Humbled!

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Imagine for a minute that you’re the apostle Peter. Jesus has just gone. You are left gazing longingly at the sky, not wanting to release your grip on him, wanting him to stay just a few minutes longer. You’re suddenly not sure what your job is. You spent a lot of years in the family business as an angler. Then this Messiah showed up, saying that you were going to be a fisher of men. Three years later, right before leaving, he changed the metaphor on you and told you that you were going to be a shepherd. However, unlike any other shepherd, you were going to care for people. That sounds like some kind of leadership responsibility, but what on earth kind of job is that?

Imagine further. On the Jerusalem Chamber of Volunteer Organizations website, you see a position posted. Wanted: Leader of Christ’s church in Jerusalem. Something in you stirs, so you begin to put together a resume. What would you put on that resume? Think about your credentials for a minute. What makes you qualified to lead the Church? What would you put down as your purpose statement? How would you “sell yourself” and your qualifications for a job like that?

Absurd, isn’t it?

It’s a role we couldn’t have imagined for the impulsive Peter of the Gospels. Nowhere in those four books do we see any indication that Peter is a servant, a pastor or priest, a humble leader.

It turns out Peter’s best credentials come out of his failures.

In Leading With a Limp, Dan Allender says,

No one is humble by nature…. Humility comes from humiliation, not from the choice to be self-effacing or a strong urge to give others the credit.

Humility that has not come from suffering due to one’s own arrogance is either a pragmatic strategy to get along with others or a natural predilection that seems to befit only a few rare individuals. For most leaders, humility comes only by wounds suffered from foolish falls. (p69-70)

I’ve wrestled with Allender’s words for years, arguing that there has to be another way. After all, doesn’t James 4:10 suggest that you can choose it? “Humble yourselves before the Lord, and he will exalt you.” But the context of this choice to humble yourself is the same as that of the prodigal son in the pig sty or the vindictive Saul blinded and kneeling on the road to Damascus. James is speaking of sinners who repent and grieve their sin. God then picks them up from their knees and exalts them.

My editor, Beth Koehler, offered this insight as we discussed this passage:

We’re talking about repentance and grieving personal sin before the Lord. How difficult it is for any of us, but especially so for leaders. Over and over we see that when leaders repent and grieve sin, their humility leads to a similar response in those they lead. It’s as if some major obstacle to repentance has been removed from the masses.  We see this in the Old Testament. We see it in more recent church history where revivals take place.

A leader’s real power is to be a living, walking example of the gospel.

In John 21, Peter was at a place of repentance and grief. He’d just betrayed his rabbi, his Messiah. Jesus’ response is to come to him on the beach and commission him as a shepherd. “If you love me, feed my sheep.” Somehow, this humbled man ends up leading the church in Jerusalem. Years later, he sends an exhortation to the leaders of the exiled and persecuted church. Peter writes from Rome as a mature believer and elder in the church, a different man from the Peter of the Gospels.

And now, a word to you who are elders in the churches. I, too, am an elder and a witness to the sufferings of Christ. And I, too, will share in his glory when he is revealed to the whole world. As a fellow elder, I appeal to you: Care for the flock that God has entrusted to you. Watch over it willingly, not grudgingly—not for what you will get out of it, but because you are eager to serve God. Don’t lord it over the people assigned to your care, but lead them by your own good example. And when the Great Shepherd appears, you will receive a crown of never-ending glory and honor. (1 Peter 5:1-4)

Peter’s leadership is shaped by his experiences in his early days. As Will Rogers quipped, “Good judgment comes from experience, and a lot of that comes from bad judgment.” Peter made a lot of mistakes, and the advice he gives to leaders reflects the lessons he learned during some of his greatest failures.

Let’s examine a few of the phrases in this passage.

  • “A witness to the sufferings of Christ.” He didn’t intend to be a witness; in John 13:37, he had told Jesus he would die for him. Indeed, while nine of the other disciples immediately ran away, Peter attempted a single-handed defense with a dagger. Jesus’ rebuke forced him to reluctant disengagement. When the mob’s thirst for blood threatened to draw him back in, he finally denied Christ to save himself—his single greatest point of failure.
  • “Care for the flock.” You can just hear Jesus’ words ringing in Peter’s ears decades later: “Feed my sheep!”
  • “Watch over it willingly,” and Peter says it again a few verses later: “Stay alert! Watch out for your great enemy, the devil.” Wasn’t Peter one of the three disciples who fell asleep three times in the Garden of Gethsemane after Jesus told them to keep watch while he prayed?
  • “Don’t lord it over them.” Another harsh lesson. This time the immediate screw-up wasn’t Peter. In Mark 10, James and John had just approached Jesus to seek honour and glory when he sets up his kingdom. Jesus responds that they would join him in drinking his cup (suffering) but it wasn’t up to him who would get glory. Now it’s Peter’s turn:

