While it may well be true that significant elements of our lives are shaped by the decisions of others, leaders can expect that their leadership journey will toss up some defining moments when they need to make their mind up about their identity and the direction of their life. Who are you? Why are you here? Why should you choose this path and not another? Why turn down some opportunities and accept others? Why should you draw a line here and not there? These are vital questions for anyone to ask, never mind leaders.
The answers will not always make sense to other people. Why should someone turn down the prospect of a well-paid job to lose themselves as a missionary somewhere or because they know that the job may require further choices that will conflict with their deepest convictions? Why would you turn your back on a comfortable existence to give your life in the service of people who have nothing of material value to give you in return? At various times we will need to ‘nail our colours to the mast’, perhaps when our colours are not in fashion! It’s part of deciding who we are.
I’m not particularly into musical theatre in general, but I have watched the musical adaptation of Victor Hugo’s Les Misérables on several occasions. It is full of powerful and poignant moments. There is the old priest who forgives Valjean for exploiting his hospitality to steal from him: his redemptive act sets up Valjean’s new life. There is the dramatic suicide of Inspector Javert who has been let off the hook by Valjean but as a firm believer that ‘the law is the law and the law is not mocked’ finds himself unable to live ‘in the world of Jean Valjean’. There is the moving moment at the end of his life when Valjean is reunited with Cosette and Marius.
And there is a dramatic scene where Valjean, now known as Monsieur Madeleine, and a successful factory owner, realises that someone else has been mistaken for him and is on trial. To say nothing condemns an innocent man, but to reveal his true identity puts the livelihood of his workers at risk.
In one of the show’s many memorable songs he weighs it all up before deciding to come clean and announce that he is Jean Valjean.
Who am I? Who am I? I’m Jean Valjean. And so Javert, you see it’s true, That man bears no more guilt than you! Who am I?24601.
Defining moments are those moments when we need to decide who we are and what we stand for.
The guest on this week’s podcast episode is Marcus Honeysett, executive director of Living Leadership, an organisation that aims to encourage the development of disciple-making leaders who have learned to live in the grace of God. Living Leadership’s website will give you more information about the organisation, including links to a podcast and other resources. Marcus is the author of several books, including Fruitful Leaders.
One of Living Leadership’s recent initiatives has been the development of an online network with fortnightly gatherings via Zoom for encouragement and refreshment.
In our conversation Marcus talks about some of people who invested in him in his early years as an emerging leader, about ambition and saying no to major platforms, about the importance of a biblically-informed understanding of Christian Leadership, and about grace.
Among the advice Marcus would share with his twenty-year old self is the need to grow in deep-rooted spiritual habits, to have a biblically-shaped definition of leadership, and to avoid the temptation to establish ‘success metrics’.
I’ve been wrapping up a chapter on leaders and their character as part of my book project: I’ve wanted to stress that leaders are not the finished article. Here are four reflections.
For Moses it was anger – as it may be for you. As a leader you are used to getting your own way on all the big issues (and even on the small ones): no one stops you because they have learned to fear your anger.
Anger is a tricky emotion to handle, not least because there are times when we are guilty of not being angry enough or of not being angry at things which ought to provoke our anger. Paul urges us not to sin in our anger and not to let the sun go down while our anger is unresolved. James adds James that we are to be slow to get angry: our anger will not accomplish the righteousness that God desires.
In a short series of articles for the Australian version of the Gospel Coaltion, church leader Ray Galea wrote about his own journey with anger. Among his reflections was his observation that while it is sometimes an experience of being hurt that lies behind out anger, pride is the vice that lurks deeper still: ‘pride which demands that we be treated properly and woe be tide anyone who crosses our path.’
Even if we’re not guilty of the Meribah-style rock-splitting fits of rage, some of us may be far too tolerant of a simmering self-centred impatience or a constant spirit of complaint. For other leaders it may be pride, not necessarily expressed in outbursts of anger, but evident in an arrogance, or a spirit of superiority.
For still others the unresolved pattern may involve lust. It may be greed, self-indulgence, a hankering after comfort and luxury.
What a tragedy if these patterns are unnoticed or perhaps worse, if they are noticed but tolerated and left unresolved until they take deeper root in our lives until we have our own Meribah moment and sabotage our leadership.
This is Solomon. The man whose writing urges us to guard our hearts left his own unguarded. Not only did he give his heart to the many foreign women who came to share his life, but he allowed the lure of those women’s foreign gods to draw his devotion away from the Lord.
Recently James K.A. Smith has argued that we are what we love, or, ‘you are what you worship … what we worship is what we love.’
Our idolatries … are more liturgical than theological. Our most alluring idols are less intellectual inventions and more affective projections – they are the fruit of disordered wants, not just misunderstanding or ignorance.
