Author: admin

[rating:2]

(Grand Rapids, Michigan: Zondervan, 2014)

175 pgs

I like Joseph Stowell and his writing. I also consume leadership books. So I looked forward to devouring this one. As usual, he offered some helpful insights, especially into the Scriptures. However, I felt somewhat disappointed by this effort.

Stowell introduces the book by saying, “This book is about the challenge of ‘me’ in leadership” (13). He goes on to explain, “If, however, you have come to realize that the kind of person you are and how you navigate your leadership is at the core of your effectiveness, then join me as one who is passionate about leading the right way for maximum outcomes by getting ‘me’ in sync with the counterintuitive, countercultural ways of the world’s most unlikely leader, Jesus Christ” (13-14). So far I am with Stowell. He is correct in assessing that the greatest hindrance to effective leadership is most often ourselves and our unwillingness to address personal issues that hold us back.

Stowell claims he does not seek to denigrate those who merely lead for the purpose of achieving outcomes (14), though he does do that. Rather, he says he wants to make “character-driven leadership an intriguing, compelling and biblically necessary option” (14).

Stowell posits that there are two primary forms of leadership. These are Outcome-driven leaders and character-driven leaders (15). Interestingly, he suggests that instinctively we tend to gravitate toward achieving results. Yet, he confesses, “I came to realize long ago that given my fallenness, my first instincts are most likely wrong” (17). I realize what he means here, but I would also suggest that, for those filled by the Holy Spirit, their initial instinct may actually be correct. Interestingly, it is our residual, worldly thinking that can try and “talk us out of” what we sense the Holy Spirit is urging us to do!

I have two primary issues with Stowell’s presentation in this book. The first is his stark contrast between outcome-driven, and character-driven leadership. Stowell claims that outcome-driven leaders “primary focus is on motivating others to achieve great organizational outcomes” (24). Character-driven leaders, he argues, “whose exemplary lives influence and empower those within the sphere of their authority to achieve great outcomes personally, spiritually, communally, and organizationally” (24). Stowell goes on to state that a key choice leaders must make is “whether or not you believe that character counts. That if given the choice, character trumps outcomes” (25).

Stowell claims; “Warning! If you believe leadership is ultimately measured by how well you can deliver the goods, then in the end you will fail in your calling as a leader” (27). My fundamental problem with Stowell’s presentation is that he sets up a false dichotomy. He presents the issue as if the only two choices leaders make are to either be driven by character or outcomes. I believe this is a false scenario. Of course leaders are driven by outcomes. That is why they are enlisted to lead in the first place. When you hire a seminary president, you do so because there are certain results you want, and need, for him to achieve. If he fails to accomplish what you hired him to do, he has failed, regardless of how nice a fellow he was.

Stowell has mistakenly compared ends with a means. The end is not godly character; it is results. Organizations do not enlist you to be their leader so you can have a godly character. They enlist you to achieve certain results. I have known some of the godliest men you could ever hope to meet who served as pastors. Their integrity, love for God, and holy lives were above reproach. But they were mediocre leaders at best. Their churches remained small. They achieved little. They failed to raise up leaders around them. Everyone admired their character but suffered under their leadership.

The truth is, Christian leaders are called to live holy lives, just as are Christian followers. Jesus set a high standard for all of His followers. It is also true that leading with the character of Jesus is good for business. Stowell writes as if he has discovered a fresh insight into leadership, as if it is a new insight that character matters in leadership. He asks: “Does anyone seem to care about the internal dynamics of leadership?” (37). The fact is that even secular leadership authors have long recognized the importance of “internal” issues. Jim Collins in his seminal book, Good to Great, identified humility as a key trait of Level Five leaders. This is nothing new.

The truth is, the success of leaders is not ultimately based on their character, but by their results. If a woman is hired to lead a church youth group. It matters not if she was godly, if a year later attendance has plummeted, several teenage girls have become pregnant out of wedlock and several others have begun using drugs. Regardless of the woman’s character, you would replace her with someone who could achieve better results.

The means of good leadership is a good character, but the measurement of successful leadership centers on results. Interestingly, Stowell tries to make his case by arguing that Steve Jobs led at times without strong character (25). But I found his argument counterproductive to his argument. It is well known that Jobs was not a Christian and at times he struggled both with his temper and the truth. However, Stowell might be better served to use a different example to bolster his case than a man who ultimately built the most valuable company in the world! I suspect there would be other shareholders who would be quick to hire a flawed leader like jobs if he could build them a company worth as much as Apple! Clearly it is not acceptable to treat people like Jobs did, but at the end of the day, he built a valuable, and enduring company, and he was generally forgiven his human frailties in the process.

I also found that in this book, Stowell at times did not handle Scripture as carefully as I would have expected. For example, he uses Jesus’ parable of the talents to argue that character is what matters most (27). But the reality is that the two servants were called “good and faithful”, not because of their character, but because of their results. They doubled the assets their master entrusted to them. That is what generated their praise and reward. Likewise Stowell claims: “I am still in the hunt to find a passage that affirms outcomes regardless of character” (28). One passage that immediately comes to my mind is that of the unjust steward in Luke 16. This man was accused of wasting the goods of his master and was alerted that he would soon be dismissed from his position. The man realized he could not do manual labor and would be hard pressed to find another job. So he quickly called in his master’s debtors and wickedly slashed their debts, thus ingratiating himself to them. Clearly this man lacked character and honesty and was self-serving. Yet Jesus concluded: “So the master commended the unjust steward because he had acted shrewdly. For the sons of this world are more shrewd in their generation than the sons of light. And I say to you, make friends for yourselves by unrighteous mammon than when you fail, they may receive you into an everlasting home” (Luke 16:8-9).

