The Dean Team

David Robinson, Patrick Ewing, Larry Bird, Scottie Pippin, Michael Jordon, Clyde Drexel, Karl Malone, John Stockton, Christian Laettner, Chris Mullen, Charles Barkley, and Magic Johnson - these twelve men made up what is possibly the greatest basketball team ever assembled. They were the 1992 United States men's Olympic basketball team. This team defeated its international opponents by an average of 44 points per game and earned the gold medal by beating Croatia during the Barcelona Games. This group of incredible athletes was nicknamed the "Dream Team"- the team that every coach would love to have; the team that every country would want to represent them; the team of all-stars that no opponent could possibly defeat.

When I accepted the position of Academic Dean at my school system, I wanted to form a small group of leaders that could pray, and plan, and collaborate together. I selected four strategic individuals to help provide insights and guidance for the educational program of the school system. As we began to brainstorm ideas for the name of our band, we considered “The Educational Services Team”, but that was the name of a previous group that might have caused some confusion within the organization. We also thought about “The Academic Group, ” but it was not very satisfactory to the team members. We landed on “The Dean Team.” For me it as a great play on words. I thought at first, however, that it might sound rather prideful since I was the Dean. But the more I considered it, the more I saw the emphasis on the Team not the Dean (Dean was only a play on the term Dream.)

Now we might not have the super-star status of the 1992 Olympic Gold Medalists and we don't defeat every opponent by 44 points, but the members of the team are very special people. I have so enjoyed meeting together and watching a plan become reality as we strive to improve the excellence of our school.

There are four members of the team beside myself: the Administrative Assistant to the Academic Dean, The Director of Curriculum and Instruction (C&I), the Secretary of the Director of C&I, and the Assistant Academic Dean. There are five individuals that make up a basketball team, but that is not the reason for the number on the Dean Team. I wanted a balance between administrative roles and support roles. Often the administrators meet together and the clerical assistants have no input into the decisions and direction of the organization. In most ministries of which I have been part, the secretary (the administrative assistant, the executive secretary) plays such a key role in keeping the institution running and represents the organization in multiple ways. I wanted our support personnel to have a vital voice in setting the direction of our school.

My administrative assistant is absolutely incredible. I have known her for over 40 years. She can accomplish more in one day that most people can in a week. She is one of the most organized individuals I know and her work ethic is amazing. Her keen intellect and spiritual sensitivity make her such a valuable asset to the team. Cathy possess a great eye for detail and catches many of the loose ends that I would trip over. I have a deep and growing respect for her and I love her thoroughly – she is my wife! I count it such a privilege and blessing to be able to minister with my wife every day in a ministry that changes lives.

God has prepared the Director of Curriculum and Instruction in perfect ways for such a time as this in the life of our school system. Our curriculum is old and in bad need of revision. In order to bring our courses of study into the 21^st century, I knew that I needed an individual who was current with educational theory and practice; who had a passion for change and excellence; who possessed a vision for raising the academic program of our school to higher levels; who felt called by God to take on the challenge of reformation; and who had the relational and communicative skills to share her vision with others. Mitzi is exactly that person. She has been researching and studying curriculum design for years. She is a thesis away from her Master's Degree in Curriculum from Cedarville University. She is diligent and committed to change. It is exciting to watch her craft the plan, and work the plan, and enable others to accomplish the plan. We are on a three-year schedule to completely revamp and revise our curriculum through a innovative design.

Her right arm is Jana. She not only assists Mitzi in the huge task of curriculum revision and textbook adoption, but she also tracks all of the certification of school personnel. What a critical job this is, as we move toward excellence. As we raise the expectations of our written curriculum, so we need to elevate the excellence of our living curriculum – our faculty and staff – those who deliver the written materials with love, grace, mercy, skill, talent, humility and professionalism. Certification is just a paper recognition of continued preparation and competency, but it is a powerful recognition all the same. Jana serves with such a kind spirit and a genuine desire to minister to others. Her perspective, as a parent and as a professional, provides such vital input into our discussions and decisions.

The final star on my team is the Assistant Academic Dean. He and I have worked together for many years. He is one of the greatest men I have had the privilege to meet – he is a man dedicated to truth; devoted to integrity; committed to service; and follows after his Savior with his whole heart. And in addition to all of that, Mark is my friend. He shares in the many roles of the office of dean. Mark coordinates the International Student Ministry, the short-term missions trips, the transportation details of the school system, the finances involving auxiliary funds, and the supervision of the campus sites (just to delineate a few of the responsibilities that fill his plate). I respect his character, admire his insights and discernment, and enjoy his great sense of humor.

What a great team! What a joy it is to minister with these people everyday. As I grow as a leader and as we move forward as a school system, I look forward to arriving at my office every morning.

And there is more. I work with six principals that keep the grass roots watered, cultivated, mowed, fertilized and even manicured. Then there is the special education department that thrives with freshness and creativity. And I cannot forget the senior leadership team with the 30,000 foot view of the future filled with enthusiasm, support, and empowerment.

