Weekly Thought – December 10, 2024

Fred addressed a large group of pastors in the early 1980s on leadership, by their request. His talk became part of a chapter in his book, Learning to Lead. As you will see, it stimulated much conversation in an era when “servant leadership” held sway throughout church life.

Leadership is Serving God, not the Sheep

You invited me to talk with you about “Pastor as leader.” The right concept of leadership is vital. Some people distinguish between the theoretical and the practical as if theory is not practical. A friend cleared this up for me: “Nothing is as practical as a correct theory.”

Currently one of the most popular concepts is “servant leadership.” Properly understood, it’s a helpful concept, but it has been terribly abused. The Christian leader is primarily a servant of God, not of each sheep. You are a servant or God, given to absolute obedience to what He says. To extend that to say you are the servant of each and every sheep is a fallacy. Let me be clear, this doesn’t mean you aren’t the prayerful undershepherd, but the Chief Shepherd is God Himself.

Steve Brown said he nearly became neurotic when he thought he worked for the church because that meant he had five hundred bosses. When your boss calls in the middle of the night to tell your something, you’re supposed to do it. If everybody in the church is your boss and you’re their servant, you’ve got an absolutely intolerable situation.

If the pastor’s gift is leadership (as evidenced by having followers) then the major expression of their service is leading. Scripture tells us that those who receive it are to lead diligently.

This position is difficult for some pastors to accept because of their personality makeup. Some pastors prefer serving people. Leaders who say, “Anything you need, let me know. I’ll cut your lawn; I’ll drive your kids to school” are not serving God, nor are they offering the best to their people. They are failing to understand the doctrine of spiritual gifts. We are to carefully identify our gifts and then operate within them.

The gift of leadership, as all the others, comes with challenges. If you, as pastor, or organizational head define your comfort zone by being liked, respected, and appreciated, leadership is difficult. If the gifts of helps or mercy are foundational, then you serve a great, essential purpose, but the discomforts of leading are probably an indicator that leadership is not your primary gift.

This week think carefully about: 1) Do Fred’s words from the 1980s have relevance for me today? 2) How clearly have I defined my spiritual gifts? 3) Where has Fred challenged my thinking about servant leadership?

Words of Wisdom: “If the pastor’s gift is leadership (as evidenced by having followers) then the major expression of their service is leading.”

Wisdom from the Word: “Therefore, you shepherds, listen to the LORD’s message.” (Ezekiel 34:9 NET Bible)

Weekly Thought – November 26, 2024

Fred appreciated ideas. His idea of “great fun” was gathering with others who were intrigued with thinking about life as he was. A weekend of friends in Houston served as an impetus for “The Twenty-Five.” Those who gathered in Texas agreed to send an article, idea, or quote to each of the others once a month. A Dallas CEO had an entire file cabinet drawer dedicated to these offerings. One of the ideas which sparked conversation was the difference between management and leadership.

Learn the Value of Administration

Leadership and management are two different skill sets. Many times good leaders are not good administrators. Likewise, good managers are not always leaders.

Peter Drucker, the man known as the father of modern management, defined the difference as: “Managers focus on doing things right, while a leader focuses on doing the right things.” Another distinction by Peter Drucker is “Efficiency is doing things right; effectiveness is doing the right things.”

Our country had a President who was an exceptional manager. As an executive he was known to read 300 pages of reports before breakfast each morning. He was certainly the best-informed chief executive, but struggled to provide leadership by getting people to follow him.
Other Presidents demonstrated great leadership qualities, while failing to excel in the day to day details. Many of these had strong communication skills which amplified their acceptance as a leader the people chose to follow.

Even if a leader is not strong in administration, he/she must recognize the crucial value of these skills. Bringing top notch administrative skills to the team is critical, whether it is leading a country or an organization. If the leader delegates widely, the principal of “appreciate it, develop it, and then leave it alone.” Picking the right people with the right skills is the key.

Oversupervision is the great sin often committed against managers. The leader’s task is to say, “Here’s where we are, and there’s where we ought to go.” The administrator’s task is to determine how to get there.

A successful organization has leadership and management. You lead people but you manage work.

Carefully consider this week: 1) Am I more gifted in leadership or management? 2) How am I developing my skill and contributing to my organization? 3) Who could I help with the distinction between leadership and management?

Words of Wisdom: “You lead people and manage work.”