Obviously Jesus is not commending unethical behavior, yet I think Stowell overstates his case to argue that the Bible diminishes those who are focused on achieving results.

I also felt that at times Stowell overstated his case. For example, he states: “A leader who has chosen to lead by character motivates a community of followers who gladly embrace the mission of the enterprise and who are happily motivated to deliver quality outcomes” (29). This sounded too rose-colored for me! “happily” and “gladly” sound a bit too overgeneralized. The fact is that you can lead with integrity and get fired by those who do no respect you as a leader. At times Stowell seems to paint a picture that if you just lead like Jesus, your people will gladly follow you. The truth is, people crucified Jesus when He acted like Jesus!

Of character-driven leaders, Stowell also claims: “They rejoice in giving credit to others and glory to God” (34). Again, this seems to be painting a rose-colored picture of character-driven leaders. He also says, “They use difficulty to look for signs of productive reproof so that they might repent and lead more effectively in the future” (34). No doubt they should do this, and no doubt some do. But clearly this is an over-generalization.

Stowell claims that “meekness would be a liability in most leadership profiles” (49). Yet clearly humility is something that even secular companies and leadership authors often promote these days.

Stowell also claims: “Leaders who self-identify as leaders get annoyed when people don’t treat them as such. Annoyed when people criticize and don’t honor them with respect” (58). Again, this is an over-generalization. I personally do not think it is wrong to see yourself as a leader if that is indeed what God has made and called you to be. It’s called self-awareness. To say that people who recognize they are leaders always get annoyed with people who don’t treat them as such is a gross overstatement. Certainly some people do that. But I fundamentally disagree with Stowell’s argument that it is wrong to see yourself as a leader. Certainly if you take matters into your own hands, like Moses did in Egypt, you may well find yourself a fugitive in a wilderness, but it is not wrong to see yourself as God has made you.

Stowell also claims: “Why do leaders fail? I have rarely seen a leader fail because they are not gifted to lead” (59). Clearly Stowell walks in different circles than I do! I have indeed seen people make classic leadership mistakes that cost them their position.

Stowell does make some interesting points. His discussion of leaders as shepherds is helpful (95). He also states: “When we lead as an act of love to Jesus, leadership becomes an act of worship” (166).

I understand the fundamental point that Stowell was trying to make. His focus on character is certainly not misguided. However, his pitting character against results is. God certainly does care about how something is done. One way can glorify Him while another approach can dishonor Him. That is true. But at the end of the day, leaders strive for results. Without them, you may be a nice person but you are not a successful leader.

by Richard Blackaby

[rating:3]

(Oakland, California: Koehler Publishers, Inc., 2015)

131 pgs

Mark Miller is the Vice President for Leadership Development at Chick-fil-A. He’s written several other books including: The Secret: What Great Leaders Know and Do, The Heart of Leadership, and The Secret of Teams. His writing style is the leadership fable approach similar to that of Patrick Lencioni.

This volume is a sequel to his earlier book, The Heart of Leadership where he traces the leadership journey of Blake. Blake is a well-meaning executive who constantly underperforms. After seeking help from a leadership coach, he learns valuable lessons in leadership that transforms his career. In this new volume, Blake has the opportunity to become the CEO of an underperforming company. He seeks the help of a new mentor, Jack, who is a retired, very successful CEO who also happens to be a Grandmaster in Chess.

This is a short book with four basic points. The key focus is that low levels of leadership are like the game of checkers. All of the pieces have the same value and capacity and most of the game is simply reacting to what your opponent does. It does not take great thought or forward thinking to play the game. For start up companies this level of leadership can be fine. However, as organizations become more complex, the checkers approach to leadership is no longer sufficient. That’s when you need chess.

Throughout the book, Jack teaches Blake how to use chess principles to turn around his company. He realizes that various pieces in chess have different values and functions. The key is maximizing each piece and getting as many pieces as possible into the game and focusing on the same goal. It also requires forethought as you think ahead to where you are going.   

The four principles brought out in the book are:

1. Bet on Leadership: Growing leaders grow organizations.
2. Act as one: Alignment multiplies impact.
3. Win the heart: Engagement energizes effort.
4. Excel at execution: Greatness hinges on execution

There are not necessarily a lot of groundbreaking ideas in this book. Due to its brevity, the story is somewhat simplistic. However, using the storytelling approach, Miller demonstrates how these principles can be applied in practical ways. This book contains leadership wisdom that is easily ingested. You can read this on a short flight. While you don’t necessarily want to limit yourself to this genre of leadership materials, they can be helpful and practical to read occasionally when you want to have a benchmark to measure how your organization is currently performing.

This is a good, short, read. Worth taking with you on a trip some time when you need a quick refresher on solid leadership principles.

by Richard Blackaby

[rating:5]

(Ada, Michigan: Baker Publishing Group, 2014)

272 pgs

Daniel Henderson has been a favorite writer for me over the past several years, most significantly because of his passionate pursuit of God’s heart through prayer and his desire to affect spiritual leaders and local churches by sharing the truths God has deposited in his life.

In his book, “The Deeper Life”, Daniel takes readers on a journey of personal discovery, focused on living out the answers to life’s key questions, set in our hearts by the God who created us and calls us to experience life to the fullest.

