Tag Archives: leader

Earned authority

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I’m reading a great new book by Jimmy Long, called The Leadership Jump. It’s an attempt to depict the leadership styles of the generations and then build bridges between the two. In other words, it’s the book I was going to write. There’s a great chapter on authority that got me thinking.

I’m sure you’ve heard the line from John Maxwell, “A leader without any followers is just taking a walk.” One of the best measures of whether a person-of-title is a leader is to ask whether anyone would be following them if they didn’t have the position. A leader will influence whether or not they have a title.

There are two types of nontraditional authority that mean everything to emerging leaders: moral authority and spiritual authority. These are the lenses ermerging leaders use to take the measure of established leaders.

My working definitions, inspired by a few web searches and conferences, are these:

Moral authority — the ability to influence others based on a leader’s character, wisdom or experience. Moral authority comes from such traits as integrity, vulnerability, consistency, persistence and willingness to guide and mentor others. Often we lend a huge amount of moral authority to someone who has personally gone to great lengths through great pain to accomplish something.

Spiritual authority — according to Steve Moore of The Mission Exchange, the right to influence given to a leader by his followers based on their perception of spirituality in the life of the leader. In churches and parachurch ministries, this power-base can be very powerful (consider Jim Jones, for instance). No wonder then that when a ministry leader is caught in duplicity or hypocrisy, the fall from power can be very sudden  and complete.

Neither involves the use of force, title or position. These are types of power given from below. They are accumulated slowly and lost quickly. That’s why Long calls them “earned authority.”

Why reluctance part 4: different motivations

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Back to my reflections on why leaders are reluctant to step out. This one has confounded many in the Boomer generation who are mesmerized by the trappings of leadership: power, title and a corner office. Young people with leadership gifts have different motivations and priorities. For instance, family, friends and other relationships are the higher priority in the lives of Millennials and Xers. That’s not to say they don’t value their jobs and their advancement opportunities, but they want both/and, not either/or.

I heard Andy Stanley speak at the Willow Creek Leadership Summit a couple of years ago about his decision to put family first and limit his work hours to 45 a week. This personal decision, which he deemed his toughest as a leader, has now revolutionized his church, which attracts high-caliber young leaders who have the same priority. As we took a break immediately afterwards, there was a buzz among my friends. We were all grateful that someone finally gave legitimacy in that kind of setting to what we all wanted to know: could you be a leader without becoming a workaholic?

Imagine our surprise when we came back from break and heard a Boomer follow Andy’s talk by making a point about the long hard hours necessary for moving ahead in leadership. Had he even heard Andy’s message? Setting parameters on work is certainly not a popular message in upper echelons, and that creates a barrier to young people who are watching and deciding for themselves whether leadership is worth pursuing.

Let me share a personal example that goes a step beyond work-life balance. A twentysomething young man came to work for me. He was a quick worker, extroverted and full of energy and confidence. I could see the leadership gifts oozing out of him, so within three months of his arrival in Orlando, I asked him to take on a greater level of responsibility. He agreed, and he did a fantastic job. He was efficient, a real people person, and he made some great advances in his department. He had an incredible sense of work-life balance, seldom leaving the office as late as 5:01pm and often arranging his schedule to leave earlier so he could coach his boys in baseball.

While I had no qualms about the job he was doing, I could tell he was dying on the vine. It wasn’t long before he told me he wanted to find another job. The meetings and process of management were killing him. He was a people person but removed from people. He wanted to go back to a “doing job” rather than an administrative position. A year later, I’ve concluded that I moved him up too fast, and I lost him. I think I could have supported him better and framed the job around his desire to be around people. But the fact he did such a great job suggests that it wasn’t necessarily the wrong job for him. Previous generations probably would have sucked it up and worked through it on their road to “reach the top” one day; not so with this generation.

Titles and power are simply not worth the cost in health, relationships and time for important things that fall outside of work responsibilities. Bottom line: young leaders’ motivations are different. Life is more than the job you do. Titles are usually crutches to defend positional or political authority. And power is not necessarily the end goal.

Why reluctance part 3: criticism is easier than leading

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Another factor in leaders’ reluctance is that it’s easier to deconstruct than it is to construct. Postmodernity is at its heart a critical theory. As Sarah Arthur and others have said, it’s not really an –ism because it isn’t really a philosophy itself (at least, not yet). So young people today are great at pointing out what’s wrong, but they often don’t know what should take the place of what they’ve critiqued. That, of course, leads to great frustration by established leaders who are taking all the risks. It’s simply easier and more comfortable to sit in the back row and shoot at the leaders. So the challenge is to find ways to get young people to enter the dialog. It’s not that they don’t have ideas or suggestions; usually it’s quite the opposite, and they don’t think anyone in authority is willing to listen.