When the ten other disciples (Peter included) heard what James and John had asked, they were indignant. So Jesus called them together and said, “You know that the rulers in this world lord it over their people, and officials flaunt their authority over those under them. But among you it will be different. Whoever wants to be a leader among you must be your servant, and whoever wants to be first among you must be the slave of everyone else. 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.” (v41-45)

  • “Lead by your own good example.” In John 13, when Jesus took the basin and towel to wash his disciples’ feet, Peter argued at his audacious display of behaviour unbecoming of a leader. Jesus summarized the lesson:

“I have given you an example to follow. Do as I have done to you.” (v15)

Ouch! Peter’s leadership springs out of the bruises remaining from his greatest failures. Gentleness and humility began with his failures and were honed during his leadership of the early church through the peaks of rapid growth and the Holy Spirit’s miraculous power and the deep valleys of persecution, martyrdom and scattering.

It was only after all those experiences that Peter could say, “So humble yourselves under the mighty power of God, and at the right time he will lift you up in honour” (1 Peter 5:6). Peter certainly took a difficult journey to humility. Yes, in the early days the other disciples let him go first. He was the extrovert, he was unafraid. But being outspoken isn’t the same as being a leader. It wasn’t until he went through the darkest point in his life and was restored that we see the beginning of Peter’s journey to bold preacher, leader of men and elder shepherd.

What is your story? Have you gone through a point of failure? How does it shape you today?

Have you taken the time to reflect on your failures and what you can learn from them? Don’t waste those dark moments. They are critical to your character and habits as a leader.

How do I know? Because my own story resembles Peter’s more than I’d like. In my next post, I’ll share my own journey.

Getting the best from your team

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Have you noticed that there’s a shortage of good stories about CEOs that don’t fall into the stereotype of wealthy-fat-cat-who-dodges-taxes-and-treads-on-the-poor? Where are the stories about a corporate or organizational president who wants to do what’s right but runs into constant ethical grey areas, and faces struggles with public perception, morasses with no good outcome and dark nights of the soul—not to mention overcoming his or her own personal weaknesses? The current TV series most benevolent to CEOs is Undercover Boss, in which the big boss risks embarrassment and ridicule as he or she attempts to step into the shoes of an average employee within their own company.

I think my hunger for good president stories led me to dust off The West Wing, the long-running TV series from the 2000s that focused on the staff serving with the president of the United States. The episode I watched last night depicted a White House mired in a controversy that was in large part caused by a president who was less than forthcoming with his own staff, let alone the public. It causes the president’s staff an enormous amount of extra work and personal expense, as they each have to hire their own lawyers. They begin to crack under the stress, and it becomes clear that the core problem is not overwork or personal cost: as loyal as the staff are to their president, they haven’t forgiven the president for not bringing them into the loop earlier. By the end of the episode, the staff entertain a number of possible steps their leader could take to repair the damage.

  • Does he need to commend their hard work and give them some time off?
  • Does he need to apologize and spend some time getting them on the same page again?
  • Does he need to lay out a bold vision for the future that stirs their hearts to get over their personal pain?

President Bartlet does apologize to them as a group, but it feels cursory. Then he moves to inspiration and paints a vision for what they’re going to accomplish in the years ahead – something new and noble and big. Then he says, “Break’s over.” In other words, rather than lighten their load, he increases their capacity to give even more.

Vision does that. It makes a load feel a little bit lighter and in fact reveals that the load-bearer has unknown additional capacity. In her book, Multipliers, Liz Wiseman offers research that says a manager who diminishes staff will only draw out about 45% of their staff’s capacity, while a multiplier will get closer to 90%. But a significant sample in her research suggested the staff actually gave more than 100%. In other words, the leader drew out of them capacity they didn’t even know they had.

I recently read a chapter of Mistakes Leaders Make, in which Dave Kraft says leaders sometimes sacrifice vision for busyness. After all, many who find themselves in leadership positions were promoted because of competence. They love to do the work themselves while their teams struggle because they don’t have the one thing the leader alone can provide: vision. He arrives at one of the best differentiating statements about leadership and management I’ve ever heard:

Biblical leadership is concerned with the future, while management is concerned with the present.

To back up his point, Kraft cites Marcus Buckingham: “What defines a leader is his preoccupation with the future. He is a leader if, and only if, he is able to rally others to the better future he sees.” Kraft concludes, “True leadership is always forward thinking and forward moving.”

So how does an average, life-size leader practice “visioning,” without the benefit of Hollywood script writers and triumphant background music?

Take time to dream. Kraft says visioning is not just one thing a leader does; rather, “a leader’s primary responsibility is to hear from God.” And for most of us, it won’t happen without hard work. A leader has to “set aside time for retreating to dream, think, plan, and pray.” Kraft’s point:

Biblical leadership requires taking time to be in God’s presence often enough to hear from him what he wants to do in the future in your church, ministry or group.