But enough for now... more in coming posts. Can you tell that I love what I do? Thank you, God, for opening so many opportunities for me to work with great people.

Photo found at www.warriorsworld.net/2011/07/15/forgotten-dream-team/

Motivated in the Morning!

It is exciting to get ready for work each day. I love going to the office. When I get up in the morning, I look forward to embracing the challenges of my day. It is exciting to be a vital part of an organization that impacts the lives of so many. Our school is celebrating its 50^th year of existence next school year (2012-2013). The school system has produced over 4,000 graduates – these men and women are doing some incredible things all over the world. I don't directly impact the students much any more, but I work directly with those who influence those students every day. My office is a vibrant place filled with meetings and and discussions. My conference table serves as the spot for planning, evaluating, sharing, and praying together on a variety of topics. During my first full year as the academic dean, no two days have been the same. And I love that!

I first entered the Christian school movement 30 years ago in order to be with students. Throughout my career I have loved being with teenagers and seeing them mature. Working along side of them, observing their talents, talking about their dreams, and helping them think through many of life's issues provided so much motivation in my life. I have always been impressed with how much high school students can accomplish – whether it singing/acting in a musical, or painting on a canvas, or shooting a basketball, or presenting a science fair exhibit – some high school students blow me away with their talent and skills.

It takes an incredible amount of energy and time to keep pace with a high school program. As age began to take its toll in my life, I found that I did not possess the energy level required to maintain the necessary involvement. I used to stay up late and yet get up early - ready to conquer the world just about anytime. I thrived on attending ball games and concerts and programs and then leading devotions the next morning. I even had the opportunity to spend some all-nighters at school getting ready for the year to begin – finalizing on schedules and getting all the handouts ready for the first day of school. Now if I hear the old clock on the wall strike ten at night, I am in real danger of turning into a pumpkin.

God has been so faithful to me. He has allowed me to move into a position that greatly impacts the program and policies of the school without the draining schedule of constant activity. I am able to use my brain much more than my body. I miss my face-to-face time with students, but I know that I am much more effective working with principals, teachers, and other school leaders. I have lost much of my relevancy with students as teens tend to listen to the younger voices of the day. It is so great to see some of our younger faculty members build strong bonds of rapport with our high school students.

God has transformed my passion for impacting students into a love for working with adults. I enjoy engaging adults as we collaborate together to change our world with the good news of Jesus Christ. I have the privilege of working with very talented people. I stand in amazement as I watch teachers strive for excellence; as I see principals providing outstanding leadership for their grade-level programs; and as I observe the heart of the senior leaders and feel the pulse of the ministry.

During the next few postings, I would like to share a little insight into the people that fill my life with support, creativity, dedication and integrity. God has blessed the school with some incredible people and one of my major goals is to stay out of their way and let them run with the ball. So far I have enjoyed empowering people and watching them get excited about their programs. I enjoy being a facilitator and a cheerleader and a listener and a supporter. I have been given some wonderful colleagues and I hope to develop and maintain professional relationships with each of them as we grow together as life-long learners.

I have a special group of five (including myself) that named themselves the Dean Team. As the academic dean, I have asked these four colleagues to meet with me once a week to review the educational program of the organization. In my next blog, I would like to share some of their talents and their abilities in bringing about significant change within the school system They are amazing people and I value them greatly.

The Cracks of Disunity

Unity within an organization is difficult to achieve and almost impossible to maintain. Unity provides solidarity and yet that solid surface is like a smooth, thin layer of ice. It looks shinny and perfect but when a little pressure is applied, it begins to crack and lines of weakness appear on the surface.

As a boy, I remember taking a walk on a newly frozen pond. I quickly discovered the depth of the ice. My stroll began in silence as I step out on the solid surface. The first dozen paces were met with continuous peace, but the next movement forward resulted in a fissure line shooting across the ice from my footprint and the cracking sound of instability filled the frigid air. As an inexperienced pond-walker, I immediately turned around and headed for the shore. I will never know if another step would have introduced me to the freezing waters under the surface of the ice, but my young heart was quite content to stand on solid ground and throw snowballs at my friends.

Unity within an organization seems to have many of the qualities of a partially frozen pond. On the surface it appears to be solid and strong. But cracks can appear at any moment when pressure is applied to the surface. Let me share four quick examples to illustrate the cracks of disunity.

First, consider the pressure exerted by change. Proposing a change in the status quo can cause great angst within an organization. The institution can be in a huge rut and the employees can be crying out with voices of dissatisfaction, but the moment change is suggested, the crack begins to form. Outdated methods, old policies, laborious paper-work, extra-long red-tape, and archaic procedures are the subject of complaints... until change is promoted and then those albatrosses are all of a sudden valued as the “tried and true.” Change can result in tribal wars – advocates verses opponents; the new guard verses the veteran warriors; the progressives verses the orthodox. The chants of disunity sound loudly in the organization: “We need change, but not in that direction!” “The new way isn't any better than what we've always done.” “I liked the old way – at least I knew what I was doing and most everyone was happy.”