A thirty-something friend of mine, who had developed an unfortunate reputation as a back-row complainer, has recently felt called by God to step up to the front and lead. It’s a different role, and it comes with risks. In taking on a new position of responsibility, this friend is adjusting to a different role, with new influence but different options available to her to voice frustrations and ideas. As she told me the other day, “If nothing else, I have no problem being a front-row criticizer who’s in on the planning as well.”

Leadership has its privileges and responsibilities. You simply can’t do the same things as the back row critics. But it’s contagious. As a mentor told me early on in my career, “Once you’re in the game, it’s hard to leave it.” If you want to change the world, there’s no better alternative to earning a voice of influence that gives you the means to do something about an issue rather than just complain about it. I’m not talking about a desire for power, but a tipping point where the desire to be heard overcomes your fears of responsibility.

My suggestions? As an established leader, find a way to give voice to the rising, reluctant and potential leaders. You need to hear their critiques and ideas. And they need you to hear them. And challenge them to step up. I watched a situation where one of my direct reports had a great idea to completely revamp the way we do our short term trips. I admire my boss’s response when he heard the idea: he asked the young leader if he believed in the idea enough to make it happen. It was a challenge to step up and show his stuff.

Why reluctance part 2: the hero myth

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Another major reason for reluctance is the hero myth. In their article Encouraging Reluctant Leaders, Reidy Associates describes this myth as:

the view that leadership is carried out by a person, “the Leader”, who possesses a particular skill set. Included among the skills thought of as constituting leadership are charisma, courage, decisiveness, ability to delegate, time management, and so on. It is not surprising that people often hold this view. Many cultural myths and messages promote a view of leadership based on the hero, the knight in shining armor. The leader/hero has courage, skill conviction, clarity and he (almost always he) holds the responsibility for rescuing the rest of us from whatever threat we face.

This view, of course, is reinforced by superstar pastors or superstar CEOs who seem to have no weaknesses. Of course they do! We just don’t see them, or they never admit them. I worry about people like that, because they seem to fall harder.

Leadership development is a tricky subject, because it always seems to boil down to a bullet list of characteristics needed in leadership. No one person can ever attain such a lofty list of traits. And therefore young people loaded with potential don’t try. How do we create an atmosphere that breaks down this paralyzing myth?

Here are a few thoughts. One, established leaders have to be vulnerable. Pull back the curtain and let us see your weaknesses, your fears and your failures. Admit when you are or were wrong. Unveil your coping mechanisms. Reluctant leaders might learn a few things from your brutal honesty and might love and respect you even more.

Two, let’s publicize the fact that no one person has all the qualifications for any one job. And no one type of leader is perfect for any one job. Different combinations of giftings can match a position perfectly. Or, to put it another way, different combinations of weaknesses can match a position perfectly.

Three, let’s remind ourselves that leaders are simply the right person for the right setting. Winston Churchill was a masterful leader of war but a poor leader of peace. You could say the same about Ulysses S. Grant on our side of the pond.

Reidy goes on:

We think, “I can’t be a leader because I’m deathly afraid of public speaking.” Or, “How can I exercise leadership when I don’t have the: (pick one) college degree, title, solution to the problem, right image?”

Let me suggest a different approach, taken by my sister-in-law, who keynoted a seminar in Atlanta this weekend. Here’s the bio she used:

Emily Bruso is a 28-year-old wife and mother of two young boys. She has a modest education, a messy house, and an imperfect life. She has no awards to her name, but she loves Jesus, loves the Word of God, has experienced the healing that comes from a Godly forgiveness, and wants you to experience it too!

Jeremiah’s reluctance

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The following sounds like a typical conversation between a reluctant leader and God:

The Lord gave me this message:

“I knew you before I formed you in your mother’s womb. Before you were born I set you apart and appointed you as my ___________________.”

“O Sovereign Lord,” I said, “I can’t _____________________! I’m too _____________________!”

The Lord replied, “Don’t say, ‘I’m too ____________________,’ for you must go wherever I send you and say whatever I tell you. And don’t be afraid of _____________________, for I will be with you and protect you. I, the Lord, have spoken!”