Unlock ability in people. Wiseman says multipliers identify talent, know what they’re capable of, invest in them and create space for them to thrive. In short, they inspire people to offer their best. But they don’t stop there.

Demand their best work. Multipliers follow inspiration with high expectations. They delegate ownership and then hold their staff accountable to the high standard they know they’re capable of. Wiseman says that while the best leader’s desks appear level, in reality they have a distinct slant, where accountability slides back to the person sitting on the other side of the desk. Responsibility is never delegated upward.

It’s the beginning of a new year. I always rebel against the idea of resolutions, but I realize that my practice of reflection at the new year more often than not leads me to set areas of improvement. Let’s just call a resolution a resolution. Here are three areas I want to improve in 2014:

1. Visioning. I think my team needs to hear more vision, and they need to be equipped to share vision and plan for the future with their own teams.

2. Accountability for high expectations. I need to throw greater challenges to my team and hold them accountable. I need to constantly move things off my plate so that I have space for visioning and follow-up.

3. Storytelling. Since storytelling is such an essential tool for conveying vision, I want to invest in my abilities to tell effective stories that inspire, challenge and emote rather than simply conveying information.

How about you? What steps do you need to take to improve your ability to share vision and draw the best out of your team?

By the way, I think President Bartlet went a bit light on his apology. There’s incredible power in apology, and I think he missed an opportunity.

Cautionary lessons from Moses

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I want to spend a bit of time looking at two cautions in the leadership lessons of Numbers 11.

Do we cut God’s abilities short?

God answers the people’s request. He tells them he heard their complaint, and he’ll provide meat. But lest you read tenderness into this “answer to prayer,” God tells them they will have so much meat it will be coming out of their nostrils, and they’ll hate the sight of it! Moses is quick to point out the impracticality of God’s words. As you consider his hesitation and lack of faith, consider his track record with God. In Exodus 3, God said he heard Israel’s cry and had come to rescue them. Then he shocks Moses with his solution: “Now go, for I am sending you to Pharaoh” (v10) Here, when Moses hears God say he’ll provide meat, he’s probably thinking of all the work he’ll have to do to make it happen.

He learns a couple of important principles. One, God doesn’t work in the same way every time. This time is more like the plagues, when Moses sat back and watched. Two, he has to consider this fantastic question: “Has my arm lost its power?” Another version renders it, “Is my arm too short?” This is a very direct challenge to Moses’ faith, and a great question for leaders to consider.

In what ways do we cut short in our minds and in our planning the ability of God to work wonders? In what ways do we take on God’s responsibility as we lead his people (1 Peter 5:2)? It’s a dangerous thing to conclude, “If this is going to happen, I’m going to have to do it myself.” God makes it very personal for Moses: “Now you will see whether or not my word comes true!” (Numbers 11:23)

Do we take God at his word?

God has given us promises as leaders. He has given us general ones through Scripture and when he gives us a vision, he often accompanies it with overt and implied promises that are much more personal in nature. Part of leading is our own faith journey — our ability to take God at his word. This was the challenge Moses experienced at that moment of crisis.

Of course, God comes through in a miraculous way. Can you imagine seeing quail piled three feet deep and stretching a day’s journey in any direction? Can you imagine the number of birds? Moses couldn’t either.

Do our mistakes influence others?

Joshua only shows up once in this story, but there are several important points to consider. As Moses’ assistant “since his youth,” it’s clear that Moses identified his leadership ability early on and has mentored him for several years. But in this instance he earns a rebuke for attempting to protect Moses. Why?

I suspect he’s afraid of insurrection. With all the people whining, there could be danger in the fact that two leaders stayed behind in the camp rather than accept the invitation to join the other 68 at the Tabernacle. So Joshua begs Moses to stop those two from prophesying. Moses, on the other hand, points out that Joshua doesn’t need to be jealous for Moses’s sake. Moses knows he isn’t the point.

In addition to the natural tendency for an assistant to see himself as guardian of his boss’s honour, Matthew Henry suggests that Joshua would have been one of the seventy himself. He may well have been “jealous for the honour of their order.” In that moment, Joshua demonstrates a foundational flaw in his belief system. Could it be that he had a scarcity model, as if God’s Spirit going to others might dilute the power in each individual? Or could it be a desire for control, as if Moses could restrict or put parameters on God’s Spirit? In our most unguarded moments, our core beliefs become evident.

