Tag Archives: faith

Courage!

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She grabbed me and made sure I was looking into her eyes. “Coo-rajh!” she told me. It was the early days of my time as president of an organization, and this staff member who had spent many years in Francophone Africa had a clear message for me, which sounds much cooler in French but reads bilingually: “Courage!”

Eleven years later, at my final staff meeting as president, the board presented me with this print from Indigenous artist, Leissa MacDonald. In the artist statement, MacDonald says,

The Bear is a symbol of courage, bravery is taught to us by the bear. Bears are known to confront threats they should be fearful of, they protect their cubs against larger bears and other dangers. The bear also reminds us to be playful and to rest when needed. It is in the balance of these teachings that we are taught how to be courageous.

I’m not sure the board could have given me a greater gift than affirming that I had led with courage. Let’s unpack a few elements in this description and how I sought to apply them.

1. Confront threats (they should be fearful of)

I always reject any suggestion that there is such thing as a “fearless leader.” While I was president, when we would get ready to embark on a new initiative with significant risk, I would lose sleep. I’d be afraid it wouldn’t work. I’d be afraid for those who would be hurt or feel marginalized by the change or who wouldn’t have roles after the change went through. We all have fears.

But my driver on any change was the anticipation of threats. The status quo is a place of safety… for a while. But it eventually becomes a liability and will lead to major issues. I always try to look down the line to see the dangers coming, and address issues early. Threats that seem small today tend to grow. Rather than facing a huge bear in the future, it’s better to face the bear earlier at its current size. Of course, it also occasionally means challenging a huge bear and taking on an issue that cannot be ignored.

What makes this approach particularly difficult is that it’s a prophetic role. The leader looks like a provocateur, stirring up issues that no one else feels are important. People pleasers and procrastinators will always struggle with this role of a leader. When I began serving as president and looked at the long list of issues I inherited, I made a personal promise that I would not hand these challenges off to my successor, but I would address them. I did shorten the list considerably, but I still grieve the ones I wasn’t able to resolve and the new ones that arose (some I likely caused) that I had to leave for my successor.

2. Protect your cubs

In 2 Corinthians 11, Paul lays out a long list of tragedies he’s faced for the sake of the gospel: beatings, shipwrecks, floggings, etc. Then in verses 28-29, he adds,

Besides everything else, I face daily the pressure of my concern for all the churches. Who is weak, and I do not feel weak? Who is led into sin, and I do not inwardly burn?

Part of the role of leadership is to carry deep concern for those you lead. It’s a daily pressure. This includes some who are struggling with change, some who are weak, some dealing with mental health issues, and some who are led into sin. Losses feel very personal. We feel every blow.

So the job of the leader is to to be a mama bear, where no one wants to get between you and your cubs. In The Contrarian’s Guide to Leadership, Dr. Stephen Sample has a rule: No complaining about your team. If a leader delegates something to a team member, she has two choices: support them or fire them. The leader does not get to complain about someone on her team who’s underperforming. If the results aren’t there, the primary strategy available to her is to invest in the person and help get to the bottom of why the staff member is not accomplishing the job that was delegated. Her only other option is to change the delegation, handing the job to someone else.

Protecting your cubs does not mean you don’t have to make courageous personnel decisions. I appreciate another of Dr. Sample’s rules: Shoot your own horse. If a rancher has a sick or hurting pig, cow or sheep, he can get a neighbour to help him put the animal out of its misery. But not a horse. As a rancher’s closest companion and most trustworthy partner in accomplishing his work, if a man needs to put his horse down, he has to look the animal in the eye and do it himself. Sample concludes that a leader must show sufficient respect and courage to fire his own deputies rather than delegate that job. I would add that he should do everything he can to show generosity, care and provision as he does it. In some cases, I’ve been able to eventually turn a former staff person into an ally and advocate even though I inflicted the pain of termination.

Letting a staff member go can be a means of protecting your cubs. I remember a time when I had to let a longtime staff member go, one who had been fighting accountability at every turn. The next day I saw the staff member who had been providing that accountability. Her countenance seemed different. I swear she had a bounce in her step. Remember that you never want to lose good staff because you didn’t address poor-performing staff quickly enough.

3. Play and rest

At first, Leissa MacDonald’s comment about play and rest feels like an incongruity. What is the connection to courage?

