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Electoral Leadership

by Dr. Richard Blackaby

Many evangelical Christians have not been happy with the state of the nation over the last few years. There is a plethora of indicators that conservative Christians, and their values, are being marginalized. Moral standards appear to be in free fall. Whenever a presidential election looms, numerous Christians pull out their long list of complaints about how the country is in deplorable condition.

There is a troubling problem, however. Estimates suggest there are roughly 60 million Evangelical Christians in America. In the last presidential election, only about half of those were registered to vote. Of those registered, roughly half showed up at a ballot box. In America, Evangelicals represent a sizable bloc of conservative, morals-based citizens. Their vote certainly could exert an impact on society. Yet many choose to forego that fundamental right, and obligation.

There are various reasons why Christians choose not to exercise their franchise. Some do the math. They look at the millions of voters and assume their lone vote won’t make enough difference to justify waiting in a long line on election day. Others believe voting is nothing more than choosing your poison. The public approval rating of members of Congress is at a historic low. One popular bumper sticker encapsulates this sentiment by saying: “Don’t vote. It only encourages them.” A third reason some Christians don’t vote is that they perceive participation in the election process as attempting to accomplish spiritual ends with secular means. Such people assume that they should focus on building the kingdom of God, not getting politicians elected. They realize that in the long run, the focus of the Democrats and Republicans is not to populate heaven but to gain and hold on to temporal power. As a result, these individuals leave the electoral process to the “secular” minded while they focus their attention on eternal matters.

Of course there is some truth to these concerns. If you live in a strongly “red” or “blue” state, your vote for president might not tip the scales one way or another. Likewise, the political process has certainly provided ample fodder for cynicism. And, the truth of the matter is that despite the billions of dollars spent on election campaigns, very little of eternal consequence results.

Nevertheless, the key to any healthy democracy is active participation by its grass roots. Apathy can be more deadly to a free people than anarchy. But there is a further matter that is vividly highlighted during national elections. That is the desire by ordinary people to make a difference. Apathy essentially shrugs its shoulders and proclaims, “Why vote? My vote won’t make a difference anyway.” When large numbers of Christians choose not to vote, they are declaring that their life cannot make a difference. So why bother?

This attitude ought to be deeply troubling to Christian leaders. Jesus commanded His followers to be salt and light (Matt. 5:13-16). He was saying that the preservation of moral society and the dispelling of evil hinged on His people doing everything within their power to make a difference.

I like salt too much. It seems to bring out the flavor in my food. I especially like to grind my salt and pepper so it’s fresh. But I have never looked at the individual granules of salt to see if each one was doing its job. I just trust that, when each particle does what it can, the cumulative effect is delicious! There are some individuals who seem to single-handedly change the course of history. I have a large biography section in my library devoted to such people. But there are far more people we will never know and for whom no biographical sketch will ever be written, who have changed our world for good. It might not have been spectacular, but over time, doing what they could, they made a difference.

As I was growing up, my father would challenge his children with the famous mantra of the 60s, “If you are not a part of the solution, you are a part of the problem.” He urged us to not sit on the sidelines complaining about what others were doing. He also admonished us that we had no right to criticize any elected leader for whom we had not voted (for or against) and for whom we were not praying. Even then, I don’t recall my father spending his time criticizing what others were doing. He was generally too busy making a difference himself.

As spiritual leaders, we must convey to our people the critical importance of striving to make a positive difference in whatever forum they find themselves. If they work on a shop floor, they must strive to be positive and to produce the best product possible. If they belong to a church, they should make every effort to produce a positive contribution. One thing is certain, those who assume their life won’t make a difference are usually correct!

Leaders today must work against apathy in their people. But, as with most things, you cannot produce in others what you do not have yourself. If you want your people to be passionate about making a difference, however small, then you must have that same passion burning within you. If your people care so little about the state of their nation that they cannot be bothered to head down to the nearby polling booth to cast their vote, you may want to encourage them to grasp a larger vision for their life, and their country.

Scripture teaches that if you cannot be faithful in a little thing, you cannot be trusted with anything great. Becoming an informed, intentional citizen may seem like only a small thing, but it reflects our attitude about the difference one person can make.

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Leadership Matters: The CEO Survival Manual. What It Takes to Reach the C-Suite and Stay There by Mike Myatt

[rating:2.0]

( Denver: Outskirts Press, 2008)

199 pgs

First of all, I had difficulty keeping this author separate in my mind from Michael Hyatt! But that aside, this book is primarily about business leadership. Mike Myatt runs his own consulting company and previously served as an officer in the military as well as an executive in corporate America. He writes, not as an academic (whom he critiques), but as a practitioner. He directs this book to CEOs and those who aspire to one day become one. He seeks to offer practical advice he has learned from years of successful leadership himself.

This book is not an exhaustive treatise on business leadership, but key truths Myatt has found to be crucial for executive leadership. As a result, the book does not always flow systematically from one topic to the next, but rather it highlights issues the author considers most important. Perhaps as a result, there is some repetition. The author also writes as a practitioner rather than a detached observer. As a result, there are plenty of personal observations and opinions. Perhaps because of the nature of the book, there are not as many business examples as you might expect. There are some, but often Myatt defaults to his own experience. At times when he does cite another example, it is imprecise. In one case he attributes to Peter Drucker a quote by Warren Bennis (Though when in doubt on a leadership quote, it is never a bad move to guess Drucker). There are times when Myatt “guesses” at the author of a quote, such as Shakespeare, rather than having done the research to make sure.

