part of its critique is the way social media has influenced modern missions. This post will laugh along with him, painfully acknowledging some of his points. It will also, however, answer some of his remarks.

"Awful Neon Colored T-Shirt"

These are usually worn at the airport to keep track of large traveling parties. They are actually handy for customs and transportation. If needed, shirts should primarily identify the group, but not have condescending, derogatory, or self-promoting text or pictures regarding the trip. They seem juvenile, but don't judge until you are the one holding all the notarized release forms.

"Mission Trip Doesn't Start Until We Get There"

Help the lady with her bags, please.

"Passports and Boys and Girls"

You feel my pain.

"No Spanish"

Need interpreters

"Excessive Rest Days, Shopping and Excursions"

Don't be too soft on them, but realize you are broadening the worldview of many students. If you go that far, don't let them only experience a worksite. You also can't stop teens from buying silly stuff.

"Church in a Different Language"

This remark misses the point of a mission trip. This service is usually a high point. Experiencing worship in a different language and context is powerful for students. They see that they are part of a global church and that the Gospel transcends language and culture. It helps get themselves, and their church, out of a spiritual rut. By the way, it can also be a powerful tool to free the KJV only crowd.

"Painting the School"

This is usually the last part of a partnership. The church pays for construction by local workers, providing employment in addition to the facility. Groups pitching in gives the church ownership of the project and it is designed to build relationships between the two communities. The painting is usually more ceremonial, but it allows the two groups to work together rather than keep it a strict financial relationship. If the work is not meaningful, choose another organization.

"Pictures of Children for our Facebook Profiles"

Keep social media to a minimum. Take pictures for keepsakes and to maintain relationships. Share tasteful pictures and refrain from anything that could be considered exploitative or self-promoting.

Social Media

The internet threatens to trivialize missions and compassion ministries. Sadly, worthy causes are marginalized through over-exposure and poor etiquette by participants. Please do not let online cynicism curtail your passion to serve.

The Great Commission says,

“All authority in heaven and on earth has been given to me. 19 Go therefore and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, 20 teaching them to observe all that I have commanded you. And behold, I am with you always, to the end of the age.”

We need to serve locally, regionally, domestically, and internationally. Discern the right projects, train your team, and serve humbly. Thanks to John for great insights on things we can improve.

The Heart of an Executive: Lessons on Leadership from the Life of King David

The Heart of an Executive: Lessons on Leadership from the Life of King David, is a beneficial resource for leaders of all capacities and contexts. King David’s life offers a wealth of application that serves leaders in business, government, and the church.

Richard D. Phillips, CEO of the Alliance of Confessing Evangelicals, earned an MBA from the Wharton school of business as well as an MDiv from Westminster Theological Seminary. He served in the military before serving in academia at West Point. Phillips draws on his own experience in examining David’s executive leadership. Phillips served in capacities in the military, business, and ministry. These skills give Phillips insight that connects David’s example with 21st-century leadership as Phillips breaks down the style of one of the Bible’s most prominent and influential personalities. Phillips follows David’s rise to power from humble beginnings, defining moments such as defeating Goliath and outmaneuvering Saul, and the leadership challenges that established his legacy. Phillips examines David’s life stages, including preparation, rise, achievement, and passing the torch. Each step provides insight into David’s growth as a leader and an evaluation of his style and decisions.

Philips is careful to balance King David’s successes with his failures. The Bible does not hide the faults of its leaders, providing lessons for future generations. Philips appropriately addresses these issues and leverages them to make his points. His inclusion of David’s sin gives insights into the way personal choices cause professional problems. For example, David’s affair with Bathsheba not only resulted in a murder and the death of his child, but the fallout of that decision also followed David for years. Philips argued that this moral failure played a role in his inability to punish his eldest son for his sexual exploits. This indecision not only humiliated Tamar, but it also set in motion the beginnings of rebellion from his son Absalom. These events not only threatened his position as king, but they even cost him the lives of two more sons. Phillips effectively conveys that no leader is immune from the consequences of his or her decisions. Poor choices made at the height of power can bring down a leader’s reputation, responsibilities, and family.

