The Spirit of 2 Timothy 2:2

The succession of leadership is often an awkward and difficult process. A powerful leader… an effective leader…a leader of great impact so often has a struggle with stepping aside and allowing others to show the way of the vision. Sharing the vision with others is so much easier than handing the vision over to someone else.

And yet, this is a very selfish approach to leadership. If a leader has done anything of value and worth, the highest complement to be paid falls in the desire of others to carry on and expand the organization. Adding the voices of others to the voice of the leader is greatly rewarding, but to hear the voices of others when the leader has stopped singing is a thrill indeed.

I remember writing some songs in my younger days. A small group of friends would sing them in a Bible study setting. I remember how excited I was to hear them singing one of my songs when I arrived late to a session. To sing a song when the leader is there demonstrates a loyalty to the leader. Singing the same song in the leader’s absence demonstrates a commitment to the song.

May the spirit of 2 Timothy 2:2 ring in every leaders mind. These words of Paul to the young pastor Timothy echo with words of succession. Paul was not concerned about holding on to the churches that he established. With all the 2’s in the reference, one just has to reflect on the 2’s within the verse:

“And the things you have heard me say in the presence of many witnesses entrust TO reliable men who will also be qualified TO teach others.”

The vision must be entrusted and it must be entrusted TO reliable men. The leader must be willing to pass the torch. The leader has presented the message and presented it with distinction and clarity. The message has been shared with others in the presence of many witnesses who understand and agree with the direction provided. The leader must find those reliable men and then he/she must entrust and let go.

Notice the two characteristics of the new leaders: in additional to being reliable, they must be qualified TO teach others. They must be ready to pass the torch to yet another generation. They must understand the vision and have the capability to share the vision with yet other reliable men. Isn’t it significant that this verse points to the ministry of teaching as the key to the transfer of vision?

I understand the difficulty of letting go of an organization that a leader may have birthed, but to hold on, can cause the stagnation and even the death of the dream. I hope that when God calls me in another direction, I will have enough courage to let go and entrust the ministry to reliable men.

The Music of Leadership

The director of a band has to provide so many leadership skills. In fact a band is a great example of an organization. Different people with different skills playing different instruments (roles) in order to accomplish a goal. Musicians (as well as team members) must all be playing the same piece of music for it all to make sense. They all must be playing in the same key and the same time signature for the music to sound good and to communicate what the composer desired. It only takes one person playing in the wrong key to ruin the composition. If the percussion plays in a faster tempo than the rest of the band, the entire band falls apart.

Balance is so important in both a band and an organization. If the trumpets play all the right notes in perfect rhythm, but so loud that you cannot hear the melody from the woodwinds, the significance of the music is lost. If the second clarinets are louder than the first clarinets the melody is lost in the voice of the tones of the harmony. But when there is a proper balance of sounds, the richness and fullness of the band explodes with delicate point and counterpoint.

Intonation is such a key to ensemble play. Each musician must listen carefully to himself and to the other players. Each note that is played must be evaluated by the player as to the tone and pitch of the note. Playing “in tune” is not as easy as fingering the right note on your instrument and producing a pleasant sound. Matching your sound within a chord or with the unison note being played by another, is so important to make the intonation pure and true.

In an organization the same concepts are vital for success. A shared vision allows the employees to play in the same key and at the correct tempo. One negative complainer can put the whole organization out of shape. Balance is so important – If one division or department begins to dominate or becomes “better” than all the rest, dissonance will ripple through the entire company. Everyone must listen to each other and add to the harmony of the organizational music, or the tuning will hurt the ears of the internal and external stakeholders.

Oh.... and the conductor of the band – he/she sets the tempo, holds the band together with the constant reminder of the tempo, waving his/her hands so that all can see. The conductor motions and corrects the musicians if a section begins to play to loud; or lifts his hands while looking at those musicians that need to play louder in order to maintain a proper balance. The conductor hears the entire band and knows what the composition is supposed to sound like. The musicians look to him/her for cues and changes in tempo and dynamics.

I have had the wonderful opportunities to play in many bands and those ensembles who listen to one another and watch the conductor are the most enjoyable. But the conductor is often the key. Those who are sure of the beat, that make strong cues and are confident of the music composition, allow the instrumentalists to demonstrate their skills without worrying abut the direction of the band. The leader is much more concerned about the musicians than he/she is the audience. If he/she focuses on the members of the band and the components of the composition, the audience will most certainly enjoy the music.

As James Crooks once said, “a man who wants to lead the orchestra must turn his back on the crowd.”