Leaders are worshipers – we all are. The question is what has our hearts and what are we doing to guard them from the allurements of disordered affections and illegitimate gods.
The development of our character is a work in progress. But what are the character qualities into which we should be growing?
There are so many ways we could answer that question. We could talk about what it means to be holy, as the God who called us is holy. We could talk about the imitation of Christ; or we could reflect on the fruit of the Spirit.
Dan Allender answers the question like this:
Character is grown to the degree that we love God and others.
In saying that, he takes us back to the two great commandments: first, the command to love God with our whole being, and second, to love our neighbour as we love ourselves. As Jesus put it, it’s on these two commandments that everything else hangs. Or, in Paul’s formulation, love – which does no harm to a neighbour – is the fulfilment of the law.
Here is the measure of our growth in character. Do I love God more now than I did a year ago? More than ten years ago? How would I answer the question that Jesus asked Peter: do you love me more than these? That seemed to be Jesus’ requirement for leadership.
And am I growing in my love for other people? Are my relationships marked by a greater degree of patience? Am I doing better at rejoicing at the triumphs of others? Of course leaders ought to be growing in knowledge, honing their gifts, and developing their talents, and by all means set yourself goals and targets for personal development. But would people who know you describe you as kind? For all your firmness and decisiveness as a leader, are you known as gentle? Do your people know that you have their best interest at heart?
Your worst days are never so bad that you are beyond the reach of God’s grace. And your best days are never so good that you are beyond the need of God’s grace.
Jerry Bridges: The Discipline of Grace
If the second part of that is a reminder that we are not the finished article (as we keep saying), the first part is an encouragement not to give up. Just as it is grace that has brought me ‘safe thus far’, so there is grace for the gap between where we are and where we need to reach, and there is grace for the gap between what we wish we were and what we know we still are.
When Dallas Seminary professor Howard Hendricks died in 2013, among the tributes that were paid was this one, from one of his students:
I asked him, if we forgot everything else he had ever taught us (which was unlikely), what one thing would he want us to remember? He thought a moment and replied, “Finish well.” He said plenty of people in the Bible did well for a time, but very few of them finished their lives faithfully.
Wise leaders know they are not the finished article; but the humility that comes from that realisation will help them to finish well.
Prior to joining Moorlands, David was Principal of St John’s College in Nottingham, which followed a leadership role in St Mellitus College. He has also worked as a local church leader and was head of Theology at the Evangelical Alliance for nine years.
As I often do at the end of these conversations, I asked David what he would say to his twenty year old self. Here are his three points:
Worry less, pray more.
Get really good support.
Spend more time with family.
Here is the podcast (and remember you can subscribe on several podcast outlets, including Spotify.
I think I have discovered a new biblical hero. His name is Jethro, and he was Moses’ father in law.
Exodus 18 recounts a well known incident involving him.
The occasion was a family visit to see Moses. It was a good catchup and the text says that Jethro was pleased to hear about the good things the Lord had done for Israel by rescuing them from Egypt: how affirming must it have been for Moses to have his father-in-law listen with such genuine interest to the story of God’s work in his new leadership task. Whether or not we would classify it as a full conversion, Jethro comes to a new realisation about the Lord. ‘Now I know,’ he confesses, ‘that the Lord is greater than all other gods’.
While it may be a bit of an overstatement to describe Jethro as what happens when he sees Moses at work is worth some reflection.
For one thing, while it may be a bit of an anachronism to describe Jethro as the first management consultant, what happens demonstrates the value of an outsider view of a situation: Jethro saw something that Moses and the people had simply accepted as the way things were.
But there is more to be said about him.
In his excellent book, A Work of Heart, Reggie McNeal describes Jethro as ‘the key male figure in Moses’ midlife’. It’s an astute observation. Maybe this is overly speculative, but was Jethro in fact the father that Moses never really had? We know he was nursed by his mother, but his natural father disappears from the early narrative, and Pharaoh, his adoptive father is unlikely to have been particularly close. As McNeal reflects on the role Jethro played, he makes this wider observation:
The recounting of leaders’ life journeys usually turns up a Jethro or two. These individuals are God’s gifts to the leader to provide extraordinary affirmation, encouragement, and guidance. They frequently, but not always, arise from outside the family system. They typically surface during times of the leader’s self-doubt and at points when the leader’s life mission is crystallizing. These God-sent Jethros offer almost unconditional acceptance of the leader, yet they maintain an accountability of presence that implicates itself into the leader’s choices.
For all their obscurity and undoubted challenges, the middle years of Moses’ life – exile in Midian – throw up unexpected and unlikely allies. The question this phase of Moses’ life raises for those of us who are leaders is whether we notice, or make room for the Jethros in our own own leadership journeys.
More than that: for some of us who are older, the challenge is is to be that kind of spiritual father-figure.