Most importantly, I suspect Joshua heard Moses whining. After all, other passages talk about how Joshua is a witness to the intimate conversations between God and Moses. He was the only other person allowed on Mount Sinai with Moses, and he was often in the tent of meeting as Moses and God talked face-to-face. So it’s reasonable to expect that he heard Moses complaining. While Moses quickly rebounds to leadership form, Joshua doesn’t recover quite as quickly. He’s clearly on the wrong side in this one, and Moses has to rebuke him. It’s a reminder that others can be drawn into and hurt by our sin and weakness. I’m all for vulnerability and modelling, but it can be both instructive and destructive.

The good news is that Joshua made his mistake before he stepped onto the leadership stage himself. It was a learning opportunity. And that is probably the greatest leadership lesson in this passage: we are all learners. Whether we’re already in that position of leadership and influence or on our way, we never stop growing in our understanding of God, our faith in him and our ability to lead. Thank God that he’s not finished with us, and he shows grace to help us learn from our mistakes.

Lead through the Spirit

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There’s another important lesson about leadership in Numbers 11. The passage refers to a “spirit of leadership” resting on the seventy in a way that is far more tangible than I have allowed myself to think of before. Clearly, it’s talking about God’s Spirit falling on and filling individuals in a way that helps them carry the burden of leadership.

To tell you the truth, I have not put a lot of thought into the idea of spirit-filled leadership. In fact, I don’t think I’m alone in being a little nervous about the unpredictability of the Spirit. I like to feel as if I’m in control, but I’m increasingly convinced that my attempts to control actually limit my usefulness and effectiveness. So let me approach this passage with intellectual honesty and try to draw out a few principles all leaders should pay attention to in terms of their need for the Spirit of God. I’m preaching first to myself.

The first principle about the Holy Spirit is that leaders shouldn’t leave home without him. The way God promises to put his Spirit on each of the seventy parallels the experience of the apostles as they prepare to lead the early church. In Acts 1:4, Jesus instructs them not to leave Jerusalem until God sends them his Spirit. Without this critical provision, they will not be able to be witnesses or baptize or teach. So they wait. It’s only when the Holy Spirit falls in Acts 2 that Peter is enabled to step boldly to the microphone and preach a multilingual sermon that results in 3,000 baptisms.

Second, the presence of the Holy Spirit bestows identity and credibility. The unique visible and overt outpouring of the Spirit in the form of prophecy also happened to a young man named Saul in 1 Samuel 10. When Samuel anoints Saul as the first king of Israel, he tells him “the Spirit of the Lord will come powerfully upon you, and you will prophesy… You will be changed into a different person.” The experience is so noteworthy that a proverb was birthed: “Is Saul also among the prophets?”

It is typically as difficult to see the Spirit’s movement as it is to see the wind. So God uses occasional visible evidence of his Spirit to give individuals credibility to lead. In Numbers 11, it affirms the elders’ calling, leaving no doubt as to who was set apart among the seventy. Even the two in the camp get that clear stamp of authority. The passage makes it clear that the ability to prophesy is tangential and temporary. Though the seventy prophesy only once, that is sufficient to establish credibility and reassure that the Spirit’s power is on them. From this launching point, we need to look for the fruit of the Spirit (Gal 5:22-23) and the exercise of the gifts of the Spirit (1 Cor 12) for ongoing evidence that the Spirit is at work in a leader.

This leads to my third principle: the primary purpose of the Spirit’s filling in a leader is equipping. It starts with leaders themselves, but it flows out to their followers. In Numbers 11:17 God tells Moses the Spirit will give the seventy the ability to bear the leadership burden with him. In 1 Samuel 10:7, Samuel tells Saul that God’s presence will enable the new king to do what needs to be done. Rather than simply referring to skill-based or learned leadership that originates from ourselves, this is a leadership that springs forth from God himself. The gift of leadership in Romans 12 is a specific empowering of the Spirit for administration and governance roles. Ephesians 4 makes the purpose of these gifts clear: they are designed “to equip the saints for the work of ministry, for building up the body of Christ” and helping us attain unity, knowledge and maturity (Eph 4:11-13).

The body is a helpful metaphor, as these gifts come with variety. Disciples are transformed into apostles, prophets, evangelists, shepherds and teachers. My personal bent toward the “kingly” roles — motivating and organizing people and sharing vision — needs balancing with other body parts. Leadership should also include “priestly” elements such as caring for and feeding the flock and “prophetic” elements such as discerning issues, understanding the times and rebuking behaviour. The Spirit helps move a leader from administration to the more prophetic task of challenging the status quo. Leading change had better flow out of a response to the Spirit’s prompting, because anyone challenging the way things are is venturing into dangerous territory.