Second, the weight of fairness can cause some pretty good cracks in the ice of unity as well. If one department within the organization is provided with a resource to better facilitate the productivity of that department, all is good until another department hears of the blessing. Then, the second department wants to know why it did not receive the resource as well. Why were they not consulted; why were they not given the same opportunity; why are they not as valuable as the first department? Even though the environments are completely different in the individual departments and the resources needed are very unique to each division, disunity cracks begin to open. “The-grass-is-greener-in-the-other-department” syndrome begin to spread. It is so difficult for people to rejoice with the blessing of others without the baggage of jealousy following alongside. Life is rarely fair; all people are rarely treated equally; not every idea is fairly evaluated; and not every person is gifted the same.

Third, the ice surface of the organization can splinter amidst the complexity of programing. This is true especially within a service-oriented, non-profit situation involving multiple programic elements. In my school system I work with six different principals, each of which has a plate full of academic and extra-curricular programs. The job of the principal is like the plate spinner. As a boy, I remember watching a plate spinner on TV (maybe the Ed Sullivan Show in the 60's) trying to see how many plates he could spin on sticks at one time. He was good at spinning 6 plates or so, but around the seventh plate he had to run back to the first plate before it slowed its spin and fell off the stick. Once up to a dozen spinning plates, the fun really began for the observer as I laughed, watching the spinner rushing back and forth trying to keep all the plates happily rotating without falling. Tragedy was soon to strike...and it did. Life is great and unity reigns as long as all the plate are spinning, but once a plate falls....once a ball is fumbled... once the balance is lost, the pond begins to crack (what a mix of metaphors!). If a plate falls, the cries begin - “Whose fault was that? How did that happen? I can't believe that they forgot that detail! Why didn't they see that coming?” There are almost as many cries as there are plates.

Four, the cracks of disunity often occur as a result of the weight of ideas. Creative ideas can keep an organization fresh and innovative. Ideation serves such a critical role in the growth and maturation of an institution. But, if mishandled, ideas can place great pressure on the surface of the pond. Two ways of mishandling ideas immediately come to mind. First, an idea can be embraced and encouraged in one section of the organization. If the idea works and it praised for its effectiveness, those who did not pilot the innovation feel slighted that they were not included in the initial project. If funds were allocated as part of the creative idea becoming a reality, divisional leaders become disenchanted with the budgeting process. Ideas that are empowered can cause jealousy and strife. The opposite is true as well – the second avenue of mishandling creativity is to mandate that an idea be incorporated by all. Just because one division has tried a novel approach and it worked, doesn't mean that the idea will be successful in every division. The more creative a leader is, the less he/she likes mandated programs. “You hired me to be the overseer of this division, please empower me to create my own way path. I want suggestions, but I don't want edicts.”

Unity can be obtained through the provision of stability (freezing temperatures produce a frozen pond), but to maintain unity is a difficult task.... establishing balance and monitoring the pressure applied to the initial unity (the amount of weight upon the surface of the pond). Great skill and deep wisdom are needed to walk across the pond of unity.

Just an additional thought – when is unity the goal and when is a crack essential for growth and improvement? Is unity always the highest priority, or are they times when disunity is necessary and even intentional in order to accomplish the mission and vision of the institution?

Photo found - http://www.arkone.org/blogger/2005/11/this-beaver-built-pond-near-cherry.html

The Biggest Loser – Disappointment So Far

My favorite reality show, The Biggest Loser, has been rather disappointing so far this winter. Season 13 has lacked the spirit of teamwork and support of previous seasons. There has been bickering and complaining like I have never noticed before. During a few seasons in the past, some players have emphasized the game more than the goal of losing weight; some have voted off contestants based upon their strength as a competitor rather than on their ability to be successful at home; some have irritated other players to the point of alienation. But this season seems to be filled with these negatives every episode. The support and respect that I have come to appreciate about this show has been overshadowed by negative personal relationships.

One contestant has a constant complaining spirit toward her trainer, a sarcastic attitude toward some of her teammates, a bent toward gossip, and a poison tongue that influences the entire game. She rolls her eyes and puts on a negative face in the gym. Another player moves so slowly and always has a reason to sit out. Her motivation is terrible and her face of self-pity makes it difficult for me to appreciate her situation.

During week five, the team that was eliminated in episode one without even making it on the ranch was given a change to enter the game. They had to have lost 50 pounds at home during their five weeks away. Daphne lost 26 pounds and her brother, Adrian, lost 34, so they reentered the competition. However, they were not welcomed with open arms. They were viewed as outsiders invading the established teams. Adrian, in particular, was rejected by his team and his strong personality aided in his alienation. He had immunity during his first week on the ranch, but at the end of week two, he was voted out of the game by his teammates. It was an ugly elimination with accusations and excuses – in past seasons, the elimination sessions were filled with tears because the team was forced to vote out one of their “family.” Adrian's elimination was discouraging to watch – sarcasm and childish attitudes ruled the room.

