Ambition’s evil cousins

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One of my favorite topics to blog on is ambition. It’s so misunderstood among Christians today, and when the topic is misunderstood, it’s either avoided or piously denied. When the topic is avoided, it doesn’t go away; it goes underground. When it goes underground, it becomes weaponized.

Martin Luther once said, “If you’re going to sin, sin boldly.” That’s not how most churches and Christian organizations operate today. His point was that overt sin is better because it comes to light quickly and can be covered by grace. In contrast, western Christianity has been boiled down to Niceness and the appearance of godliness. The result is that sins have a caste system: there’s no room for overt sins while covert sins are tolerated.

A friend who reads this blog referred me to Rescuing Ambition, by Dave Harvey. As I enjoyed Harvey’s marriage book, When Sinners Say I Do, I figured correctly that I’d enjoy this one. Harvey did his research. He really unpacks the roots of ambition and what the Bible has to say about it. Harvey says ambition is hardwired into all of us. At its heart, ambition is a quest for glory. The question is whether we will pursue God’s glory or corrupt it in the pursuit of our own glory.

Harvey refers us to James 3:13-17, where the early leader of the church in Jerusalem talks about the results of ambition going bad. I’ve always categorized this passage under “wisdom” and therefore missed the important message it makes about perverted ambition.

13 If you are wise and understand God’s ways, prove it by living an honorable life, doing good works with the humility that comes from wisdom. 14 But if you are bitterly jealous and there is selfish ambition in your heart, don’t cover up the truth with boasting and lying. 15 For jealousy and selfishness are not God’s kind of wisdom. Such things are earthly, unspiritual, and demonic. 16 For wherever there is jealousy and selfish ambition, there you will find disorder and evil of every kind. 17 But the wisdom from above is first of all pure. It is also peace loving, gentle at all times, and willing to yield to others. It is full of mercy and good deeds. It shows no favoritism and is always sincere.

Harvey says the word for “selfish ambition” refers to demeaning yourself for gain, like a politician or prostitute. He suggests the word picture that this kind of ambition shrinks our souls.

Let’s look at some of ambition’s cousins. Three times James pairs selfish ambition with jealousy. Why? Because the pursuit of your own glory will always find others to be a threat. Boasting and lying are likewise a pair of troublemakers, usually required for inflating your own sense of importance and glory. Then along come disorder and evil of every kind. Do you see the progression? It’s like a mud slide. Ambition doesn’t always start selfishly, and no one seeks disorder and evil. But when ambition is corrupted, eventually all kinds of evil join it as it slides.

Likewise, hidden ambition leads to nasty sins like false humility, gossip and slander. These sins are far too common in church and Christian organizations today. Somehow they’re tolerated. So I enjoyed hearing Dave Ramsey a few years ago share about how he runs his company. The first incident of gossip goes in your record. The second one means termination. The result is a very healthy organizational culture.

James doesn’t pull punches: “Such things are earthly.” They have no place in God’s kingdom. “Such things are unspiritual.” They have no place in church or Christian organizations. “Such things are demonic.” Their root is in the one who is seeking to destroy us.

When WHY and HOW get together

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I want to look at two more partnerships where one leader clearly eclipsed the other, but couldn’t have been successful without the other guy. In both cases, one had the clear ability to originate vision but didn’t have the ability to make it happen without his older brother.

The spokesman

In the third and fourth chapters of Exodus, when God appeared to Moses to tell him that “I have seen” the oppression of Israel and “I have come down to rescue them,” Moses prepared to watch the fireworks. But he didn’t like God’s conclusion: “Now go, for I am sending you to Pharaoh. You must lead my people Israel out of Egypt.” Nice twist at the end. Total set up.

Moses reacted badly. He argued for an entire chapter before closing with his speech impediment and begging God to send someone else. But God didn’t relent, instead pairing him with his brother Aaron as his mouthpiece. “You will stand in the place of God for him, telling him what to say.” As Moses whispered the WHY in his ear, Aaron spent the next 16 chapters making the public speeches. Eventually, Moses appears to have gathered the courage to make the speeches himself, but the partnership was cemented by that point. Moses became CEO and judge while his brother became high priest, together leading the people through 40 years of preparation for getting their own land. Moses gets the credit, but clearly wouldn’t have had the confidence if he hadn’t had a confidante working shoulder to shoulder with him.