Spirit-empowered leadership should stand out from other forms that lack power. My fourth principle is the untapped secret available to believers called to lead: the Spirit amplifies leadership with immense power. Paul made this point as he asked God to give the Ephesian church “the Spirit of wisdom and revelation”:

I pray that the eyes of your heart may be enlightened in order that you may know… his incomparably great power for us who believe. That power is the same as the mighty strength he exerted when he raised Christ from the dead and seated him at his right hand in the heavenly realms. (Eph 1:17-20, NIV)

The same power that raised Christ from the dead was available to Peter in Acts 2. The transformation in his life must have left his colleagues wondering whether this was the same Peter they knew. Nothing short of Jesus’ resurrection power could have turned the Peter of the gospels into the Rock of the early church.

The same power was available to Moses and the seventy elders. In my next blog post, we’ll look at what Moses learned about that power.

And the same power is available to us as well. Incredible! The question is whether we’re tapping into it. Are we seeking to be spirit-filled leaders?

Leadership lessons from Moses

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I’ve been making my way slowly through the Bible and am currently slogging through Numbers. But you can’t go to sleep on even the difficult books, because you’ll suddenly find a gold mine where you least expect it. Numbers 11 is so packed, I’ve been stuck on it for almost three weeks.

We all know that Moses was a great leader, and his life is chock full of leadership examples. But as with most leaders, a lot of the examples we can learn from come from mistakes and weaknesses. Moses’ life has been laid bare for us, and there are a number of lessons here in this chapter.

Don’t join the whining

We open with verse 4. The first three verses are a preamble full of foreshadowing. The people complain, God’s anger is kindled, and people die. Yet they don’t learn their lesson. They begin to complain again.

Verse 4 says the people “yielded to intense craving” (NKJV) and began to complain. This “lusting” (ESV) originated with the “rabble” living among them – the foreigners who came along with them from Egypt. They’re tired of their daily manna and want meat. Their discontent quickly spreads from the fringes to consume the camp, even tainting Moses.

It seems to be a universal tendency of children to manipulate with tears. Have you ever noticed how children project their crying? When you hear them projecting, rather than sobbing to themselves, you know they’re trying to manipulate. The text here says the people of Israel wept at the doors of their tents. They are not embarrassed; instead, they’re projecting.

And have you ever noticed that non-tonal languages get tonal when it comes to whining? You don’t even need to hear the words. As it does with many parents, the manipulative chorus pushes Moses over the edge.

Moses and God are united in their disgust at what they hear. While the former is aggravated, the latter is described as irate. But then Moses turns and unloads on God. And boy does he whine! He complains about the load he has to carry, about why the responsibility fell on him in the first place, about why God is treating him so badly. Then he takes it over the top: “If this is how you intend to treat me, just go ahead and kill me. Do me a favor and spare me this misery!” (Nu 11:15)

How will an irate God react? Surprisingly, God’s anger disappears. He doesn’t lash out at Moses, his friend. Something about the way Moses says it communicates his vulnerability in that moment, and God provides solutions instead of rebuke. First, he provides a long-term answer. Then he takes responsibility to meet the short-term, tangible need.

Address the systemic problem first

Moses is on a journey in his understanding of leadership. Governing a nation is no small task. You’ll recall the hierarchical judicial system Moses installed on the counsel of his father-in-law (Exodus 18). Now God helps him assemble a distributed executive branch. Instead of trying to run everything himself, his focus should be on seventy elders who can assist in governing the people.

Note that this new system is not really designed to solve the immediate crisis. After all, finding meat is not a problem that is better solved by a committee of seventy instead of one. God chooses first to address the more long-term, systemic issue behind Moses’ rant: the fact that he can’t bear this people alone. It won’t be a quick fix. The “soft skills” of mediation and morale-lifting are among the more difficult tasks of leadership, so Moses will need to invest a lot in these seventy before they can adequately and consistently deal with the hearts of the people. But God opens the door to systemic, foundational improvement.

In my experience, it’s difficult to think about a long-term systemic solution when you’re in a crisis. Leaders who are overwhelmed just want to put the fire out. To put it in Stephen Covey’s terminology (The Seven Habits of Highly Successful People), if you dwell in the quadrant of putting out fires, you’ll spend all your time putting out fires. God is interested in moving Moses’ time and energy into quadrant 2, where he can look at more important issues. God makes this shift before he addresses the immediate need.

Do you see the intimacy in the relationship between Moses and God? Moses can be himself, and he can pour out his frustration on God without fear of reprisal. And God in turn acts to sustain Moses by addressing the core issue before answering Moses’ request. Moses’ success was not about leadership technique that can be turned into formula. His success depended entirely on his relationship with God. That’s the central lesson in my study of Moses.

Next post I’ll turn to the lessons Moses learned about leading through the Spirit.

Leadership in tune with God’s presence

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Of course, God’s presence is not as obvious as it was in Moses’ day. Remember that the context was different. God knew that Moses and his followers needed visual assurance of his presence, so when Israel as a nation first began to experience is active leadership, God gave them the pillar of cloud and fire, the cloud descending during the dedication of the Tabernacle, the bread of the presence and the Ark of the Covenant. In fact, he even provided Moses with a point of focus in Exodus 25:22: God told Moses he would meet with him in the Holy of Holies and speak to him from between the two cherubim carved in its cover.