Week seven was an interesting week. Each of the two trainers selected one team member to represent the entire team. That team member was sent home (along with the trainer) to workout, and at the end of the week, the representative from the red team competed against the representative from the black team. Whoever demonstrated the highest percentage of weight loss, won the entire weigh-in for their team. The two selected: Conda for the red team (the young woman with the acid tongue, and the complaining spirit) and Daphne for the black team (the sister of Adrian who was voted out in the ugly confrontation the week before). Conda was a very vocal opponent of Adrian and had refused to accept his presence on the ranch.

I found it fascinating to see how each trainer approached this one-on-one weigh-in. Dolvett (Conda's trainer) used the week alone with his team member to try to get inside her head and discover why she was so sarcastic and negative. Bob (Daphne's trainer) used tDaphne's anger toward the red team's decision to vote out her brother as the major motivation to lose the pounds.

Dolvett was fairly successful in digging under the surface of Conda's life to discover a nasty divorce between her parents and the devastating impact of the drug culture on her father. A happy family was destroyed by a dad who crumbled with addiction. Dolvett was determined to probe Conda's thinking in the hopes that she would open up and share her wounds. He had a frank discussion with her and she indeed shared through many tears and emotions some of the scars left by the break up of her family. Dolvett felt that these expressions were a victory for Conda and that she had turned the corner toward living a more positive life. I found his perspective rather sad. Sure, sharing can be beneficial and acknowledging pain and suffering can be cathartic, but Dolvett had no cure for the wounds, no medicine for the illness, no balm for the blindness. The hope of reconciliation.... the freedom of forgiveness.... the spiritual health the comes from yielding... were missing from Dolvett's counsel (maybe it was there and just not shown on national TV).

Bob's approach was just the opposite and even more concerning. His message was, “Focus on the wrong done to your brother,” “Take revenge on Conda and rub her face in it when you beat her on the scale.” His counsel was to use her emotions of frustration, anger, and even hatred as part of her motivation to defeat the red team (the enemy). During the entire week, Daphne chanted the motto of revenge for the disservice given to her brother. At the weigh-in itself, she dedicated the results to Adrian.

The weigh-in was close - Conda lost by one pound.Daphne was so pleased although she shared that she was not glad to see the tears of disappointment shed by Conda.

The leadership provided by the trainers was disappointing to me. Dolvett was compassionate and filled with empathy – I admire his efforts in these areas. It is just too bad that the true solutions for Conda are not in the tool kit of The Biggest Loser. Bob, on the other hand, plummeted in my book as an effective leader. His team member won, but the seeds of discord and bitterness have been sown, watered and nurtured. Daphne will need to work through these emotions if she is to gain long-term physical and emotional health.

New Year's Resolutions Revisited

We are half way through the seventh week of 2012. New Year's Eve is a distant memory; all the College Bowl games are in the books and I am already looking forward to next season; even the Super Bowl has come and gone for this year. It is day 45 of the new calendar year...and life is great. This winter in Ohio has been incredibly mild. I ran in short-sleeves on February 1^st! Instead of the typical 5 days of school cancellations due to snow and slippery roads, we have not even had a delay (I am not sure who is more upset – the students or the teachers).

Today was somewhat of a milestone for me. On January 1, I set four New Year's Resolutions (that I was willing to share with others). One of those involved a goal of running between 500 and 550 miles this year. Today I reached 100 miles! This is well ahead of schedule. The weather has been so nice that I have been able to run much more than I had anticipated. With sub-zero temperatures and several inches of snow on the sidewalks, the normal Ohio February makes it impossible to run on a consistent basis. The first 15 days of February have been fantastic for a jog around Springboro.

My second resolution involved my weight. I have experienced the roller-coaster of weight gain and weight loss over the years. After coming back from a great hike in the Grand Canyon this summer, I was determined to get a grip on my weight and try to bring some stability to my diet and exercise. I started the year at 162 lbs, which is more than acceptable. My resolution is to keep that weight somewhere between 160 and 170. Of the four resolutions, this is the one that I am most concerned about – I am concerned that I will fall under the 160 mark. Today, I weighed in at exactly 160.0 lbs. My diet is well balanced and I try to monitor my food intake very carefully. The running has resulted in such a good calorie burn that I am needing to be careful not to lose too much – what a great problem that is!! I've never been there in my adult life.

The third resolution, was to blog at least three times per week. I am right on schedule, but I know there will be some time crunches in the days ahead. I enjoy writing so I hope that I can maintain the discipline. Survivor is starting, so I should have some good fodder for leadership (or the lack thereof) reflections. The Biggest Loser continues to provide insights as well although I have not had much time to reflect on the season – a summary blog of the first 7 weeks is coming in the next few days.

The final resolution involves the goal of reading 2 books per month or 24 books this year. To date I have read seven. This resolution has really motivated me to spend time every day reading for pleasure. I have read two John Grisham novels (The Confession and The Appeal). Both volumes were interesting reads. The first pulled my mind into the leadership possibility of civil disobedience for the sake of a spiritual call; the later screamed the message of greed and the depravity of man even in the light of human tragedy. Both painted an excellent contrast between the the compassionate and the self-centered; the altruistic and the materialistic; the seeker of truth and those blinded by power/authority.