It takes courage and faith to step away to take a vacation, a weekend or a good night’s sleep, because it’s an act of releasing control. There’s a story that during the long, exhausting hours of the Second Vatican Council, Pope John XXIII announced one night, “God, it’s your Church. I’m going to bed.” Turning over the keys is primarily a declaration that God is in charge, not us. G.K. Chesterton comments:

The greatest act of faith that a man can perform is the act that we perform every night. We abandon our identity, we turn our soul and body into chaos and old night. We uncreate ourselves as if at the end of the world: for all practical purposes we become dead men, in the sure and certain hope of a glorious resurrection. After that it is in vain for us to call ourselves pessimists when we have this trust in the laws of nature, when we let them keep an armed and omnipotent watch over our cradle. It is in vain for us to say that we think the ultimate power evil when every twelve hours or so we give our soul and body back to God without security. This is the essential sanctity of sleep… (Chesterton, Lunacy and Letters)

Taking time for rest reflects a deep faith in God’s ability to carry your load or manage the organization you steward.

For a leader, there’s never really a good time to step away for rest and play, but it is critical. Reed Hastings has been asked many times to explain the 2-word vacation policy he rolled out at Netflix: “Take some.” Hastings points out that in many young companies, the real issue is that no one uses their vacation days. It’s true for many non-profits as well. Staff work long hours and struggle to step away, especially if the culture or their leader subtly celebrates workaholism. So in 2003, Hastings removed the upper cap on vacation days and began to model vacation-taking. He forced himself to take month-long trips and then told everyone he could what a great time he had. The company survived without him, and often he came back with fresh ideas. It took courage to step away for that long when leading such a huge and growing company. It took even greater courage to trust his staff and remove the constraints.

Let me also add an affirmation for all those who aren’t first-chair leaders. Having recently transitioned back into a second-chair role, I’ve observed that at times there is a peace in knowing that the buck stops with someone else. But it also requires faith and the courage to follow when decisions were made and you weren’t in the room. It’s that same sense of trust that allows a leader to rest and play.

Conclusion

The question for leaders is whether we have the faith to push past our fears and the setbacks and challenges that come our way. My observation is that you don’t necessarily start out with the courage you will need. At the beginning, the threats and challenges look enormous. It’s in the practice of leadership, from the earliest attempts all the way to the first chair (and back down again), where the muscles get developed. It’s a daily practice. Staying in the game, choosing again today to lead rather than be passive, that’s what teaches us to be courageous.

Another of my favorite blog posts on courage can be found here: Courage and Leadership

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)

Courage and Leadership

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You can never go wrong asking God to give leaders courage. Leadership and courage go hand-in-hand.

Why?

First, because leadership is about taking people from one place to another, and very rarely does that journey come with a clear roadmap. Leaders may have seen some glimpse of the “promised land” or experienced some part of it for themselves, but they are blazing a new trail. When I think of a journey like that, Moses comes to mind. One reason he kept his vision and faith while leading a nation for 40 years in the wilderness was because he had already spent 40 years in that wilderness tending sheep. Hard to believe, but this was his second round of shepherding hearts “prone to wander.” The scale and the resistance were different, but some parts of the new challenge were familiar.

And second, because leadership is a personal practice lived out on a public stage. Each leader has to figure out how much of his personal struggles to reveal to his followers. Frankly, many of our models have come from a generation that kept a “stiff upper lip,” giving a false impression that they didn’t struggle internally. I’m grateful for the young generations who are dropping that pretense. Some of them gain incredible power from admitting their failures and lack of courage. Joshua was that kind of leader. Why would he need four reminders to be “strong and courageous” in Joshua 1 if he wasn’t having doubts? Note that the first four times, it’s God who says it (Deut 31:23, Josh 1:6-9). But then the people join in (v18). It’s one thing to open yourself up to God about your fears and doubts. It’s another to let your followers see those fears so that they can en-courage you as a leader.

During a recent trip to Southeast Asia where I had a chance to interact with a large number of the leaders of Wycliffe and SIL, I noticed a lot of tired leaders. I suspect some were discouraged, some tired from pushing themselves too hard, and some burning out from working in areas of weakness for too long. So I appreciated an early exhortation from Wycliffe Global Alliance Director Kirk Franklin. He unpacked the lessons God had taught him during his just-completed sabbatical. He specifically noted the lesson learned from Jethro’s counsel to Moses in Exodus 18: God doesn’t want exhausted leaders.