One of the counter-intuitive things about leadership is that leaders don’t actually become less as they share leadership with others. being counter-intuitive, of course, means that we can be slow to grasp this.
Numbers 11 is an important chapter for leaders. In terms of the narrative, it gives us an insight into the pressure that Moses faced – pressure that almost caused him to throw in the towel. But it also gives us an illustration of the value, and the challenge, of shared leadership.
God’s answer to Moses’ crisis is to share some of the Spirit that was on Moses with seventy of the community elders. The elders prophesy and now at least, Moses will not have to carry the responsibility alone.
As is sometimes the case, however, the solution to one problem can lead to other problems. So it is that the narrative that follows the sharing of the Spirit goes on to touch on some of the challenges of shared leadership: what happens when you are no longer totally in control? Or, as the next chapter illustrates, what happens if a plurality of leadership brings a set of relational issues such as jealousy and resentment?
Immediately after the sharing of the Spirit there are two men – Eldad and Medad – who have not left the camp to gather with the others and with Moses. Yet they too were empowered by the Spirit, and like the others, they prophesied. Jewish writer Norman Cohen points out that, like Miriam and Aaron (chapter 12), Eldad and Medad receive their calling directly from God and not from Moses.
How leaders respond when people start to operate outside their control is a test of wisdom. It’s a mark of maturity when a leader can give away power to others without fearing a loss of their own power or position. Similarly, it’s a sign of deepening maturity when a leader is able to take genuine delight in the success or fruitfulness of someone else’s ministry: others are viewed not as rivals, but as co-workers, serving the same kingdom.
There is a striking contrast between the reaction of Moses and Joshua at the news of Eldad and Medad, and in some ways the contrast highlights something of the journey of maturity that a spiritual leader needs to navigate. Joshua, Moses’ assistant and future successor, urges Moses to stop them. The text highlights the fact that Joshua had been Moses’ assistant since his youth: doubtless he had a keen sense of loyalty, and for two people from outside Moses’ immediate sphere to have some kind of independent ministry seemed like a betrayal of his mentor: Moses really ought to tell them to stop.
Moses’ response was to dismiss any need for Joshua to feel jealous on his account. This is not about Moses, it’s about the welfare of the people of God. ‘I wish that all the Lord’s people were prophets and that the Lord would put his Spirit on them.’
Perhaps you have come across the statement that has sometimes been attributed to American President Harry Truman: ‘It is amazing what you can accomplish if you do not care who gets the credit.’ Even if the sentiment is inspiring, the attribution appears to be inaccurate: apparently a 19th century Jesuit priest called Father Strickland may have been the first to express the idea when he wrote that ‘a man may do an immense deal of good, if he does not care who gets the credit for it.’
If that’s true generally, how much more fruitful might our spiritual leadership be if we were free from the need to receive credit or to jealously guard our achievements as badges of honour that set us above others!
Ultimately Moses’ prayer was answered on the Day of Pentecost when the Spirit was given, not to a few but to many, without distinction of age or gender: the work of ministry would no longer be the preserve of a select handful.
Engage in an honest assessment of how you are doing. Have the past 6 months depleted your energy levels or your morale? Are there traces (or more) of weariness, of cynicism, or even despair? Is your sense of call strong, or have recent months blurred it?
Take steps to ensure that you are not isolated. Remember that there is a difference between solitude (a worthwhile practice) and isolation (potentially draining). If you have a ministry team around you, that’s great, but makes sure that your times together are more than just business: seek to build each other up. If you are in a more solitary situation, do what you need to in order to connect with others.
Leave some space for reflection on the ‘why’ of what your church is doing – don’t fill all the space with questions of logistics – the ‘what’ and ‘when’ questions.
Seek to lead hopefully, but without denying the challenges of your situation.
Be on your guard, work and pray for love and unity as opinions perhaps become more strongly held. The longer the Covid situation persists, the more likely it is that people will become more polarised in their views.
Work hard to identify and reach those who have not been engaging and are in danger of dropping out (not least among young adults families) – and don’t forget vulnerable folk who are unable to gather for legitimate reasons. It may mean more work for you, but all of your people matter, and many of the more vulnerable folk are already quite cut off from much of ‘normal’ life.
Identify some of the good practices of the past 6 months (like regular pastoral phone calls) that can be retained.
Don’t assume that the bench mark for the future is being able to resume all you were doing on March 15. Just as there may be good practices that you have introduced and believe you should continue, be willing to leave behind some of the things you were doing pre-lockdown if you have realised they are not vital!
Since the situation is still transitory, hold decisions lightly. Look forward to a time of rebuilding, but be sure to stay flexible.
One of the traps for insecure leaders is to make everything about them. It is all personal. It is not always easy to separate who we are from what we do, but if I make every issue about me, and interpret every criticism as personal rejection, I simply feed my insecurity and dismantle the possibility for constructive debate.