I wish God didn’t give us the benefit of the doubt that we’re any better at maintaining focus on a God who is not obviously visible. We don’t have the same overt symbols. But God still gives us experiences where his presence is undeniable. These moments of provision and protection serve to build our faith, affirm our calling as leaders and establish our leadership credentials with others. I know some leaders who collect and display in their offices “rocks of remembrance” from various situations and experiences so that they don’t forget.

In the Old Testament, God used physical reminders for both leader and follower alike. The most powerful example is that pillar of cloud and fire. Through 40 years in the wilderness, God built a habit for Israel of actively following his leadership. Consider the implications for leadership and followership in this remarkable passage from Numbers 9:16-23:

This was the regular pattern—at night the cloud that covered the Tabernacle had the appearance of fire. Whenever the cloud lifted from over the sacred tent, the people of Israel would break camp and follow it. And wherever the cloud settled, the people of Israel would set up camp. In this way, they traveled and camped at the Lord’s command wherever he told them to go. Then they remained in their camp as long as the cloud stayed over the Tabernacle. If the cloud remained over the Tabernacle for a long time, the Israelites stayed and performed their duty to the Lord. Sometimes the cloud would stay over the Tabernacle for only a few days, so the people would stay for only a few days, as the Lord commanded. Then at the Lord’s command they would break camp and move on. Sometimes the cloud stayed only overnight and lifted the next morning. But day or night, when the cloud lifted, the people broke camp and moved on. Whether the cloud stayed above the Tabernacle for two days, a month, or a year, the people of Israel stayed in camp and did not move on. But as soon as it lifted, they broke camp and moved on. So they camped or traveled at the Lord’s command, and they did whatever the Lord told them through Moses.

Can you imagine living that way? Day after day, you have no idea when God is going to move and when he’s going to stay put. Each morning, you check to see if God’s Spirit is moving on. You’d surely develop a feeling of never quite being settled. Life would be unpredictable, right?

Let me challenge that. Perhaps the lesson is that you shift your definitions of “settled” and “predictable.” “Settled” no longer means you make it your goal to put down roots on this earth. Instead, you make it your goal to find your security in God’s presence alone. “Predictable” no longer means making plans that start from and centre around you. Instead, your primary plan is to find out what God is doing and join him.

The Israelites were asked to do no less than their patriarch, Abraham, whom God called to leave his land and his father and go where God would lead (Genesis 12). Where was that? Abraham was not told. Hebrews 11:8-10 makes several points about Abraham’s faith:

  • He lived like a foreigner, not considering where he lived at the time to be his real home.
  • He looked forward to his long-term home. He was a citizen of heaven.
  • He lived in tents, ready and mobile when God called him to move on.
  • Even when he arrived at his “promised land,” he continued to live in the pattern he developed on the journey. It was a habit.
  • His kids followed his example. Hebrews says Isaac and Jacob inherited the same promise and likewise lived as nomads in Canaan. Children are keen observers and imitators of the beliefs of their parents when they see it authentically lived out.

So, what can we learn? We, who don’t have such obvious signs of the presence of God, can still live in the same way. That’s where I find Abraham’s example helpful. After all, Abraham’s God wasn’t obvious and visible. I love watching renditions of Bible stories as told through fresh eyes. As I watched an episode on Abraham in the recent The Bible Series on the History channel, it hit me that the people around Abraham, including his wife, likely thought him crazy. Think about it: each time he told them God had spoken to him, they had to have faith as well. His ideas to leave his family and hometown were counter-cultural and made no sense. His idea that God was telling him to sacrifice his son was beyond radical. How did he know so clearly what God was saying, when no one around him could see it or hear it? We’re not told. But I’m absolutely convinced that it only happened because Abraham knew intimately the God who spoke to him and because he walked by faith. He demonstrated complete obedience to what little he knew. And so God continued to lead him.

Just as Moses came to see God as his “promised land,” seeking the presence of God even more than the land promised to him, we can seek to know God and to abide in him as a greater goal than what he provides or promises.

Just as Abraham longed for his eternal home, we can live simply, showing our faith by our priorities and the way we live in this world.

Just as the Israelites built a habit of looking each day for God’s presence, we can grow our ability to recognise God’s fingerprints and the wind of his Spirit in the circumstances around us. When we’re quick to action about the things we know to do, our hearts will be more and more attuned to seeing God moving.