The events and exploits of King David’s life were well-documented. Generations of leaders gained inspiration from his rise from a lowly shepherd boy, his victory over Goliath, and his role as Israel’s most iconic king. This book’s most exceptional chapter, however, deals with his leadership succession to Solomon. While most pastors and scholars focus on his numerous accomplishments, Phillips points out that, without repentance and humility, David’s life and legacy could have ended broken and heirless. David’s parting words to Solomon in 1 Kings 2:1-4 focus on character issues and commitment to his faith. Phillips points out “Imagine all the advice David might have given: details regarding military tactics, financial secrets, pointers on handling neighboring kings. Instead, he pointed his son in the direction of true strength.” David finished well and bolstered his legacy while focusing his son on the aspects of leadership that matter. Godly character shapes the other areas of leadership and gives purpose to living a life of influence. This exchange with his son gave David peace in his final days. 1 Kings 2:10 says, “Then David rested with his fathers and was buried in the City of David.” When leaders serve well, God rewards their faithfulness with feelings of peace and a legacy that lives past their reign.

The other strength of this text examines David’s role as an executive. Phillips’ unique perspective looks more at who David led, rather than at the usual accomplishments showcased in sermons and popular literature. Strategically leading and motivating people distinguishes executives from other leadership roles. David managed successfully in a variety of contexts in spite of professional and personal failures. David’s leadership style, coupled with his commitment to following God’s leading, rallied a nation. These circumstances allowed him to preside over one of the most prosperous and successful seasons in Israel’s history. His reign remains historically influential, and his rule still inspires leaders after thousands of years.

I have only a couple of minor critiques of this book. First, the title includes the description, “Lessons on Leadership from the Life of King David,” yet the first one-third of the book provides profiles of Samuel and King Saul. These profiles are good for context, but they delay the primary material and represent the only cumbersome section of an otherwise enjoyable read. Secondly, David’s patriarchal point of view offers limited application for women. While they can contextualize the examples cross-gender, King David remains a “man” after God’s own heart. The chapters that deal with his abuse of power and sexual misconduct may elicit different responses, depending on gender, life-stage, and upbringing. Little can be done to adapt Old Testament male-dominated settings to 21^st century gender-neutral cultures, but it is worth noting that most of the applications for this book come from a masculine context.

This book balances the qualities of a comprehensive study of David’s life with an accessible leadership resource. Phillips’ writing is compelling, bringing the biblical text to life, rather than dryly extracting nuggets of wisdom into his argument. He balances respect for the source material with writing for a broad audience that might not exclusively be Christians. He conveys relevant business points while simultaneously honoring the text. Meanwhile, he limits devotional material that would alienate general business readers. Readers of this book, however, could gain curiosity and interest in reading the Bible. Seminaries and Christian colleges are a natural fit for this book. Furthermore, churches, denominational entities, and Christian organizations would benefit from Phillips’ insights. This work is scholarly and is written well enough for secular entities to include the book on their reading lists or supplemental source section of syllabi. Phillips’ skilled portrayal of David could present him as a historical case study, opening opportunities for the book to escape the Christian publishing niche.

Leaders of all situations and contexts could benefit from examining the life of David, Israel’s great king. Phillips is careful to include insights into the people who made David successful as well as his achievements. For the public, he ably introduces King David to those unfamiliar with the biblical text. He then lays out a case for David’s inclusion in the lexicon of great historical leaders. Phillips’s scholarly profile satisfies students of leadership theory while piquing the interest of those new to the study of the Old Testament. Leaders, however, do not have to come from a Christian context to appreciate and apply insights from this book.

For Christians, Phillips’ masterful rendering of David’s life and leadership concepts procides balance between biblical scholarship and application point for leaders. King David continues to inspire emerging generations to embrace biblical wisdom as they improve in their acumen and influence their communities for Christ. This book should be required reading for those who desire to pastor or to lead faith-based organizations.

