Tag Archives: courage

For such a time as then

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I blogged before about how David led where he was, long before he became king. I Chronicles 12 notes how he attracted followers at Ziklag and Hebron, many of them brave warriors who would serve with him long after he became king. But one group of men were singled out with a special gift: “men of Issachar, who understood the times and knew what Israel should do.”

I think understanding the times is a rare and critical gift. If the leader himself doesn’t have that gift, he should add some men of Issachar to his leadership team. If we don’t understand the culture we’re working in and what our organization/church/business/country should do to take on the current and future realities, then we’re destined to extinction.

Mordecai was another biblical example who understood the times. He told Queen Esther, “who knows but that you have come to your royal position for such a time as this.” This passage is an excellent, well-worn principle for contextual leadership, but I recently heard a video blog from The Mission Exchange that gave it a new wrinkle.

In the face of today’s economic recession, Steve Moore suggests that understanding the times might mean a good, long look at merging with another organization or even closing down. As Steve says,

We often quote the phrase from the story of Esther, “for such a time as this.” Is it possible “this time” has come and gone for some organizations?

I wonder how many organizations or programs are still running on the fumes of a great vision that was perfect for the time it was created, but has since run its course. Part of understanding the times is to recognize when an old strategy doesn’t apply anymore. Men of Issachar know what needs to be done and what does NOT need to be done anymore. The next step after knowing it is to demonstrate the courage necessary to shut down an initiative or organization that is no longer relevant today.

What does a leader look like? Part 1

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That last post brings me back to the core of my blog: what does a leader look like in a postmodern context?

As I’ve observed my generation’s forays into leadership — including our new president, who was born on the cusp of Generation X in 1963 — I suspect a number of things will prove true about Gen X leaders as a whole. Granted, these are stereotypes and the characteristics may well prove to have positive and negative ramifications. I want to dig into what a leader looks like over the next month, but I’m going to be sporatic until I take my new position in April. Hang in there with me, and set your RSS feed.

I think Gen X leaders are not always immediately identifiable. They may not be the most vocal or the one up front. When you walk into a room of young people, you’re likely to note a few extroverts who stand out for being the most vocal. A few seem to command the ears of the rest though they’re not as outspoken. Others might carry the right technology or always seem to wear the right clothes. But the one in charge – the one who called the group together and did the behind the scenes work to get them there and subtly shift the conversation – may not be any of these.

Leadership is influence, after all. You can have a huge amount of influence without being the one in front. I gave an example of this kind of “back row leadership” in my very first post. Here’s another: do you remember in Amazing Grace how William Wilberforce was the vocal one in the House of Commons, but prime minister William Pitt was secretly pulling strings without offering any emotion from the floor? There was no question that Pitt was the power broker, though Wilberforce got the headlines.

So, why not lead from the front? There could be a lot of reasons, but let me suggest a few:

1. We have an iconic view of leaders. To be a leader, you have to have the complete package: a face for magazine covers, great speaking ability, amazing organizational aptitude and abundant confidence, empathy and wisdom. Who can measure up to the image? Either leaders are larger than life or they’re failing gloriously. Or both.

2. I think there is a strong preference for avoiding risk. It’s easier to sit in the back row and take potshots at the person at the front. The one at the front is putting his neck out, and that takes courage and confidence — two traits that seem to be lacking among many young people. Perhaps we’ve been too sheltered. Anyway, it’s easier to influence someone else to get out front and take the risk instead.

3. Younger leaders prefer facilitation. It’s a philosophical difference. We like to do accomplish things together, and sorting out the roles to recognize success gets messy when it was done as a team. Maybe it doesn’t matter who gets the credit, after all.

4. I think many in my generation see power as a trap. They’re not interested in all the perks that go along with position. No amount of power or money can make up for the long hours, the cost to family, the stress or the inability to wear jeans to work. Better to keep your freedom and your balance.

Leaders know who to be afraid of

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“Don’t be afraid of those who want to kill your body; they cannot touch your soul. Fear only God, who can destroy both soul and body in hell.” — Matthew 10:28

What a crazy verse. It stuck in my mind since the first time I noticed it. Funny how you can read the Bible many times and not see something. Anyway, there’s a lot I can say about this verse, but let me put it in a leadership context, starting with a look in the mirror.

Like many leaders, I’m a people-pleaser. Frankly, approval is my idol. I’m far too concerned with what other people think of me most of the time. I therefore make decisions out of fear — maybe not fear of bodily harm, but certainly fear of falling out of favor or losing face.

So when Jesus asks, “What’s the worst that could happen?” it convicts me of my idolatry. I recall Lincoln’s reminder that you can only please some of the people all of the time. But maybe he missed the point. I shouldn’t be concerned with pleasing anyone ever. I resonate with Sara Groves’ song about an Audience of One. There’s only One who I need to please. And only One I need to be afraid of. After all, what’s the worst that anyone else can do to me? Hurt me? Kill me? Where I come from, neither of those is even likely.

It takes courage to lead. Courage to make a decision and stick with it even if no one else thinks it’s the right thing to do. If my fear of anyone else’s opinion guides my decision-making, then I’m taking a great risk, especially if I’m not honest about my priorities.

I guess that’s why they call it bowing to public opinion.