The New York Times Bestseller leadership book, Switch, by Heath and Heath was a book that my son, Ben, gave me last year. I started it in 2011, got distracted, and failed to finish it. So I started over again this January and am I glad I did. This was an excellent book regarding change in an organization. The three parts to change – the rider, the elephant and the path – are such a great visual reminder of the process. I am still working on the elephant!

A very interesting biography by Mosab Hassan Yousef called Son of Hamas gave me some interesting insights into Islam, life in Middle East, and God's sovereign hand on the author's life. In contrast to this modern-day, nonfiction book, I picked up the classic, To Kill a Mockingbird (by Harper Lee). I remember seeing the movie several years ago, but I had never read the book – what a special work. It made me laugh and get angry; it made me think and shake my head in disbelief. I am sorry that I had not selected this book years ago.

I have really liked Francine Rivers' works for several years (I know she is a favorite among women reader and men usually don't admit to her appeal, but I find her writing both enjoyable and realistic). I read her book, Her Mother's Hope. I was not disappointed – she did such a nice job painting a picture of relationships and the difficulties of trials and misunderstandings. There is a sequel to this book that is on my list for some other month this year. The final book so far this year was The Protector by Dee Henderson. It is like part four of a series, but I didn't find that to be a huge hindrance to understanding the story. It was an enjoyable read about firefighters and their personal relationships. The strong Christian message in the this fictional story makes it easy to recommend to others. I am currently reading another book by Dee Henderson (Before I Wake) although I will take a break from her style for a while after this second volume.

If you are at all interested in keeping tabs on my progress in these four areas, the little box at the top right of my blog will reflect an almost daily update. 2012 is going to be a great year! Stay determined and keep focused on your goals.

Do You See What I See?

Perspective is so often the key factor to success. The leader’s ability to see what others do not see and the capacity to interpret situations through the eyes of opportunity permit him/her to interact with the surroundings in extraordinary ways. The little dark clouds of pessimism paint pictures of dread using the colors of distress, discouragement, and fear. The very same environment viewed from the eyes of a positive leader reveals a beautiful landscape enlightened by a powerful sunrise, framed with boarders of hope, potential, and excitement. It is amazing to me how different people can reach such opposite conclusions based upon the same set of facts and the same mix of circumstances.

This contrast is so well seen in the pages of scripture that record Israel’s glorious redemption from the slavery of Egypt. Numbers 13 records a mystifying example of opposite conclusions based upon the same experience. As we pick up this story of deliverance, God has already sent the ten plagues on Egypt while protecting the Israelites from harm; God has split the Red Sea in half allowing the people of Israel to walk to safety on dry ground, only to swallow the Egyptian army up into a watery grave; and God has set them on the soil of protection including the path to the promised land. Now God is calling them to scout out the inheritance that lies before them.

At God’s direction, Moses selects 12 leaders (one from each of the tribes of Israel) to explore the new country. Numbers 13:3 emphasizes that each of the men chosen were leaders among their people. Each of the leaders is listed, by name, in verses 4 - 15. Moses sends these leaders out with specific instructions:

“Go up through the Negev and on into the hill country. See what the land is like and whether the people who live there are strong or weak, few or many. What kind of land do they live in? Is it good or bad? What kind of towns do they live in? Are they unwalled or fortified? How is the soil? Is it fertile or poor? Are there trees or not? Do your best to bring back some of the fruit of the land.” Numbers 13: 17-20

The twelve explorers made their way into the land and made their observations. They cut off a branch bearing a single cluster of grapes. The cluster was so huge that two men had to carry it on a pole stretched between them. When they returned to Moses and the camp of the people, they reported, “We went into the land to which you sent us, and it does flow with milk and honey! Here is its fruit. But the people who live there are powerful and the cities are fortified and very large.” (Numbers 13:27-28)

Caleb’s perspective is recorded in verse 30, “We should go up and take possession of the land, for we can certainly do it.”

But the other leaders disagreed, “We can’t attack those people; they are stronger than we are”(verse 31). They began to rain the poison of little dark clouds and showered the people with drops of despair and doubt. They share the news that, “the land we explored devours those living in it. All the people we saw there are of great size....We seemed like grasshoppers in our own eyes, and we looked the same to them” (verse 32-33).

Caleb and Joshua couldn’t believe what they were hearing from the other 10 leaders. They ripped their clothes in a sign of grief and sorrow. They exhorted the people to consider another perspective, “The land we passed through and explored is exceedingly good. If the Lord is pleased with us, he will lead us into that land, a land flowing with milk and honey, and will give it to us... And do not be afraid of the people of the land, because we will swallow them up. Their protection is gone, but the Lord is with us. Do not be afraid of them” (Numbers 13:8-9). Verse 10 is one of the very depressing verses in the Bible, “But the whole assembly talked about stoning them.”

Reviewing some notes I took on this passage over 20 years ago (I am not sure of the source of these notes –they are not mine but I am unable to give credit), I reflected on some of the contrasts between the two perspectives of leadership.