While that much is true, perhaps there is some apostolic precedent for self-defence in part of what Paul writes in 2 Corinthians where he mounts a fairly robust defence of his ministry, seemingly in the face of rivals who would have loved to discredit him. Discrediting Paul would have made it easier to discredit his message, so enticing the Corinthians to drift from their devotion to Christ.
Rather than list his triumphs, however, Paul lists the severe challenges he has had to face; he emphasises his weakness, recounting the time when he became a ‘basket case’ in Damascus, and the famous thorn in the flesh episode. Paul knew that ultimately he was accountable to God (12:19) and the motivation for his defending himself was for the strengthening of the Corinthians. As Don Carson points out, Paul is not writing to vindicate himself, as the Corinthians suspected, but to build them up.
Carson goes on to comment trenchantly:
Sadly too many leaders consciously or unconsciously link their own careers and reputations with the gospel they proclaim and the people they serve. Slowly, unnoticed by all but the most discerning, defense of the truth slips into self-defence, and the best interest of the congregation becomes identified with the best interest of the leaders. Personal triumphalism strikes again, sometimes with vicious intensity. It is found in the evangelical academic who invests all his opinions with the authority of Scripture, in the pastor whose every word is above contradiction, in the leader transparently more interested in self-promotion and the esteem of the crowd that in the benefit and progress of the Christians allegedly being served. It issues in political maneuvring, temper tantrums, a secular set of values (though never acknowledged as such), a smug and self-serving shepherd and hungry sheep.
I’m working on a book on leadership, framed around the story of Moses, and I am currently writing a chapter on leaders’ need to face criticism. As I have been working through some of the challenges Moses faced in leadership, I have highlighted the following challenging questions that leaders (not least church leaders) may have to deal with from time to time.
How would you answer them?
How do you lead when people reject your leadership? This is what Moses was faced with (briefly) when he tried to intervene in a dispute between two Hebrews. It’s a complex question as people’s rejection of your leadership may be for any number of reasons, and not all the reasons may originate with the people. What steps can you take to build (or rebuild) trust? How do you know when it’s time to ask some people to ‘get off the bus’, or even for you, as the leader, to let someone else drive?
How do you lead when things are going to get worse before they get better? Again Moses had to face this, this time when his initial intervention, having been commissioned by the Lord, led to the famous ‘bricks without straw’ situation. How do you hold your course when the initial pain of change seems to far outweigh the potential gain?
How do you lead when people don’t merely reject you as leader, but it turns out that they have little appetite for trusting God? For Moses it was not long before he and Aaron became the focus of the people’s frustration when they lacked water or food. Moses and Aaron pointed out that the people’s grumbling was not really at them, but at God. While anxiety about food and water was understandable for people trekking the desert, they were quickly failing the test of trust that their wilderness experience constituted.
Andy Peck is the host of Premier Christian Radio’s weekly show, The Leadership File: since he took on the programme, he has conducted some 700 interviews with Christian leaders from various walks of life. He is also the author of a number of books, including ‘The Leadership Road less Travelled’. I was recently a guest on his show so this week’s podcast really sets us on the opposite side of the microphone.
Interestingly for someone who has written a book on leadership, and has interviewed hundreds of leaders, Andy confesses that leadership leaves him cold! You will find out what he means during the podcast. You can get a copy of the book here.
Andy grew up on the Isle of Wight, and he talks about his Christian upbringing in church there. He talks about how his leadership journey has not always followed the expected course, about some of the people who have influenced him, and some of the key things he has learned about leadership along the way.
*Note that Dallas Willard went to be with the Lord in 2013, and not in 2003 or 2006.
The guest on the next episode of the podcast is Dr David Hilborn, Principal of Moorlands College.
I’m currently working on a chapter on criticism and conflict for a forthcoming book on leadership. Here are a few thoughts that I hope to develop in the chapter.
Criticism and conflict are inevitable in leadership (if leadership is actually going to achieve anything). Reggie McNeal says that ‘the decision to serve as a spiritual leader signs one up for conflict’.
However not all conflict and criticism are the same: some of it is destructive and says more about the critic than the leader. Leaders need to distinguish between the various types.
Someone has said that we should weigh criticism rather than count our critics. Not everyone’s voice carries (or should carry) the same weight.
Learn to look at yourself in the mirror before attempting to deal with your critics.
Identify and deal with your own defensiveness and insecurity. If you don’t, you will not deal well with your critics.
Look for the grain of truth, no matter what is happening. What do you need to take on board?
In the event that the criticism is more about the critic than about the leader, what might the leader need to learn about what’s going on in the critic?
Have the humility to allow critics to become coaches.
Learn to see criticism as a path to growth rather than a fight to be won.
