The aim?

That the servant leader develops himself as a leader and as a servant so that together both he and his people can flourish and achieve their full potential in the service of a common, higher purpose.

This article, the last in Dr. Thorsten Grahn’s “Servant Leader’s Garden” series, reflects upon the needs of growth and partnership from the perspective of servant leadership.

Artificial Flowers are Beautiful, but Do Not Grow

There are many good reasons to prefer artificial flowers to natural ones. The good ones look extremely pretty. Even after a month in a vase they are still in full bloom, the leaves have not gone limp and they require no water, no sunshine and no nutrition to keep looking pretty. They will never die.

Artificial flowers only have one disadvantage: they do not grow! They stay the same forever. They will never die, but only, because they never lived.

Sometimes leaders wish their staff would behave like wonderful artificial flowers. However, soon they would discover that there is no more growth, no more flexibility and no more adaptation to a changing environment. In fact, no more change at all.

Organizations need living people who want to grow, and not people, who want to keep the status quo. The leadership must treat the people as living plants that need much care, but in the long run they will always outshine the “artificial flowers” in the organization.

Visible Growth Always Starts Invisibly

The most important part of any plant is its root. The most important part of a plant’s life is the time when the root is still hidden in the dark soil, preparing itself for its breakthrough. The gardener cannot yet observe any growth, and does not know whether the plant will bear fruit or not. However, the gardener knows the life cycle and the seasons of the plant, and when he should expect the first leaves to break through the soil.

The most important growth in an organization happens inside the people of  the organization. Servant leaders need patience, a tending heart and listening ears to sense the growth of the people before it becomes obvious to all. Servant leaders allow people the time to grow inside first, before they grow in the public. Nothing can replace a strong root.

A Small Seed Can Make a Big Difference

Even big trees start from small seeds. It may take time for the seed to grow, but from the beginning that small seed already contains all the potential that is necessary to become a big tree.

It is important for the servant leader to properly assess the future potential in their people, not to judge them based only on their present performance. Then, just as the gardener prepares the soil and the environment so, the servant leader must provide a growth-promoting environment for the people that they lead.

The Gardener Tends Both In and Out of Season

The gardener tends his plants regularly. It is not simply a part of his job, it is his main task. It is not necessary to tend every plant every day in the same way.  However, the gardener’s care of the plants is based on their individual needs, in the light of the growth of the whole garden.

Similarly, listening to one’s people and nurturing them must be an ongoing responsibility of a servant leader, as well as making sure that the actual organization’s development is in alignment with its basic purpose and mission.

Growth Has Its Season but No Season is without Growth

Growth never happens in all areas of the garden at the same time. Every plant has its time. Some flourish in spring, others in summer. Some bear fruit in autumn. Some remain green the whole year round.

The same is true in organizations. Not all projects bloom at the same time. Not all people grow at the same pace. Therefore, it is necessary for the leadership to know its people and its projects well, so that they do not develop unrealistically high – or low – expectations.

Where there is a Vision there is a Way

I have always admired the power of a small dandelion that breaks through asphalt. It is a plant with a small seed and soft blades but as it grows it can force itself through cracks in the asphalt, breaking it up to reach the sunlight. The plant has never before been exposed to the sunlight, it has always lived in the dark soil. But internally there is this strong drive to break through to the light.

“Where there is no vision, the people perish” says the Bible (Proverbs 29:18). When there is no vision in an organization, there is no direction and no drive in the people, and the organization will perish. A key challenge for servant leaders is to lead the development of a vision that is as powerful as the dandelion’s drive to get to the light. They inspire a shared vision that encourages the drive for individual and organizational growth.

If You Need to Pull a Weed, Pull It out, Do It Stout

Weeds are always a problem in any kind of garden – except maybe in a weed garden. Weeds can be generally defined as those plants that grow without being planted. Often weeds are fast growing and robust; they can easily outgrow and overgrow the  plants that have been planted by the gardener. If a gardener recognizes a weed in an area of the garden, the best response is to get it out as fast and as thoroughly as possible paying special attention to the root. Otherwise, the weed comes back very quickly.

The growth of people can be a messy business and it can generate all sorts of issues and difficulties.  When negative things arise in an organization such as: false accusations, betrayals and unresolved conflicts between people, then the servant leadership must act as quickly as possible to address and resolve the issue.

Servant leaders deal proactively with conflict. They focus on the creative potential inherent in any conflict more than on the potential destructive impact. They know that conflict is part of any growth process.

Ivy Needs a Tree to Grow

Ivy is a climbing plant that needs a partner – which is not ivy – to enable it to climb and grow. Often ivies climb trees because they are natural supports for them.

Lasting partnerships are only possible if the plants meet each other’s needs. Small and weak ivies can grow on bushes, but strong climbing ivies need strong trees to grow properly. As a tree is to young ivy, so a mentor is to the younger, newer worker.

People need other people to grow and the servant leader will foster links so that this coaching and mentoring can occur.

Many Are Always Stronger than One

In an article about creating a wind resistant landscape Tasker contends that, in order for a tree to survive a hurricane, one has to “Create a design that locates trees in groups rather than individuals that are easy targets for big windstorms.”

The tabonuco tree, which grows in the Caribbean region, provides a fascinating illustration of this principle. They enjoy a unique, collaborative system that enables them to withstand even the strongest hurricanes.

Seedling populations of the tabonuco tree concentrate on ridges where adults dominate and form tree unions by interconnecting all individuals through root grafts. The root connections of the tree union enable materials to interchange among the trees, allowing suppressed and dead trees and stumps to re-sprout.

Just as the tabonuco tree connects its roots with other tabonuco trees, and exchanges strengths and vital elements, the people in an organization are able to withstand external pressures if they have built strong relationships before the crisis. The leadership of an organization can encourage such developments and servant leaders encourage and live community. Commenting on Ecclesiastes 4:12 (“A cord of three strands is not quickly broken.”) Buzzell notes, “Three separate individuals are as vulnerable as one individual. The word “relationship” implies the attempt to twist the threads together. The result? Better work, less vulnerability”

Applied to organizational leadership it means developing and encouraging teamwork and community among the staff. Then in times of high external pressure the group members support each other and do not look only to the leadership.

And Finally . . . . . . . Take Time to Smell the Roses

There is a Chinese proverb that goes “Life begins the day you start a garden!”

Gardeners enjoy the roses that they grow more than they mourn the seeds that die in the process. Gardening is a wonderful job: To be in contact with growing and ever-changing plants, to watch their fruit develop, to nurture them, to water them, to watch them recover from the heat and to see the impact that the garden has on other people. Moreover, comments Buzzell, “Every blossoming flower is a reminder of God’s faithfulness to us”

Leading people often involves difficult, challenging, and suffering situations. For a servant leader to stay healthy and to be able to empower others, they need to take time to sit back, relax, and enjoy what has been accomplished. It infuses new power and joy and makes them grateful for the observable growth.

The final encouragement to the servant leader is “stop and smell the roses once in a while”.

Reflection

Find some moments to smell those roses. Stop and ponder the achievements of your people. Humbly consider your successes too. These are the encouragements that every leader needs.

Then consider the lessons that you can take from this article to grow and develop as a leader yourself.

Do you recognize the difference in style and capability of your people or are you looking for cloned capability that is only able to work one way? There may be a time and place for that, I am not sure that I would want the team at a nuclear fuel storage facility to make it all up as they went along!  But it won’t help your people develop to their full potential and it won’t help with the out-of-the-ordinary.  How can you foster the unique strengths and abilities of the individuals in your team and use them to power greater capability?

Are you frustrated by people who seem not to be growing or improving? Remember that invisible, in the soil growth, without which the plant will be weak and will bear little fruit. Now can you understand that person’s needs and how can you feed their growth and develop their potential so eventually the “plant” breaks through?

What is the vision that encompasses the higher purpose that is served by you and your team? Have you got one? Do they own it?  That ownership only truly comes about if they are party to its development and with that ownership comes unprecedented commitment. How can you facilitate that amongst your team?

Are there any messes that need clearing up? Left alone they will become quite toxic and work against your team. As a servant leader,  how can you address them and achieve a positive outcome?

What are the partnerships like in your team?  Have you an ivy that needs the support of a strong tree? Are your people like a stand of tabonuco trees, able to support and sustain each other when things get tough? How can you develop that kind of community?

If you haven’t read them yet take a look at the other articles in “The Servant Leader’s Garden” series: Grass Doesn’t Grow Faster If You Pull It , Without Change There’s No Growth and also Jesus: The Role Model for Christian Leaders also by Thorsten Grahn.