Caleb: Focused on the promises.

The Ten: Focused on the problems.

Caleb: Majored on the opportunities.

The Ten: Majored on the obstacles.

Caleb: Compared the giants to God and was courageous.

The Ten: Compared the giants to themselves and were overwhelmed.

Caleb: Saw the giants as God’s problem.

The Ten: Saw the giants as their problem.

Caleb: Was future oriented and wanted to move forward.

The Ten: Were past oriented and decided to retreat.

Caleb: Reflected on God’s unlimited resources and depended on God’s wisdom.

The Ten: Reflected on Israel’s limited resources and defaulted to man’s wisdom.

Caleb: Looked at the land and saw the Great Protector.

The Ten: Looked at the land a saw the great enemy.

Caleb: Interpreted circumstances by faith in God’s sovereignty to win the battles.

The Ten: Interpreted circumstances by sight and ended up in fear and intimidation.

What is your perspective on life? What is your view of leadership? How do you approach the challenges before you? I want to be a Caleb, but I wonder how often I vote with The Ten. May the courage of Caleb fill our hearts as we rely on the faithful of God.

Leadership Gift - Mercy

“We have different gifts, according to the grace given us…if it is showing mercy, let him do it cheerfully.” Romans 12:6, 8

A leader who possesses the gift of mercy is a powerful leader that attracts many followers to his/her cause. This leader is understanding and compassionate; he/she relates to others with patience and grace; this boss takes time to get to know his/her employees and allows the follower to make mistakes within the context of forgiveness. This type of leader creates a work environment that promotes creativity and freedom – even the freedom to fail. The mercy-leader desires physical closeness and quality time with others which results in deep and loyal relationships.

The mercy-leader reflects empathy toward his/her followers and has the ability to sense an overall atmosphere of either joy or distress. The mercy-leader can often discern this atmosphere in the life of the individual or in the dynamics of a larger group. This leader makes a wonderful team member who can always gage the health of the group’s interaction. This leader possesses a sensitivity to both words and actions that have the potential to deeply hurt others. Along with this sensitivity, the mercy-leader has an ability to discern sincere (and insincere) motives; the leader has a keen appreciation for genuine love and has little tolerance for hypocrisy and a false expression of commitment.

The mercy-leader experiences a great concern for those who are hurting. Compassion overflows toward those who are injured physically; but even greater is the empathy experienced for those with mental and emotional wounds. This leader is highly motivated to remove hurts and to bring healing to people’s lives.

This leader genuinely loves peace and desires harmony among followers. Although willing to forgive others and always desiring to see repentance for wrong doing, the mercy-leader tends to react harshly to others when his/her friends are rejected. It is easy for this leader to take up the banner for his/her friend, to go to battle over the honor of a co-worker, and to fight the war for the offended in the organization.

As the leader of second chances, this individual is driven by restoration. As a result, he/she might try to avoid difficult decisions resulting in a punitive consequence for others. On the other hand, the mercy-leader can be firm, if he/she sees the benefit of the consequence for the individual’s good. The leader sees the balance between mercy and justice, but if the leader is to error, he/she would wish to error on the side of mercy.

Notice Paul’s exhortation to the leader who has been given this gift, “if it is showing mercy…let him do it cheerfully.” I find this most interesting. Is it that mercy-leaders have a tendency to become depressed when faced with the hurts of others? Does the ability to empathize result in sadness? Does this leader so identify with the distressed that he/she battles with discouragement? I am not sure of the answers, but I do take note of the need for cheerfulness in the life of such a leader. Mercy needs to be administered with a positive spirit of optimism. The mercy-leader must possess a supernatural ability to laugh and smile and bring perspective on difficult times.

This powerful leader has a few dangerous curves to avoid. Let me quickly mention three. One, mercy wants to side-step difficult choices that impact others – thus, this leader can appear to be weak and indecisive. Two, a reluctance to administer punitive consequences makes it difficult for this leader to hold others accountable and to confront mistakes or wrong behavior in followers. Three, the mercy-leader finds guidance and comfort from an emotional perspective. However, decisions based on emotion rather than on logic can often lead to foolishness, regret, and even disaster.

A workplace of openness, forgiveness, understanding, and compassion….what a powerful culture to create! The mercy-leader is one that thrives in such an environment. Words of comfort, encouragement, and edification flow in this leader’s vocabulary. If this is you, lead with great cheerfulness and let your mercy run like a never-ending stream.

Leadership Gifts - Superintending

The Greek word translated leadership in the New International Version literally means to set or stand before. The Analytical Greek Lexicon Revised provides three basic meaning for the verb form (which is used here): to preside, to govern, and to superintend. The noun form of this Greek word reflects the ideas of a protector, a champion, or a patron (one who stand in front of).

Paul includes a qualifier for the use of this gift: “if it is leadership, let him govern diligently.” This eight word English phrase is 3 Greek words: leading in diligence. The concept of diligence has a flavor of haste and quick action. It means to respond with earnestness and eagerness. I really like the NIV translation here because it picks up the ideas of governing (a nuance of the word for leadership) and diligence.