Maybe one day we’ll be able to say with the nomadic Moses,

Lord, through all the generations
you have been our home! (Psalm 90:1)

The secret of our success

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Since we first heard the stories about Jonah in Sunday School, we have learned that God is omnipresent; there is no place we can flee from his presence and no believer in whom he does not dwell. He’s everywhere. But if that’s true, then why do we see phrases such as these throughout Scripture?

The Lord was with…

My presence will go with you…

Lo, I am with you always…

Of course God is with us and goes with us. Right?

If the incredible frequency of these phrases in the Bible weren’t enough to catch my attention, the passion with which certain characters desire that presence certainly did. Consider Moses. He experienced enough of God’s physical presence in the burning bush, column of fire and smoke and face to face encounters that he wasn’t about to go anywhere without God’s presence. He argued, “If your presence will not go with me, do not bring us up from here. For how shall it be known that I have found favor in your sight, I and your people? Is it not in your going with us, so that we are distinct, I and your people, from every other people on the face of the earth?” (Exodus 33:15-16)

David is another leader who knew clearly that his success came from God’s presence. “The Lord was with him but had departed from Saul…. And David had success in all his undertakings, for the Lord was with him. And when Saul saw that he had great success, he stood in fearful awe of him.” (1 Samuel 18:12-16) No wonder, then, that after sinning with Bathsheba, David feared God would cast him out of his presence or take the Holy Spirit from him (Psalm 51:11). He was nothing without God’s presence.

I have a couple of foundational questions. If God is everywhere, why do we need to assure he’s present in our venture? And how can an omnipresent God remove his presence? These are critical questions for leaders, because if we don’t understand why Moses and David refused to lead without God’s presence, we lead at our own peril. Let’s look at a couple of things leaders need to understand.

Who gets the credit

There’s clearly some specific manifestation of God’s presence that gives a leader success. In addition to Moses and David, the Old Testament credits God’s presence as the secret to the success of Joseph (Gen 39:3,21), Joshua (Josh 6:27), Samuel (1 Sam 3:19), Hezekiah (2 Kings 18:7), Phinehas (1 Chron 9:20), John the Baptist (Luke 1:66) and Stephen (Acts 11:24). When I look back, I can see that, just as God was with Joseph in slavery, in prison and in the highest political office, he has given me success throughout my career, from the lows to the highs. I’ve seen problems solved through ideas that came to me in the middle of the night, I’ve seen doors open at just the right time and I’ve seen God give me favour in relationships that have advanced my career. I dare not claim any credit for those situations; the Lord was with me.

The key to effectiveness

The New Testament provides warnings and promises linking his presence to mission and leadership effectiveness. When Jesus commissions his disciples to be his witnesses, he promises his presence. As you go to baptize and make disciples, he says, “be sure of this: I am with you always, even to the end of the age.” (Matthew 28:20) A short time later, as he prepares to leave them, Jesus warns them not to try to be witnesses until he sends the Holy Spirit (Acts 1:4-5). It’s only when the baptism of the Spirit falls on them that their mission begins.

In John 15, Jesus offered the image of a grapevine to talk about proximity to him, promising fruitfulness when we “abide in him” and he in us. While this idea of dwelling or remaining suggests sitting still, that’s not the point. God is always at work, and it’s far more effective to join him in that work than to stray from his life-giving power. Remember, he promised in Matthew 28 to be with us as we go on his mission. But Jesus doesn’t stop with just a promise. He also warns that there will be no fruit ”apart from him.” As I mentioned in a previous blog post, “the verse doesn’t say that we will only produce some fruit. It doesn’t say we won’t be able to do much. It says we can do nothing.” Going further, he says branches that are not attached to the vine wither, are thrown away and are gathered to be burned. There are consequences for a leader who strays from his presence.

For the leader, these Scriptures suggest some course corrections. You might need to stop your forward progress and wait until you have assurance of God’s presence before you move forward. It might mean you need to discern his movement so you can join him. Stay close to him, steep yourself in his Word, know his character and learn his ways so that your direction aligns with his. Moses did this so well that his personal overall objective changed. In Strengthening the Soul of Your Leadership, Ruth Haley Barton concludes that through Moses’ journey in the wilderness, he eventually came to think of God himself as his promised land rather than getting to the land of “milk and honey.” It all comes down to the value we place on his presence.

In her previous book, Sacred Rhythms, Barton talks about the value of breath prayers. Breath prayers are cries from deep down in your soul that you condense into a simple phrase that can be repeated easily and almost subconsciously throughout the day. Often I find that the frequent cry of my soul is this:

Omnipresent Lord, I need your presence.

I’m obsessed with keeping God’s presence. I want to know where the Holy Spirit is moving so I can join in, as a sailboat looks for wind. I want assurance of God’s presence before I head down a road. And I want to abide in Christ and him in me, so that my actions are infused with power.

After all, the secret to my success has very little to do with me.