James Crooks (April 15, 1778 – March 2, 1860) was a Canadian businessman and political figure.

Christmas Reflection

As I have reflected on the Christmas story this year I have been impressed with the sovereign timing of God and the unfolding of His divine plan.

The Place: The hand of God on the situation allowed the birth to occur exactly where he designed, although contrary to man's expectations – a lonely manger without proper accommodations. God announcement to the shepherd's made it clear that God was in control, even of the details of the birth of Jesus.

Angel Announcements: The activity of angels is so pronounced during this time of the Incarnation; then fairly absent in the New Testament until the revelation of the end of human history. The heavenly messengers play such an important role in the Christmas story – appearing to Zechariah, Mary, Joseph in a dream, and the shepherds. What a great way for God to put his sovereign hand upon the affairs of man.

Royal Announcement: How unique to send the Magi announcing to the royalty of Rome that a new king of Israel had been born. And what about God's use of the universe itself to declare His eternal gift to those who studied the stars.

Sanctuary Announcement: Even the religious establishment received their own special announcements through the response of the prophets in the temple. Simeon and Anna stand in the seat of Judaism, the temple proper, and proclaim the Messiah's presence into the world.

Delayed Fulfillment: I have found it most interesting to reflect on the gap of time between the days of heavenly announcements of the birth of the Savior and the public ministry of Jesus. Approximately thirty years pass between birth of Jesus and the proclamation of the Kingdom. Where were all those involved in the Christmas story? Zachariah and Elizabeth were most likely dead (they were old when they gave birth to John), Joseph is never mentioned after the boyhood of Jesus, so many feel that he pass away as well. We never hear of the Magi again – did any of the shepherds follow-up on the baby born in their city? Thirty years is a long time to wait for the fulfillment of an announcements made by two senior citizens, even if they did share it inside the temple gates. I have celebrated Christmas almost 60 times in my lifetime, I can't imagine celebrating Christmas when I was twenty and then waiting 30 years to celebrate it again, and yet, in some ways, this was the experience of the people of Jesus' day.

Today's Richness: What a blessing it is to be on this side of the cross. Every year, we can celebrate the entire earthly ministry of Jesus. We get to marvel at the birth of the Savior, bask in his teachings of love and forgiveness, reflect on his miracles, stand in awe of his sacrifice for us, rejoice in the power of His resurrection, and look forward to His coming again. What a wonderful perspective we have on the sovereign plan of our Heavenly Father.

May this Christmas season be incredibly special to you!

Servant Leader - Meeting Needs

A servant leader demonstrates the value they place on people by the way they try to meet their needs. I can talk all day about how I value my employees and colleagues, but if I am not actively seeking ways to understand their needs and to meet those needs in order to help them be successful, then my words are pretty thin. Actions speak louder than words; and words plus actions result in effective leadership.

One key in meeting the needs of others is to understand what the needs are. The true needs of the organization are not necessarily the needs of the individual or visa versa. There is often a huge gap between what people want and what they truly need. Part of the dilemma of leadership is helping people see what they need when it is contrary to what they want. Defining and identifying critical needs is a large task that is vital to impactful leadership. The road of meeting needs is filled with rewards and rebukes, encouragements and exhortations.

Assuming that a leader has taken the time and energy necessary to discern the needs to be addressed, how does the leader begin to meet those needs? Let me suggest three key components involving the Mind, the Will, and Action as the leader begins to answer the question: What am I going to do?

The first phase of the answer involves the mind and emphasizes the WHAT in the question “WHAT am I going to do?” The effective leader takes the time to DEVELOP a plan for meeting the critical needs of the organization (individuals). The development and design of a plan will engage the creativity and imagination of the leader in order to address the needs of others. Research, feedback, dialog, and sensitivity must be combined in gathering the information necessary the build a plan that will address the concerns. This is not the business plan or the strategic plan for organizational progress; this is the plan for meeting the needs of the employees (students). This is not the lesson plan or the semester outline; this is the plan to meet the needs of the students (employees). Is part of my ministry plan, a plan to serve?

The second phase of the answer involves the will; it is the AM I of the question “What AM I going to do?” The first phase is to DEVELOP the plan; the second is to DEDICATE the plan. I find it so much easier to put a plan on paper than it is to carry out the plan. A major hurdle between paper and action is a commitment of my will. In order for the leader to dedicate the plan he/she must engage his/her courage to carry it through. A design without volitional determination is but drawing on parchment.