Wisdom from the Word: “Moses’ father-in-law said to him, ‘What you are doing is not good! You will surely wear out, both you and these people who are with you, for this is too heavy a burden for you, you are not able to do it by yourself.’” (Exodus 18:17,18 NET Bible)

Weekly Thought – November 12, 2024

Fred studied leaders. “Lifelong learner” is one personality category used by many personality experts. Fred epitomized that profile. In his book Learning To Lead he discussed principles applicable for both business and church. A fundamental task of leaders is setting direction.

Maintain The Vision

David Rockefeller was once quoted: “The number one function of the top executive is to establish the purpose of the organization.” Max Depree expressed it like this: “The first responsibility of a leader is to define reality.”

Like the hub of a wheel everything grows out of the vision. Until it is clearly established the door is open to all kinds of trouble. The leader must define why the organization exists – what is its purpose.

Here are several keys:
1. Define it specifically. In my experience, nothing is properly defined until you write it down. When I worked for Maxey Jarman, anytime I was fuzzy in my thinking he would force me to write him a memo. Once I said, “I can’t write it.” “The only reason you can’t write it is because you don’t know it. When you know it, Fred, then you can write it.”
2. Express it so other people understand it. A good statement of purpose is straightforward. A purpose statement with too many categories splinters the vision. If you don’t focus confusion results. If an organization gets spread too widely it becomes difficult to effectively communicate it.
3. Get both organizational and personal acceptance of the vision. Organizational acceptance avoids dueling purposes up and down the org chart. But it has to go deeper. True leaders know how to establish within the people a personal commitment of the purpose. They understand and appreciate they are integral to the success of the organization… not just paid staff.
4. Repeat the purpose over and over. One very effective leader used this phrase in a vision setting meeting: “Say it simply, boldly, and repeat it often.” Any leader who doesn’t consistently (and constantly) repeat the essence of the vision will find the people straying. It doesn’t have to be a sing-song repetition, but a vital repetition through living it out. This produces intensity and direction.

An organization without a clear purpose can get side tracked and involved in tangential projects and activities. When you have a clear vision, you view everything in light of it. Every once in a while you sit down and say, “Let’s stack every activity in this organization up against our purpose.”

An effective leader has a firm grasp on self-understanding applying it effectively to the required responsibilities… first of all setting and maintaining direction, vision, and purpose.

This week think carefully about: 1) When I think of a strong leader who comes to mind? Why? 2) In my leadership experiences, how clear am I? 3) What is the most difficult part of growing as a leader?

Words of Wisdom: “The leader must establish the purpose of the organization – why it exists.”

Wisdom from the Word: “I urge you, brothers and sisters, by the name of our Lord Jesus Christ, to agree together, to end your divisions, and to be united by the same mind and purpose.” (1 Corinthians 1:10 NET Bible)

Weekly Thought – November 5, 2024

Fred wrote much about the multiple facets of leadership. He explored the topic from top to bottom often lifting up corners of the rug to find unexplored areas.

Leadership Is a Function, Not a Title

Some individuals think they are leaders when they really are not. One of my friends in industry was asked by his son, “Dad, what does it take to be a leader?” The man spent an hour struggling to reply and finally in desperation gave the best definition I had heard. “Son, all it takes to be a leader is to have somebody follow you.”

That’s all it takes: followers. If people are not following you, you are not a leader. You may have the title, but that is all. “Leader” is not a title, but a role. You only become a leader by functioning as one.

I remember sitting once in a city park at “Soapbox Corner” where the eccentrics assembled to do their public speaking. One fellow had attracted a large crowd with his harangue. I noticed another man walking around the back of the crowd obviously mad, and gesturing as he muttered to himself, “I came here to talk. I didn’t come here to listen.” He was mad because people weren’t listening to him. They moved away from him, drawn to the other speaker. He felt appointed a talked not a listener. But the crowd thought differently.

We communicate only when people listen. And unless people follow us, we’re not leaders.

Often leaders don’t have the title. In a manufacturing plant, I’ve known many leaders of employees who were not in management, nor did they have a union job. But by the very weight of their personality and experience, they had authority. They were natural leaders.

The major characteristic of a leader in an organization is the ability to turn subordinates into followers. People can be subordinates by definition – by placement on an organization chart, or membership roll. But they alone decide to be followers.

This week carefully consider: 1) How would I define leader? 2) What is my most satisfactory leadership experience? 3) Who would benefit from Fred’s words?

Words of Wisdom: “Unless people follow us, we are not leaders.”

Wisdom from the Word: “Elders who provide effective leadership must be counted worthy of double honor.” (1 Timothy 5:17(a) NET Bible)