Women in leadership

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[re-posted from the Wycliffe Canada President’s Blog]

Malcolm Gladwell made an observation in his book, Outliers, that the vast majority of professional hockey players at all levels are born in the first four months of the year. It’s a fascinating phenomenon that results from the fact that, from the earliest ages, kids are grouped by age. The biggest and strongest players, who are generally of course the older players in any group, get more opportunities. Everyone thinks that it will even out over time, but it doesn’t. More developed players get more development, and a handful of them make it to the highest level.

What does this have to do with women in leadership? Look at that last sentence again. Gladwell concludes that if you select a certain group of people early enough and continually give them development, you’ll change the composition of the group at the highest level. The fact is that leadership gifts aren’t identified in women early enough, and their development is often impeded when they step out of a career track to raise children.

My wife is one example. When Nancy Cochrane was recruiting us into Wycliffe 17 years ago, she knew what I was going to do: graphic design. But she had plans for Becky as well: management. Becky responded, “But I’m planning to have kids and raise a family.” Nancy responded, “After that.” Becky began to realize that Nancy was recruiting her for a role 25 years in the future. “Wycliffe needs more female managers,” Nancy concluded.

Like most mission agencies, Wycliffe has more women than men. I’ve heard that we are the “most educated organization in the world,” and more of our doctorates are held by women than men. But that same ratio doesn’t hold at the highest levels of leadership.

That’s why I was excited when I visited Abancay, Peru last month and heard that our partner organization AIDIA has someone specifically dedicated to leadership development among Apurimac Quechua women.

That’s why I’m excited to see that, as Wycliffe Canada begins its second Leadership Development Initiative next week, two-thirds of the participants are women. 17 years after Nancy said it, Wycliffe still needs more female managers.

Next week, we’re going to have a panel discussion on women in leadership. We’re gathering questions to ask the panel. What question would you add to that panel discussion? What question do you have regarding this critical topic?

Lincoln: The greater good

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The struggle over the greater good revealed the character and leadership ability of Lincoln.

At first, Lincoln was mildly inspirational about his desire to see the thirteenth amendment passed. He was somewhat aloof, casting vision and attempting to cash in political capital. He struggled with his desire to end a war that had claimed 600,000 lives and yet the moral opportunity to change America forever for the good.

Honest Abe was very open with his cabinet about his struggles over legality. He showed vulnerability in pursuing the best course he could see at the time. Was he right to use war powers? Did he really have the ability to emancipate the slaves as seized property? He admitted that all those previous steps would leave him very much exposed if he didn’t take it all the way and win legal freedom for the slaves. In the end, his vulnerability won over his leadership team.

Then Lincoln struggled with the means. He tried to keep his hands clean, asking his Secretary of State to organize the dirty work himself. But when push came to shove, Lincoln abandoned deniability and realized the vote would fail without his personal involvement. He waded into the work to win votes, meeting personally with some key leaders who were on the fence.

He led from a broad base of input and used a broad range of tools. He sought input from voices as disparate as influential donors, a cabinet of political foes, soldiers both black and white, telegraph men and White House servants. He pushed, pulled, cajoled and won over. Only when he’d narrowed the gap to two votes at the eleventh hour did he attempt to bring his considerable power to bear.

In the end, he had to sit back and hope that he’d done enough. It was out of his control. Thankfully, it went the way he desired. But that’s leadership: you really only have influence, and then people make their own decisions.

This film was a completely different story than Amazing Grace, which detailed a 40-year peaceful struggle to free the slaves. But Lincoln was just as compelling a story and leadership profile. It left me thinking, and it left me inspired. Continue reading →

Lincoln: Be yourself

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Another thing I noted on watching Lincoln: the president was comfortable with himself, as unlikely his path to the presidency had been.

I loved the way Lincoln was confident enough to pull in a seemingly-random metaphor or tell a story, and not flinching even when it ended up falling flat or seeming irrelevant. His Secretary of War had no time for his stories, at one point walking out when he began one at a bad time. But he pretended not to notice and calmly told his story anyway.

I anticipate, in my second year in this role, I will begin to gain confidence to be myself and not try to emulate any other leaders. That’s been a difficulty for me, especially in the early months as the search process got serious. I was working in the Offices of the President of Wycliffe USA and had the opportunity to observe Bob Creson closely for two years. Frankly, I do a poor imitation of him. I also do a poor Lincoln, a poor Churchill, a poor Bill Hybels and a poor Andy Stanley. The best advice I ever got on this subject came from a Dove chocolate wrapper:

Be yourself. Everyone else is taken.

I think at times this year, I’ve pursued likability and political capital through a strategy of not offending anyone. Perhaps that was an appropriate strategy for my first year. My second year will require something different, however. The challenges ahead will require stronger vision, more resolve and deeper vulnerability. Love it or leave it, I’m going to be myself. Continue reading →