Beginning with the spiritual truth from Ecclesiastes 3:11 that “He (God) has put eternity in their hearts”, Henderson poses eight questions at the heart of the book that assist us in getting at the common (universal) spiritual longings that God has placed within each person. He states, “We all yearn for a compelling mission in life. If only we could figure out what it is supposed to be! We feel the need to be guided by a clear set of values and long to leave a lasting legacy, but lose our way in the fog of daily distractions. Disoriented, we don’t know which direction to go.” As one Stanford University professor concludes, “We have become suckers for irrelevancy”. As Henderson notes, the decisions we make about where we find meaning and mission in our lives will have powerful impact, not only on our personal spiritual journey, but “the health of our relationships, the well-being of our families, and the destiny of our earthly journey”.

In “The Deeper Life”, Henderson uses three ideals to serve as the foundation from which will then flow the key questions that assist us in discovering answers to the core spiritual longings God has placed in each of us:

            “Worship: The FUEL for a Deeper Life”

                        “Worship begins with a biblical and ultimately practical understanding of the

                          character of God. It results in a life of wholehearted surrender and sacrifice.

                          I define worship as ‘the response of all I am to the revelation of all that God is.’”

            “Integrity: The FIBER of a Deeper Life”

                        Drawing from David’s words in Psalm 15:2, Henderson shares “This is the

                        picture of the blameless life. We see a person who always seeks to do the right

                        thing. He is empowered for righteousness because he tells himself the truth in

                        the depths of his being…To do this, we need the wisdom and power of the Holy

                        Spirit.”

            “Nonconformity: The FRUIT of a Deeper Life”

                        Romans 12:1-2 serves as the basis for this foundational aspect of the deeper life.

                        “Nonconformity flows from authentic worship as the fruit of regular transforming

                        renewal…you don’t have to fit into the world’s fleeting and irrelevant systems.”

From this foundation, Daniel proceeds to set in front of the reader key longings that God has placed      in our hearts and questions designed to “address the deepest needs and questions of the soul”. What follows is a brief synopsis (taken from pages 22-23 of “The Deeper Life”) of the longings and the questions the author uses to assist us in moving toward personally embracing the specific expressions of those longings and integrating them into our daily living. 

1. The Longing – To know and experience God in the fullness of His person and presence

     *The Question: Who is God?

2. The Longing – To live from an authentic core of biblical self-understanding and security

     *The Question: Who am I?

3. The Longing – To give one’s life to a worthy cause

     *The Question: Why am I here?

4. The Longing – To be respected as a person of sound principles and solid character

     *The Question: What really matters?

5. The Longing – To focus on and fulfill rewarding and meaningful commitments

     *The Question: What shall I do?

6. The Longing – To enjoy strategic and effective accomplishment of worthwhile objectives

     *The Question: How shall I do it?

7. The Longing – To be a faithful steward of eternally significant opportunities

     *The Question: When shall I do it?

8. The Longing – To be remembered as a person of extraordinary contribution

     *The Question: How will I finish?

To assist the reader in personalizing these longings and answers to their individual lives, Henderson provides “Purpose Discovery Exercises” at the end of the book along with multiple appendices that include, among others, his personal value statements, those of his family, along with supplemental material to challenge the reader in reflecting on God as Father, Son and Holy Spirit.

While I have considered what I would affirm as “crucial life questions” or “core values to live by”, this book sets that personal pursuit in an orderly, sensible, comprehensive context that would enable anyone to get at the issues that resonate in each of our souls. Built around simply stated questions, the reader is ushered into a look deep within, encouraged to address what really matters and challenged to embrace the eternal and release the temporal – freed to be all God made you to be! A good and helpful read; a necessary read for anyone pursuing a deeper life!

by Rick Fisher

[rating:3.5]

(Nashville: Broadman Holman Publishers, 2009)

267 pgs

Having grown up in Canada, I was pretty oblivious to the racial tensions churches experienced south of the border. When churches sent their youth groups on mission trips to assist us in our pioneer work, few of the teenagers were of any color or race other than white American. As I became aware of the tensions between races and people of color in America, I wondered how the church would ever overcome the race barriers that seem to still plague their country. Rodney Woo’s book, “The Color of church” seems to have an answer to my question.

Coming to Wilcrest Baptist Church in a changing neighborhood in Houston, Texas, 1992, Woo intended to change a declining “white” church into a true reflection of his understanding of what church was meant to look like. Though the congregation was a victim of “white flight”, they hesitantly voted to allow their new pastor to begin the transformation of a race-based church (homogenous unit principle) into a cross-cultural and inter-racial congregation. They had no idea just what that would mean to them as a congregation nor did they truly understand the impact is would have on them individually as they faced their own personal prejudices honestly.

Woo states, “My contention is that it is God’s will that all churches move toward reaching across whatever racial and ethnic lines that have been established in their immediate community. At the bare minimum, the local church should reflect the racial make-up of the neighborhood and do whatever it takes to embrace and integrate all the nations. Many churches have done well in going to all the nations, but the increasing dilemma occurs when the nations come to us.”(7)

“The fact that as humans we perceive and treat each other with a dignity commensurate with this truth. To interact with someone who has been created in His image, regardless of skin color, affords us the opportunity to see the face of God as we gaze into the face of another created being. (8)

Woo’ father worked for the SBC Home Mission Board which meant growing up in challenging places. Being half Asian was challenging enough, but growing up in an all-black community taught him a great deal about the challenges he would face. Woo begins his book with a theological framework for his rationale, then Woo outlines his strategy and his progression through the challenges, both the successes and the failures. He challenges the commonly held assumptions that language groups prefer to worship in their own language, and that people of color prefer to worship with those of like color. Woo’s book peels back the reasons/excuses many churches hold for why they are not reaching people of color and navigates the challenges his church faced with principled determination.

His church had more than 500 prior to the “white flight” to the suburbs, declined to below 200, and through perseverance and determination brought it back to over 500. His efforts and success gained him notoriety and a place as a speaker at the Southern Baptist Convention’s pastor’s conference a few years ago.