This is the second post in a series adapted from a paper by Dr Thorsten Grahn, one of Claybury International’s associates. You can read Thorsten’s first Article in The Servant Leader’s Garden Series here and “Jesus: The Role Model for Christian Leaders”, Thorsten’s introduction to Christ-centred Servant Leadership

This article focuses on some key realities about the growth of people and the Christian servant leader’s role in its facilitation. First it’s the recognition that growth in organizations is as dependent upon God as is growth in a garden. However, growth needs to be fostered; it requires sufficient room for the individual to grow but excessive growth on the part of one can constrain and deprive another. Even then the difficult process of “pruning”  is required to help shape and direct people, increasing their fruitfulness. But perhaps the most uncomfortable aspect of growth is change. This is inevitable.

No Miraculous Growth without Miracles

A gardener can cultivate a garden with excellence and through his diligence come close to gardening perfection, but even then, without a sufficient supply of water and sunshine, the plants or even the whole garden might die. Man made nurturing in the garden is absolutely necessary but of itself it is not sufficient for growth.

All plants need a regular supply of water and sunshine, and the amount and intensity required will vary from plant to plant. Man works hard to control these supplies and so control the growth of plants   However, even though horticultural and agricultural technology is moving fast, it will never be able to fully replace the natural sunshine, wind and weather supplied by the creator who sustains his creation.

The same holds true for Christian leaders. In an organization, even when the leadership does everything possible to help the people and the organization to grow, there may be unforeseeable and uncontrollable events that hinder the organization’s ability to flourish. The best Christian leadership is dependent upon man and therefore has its limitations. Consequently, leadership alone will be insufficient for growth. The Christ-centered servant leader must rely upon God, whom he serves.

The Apostle Paul, who sees himself as a gardener in the Christian community, understood that in the final analysis, all Christian growth is only by God’s grace when he writes in 1 Corinthians 3:5-9:

What, after all, is Apollos? And what is Paul? Only servants, through whom you came to believe – as the Lord has assigned to each his task. I planted the seed, Apollos watered it, but God made it grow. So neither he who plants nor he who waters is anything, but only God, who makes things grow. The man who plants and the man who waters have one purpose, and each will be rewarded according to his own labor. For we are God’s fellow workers; you are God’s field, God’s building.

Effective Growth Requires Sufficient Room

Bamboo varies in height from small, one foot (30 cm) plants to giant timber bamboos that can grow to over 100 feet (30 m). It grows in many different climates, from jungles to high mountainsides. Bamboo is often classified by the type of root it has. Some, called runners, spread exuberantly, and others expand slowly from the original planting. Generally, the tropical bamboos tend to expand slowly and the temperate bamboos tend to propagate via runners.

In our garden, we had one of the temperate, running bamboos. It was a beautiful plant, and we had already made several attempts to limit its growth to keep it in a specific area. However, all attempts were to no avail, the bamboo cut through or grew under or over any set barrier and developed roots in other parts of our garden. The bamboo hindered the growth of other plants in the garden. It needed more space to grow. As we did not have more space, and the bamboo would not stay within its allocated area, we finally had to pull it up to protect the rest of the garden.

Similarly, people need space to grow, to try out new things, to develop new skills, to change themselves and the organization. To remain healthy an organization must provide sufficient space for growth within the organization, or the individual must transfer to another area, or even another organization. Otherwise, both the individual and the organization will suffer.

Servant leaders provide the necessary environment for growth for the individuals in the organization.

Lasting Growth Requires Regular Pruning

Trees are pruned to develop a strong branching pattern. The pruning of fruit trees not only shapes the future growth of the tree, it also increases the quality of the fruit. The goal of the pruning is to create a clear crown, which allows the air to pass through the crown preventing diseases and to let sunlight in. The sunlight is important for the flavor of the fruit.

In general, a strong pruning stimulates growth more than a cautious one. Often the inexperienced gardener makes the mistake of pruning too cautiously and then only on the outer part of the crown.

Pruning is important so that the tree will not invest too much of its resources into branches that bear no fruit.

Organizationally, the process of pruning is about prioritizing and focusing the work of individuals on what they are best at, and what is most needed for their individual growth.  As the gardener has to prune repeatedly, “pruning” should also become a regular process in any organization. In an organization it involves evaluating ongoing projects and ministries and cutting those areas that will not bear lasting fruit. It enables the available resources to be focused on the fruit-bearing branches.

Pruning is a very difficult leadership task, because it hurts people as it involves cutting projects that bear no lasting fruit. From this perspective only a few leaders are willing to take on the role of the gardener, especially if there is no pressing need. In difficult times, sometimes external consultants are invited to do the necessary pruning. This often happens so late in the process that, instead of pruning, the tree has to be cut down. It takes courage to prune. In the garden, as in many organizations, the pruning serves first the growth of the individual plant and only secondly the growth of the garden.

Servant leaders are not afraid of pruning. They know it will hurt the plant but it will also ensure improved growth and fruit bearing. When Servant leaders prune, their motivation is the same as God’s motivation for pruning as Jesus describes it in John 15:2: “Every branch that does bear fruit he (God) prunes, so that it will be even more fruitful.”

The One Who Outshines Others Limits Their Growth

All plants need sunlight to grow. However, some plants need more sunlight than others. Moreover, some plants take more of the sunlight at the expense of others leaving them in the shade. The gardener has to make sure that plants are placed in the right spots and that they get the sunlight they need.

In our garden, we have a cherry laurel sitting close to a rosebush. The roses need both regular fresh air and sunlight to flourish. However, the cherry laurel grows faster and thicker than the rosebush. We needed to prune the cherry laurel so that it does not grow into the rose bush. Instead of the cherry laurel outshining the rose bush and limiting its growth, both can flourish.

The leadership of an organization must be proactive in recognizing the growth needs of individual members of staff and must create the space and environment necessary so that everyone can blossom. Gary Yukl, a leading thinker and author on leadership, observed “Effective leaders help people develop their skills and empower people to become …… leaders themselves”

It’s Impossible to Grow without Change

In the garden, growth and death happen continuously at the same time, day by day. It is often invisible at first, but it happens. Also, in a garden there are many other changes, most of which are necessary to keep the plants growing. The garden needs the different seasons so that the plants can rest, gain new strength, multiply, flourish, and bear fruit at the right time. Sometimes, hurricanes, floods, or extreme heat drastically impact the plants in the garden.

This process of inevitable change is also true for people and the organizations in which they work. To foster growth in such circumstances organizational leadership needs to address the inevitable change that takes place. Thus, Christian servant leaders need to be prepared for the unexpected, continuously evaluating developments inside and outside of the organization.

There is one unchanging fact; the process of change occurs continuously whether anyone likes it or not. Moreover, change is a necessary outcome of growth; neither a plant nor a person can grow without there being change. Becoming people who achieve their full Kingdom potential is such a process.

“The scriptures focus more on process than on product, because all believers are in a process of becoming the people God meant us to be. Without change, growth is impossible” – Buzzell.

Reflection

What was your reaction to this statement “,.. leadership alone will be insufficient for growth. The Christ-centered servant leader must rely upon God, whom he serves.”? How can you make more space for God in your leadership?

Have you people who are bearing fruit but who could be much more fruitful?  What kind of “pruning” would bring that about?

Take a moment to ponder the people you lead. Is there anyone withering in the shade of  another who has grown faster. What can you do to enable each to develop to their full potential?

Do you welcome change or fear it? Why? How can you enable others to embrace change and so flourish where God is leading?

Image: LadyDragonFlyCC Flickr.com

For the Christian, Jesus is the ultimate model of leadership and as members of his body, in order to be the leaders that we are called to be, there really is only one way to go. That is to follow his lead and be leaders in his style, just as he taught his disciples to be. You can gain an overview of Christ-centred servant leadership here Jesus: The Role Model for Christian Leaders

“The Servant Leader’s Garden” is a short series of articles adapted from a paper published by Dr. Thorsten Grahn. If you are a budding servant leader this series will provide you with food for thought about how you lead and how Christ-like is your leadership style. It will also provide you with a healthy challenge if your leadership style is based on one of the many secular models, even if it has been Christianised.

The Garden

The Britannica online dictionary defines “garden” as “a plot of ground where herbs, fruits, flowers, vegetables, or trees are cultivated.”, and “gardening” as “Laying out and tending a garden”. This definition covers a wide range of garden types, like a small garden in the backyard of a private home, a rose garden, a large recreational public garden, and even the biblical garden of Eden.

In many aspects, the task of the gardener in a garden is similar to the task of a servant leader in an organization. Both will study the environment, define a specific purpose, prepare a place that is conducive for growth, get the right plants/people in to be able to fulfil the purpose, and tend to the individual plants/people to help them grow and bear fruit. A garden is made up of single plants and much additional insight can be gained from considering the role of a single plant – or even parts of a plant – in the garden, and applying those insights to the role of a leader in an organization.