The older Disney

“If it hadn’t been for my big brother, I’d have been in jail several times for checks bouncing,” Walt Disney said in 1957. Roy was a banker, eight years older than Walt but in awe of Walt’s talent and imagination. He quit his job to follow Walt’s WHY, because he knew someone needed to guard against Walt’s tendency toward risk and neglecting business affairs. As one biographer put it, “Walt Disney dreamed, drew and imagined. Roy stayed in the shadow, forming an empire.” While Walt created Mickey Mouse, Roy started the distribution company and the merchandising business that made him so widely loved.

After recounting this powerful Disney collaboration in Start with Why, Simon Sinek concludes:

In nearly every case of a person or an organization that has gone on to inspire people and do great things, there exists this special partnership between WHY and HOW.

Bill Gates and Paul Allen. Herb Kelleher and Rollin King. Martin Luther King Jr. and Ralph Abernathy, who would follow up King’s inspiring speeches with the line, “let me tell you what that means for tomorrow morning.” So, let’s hear it for the HOW guy. WHY guys would be nothing without them.

What’s your WHY?

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Six months ago, goosemedia suggested I read Start with Why, by Simon Sinek. It’s a book that analyzes the success of companies like Southwest Airlines and Apple and the success of leaders like Martin Luther King. All of them started with their WHY — the cause or reason for their existence — before figuring out their HOW or WHAT.

Let me use one of Sinek’s examples to illustrate his point. In the early parts of the 20th century, a small handful of companies dominated the railroad industry. They seemed invincible. But they defined themselves by WHAT they did rather than WHY. If they had defined themselves as being in the mass transportation business, Sinek says, those big railroad companies might own all the airlines today. Instead, someone else stole the opportunity while they became irrelevant. I was just reading last week that both United Airlines and Continental Airlines had their roots in postal transportation. I suspect that those early aviation companies articulated their WHY in terms of fast and reliable delivery, so they were able to easily make the jump to flying people instead of packages. I would argue that those two companies have now defined themselves by their WHAT, but I’m watching their potential merger with interest.

In contrast, take this statement from Colleen Barrett, former CEO of Southwest Airlines: “We’re a customer service company that just happens to fly airplanes.” The way Sinek puts it is: “Southwest was not built to be an airline. It was built to champion a cause. They just happened to use an airline to do it.”

I recently heard Wycliffe USA’s president observe with amusement that our partners view SIL, Wycliffe and The Seed Company as leaders in orality. Remarkable considering where we were only a few years ago. Our WHAT has long been printed Bibles. That’s what people picture when they hear “Bible translation.” But Wycliffe has a clear WHY: to give this generation access to God’s Word, and to do it because we desire God to be glorified among the nations and because the last, the lost and the least deserve just as much as we do to know the God who created them speaks their language. We’re also about the transformation that happens as a result of God’s Word. As long as we’re about WHY, then we’ll embrace new media and new methods quickly and effectively in our hunger to accomplish that purpose.

Do you know your WHY? Do you know it on an organizational level? Do you know it on a personal level?

Let’s hear it for the other guy!

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I heard an interesting description of a leader a while ago: leaders create heroes. Now, there’s no sense in creating heroes out of celebrities. Too many people already do that, to their detriment. Instead, leaders notice the little guy and elevate him to heroic status.

I’ve been fascinated recently with the fact that breakthroughs don’t usually happen to individuals alone. There’s often another person involved, and it’s the synergy of their giftings that creates the breakthrough. Some get headlines together. Hewlett and Packard go together like peanut butter and jelly. Paul and Barnabas are like love and marriage. But they are the exceptions. Most often, one gets all the headlines while the other’s contribution goes unnoticed. Following with my last post on acknowledging those who make silent contributions, I want to spend a few minutes heralding “the other guy.”