The third and final phase is action – DO the plan. It is the TO DO in the question “What am I going TO DO?” In order to execute the plan, a leader must engage his/her consistency. A plan worth my commitment is a plan worth working consistently. Meeting the needs of individuals on an occasional basis is counter productive because the students (employees) will fail to gain a sense of trust in your ability to serve them. Consistency takes time and diligence and perseverance. But such a focus communicates pages of “value” written on heart of the leader. Employees (students) will develop a loyalty to you because they feel the words of service in your actions.

The mind, the will, and action are all essentials in addressing the needs of others. A plan left in the mind without flowing into action is just an interesting reflection. A servant leader values people by meeting their needs.

Servant Leaders Project Possibilities

Servant leaders must value people if they expect to be effective in transforming their vision into reality. Leaders demonstrate the value they place in people in many ways. First, they can grab a look at the future by perceiving the positive potential of their employees (students). Second, they can pull that future reality into the current 24/7 by praising the present participation of the people. Third, leaders can use a bridge between today and 5 years from now by projecting passionate possibilities for the people.

Projecting passionate possibilities means seeing the potential in others, holding up that bar of excellence, and passionately communicating to the people that you are confident that they can get there. High expectations with shouts of encouragement and passion yields high achievement. Leaders must develop the skill of challenging and stretching the organization without discouraging or breaking the morale of the culture.

As a boy, I loved to play baseball. I had no visions of playing for the Pittsburgh Pirates, but I was a pretty good little leaguer. I played on the same team for three years with two different coaches. The first coach was an encourager – the shouts from the dugout were always positives, even when we made an error. The talks in the dugout were morale boosters, pats on the back, and thumbs up (this was long before high fives). I really enjoyed that season.

Then a new coach arrived who had a different philosophy and temperament. He had a very difficult time watching our boyhood inconsistencies. Any error or wrong decision in the field resulted in strong words from the dug-out; a strike-out at the plate was greeted with silence and a grim look from the coach. By half way through the season, I dreaded the game. I played center field and I remember praying that the ball would not be hit to me. I felt the coach had no confidence in me and therefore I had no confidence that I could catch the ball. Confidence is almost everything in athletics. A little skill plus confidence produces increased skill and additional confidence. The same is true in one’s professional life. I need to project passionate possibilities for the people.
Raising the bar…striving for excellence…inspiring for success – nice cliques but down right difficult to produce. That’s because it involves a delicate balance between hugs and kicks. Some people need an “in-your-face” confrontation; others would be devastated by it. Some need ultimate deadlines with strict consequences; others need creative room with as much flexibility as possible. Some need words of affirmation and support; others want to be heard; and still others are driven by the reward at the end. I need to project passionate possibilities for the people.

In order to cross this bridge from the present to the future I would recommend two key handrails. The good news is that each of these handrails is at your disposal. The first is to allow for failure. Employees (students) are going to blow it – the more creative and innovative they are, they more potential there is for failure. But the more creative they are, the more they will learn from their mistakes. Fear of failure stifles growth and achievement. If the consequences of failure in the small things of ministry result in embarrassment, reprimand, or rebuke, confidence dries up and innovation dissolves. But if failure is meet with a new set of plans, a teachable context for improvement, and a collaborative understanding, then passionate possibilities can still growth within the individual.

The second handrail is to provide for success. Delegate with success in mind. Assign an easy task knowing that success is only a step away. Then wait for the step, recognize the step and celebrate the step. Words of congratulations on a job well done will build a confidence in the student (employee) and will prime the pump for the next assignment. As the tasks get increasingly complicated and complex, continue to recognize and reward the successes. Stretch without breaking, challenge without cracking, pushing without discouraging – that is the balance of leadership. I need to project passionate possibilities for the people.

Leadership - Praise in the Present

Servant leadership, according to Jim Laub's (2004) model, involves the ability to value people. One way that leaders accomplish this is simply by believing in people. In my last posting I shared one of practical suggestion for increasing our belief in others – by perceiving their positive potential.

Projecting five years in the future and contemplating the growth and accomplishments of others is a positive activity that can provide vision for the leader, that can inspire a renewed commitment for each student (employee), and that can motivate a continued belief in those who are hard to like. This activity places us in the positive future where all things are possible and the boundaries are defined only by of creativity of our minds.

A second practical method of demonstrating that the leader believes in others, takes place in the present. It is one thing to see the potential in someone; it is another to notice and capitalize on their present strengths.

Leaders value people by believing in them through praising present participation (There go those “P”s again).

The leader should always be about the task of evaluating, assessing and inspecting the progress of his/her subordinates – not for the sake of micro-management or quality-control; but rather with the hope of discovering the exceptional, the important, the achievement...the valuable!