Every Christian leader can also be considered to be a plant (e.g., a “tree” as in Psalm 1) or a part of a plant (e.g., a vine branch in John 15) in God’s worldwide garden.

Naturally, the central theme of a garden is the growth of its plants. The gardener’s main concerns are when each plant grows, how fast it grows, in which soil it grows, how much water and sun it needs, what it produces, what stimulates or hinders its growth, how the growth of neighbouring plants affect each other, and so on.

As in the garden, in servant leadership the central theme is the growth of the individual parts, the people. This focus on the growth of the individual, and not primarily on the growth of the organization, is a unique characteristic of servant leadership. See Jesus: The Role Model for Christian Leaders

The Bible passage in John 15:1-8 is one of most obvious connections between the garden metaphor and biblical servant leadership. Here Jesus applies the garden metaphor to Christian leadership, with his father as the gardener whose concern is the fruit born by the branches. Most of the gardening analogies in the “The Servant Leader’s Garden” series directly relate to the servant leader’s focus on personal growth and on the growth of those being served.

Grass Doesn’t Grow Faster if You Pull It

An African proverb goes, “Grass does not grow faster if you pull it”.

Trying to make grass grow by pulling its blades kills the grass. First, the blade extends a little, especially if it is fresh grass, but by pulling a little harder, it tears off. It does not grow, instead it dies.

The same happens whenever the leadership of an organization tries to put pressure on people to make them grow. It finally kills the people; it kills their motivation, their health, and sometimes even takes lives. Sustainable personal growth needs personal commitment and inner motivation. The leadership can only create a healthy environment to support the individual’s growth process by providing encouragement, vision and training, but leadership cannot force people to grow. It needs intrinsic motivation to ensure continuous healthy growth according to the individual’s strengths, skills and gifts.

Kouzes and Posner observe that “For the servant leader, the main reason for leading is to help other people win”; helping people to win means helping them to grow. That is not possible by pulling or pushing, but only by encouraging their heart, enabling them to act and praying for them, as Jesus did.  Isa 42:3 says of the coming Christ “A bruised reed he will not break”. Instead, Jesus Christ, the ultimate servant leader, came to heal human brokenness. Trying to heal hurt and broken people, and bringing them back to healthy growth, is an outcome of the servant leader’s commitment to the growth of his followers.

Right Placement Turns Weeds into Roses

Every plant that grows in a place where it is not wanted is a weed. In a vegetable patch, roses are weeds. However, in most other parts of garden, roses are considered beautiful flowers.

Organisationally, sometimes what differentiates a poor achiever from a high achiever is only the person’s placement in the organisation.

One of the five key principles of servant leadership is to arrange each person in a team or in a business such that everyone contributes according to their strengths. Right placement is especially important when working with those who have high potential. Leaders have to create an environment in which they can thrive, otherwise, if they are put in the wrong place, they can cause more problems than the average person. However, they can also become a greater asset if they are put in the right place, a place where they are not “weeds” but where they can thrive and prosper.

All this means that the servant leader needs to get to know both the potential of each of their people (plants) and the possible work places (soil) in order to develop the most fruitful combinations.

Successfully Growing Up Requires Growing Down Regularly

The Great Indian Banyan Tree

The branches of the banyan tree send down aerial roots. When they reach the ground they take root. As the roots thicken and become strong they support the branches. The branches then grow out and send down more roots. And so the cycle repeats and the banyan tree is able to spread in amazing ways. Therefore, banyan trees have been called “trees that walk”. The Great Indian Banyan Tree is a single tree. It is over 250 years old, its canopy covers around 4 acres and has a circumference of about 1 Kilometer. The original trunk became diseased and was removed.

A strong tree needs a strong root. What makes the banyan tree unique is that it is continually growing completely new roots, which are not extensions of existing roots. In this way it not only grows new branches and leaves and fruits, but also new roots. The new roots do not make the old ones obsolete, but they complement them and together they strengthen the tree and make it grow into new areas.

Growing deeper to grow bigger and expand the area of influence is a growth process for all members of an organization. Growing deeper includes ongoing learning, working on personal issues, which might be hidden to others but none the less affect them, and remaining in touch with one’s foundation of life.

A leader who wants to help others grow must grow as well because modelling is at the core of servant leadership. As the banyan tree grows step by step by building increasingly firm foundations, leaders must commit themselves to an ongoing process of growing deeper.

Stephen Covey comments “The path to greatness is a process of sequential growth from the inside out”. It is a process that requires going back to the roots regularly. Drawing on 1Peter 2:1-2 Buzzell contends that “Leaders are not qualified merely because they practice good deeds (although they must do that). They are qualified by possessing a passion and a craving for high spiritual qualities and exhibiting a consistent pattern of growth in those qualities”. To model the way and to grow consistently, based on firm spiritual and ethical foundations, is a sound basis for effective leadership. Christ-centred servant leaders trust in the Lord and grow deep roots in God. Such leaders are like trees planted by water. Jer 17:7-8:

But blessed is the man who trusts in the Lord, whose confidence is in Him. He will be like a tree planted by the water that sends out its roots by the stream. It does not fear when heat comes; its leaves are always green. It has no worries in a year of drought and never fails to bear fruit.

Reflection

So Christian leader, how does your garden grow?  Here are some points to ponder?

• Is your focus the personal growth of your people? Is your goal to help them win?  What are the needs of your people and what can you do to help them be more fruitful?

• Are any of your people hurting? It’s difficult to grow and bear good fruit in such circumstances. What can you do to help them heal?

• Have you any weeds in your garden? Would they become roses if they were placed elsewhere? What can you do to release them to achieve their full potential?

• Do you know the potential of each of your people? Could anyone be more fruitful in a different position?

• Are you modelling growth and with that increased fruitfulness? What can you do to develop your own personal growth?

• Are you nurturing your people that they may also grow, becoming deeper and broader in their capability?

You might also find this article of help Be The Best Christian Leader That You Can

Image: DanielFoster437 Flickr.com

There is a lot that is said and written about Christian leadership too. Much of it is not actually about leadership at all, but is focused on theological, expositional, hermeneutical, worship facilitation and communications skills. It’s also sad to say that Christian leadership today seems frequently to get confused with the modern concept of celebrity.  Where consideration is given to the vital skills of people and organizational leadership, the Christian world so often seems to call upon secular, worldly models, passing over the one role model who should be in focus – Jesus Christ.

This article is adapted from a paper published by Dr. Thorsten Grahn. It is a study on servant leadership which was modelled by Jesus as he grew and developed the disciples into the leaders of his Church.  As such, this is a model that should have primacy in Kingdom service.

What is Servant Leadership?

It is the focus on the growth of the individual, that they might flourish and achieve their full potential and not primarily the growth and potential of the organization, that distinguishes servant leadership from other leadership styles. The primary concern of the servant leader is service to their followers.

In the secular business schools it was Robert Greenleaf who, in the early 1970s, proposed the servant leader model. However, the concept of a servant leader is not such a modern concept, but can be found in the biblical account of the life of Jesus Christ. By examining his model we can identify a Christ-centred, Christ-like servant leadership style that works for Christians who lead people in any situation.

Jesus, the Model Servant Leader

Jesus submitted his own life to sacrificial service under the will of God (Luke 22:42), and he sacrificed his life freely out of service for others (John 10:30). He came to serve (Matthew 20:28) although he was God’s son and was thus more powerful than any other leader in the world. He healed the sick (Mark 7:31-37), drove out demons (Mark 5:1-20), was recognized as Teacher and Lord (John 13:13), and had power over the wind and the sea and even over death (Mark 4:35-41; Matthew 9:18-26).

In John 13:1-17 Jesus gives a very practical example of what it means to serve others (see also “The King Who Led With a Towel”).  He washes the feet of his followers, which was properly the responsibility of the house-servant. Examination of this passage shows that:

1. Jesus’ basic motivation was love for his followers (v. 1).
2. Jesus was fully aware of his position as leader (v. 14). Before the disciples experienced him as their servant, they had already experienced him many times before as Master, and as a strong and extremely powerful leader.
3. Jesus voluntarily becomes a servant to his followers (v. 5-12). He did not come primarily as their foot washer, but he was ready to do this service for his followers if needed.
4. Jesus wants to set an example for his followers to follow (v. 14-15).

The Servant Leader

From the teaching and example of Jesus Christ we learn that being a servant leader in the most general sense means being:

• A voluntary servant, who submits themselves to a higher purpose, which is beyond their personal interests or the interests of others,
• A leader who uses the power that is entrusted to them to serve others,
• A servant who, out of love, serves others needs before their own,
• A teacher who teaches their followers, in word and deed, how to become servant leaders themselves.