I didn’t expect to learn a great deal because of my background growing up in Canada and having ministered in more than 40 countries, but I was mistaken. I learned how deep seated racism can be even among believers. I learned how there is resistance to integrate among people of color as well. I learned that some of my own understandings of “mission churches” and “language works” were not necessarily biblical models. I also learned there is a price to pay for doing the right thing, and sometimes the most resistance comes from those who should be supporting rather than hindering.

Woo’s story is one story of helping a church move from a homogeneous model to an integrated, cross-cultural model. No doubt there are others who have done this successfully as well. But his honesty, his deliberate planning and constant re-focusing of his church is a great model to study. The one question I had was regarding language. I wondered if his model would work just as well in China, France, Thailand or Norway using their national language, or if it would necessarily have to be English as the common language. Doing this in America necessitated the common language to be English, but could it have been Spanish?

I did note that Woo acknowledges the impact that Henry Blackaby’s book, Experiencing God had on his church as they journeyed down this road together. It gave his church a common language to speak and helped them to watch where God was at work among them and learn how to join Him in what He wanted to do in their midst. I recommend this book to anyone who has come to the conclusion that races worshipping together in harmony is preferable to races worshipped separately in their own buildings and wants a model for how to transition their church.

by Tom Blackaby

[rating:3.0]

(New York: Little, Brown and Company, 2013)

372 pgs

Jeff Bezos presents an intriguing conundrum to students of leadership. His success makes him impossible to ignore. But his unconventional methods and demanding leadership style can be troubling to those who believe that leaders ought to build up their followers even as they build their companies. One thing is sure: Bezos’ leadership model will be studied for many years to come.

Jeff Bezos’ mother became pregnant with him when she was 16. When he was seventeen months old, his mother filed papers to divorce his father. Jeff’s father disappeared from the scene and lost track of his son for many years. His mother would remarry a refugee from Cuba and relocate to Houston. It was not the formative years one would expect for someone who would later create Amazon.

Rather than summarizing this book, I’d like to pull out several key leadership beliefs or practices (good and bad) that stood out to me as I read this book.

First, Bezos was a gifted, focused child. In the sixth grade, he developed a system to evaluate the performance of his sixth grade teachers! (4).

Bezos followed his dream. Even though he had a successful career on Wall Street, he left it to head to Seattle and establish Amazon. When his parents invested in his fledgling company, Bezos felt it only right to warn them that there was a 70% chance his company would fail (37). For years Amazon has been the outgrowth of the dream of Jeff Bezos.

Bezos did not believe in work/life balance. If employees were concerned about spending adequate time at home with their family, Amazon was not for them (44).

Bezos was willing to make tough decisions. After five years, Bezos believed Amazon had outgrown his partner, Kaphan’s skills, and he moved him to the sidelines. Though he appreciated him, Bezos would not allow his dream to be held back by other’s inability to keep up.

Bezos was obsessed with the customer. He demanded that customers have a good experience when dealing with his company. If one customer complained, he assumed others had the same problem. His goal was to give customers a great experience, not merely to make money. (As a result, he made a lot of money!).

Bezos rejected the notion that you throw more personnel on big problems. He believed that adding personnel actually slowed work down on projects (168).

At times Bezos would leave visual reminders of mistakes employees had made to remind staff of how not to behave (174). He once removed all of the video monitors in the conference rooms because he did not believe in that communication process. He left the brackets in the walls for a long time to remind people that mistakes or sloppy thinking would not be tolerated.

Bezos rejected the approach that companies had to be constantly working on their communication. He claimed: “Communication is a sign of dysfunction. . . . we should be trying to figure out a way for teams to communicate less with each other, not more” (167). Bezos thought that a healthy, organic workplace environment would require less, not more communication.

Bezos decided that he would not meet one on one with his direct reports. He felt it wasted too much time and was repetitive (175).

Bezos refused to allow his teams to use Power Points in their presentations (175). He demanded that they write out a narrative, as if it was a press release, that was no longer than six pages. He felt this made people think more deeply. He claimed: “I don’t want this place to become a country club.”

Bezos also enforced a “two pizza rule.” This meant that teams working on projects at Amazon could not be larger than what could be fed with two pizzas (169). He believed that larger teams were less effective.

At times Bezos could use a “scorched earth” policy to destroy competitors. Once he got you in his sights, it was extremely difficult to fend Amazon off. Bezos could also be extremely demanding of his suppliers and partners, often resorting to bullying to get the low prices he was seeking.

Bezos observed that some large companies were generally loved, and others were hated. He listed Apple, Nike, Disney, Google, Whole Foods, Costco and UPS as companies people generally liked. He listed Walmart, Microsoft, Goldman and Sachs, and Exxon Mobile as companies others feared. He wanted Amazon to be a company people liked. He observed:

Rudeness is not cool.

Defeating tiny guys is not cool.

Close-following is not cool.

Young is cool.

Risk taking is cool.

Polite is cool.

Winning is cool.

Defeating bigger, unsympathetic guys is cool.

Inventing is cool.

Explorers is cool.

Conquerors are not cool.

Obsessing over competitors is not cool.

Empowering others is cool.

Capturing all the value only for the company is not cool.

Leadership is cool.

Conviction is cool.

Straightforwardness is cool.

Pandering to the crowd is not cool.

Hypocrisy is not cool.

Authenticity is cool.

Thinking big is cool.

The unexpected is cool.

Missionaries are cool.

Mercenaries are not cool. (318).