Leadership Secrets of David the King

In Leadership Secrets of David the King, Bob Yandian examines the biblical events surrounding Ziba and Mephibosheth in 2 Samuel through the lens of Psalm 131. The psalm’s humility sets the tone for Yandian’s leadership philosophy. This perspective produces four principles exhibited by King David, “freedom from arrogance,“ “delegation,“ conquering the temper,“ and “following those who came before,“ that can also inspire 21^st-century Christian leaders. He suggests to those who follow these guidelines, “In other words, you too can become a king of kings.“ He means this as a leader of leaders, reserving the title of the King of kings“ for Jesus Christ (74-75). This book follows David’s evolution from a servant of Saul to army commander, to pursuer of God, and finally, to king of kings. This book reveals David’s faults, failures, and shortcomings and explains in explicit detail how David humbly learned from these mistakes and became the metric for all the kings of Israel after him.

Bob Yandian served as pastor of Grace Church in Tulsa, Oklahoma. He attended Southwestern College and graduated from Trinity Bible College. He served as both instructor and dean of instructors at Rhema Bible Training Center in Broken Arrow, Oklahoma. He was also the host of a weekly teaching radio broadcast called “Precepts” with Bob Yandian.

This book is most persuasive when advocating for character development. The author offers helpful advice to emerging leaders. He warns about ascending into power too rapidly. His observations are valuable and discourage rising candidates from succumbing to their ambition and making critical mistakes that limit their potential. His emphasis on humility inspires potential leaders to pursue servant leadership and focus on character over worldly success.

Yandian encourages the idea that “promotion comes by degrees.” He states, “Psalm 131 begins with this phrase to let us know that any rank in life comes over a period of time. … Slow growth allows us to learn valuable lessons on the way up, so once we reach the top, we can stay there and truly enjoy all the benefits” (225-228). The author’s suggestion that younger workers first need time to mature and hone their skills advocates for leaders who are better prepared and have a higher chance of success. This methodical and patient approach toward assuming leadership positions provides sage advice in an age that champions a fast-track mentality.

The four leadership “secrets,” give sound advice. Leaders who are humble, capable of delegation, slow to anger, and respectful of the organization’s history and legacy stand a better chance of success than their counterparts. These principles are relevant to leaders in most disciplines.

Regarding weaknesses, this short but inconsistent resource feels like three separate books rather than a cohesive leadership lesson. Yandian struggles to connect his leadership principles with the source material. The author also fails to connect the relevance of Psalm 131 and the events found in 2 Samuel chapters nine through nineteen.

First, there is the story of Ziba and Mephibosheth. This account compares the attitudes and actions of two men who end up sharing an inheritance. The latter man reflects better character, but his leadership application is inconclusive.

Secondly, Yandian implies that the events surrounding Ziba and Mephibosheth influenced David and served as the inspiration behind Psalm 131. He states, “God’s plan for leadership and advancement is not with the Zibas of life. It is with the Mephibosheths and Davids. This is the story behind Psalm 131” (200-201). The psalm, a song of ascents, exists to encourage the reader to rest in God’s presence. Though Yandian likens Mephibosheth’s patience to this verse, it was not for the reason of promotion or prosperity. While this psalm is of great comfort for people in Mephibosheth’s circumstances, tying the two biblical passages together may be out of context. This psalm, which focuses on David’s humility and reliance on God, can connect to a gradual ascension into leadership, but there is no evidence that it links to the events in 2 Samuel.

Finally, the leadership principles championed by the author give fleeting comparisons to the source text, but there is no direct application. For example, the story of Ziba and Mephibosheth is more of a property dispute than an illustration of leadership development. If the author’s claim is related to Mephibosheth’s growth as a person, it could be argued that, despite his improvements, he lost half of his net worth to a person of questionable character. If David is the focus of this passage, then his haste in decision-making cost his friend’s descendant dearly.

Yandian’s leadership principles are sound, but his choice of relevant biblical references is puzzling. The text feels like the passages were retrofitted into the leadership principles rather than the tenets originating from textual exegesis. While the author’s desire might have been to avoid re-treading mainstream material, the obscurity and brevity of Psalm 131, coupled with the compatibility issues of the story of Ziba and Mephibosheth, produced an uneven and disjointed work. Psalm 25 and Psalm 37 are stronger examples of leadership sources. King David, through his history, his rule, and his writings, represents a vibrant leadership illustration underserved by this book.

