Author: admin

[rating:3]

(Boston: Houghton Mifflin Company, 2003)

623 pgs

Last year I had the opportunity to speak at a church located near the battlefield at Gettysburg. I had never had the opportunity to visit the site and had always wanted to. While there I picked up this book and was inspired to read about the epic battle that turned the tide of the Civil War. I have read a great deal on the Civil War but I had never read an in depth study focusing entirely on this battle. Because of the length and historic complexity of this volume, I’ll not try and summarize or necessarily critique the book in detail.

While touring the battlefield, I was struck by several things. For one, everywhere there are tour groups. Clearly 152 years after the battle, it still captures peoples’ interest and imagination. I was also struck by how many people came in period costume, both gray and blue. There were numerous readings, speeches, and services being conducted. I suppose what most impressed me was the sense of the courage that was required to have fought on that landscape. Standing atop Little Round Top and Cemetery Ridge, I could not help but imagine what it was like to see 13,000 soldiers charging across the open fields during Pickett’s famous charge. To know that, for three days in a hot July, the fate of the United States hung in the balance in that relatively obscure town in Pennsylvania, compelled me to want to read this book.

I must add a quick preamble. There are those who are repulsed at battles and death, especially for a cause today viewed by many as unjust. I have had people criticize me for drawing leadership principles from Southern generals such as Lee and Jackson. However, one reason that so many books on leadership reference military exploits is because there is perhaps no greater field in which to exercise leadership than among people who may have to lay down their lives as a consequence of what their leaders do. The stakes are never higher than in the heat of a battle. It is when death is on the line that the mettle of leaders is clearly revealed. I would also add that great leadership can be exercised even when for a less than noble or misguided cause. It would seem foolish to discount the leadership brilliance of people like Robert E. Lee and Jackson simply because they fought on the losing side of history.

I enjoyed Sears’s style for the most part. At times the narrative grew somewhat tedious as he described the various brigades and corps commanders. For a thorough history, it is important to set the stage and to describe the main players. However, this part seemed to be a bit tedious. I far preferred it when he introduced us to officers and soldiers as their role was described in the actual battle. For the most part, Sears used the accepted style of military narrators in describing in vivid imagery the enormous import of the three days’ events. I suppose Winston Churchill is one of my favorite writers of military history and few can match his use of the English language. Nevertheless, Sears does a good job of describing the various events and introducing the reader to the wide array of characters involved in this epic battle.

Part of the allure of the Civil War is the cultured, gentlemanly manner in which people spoke and described the barbaric events that were occurring. Phrases such as, “Only battle could satisfy an objective so grand” (16). They “were compelled to make a retreat more rapidly than was consistent with dignity and comfort” (98), “The slaughter was mutual and assured’ (210); “. . . caused much strong language” (247). At times the gentlemanly way in which events are described shields the reader form the stark horror of the actual events being depicted.

I must confess that in other books I have read, particularly focusing on Robert E. Lee, the role of subordinates such as General Longstreet always seemed tarnished. Longstreet clearly did not endorse Pickett’s charge. As a result, he has been castigated by many who believe his reluctance may have cost Lee the victory. However, Sears is generally sympathetic to Longstreet. He makes it clear that Lee was not at his best at Gettysburg (237). Sears quotes a subordinate who declared of Longstreet: “I consider him a humbug . . . a man of small capacity, very obstinate, not at all chivalrous, exceedingly conceited, and totally selfish’ (262). Sears also acknowledges that, “James Longstreet could be a remarkably stubborn man” (347). Nevertheless, Sears argues that Longstreet was correct in his assessment that victory could not be won on the decisive day of the battle by a direct frontal assault and that Lee made a series of mistakes that ultimately cost him the battle.

Several things struck me as I read this book. One was the way some leaders valiantly rose to the occasion while others failed miserably. In an amazing contrast you see some men performing heroically and sacrificially while others flee at the first sign of danger. The same battle reveals the heroes and the cowards.

Several people stood out in Sears’ account. On the negative side were people such as General Dan Sickles. Of him Sears commented: “As corps commander Dan Sickles was operating at a level far beyond his talents, and most everyone realized it but Dan Sickles” (35). When he was ultimately wounded, his soldiers concluded that, “The loss of his leg is a great gain to us, whatever it may be to him” (301). Of General Robertson, Sears notes: “General Robertson was an excellent man in camp to train troops . .  but in the field, in the presence of the enemy, he lost all self-possession and was perfectly unreliable” (140). Of Colonel Edward O’Neal, Sears notes that his “talents were those of a politician he had been than the warrior he aspired to be . . . he remained safely in the rear rather than personally directing the assault, as was expected of any officer in Robert E. Lee’s army” (197). General William Mahone refused to advance even when his commanding general sent word for him to do so (317). There was general Dick Anderson. When a courier was sent to his post, he found General Anderson “back in the woods, where he found the general’s horse tied to a tree and all his staff lying on the ground (indifferent) as though nothing was going on . . . I am quite certain that Gen’l A. never saw a foot of the ground on which his three brigades fought on 2^nd July” (318). John Brockenbrough was to lead the left wing of the assault on July 3. Yet almost immediately his force was routed, leaving the left flank exposed (418). In reading of the shortcomings and skill of officers in both armies could affect the outcome of a battle. Sears makes much of Jeb Stuart’s misguided ride around the rear of the Union army. While he was out of contact with lee, Lee was left in the dark about the enemy’s whereabouts. It is safe to conclude that Lee would have approached Gettysburg much differently if he had been better informed of his enemy’s position and strength.