Remember (especially if you are a pastor) that the tenderness that allows you to be sensitive to others probably makes you more vulnerable to the wounds of a critic.
This week I was a guest on a webinar organised by the Presbyterian Church in Ireland. As well as the webinar including an interview with one of their ministers, and a presentation on an excellent resource that aims to help leadership teams reflect on the way forward for their congregation, I had been asked to feedback on conversations I have had with various leaders.
Over the past few months I have hosted a series of podcasts in which leaders (mainly in churches) have talked about their work during the time of Covid-19: the podcasts are available here. I also hosted a Zoom meeting with a number of leaders as churches began to envision returning their buildings: you can read some of the highlights here.
In addition, over the past week or so I have been in contact with almost a dozen leaders from a range of church backgrounds, discovering what they are doing and what are some of the challenges they are facing. Again, here are some of the highlights of these exchanges: I imagine at least some of these will resonate with what other leaders are experiencing.
There are varying degrees of enthusiasm for a return to gathering in the building: some leaders have been surprised by the amount of caution they have witnessed. At times it has been older people who are most keen to get back (presumably there are various reasons for this, including the fact that many of them may have experienced a significant degree of isolation in lockdown): ironically, some of them will be discouraged from attending, because of their health vulnerability. Some leaders have found that it is middle-aged folk who are most keen to get back: presumably they are less likely to be vulnerable, and don’t have the concerns of families with young children
Families of young children face an additional challenge in that kids’ programmes that are usually offered on Sunday morning are not able to run as yet in the building. Perhaps they find it easier to have kids running around their living room while the online service is on TV than attempt to keep kids calm for an hour in church.
Related to this, there is an awareness that for some young families, Sunday routines have changed during the past few months and while for some, online church has featured, there is a danger that church has dropped from its priority Sunday morning slot and attending church going forward may not be a priority.
There is also a fear that some younger people have dropped out of church during the online season: this may be because of Zoom fatigue with work during the week, or may be because many young people prioritise connection over content in church life, so tuning in for a sermon rather than connecting with friends on WhatsApp has less appeal.
There is a range of views and expectations around the return to gatherings in the building. Some views (around masks or singing) are strongly held by some folk and there are even hints of conspiracy theories appearing. Leaders need great wisdom in handling strong voices on either end of each spectrum and in working to maintain unity and love.
Some have been forced to ask questions around the nature of church and what activities are actually core. Examples include the place of communion or the extent to which some contemporary churches have adopted a very music-centric approach to worship.
There is a realisation that community and fellowship have suffered.
Connection with new people has both been exciting and a challenge. On the one hand, online services have the potential to reach much farther than church in the building. Allied to this is the fact that some folk who may be reluctant to enter a church building are happy to connect with a broadcast service. On the other hand, the absence of services in the building (or the restrictions which mean people need to book in ahead of time) means that people cannot really just drop in off the street.
Leaders are having to think about everything all the time. As regulations and restrictions are adjusted, guidelines for gathering are not fixed. Leaders are dealing with expectations (and likely to disappoint someone!) and patterns of work have changed.
Yet at the same time there has been an opportunity to rediscover the nature of true spiritual and pastoral leadership, and at the same time there has been a realisation that ministry may still get done, even if it is not done by the minister.
Here are some of my own hunches about how leaders might consider their priorities:
Be on your guard, work and pray for love and unity as opinions perhaps become more strongly held.
Work hard to identify and reach those who have not been engaging and are in danger of dropping out – and don’t forget those who are unable to gather for legitimate reasons.
Identify some of the good practices of the past 6 months (like regular pastoral phone calls) that can be retained.
If the situation is still transitory, hold decisions lightly.
Don’t assume that the bench mark for the future is being able to resume all you were doing on March 15.
My guest this week is the painter and sculptor, Ross Wilson. While artists may not fit everyone’s accepted definitions of leadership, they function as influencers and shapers of thought. Howard Gardner defined a leader as ‘someone who significantly affects the thoughts, feelings and/or behaviors of a significant number of individuals.‘
Ross Wilson’s work includes portraits of Seamus Heaney and Arthur Miller as well as a series of public sculptures around Belfast, including his work sculpture of C.S. Lewis and the Narnia wardrobe.
In our conversation Ross talks about coming to faith and we discuss aspects of his work, including the story behind his Lewis sculpture and his more recent portrayal of the Irish missionary, Amy Carmichael which you can visit in Bangor.
A few weeks ago Dave Burke was the guest on my podcast. Dave agreed to write a post outlining what he would want to say to his 20 year old self. He’s been good to his word, and here is his letter!
You are going to go through life saying to yourself, “I wish I knew then what I know now”. You need to know that the needle on your wisdom meter will be stuck in the red zone for many years to come. So I am not going to tell you anything that will help you avoid embarrassment, disappointment or failure. You need to have these experiences, but you will grow through them. That’s how life works.