— Jeremiah 1:4-9

Why reluctance part 1: fear of failure

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I’m back after a short absence. I’ll try to be more timely in my blogging again. Over the next few posts, I want to go back to the reluctant leadership idea. In particular, what causes reluctance to step up?

I suggest there are a number of reasons. Perhaps the foremost is a fear of failure. Young people with potential for leadership need to be identified early and mentored. Part of the strength of the mentoring relationship is the commitment between mentor and mentee – a commitment that can be the difference in a young person stepping up.

They say delegation without support is abandonment. Well, it’s the same with mentoring. Even if the mentee seems ready, that commitment may still be the lifeline. Throwing a young leader into deep water before they have the tools to swim will only reinforce their deep-seated fear that they weren’t really able to do the job. When failure happens, as it certainly will to some degree, how will they handle it? Often, it sets Gen-Xers back for years and causes them to flee responsibility at least until the setting seems right to try again.

A young man knocked on my door one day. He hadn’t shown interest in the Threshing Floor when we first started it. I suspected he had leadership gifts, but he’d actually moved downward in the hierarchy at Wycliffe since I first met him. Recently, however, he had showed glimmers of interest. He came to our group with his Gen-X supervisor, and now he was at my office wanting to talk. He said he’d been talking quite a bit with his boss about leadership and she suggested he might get a lot out of The Threshing Floor. After being around other young leaders, he was so excited and wanted to soak up all he could. He unfolded the following story.

A few years before, he’d been put into a position of leadership with the promise that he would be mentored by his predecessor for two years. But within 6-9 months in the position, the mentor left him due to various reasons and eventually moved to another position. This young man quickly became overwhelmed and asked to move back to his previous role. He’d tried leadership but wasn’t prepared or supported adequately and had a bad experience. It took him years to come back around to wanting to try it again.

Shortly after our conversation, his supervisor – who was equally young but had a broad range of experience and success in various positions – was promoted. Now, in a much more supportive setting, he agreed to move back to the same position he had burned out on before. He’s doing great, and we’re seeing even greater leadership abilities emerging.

What does someone like this need? A safe, supportive environment to cultivate their leadership gifts. A setting that allows failure and provides a chance to get back up again. And a mentor committed to making sure they’re really swimming before letting go.

What can I do for you?

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I was meeting with a friend recently in Atlanta when he took control of the conversation with a great question. Paul is the CEO of a small mission organization, and I get together with him every time I’m in town. I appreciate his wisdom and experience, and our conversations seem to be mutually beneficial, though I’m quite sure I get more out of it than he does. Anyway, the last time we met, he suddenly asked me, “What can I do for you?”

I sure wasn’t expecting the question, but I won’t say I wasn’t prepared. I knew I had an opportunity, so I asked him if he would be willing to be a mentor. Jim Collins suggests that every leader should have a “personal board of directors,” and I wanted Paul to be among that small group. To tell you the truth, I don’t know what it means or how it works, but he had some ideas. We’re going to talk monthly by phone in addition to our face to face visits.

I love that question. Of course, it’s not a new question. I skimmed Bruce Wilkinson’s Prayer of Jabez book a while ago and missed it. Only recently did I became aware that he recommends that question. Whenever he prays that God would expand his territory, he turns and asks the person immediately behind him, “What can I do for you?” It always leads to a ministry opportunity.

But it’s even older than that. Nehemiah had just been wrecked by news from Judea that Jerusalem was still lying in ruins. He prayed for days that God would do something and that the king would be favorable to him. When he finally got an opportunity to tell the king his heart, Artaxerxes responded with that question. Nehemiah was ready with a request.

I think that question is the key to mentoring. It opens the door between established leaders and rising leaders. It gets past the walls we set up to protect ourselves. It begins the unloading of wisdom and resources between the generations. There are a large number of established leaders who are willing to be mentors but don’t know how to get started. And young leaders who would love a mentor. Often the initiative comes from the latter, and that’s probably appropriate; I can’t imagine someone saying, “I’d like to mentor you.”

Setting up a mentoring relationship is like a dance. Someone has to take the first step. That question lowers the guard and starts the dialogue.

What can I do for you?

How do you develop followers?

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I’ve been in Atlanta this week at the Christian Leadership Alliance Conference. Here are a few relevant notes from a workshop by Wendy Johnson of Amor Ministries.