Wow, that was pretty technical stuff. But to talk about a list leadership gifts and then come a gift called leadership seems redundant and strange. Mrs. Swisher (7^th grade English) always told her classes that you cannot define a word by using that word. So to say, “compassion is the action of being compassionate” does not define compassion at all. In the same way, it seems redundant when I list the spiritual leadership gifts and then call one of them leadership. So, the first two paragraphs are an attempt to clarify the meaning of this gift.

Leadership then is to preside, to govern, to superintend. Being in education, I particularly like the third concept: to superintend. Most school systems have a superintendant that oversees and governs the educational programs of the district. Keeping in mind that the biblical understanding of this term has the flavor of a protector and champion, let’s take a look at a leader who possesses the spiritual gift of superintending.

This leader is motivated toward organization. Whether it is resources, documents, people, tasks, or facilities, the superintendent desires that all things be done in decency and in order. The proper management of programs and a smooth delegation of responsibilities to others provide stability for the superintendent-leader. This leader is often driven by the desire to coordinate the various systems of an organization. He/she assumes responsibility and is extremely loyal to the institution and to co-laborers in the ministry.

The superintendent-leader is often strong willed and possesses a great ability to take a stand. This leader takes pride in the organization and is willing to sacrifice long hours and hard work in order to see the institution succeed. He/she lifts up the institutional banner and carries the flag with enthusiasm… wears the company logo and hands out the business card with zeal.

The superintendent-leader demonstrates superior decision making skills. He/she has a gift of seeing the overall picture, the capacity of dreaming of a better future, and the vision of long-range goals. The 30,000 foot vantage point is the normal flying altitude for this leader. Not only can this leader see the pieces required for success but he/she gains a sense of fulfillment when all the pieces come together to accomplish a task.

As with every gift there are some dangers to avoid and potholes to dodge. One, because of the ability to dream and the insight to delegate tasks to the strength of others, this leader might appear to be lazy. “All vision and no action” might be a criticism directed toward this leader. Two, this leader quickly takes a stand and is eager to protect the organization. Because of this, he/she may appear to be callous and inflexible. Three, the superintendent-leader “loves it when a plan comes together” (an old A-Team motto) but sometimes the plan (the project) becomes more important than the people. Four, there is a danger that the personal ambition of the leader will abrogate the mission of the organization… this leader needs to be sensitive to his calling: being a champion for the kingdom, not a patron for his/her own cause. Five, the superintendent-leader demonstrates intense loyalty and values the loyalty of others. The danger to avoided here is favoritism as the leader develops in his/her ability to remain open to ideas, suggestions and appeals from those outside the inner circle.

To preside…. to govern…. to superintend….what a high calling. To stand before an organization as a protector, a champion, and a patron requires great responsibility and diligence. If this is the role that God is asking you to fulfill, remember that he has gifted you to be effective. Rely upon the gift and not yourself. Trust in His sovereignty and not your own intellect. Strive in earnestness and haste realizing that your giftedness is desperately needed in the world today.

Leadership Gifts - Giving

“We have different gifts, according to the grace given us…if it is contributing to the needs of others, let him give generously.” Romans 12:6, 8

The gift of giving (or contributing) is often not seen as a leadership gift. However, this powerful gift, if used with wisdom and discernment can be a significant platform from which to lead. Notice the qualifier that Paul places on this gift…. Let him give generously. If a leader has been given this spiritual gift, he/she needs to exercise it with generosity - freedom and joy.

Giving involves stewardship and in the larger context this giving/stewardship involves money, time, talents, resources, emotions, etc. but for the purpose of this blog, I will only be able address the more financial aspects of giving.

The leader-giver has been given the ability to make wise purchases and investments. The decisions of finance hold a keen interest for this leader. These leader are simply good at managing, increasing, investing, and assessing things of value. They are the green thumbs of growing the garden of financial stability. But this gift goes beyond strong financial practices and lands on a spiritual sensitivity to God’s direction and will for the organization. The leader-giver is often a prayer warrior, seeking God’s peace in the midst of decisions involving money/resource/facility.

In the control center of the leader-giver, there is a desire to avoid publicity; to give quietly and behind-the-scenes for effective projects; to support the mission and to encourage others by meeting the practical needs of the greater good. Their eyes and ears are attuned to valid gaps and unfilled holes… they often see and hear things that others would miss. They often possess the mental skills of a building inspector, a human resource director, and an architect. The leader-giver not only sees and hears differently but he/she is driven to help solve the problems revealed through the sights and sounds of the ministry.

The leader-giver enjoys meeting needs without the pressure of appeals. In fact, an appeal has a negative impact of the leader-giver. Instead of motivating him/her to give it discourages his gift. The giver often desires to find the need, evaluate the concern, sense a freedom to contribute to the solution without pressure, and be able to give in a quiet unassuming way. An appeal for money tends to weaken the spirit of generosity that motivates this leader.