The Christian Servant Leader

Applying these considerations of Jesus as a role model for Christian leaders we can see that, from a Biblical perspective, a servant leader is a person, who is:

• Christ-centered in all aspects of life (a voluntary servant of Christ)
• Committed to serve the needs of others before their own,
• Courageous to lead with power and love as an expression of serving,
• Consistently developing others into servant leaders, and
• Continually inviting feedback from those that they want to serve in order to grow towards the ultimate servant leader, Jesus Christ.

There are some implications worthy of note that arise:

• The servant leader is a “servant in all things” in relationship to God.

This is the Christian servant leader’s higher purpose. He is also a “servant first” in relationship to people.

Jesus Christ came into this world as God’s servant (Isaiah 42:1, Isaiah 52:13, Acts 3:26, 4:27). He also came to serve man (Matthew 20:28). However, Christ did not come to be our servant, whereas he came out of obedience to God, serving him.

Christians are called to be God’s servants in every aspect of our lives. From the Bible it’s clear that this means serving fellow man in accordance with the higher purpose of serving God. Note however, that simply serving people is insufficient. It does not necessarily imply that a leader is serving God. It is possible, for instance, to serve people based on an humanistic worldview.

• There is a big difference between serving the needs of others and being a servant of others’ needs.
  • Serving the needs of others is liberating. It implies recognizing their needs (without judging them), and then doing what can be done, in line with the higher purpose of serving God first, to help satisfy that need. Whereas;
  • Being a servant of the needs of others, requires that one must do anything and everything possible to satisfy those needs, whether it is in line with one’s service to God or not.

• The servant leader themselves is a growing leader, led and grown by the Holy Spirit.

• Jesus was the only human being who never abused his power.

For a leader the abuse of power is a major issue and temptation. The keys to avoiding abuse of power are feedback from God and from the followers, along with sharing power. These factors are necessary to help the leader apply power in line with God’s purpose and for the best of the followers. The development and growth of followers into servant leaders inherently requires that the servant leader passes power on to them (sharing power), so that they can also grow in using that power to serve others according to the higher purpose.

• Servant leadership is more about being than about doing.

Without a serving heart it is almost impossible to become a servant leader. There are different ways to grow servant leaders, although Greenleaf (the founder of secular servant leadership) considers that a leader may need a “conversion experience” in order to become a servant leader. In any event, the highest priority should be given to help servant leaders to grow in their service to God. Out of the service to God, true service to others flows more easily.

3D Servant Leaders

There are three dimensions in which Christian servant leaders must grow:

1. As a voluntary servant of God
2. As a servant of others, and
3. As a leader.

If someone is already a committed servant of God and of others, they need to employ their leadership gifts to serve others as a leader with the right use of power and with love. Leadership skills training, continuous encouragement and feedback can support a servant leader in this growth process.

Someone, who is already a leader, but who wants to become a servant leader, also needs training, encouragement and feedback, but they need a conversion towards servanthood much more. This commitment must then be strengthened again and again. It is harder to learn to be a servant than to learn to be a leader, especially for those who have been senior leaders for many years. Old habits die hard.

The servant leader must be “learning servant” who wants to grow both as a leader and as a servant. Therefore, the servant leader invites feedback especially from God – through prayer, Bible reading, and communication with spiritual mentors – and from the people being served. One way to start a feedback process with the people being served is simply is to ask them how the leader can best serve them. Ideally the feedback will be an ongoing process, resulting in the servant leader serving more effectively according to the actual needs of the people.

According to the Bible, to become a servant of God and to enjoy serving others is not only a decision that a person needs to take, it is first a gracious gift from God. More than this, because of our new nature, as Christian leaders we should find ourselves readily drawn to the Christ-centred servant leadership model. It is the “leadership style” of our role model, Jesus Christ, and as we see throughout the Bible, serving God inherently includes serving others in line with his good plans and purposes.

Reflection

How do you compare to the leadership role model of Jesus? Are you drawn to the higher purpose of serving God? Are you focused on your people, those who follow you (remember leaders have followers) achieving their full potential for the Kingdom?  It requires a conscious decision to become a servant of a higher purpose and of others.

It may be that you have never looked at Jesus as a leadership role model. To discover more work through the references given in Thorsten’s article.  Take a look at the “King Who Led With a Towel” series on christian-leadership.org

An interesting exercise is to read through Mark’s Gospel and look to see how Jesus led and developed that disparate collection of men who became his disciples and to whom he entrusted his Church.

Remember, this Christ-centred servant leadership model is not just for Church leaders but Christian leaders in para-church and secular organisations too.

Image: Jesse Kruger flickr.com

Many Christian leaders have no training or experience of running a project and that in itself can be an enormous stress factor. Whilst natural organisational ability is enormously helpful, in itself it is no guarantee of any project being both successful and low stress.

This article lists 7 key tips to help you negotiate the journey of bringing your project to a successful conclusion and reducing your stress on the way.

1)    Be absolutely clear about what is to be achieved.

The factor that causes more project failure than any other is, not knowing with clarity, what is the goal of the project.  If you don’t know this, how can you deliver the outcome?  How will you know when the project is finished?

Think through all the aspects that need to be addressed or will be affected. Identify what you need to achieve for each of these.

Take time to work this out with everyone who has a say – the stakeholders.  Write it down and agree it with signatures. You may think this to be overkill but if nothing else it is about protecting relationships.  Memories fade and misunderstandings arise. These lead to disputes which can be terribly damaging for the individuals as well as the organisation or church involved.  If it’s written down and agreed many such problems can be avoided.

Writing down your agreement it is a golden rule. I have seen friendships destroyed because agreements were not written down.

2)    Be absolutely clear about how the project goal is to be achieved.

What you want to achieve and how you will achieve it are two related but very different things. They can be easily confused, which is important for larger, more costly projects or when there may be several options available.  A trivial illustration: your church garden is in need of a make over.  The goal is to have an attractive and tidy garden that is easy to maintain. How many ways might there be of achieving that?

Workout the solution to the need and be clear and precise. Be careful not to get caught in tramline-thinking that forces you to the “obvious” solution. It may not be the best solution.  Think it through creatively.  You may need to call upon others with expertise to help.

Remember again that golden rule for survivable relationships: write the solution down and get the stakeholders to agree it.

3)    Estimate the work to be done and build your plan

Now comes the most obvious part of managing a project: setting out the plan.

Having decided what the project goal is and how it will be achieved the next steps are:

• Break the project down into all the jobs (tasks) that need to be done.
• Workout how much effort, resource and money is needed for each task and how long each will take
• Identify who will do the work. Sometimes the work may be contracted out. E.g building work.
• Determine how the tasks relate to each other. Some can only start when others have finished. E.g a building foundation can only be constructed when the ground works are completed. Some tasks can run independently of others.
• Draw up a diagram that links the tasks in their sequence. Set the start date and using the task durations determine the total time the project will take and when it should finish.

4)    Workout what could go wrong and how to deal with it

Projects go wrong. That is a fact of life, a stressful one at that.

One of the secrets of excellent project management is identifying things that could go wrong and preparing for them before they do go wrong. It’s called risk management and it’s a major tool in reducing the project manager’s stress levels.

Having made your first plan, stop and workout what might possibly go wrong with the project and what the consequences might be. Identify how likely it is that each risk will arise.  For the most probable risks with the highest impacts, simply workout in advance how the project can avoid, minimise or deal with the issue if it happens.  Then revise your plan building in the actions.

Repeatedly review risks throughout the duration of the project. You will never get them all but you can reduce the likelihood of things going wrong and with that your stress levels will be lower.

5)    Know exactly what it will cost week by week

It is an obvious recommendation to know what your project will cost in total, but this is not enough.  The smart project manager knows how his costs build up and what he expects to have spent each week.  This is closely allied to how much effort will be expended each week of the project.

These enable him to have the following vital metrics with which he can compare progress and steer the project.

1)      Total Budget

2)      Cumulative spend to date on a week by week basis

3)      Forecast spend to complete the project

The combined values of 2) and 3) should be the same as 1).  If not then the project is under or over spending. Either way the project manager needs to understand why and take any action required to maintain course.

6)    “Sail” your project

Project management is a bit like sailing a yacht.  The captain sets his course and steers the craft but must constantly monitor and take account of his metrics – the location, changing conditions and progress. Responding to and sometimes pre-empting situations, he makes the necessary alterations to the trim of the boat and its course.

The things that the project manager monitors are:

• The rate of spend against his budget, which he needs to know on a week by week basis,.
• How much work is still to be done? The captain is seldom interested in how far his boat has come but how far there is left to go.  Conditions change and although he may have been at sea for 3 days, he may not have travelled the distance he had planned.
• The emerging risks; those identified as likely to arise and any new ones that may be emerging.

Dependent upon the outcome of these things the project manager will adjusts the plan to keep on track. It may be that he can change the sequence of the tasks but he may have no choice but to re-plan the project for a later and more expensive completion.