In contrast are Sears’ descriptions of heroism at Gettysburg. John B. Gordon had said to his men: “I ask you to go no father than I am willing to lead!” (53). During the battle of Gettysburg, it was said that Gordon “was a self-taught soldier with a talent for inspiring his men and personally dominating a battlefield. . . ‘Standing in his stirrups, bareheaded, hat in hand, arms extended, and, in a voice like a trumpet, exhorting his men. It was superb; absolutely thrilling’” (213). (53). It was said of Lee that, “We looked forward to victory under him as confidently as to successive sunrises” (59). Corporal James Kelly pled as he was dying from his wounds in battle, “Colonel, won’t you write to my folks that I died a soldier?” (179).

Of General Meade, Sears writes: ‘There was nothing in his appearance or his bearing . . . that might have made the hearts of the soldiers warm to him, . . nothing of prose, nothing stagy, about him. His mid was evidently absorbed by a hard problem. But this simple, cold, serious soldier with his business-like air did inspire confidence” (243). Colonel Joshua Chamberlain was riding with his two brothers when cannon fire exploded near them. “Boys” he said, “I don’t like this. Another such shot might make it hard for mother” (278). He therefore dispatched his brothers in opposite directions.

During the battle, four brothers from the Thomas family fought for the South. One of their brothers had been killed in battle earlier. At Gettysburg, three more would be killed (290). It was said of William Wofford that he was “a self-made, aggressive officer who on attack made himself highly visible” (302). Isaac Avery led his troops on horseback so he would be more visible to his men. Unfortunately he was also more visible to enemy sharpshooters. As he lay mortally wounded, he asked, “Major; Tell my father I died with my face to the enemy” (336-337).

General Hancock was everywhere in battle cursing and exhorting his men. When the Union cannons unleashed a devastating barrage toward his men, “General Longstreet felt obliged by this counterfire to show himself to his men to reassure them. ‘Longstreet rode slowly and alone immediately in front of our entire line . . . His bearing was to me the grandest moral spectacle of the war. I expected him to fall every instant. Still he moved on, slowly and majestically, with an inspiring confidence, composure, self-possession and repressed power” (404). It was said of Colonel Sherrill that he was “too brave a man to live” (435).

During Pickett’s charge, Lewis Armistead and Dick Garnett fearlessly led their men. Garnett rode on horseback despite the murderous fire fro the enemy. Armistead led twenty feet ahead of the line. Sears notes: “Finally, this leadership was inspired and inspiring. Dick Garnett, mounted and clearly visible to his followers, and Lew Armistead, marching resolutely twenty paces ahead of the line, hat on his upraised sword, were generals that men would follow to the death” (447). When his men began to waiver under the devastating fire of the enemy, Armistead shouted: “Come forward, Virginians! Come on boys, we must give them the cold steel! Who will follow me?” (449). Sears concludes: “It was his example, his coolness, his courage that led that brigade over that field of blood” (415). Reading of such courage and standing on the battlefield still inspires people today.

This particular battle continues to baffle military experts to this day. Should Lee have attacked the entrenched position of the North when he had a smaller force? Without proper intelligence, should Lee have allowed himself to become entangled in a battle he did not wish for? Should he have heeded the concerns of his senior general in Longstreet? Lee had confidence that led him to favor the offensive but this confidence could also lead him to assume he could will his forces to victory even against the odds. Sometimes he was successful. In this instance he was not. There were a number of lost opportunities on both sides that might have turned the tide of the battle. There were moments of failed leadership that cost men their lives. There were moments as well, when ordinary soldiers laid their lives down for their cause.

There certainly are other books on this battle as well as the Civil War as a whole that cover much of the same material. Clearly Sears is an expert on this battle and the people involved. I would encourage those who are interested in leadership to take some time to learn lessons that can be gleaned from America’s deadliest war. I was carrying this book with me into an airport lounge. A man noticed what I was reading and felt compelled to tell me that he had been to Gettysburg a dozen times and that he learned new lessons on each occasion. Certainly there are many leadership insights to be gained from a study of those three days in July 1863.

by Richard Blackaby

[rating:3]

(New York: Doubleday Religion, 1972)

109 pgs

I have heard much about Henry Nouwen over the years and had always wanted to read his work. He was a Catholic priest and scholar from Holland who served as a professor at Harvard University. He eventually resigned his prestigious post and ministered to mentally challenged people at L’Arche Daybreak Community in Toronto, Canada. He writes from a Catholic, somewhat philosophical perspective. The book is only 109 pages, so it is not a daunting undertaking, though his style forces you to think and ponder what he is saying.