Point 1: How do established leaders need to change to lead Millennials?

Millennials don’t need to adapt to our world. We’re already in theirs, so we’re the ones that need to adapt. We’re trying to figure out how to use their technology and work in their cultural setting. We’re marketing and selling our product in their world. Therefore, it’s not their job to learn how to work in our culture. It’s our job to study them and adapt where necessary.

That’s an interesting point for me. What she’s saying is that a leader’s job is not to make other people conform to them and follow them, but to boldly make the changes so that followers will follow. Those changes might be personal or they might be corporate. Where do I need to change to adapt to leading Millennials? And where do I need to change my organization to gather Millennials to my cause?

Point 2: How can we create followers of Jesus Christ?

As leaders, we have the ability to shape our followers to be:

  • Faithful and loyal – These cannot be mandated, but leaders have the power to draw followers by their vulnerability and trust. We need to be loyal to them and allow them to make mistakes.
  • Obedient – We need to identify the boundaries that matter and hold our teams to them while allowing flexibility on the means. Millennials will follow the rules if we recognize their methods and processes are different, not wrong.
  • Last – Leadership doesn’t necessarily happen from the front.
  • Open – Leaders will know everything about their team. Will we be open in return? If you lie to your followers, you’re done.
  • Willing – We shouldn’t be afraid to ask for sacrifice. If we hold to the essentials but give up the how, we’ll get what we ask for and more.

I like this idea of follower development. Wendy said that it’s easier to discuss followership than leadership, because the latter is so hard to define. Leaders have the ability to build on the strengths of our followers and to shape our followers into incredibly effective teams. There’s more to think about here. I’ll come back to it in the days ahead.

Gifts, interests and calling

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At Wycliffe USA, there’s a group of young leaders who meet together for mutual encouragement, accountability and to challenge each other. The goal of The Threshing Floor is to discuss issues of leadership and prompt each other to action. In meeting with this group twice a month for the last two years, I’ve noticed that there are differences between having leadership gifts, leadership interests and leadership calling. Reluctance seems to happen when one or more of those characteristics is missing.

(Notice that I didn’t list leadership positions. I think all of us can think of someone who has a position but lacks the other three.)

Let me give a couple of examples. For starters, I’ve watched a handful of people who come in streaks. They come for a while, then disappear. After a while they return. Why? I’ve concluded that they are intrigued by the idea of leadership. They’re students of it; they like to watch leadership in action up close. But every time they try setting out for the deep end themselves, they panic. Then they throw up their hands and stop pursuing leadership… for a while. Eventually that interest bubbles to the surface and they return.

So, do they just have leadership interests but no calling? Or no gifting? I’m not sure that’s it, because I’ve seen them influence people. I think they’re more comfortable following, except that they can’t simply follow. For some, I believe they perceive leadership gifts in themselves but they either haven’t found their niche or have failed gloriously the few times they’ve tried it.

What about the person who has leadership gifts and calling but never sought it? Consider Steve Murrell, pastor and author of The Reluctant Leader blog. The rationale for naming his blog is an interesting read. This sentence sums it up for me:

Maybe you never wanted to be a leader, but then you turned around and people seem to be following you. Scary.

Any reluctant leaders out there? What’s your story?

Reluctance is not the same as unwillingness

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Part 2 in defining a reluctant leader is to describe what it is not. Another great quote from the blogosphere, this one from Jeffrey Dean:

In Forrest Gump, Forrest had hundreds of people following him as he ran across the country, but he had no idea why he was running, much less what to say to those who joined him. When the moment came for him to speak, he simply said he was tired, and thought he would go home. There is a simple wisdom in this, but it was not delivered in a way anyone was ready to accept.

Again, a person with the ability to lead has no duty to do so. While some may argue that choosing not to lead is a waste of ability, I would counter that a person who does not want to lead does not make a good leader. Here, then, is the most important distinction to make: a reluctant leader is not an unwilling leader. It is simply someone who does not actively seek to lead before attracting others who want to follow. At some point, such a person must decide whether to lead or not, and the choice itself defines whether the person is actually a leader or not.

I am one who would argue that stewardship of our gifts is critical, and anything less is waste. However, I’m with him on his last point. Leadership abilities are not enough. A leader is one who chooses to lead.

So reluctant leaders have huge potential, but they’re not leaders until they emerge. I firmly believe that in every reluctant leader, there is a suppressed desire to lead.