This work’s target audience appears to be congregation members or the lay-institute where he teaches. Yandian’s book is short and conversational in tone. It is not suited for an academic setting. The book is not well written. Mistakes include misspelled names, punctuation errors, and passive voice. He struggles to connect leadership principles to the source material, and Yandian’s exposition of the text better serves devotional application than academic rigor. Students interested in studying a leadership profile of King David should read “The Heart of an Executive: Lessons on Leadership from the Life of King David.” Richard Phillips’ excellent text offers a greater breadth of biblical scholarship coupled with application to the role of an executive. By contrast, Yandian’s text is too narrow and too dependent on obscure sources.

While Yandain’s advocacy of humility, delegation, temperance, and legacy are quality attributes that would benefit leaders, better biblically-based resources exist from which leaders could glean inspiration.

Double Book Review

Today, I post two reviews of books profiling the life and leadership of King David. “The Heart of an Executive: Lessons on Leadership from the Life of King David” by Richard Phillips and Leadership Secrets of David the King, by Bob Yandian give different views of King David. I hope you enjoy the reviews.

New Podcast Episode

This podcast was fun to record. Stephen and I discuss some crazy ministry experiences. It was a fun way to end the summer.

https://www.podomatic.com/podcasts/dontpanic/episodes/2017-08-12T06_47_21-07_00

Leadership Without Easy Answers, written in 1998 by Harvard instructor and businessman, Ronald Heifetz, served as a landmark resource in the emerging field of leadership studies. This text proved influential in the study of transformational leadership and laid a foundation for others to expand on his theories.

Central to his philosophy is the conviction that leadership is an activity as opposed to a position or trait. Heifetz rejects the notion of the "Great Man," who relies on his innate ability or the concept of "positional leadership" that bestows unquestioned power. He counters these views by pointing out that talented people fail and not all individuals in authority lead. He introduced a theory that created a distinction between technical and adaptive problems. While Technical difficulties are overcome with competence and supervision, adaptive problems require ingenuity because they address the disparity between values and circumstances. Leaders must be resourceful when correcting these issues and wisely distribute assets to alleviate needs. They must also recognize that adaptive problems are often behavioral. He asks, “Does making progress on this problem require changes in people’s values, attitudes, or habits of behavior?” These traits are separate from traditional skill sets. Thus, adaptation is necessary to produce better results.

In Part II of the book, Heifetz teaches how to Lead from Authority. He mobilizes adaptive work by encouraging leaders to establish order by orienting people into their places and roles, controlling internal conflict, and establishing and maintaining norms. He emphasizes the importance of trust, stating, “Trust in authority relationships is a matter of predictability along two dimensions: values and skills.” Trust allows leaders to apply tension to the process without losing his team
Heifetz examines the role of pacing and attention. “Pacing consisted of gauging the correlation between how much pressure the family could stand, and the next piece of adaptive work could generate.” Meanwhile, “Attention is the currency of leadership. Getting people to pay attention to tough issues rather than diversions is the heart of the strategy.” These two factors are important for the leaders because they significantly influence morale and job performance.

Leaders must choose a decision-making process; autocratic, consultative, participative, or consensual. Leaders also place themselves in one of three positions when addressing a problem, circumvention, frontal challenge, or riding the wave. These methods greatly influence the outcome of the project, and they require sound judgment to prevent setbacks.

Crises provide authority figures with more power and distress can enhance their visibility and impact. What is often perceived as a weakness can be leveraged into a force for change. Leaders who correctly harness crises earn credibility while also guiding people in making difficult decisions.
“Exercising leadership from a position of authority in adaptive situations means going against the grain.” Five strategic principles of leadership.; Identify the adaptive challenge, keep the level of stress within a tolerable range of doing adaptive work, focus attention on ripening issues and not stress-reducing distractions, give the work back to the people, but at a rate they can stand, and protect voices of leadership without authority.

In Part III of the book, Heifetz teaches leaders how to Lead without Authority. Heifetz draws a distinction between leadership and authority. He challenged the conventional wisdom of his day that could not separate these two. Heifetz uses examples of marginalized groups that wielded substantial influence to prove his point that leadership is not always hierarchical. Women and minorities, in particular, serve as an example of people with little power significantly influencing the decision makers of their day. Gandhi serves as the key example of this type work in India. While he did not hold any official authority, he wielded tremendous influence on his culture. Heifetz separates authority into formal and informal, with formal authority serving as positional, while informal authority permeates from personal integrity, credibility, and ability. He also examines the interdependent relationship between leaders and followers who are bound together by mutual interests and skills to reach a common goal.