The other Steve

A 25-year-old engineer at Hewlett-Packard, Steve Wozniak was using his spare time to design a language interpreter for a new 8-bit microprocessor called the MOS 6502. But even though the motherboard he created was smaller and less complex than other kits on the market, and even though Wozniak gave away the schematics for free, hobbyists still found the board difficult to build. So Woz and his high school pal Steve Jobs, who was working at Atari, decided to sell preassembled boards—which they dubbed the Apple I. They built them at night in Jobs’ parents’ garage, paying Jobs’ sister $1 a board to insert chips. In 1976, they produced 200 units and sold 150 of them for $500 apiece. (From WIRED magazine, courtesy of Creative Leadership by Tony Kim)

The Bible translation promoter

L.L. Legters was a Presbyterian minister who served among Comanche Indians, then on the east coast, and then as an itinerant speaker at church mission conferences. He made trips throughout South America in order to document the spiritual needs of language groups, challenging churches back home to pray and to act on their behalf. In 1921, he spoke to a Cakchiquel Indian audience at a Bible conference in Guatemala. Translating for him was Cameron Townsend. The two men got along well. Townsend told Legters of his passion for Guatemala’s distinct language groups. Legters, in turn, amazed Townsend by reporting about the hundreds of unevangelized language groups which he had seen and heard about in South and Central America alone — none of whom had a single page of God’s Word. He also mentioned the countless unreached groups reportedly living in other parts of the world. The two men talked and prayed about the obvious need for thousands of new Bible translations. By faith, they determined to do something about this pressing need.

Townsend agreed to work on a Cakchiquel translation of the New Testament, keenly aware that he lacked academic preparation for work in the field of linguistics. Legters agreed to promote the cause of unreached peoples and to raise money for Townsend’s Cakchiquel translation project at church mission conferences back in the United States. In the process of keeping his part of the bargain, Legters set up a new organization called the “Pioneer Mission Agency,” the roots of Wycliffe Bible Translators. (From The Network for Strategic Missions)

Both Wozniak and Legters fell to the side as their charasmatic, innovative partners grew in renown. But Apple and Wycliffe could not have become what they’ve become without their solid contribution. So, here’s to the small people!

Theology: spiritual gifts are for followers, too

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What about the theological belief that the Holy Spirit empowers believers and gives spiritual gifts to all who know him? In John 16, Jesus unpacks the Holy Spirit for the disciples he leaves behind, promising that they’ll be even better off with God-as-Spirit than with God-in-human-form.

Certainly, the idea that the Holy Spirit works in and flows through a leader has implications on a leader’s role. Many have written on this subject. In fact, our leadership book discussion group at Wycliffe is getting ready to read Bill Hybels’ The Power of a Whisper. I may have more to say about the leader’s need for discernment and his role in “drafting the Holy Spirit” after I’ve read that book. Instead, I want to focus for a minute on another question.

What does it mean for a leader that every believer has spiritual gifts? It means all followers are empowered. First, leaders must listen to their followers, because the Holy Spirit might speak through a prophetic gift or someone with a gift that complements the leader’s blind spot. Second, leadership is just one part of the body. Just because there are fewer heads than fingers doesn’t mean the head is more important or any less needed. That’s hard for most leaders to believe. Leadership seems a more important gifting.

But leadership is just one of the spiritual gifts mentioned in Romans 12 and I Corinthians 12. It is not given special prominence in the Bible; in fact, leadership falls under the principle that “the last shall be first, and the first shall be last.” Certainly, Jesus said that leaders shouldn’t “lord it over people” but should be “servant of all.” So where do we get the idea that leaders should be rewarded disproportionately to other gift-holders?

Let me offer a biblical perspective on leadership from Fast Company magazine. Yes, you read that right. Fast Company. Author Nancy Lubin offers this zinger in the midst of her article, “Do Something: Let’s Hear it for the Little Guys”:

The working world would be a happier place if more of us aspired to roles that were just right — if we valued job fit and performance at every level and stopped overemphasizing the very top.