You should also know that you are a late developer. Remember, your baby teeth arrived eighteen months later than everyone else’s? You have recently realised that you only got your brain into gear once you arrived at university. And you have just become a follower of Jesus. In your discipleship, history will repeat itself; as a Christian, you are going to be a bit retarded, I’m afraid.
So, I’d like to share with you a few things that may speed up your development in the hope that God may get more glory, and your friends experience less pain, as you grow in grace and in the knowledge of God.
Here’s the first, listen a lot more than you speak. You are articulate and confident. You are also combative and quick to assume that you are right and everyone else is wrong. So shut up and listen. When you encounter a new idea – ask yourself, “What is right with this, what can I learn from this?” Answer those questions humbly before you open your mouth.
And second, you are going to spend a lot of time trying to get your theology right, bully for you! But you need to realise sooner than you did that the heart of discipleship is a living, breathing person you can actually love and who loves you. One amazing day in the future you will rumble the fact that a Christian is someone who has fallen in love with Jesus, and rue that it took you so long! Sort this out sooner, David.
Thirdly, remember that Christianity did not begin in the 16thcentury, but the 1st. What do you think was happening in the fifteen centuries between Jesus and the Reformation? These were not ‘the wilderness years’! People who lived and taught the gospel during that time looked and sounded very different to Marty Lloyd Jones and Billy Hendriksen, but that does not mean they were inferior. You will eventually realise this. You should try to do it sooner.
Fourth, invest in friendships. Over the years you will meet many amazing people, as they move on you will lose touch. Don’t let this happen. do whatever it takes to keep these friendships alive – those people are precious, and you need them a lot more than you think.
I could go on, but that is enough for now. You are getting a lot of things right, you know. I should tell you that your habit of daily prayer and study has fuelled a ministry for 40 years. You should also know that you will still be climbing mountains 45 years from now. And I’m still running, that’s because you will soon make a decision to run three or four times a week.
Keep those routines going and remember, “You don’t stop running because you get old, you get old because you stop running!”
Ian Coffey is Vice Principal for strategy and leader of the leadership development programme at Moorlands College in Dorset. Ian has a wide range of leadership experience, including time spent as an evangelist and as a pastor, both in England and in France – just across the border from Geneva (he and I overlapped in the area for a few years). He has also served in the leadership of the Evangelical Alliance and Spring Harvest.
In our podcast conversation Ian talks about the various stages of his leadership journey, and reflects on issues such as team leadership and the value of learning by doing. He talks about some of the challenging seasons of ministry and highlights some of the people who have had most influence on him.
Our calling, however, is often shaped as much by our weaknesses as by our strength. We tend to run with our strengths and avoid those people and tasks that expose our weaknesses. But the story of God is not a saga of human potential; it is the revelation of the kindness and passion of the Father who seeks and redeems sinners. Therefore, our strengths may help us with certain opportunities, but it is our frailty and sin that make known the glory of God’s story.
My guest on this week’s podcast is Simon Barrington. Simon is the founder of Forge Leadership Consultancy, having previously served in leadership roles with BT and Samaritan’s Purse. He is the author (with Rachel Luetchford) of Leading the Millennial Way. The book reports on a significant research project that surveyed some 500 millennial (born between 1984 and 2000) leaders and aims to help millennial leaders strengthen their own leadership and also to benefit older leaders whose work involves leading millennials.
In our conversation Simon talks first about his own leadership journey and reflects on a lightbulb moment where he began to realise that leadership has to deal with character and not simply capacity. We talk about the genesis of the millennial research and chat about some aspects of millennials and some of the things they (and any leader, really) need to cultivate as they grow in their leadership.
Simon talks about this book that was very significant in his own development and in understanding what it means to lead well. You can pick up a copy here.
Simon also shares a couple of key things he would want to share with his 20 year old self:
Develop your intimacy with Jesus – learn to walk with God every day;
Make the investment to deal with ways you have been wounded.
To read more about the research behind Simon’s book, visit the website.
My guest today on the podcast is Dave Burke. Dave lives in Sunderland where he provides mental health first aid training (see his website for more on this). Previously Dave has helped lead several churches in various parts of England, including Leicester and his native Sunderland.
In our conversation Dave traces the various stages of his leadership journey, from his conversion as a student in Swansea through his path into Christian ministry. We talk about team ministry (‘the best ministry flows from friendship’) and Dave talks about people who have influenced him along the way.
He also talks about what he would say to his 20 year old self:
Be wary of an independent streak: the Christian life is a tension between taking responsibility but also relying on God;
Invest in deep friendships (and don’t let them go);
Invest in small habits that appear to make little difference day to day, but make a significant difference over time;
Don’t be quick to dismiss what you judge not to be properly Christian;
Remember that theologians are great teachers but poor listeners.