In many ways, Bezos is a classic example of an American entrepreneur who was brilliant, driven, and a visionary who thought on a grander scale than those he worked with. His genius, much like that of Steve Jobs, could lead him to become extremely impatient with smaller thinking subordinates. His biographer notes: “In a way, the entire company is scaffolding built around his brain” (330).

Unfortunately, like Steve Jobs, Bezos’ impatience and anger became legendary. Some of his more “printable” comments to staff included:

If that’s our plan, I don’t like our plan.

I’m sorry, did I take my stupid pills today?

Are you trying to take credit for something you had nothing to do with?

Are you lazy or just incompetent?

If I hear that idea again I’m gonna have to kill myself.

Does it surprise you that you don’t know the answer to that question?

Why are you ruining my life?

We need to apply some human intelligence to this problem.

Can someone get me the A team document? I don’t want to waste my time with the B team document.

Clearly there is no excuse for berating and demeaning staff. Yet it is interesting that despite his demanding leadership style, his company has grown to dwarf those who appeared to be led more professionally. Bezos lost many key staff over the years. At least one claimed he suffered PTSD after working at Amazon. Nevertheless, Bezos, perhaps by his sheer willpower and genius, managed to move his company forward. Amazon reached 100 billion in sales in record time. Bezos, is now one of the top 15 wealthiest people in America.

This book provides a heavy dose of “Amazon.” It offers interesting insights into how innovative developments such as Amazon Prime and Kindle were developed. What seems natural to us today, such as e-books, were not viewed by many as the future of reading when Bezos pushed for them. What Bezos did was anticipate the future and then he created it.

It is also fascinating how his biological father did not even know his son was one of the wealthiest, most successful businessmen in America until much later in his life. While is father was running a bicycle repair shop in Glendale, Arizona, his son was ranked 14^th in personal wealth and led one of the world’s most successful companies.

This book can drag into the tedium at times of distribution systems and technical information. It would also have been interesting to know more about Bezos the husband and father. Even his reconnecting with his biological father is passed over quickly.

Nevertheless, what Amazon has done to business makes it a force that must be considered. Since most people today could not imagine living without an Amazon Prime membership, perhaps this is a must read. If nothing else, readers will feel compelled to ask: “And what is the dream I am willing to invest my life in?”

by Richard Blackaby

[rating:3.0]

(Dallas: BenBella Books, 2014)

201 pgs

Tim Irwin is an organizational psychologist who owns his own management consulting company in Atlanta. He previously wrote two books: Running with the Bulls, and Derailed. Irwin primarily works with corporate executives, so, while his books are certainly helpful for church and non-profit leaders, they are most applicable to leaders in the marketplace.

In this book, Irwin explores the essential nature of leadership. In a previous book, Derailed, he examined why talented leaders get “derailed” through moral, ethical, or other disastrous means. In this book, Irwin bores down into the inner core of a leader.

He states: “Oddly, leadership failures rarely reflect a problem with the leader’s competence. Most often the fall occurs because of a breach of something inside the leader” (xv). He notes: “Very few leaders realize their aspirations . . . Instead, somewhere along the line many began working for money instead of meaning . . . Some actually went off the rails, but most were simply dead on the tracks” (7). Interestingly, Irwin suggests that “Dailyness” can quench the noble aspirations of a leader (7).

Irwin claims there are three “faces” of a leader. These are the leader’s 1) Style: the outward face of a leader; 2) Conduct: their day to day actions; 3) Core.

It is the inner core of a leader that Irwin addresses throughout the book. He claims that many leaders are driven by external goals or motivators. He also suggests that many leaders have never been helped to clearly understand their inner core. He comments: “There is no MRI for our core!” (19).

However, Irwin suggests that, “Our core has a voice” (15). “Whether we are aware if it, there is a fairly steady conversation going on inside of us, and when we learn to pay attention to that voice, the revelations about ourselves can be informative if not startling” (16). He suggests that, “we are our own black box” (21). We contain within ourselves the answers to our behavior. Irwin offers help to leaders so they can be in tune with their core. He argues that, “Skillful self-examination builds a strong core, which makes us more effective leaders” (23).

In the following pages, Irwin walks readers through a number of ways they may become better acquainted with themselves. He has sections on “Looking Backward, Looking Ahead, Looking Side-to-side. Irwin has some great catchwords, such as, “The gravitational force of yourself” (30).

The bottom line is for leaders to take time to learn about, listen to, and understand, themselves. For, “Self examination leads to self awareness” (38).

Irwin suggests that, although many leaders are active and in the public spotlight, they often have never taken time to reflect upon their actions and to examine their motives. To listen to themselves. He quotes Abraham Lincoln who claimed: “Nearly all men can stand adversity, but if you want to test a man’s character, give him power” (68). Irwin adds: “If arrogance is the mother of all derailers, then humility is the mother of all safeguards” (68). He also includes a C.S. Lewis quote: “Humility isn’t thinking less of yourself, it is thinking of yourself less” (68).

Irwin has led a successful consulting company for a long time. He has dealt with numerous leaders and worked with a diverse array of personality tests and instruments. He knows his stuff. Throughout the book he offers helpful insights that, if heeded, are certain to enhance leadership at any level.

Irwin suggests that for leaders to inspire people to follow them, they must inspire people by staying true to their core. He suggests: “People follow a leader they can trust, not one who provides great entertainment value” (79).

Chapter Ten is entitled, “Lies Leaders Love” (109). He cites Robert Heinlein who claimed, “Man is not a rational animal, he’s a rationalizing animal” (109). Irwin notes that, “Leaders who lie to others lie to themselves first” (113). He also offers an interesting formula: Q times A = E. That is, a 10 Idea times 0 acceptance equals zero Effectiveness. He argues that if leaders do not gain acceptance of their ideas from followers, then it matters not how good the idea is, its implementation will be ineffective (126).