What is most important is to engage in this as an active process and to monitor the effort and the money required to finish the project, responding to deviations from plan by “changing the trim” of the project.

7)    Take control of change; don’t let it take control of you

One certainty in any project is that things change. The situation may change, new information may come to light, risks emerge, the target solution doesn’t  do the job as expected, the “customer” may realise something he had forgotten, the unforeseeable happens. By definition a change is anything that was not included in the agreed goals, solution, costings and plan. If they were not written and properly agreed the project manager has little ground on which stand when change is required or occurs.

If left unmanaged change will blow the project way off course and the project manager might not even realise until it is too late. This is why written and agreed plans are important. They provide a definition of the project deliverables, cost and timing.  Nothing should be allowed to change these things without the impact and cost being assessed and the solution agreed.

For instance, the project’s end client may request some enhancement to the deliverable.  This could be easily accommodated at a cost.  If the change request is not properly considered and agreed but just included the customer may have a surprise when the project over runs and costs more.  Had he understood the implications he may have decided not to go ahead with the change.  More insidiously, the team working on the project may happily incorporate lots of small changes. No single change is costly in itself – but a whole bundle of them? Well that is a different matter; together they may be enough to cause the project to run out of money before it’s completed.

One oversight in many plans that causes problems are undeclared assumptions. These are things that were anticipated but not declared. Often change affects these and because they were about things which were uncertain anyway and because they were not written down disagreements arise.  Another golden rule is always declare your assumptions at the outset and include them in your solution statement and plans.

It is essential to keep change under control; that means reviewed and agreed before it’s allowed to happen. For obvious reasons this is another great stress reduction strategy.

Reflection

If you are in the process of planning or starting a project right now,  “take 5” and ponder these 7 key tips. How can you apply them to your project.

If you are running a project and these tips make you hold your head in your hands, “Don’t panic”.  Remember Paul’s injunction in Philippians 4:

The Lord is at hand; do not be anxious about anything, but in everything by prayer and supplication with thanksgiving let your requests be made known to God. And the peace of God, which surpasses all understanding, will guard your hearts and your minds in Christ Jesus.  (ESV)

This statement is a vital and continual guide for any Christian project manager.

The next steps are:

• Take control of change so your project doesn’t run away from you.
• Make sure you have an accurate schedule and budget for the project as defined.
• Begin monitoring the project against that plan and budget.
• Assess the risks for the project as defined and set up action plans to address the risks
• Review the project deliverables with the stakeholders and make sure you are delivering what they expect.  If not work out the changes necessary and agree those with stake holders.
• Re-plan the project if necessary.

The Christian Project Manager’s Guide

Claybury International publishes an eBooklet entitled “Project Management: A Practical Guide for Christian Leaders”  This booklet looks in further detail at setting up and running a project.  You can obtain a free copy. Simply complete the form below.

You can also browse Christian-Leadreship.org to learn about some of the other leadership skills and outlooks that you need to be an effective Christian project manager.

If you feel that you need some help with your project then contact Claybury International at info@claybury.com or call +44 (0)1462 600143.

Image: Kevin Dooley Flickr.com

As Christian leaders, at some time we will have been in a team where two people never seem to understand one another, perhaps leading to sharp disagreements that affect the atmosphere of the meeting and often the effectiveness of how the whole team relates to one another. They might share the same beliefs and chat together over coffee after church. However, when they are trying to achieve something together in ministry, the team cannot get on with serving others until someone gives way.

These sort of issues within teams, even Christian teams, aren’t really due to the differences that exist between people but the rigidity with which they hold on to those differences. Each has their own way of thinking and working. More than that, they are unable to understand the other’s perspective and are unwilling to change their behaviour to help solve their differences : “I need to understand the detail and until you’re able to give it me I’m not prepared to make a decision about this”

Christian Leaders should be Aware of Difference

Increasing self-awareness of all the team members, their awareness of how each other “works” and the elements of their personality that drive their behaviour, can dramatically improve compatibility between them.  Dramatic improvements in how the team relates together and fulfils their responsibilities take place when individuals understand that there are different ways to think about and approach an issue. Often individuals assume that everyone else in the team does, or should, think the way they do. The understanding of difference is essential to solving your people puzzles and the use of questionnaires to raise awareness and provide a language to discuss issues that arise is a huge bonus.

Using questionnaires to increase self-awareness and create an understanding of personality differences can help team members understand what is happening. Armed with this knowledge, and a little guidance, they can adjust how they work together.

Understanding that Mark is a person who needs detailed information to make a decision means that George can now understand that he is not just being “plain awkward” but that Mark just needs more information than George does. Understanding this need, both of them can work with the situation to get the best out of each other by discussing the level and type of information that is needed. Perhaps Mark felt George was being rash in his decision making as he might have felt he wasn’t aware of all the facts?

These questionnaires provide insight and information so that you can tackle your people puzzles in the same way you would tackle theological or financial problems. Labelled “psychometrics”, they are designed to measure various aspects of a person’s skills, abilities and personality, giving you additional information to incorporate into other insights that have been built up as you relate to people.

Do You Run a Mile From Psychometric Assessments?

So many people run a mile when psychometric tests are mentioned. Maybe they think it’s all hocus pocus or perhaps they are concerned that to rely on their results takes away from spiritual discernment and the guidance of the Holy Spirit in decision making or perhaps they simply are not sure how the results will be used. There are some simple principles to help with these concerns.

Well Scrutinized

Generally these tests are not hocus pocus. The good instruments have been used for a long time, have a large body of data behind them, have been used in Christian contexts and have been rigorously scrutinized for years. The set for which the British Psychological Society provides training is a good guide as to their credibility.  For example Myers- Briggs Type Indicator (MBTI) is used on many Christian training courses to raise individual self awareness e.g. CWR’s Understanding Yourself, Understanding Others. Claybury use it as part of ministerial training workshops to help ministers understand how their personality impacts their approach to leading others.

Confidentiality

With any such test, confidentiality is essential, particularly in small church communities where it is difficult to keep any information confidential. If they are to be kept in personal records then the individual concerned should be made aware and Data Protection Regulations must be complied with. If the outcomes are shared in a team setting then the team must agree to maintain confidentiality.

Guidance Only

Psychometrics tests should only be used to inform and guide decisions and be an additional source of information in discerning what God is saying to us. Decisions that affect people’s lives should never be made on the strength of psychometrics alone and should always be surrounded by prayer. The reports from psychometrics can be very powerful and provide excellent input to help individuals work out how to develop themselves and to personalize their learning. Claybury use various personality trait questionnaires in supporting various Christian organisations. They are used to assess potential recruits and help them explore elements of their personality during interviews e.g. If the results suggest an introverted personality type is applying for a youth worker role, the interviewer might want to ask for examples and an explanation of how the individual builds new relationships.

Appropriate Use

Such tests are best only used with a trained and qualified practitioner. This goes a long way to ensuring that they are not abused and it enables the individual to receive appropriate tailored feedback and guidance. Look for a British Psychological Society Level B qualification (or your national equivalent). This last point is why it’s best to avoid the “Do It Yourself” on-line tests to be found on the internet. Many of these tests do not have a large body of data behind them nor have they been rigorously scrutinized. That means that you need someone to help sift out the ones that are hocus pocus and some guidance on how best to use them. You will also need help to understand exactly what the results mean for you, without that you could end up following an inappropriate course of action.

Our experience is that the danger is in the misuse of these questionnaires rather than the nature of the  questionnaires themselves e.g. Organisations who have excluded individuals from certain roles based on the results of a questionnaire or where the results of reports have been shared in a team context in isolation from any  other information and without consultation with the individuals concerned.

Types of Psychometric Assessment Questionnaire

Questionnaires and tests come in various shapes and sizes and it’s important that you choose the right tool for the job – Use a plane not an axe to take off that bit of wood from the door that keeps sticking!

Ability and Aptitude Tests:

• Numerical Reasoning Tests: When recruiting, if you want help deciding how good someone will be at manipulating and understanding numerical information, choose a numerical reasoning test.
• Verbal Reasoning Tests: If you want to know if they will be able to understand complex ideas and produce easily understandable presentations you want to use a verbal reasoning test.

Research from 174 studies and 36,000 people reviewed in the American Psychologist journal concluded that higher ability test scores are commonly associated with higher levels of performance in any given role. The key is selecting a test that is appropriate to the role the person will be fulfilling and the context: If you are recruiting for a youth worker you don’t want a test designed for a Treasurer.

Personality Questionnaires:

Often using models developed by leading psychologists such as Raymond Cattell or Dr. Reuven Bar-On, these questionnaires assess the personality that drives the way individuals behave:

• Measures for personal development: Are designed to help you understand and increase your personal effectiveness and that of your team by increasing your self awareness. If you understand what drives your behaviour you are more able to do something about it. They are not designed for, and should not be used for assessment and recruitment.
• Measures for assessment: Aimed at assessing how effective an individual is in comparison to others. They can be used for development purposes but are particularly useful for recruitment and understanding the future potential of individuals.