In Part IV of the book, Heifetz teaches leaders how to Stay Alive. “Leaders and authority figures get attacked, dismissed, silenced, and sometimes assassinated because they come to represent loss, real or perceived, to those members of the community who feel that they have gotten, or might get, the bad end of the bargain.” Heifetz encourages leaders to “get on the balcony,” distinguish between themselves and their role, externalizing conflict and give it back to its rightful owners, identifying and sharing the burdens with partners, finding a sanctuary, and preserving a sense of purpose.
Leadership Without Easy Answers earns its acclaim because it influenced a generation of leaders to embrace difficult circumstances, understand and harness authority, examine the relationship between leader and follower and survive their position long enough to make a maximum impact. Heifetz, gives precise, albeit dated, examples of his theories, utilizing presidential, civil rights, and other leaders in case studies. His examination of the effectiveness of Gandhi and Martin Luther King Jr. without formal leadership was insightful. Similarly, his description of Lyndon B. Johnson and Richard Nixon’s lack of adaptation during times of difficulty provides sound advice for leaders who find themselves in similar circumstances.

Heifetz’s theories of authority, power, and conflict are valuable to emerging leaders. His definition of authority was helpful, though his comparisons between human and animal behavior were contrived. Nevertheless, defining and describing authority gives leaders insights and prevents them from abusing their position. He teaches that power is used for good and positive influence as opposed to the tyranny associated with the term. Power is necessary to accomplish goals, but it is not the end goal of leadership. Heifetz’s best contribution is in the area of conflict. Leaders struggle when stability is the chief goal. Heifetz asserts that there is nothing ideal about stability and that it can stifle growth and creativity. Conflict is unavoidable and rarely resolved. Therefore, the presence of conflict is more of a daily reality than an indictment on a leader’s ability. This fact frees leaders who feel paralyzed by the need to avoid conflict, and it emboldens them to challenge their organization toward better performance. Leaders are defined by their willingness to step into uncertain circumstances and provide strong direction without guarantees of success. Heifetz’s organizational advice gives practical steps to take on conflict with maximum chances for success.

As its title indicates, Leadership Without Easy Answers provides excellent insights into leading in a volatile world. Heifetz gives helpful advice, but never deviates from the narrative that leadership requires sacrifice and savvy to survive to gain maximum influence. This book is highly recommended to teach emerging leaders the challenges of leadership as well as to encourage seasoned leaders in challenging times.

Washington D.C. Institute 2017

I recently attended the Washington D.C. Institute for the Dallas Baptist University Ph.D. in Leadership program. It was an enjoyable experience as I was able to study leadership in the context of Washington D.C., Annapolis, Philadelphia, and Gettysburg. We considered great leaders who shaped our country and also examined leadership in light of our faith heritage.

My research on Dr. Martin Luther King Jr. provided a new lens to view the entire D.C. cohort experience through the Civil Rights Movement. Every monument bore some relevance to King’s legacy. Whether the founding of America under the premise of all men being created equal, Lincoln’s Emancipation Proclamation abolishing slavery, the Civil War, Civil Rights or modern governance, King either furthered the work of those before him or influenced future generations through his efforts. King’s influence was particularly influential on the National Museum of African-American History and Culture, the National Cathedral, and the monument that bears his name. His civil rights work transformed the museum from a display of despair to that of hope and a bright future. Through his sacrifice and his leadership, his people took on insurmountable odds to victory and rewrote American history for the African-American community. The National Cathedral is forever remembered as the last place he preached before his untimely assassination. Finally, his monument serves as a symbolic beacon of hope for those who need to come and not only remember the hard work of the Civil Rights Movement, but also rediscover his speaking, writing, and lasting legacy to inspire the future generations to lead and to love one another.

After my return home, many people have asked me what I was doing in Washington D.C. When asked this question, I answered that I would never lead or preach the same way again. This experience, along with Ronald Heifetz's book, Leadership Without Easy Answers, challenged me to expect more out of myself and what I'm able to accomplish. I desire to be a leader like the people we studied on the trip. Whether Martin Luther King Jr., Abraham Lincoln, or countless other ordinary men and women who rose to their respective leadership roles that changed the world, I desire to use my influence to make the world a better place and bring glory to God.