Finally, Irwin suggests that leaders are motivated by ideas. However, sometimes the ideas driving their behavior are false. In such cases, leaders need to examine their ideas and ultimately “detonate false beliefs” (135).

This book is filled with helpful wisdom that can help any leader to be more effective. The key is self-awareness. Incredibly, many high profile leaders, as well as leaders at every level, are blind to their own personal issues and erroneous beliefs. Often the issues that ultimately derail leaders could be overcome, if only leaders would take the time and enlist the help of others to ensure they understood themselves, and their issues, clearly.

In my own work with leaders, I have at times been amazed at their enormous blind spots. At times their pride or insecurity or anger was apparent to everyone in the room but them. Yet often these same leaders refused to seek feedback or to enlist help from others. There is simply too much at stake for leaders to turn a blind eye to their weaknesses and false notions. Wise leaders will not take any shortcuts in becoming the finest leader they can be.

Irwin is writing to secular as well as Christian leaders. As a result, he does not specify the work of the Holy Spirit or prayer in the leader’s life. Certainly no one knows our core more intimately than the Holy Spirit. It is His voice we need to learn to identify, as well as our own. Prayer and meditation are extremely helpful tools to gaining heaven’s perspective on our core as well as or situation. Without the assistance of the Holy Spirit in our lives, we may indeed unearth some ugly aspects of our character and past, but be unable to address it in our own wisdom and strength. Writing to a secular audience, Irwin did not delve deeply into these aspects, so I feel like some valuable tools are missing for the Christian leader. Nonetheless, this book will offer the leader many helpful insights. Perhaps it would be best to pray before you begin reading this book, that the Holy Spirit will walk you through each page and open your eyes to see the truths that you need to address in your life.

by Richard Blackaby

[rating:4.0]

(Nashville: B and H Publishing Group, 2013)

341 pgs

I love reading biographies. I do this in part because of the testimony of Proverbs 13:20, which assures us that if we spend time around wise people, we’ll pick up their wisdom. I do this with biographies. By reading one, I spend time with great men and women of God. My prayer is always that something will rub off on me!

Ron Dunn is one of those people worth spending time around. He died in 2001 and so his books and recorded sermons have to suffice. I’ve heard about Dunn for years, but I had never taken time to read about him or familiarize myself with his teaching. I am so glad I finally did.

Ron Owens wrote this book. It is the officially authorized book by Dunn’s widow, Kaye. Owens interviewed many family members and friends of Dunn and throughout the book he inserts comments and reflections from them. Owens knew Dunnn personally. Owens wrote a great biography on Manley Beasley, who was a mentor to Dunn, as well. Owens not only tells the story, but he weaves in the person’s own words through their sermons and books. I was especially impacted by hearing Dunn’s own words from his sermons and books.

Dunn was born on October 24, 1936 in Poteau, Oklahoma. He was a Midwestern man who deeply reflected his roots. He was converted at age seven and called into Christian ministry at age 15. He loved to preach and was gifted with fresh insights into Scripture and his down to earth way of explaining deep spiritual truths.

Throughout Dunn’s life, he knew and impacted many Christian leaders. Those who contributed reflections on his life in this book are like a “Who’s Who” of today’s most prominent leaders. It was, however, when he became the pastor of MacArthur Boulevard Baptist Church in Texas that God began to use Dunn powerfully in revival (31). For the first four years, Dunn served admirably as the church’s pastor. However, in 1970, he was preaching a revival meeting in Colorado. God began to bring revival to that church and it changed Dunn. He returned to his church and immediately announced that he could no longer keep pastoring the way he had been. With deep honesty and humility, as well as boldness, Dunn announced that his church desperately needed revival. He told his parishioners that if they did not want to change their ways or to repent of their sin, they were welcome to leave the church and find another one where they could remain comfortable living as they always had. He stated in a sermon: “. . . it costs too much to lose the presence of God, while it costs but a six-cent stamp for us to move your letter . . .” (45). God began to revive Dunn’s church. The next five years were filled with the powerful working of God. People who were driving by the church would feel compelled to pull into the parking lot and enter the church to see what was happening.

Dunn left the church as pastor in 1975 and began an itinerant speaking ministry. He would travel widely preaching around the world until his death in 2001. At Thanksgiving in 1975, Ronnie Dunn, the Dunn’s oldest son, committed suicide. He was bi-polar and after three years of struggle, succumbed to the disease (75). This tragic event caused Ron Dunn to enter into a ten-year struggle with clinical depression. Dunn, who had believed that with faith, he could overcome any problem, discovered that many of the simplistic answers he had originally believed required much deeper thought and understanding. Even as he suffered greatly, his preaching reached a depth it never had before. Dunn also was bold for his time, admitting to people that he was clinically depressed. Like many leaders before him, such as Charles Spurgeon, Abraham Lincoln, and Churchill, his depression drove him to his greatest work.

I especially enjoyed the excerpts from his sermons on some the most difficult issues in life. The following are some of those thoughts:

In his sermon, “Surprise, It’s God!” he noted: “Good and evil run on parallel tracks, and often arrive at the same time” (72).

“The transformation God wants to work in my life doesn’t happen in a single moment, but rather it takes place gradually over a period of time, usually when we are alone and in the dark. Now I’ve no problem with thirty-second experiences at the altar, but thirty-second experiences will not transform you” (81).

Dunn had a powerful sermon based on Jacob’s struggle with the angel. Here are some quotes:

“Why do I find it easier to say ‘no’ to the devil when he tempts me than to say ‘yes’ to God when He’s wrestling with me?”