Dave has agreed to write a guest blog post on this theme over the next couple of weeks.
Thanks to Aaron (Rico) Robinson, one of my former students, for kindly offering me this new design for the podcast!
Notice the map theme that conveys the idea of a journey. There is a touch of the old, with the ordnance survey-style contours (leadership has its ups and downs), and a touch of the new with the online-style icon marking a location.
This week I am speaking with David Bruce, the current Moderator of the Presbyterian Church in Ireland (PCI). David is also secretary to the Council for Mission in Ireland with the PCI.
We talk a little about how the Presbyterian Church is emerging from lockdown and what some of the lessons might be for the Church and we explore various stages of David’s leadership journey, including his conversion as a teenager, through his time at university and theological study, and on to various roles – as a local church minister, working for Scripture Union, both in Northern Ireland and internationally – leading up to his current role.
Along the way David talks about some of the people who have most profoundly influenced him, and shares wisdom around various aspects of leadership, including how teams need to be able to incorporate a degree of tension between the roles of various team members. David shares three ways he would advise his 18 year old self, and there is a story about writing on the ceiling!
‘Deconstruction is as important as construction.’
What’s your response to this observation as the Church emerges from lockdown?
I’ve talked and posted a bit over the past few days around questions relating to churches emerging from lockdown. Here in Northern Ireland, buildings can be open for public worship from this week, and several churches are already well prepared for resuming Sunday worship in their buildings from this Sunday.
Nonetheless, in a recent informal poll during an Evangelical Alliance (NI) Zoom meeting, more than half the participants indicated that they expect their church to wait until at least September before opening their doors on Sunday (numbers in England are a little different). Some churches are starting with prayer gatherings rather than the full Sunday worship service – no doubt these smaller gatherings will help test practical procedures before bigger meetings take place (aside from the benefit of praying!).
I know from a couple of recent exchanges with two pastors that those who are keen to get started are not sure why others are so reticent: there is even a degree of frustration with what can be perceived as a degree of negativity around reopening.
It might be helpful to map out some reasons why some leaders are keen to get going again and some reasons why folk are more hesitant.
Why you should open your church as soon as possible!
The Bible is clear that Christians ought not to give up on meeting together and no matter how clever your digital services have been, it’s not what Hebrews 10 had in mind.
Churches have not been able to gather for almost four months and people have missed that: now that the government has given the green light, why wait? Older people, some of whom may have experienced a high degree of isolation, may be longing to be in the same actual room (not Zoom breakout room) as their brothers and sisters.
Online services have not been everyone’s cup of tea and some people have opted out. I’ve heard of a couple of churches that feel they have lost a swathe of their people who have not gone online. Interestingly, while there are 80 year olds who have got up to speed with Zoom and the like, it is sometimes the younger generation who have opted out.
For younger people, some of whom may wish to prioritise connection over content, church in person allows them to connect with their peers and they will listen to the content while they are there. A Youtube service won’t allow them to connect, so they may prefer to spend Sunday chatting on WhatsApp rather than tune into church.
Having church online has the potential to lead to an increased consumerism. If you’re after a great set of worship songs, you might be able to do better than what’s on offer in your own church: same for the sermon – online church allows you to pick from the best!
Why you should take your time!
Some leaders are exhausted and may like to have some breathing space before leading the task of getting the building ready for the next stage or beginning to envisage the details of how they will navigate the government guidelines.
For some, restrictions around numbers permitted (social distancing), congregational singing, the ability to greet one another, or even tea and biscuits after the service will make gatherings seem less than normal, and so they might prefer to wait.
While (as a friend of mine says) there are some churches who have been practicing social distancing for a long time (dwindling congregations in large buildings), well attended churches are going to have to put restrictions on numbers, requiring the need for a booking system. Unless they increase the numbers of services (with whatever that entails with regard to cleaning), not everyone is going to get in.
This means that some kind of online service is going to have to be maintained. This will be important, not only as long as numbers are restricted, but as long as there are vulnerable people who are either advised medically not to attend, or choose not to, out of nervousness.
There is value in pausing to reflect on the lessons from lockdown. A rush to restart – certainly a rush to fill the calendar with activity – means there is little space (or energy) for such a reflection. As someone said to me this morning, leading a busy church is a bit like trying to keep a plane in the air!
Further to yesterday’s post which highlighted some points from a conversation among church leaders, here are some quick reflections on questions church leaders will have to deal with in this next season.
‘When?’ questions: with permission granted for churches to reopen their buildings to gather for worship, the ‘when’ questions will be clamouring for urgent attention. If not July 5, then when? Interestingly, in an informal survey at an online meeting run by EA on Thursday just over 50% of respondents reckoned their churches would wait until September or later before opening their doors for services.