Kirk went on to list a few applications for leaders in the Ten Commandments. For instance, “Do your Sundays look any different from any other day of the week?” He then set the tone for the meetings by confessing six areas of sin that he struggled with as a leader. Kirk’s personal disclosure was a powerful challenge for all of us.

To lead differently requires courage, both in the public and the personal aspects of leadership. To trust your vision and follow God’s direction in the face of doubts, obstacles and sabotage takes incredible fortitude. To admit that you are “not able to carry all these people alone” (Numbers 11:14), and ask for help, takes boldness. To risk your position by admitting your weaknesses requires inner strength. All of us have fears and failures to overcome. The gospel is the only real credential any of us has for ministry. It’s who God is, not who we are.

So we need to pray for our leaders to be “courageous in the ways of the Lord” (2 Chronicles 17:6). More and more I return to the argument Moses had with God in Exodus 33, where he begged for assurance of God’s presence. We to whom God has given this sacred trust need a daily reminder of that presence. The only way we can be successful is if, like Moses, the Lord is with us.

Leading from your upbringing

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Recently (and finally), I began reading Ruth Haley Barton’s Strengthening the Soul of Your Leadership. Judging from the first third, I know it is going to end up near the top of my list of leadership books and will be worth a re-read down the road. She builds her book around the story of Moses, which suits me fine because I’ve always been intrigued by his leadership model.

I never saw it before, but Moses is a classic third culture kid. He was Hebrew-born, an identity forgotten in his childhood but that he longed to retrieve as an adult. He was raised as an Egyptian, an identity so woven into him that he doesn’t deny that label when first introduced to the priest of Midian. Born into poverty and slavery, he was raised in the home of Pharoah. His education and wealth was surely both a huge privilege and a weight. Barton concludes that “He lived between two worlds and yet was not fully at home in either place.”

As an outsider both among his own people and among the Egyptians who raised him, he probably wrestled every day with issues related to his identity. Should he fit into the environment in which he had been raised and follow the path marked out for him there? Or should he identify with his own people and try to make it by those rules instead? Neither one was a very good choice. Either one would bring about emptiness and loss.

In many ways, I can identify with Moses as a Canadian and an American who is really neither Canadian nor American. In reflecting on my own path into leadership, I think the pivotal moment for me was my transplant at age eight from the suburbs of Toronto to the suburbs of Atlanta. I remember struggling with the question of whether to assimilate or hold stubbornly to my culture that first year. I remember wearing the wrong clothes, pronouncing words the wrong way and knowing nothing of “importance” — usually pop-culture references that went over my head. Fortunately, I was a quick study. I chose assimilation and blended in successfully. However, that sense of imbalance as an “outsider” was a feeling I never wanted to experience again. I’ll bet I could trace much of my leadership style to that stage in my journey.

However, I can see the benefits of third-culturehood. Putting myself in Moses’ shoes, I can sense the conclusion that eventually began to formulate in his mind. The Hebrews needed rescuing. Who else was in a better position to be the solution? Why else had he had such a unique upbringing? He was born for such a time as this, and God had gifted him in leadership. In addition, confidence and power had likely been built into him every day in Pharaoh’s home and schools. His sense of justice began to stir as he explored his roots. The mantle of “savior” had fallen on him. All he needed was opportunity.

Days after the glorious failure of his salvation initiative, Moses traveled alone in the wilderness, forced to confront the ugliness in himself. There was the raw anger that blazed out of control. He hadn’t intended to kill the guard. There was the lack of support from the Hebrews. Didn’t they see that he was appointed for this task? There was the loss of privilege that he hated and yet was so attached to. There was the shame of failure. He was through with leadership.

Over months and years in Midian, God began to peel away the coping mechanisms, the assumptions, the scabs and calluses from his wounds until he could come face to face with his core issue of inadequacy and pain. There’s a moment that sums up his 40 year journey. Barton puts it this way:

He fathered a son, and it became a touchstone in his life, an opportunity to name something about himself with more courage and realism than ever before. When his son was born, he named him Gershom because ‘I have been an alien residing in a foreign land’ (Exodus 2:22).

As a leader, what do you do with your upbringing? Like it or not, you will lead out of it. Anything else would be disingenuous and unsustainable. Suppressed pain and experiences will eventually emerge when you face crisis, complexity, loneliness, betrayal and weariness. Better to embrace what shaped you and lead from there.