The classroom teacher (or the boss) needs to be excited about what his/her students will become in five years. The teacher should paint his/her vision for each student (employees), in hopes that the young person will catch the dream and excel even beyond the potential seen by the instructor. However, the classroom teacher must also see the current value of each student, not just the potential. The effective educator needs to be a student of his/her students – knowing their strength, weaknesses, concerns, joys, hurts, and needs. The ability to discover present achievement is tied to the ability to see between the lines and understand your people.

Part of the leader's unwritten job description is to discover what each student (employee) does well and celebrate that strength with them. It may be a talent to sing, draw, brainstorm, or think; it may show itself in effort, enthusiasm, or energy; it may be demonstrated in improvement, diligence, or perseverance; it might be reflected in novel ideation, fresh insights, or creative suggestions; or it might be felt thought the attitudes of support, loyalty, friendship and joy.

In his book, The Five Love Languages, Gary Chapman (1995) notes that one of the ways people experience love from others is through positive words of affirmation. True words of praise - acknowledging a job well done, a talent used, an attitude noticed, or a new insight shared - can light up one's heart with appreciation and gratitude. Many would rather hear the words of praise than receive a bonus in the paycheck (although both would even be better).

Look at your students – look at your organization. We stand half way through the school year and right at the end of the fiscal calendar for most businesses. Turn around an look at progress you have made this year. Many people have probably made positive contributions to the organization. Many have grown in maturity, developed new skills, built strong relationships, and achieved significant success. How well do we celebrate these strengths? How often do we praise the present strengths of the team, the collaborative culture of our organization, or the participation of the students in our school? Let's take some time to praise and celebrate!

Chapman, G.D. (1995). The five love languages. Northfield Publishing, Chicago.
Laub, J.A. (2004). Defining servant leadership: A recommended typology for servant leadership studies. Paper presented at the 2004 meeting of the Servant Leadership Roundtable, Virginia Beach, VA.

Servant Leadership - Believe in Others

The terms “servant” and “leader” seem to be antonyms, revealing the concept that a servant follows a leader in obedience and with submissiveness. A leader is out front calling the shots while a servant is in the shadows faithfully doing what he/she is told. Yet there is a philosophy of leadership that integrates these opposites into the idea of “servant leadership.” The whole thrust, here, revolves around the perspective of the leader – the perspective that paints the leader as one who puts the needs of others before his/her own needs. The servant leader literally serves those under his/her authority so that those being served might be successful and that a shared vision might be accomplished.

Jesus’ approach to leadership fits so well into this model. He is the leader with the towel around his waist washing the feet of his followers; the great shepherd who cares for his sheep and risks his own life for their protection; the One who “came to serve and not to be served.” What a great picture of humility and patience. Jesus, filled with perfection, power, authority and holiness, deals with his followers with grace, mercy and compassion. In the midst of our frailties and failures, Jesus serves us with forgiveness and faithfulness. Jesus then exhorts his disciples to lead with the same humble attitude of mind.

But how do we do it? How do we serve others? Jim Laub addressed the Servant Leadership Roundtable in Virginia Beach, Virginia in 2003 and 2004 outlining his model of servant leadership. Dr. Laub suggested 6 characteristics of servant leadership. My thoughts flow out of this model as I have adopted and adapted it to my ministry in education. The first characteristic proposed by Dr. Laub is that a servant leader Values People and he/she does that by believing in people, by serving others' needs and by receptive non-judgmental listening. In this posting I like to look at the first part of the first element of this first characteristic – Valuing People by Believing in Them.

I enjoy alliteration because it helps me organize and remember ideas, but you will have to forgive today because I have gone over the top with this mnemonic method. I have to blame it on my mom, who made me feel guilty, if I did not eat all my peas (P's) on my plate. Believing in People can take at least three forms: Perceiving, Praising and Projecting. Let’s look at this first form (Perceiving).

How important it is to have a proper perception of the people we serve. The servant leader believes in people by Perceiving Positive Potential.

I encourage each member of my teaching faculty to enter his/her classroom and sit in each desk in the room. As they sit in the first desk, I ask them to think about the student(s) that occupies that seat; see his/her face; think about his/her strengths and shortcomings; then project out 10 years and imagine all the positive things that he/she might do with life. Think about quiet Sam – what kind of thoughts run deep in his creative mind? What discovery awaits him as he become energized with the thrill of research and inquiry? Look and crazy Emily – her mature use of vocabulary and rhetoric don't seem to match her wardrobe, but will she one day impact her community with her words and boldly stand for truth and her convictions? Stare for a while in the face of Joshua for a moment – that young lad who is so hard to love; who rejects your expressions of concern; who appears to be so distant; who causes disruption on a daily basis. What are the boundaries of accomplishment for Joshua when he funnels his emotions, focuses his will, and centers his energy on a God-given passion? The biggest pain today has the greatest potential for gain in the future.