“The angel was not asking for information. That angel was looking for a confession” (85).

“’What is your name?’ The most terrifying experience in life is facing yourself-what you are.” (86).

Dunn pointed out that Jacob’s encounter with the angel is the only place where blessing comes through struggle.

He also has a great insight from Matthew 13 and Jesus’ parable on the tares. He notes that the tares are left in the ground with the wheat for the sake of the wheat. He notes that life is like this. We all have tares that God has allowed to remain in our life and they are so intertwined with the good things in our life that to remove them would cause us to miss out on God’s blessings (91).

As you might expect, Dunn also drew rich insights from the life of Job. He notes: “We do not live by explanation; we live by promise. Instead of asking ‘Why’ let’s change to ‘Alright Lord, what now?’ To what end, for what purpose has this happened?’” (112).

“Just because a question can’t be answered doesn’t mean it can be ignored” (119).

Dunn became a popular speaker at the Keswyk conference in Britain. He began his first sermon by declaring to the audience that there was nothing wrong with them that a miracle couldn’t cure” (147).

“The most important thing you can do for God is the next thing God tells you” (154).

“Prayer is not a substitute for work, or merely preparation for work-it is work” (158).

“Prayer is like a missile that can be fired toward any spot on Earth. It can travel undetected at the speed of thought and it hits its target every time. It can even be armed with a delayed detonation device” (158).

“Satan has no defense against this weapon. He doesn’t have an anti-prayer missile” (159).

“I don’t understand all about electricity, but I’m not going to sit around in the dark until I do” (162).

Vance Havner, one of Dunn’s mentors once claimed: “The situation is desperate, but we’re not” (163). When comforted about “losing” his dear wife, he replied: “No, I haven’t lost her; I know right where she is” (323).

“God is bigger than our theology. God makes no promises that paralyze His sovereignty. My expectations do not bind Him. My wish is not His command” (168).

“The granting of the answer to prayer is immediate, but the giving of it into our hands may be delayed” (169).

“There has never been a mighty outpouring of the Spirit in revival that did not begin in the persistent, prevailing prayers of a desperate people. Revival has never come because men put it on the calendar. It has come because God placed it in their hearts” (174).

“Either write something worth reading, or live something worth writing.” Benjamin Franklin

Stuart Briscoe described the life of most Christians like a metal bedstead: “Firm on both ends and sagging in the middle” (184).

Dunn liked to joke that many Christian’s lives looked like their passport picture. People could look at the way the Bible describes the Christian life and what it ought to look like, and then say, “I saw a picture of you in the Bible but you don’t look anything like it” (185).

“You can do the right thing at the wrong time” (187).

“Never make a Christ out of your faith” (190).

Discussing Job, Dunn pointed out that God never answered Job’s questions. Rather, He asked better questions! (200).

“In every battle there are losses, even for the victor” (209).

With God, timing is more important than time” (216).

Dunn once slept past the time he was supposed to be speaking at a church located near his hotel. The service had begun and yet the speaker was nowhere to be found. Someone was ultimately dispatched to the hotel where they found him sound asleep. Hurriedly dressing and racing to the service already under way, Dunn made his way to the pulpit. Everyone wanted to know what the groggy preacher had to say for himself. His first words were: “Whew! . . .Waking up is a terrible way to start a day!”

One of his most famous sermons was entitled, “Chained to the chariot.” In it he observed: “ If we can learn to live bound to the chariot, there is no conceivable situation in life in which God cannot give us victory. But this may require us to redefine the word ‘victory”” (274).

Owens cites an African quote: “When an old man dies, a library is burned” (288).

“Humility is not whipping yourself; it is forgetting yourself” (297).

Ron Dunn suffered for several years with chronic illness. While undergoing his final health struggle, his daughter was recovering from a serious car injury that required her leg to be amputated and his wife Kaye was diagnosed with lymphoma and had to undergo chemotherapy treatments. In many ways this great preacher suffered throughout much of his ministry. Some who knew him best claimed that Dunn was the greatest preacher they had ever heard and that he suffered more than any person they knew. Perhaps the two qualities are closely linked.

Dunn liked to joke, “I may be Dunn, but I’m not finished!” (327). Certainly his ministry continues. His Lifestyle Ministries sells CD’s of his sermons as well as his books. Sherwood Baptist Church in Albany, Georgia, pastored by Michael Catt, has a center dedicated to the ministry of Ron Dunn. It houses his library in an office built to replicate the one Dunn used in his home.

I enjoyed this book. I found his preaching, his illustrations and his insights into Scriptures refreshing. His preaching made me want to dig deeper into the Scriptures both for myself and my preaching. Ron Owens did a great job bringing out the essence of the man, often in his own words so that you felt like you knew him.

I would encourage people to read this book, especially if you are a preacher. It will encourage you to take whatever God has allowed in your life and use it for His glory.

by Richard Blackaby

[rating:4.0]

(New York: Little, Brown and Company, 2013)

305 pgs

Malcolm Gladwell has a knack for making his readers think. His previous books, The Tipping Point, Blink, and Outliers have all examined common life experiences from a fresh perspective. He continues that tradition in this book.

Gladwell is a staff writer for The New Yorker. He was born in England and grew up in rural Canada.

Gladwell begins this book by re-examining the biblical story of David and Goliath. The miracle of the story is that an idealistic teenager is able to defeat in mortal combat a fully armed giant named Goliath. It’s one of the most unequal contests in history.