Some questionnaires help you understand individual behaviour and others how a team works.

Examples of Personality Tests

How can psychometrics help me with my people puzzles?

• As part of recruitment: The most effective way of making recruitment decisions is to use variety: interviews, presentations, ministry based role plays and psychometrics. The decision can then be made on a broad view of the candidate, not just a single criteria or method. If you want to ask the right interview questions use psychometrics to prompt questions that explore someone’s way of working. Don’t wait until 6 months into the role before you discover behaviour that has a negative impact on their performance. Using this variety can also help those you are recruiting to understand if the job is the right one for them.
• As part of individual development and support you offer: This will help raise self-awareness and enable individuals to personalise and apply training. They will also help you to have some of the more difficult conversations about individual behaviour. For example:  to help you work with a team member who fails to understand the impact of their actions on others and how others may be emotionally affected by changes in the organisation. Using a questionnaire can highlight the issue and give you a basis for beginning what might be a difficult conversation and having a more honest and open conversation about the issues and then help you to build a development plan.Claybury have used EQi as part of the coaching support we provide to Christian leaders to raise their self-awareness of how they understand and relate to others and help them address specific relationships issues. Helping them uncover some of the underlying issues and take action to strengthen these relationships.
• As part of team training: Use some of the team questionnaires to help your team understand how they work together as a team and the role they each play in the team, in addition to their job role. E.g. For a church Leadership away day the individual team members complete an MBTI questionnaire before the event and are provided with their own results before the event. Claybury facilitate the event by talking through the MBTI model and sharing the results of the whole team and the implications this has for how they work together. Specific issues are discussed ad how the learning from the MBTI can help them improve how they work together as a team.

Key Learning Point:

As a Christian leader there is no need to be scared of psychometrics:

• They can give you the confidence to tackle some of your people puzzles because they can give you a deeper understanding of your team members.
• They can also give your team members the confidence to loosen their grip on their individual differences that can become a stumbling block to team effectiveness.
• They can help you make good recruitment choices and perhaps enable you to avoid issues in the future.

Psychometric or personal inventories are useful in Christian situations. The secret is to remember that they are simply providing valid insight into people (often ourselves) just as medical measurements give insight into our bodies.  These insights are useful, informative and helpful, but as with everything else, the Christian leader should never use them in isolation. The insights they provide must be considered prayerfully and any decisions must be taken in submission to God, seeking to fulfil his plans and purposes.

How far around your neighbourhood would that queue stretch and how long would it take you to see them if you saw them one after the other, even without a break?

Perhaps you feel overwhelmed by the demands you and others place on your use of time? Maybe the full weight of the issues you face in making the best use of your time are masked by the technology you use to manage your problem or perhaps you are working far too many hours to cope with all these demands on your ministry?

A Time for Everything

The writer of Ecclesiastes 3 v1-6 tells us there is a time for everything, describing the endless ebb and flow of actions that can sweep us up in an endless flurry of activity that leads to stress. There is a time for everything, but that does not mean we have to do everything NOW, as much as we or others might want us to do so. Nor should we simply succumb to all the demands others place on our time. Although we cannot manage time, as we are not in control of its passage, we can manage the way we and others use our own time. As a servant leader we need to role model a healthy use of time for our own benefit and for those to whom we minister.

10 Top Tips to manage your time better

1.  Review how you use your time.

Spend a week keeping a diary of your use of time, (including coffee breaks, telephone calls, travel time etc.) and with whom. Then review the diary, looking for recurring patterns and highlighting where you have not used your time as you would have liked and/or as effectively as you could. E.g. if you split your day into morning, afternoon and evening: do you regularly work all three sessions? Would it help if for all or part of the week you only worked 2 of those sessions per day?

2.  Review your diary with a trusted friend

Discuss the various areas in and then agree to take steps to address a couple of the issues it highlights.

3. Prioritise your use of time.

Steven Covey in his book “The 7 Habits of Highly Effective People” introduces a simple four box model to help us use our time effectively. On one axis is “urgent” and “not urgent” and on the other what is “important” and “not important”. Our issue is often twofold: firstly, that we spend our time meeting the demands of others in what they see as urgent and important. Secondly, that in failing to deal with the important but not urgent tasks, that the tasks soon become urgent and lead us into feeling and being overwhelmed.

Populate each quadrant of the diagram with your view of what fits where. Next decide, and agree with others what are the important but none urgent issues for you to be an effective leader and resolve to spend most of your time on these. Where would regular hospital visits or home communion come? What about the article for the church newsheet? Personal retreat?

4.  Set expectations

Set expectations about response time and considerations of urgent and none urgent issues. My experience in working with ministers is that when people use the phrase “this needs doing urgently”, this can mean anything from in the next 10 minutes to the next 3 days”. When we and others understand what we all mean we can respond appropriately and prioritise our time effectively.

5.  Take a team approach

Talk to your co-workers about your joint use of time and the challenges you each face and how you can support one another e.g. do we all need to be copied into emails about the redecoration of the church hall? Sifting through which emails to read or not all takes time when we have large numbers of them.

6.  Use Meetings effectively

Do meetings have to happen the way they always have? Do you have to be there for all of the time or just the part that needs your input or when you need to hear vital information? Can other technologies help reduce the time and frequency of your regular meetings? Can you have an on-line discussion of some agenda items before the deacons meeting?

7.  Don’t let technology control you

Take control of the technology. It is easy to respond to the ring of the telephone or the bleep of the mobile phone or the ping of the email arriving in the in box. Turn off the bleep of the email and only check your emails twice a day (see also “Taming the Email Dragon” ). Turn off mobiles during meals, use an answer machine or call divert on a mobile phone when you should not be interrupted. Would we pause in the middle of a conversation with a bereaved couple to respond to a text message? Why do we then allow other situations to be interrupted by the call of technology?

8.  Manage interruptions

Research suggests it takes approximately 8 minutes to recover from being interrupted when you are in the middle of a task. Be ruthless with time, but gracious with people when handling interruptions and try to keep interruptions to a minimum. Find a time and a space where you won’t be interrupted, use technology or another “gatekeeper” to help e.g. your wife. Often when we are struggling with the task we find our own interruptions to distract us from the difficulty of the task e.g. that third cup of coffee, social chat with a colleague.

9.  Avoid procrastination

Procrastination:  “putting off the doing of something that should be done—intentionally, habitually and reprehensibly”. (John Adair). Do the worst jobs first – once you’ve got them over with you will feel a sense of relief and won’t be dreading them for the rest of the day/week. If it’s a big job that you are putting off, break it up into bite size chunks: it’s easier to think of repainting one room in a house than having to repaint the whole house.

10.  Does it have to be me?

It is easy to fall into the trap of thinking “If I don’t do it, it won’t happen or be done as well”. Allocate some of your tasks, meetings to others. Might some of them be a development opportunity for others? It may take longer to do this at the outset as you have to explain what is needed but is a worthwhile time saving in the long term.

Reflection

How much of your use of time is driven by your personality and that of others? Do you thrive on being with people generally and certain people in particular? Does sermon preparation get crammed into your remaining time?

Do you have to push yourself to leave the solitude and preparation time spent in the study for pastoral visiting?

Whatever your personality, time spent with a coach reflecting on how our personality impacts on our use of time, supported by the completion of personality inventories that highlight our own issues, can be extremely helpful.

• Commit to completing your time diary
• Set up an appointment with someone to review it together
• Try out one of the tips and see how it works for you: Today!

Image: Alan Cleaver 2000 Flickr.com

Often as Christian leaders we look to Jesus only as a spiritual role model and then we look to the world for our models of leadership.  Whilst the world’s models are not always bad, many aspects of them are poor from a Christian perspective or need to be tempered with the Gospel. Because Jesus, amongst other things, is the role model for the whole of the Christian’s life we can, if we look, learn from him how to be Christ-like Christian leaders.

Jesus’ People Development Strategies

In the context of this Gospel story there are two leadership strategies that we see Jesus using. He uses others, but just here there are two to that are easily seen.

Recruit – Train – Deploy

Looking at the journey of the disciples from being a “motley crew” to becoming the twelve Apostles, we see that Jesus uses a simple straightforward strategy designed to enable them to develop and maximise their Kingdom potential: Recruit – Train – Deploy.

This may seem obvious, it may appear to be quite ordinary and expected.

Alas for many leaders, even in churches and Christian organisations, it is not what they do.  So often the “train” step is overlooked, completely ignored and never given a second thought. People are recruited with loads of potential but little competence in the new role. They are deployed immediately on the basis that they will “work it out” with only a limited orientation briefing.