I encourage them to ask themselves, “Who is sitting in my classroom? A pastor, a senator, a doctor, a CEO, a mom, a mechanic, an engineer?” If I could see the future and tell the 3rd grade teacher that one of his/her students was going to change the world, could the teacher identify which student was going to touch the globe? No – so we need to practice projecting the positive potential in each person. As a great influence in the life of others, you may be the one that unleashes that potential toward the incredible.
Our earthly perspectives can be very wrong. It is often not the high school student that appears to be made of pure gold that accomplishes great things in college or on the job or in the church. Those pictured as the “Most Likely To Succeed” in the yearbook sometimes do not blossom as their peers projected. The popular, upper-crust of the high school graduating class often finds itself working for those considered geeks and nerds during their teenage years.

Growing up - did anyone believe in you as a student; as an athlete; as a person?

Taking this idea out of the classroom and applying to any organization and any team setting has significant value. Sit around the invisible table in your mind with your employees, colleagues and peers – all the way up and down the organizational chart. Look at each member of your organization. What gifts, abilities, and strengths do they bring to the plate? Project out 5 years and see their potential growth and the new responsibilities they have taken hold of; the new office; the new title; the new success. The goal of the servant leader is to help the potentials become a reality.


Laub, J.A. (2003). From paternalism to servant leadership: Expanding the Organizational Leadership Assessment (OLA) model. Paper presented at the 2003 meeting of the Servant Leadership Roundtable, Virginia Beach, VA.
Laub, J.A. (2004). Defining servant leadership: A recommended typology for servant leadership studies. Paper presented at the 2004 meeting of the Servant Leadership Roundtable, Virginia Beach, VA.

Administrative Team Meeting

My afternoon was filled with administrative team meetings. I am not a big fan of meetings – sometimes it takes hours of discussion to end up with just a few minutes on paper. Often the agenda is filled with administriva and action items that fail to lead to any action at all. One of my mentors challenged me to always approach a meeting with preparation; be sure to get rid of your “stinking thinking” and be ready with your “A-game.” I sometimes fall short of my mentor's exhortations and he would probably be disappointed in my lack of effective “meetingology.”

Today's meeting was a little different. Beside having some Christmas goodies to snarf during the times of discussion, there was a good attitude of collaboration and team spirit. It hit me today, how fortunate I am to serve in a Christian organization. Not only did we start our meeting with a devotional thought from God's word, but as we shared about the good things of the school, several administrators communicated, with tears in their eyes, about a recent elementary Christmas program where a special needs student was so lovingly supported by his teacher and fellow classmate. Half way through devotions, the Superintendent was called out for a conference call concerning the difficult financial situation facing the school system – the rest of us paused and prayed for the phone call and the critical needs facing our organization. What a great place to work!

It was somewhere in the middle of the meeting that I realized, in a fresh new way, that I am so happy to be in the midst of kindred spirits that, even though we do not always agree with one another, have the shared desire to minister to kids and their families. The politics that often exists in organizations does not seem to be a major issue within our team. Part of the devotions of the day focused on the humility of Jesus and our goal of reflecting that humility in our lives as leaders. As I looked around the table at the other 14 members of the team, I saw the faces of very talented and very humble people. I saw friends and colleagues that support and encourage one another. What a great place to work!

I can't say that attending meetings is one of my favorite parts of my job; I can't say that I look forward to the next opportunity of spending hours around the table of administrative discussions; but I can say that my attitude is a key to appreciating the experience. As a wise professor of mine once said, “Get a check up from the neck up!” I believe that it is my mindset and my heart's attitude that determines my effectiveness in the setting of a team meeting.

Peter's Leadership

One of the greatest passages of scripture that has helped me understand effective leadership is 1 Peter 5:2-3. The Bible uses a powerful metaphor followed by three key attitudes that communicate to the heart of leadership.

“Be shepherds of the God’s flock that is under your care, serving as overseers – not because you must, but because you are willing, as God wants you to be; not greedy for money, but eager to serve, not lording it over those entrusted to you, but being examples to the flock.”