The leader-giver has a high sense of quality and a great concern that his/her gift be used to ensure the highest possible result. He/she strives for excellence and understands the value of quality products, facilities, people and programs. Buying the cheapest is not always the best. The leader-giver will often test the faithfulness and wisdom of the organization by how people in that organization handle funds. There is alertness on the part of this leader to observe what other people do with their money. If he/she oversees a budget or if he/she holds others accountable for spending, this leader will be aggressive to provide a rich program of financial opportunities for others, but will also require planned spending while emphasizing quality and responsibility. Integrity….honesty…. and godly strategy are critical for the leader-giver to be effective.

Sometimes this leader is seen as the person with the deep pockets or the sugar daddy that deals only at the corporate board table, but the leader-giver often has a deep desire to feel a part of the work or person to whom he gives. This gift is not one of estrangement, but one of involvement. The leader-giver is committed to the mission…. concerned about the organization over the long-term… has a personal investment in the overarching purpose of the ministry. There is a significant difference in the area of involvement between a leader-giver and a donor. A donor might be motivated for any number of reason to give to an organization, but the leader-giver is driven by his/her deep desire to meet the needs that he/she sees everyday within the institution.

Leader-givers need to be careful in several areas as they exercise their gift. One, they can appear to be focused only on temporal values and come across to others as lacking spiritual dependence on God. Two, their generosity can also appear to be an attempt to control the work of other leaders. And, in fact, the misuse of this gift could lead to the manipulation and control of others to accomplish the agenda of the giver. Three, the leader-giver has an ability to motivate others to give, but he/she needs to be careful not to put inappropriate pressure on people who have less to give. Four, this gift often results in the practice of personal frugality – the leader-giver gives generously to others but greatly restricts his/her own personal spending. This can result in failing to adequately provide for his/her family.

This gift…the leader-giver… fulfills such a vital perspective in any organization. Whether the leader-giver serves as the CEO or a middle manager or a team leader, this individual makes things happen. If this is the way that God has gifted you, may your generosity flow and may you experience great joy as you contribute to the needs of others.

Leadership Gifts - Encouraging

“We have different gifts, according to the grace given us…if it is encouraging, let him encourage.” Romans 12:6, 7

The leader, motivated by the spiritual gift of encouragement, provides inspiration and solid advice for his/her followers. This kind of leader provides a powerful work environment filled with wise counsel and practical application leading to beneficial productivity. The leader-encourager loves precise steps of action and easy to understand processes. Philosophical theory and abstract thought drive this leader to distraction…they need information that includes practical application. Talk and discussion that does not lead to action items and a strategic plan seems like worthless dialog to the leader-encourager.

This powerful leader has a fantastic ability to see trials as a means to growth…. tribulation as the road to maturity….difficulties as the door to opportunity. The dark clouds of pessimism rarely rain on this leader’s parade. Rather, the leader-encourager has the ability to discover redeeming insights from every human experience; the events of any given day can be evaluated in the light of spiritual growth and maturity. Learning from failure, celebrating success, infusing the ordinary with the extraordinary, seeing the human problem through the eyes of a divine mystery allow the leader-encourager to inspire and motivate those who will listen with ears of discernment.

The leader-encourager has the gift of understanding God’s word in a way that applies directly to life. He/she not only understands the words of the Bible but also has great insights into how it applies to particular situations in our day-to-day experiece. The life of an individual, the life of the organization, and the life of the leader can all be seen in the light of biblical truth. This kind of leader is energized by his/her desire to see others act upon that truth as they grow toward maturity and deepen in their understanding of their ministry.

Not only does the leader-encourager view life in practical terms, he/she also has an ability to discern where a person finds themselves within their walk of maturity. This kind of leader has an urgency deep within to help people grow toward a healthy, balanced relationship with God and man. The leader can identify with people of different backgrounds and personalities. He/she is highly motivated to bring harmony and peace to work groups and teams within an organization. Collaboration and unity are concepts that drive this leader’s vision for the organization.

The leader-encourager needs to be mindful of potential pitfalls in his/her approach to leadership. One, he/she views problems in term of concrete steps of action; however some complex issues and situations might be oversimplified. What seems very simple to this leader might be more complex than his/her initial reaction. This kind of leader needs to listen carefully before jumping to an easy, simple solution. Two, the leader-encourager can become overconfident in a list of practical steps of action. If step two of a six step process is flawed, the entire solution falls apart. Evaluation, revision, adaptation and flexibility need to be a vital part of this leader’s practical vocabulary. Three, effective counseling and wise advice into the problems of others can lead to deep insights and personal sharing. The leader-encourager needs to be careful to maintain discretion and confidentiality. Sharing private illustration without permission, even with the goal of encouraging others is inappropriate and an abuse of this spiritual gift.

The leader-encourager generates high energy and powerful motivation in the life of an organization. With such dynamics comes great responsibility. Encouraging others can lead to great success and significant productivity. The leader-encourager makes an outstanding boss filled with practical steps for applying the mission of the organization to the action of the that institution. If you are a leader-encourager, let your light shine brightly in all that you do.