The book was written in 1972 and so it is somewhat dated. Nevertheless, he raises some fundamental issues that are still extremely relevant to today.

Nouwen’s purpose is to examine the question: “What does it mean to be a minister in contemporary society?” (3). Of course, in 1972, America seemed ready to tear apart with the hippie movement, Vietnam, and the spread of communism. Long-held beliefs and morals were under siege and ministers correctly needed to address how to minister to a radically changing society.

Throughout this short book, Nouwen makes statements that are eye-catching. Had he written in the age of Twitter, many statements could easily have been launched into social media. Some of those quotes include the following:

“The future of humanity has now become an option” (11)

“Only when we feel ourselves responsible for the future can we have hope or despair” (13).

“Christianity is radically challenged to adapt itself to be understood by the modern world” (19).

“. . . we see humans paralyzed by dislocation and fragmentation, caught in the prison of our own mortality” (19).

“What is most personal is most universal” (20).

Nouwen describes “conversion’ as “the individual equivalent of revolution” (23). He also notes that, “Jesus did not offer an ideology but Himself” (25).

He suggests that there are three primary issues that modern ministry must address. These are: inwardness, fatherlessness, and convulsiveness (31). He suggests that modern society often has “parents but no fathers” (34). He claims that many people “. . . prefer failure to believing in those who have already failed right before their eyes” (36).

Nouwen charges that many Church leaders today “. . . have become unfamiliar with, and even somewhat afraid of, the deep and significant movements of the Spirit” (42). Interestingly, he suggests that, “Only those who are able to articulate their own experiences can offer themselves to others as sources of clarification” (42). He also charges: “But the danger is that instead of becoming free to let the spirit grow, ministers may entangle themselves in the complications of their own assumed competence and use their specialism as an excuse to avoid the much more difficult task of being compassionate” (46).

In urging ministers to reflect on their own experience, he says, “As contemplative critics they keep a certain distance to prevent becoming absorbed in what is urgent and most immediate, but that same distance allows them to bring to the fore the real beauty of the world and of humanity, which is always different, always fascinating, always new” (48). He also notes: “If anything has become clear in our day, it is that leadership is a shared vocation that develops by working closely together in community” (51). Additionally, he quotes Teilhard de Chardin who said: “To those who can see, nothing is profane” (51). In addition, he suggests: “None of us can offer leadership to anyone unless we make our presence known” (70).

Other interesting observations include:

“It is a paradox indeed that those who want to be for “everyone” often find themselves unable to be close to anyone” (77).

“Few listen to a sermon that is intended to be applicable to everyone, but most pay careful attention to words born out of concern for only a few” (79).

“Christian leaders are not leaders because they announce a new idea and try to convince others of its worth. They are leaders because they face the world with eyes full of expectation and with the expertise to take away the veil that covers its hidden potential” (80).

“The Christian way of life does not take away our loneliness; it protects and cherishes it as a precious gift” (90).

Nouwen urges throughout the book that ministers must minister to others out of their own woundedness. He notes: “They are each called to be the wounded healer, the ones who must not only look after their own wounds, but at the same time be prepared to heal the wounds of others” (88). He notes: “The painful irony is that ministers who want to touch the center of peoples’ lives, find themselves on the periphery, often pleading in vain for admission. They never seem to be where the action is, where the plans are made and the strategies discussed” (92). Interestingly, he also notes that “. . . suffering people are not helped by those who tell them that they have the same problems” (94). He goes on to suggest that, “Perhaps the main task of the minister is to prevent people from suffering for the wrong reason” (99). Finally, he notes: “. . . ministry is a sign of hope because it makes visible the first rays of light of the coming Messiah” (102).

This is not a book on methodology. Rather, it encourages readers to reflect on their approach to ministry. Nouwen is compelling, in part because the reader realizes that he abandoned a lucrative position on the faculty at Harvard to minister to those who were mentally challenged. In this humbling of himself he found peace as a minister of Christ. Nouwen does not tell us to do the same as he did, but he does encourage readers to consider their own spiritual journey as the ground upon which to minister to others.

For those accustomed to reading pragmatic books on leadership, this may be a refreshing respite. It is from a Catholic perspective. This fact might add to its ability to make the reader pause and reflect. Reading this book led me to read a second Nouwen book that I’ll review separately from this one.

Though this book at times seems a bit dated in its historic context and certain societal issues, his fundamental inquiry is still relevant to today’s minister.

by Richard Blackaby

[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