Notice the metaphor of the shepherd taking care of his flock as a compassionate overseer. I have never taken care of sheep, but I understand that they are not the smartest animals in the world. They tend to exist within a herd mentality – where one goes they all go, following without question and even in the face of danger (even over a cliff, if you can get the first sheep to jump). I am impressed with the responsibility upon the shepherd. He is to take care and provide direction for the flock. As an overseer, the shepherd is to guide, provide, and protect his sheep. Indeed, the shepherd is a servant to the welfare of the animals. He is a servant of God whose main duty is to look after the safety and growth of the sheep. The sheep have been placed under his care and represent God’s flock – this is not something to be taken lightly and the loss of one lamb is a big deal because each member of the flock has been assigned to the shepherd by God himself.

The three key attitudes are so relevant for 21st century America. The first is a volitional attitude. “Be shepherds….not because you must, but because you are willing.” Leadership should not be a dirge or the goad that pricks our agitation. Rather the opportunity to be used as a servant leader should motivate us and inspire us to yield ourselves to the call of God. Excitement or drudgery… a job or a ministry…obligation or calling…obedience or enthusiasm.

The second key involves motivation. “Be shepherds….not greedy for money, but eager to serve.” Servant leadership in a capitalistic society seems to go against the American dream - work hard and seek your fortune. As an individual who has reached the position of leader (shepherd), many feel that salary, benefit packages, and perks should reflect the amount of responsible that must be borne. The paying of one’s dues in an organization and demonstrating years of loyalty and commitment should result in a comfortable wage and a full money clip in the pocket. Peter shares that it must be the intrinsic motivation of service that feeds the fire of leadership, not the pot of gold attached to a title of importance. Being a shepherd is not easy, in fact it can be downright painful. A call to serve others is to find yourself being stretched, burdened, and spent. Time, energy, sweat, creativity, more time, and resources are all required often without recognition or thanks. Only the inner drive to serve others makes being a shepherd rewarding.

The third key involves authority and power. The shepherd has the power to beat his animals into submission and abuse those under his care, but scripture exhorts leaders to “Be shepherds ….not lording it over those entrusted to you, but being examples to the flock.” Some leaders walk into their offices with their names and titles written on their doors and desks. The business cards in their wallets reflect their high positions of power. Their cell phones ring with the tones of authority available only to a small group of powerful colleagues. And then the leader seems oblivious as to why his/her example has such a demoralizing effect on others. The exhortation of Peter is be an example: How do I respond to a peer, a new employee, my secretary, the custodian, one who has made a mistake, an irate complainer, my boss? How does grace and compassion flow from my authority? What is the evidence in my life that I desire to serve others? Do I strive for power or for compassion; authority or authenticity; exaltation or example?

Lots for me to think about!

Jean Paul Capet

Jean Paul Capet was imprisoned in 1310 for stealing, a crime he claimed that was not his to bear. Convicted in a French court, he was sentenced to ten years of incarceration. Roughly one year into his prison experience, a fight broke out among a group of inmates. Jean Paul was not part of the argument or the tension that filled the room. But once the fight began to unfold, Jean Paul found himself in the middle of the fists, kicks and elbows. It did not take the guards long to intervene and gain control of the outbreak with clubs of enforcement. Jean Paul was ushered into a submission one of the brawling renegades. He found himself assigned to an indefinite punishment of solitary confinement.

Jean Paul was escorted and introduced to the dark world of the inner prison. The cell was cold, the food was poor, but the most devastating aspect of his life was the darkness. One small window located over 15 feet above the cell floor was boarded up allowing no view of the air beyond. Darkness filled his eyes and mind and soul. Time past, but Jean Paul could never adjust to the oppressive crush of nothingness that surrounded his existence.

Day and night all seemed the same to Jean Paul. He counted his experience by meals. The sound of the plate sliding under the door was his call to food. Delivered in darkness and silence, the nutrition feed his body but not his spirit. One hundred and fifty-two meals into his confinement a life-changing event occurred in the life of Jean Paul. A terrible storm of awesome degree visited the French town that housed the prison walls. Jean Paul could hear the wind even through the thick stones of his darkness. The rage of the tempest continued to shout. Jean Paul found fear and comfort in the wrath of the weather. The crash of thunder brought the terror of impending death, and yet, somehow, the voice of the storm broke the silence of his existence with the sounds of reality. As the wind and thunder began to move away, Jean Paul found himself falling into a sleep of peace.