Heifetz's book discussed the fact that stability is neither good nor evil. The pursuit of security can cause bureaucratic atrophy and sometimes cripple the organization’s growth. Moving forward, I know that if security is not possible, I can make decisive decisions with the confidence of knowing that most leaders face those challenges every day. Presidents, activists, and ordinary people shaped this great nation by sacrificing their stability. Relying on faith inspired them to reach for loftier goals than individual success and stability.

In the future, I may avoid the safe path in favor of the way that I can produce the best results for God's kingdom. 21st-century metrics are more about cultural influence than money, buildings, or worldly success. As I make future decisions, I will weigh which option is more necessary for the glory of God rather than which option provides the most notoriety and stability. This trip also taught me that I have a greater influence and I must answer that call to exegete my culture and help those around me.

New Podcast Episode!

In our latest episode of "Don't Panic," Stephen and I discuss how to handle change with grace and confidence. We also encourage listeners to trust God and look forward with great expectation to a bright future.

https://www.podomatic.com/podcasts/dontpanic/episodes/2017-06-23T16_24_24-07_00

Congrats, Class of 2017!

I've been doing commencement sermons for a long time now. This year's address is my 9th at FBCJ, and I can understand how our senior pastor must feel bringing new life into Easter and Christmas sermons each year for the last 27 years. I have yet to repeat an address, but I had to scour to find just the right information to express myself properly.  I will do something in this message that I rarely do - I am going to illiterate, Church, Challenges, and Charge. I'm going to describe a vision for the church, identify some challenges, and give a charge to congregations and graduates.

CHURCH

I found a pastor who used the perfect analogy I needed to express myself. Colin Hoover describes the church as a family during a big event, such as Christmas or Thanksgiving.  While growing up, my family was scattered, so I relished the opportunity to go to gatherings with extended family. In our household, there would be the different tables, the adults, the adolescents, and the kids.  In the discussions, the adults would usually be politics or current events, the teens would be popular culture, and the kids would be mayhem. Did anyone else have this experience?  It was always a rite of passage to move up to the next table. First from childhood to sitting with the "Big Kids." Secondly, from the teen table to the adult table. That is where we are today. Graduates, at your next holiday, you are a card-carrying adult, and you get to sit at the adult table. The transition may be rough. "What are they talking about?" or adults may keep asking what you plan to do with your life. Stay calm; you will get the hang of it. You may even enjoy the conversation. I remember getting called up to the "bigs." It's different. Sometimes, you look down at the teen table and wish you could stay there with the younger cousins. Some of you may get temporarily kicked down to the kid's table if the transition doesn't go as smoothly as planned. Either way, you will eventually grow into this new role, and you will find it rewarding and enjoyable.
This table is not just a metaphor for our families and communities; it is a picture of the Body of Christ found in 1 Corinthians 12:12-20 as well as the church.

CHALLENGE

There are, however, challenges to accomplishing this task. Studies indicate that emerging generations are leaving the church at an alarming rate. At least I know that is a popular narrative. When I examine the church's struggle to retain the upcoming generations, I can't help but think "They don't have a seat at the table." Hoover points out that it is almost as if the young adult leaves the teen table to sit at the adult table and there are no more places left. Through the years, I've seen students struggle to make their way in their new role and environment. If we as the church are not intentional about engaging these students, they walk away feeling like they are not needed or wanted.
There are many books written about the Millennials, who I saw all the way to adulthood. I came upon a familiar passage in my quiet time last month, and a couple of verses reminded me of this generation's struggle. If you remember, the Parable of the Talents, the master gives one servant five talents and he earns five more, he gives another servant three talents, and he earns three more. Finally, he gives the last servant a single talent. Many know how this story ends. Matthew 25:24-25 offers the servant’s reply that echo’s the sentiment of many graduates I have known through the years. This servant is so disillusioned and frustrated by what he sees as an inferior talent, that he squanders the opportunity to use and multiply his talent. While this parable is usually a tale to prevent sloth and laziness, I want to challenge our church family and find people convinced that their contributions here are inadequate or unwanted.