Lubin says we should honor chief operating officers, midlevel managers and staffers. She would probably add career placement people, whose job it is to get staff into the right positions. So, let’s hear it for the followers!

I think Lubin has a little prophet in her:

The underappreciation of followers has a major bottom-line consequence: crazy redundancy. You can see it in the not-for-profit sector, which has a gazillion little organizations replicating one another. We all want to run our own thing, so not-for-profits never die. As a result, we have huge inefficiency and ridiculous amounts of overlap in the sector. This is wasteful, and this is fundamentally bad business.

When you consider Christian non-profits, it also reflects a lack of unity. Considering that Christ said the world would know we are Christians if we’re unified, Lubin’s statement is a complete indictment of Christian leadership. So, a failure to understand that the Holy Spirit has empowered all believers leads to a misunderstanding of the importance of followers. Bad theology leads to misprioritized values, pride, redundancy and waste, not to mention derailing our witness.

Theology: no answer but Jesus

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What are the implications of the fact that God sent Jesus into the world to redeem us? First, it speaks to our worth. The God who created us in his image felt that we were worth redeeming. He died for our sins, instead of us, to reconcile us to God and to each other. None of us will ever understand that sacrifice by a holy God. So, we are valuable. Remember that as we consider this next part.

Second, according to James Plueddemann, because we are all broken and sinful, “all the problems in the world are directly or indirectly caused by sin.” Poverty, war, greed, injustice, illness and tragedies of every kind stem from a broken creation spoiled by sin. Therefore, government or business solutions are like applying a topical cream to treat cancer.

Jesus is the only solution to the sin problem… so the most competent leader in the world cannot solve any major problem without the gospel of Jesus.

The gospel alone — God rescuing us from our brokenness — is the answer for the deepest needs of humans and creation as a whole.

Third, Plueddemann adds, “the goal of leadership is to point people to Jesus.” Rather than work independently, we realize we are branches on a vine, and we can do nothing without him (John 15). Rather than draw attention to ourselves, we realize we are nothing without him. Our goal is to co-lead with him, if you will, pointing to him as the solution and primary source of any gifts and ability we have or success we enjoy.

Fourth, leaders have a model for their own leadership style. Jesus is the ideal leader who modeled servant leadership, an “astounding and universally countercultural” concept. Mark 10:45 lays out the standard for our leadership practice:

For even the Son of Man came not to be served but to serve others and to give his life as a ransom for many.

So, a failure to understand what Jesus did for us leads to the misunderstanding that we are something on our own and down the ugly road of pride. This sure isn’t a feel-good post. I feel really small. Thank God that the gospel doesn’t end with how bad we are. It’s worth reading the first paragraph again.

A theology of leadership

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The best book I’ve read recently on leadership is Leading Across Cultures, by James Plueddemann, former executive director of SIM International. The book is his attempt to cut through cultural variations of leadership and get down to the core of what leadership is before building back out to find culturally-appropriate expressions of leadership. I’ve tried to do this a little by digging into what made me a leader, following Dr. Robert Clinton’s theory in The Making of a Leader. I’ve also tried to develop and articulate my personal philosophy of leadership, as a number of authors have urged. I’ve taught a session on my philosophy of leading in your strengths, leading in your weakness and leading in your context. (I should blog on those for you sometime.) But Plueddemann went deeper: he challenged me to consider my leadership theology.

As a church elder, I’ve had to spend some time trying to figure out theology. I’d never really been interested in theological discussions, thinking them a bit of a waste of time. Why not spend your time applying it instead of arguing it? But it has been helpful for me to dig into what I really believe about God so that I can then realize the implications. That’s what Plueddemann says: your beliefs about God will drive your leadership practices.

Let me provide an example. If we believe that human beings are created in the image of God and will live forever, what are the implications? If we truly believe that, therefore

the primary goal of leadership is to facilitate the development of people so they become all God created them to be. The atheistic philosophy contends that people are expendable for the sake of the government. Christian theology argues that governments come and go, but people live forever. People are more important than institutions, including the organizations we lead.