As Jean Paul came back to consciousness after several hours of sleep, he could not believe what had happened. One of the boards on the window, far above his head, had been removed by the terrible tempest. Staring at him was a crescent moon. Tears of joy ran down his cheeks. The moon light brought messages of hope and broke the depressive barriers of darkness. As the night faded into the dawn of day, the shafts of moon light turned into the glory of the sun. He danced and sang songs of joy that echoed in his head for days.

At last Jean Paul could count the days and nights and not have to measure his time by the silent delivery of the meal plate. The conditions were atrocious, the food became less and less. But Jean Paul was renewed each day by the sun's light and the small picture of the night's sky. Years slowly moved by and one morning he was awakened, not by the sound of the meal plate, but the sound of a key in the door. Jean Paul hugged the jailer with words of freedom and soon found himself breathing fresh air on the streets of France.

Joy to the world! The Light of Salvation has come! The darkness of human existence without God is like the prison without windows. The Incarnation has provided the glory of the presence of God. Follow his star to the birth of the Savior. Hear the key of the cross in the prison door. Breath the fresh air of the resurrection. Experience the freedom found in Jesus. Merry Christmas to all!

My Definition Part 6

Leadership is the dynamic, interactive process of creating, communicating, and transforming vision into reality.

Leadership is a process of transforming. A wonderful dream kept in a cocoon will never breath life. But a vision is meant to experience a metamorphosis – a breaking out of the idealistic to the realistic; from philosophic to pragmatic; from reflective to revolutionary.

This last part of my definition of leadership demands the skills of management. The leader tends to be more of a dreamer than a doer. The manager, on the other hand, loves to take the ideas of others, organize them, and make them happen. Leadership is effective when dreamers and doers join hands to transform an idea into action; to produce a reality that looks like the shared vision.

To create a vision often involves incredible mental exercises encompassing countless hours of reflection, revision and revelation. Once vision is created, the communication of the vision moves forward in a multitude of conversations, documents, and marketing plans. Passing on the vision to others engages multiple strategies of sharing and inspiring others to join the metamorphic process. But to transform is to roll up one's sleeves and begin to put the legos together.

I was a fan of the recent TV series called “Shark Tank.” Week after week entrepreneurs would share their visions with billionaires in hopes of having them understand and share in the vision of success. It was so fascinating to me to watch each vision be communicated at various levels of effectiveness; to see the dream of the presenters either excite or fail to excite the investors; to observe the enthusiasm of the sharks as they began to share in the dream. But in the end some ideas walked away with money to help in the transformation process while other dreams were left unfulfilled. Money is not always the key to transformation, but effective leadership finds a way for the dream to become real.

My Definition Part 5

Leadership is the dynamic, interactive process of creating, communicating, and transforming vision into reality.

Leadership is a process that involves the vital skills of communication. A great vision that cannot be expressed in words, captured in a picture, and/or written down on paper, remains a cocooned idea never to be brought into reality. But communication of a vision is not always easy. Seeing a snapshot of a future reality is one thing; being able to communicate what you see is entirely another matter.

I think of John, one of the followers of Christ, on the island of Patmos. This old man is given the privilege of seeing God's plan unfold into the future – all the way to the end of human history. What an incredible vision! But he is given the task of writing it all down for the church. How does he record some of things he observes? Fifty years ago how would you describe cell phones, microwaves, fast food restaurants, credit cards, personal computers with windows, and email to people who have no knowledge of such technology and lifestyle?

Most of our visions are not so radical as John's or a 50 year jump into the age of technology, but every vision involves a picture of reality that no one has seen before. The challenge of leadership is to translate the vision into the common tongue of others. A vision, if leadership is to happen, must be shared. It must be understood, adopted and embraced by others. A shared vision among kindred spirits makes up the cornerstone of vision transformation.

A leader must be able to accurately, concisely and passionately communicate his/her vision. Although most visions are complex and involve many layers of thought and planning and detail, the foundations of a vision should be basic enough for a leader to articulate in a concise amount of time. Some have suggested that a leader should be able to be communicated his/her vision in time it takes for an elevator ride. Very few people will take an hour to initially hear your vision; but a 5-7 minute explanation, filled with excitement, anticipation, and enthusiasm will often catch the interested ear of intelligent individuals.

Develop your vision; write it out; revise it; practice saying it; refine it; look for opportunities to share it. Don't hide it; don't fear rejection; don't hesitate; don't wait until it is perfect.

My Definition Part 4

Leadership is the dynamic, interactive process of creating, communicating, and transforming vision into reality.

Leadership is a process of creating vision. Leadership is an art form involving great creativity. It involves so many of the same skills as that of a painter. Taking a blank canvass, the master artist uses both long and short brush strokes filled with just the right color to create a painting that captures the vision in his mind.

