Leaders aren’t fruit-bearers

What is your leadership philosophy? If you were to take a hard look at your approach to the organizational unit you give leadership to, which of these images best portrays your style?

A Jabuticaba (left), a Coconut Palm (middle) or an Orange Tree (right)?

My leadership style is more like the orange tree. I don’t believe leaders are fruit-bearers, but fruit-cultivators. Let me explain.

My board says that the performance of the organization is equivalent to the performance of the president. That’s a huge job! Certainly it’s a heavier load than one person can carry. So my job is to peel parts of the role away and delegate them to competent people. Then my primary role becomes serving them and making them successful.

As I’ve reflected on this view of leadership, I realized a few things.

1. Fruit shouldn’t grow on the trunk. In a smaller organization or unit, a leader might be busy doing a lot of the work himself or herself. There may be exceptions, but my experience is that even in early stages of organizational growth, a successful leader will not hold onto activities long. Even the youngest orange trees don’t produce oranges next to the trunk. I constantly catch myself engaging in activities I enjoy doing, but which hold up the work of my leadership team, who need my help or energy to fulfill their roles. If I’m really successful at building my team, they will ask me why I’m doing a job rather than delegating it.

2. Building trust is my main line of work. As the primary trunk of the organization, I am uniquely able to spot healthiness and manage communication and resource flow so that I starve or prune leafy limbs and branches that demand resources without producing fruit, while feeding limbs and branches that are capable of producing results (Luke 13:6-9). Any activity that strengthens the cohesiveness of the tree and empowers the supporting limbs is well worth my attention. People often ask me how I get any work done with all the meetings I have to go to. My response is that my real work happens in meetings, because meetings are often the vehicle by which trust is built, communication flows best and a group can move forward together.

3. Leadership grows limbs. Any time I can create a new junction of smaller branches that spread out, the chance of fruit is highest. If I can spur ideas or get people together who can spark new thinking, I’ve best fulfilled my role.

I don’t know about you, but I think that Jabuticaba tree looks wrong. As a metaphor, it reflects an inverted leadership style where the limbs and leafs simply exist to bring resources to the fruit-bearing centre. That centralized style of leadership will leave followers feeling used while wearing out the leader who, as central to every initiative, will become the limiting factor.

Pentecost: When Peter’s world changed

In my last post, I discussed how COVID has shifted our world fundamentally in the economy, the nature of government, the charitable sector and international relations. Into that volatile mix—and since I published that blog post—a new force for change is sweeping the U.S. and is spilling over to Canada and Europe: the deaths of Ahmaud Arbery and George Floyd have exposed faultlines around systemic, long-term issues of race and equality. The early indications are that long-silent voices have taken this moment to say, “Enough!” We don’t know yet how these protests will shift the direction already being set in motion by COVID. I think my thoughts here are still relevant.

My previous example of a change of eras might seem extreme; the tectonic shifts we’re facing may be big, but they’re existential and therefore much more difficult to define than a global flood. So let’s look at an example centered around the day of Pentecost we just celebrated: Peter in the first few chapters of Acts.

As a student of leadership, I’m fascinated by the transformation in Peter between his betrayal of Jesus and his emergence as bold leader in Acts 2. He’s just been restored by Jesus in John 21 and given a new commission to feed His sheep, but if he’s to take up the mantle of leadership, he feels lacking. So what does he do? 

First, he compresses a few years’ worth of Bible school into one month. Consider the following. 

  • We know Jesus has just spent 40 days opening his followers’ minds to the Scriptures and interpreting what the Old Testament passages said about himself (Luke 24:27,45). I suspect Peter was a sponge, soaking up everything Jesus could offer him.
  • After Jesus leaves the disciples, we know they spend their days in the temple, worshiping (Luke 24:52). And we know a group of them return to the upper room in Jerusalem, devoting themselves to prayer together (Acts 1:13-14). 
  • When Peter finally speaks up in Acts 1 and 2, the frequency with which he tosses out references to Psalm 69, Psalm 109, Joel 2, Psalm 16 and Psalm 110 reflect the way he’s used his time. He couldn’t just flip to the various pages in his Bible; he has likely memorized these passages after hours devouring the scrolls at a synagogue or the temple library.

Then in Acts 2, the day of Pentecost, it’s showtime. The Holy Spirit falls and gives the believers everything Jesus promised: power, gifting, a message and supernatural linguistic ability. With 3,000 new followers, Peter has to figure out what exactly Jesus meant when he charged him to “Feed my sheep.” What was their religious practice going to look like? There are no models for the Church. I’d be very surprised if Jesus spelled out to Peter what church governance and structure he should use. It’s up to Peter and his colleagues to contextualize. As they do this, the sand is shifting under their feet. Peter will have to draw on all of his preparation to meet the needs, challenges and opportunities that are on his doorstep. 

That’s what makes Peter’s era so relevant to leadership today. Let’s look at a few points of application we can draw out of these early days of the Church, as we consider our own place, on the threshold of the post-COVID world, and the frustrations spilling out on the streets. Maybe this is our day of Pentecost.

1. Establish patterns of discernment and attentiveness

There’s a sense of anticipation about Acts 1. Jesus said to remain in Jerusalem until the Holy Spirit comes. Jesus made it clear that Peter’s education would continue after Jesus’ departure, as the Holy Spirit would remind him of all that Jesus said and teach him all things (John 14:26). So the disciples position themselves in the familiar confines of the upper room. These first believers establish an early pattern of devoting themselves to prayer and fellowship (Acts 2:42), and the apostles will later commit themselves to prayer and the ministry of the Word (Acts 6:4). 