Graduates, there will be setbacks that will challenge you and make you want to give up on yourself or your faith. In these moments, cling to God and continue to follow his path. Do not let any experience or feeling prevent you from realizing your potential and serving the body of Christ.

CHARGE

My charge, first to the church, is to help welcome rising generations into our church family. They represent future deacons, teachers, and leaders growing up before our very eyes. As we set our vision looking forward, we need to bathe our young people in prayer, meet their needs, identify their giftings, and involve them in the life of our church. We must honor the past and look to the future so these young people can walk serve as the next generation of Christian leaders.
Graduates, regarding the church, you need to understand that you aren't finished yet. Adults still have much to teach you. Using the table analogy, you don't pop up to the head of the table and start carving the turkey. There is still much to learn. Take my advice and find a mentor or two who can walk you through life's challenges and build you up and prepare you for the road ahead. You are entering a new and uncertain world, full of obstacles and pitfalls. As you seek your identity as an adult, cling to your faith. Many identify themselves according to how they look, what they have, what they can do, or what they desire. Remember that your true identity is in Christ and he will see you through this transition.

Welcome to the adult table, Class of 2017. I can’t wait to see what is in store for you.

A NOTE OF ENCOURAGEMENT TO GEN X

I am a proud Gen X, raised on television, movie theaters, shopping malls, and arcades. The late 20th Century was a unique time to spend my formative years. The world changed rapidly with the onset of the tech boom, end of the Cold War, and the evolution of American attitudes toward race and gender. There were challenges for my generation, many of which grew up as “latch-key” kids. “Work-life balance” was in its infancy and many Gen X took to cable television the way the Millennials take to their smartphones. MTV was a cultural phenomenon – a one stop channel that dictated the songs we heard, the movies we watched, and the clothes we wore.  For adults who grew up in that age, MTV served as the common ground and served as our “social media.” For the first time, popular culture came to teens and young adults 24-hours a day and a generation viewed the world’s happenings through MTV’s lens. From its campy inception to its musical heyday, to its scripted programming, to the pioneering of reality television, the network was there for pop culture events as well as historical milestones such as elections or 911. The musicians and celebrities featured on MTV took on a more intimate relationship with audiences because they grew up with us in our living rooms. They sparked our debates and inspired our creativity.

Today, I am attempting to write a note of encouragement to a generation that has lost many of its best and brightest at an early age. While the Boomers lost the likes of Hendrix, Joplin, Moon, and Morrison, Xers find themselves in similar grief over the passing of their childhood. River Phoenix, Cliff Burton. Brandon Lee, Easy-E, Tupac Shakur, Selena Quintanilla, Kurt Kobain, and Princess Diana tragically left us in their prime. As the 21st century unfolded, the stars of our youth continued to struggle. As the internet exploded, Xers became accustomed to the latest eulogy of our favorite musicians, artists, and celebs appearing on our morning homepage or news-feed. In recent months, Boomer Icons such as Prince and Robin Williams experienced tragic fates, and today, I heard the news that fellow, Xer, Chris Cornell left us as well. The Grunge Movement of my early adulthood that defined youthful angst had now lost arguably it's two most influential front-men to tragic causes. Cynics will blame the culture for this problem, but I see the humanity past the stereotype. Behind the celebrity and the hype, we identified with them as people who were experiencing the same cultural phenomenon. My heart goes out to Cornell's family as well as a generation who ushered Seattle culture and flannel into fashion.

Xers have defied the odds by shedding our “slacker” label to become hard-working families with work-life balance. In these moments, we need to comfort one another, reach out to the grieving families, remember the positive, offer hope, and remind ourselves to look for and reach out to those we suspect need help. These events do not define us. We must continue to defy the odds and prevent these kinds of tragedies from happening in the future.

https://www.nytimes.com/2017/05/18/arts/music/chris-cornell-dead-soundgarden.html?_r=0

Welcome to my blog! This forum will allow me to offer cultural observations from decades of ministry, educational endeavors, world travel, and personal relationships. Posts will range from musings and observations to commentary on world events. Thanks for stopping by. I look forward to hearing from you.