As a child I remember watching an artist on PBS that talked his way through his painting as he made it come alive for me. I was always amazed at the transformation that took place. He usually started with the background and a common color covered the entire canvass; then the used some broad strokes of color that seemed rather meaningless and abstract. He would then create step by step, addressing more and more of the detail of the painting until the the last few techniques brought eureka moments as his creative hand transformed the brush marks into a perfect landscape.

My skill as a young lad was not quite as sophisticated, but I remember that same “aha” experience when I did a “Paint By Numbers” project. Instead of a canvass, I remember those coloring books that had a page of abstract shapes and each shape had a number referring to a specific color. The child-artist had to color all the “1's” red, all the “2's” blue, the “3's” green, etc., in order to make sense out of the mysterious shapes. I remember not knowing what the picture was going to be when I started, but after carefully coloring with several Crayolas, I began to see the image take shape.

The art of creating a picture on canvas or in a coloring book is much the same as creating a vision during the process of leadership. As that picture of a future reality begins to take shape in the leader's mind, he/she begins to make broad strokes . The first crayon is used to color in some the the abstract ideas. As the vision is pondered, time is given in thought, reflection, meditation and prayer to the new ideas and concepts floating around in the sea of one's imagination and innovation. Sometimes slowly, other times with leaps of discovery, the vision begins to come into focus with clarity and detail. Colors are added and details begin to come into view. What started as a burden or abstract concern about the future now becomes a crystal clear photograph of a future reality that needs to be painted. Now the driving force in your heart is how to make it happen.

My Definition Part 3

Leadership is the dynamic, interactive process of creating, communicating, and transforming vision into reality.

Leadership is a process. Since the ultimate goal of leadership is the transformation of a vision into reality, leadership is not found in one moment of time. Rather, leadership involves a series of acts, decisions, discussions, and interactions. Even if the vision is clear to those involved, the path to that vision can be fuzzy. Participants in a leadership team can disagree, debate, and push and pull one another in opposite directions feeling strongly that they each know the way to the treasure.

Leadership involves the process of change. Management enjoys the stability of the status quo and the comfortability of routine, structure, and continuity. Leadership, on the other hand, thrives in the context of innovation, creativity and change. This process of change can be painful for most people but leadership helps makes this process understandable and exciting.

I remember my first white water rafting experience down the Chattooga river. I was an adult chaperon on a high school senior trip. Climbing into a seven-man raft with five high school students and a river guide, I was more than excited about facing the rapids ahead. The raft right in front of ours consisted of seven students without a guide. They were on their own to navigate the waters. Most of the time they were either going around in circles, stuck on the rocks, or headed down the river backwards. The people in my raft listened to the commands of the river guide, learned quickly how to maneuver the boat, and completed the adventure without losing an oarsman to the watery rapids. Effective leadership provides that same guidance through the waters of change. Instead of spinning around in circles, a team can accomplish the adventure with excitement and satisfaction.

My Definition Part 2

Leadership is the dynamic, interactive process of creating, communicating, and transforming vision into reality.

Leadership is an interactive process. It is not a solo experience. One who dreams alone may have great ideas, but only sees change in his head. Visionaries must share their ideas with others in order to provide leadership.

Effective leadership can be limited to two individuals. A mentoring or discipleship relationship is a good example. The process of discipleship involves two individuals headed toward a common goal. An apprentice and a master teacher experience this process of leadership.

However the most common setting for leadership involves groups of people – large and small. Often the definition of leadership involves a leader and followers. I have chosen not to include these specific roles because it tends to divide team members into one of the two categories. Even in a discipling relationship, the role of leader can change. How often does the mentor, the master, the discipler gain rich insight, challenge and vision from his/her partner.

I firmly believe that the process of leadership is so interactive that the role of leader can, and should, change often. I may be “leading” a discussion during a team meeting one moment and then, be following the creative lead of another team member the next. I may be casting the vision or be part of expanding the vision by hearing a kindred spirit add a great idea to the table. The best leaders know how to be good followers; and they know when to take that role and when not to push for the position of authority.

Leadership is interactive when the vision is shared, past on and developed by others. Leadership involves the process of communicating vision – communication only occurs when there is an interaction between people. Leadership is like music, but cannot be a solo act; it must involve an orchestra of individuals all playing their part. The interaction between musicians involves intonation, rhythmic accuracy, and a balanced interpretation of the composition. So it is with practical, effective leadership we must be in tune with one another; marching to the same cadence; practicing collaboration and unity.