The combination of prayer and the ministry of the Word isn’t just about preaching; it includes searching the Old Testament Scriptures and finding application to their situations. That’s what Peter does in Acts 1 when he quotes two Scriptures to support his decision that they should replace Judas among the Twelve. He does it again in the next chapter when he interprets the Spirit’s work at Pentecost as the fulfillment of Joel’s prophecy. 

In a conversation recently about these ideas with leadership consultant Jonathan Wilson  (read more at Lead by Soul), he told me:

one prepares for the future by understanding (or more accurately, discerning) the present. And that’s where Christians have resources that others don’t have, because not only can we do the necessary work of observing and interpreting the various socio-cultural and political dynamics unfolding before us, we have both the Spirit’s enlightening presence as well as theological tools of, e.g. thinking about worldviews and assumptions, about understanding needs, fears and desires, the way societies operate “in the flesh”, etc., that others don’t or can’t readily access. 

Rhythms of discernment and attentiveness are best established before crisis—when intentions are easily discarded and habits remain firmly in place.

2. Hold assumptions loosely

At first, the early Church seems to believe Jesus is coming back right away, perhaps based on Jesus’ ambiguous statements about his return (e.g. John 21:22). To me, that assumption best explains the earliest practices of the Church. They are continually at the temple, praising God (Luke 24:53, Acts 2:46). No need to work, but they do need to eat, so they start selling possessions (Acts 2:45). Their communal living and having everything in common sounds idyllic, but would not be a sustainable model for the future church. 

As each day passes without Christ’s return, the Church leaders have to deal with increasingly complex problems. They need to begin equipping believers for working and living in an increasingly-hostile environment. They shock the community by deploying church discipline (Acts 5). They are forced to find a structure that allows the movement to scale appropriately (Acts 6). They have to start establishing rules and order to these church services. This requires constant re-evaluation of assumptions. 

It’s the same for us today. Strategy and plans that were developed before the pandemic need a critical look to see if they’re relevant anymore. Activities need to be weighed against criteria, such as whether they’re essential to accomplishing the mission and whether they’re the best way to approach something in light of the new realities. All of these assessments start by holding our assumptions loosely, or even deliberately questioning them. 

Wilson says that this is the moment for organizations to use a

combination of strategy and agile methodologies to engage in adaptation and, even, eventually, self-reinvention. It’s actually too early to truly reinvent, as we don’t know what we’re reinventing for, but it isn’t too early to build the capacity and capabilities for quick adaptation that, coupled with the kind of “discerning the times” I mentioned above, equip an organization to reinvent over time.

3. Reframe setbacks as opportunities

The idyllic model for Church of the first few chapters of Acts is built around the favour of the people and the government (Acts 2:47). Persecution, on the other hand, is an external disrupter, scattering the believers. A Church that risked becoming insular and territorial is suddenly thrust into fulfilling Jesus’ mission in Acts 1:8—witnessing throughout Judea and Samaria (Acts 8:1-4). The movement continues to grow in the face of adversity. 

But these shifts bring new grey areas. Now the leaders of the Church need to either establish central control, managing the dispersed Church from Jerusalem, or embrace polycentric ministry, with multiple centres of influence. A combination of factors, such as a coming famine (Acts 11:27-30) and the killing and imprisonment of leaders in Jerusalem (Acts 12:1-5) invert power and allow the dispersed church to minister back up to the mother church.

What new things is God doing right now through COVID? What new doors is he opening that you never dreamed could happen? How do you reframe for your followers the setbacks we’ve faced? Shifting the narrative, and the thought processes behind the stories we tell, is critical to the path your organization will take: either merely trying to revert to normal or keeping the good things that have emerged while remaining open to new ways of structuring and operating for the future.

4. Never stand in God’s way

Then the Holy Spirit leads the Church to expand to include the Gentiles (Acts 10-11). Between a new satellite location in Antioch and Paul’s missionary journeys, a mixed church arises, based on a new identity in Christ rather than race, culture or caste (Gal 3:28). The church council meeting in Acts 15 is a pivotal moment in the Church as they decide whether they will truly become global or remain an offshoot of Judaism.

How does the Church respond? Look at the phrases I highlighted in the following statements and actions:

  • In Acts 10, when the Jewish-background believers are “astonished that the gift of the Holy Spirit had been poured out even on Gentiles,” Peter asks, “Surely no one can stand in the way of their being baptized with water. They have received the Holy Spirit just as we have.” (Acts 10:45,47)
  • When he faces criticism, he then asks: “So if God gave them the same gift he gave us who believed in the Lord Jesus Christ, who was I to think that I could stand in God’s way?” (Acts 11:17)
  • After Paul explains to the Council of Jerusalem that Gentiles are hearing and believing, James concludes they would not make it difficult for the Gentiles who turn to God (Acts 15:19).

All of these phrases are about control. When the Holy Spirit is moving, and your assumptions are challenged, it’s a great principle to not get on the wrong side of an issue if God is on the other side. Rather than standing on principles and trying to fit God into your dogma, rewrite your principles around the movement of God.

So here we are, just after Pentecost, facing an unknown future. What can you do today to prepare yourself for the ambiguity ahead, and the movement of God that seems to accelerate when we stand between eras? Through the help of the Holy Spirit, Peter and his fellow leaders got a lot of decisions right. I pray He helps you do the same.