‘What?’ questions: it’s one thing to decide when to restart, but what activities will be part of that restart? Sunday morning worship is likely to be high on the list for most churches, but what about other services and activities?
‘Why?’ questions: these are the questions that are most likely to be neglected in the next season, especially when there is a rush to get restarted as soon as possible. What if leaders took their time on the ‘when’ questions and used this next phase to revisit questions of purpose and mission? If you are a leader, how can you make time for this kind of reflection?
This morning I facilitated a Zoom conversation that drew around 20 church leaders of various stripes to talk about some of the questions around moving out of lockdown and into the ‘new normal’. Here are some of the highlights:
Some felt that it is too soon to attempt to answer some of the big questions – folk have simply been too busy. My fear is that a precipitous return to ’normal’ will simply compound this and the questions will never be answered (or even asked!).
Church leaders have been ‘catapulted’ into the situation that has pertained over the past few months and are now in danger of being catapulted into the next set of circumstances: there is a need to prepare.
Following on from that, the next transition (out of lockdown) may be harder to negotiate that what happened in March.
Zoom is a mixed blessing – there is a degree of Zoom fatigue, but at the same time there is a recognition that it has actually helped increase involvement in things like prayer meetings and small groups.
People have missed face to face contact and the physicality of things like communion and singing.
There is a need to manage folks’ expectations with regard to returning. Here in NI I think there has been surprise at how quickly churches are allowed to reopen their buildings for worship services and there is likely to be pressure on leaders to get things up and running because the government has given the green light. However, just because it is possible to restart, does not mean that it is right to restart right away.
Part of the dilemma of restarting is that it is sometimes the most vulnerable church members who are most anxious to get back. Older people who live alone, for example, may have missed gathering more intensely than others.
Pastorally, there would be value in giving church members space and time to tell their stories from the past few months.
A few days ago a friend posted a question on Twitter:
It’s a great question, and I imagine it would be possible to make a decent case for more than one of those.
As you can see, I’ve been reading a book on leadership and the wilderness: the reference to transition comes from that book. For the ancient Israelites, the wilderness was a place of testing. Their repeated angst over food and drink served to demonstrate what was in their hearts and to teach them daily dependence on God. Moses was well aware that once they tasted the prosperity of their new surroundings they might quickly forget what God had done and attribute their prosperity to their own hand.
As the Church emerges from lockdown (church buildings can once again open for public worship in around 10 days), there are several types of questions that leaders probably need to be asking.
Some of the questions have to do with logistics – the practicalities of (at least some of the church) being able to meet again. Some have to do with resilience – how will leaders sustain this next phase with its various questions and challenges, never mind moving into September with an expectation on the part of some that as much of the old normal needs to be put back in place? And some have to do with discernment and strategy.
Here is where part of the wilderness analogy might come into play. As lessons from the wilderness experience were meant to be carried forward into the new reality of the Promised Land, what have the Church and its leaders been learning about the nature of church and the nature of ministry that needs to be carried forward into the ‘new normal’? Are there ministries or strategies that have been picked up out of necessity during lockdown that might be good to carry on in the future? Conversely, are there activities that have not been possible during lockdown that can safely been left in the past?
These kinds of questions are well summed up in the following grid (which may have originated with CPAS): I think will be helpful for church leaders in their reflections moving forward.
I realise that there will be (already is) pressure on church leaders to get things up and running as soon as possible. I wonder if there is a danger of trying to do too much too soon and thereby missing an opportunity for prayer and reflection (see Acts 13).
‘For reasons both ancient and new, the church today has an insatiable appetite for the study of church leadership. A vast avalanche of books, seminars, videos, and web sites has swept over the landscape in response to that appetite. Some of it is good and helpful, but overall much of it is very weak or even misleading in ways that should trouble the church leaders consuming it.’
I read this statement some time back and I am pleased to say that the contribution of today’s guest to this vast array of resources is excellent.
Ian Parkinson works with CPAS and helps train leaders in a number of Anglican training institutions. He has previously been a guest on the podcast, and you can listen to his story here and here.
Earlier this year he published a new book, Understanding Christian Leadership and he joins me on this episode of the podcast for a conversation around the book. I have reviewed the book in a previous post.
Our conversation covers a number of themes related to the book, including Ian’s definition of Christian leadership, his understanding of leaders as ‘catalysts’, and the balance that leaders need to strike between tradition and the future.
Here is how he defines Christian leadership:
A relational process of social influence through which people are inspired, enabled and mobilized to act in positive, new ways, towards the achievement of God’s purposes.
He also talks about what it means to lead as a Christian outside of the sphere of the Church.
If we want to be effective leaders we need to be effective disciples.
Here is a link to where you can buy your copy of the book, and here is the podcast.