You don’t have to be a genius to workout the damaging consequences for the individual and the organisation. It doesn’t take much experience to observe that many in that position simply become the unenthused with little competence and less productivity and probably move on quickly.

Show and Tell

We also see Jesus using a process that is not dissimilar to the “Situational Leadership” model set out by Blanchard and Hersey.  The goal is to move the individual from being the “enthusiastic beginner” with little competence to the competent achiever who simply needs to be pointed in the right direction. That individual’s journey, orchestrated by their leader, passes through several stages. This process is what Claybury International describes as the “Show and Tell” model. Together the leader and the trainee move through 4 phases:

• Phase 1:
  The leader shows the trainee what needs to be done and the trainee observes.
• Phase2:
  The leader leads the implementation of the task, explaining and directing the trainee who assists.
• Phase 3:
  The trainee leads the task and the leader assists.
• Phase 4:
  The trainee is delegated to complete the task while the leader observes.  The trainee becomes competent and eventually leaves the process fully fledged, no longer a trainee.

Evaluation is a vital step in each phase. It is important because it not only helps the leader and the trainee assesses progress and agree what still needs to be done. It also allows the trainee to reflect. This reflection process is key to effective learning as new connections are made, deeper understanding is developed and improved practices identified.

The four stages will overlap, especially where confidence and competence is growing. Based on the outcomes of evaluation, for instance, having moved to phase 3 it may be necessary to step back to phase 1 and/or phase 2 before continuing on in phase 3.

In most learning situations development is undertaken in parallel on more than one area. Progress is unlikely to be at an even pace across all areas. So for one area the student and leader could be working in Phase 3 or 4 while still being at phase 1 or 2 for another.

“Show and Tell” in Action.

The tasking of the 12 was to cast out demons and heal the sick. Although its not explicitly stated by Mark, Matthew tells us they were also to declare that the “Kingdom of heaven is near”.  Mark tells us that when they reported back they told Jesus “all that they done had taught”.  In short they were to declare and demonstrate the Kingdom of God.

How did they learn what to do and teach?  Virtually all of the story in the preceding chapters in Mark’s Gospel records Jesus doing the things he was now asking the disciples to do.  He spent time working with the disciples “showing and telling” them by explaining things while they observed him do them and also by allowing them to assist him.

In this episode, where they are sent out, Jesus is releasing them to use that which they have learned. They are moving in to the place where they take the lead and Jesus is the observer.  When its done they return and evaluate what they have done, telling Jesus all about it.

Where is phase 3 in the process? In this episode it is not evident but shortly after they are challenged by Jesus to feed the 5000. They just don’t know what is going on with that. Their view of how the world works is challenged by how the Kingdom of God works. It seems that exercising power over the physical world by healing the sick is easier for them to understand than is exercising power of the physical world by making 5 loaves and 2 fish feed 5000 plus. In this case Jesus assists them.  Later on in Mark 9 we also read of the disciple’s encounter with a demon possessed boy and they cannot remove the demon.  In fact they get into an argument with the boy’s father.  Jesus arrives and releases the boy and explains that “This kind can come out only by prayer”.

In the preceding chapters we see Jesus showing the disciples about healing and casting out demons. They have also witnessed his explaining the Kingdom of God to the people. Mark also tells us how he took them aside to help them understand the riddle of the parables he told.

This whole process is about growing and preparing the disciples to achieve their full potential for the Kingdom of God. It is a model of service. Jesus’ focus is not on command and control to get the disciples to simply follow instructions or else. He is concerned for them and his focus is on equipping them to be fully effective; to be the Christian leaders that God wants them to be.  This is the outlook of the Christ-centred servant leader.

Equipping the Disciples

There are some interesting things to learn from the detail of Jesus teaching and coaching of the disciples, especially as they go out and return.

People are important

They have been taught to be concerned for people not just their task. This is a hallmark of servant leadership.

Think back to Mark chapter 5 when Jesus was surrounded by a heaving crowd. One of his tasks was to declare the Kingdom of God to the people. Here was a key opportunity but then Jairus comes and asks Jesus to heal his child so that she will not die. Jesus gives himself to Jairus and his daughter. On the way to deal with what we would see as an emergency, while the child is dying, the woman with the issue of blood touches Jesus’ hem. He stops and gives her time, he blesses her and commends her faith.

In these episodes Jesus demonstrates that he is here to serve not simply to complete tasks.  He is showing the disciples what it is like to be a servant leader in the Kingdom of God. He is also showing the disciples that in the Kingdom of God we need to see that things work differently than in the world. Witness the episode with his friend Lazarus.

Both the responsibility and the authority to do the Job

Jesus gave the disciples a task (a responsibility) and also he gave them the authority to complete the task. Without the authority, even though they may have had the skills, they would not have been empowered to do what was expected of them.

This again seems obvious but quite often it is something that is overlooked and defeats the whole process.  This not something that a servant leader would do;  it prevents those in their charge from achieving their full potential. What is the point of that?

Placed outside their comfort zone

So far Jesus had always been there for them. Now they were off on their own; placed a situation way beyond their comfort zone. This is essential for growth and achieving full potential.  But note Jesus did not “drop them in it”. He made it safe for them by sending them in pairs. This is not about physical safety but having sufficient support.

How to deal with the issues that might arise

The thing that bleeds away confidence is the “What if…” scenarios that trouble us. In this case: “What if people take no notice of us?”   This is a “what if things go wrong question” and such questions generate fud – fear, uncertainty and doubt .  This in turn discourages people, preventing them from attempting the task in hand, in which case they never achieve their potential.

So Jesus, the servant leader, gave them instructions on what to do. It meant they could tell people and demonstrate that The Kingdom of God is near without fearing rejection.

Making mistakes and failing is OK

Remember the story of the talents, how the man given one talent was afraid of his master in case he failed and so he did nothing but bury his talent.  Fear of mistakes and failure paralyses.

This issue of people rejecting the disciples was also an issue of potential failure. The task given to the disciples was to tell and show people that the Kingdom was near. Rejection would mean that they had failed with those people.

In telling them how to deal with rejection, by moving on and shaking the dust from their feet as symbolic of their being rejected by God, he was giving the disciples permission to fail. In so doing he was releasing them to realise their potential. Otherwise they would have been constrained and tentative in the face of imagined opposition.

Value people

On their return they came to Jesus and debriefed.  Not only does this form the evaluation aspect of the “Show and Tell Model” it also allows upsets and concerns to be expressed where things may have gone wrong and advice and guidance to be received.

Often just speaking out concerns “to get them off one’s chest” is all that is needed. It also enables the trainees to share their successes and joys. It allows Jesus to show that the disciples are important to him. It is they that are valued as people and individuals not simply the completion of the task.

So , in taking time to listen to the disciples Jesus demonstrated that they and their achievement were important to him. It has been said that being listened to is the next best thing to being loved. It is important.

Reflection

If you are a Christian Leader take a moment to consider how you relate to and develop people?

Do you forget the training stage of the recruit – train -deploy process? If so what are you going to do about it?

If you haven’t done so, take time to read those first few chapters of Mark’s Gospel and see how Jesus  recruited, trained and deployed the disciples.  Take time to ponder the “Show and Tell Model” and some of the other lessons that emerge from the accounts of Jesus sending out the 12.

Learn more about Jesus as a servant leader by reading the “The King Who led with a Towel” series.

How will you change what you do as a Christian Leader?

Image: Steve Heron Flickr.com

1.       Thinking that this is About Employment

You are not unemployed, you may be of course but this still applies. Being a pastor is not about having a job, it is about serving God. Consequently you need to see this process as looking to God to put you where he wants you to serve in his Kingdom. It’s a different heart/mind set and not at all like job seeking.

2.       Considering “NO” to Equate to Failure

Remember that a “NO” is as much God’s guidance as a “YES”.

Identifying and testing God’s will for us is often an iterative process in which we need to “test doors” to see which is the one that God has unlocked for us. So, avoid thinking that  “NO” is a rejection but rather consider it to be the positive process of God guiding you to where he wants you.

If it gets confusing get back to God to honestly assess where you are before him and seek his mind afresh.

3.       Confusing Your Ambition with God’s Call

It is very easy for us to confuse our ambitions and desires with God’s call. They can arise for no end of reasons and if they, rather than God, lead you into a specific ministry situation then things are unlikely to go well.

Check yourself out for misguided ambition – what are you looking for and is it in line with God’s wishes?

4.       Failing to Understand the Needs of the Church

Just like people, churches are on a journey and part of the pastor’s role is to facilitate that journey. The church has specific needs for this next phase of the journey. Be certain that you have a good handle on what they are and what expectations the church has for their new pastor. Only then will you know how well you fit. A mismatch here can lead to tremendous stresses on you, your family and the church and, have dire consequences. Of course, if the church is prepared to support training and development then some gaps can be addressed.