That means seeing — or waiting for — the right opportunity. Moses wasn’t wrong about being the “savior.” He was wrong about doing it in his own strength and timing. Only after his 40-year education could he see how the pieces fit together. Only after arguing vociferously but ineffectively with God could he embrace the idea of a second attempt.

That means leading out of brokenness. It means allowing God to do a deep work to redeem your pain. It also means stepping out in faith when you don’t feel confident. Barton quotes Os Guinness, who offers a unique spin on the idea of a leadership calling:

Calling is not only a matter of being and doing what we are but also of becoming what we are not yet but are called by God to be.

Don’t wait to be the person you think God needs. Believe the One “who gives life to the dead and calls things that are not as though they were.” (Romans 4:17)

That means leading out of power. Counterintuitively, there’s real power in leading out of who you are. You might not like what you see in the mirror, but opening your soul and leading from who God made you to be is a powerful starting point. Barton points out that Moses was equipped to lead the Hebrews through 40 years in the wilderness only because he had emerged from 40 years in the wilderness.

There’s a remarkable current-day example. Wess Stafford, president of Compassion International, says he got the job because he cared about children the most. His own story of abuse is remarkable and the driver behind all that he has accomplished. He admits, “I am never more than 10 seconds away from tears.” His willingness to put his own pain out for all to see has given him a platform to accomplish amazing things.

I remember hearing Stafford speak at Willow Creek Leadership Summit in 2009. He urged leaders to spend 30 minutes in front of a mirror, taking the time to ask yourself some tough questions. Who am I? What do I care about? Why do I lead what I lead? Is my passion driven by pain or success?

Knowing who you are is the greatest platform for leadership.

Romans 12 – self awareness

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3 Because of the privilege and authority God has given me, I give each of you this warning: Don’t think you are better than you really are. Be honest in your evaluation of yourselves, measuring yourselves by the faith God has given us.

It happens every year. A young lady shows up on American Idol, sings her heart out… and the judges cringe. When someone informs her that she’s bad, she appears genuinely shocked.* Why? Because her entire life, she’s been told that she can sing. She has never received honest feedback until Simon Cowell.

* Go with me here. I know it’s all rigged.

Do you have a Simon Cowell in your life? Okay, bad example. Do you have someone in your life who has the privilege and authority in your life to tell you the truth? Paul had the ability to say this to the Roman church because of his role as spiritual father and apostle. Perhaps for you it’s a pastor or mentor or Proverbs-worthy friend, but you need people to give you an honest assessment, particularly as you move up in leadership.

What if you’re not really as good a leader as you think you are? This is a tough question, so take a minute to think about it.

I’ve read many times that when a superstar executive is plucked from a team by headhunters to fill a new leadership position in another company, they can’t reach the same success in the new setting. Why? It’s the drumbeat I’ve been saying for some time now: leadership is contextual. You are likely only as good as the team you’re surrounded by and the ideal match of your abilities to the challenges and opportunities you’re facing. Before you take credit for things that God has given you, read Daniel 4 as a warning from King Nebuchadnezzar.

I believe self-management is the first requirement of leadership. The Bible is clear that if you can’t lead yourself, you can’t lead others. The first step, then, is to know yourself. Know what you’re good at and what you’re not. Leaders have as few blindspots as possible and know their weaknesses well so they can lead to their strengths and staff to their weaknesses. But it’s true that the higher you move up in leadership, the more difficult it is to keep from living in a coccoon. There’s no one to tell you the truth, and it’s difficult to stop believing your own press.

The sticking point in these verses to me is that line, “measuring yourself by the faith God has given us.” What does that mean? For starters, if faith is the assurance of things unseen, then our plum line is not anything readily apparent to us. It’s not the media or our kiss-up friends. Our plum line is how God sees us. He’s the one who can see our insecurities and our coping mechanisms. He’s the one who sees past our false bravado. He’s the one who sees how our “courageous decision” was really just a guess, and this time it worked. He knows all that… and more.

Yet he also knows our full operating potential, because he’s the manufacturer. I think God believes in us. When we consider others better than ourselves and are quick to give credit to others for the success we enjoy, I think we’ll uncover a lot of the potential he built in.

Matthew Henry has a great admonition to sum up my last two posts (and this is a nice counterpoint to my recent posts on ambition):

We must not say, I am nothing, therefore I will sit still, and do nothing; but, I am nothing in myself, and therefore I will lay out myself to the utmost, in the strength of the grace of Christ.