I’d never really considered that logic. I obviously believe in developing leaders, but I’d never considered why before. Of course, now that I have this foundation, it means that I have probably not gone far enough in my practice. Plueddemann points out one clear application to my task-oriented tendencies:

Effective leaders don’t use people to accomplish the job; instead they use the job to develop people.

It’s worth the time to focus for a couple of posts on some other theological beliefs and how they might apply to leadership. Plueddemann gives the why very succinctly:

The purpose and the worldview of leadership are intertwined. A bad theology of leadership will inevitably result in bad leaders. Leadership grounded in God’s glory and driven by a scriptural worldview is the hope of the global church.

Reading update

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Books I’ve read this quarter:

  • In the Name of Jesus, by Henri Nouwen
  • Leading Across Cultures: Effective Ministry and Mission in the Global Church, by James E. Plueddemann
  • The Speed of Trust, by Stephen M.R. Covey
  • Helping People Win at Work, by Ken Blanchard and Garry Ridge
  • The Scarecrow, by Michael Connelly
  • 9 Dragons, by Michael Connelly

I’m currently reading:

  • Real Leaders Don’t Do PowerPoint, by Christopher Witt
  • Servant Empowered Leadership, by Don Page
  • The Return of the King, by J.R. Tolkien (to my boys)

On my nightstand to read next:

  • Rescuing Ambition, by Dave Harvey
  • First Break All the Rules, by Marcus Buckingham
  • Start with Why, by Simon Sinek
  • Made to Stick, by Chip and Dan Heath
  • The Leadership Challenge, by Kouzes and Posner
  • A Sense of Urgency, by John Kotter
  • Crazy Love, by Francis Chan

Dr. Steve Sample always said you should read the classics. My pastor says it too: read books by dead authors. What classics would you suggest?

Mutuality

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I’ve always seen servant leadership as one-way service. Not sure why, but I suspect it’s a western, individualistic interpretation of service. Perhaps that’s why I’ve had a vague uneasiness with the servant leadership concept. In In the Name of Jesus, Henri Nouwen picks up on some of the shepherding themes I’ve been ruminating on in my studies over the last few weeks. He caught my attention with his thoughts on John 10, about Jesus laying down his life for the sheep.

Nouwen would say my interpretation of servanthood stems from my experience with the professional “civil servants.” For instance, I was watching my flight attendant a week ago as she served passengers, realizing that she was paid to meet the passengers’ needs. But it’s one-directional. It would be very strange for a passenger to try to serve her in return. You just wouldn’t see someone stand up and take her cart and ask her to sit down while they served her — though that would be fun to try sometime!

There is no dependence among nurses, doctors, police or firefighters. No mutuality. Follow Nouwen’s logic here: “Someone serves, someone else is being served, and be sure not to mix up the roles!” That leads to the conclusion that “mutuality can only be seen as weakness and a dangerous form of role confusion.” Therefore servanthood “quickly becomes a subtle way of exercising power over others.”

How on earth can something as humble as servanthood break down into paternalism and authoritarianism? When it doesn’t allow reciprocation.

But it doesn’t have to be that way. Nouwen says that we are to be a radically different kind of servant:

The leadership about which Jesus speaks is of a radically different kind from the leadership being offered by the world. It is a true servant leadership — to use Robert Greenleaf’s term — in which the leader is a vulnerable servant who needs the people as much as they need him or her….

We are not the healers, we are not the reconcilers, we are not the givers of life. We are sinful, broken, vulnerable people who need as much care as anyone we care for…. The mystery is that we have been chosen to make our own limited and very conditional love now the gateway for both the unlimited and unconditional love of God.

How difficult is it for you to become indebted? How difficult is it for you to receive love back again? How difficult is it for you to allow someone to serve you? These are questions that those who enter another culture face on a regular basis. Over and over again, I hear people who return from mission trips say how they thought they were going to bless the people “over there” and they ended up being blessed far more themselves. There’s real power in the “servant” allowing one who has little to give them whatever they do have to offer. To deny that is to begin to slide toward an unhealthy view of oneself.

How much do you open up about your brokenness to those you serve/lead and let them minister to you? Servant leadership is about mutuality.