So ask your self “Are your gifts and experience truly in line with what the church is looking for?”

5.       Mismatching Expectations

Understand what the church will expect of you. Your strengths may be pastoral and they may, for instance, have evangelistic aspirations or, desire stronger Biblical teaching or,…… There are many permutations here and great potential for mismatch. This can impose terrible stresses, ruin relationships and crush people.

Know what your strengths and weaknesses are since there are no omnicompetent pastors.

6.       Minimising Differences in the Desire to be Accepted

You may feel great pressure to be accepted by a church and therefore tempted to fudge the gaps. This is not a wise course to take because it most usually ends in tears.

From your side of the equation, since there are no generic pastors, it is important to know your gifting and make it clear to the church for an honest discussion.

7.       Overselling Yourself

It may be because of the pressure, desperation even, to be accepted or perhaps lack of humility, but it is always a mistake to make more of yourself than God would. It will always be seen through and is more likely to result in a “NO” than a “YES”.

Maintain an honest opinion of yourself, grounded in reality and avoid posturing, overselling yourself and showing off.

8.       Making Unwise Promises

It may be tempting to try and enhance your “chances” but keep yourself grounded in God’s direction and do not make promises to a church that you cannot keep.

9.       Underestimating Cultural Change

Many changes of church require the pastor and family to transport themselves significant distances and from one type of community to another. Remember that crossing cultural boundaries is difficult (but not impossible). Changing country, county and rural to urban will cost you and your family – check it out with God!

10.   Minimising the Importance of Your needs

For people in ministry, financial and material things are often embarrassing and difficult to address. If it seems that God is calling, surely he will provide without our needing to do too much? It may feel uncomfortable to address your needs but it is both reasonable and important to do so. It is not a sign of weak faith.

Make sure that the church can provide for your needs. It is easier to negotiate for this at the point of contact rather than after the ministry has started.

I hope that this article has given you some useful insight and help in your quest to continue to serve God.

Do You need Further help?

You may also find my book “Freedom to Lead” helpful in addressing some of the issues and stresses raised in this list. Our leadership resources website http://christian-leadership.org may also provide some materials that will be of benefit to you.

If you are seeking a new pastorate then our Dovetail service may help you find one.

In some cases you may be seeking a new pastorate because things have serious unraveled in your ministry life. If that is the case, the Claybury International team and our associates have come along aside many ministers as they seek to overcome the consequences of ministry meltdown. If you feel that we can help you further please call us on +44 (0)1462  600143 or email info@claybury.com

May God bless you in his service.

Colin Buckland
Chief Executive
Claybury International

From our insights I want to share with you 10 mistakes that can be made when a church is seeking a new pastor. I am sure that there are more than 10, but these seem to be the most important. The key, of course, is to be clear about God’s will for your church. The final decision on appointment is one of partnership between you, the prospective pastor and God.

1. Presenting an Unrealistic View of Your Church

Giving your candidate pastors an accurate view of what your church is like is vitally important to both you, and the candidates so that you can make good decisions.

It is a natural human trait to “paint things in a good light” but, in an effort to attract a good candidate, be careful not to make more of your church than you should. Similarly, avoid unhelpful modesty and false humility when presenting your church. You are not involved in a beauty contest but, with the candidate, are seeking to work out God’s will for your church. Trust him, do your best to “tell it like it is” and neither oversell or undersell your church, making it seem more or less than it is.

Giving your new pastor surprises when he arrives is not the best foundation for good relationships as it unnecessarily erodes trust. It can also mean that your new pastor has been mistakenly appointed and is not equipped to handle the specific needs of your church.

2. Falling for the Messiah Syndrome

The Messiah Syndrome is where a church is seeking a saviour rather than a pastor who, after all, is only human. This can arise for many reasons. It means that you need to take an honest view of where you are as a church and identify where the Lord wants you to go next. From there you will be able to discern what your church needs its next pastor to do and to be. The centre of your hope should be God and not him.

3. Failing to Recognise the Kind of Pastor Your Church Needs

If your church needs to develop its depth through teaching, say, and you call a minister whose gifting is not teaching but evangelism or pastoral care then, both you and they will be disappointed.

It is easy to fail to recognise where you are in your development as a church and call the wrong kind of pastor with the wrong gifts for where you are. This is common and destructive.

Don’t simply go straight to seeking your new pastor, take time before God to determine your identity as a church and discover his call for your church. Then you will be able to identify the characteristics that are required in your new pastor.

4. Having Unrealistic Expectations

You can have too many expectations of the new pastor so that stress, burnout and failure is inevitable.

Remember, pastors are only human and by definition are limited in gifting, talent, ability and capacity. Some are pastors, others evangelists, others teachers and so on. There is no such thing as the omnicompetent pastor; each will have their own specific strengths and weaknesses. They can only do so much.

So even if you know what your church needs in its pastor, unrealistic expectations may mean that you will never find them. Then, if you think you have, you will find out differently once their honeymoon period is over. The tensions and issues that will inevitably arise will be helpful to neither party, nor will they honour God.

Take time out to develop realistic expectations.

5. Having Delusions of Grandeur

You may have delusions of grandeur and only want a famous name to lead you. This is the way to miss God’s best for your church.

Finding a new pastor for your church is about understanding and obediently following God’s will for your church rather than following your own ambitions. The only guaranteed outcomes in the Christian life are as a result of obedience to God’s will.

6. Not Supporting Your New Pastor Well

You can fail to put a healthy support package together so that the new pastor may struggle.

There are all manner of issues and pressures that fall on the new pastor and his family, not just when they move in but as they faithfully seek to fulfil God’s call. Working out how to support them is important but the question “Who pastors the pastor?” needs answering.

Also, given the inevitability that the pastor, being a mere mortal, cannot do all that is needed, how will the church cover the gaps? It may be as simple as appointing an administrator; it may mean that someone else in the church with appropriate gifting must step in for particular tasks. This needs to be worked through, because failure to do so can turn, what could have been a thrilling and God honouring period in the life of the church, into time of tribulation.

7. Having Unresolved Leadership Issues

You may not have worked out your leadership team and you may be inviting a pastor into a mess. This is a recipe for continued problems that will not only blight the church but may cause severe grief for the new pastor and may lead to them giving up the ministry all together!

If your church has these kinds of issues, you need to sort them out before you begin looking for a new pastor. It is unreasonable to expect them to clear up your mess. It may be that you need to engage the assistance of a trusted, outside leader to assist you.

8. Generating Theological Conflict

You may not have clearly stated your theological perspectives and this may confuse your relationship with a prospective pastor.

Theological views are part of the Christian’s core belief system and there is ample scope for significant differences. If you end up with a pastor whose core theology is different to that of your church, something will have to give. This could end up being a battle of wills which can become very messy, painful and dishonouring to God. It may set your church and your pastor back by years.

Take time to be clear what your theological perspectives are so that you can declare them to prospective pastors and be able to compare theirs.

9. Lacking Vision and Direction

You may not have a sense of vision and direction so that the pastor knows where you hope to be going. Don’t wait for the new pastor to sort out where God is leading you all.

Armed with this you will be better equipped to identify your new pastor because from it follows the kind of pastor that your church needs. It may be that your new pastor will have to help you work out exactly what your vision and direction means as well as putting it into practice. This, itself will say something about the skills and giftings they will need.

10. An inadequately Considered Remuneration Plan

Be sure to provide a suitable housing and remuneration plan. Be generous, it always works well for the church.

Churches tend to be donation funded and may find this difficult to do but it is a circle that must be “squared”. Inadequately supported pastors are not something that honours God. Such situations heap stresses upon stresses and can make life very difficult for you and your pastor and family.

Resolving this may require a greater commitment from the church and, to this end, a shared vision and direction with the full buy-in of the church will be important.

I trust that these 10 items will be food for thought, will help you prepare yourselves for the pastor that God has in mind for your church and that together you will have fruitful time in his service.

Do You need Further help?

You may also find my book “Freedom to Lead” helpful in understanding the issues faced by church leaders and ministers. Our leadership resources website http://christian-leadership.org may also provide some materials that will be of benefit to you.

If you are seeking a new pastor then our Dovetail service may be of help.

You may recognise some of the listed issues in your own church or, it may be that the relationship with your previous pastor had become difficult. In either case we would recommend that you seek help from an experienced church leader that you trust to guide you through the issues.

The Claybury International team and our associates have come along aside many ministers and churches as they seek to overcome the consequences of ministry meltdown or to work out their vision and strategy. We also help churches with the recruitment and development of their leadership team.

If you feel that we can help you further please call us on +44 (0)1462 600143  or email info@claybury.com

May God bless you in his service.

Colin Buckland

Chief Executive
Claybury International

Image: pellaea flickr.com