Yet Gladwell points out that David was not nearly as disadvantaged as we generally think. Goliath may well have been suffering from acromegaly, a tumor that causes an overproduction of the human growth hormone. This would account for his immense size. But the side effect was that he had blurred vision. He could not see his enemy when he was far away. Thus he angrily demanded that David come close so they could fight at close range. David, however, used his speed and firepower to his advantage. Rather than assuming he had to play to Goliath’s strengths, David took what appeared to be a weakness, his youth, speed and agility, and used it to win a victory over a much larger opponent. One commentator concluded: “Goliath had as much chance against David . . . as any bronze age warrior with a sword would have had against an [opponent] armed with a .45 automatic pistol” (12).

Gladwell’s point is that we often have misconceptions about what is an advantage and what is a disadvantage. He cites various studies that demonstrate that, “When an underdog fought like David, he usually won. But most of the time, underdogs didn’t fight like David” (31). He claims this is because “underdog strategies are hard” (32).

Throughout the remainder of the book, Gladwell cites studies and examples of people who used their perceived weakness to actually be a strength. He does not argue that weaknesses automatically are strengths. It all depends on how you use them and grow from them.

Gladwell cites Vivek Ranadive, who coached his daughter’s basketball team, even though he had never played basketball himself. The girls on his team were far less talented than those on other teams. But as he studied what was happening, he realized that by playing a full court press the entire game, he could neutralize most of the other team’s advantage in skill. His team began winning. Any team can play the full court press, but because it is so exhausting to implement, few do. His team had to embrace the reality that they did not have as much skill as other teams, before they were desperate enough to sacrifice what was required to be successful. Gladwell’s point is that, even though people do have certain limitations, they prefer to do things just like everyone else, rather than using their disadvantage, to their advantage.

As is customary of Gladwel books, there are plenty of interesting stories and statistics that highlight his point. Some will certainly be controversial. For example, he cites the belief that smaller classroom sizes enhance better learning (40). He claims that no profession has had more money thrown toward it by well meaning politicians than teachers. Yet he claims that studies do not substantiate the claim that smaller classroom sizes lead to better education (42). Gladwell shows that, to a certain degree, smaller class sizes is beneficial. But, at a certain point, the benefit ceases, and, in fact, education can be harmed by classes that are too small. As always, Gladwell is challenging conventional thinking.

Gladwell also demonstrates that larger household incomes do not necessarily lead to greater contentment in life. In fact, he suggests that $75,000 per year in household income is optimum (49). After that amount, there is a law of diminishing returns. He also shows how suicide rates are actually higher in countries where citizens are generally happy and content with life, versus countries where people generally have difficult lives. This is because people compare themselves with those immediately around them. If you feel depressed in a country filled with happy people, you suffer more, knowing that in a land filled with happy people, you are unhappy. He also demonstrates, statistically, why enrolling in an Ivy League school may not be best for certain college students. He demonstrates that being at the top of an average school may lead to greater success than being in the middle of a highly ranked institution (87). This is because people compare themselves to their immediate context. An average student at MIT or Harvard may feel that they are not very smart (compared to their fellow classmates), yet they may be far brighter than many of the top students in lesser-ranked universities. It is called the Big Fish Little Pond Theory (80). Well meaning parents generally desire to send their child to the best university possible. Yet they may be inadvertently harming their child’s career possibilities rather than helping them. As Gladwell repeatedly argues, what we assume is an advantage may in fact, be a disadvantage (93).

Gladwell then embarks on a discussion of perceived disadvantages that, in some cases, can actually be an advantage. He labels this section, The Theory of Desireable Difficulty. He looks at case studies of people with Dyslexia. He shows that, depending on how people dealt with it, it could actually propel people to great success (99).

He also discusses the theory of the “remote miss” (130). This was experienced during the bombing of London in World War Two. Experts assumed that the citizens of London would be demoralized by incessant German bombing. But the opposite happened. Because the people survived the bombing, they came to believe they were invincible and that even the most horrific human suffering was survivable and therefore not as bad as it was made out to be. Gladwell cites British studies that demonstrate that a high percentage of successful people as well as political leaders suffered the loss of a parent at an early age (141). As these children suffered this terrible loss, they learned they could survive, and even thrive. By learning at an early age that they could overcome difficulty, they gained confidence that enabled them to thrive, even when facing adversity. He notes: “Courage is what you learn when you’ve been through the tough times and you discover they aren’t so tough after all” (149).

Gladwell cites additional examples from Northern Ireland and from Vichy France to demonstrate that adversity can actually motivate people to rise to acts of greatness. He also challenges the theory that tougher laws reduce crime. He cites the example of the murder of Wilma Derksen in California and the “Three Strikes Law” that resulted from it (232). Though California passed some of the toughest laws in the country, the success of such laws has been challenged.

I don’t agree with all of Gladwell’s conclusions, but I do enjoy the way he challenges me to think. He is a great storyteller and he cites interesting scientific studies to back up his theories. In the case of this book, he is not saying that all adversity is good or that all conventional thinking is bad. What he is arguing is that, certain situations that we would normally assume to be bad, might actually, result in much good. Likewise, what we would normally assume was good, might in fact, be harmful. We are all compelled, therefore, to think deeply about what we are doing to determine its true benefit.

Certainly for those who are leaders, it is not enough to let conventional thinking or popular opinion do our thinking for us. And, if we currently are experiencing difficulty, we might not be too quick to assume that no good can come from it. The key is how we adapt our thinking to the situation. As long as David assumed his only alternative in fighting Goliath was hand-to-hand combat at close range, he was a dead man. But when he thought about his problem differently, he became resoundingly successful. In our day, as we face so many difficult challenges, this may well be a timely word for us all.

by Richard Blackaby