That said, Myatt does have some helpful observations. Myatt notes that there is no tougher job than that of CEO, yet there are surprisingly few resources for them (8). I am not sure of the veracity of this statement but it certainly is convenient for someone writing a helpful book for CEOs! Myatt does note that every action by a CEO is a “cultural statement” (11). He challenges leaders to strive to devote at least 50% of their time in areas of their greatest productivity (18). He contends that if you do, you will be in the top 10% of CEOs.

Myatt gives a list of 15 characteristics that define top CEOs (25ff). These could generally describe any effective leader. He does make a strong point that “There is no perfect leader only the right leader for a given situation” (34). He argues that leaders must “think contextually” (39). In this regard, he takes on Jim Collins and his book Good to Great where Collins describes the “Level 5 Leader.” Myatt argues that there is no complete profile of what an effective leader is like. He argues that leadership is always done in context. It is impossible to garner an exhaustive list of leadership traits and then insist that CEOs must have them.

Myatt also dislikes the term “try.” He argues that using “try” simply reflects an avoidance of doing what is necessary to accomplish your goal (47). Myatt also wades into the strengths versus weakness debate. He notes that while it is important for leaders to be constantly working on personal growth and development, often leaders find themselves focusing on the wrong things at the wrong time (51). He does note, as so many leadership authors do that “Great leaders are almost always great story tellers” (55). He also repeatedly emphasizes that leaders have a “bias” toward action. He notes that speed is crucial (71). Often great opportunities are lost due to an inability to respond quickly to fleeting opportunities. He quotes Will Rogers who observed: ‘Chaotic action is preferable to orderly inaction” (64).

Myatt also discusses the importance of passion in a leader. He suggests, “Passion is the essence of being a great leader” (94). He notes that no great leader lacked passion. He also offers practical advice such as: “Hire slow, fire fast” (98). He also takes on several popular practices such as team building. He believes that team building is not about equality, but about every member clearly understanding his or her role (108). Myatt also has a helpful discussion on branding, a subject that is becoming increasingly prominent these days (117). He argues that developing the brand is one of the crucial roles of a CEO.

Myatt also has some good advice on conducting meetings. He recommends never holding them in “prime time” but in off hours so you do not pull your key people away from their work at the most productive time of the day (179). He also recommends not inviting people to meetings who do not have something specific to contribute. Warm bodies are unnecessary. He also suggests rescheduling meetings so key contributors can be present.

Myatt is not afraid to tackle sacred cows such as “Best Practices” which he believes are a fallacy (183). Because leadership is contextual, it is ludicrous to assume that a behavior that worked for one company can be copied, wholesale by another. He therefore warns against following after trends (188). He also has some very politically incorrect opinions about striving to be politically correct! (193).

There were moments when Myatt’s experience-based advice rang true and would be helpful, particularly for business leaders. However, at other times he seemed to be self-promoting. At one point he claimed that he gets more accomplished in a day than some get done in a month (175). There were times when it seemed his primary objective was to promote his company’s services more than to enlighten his readers. His writing style at times is also a little weak. He repeats his points at times. He uses himself and his company as an example a little too often. At times his writing style seems just a little too “homespun.” As a result I would only rate this book at a 2. While this book has some good things to say, there are probably other books you should read first.

by Richard Blackaby

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Prophets or Leaders?

by Dr. Richard Blackaby

I love history. I can’t help myself. Whenever I see something old and dusty my heart starts to race! My daughter claims this fact makes me about as exciting as asparagus. But for me, history is not primarily about meaningless dates and boring documents. It involves people and the struggles that perennially plague them. There truly is nothing new under the sun. There is merely this year’s model. So when I examine society’s present condition, I naturally look to history (especially that found in Scripture) to find answers.

What history reveals is that in every generation, society has tended to drift away from God and toward moral and spiritual relativism. If left unchecked, society can descend to shockingly low levels of depravity and irreverence. Even the godliest of generations produced prodigal children in the next. And, when this inevitably happened, God would generally respond in one of two ways: He would send a prophet or a spiritual leader.

We live in an age that desperately requires prophets and spiritual leaders. Both are crucial, but they are far from being the same thing. Many people are called to be leaders, at least at some level. Far fewer seem to be commissioned to speak prophetically. We need both. But we also must understand the significant differences between the two divinely appointed roles.

The Role of the Prophet

Despite popular misconceptions, prophets are not simply long-bearded, bombastic preachers who predict the future. (Otherwise people like Elijah would have won the company football pool every year!) Rather, biblical prophets were people who delivered a word from God to the people. Usually a prophet would show up in Scripture after God’s people had seriously departed from His standards and commandments. Many Christians today are praying for God to anoint a prophet for our day. But as my father always points out, don’t be too quick to pray for a prophet. They are God’s last line of defense before He metes out judgment. Generally by the time a prophet came on the scene it was too late. The people’s apostasy was already too advanced for them to be restored without more drastic measures being applied.

Typically a biblical prophet was someone who spoke an unpopular message to a morally and spiritually bankrupt people. When King Ahab and his wicked queen Jezebel infested the land with idol worship, Elijah appeared on the scene and declared that God was sending a drought. He later came to Mount Carmel and called fire down from heaven before he had the popular priests of Baal slaughtered. The public at large didn’t generally enjoy having Elijah show up because he usually came with unwelcome news.

When you read the biblical prophets such as Amos and Hosea, you see the heart and holiness of God. Through His spokespeople, God condemned the exploitation of the poor, unethical business practices, and extravagant, selfish lifestyles. He also challenged behaviors and attitudes that contravened His righteous standards. Most importantly, God used prophets to alert people to how far they have drifted in their relationship with Him. While society tends to be blind to its shortcomings and sins, prophets shine a bright light on society so its transgressions cannot be hidden.

It takes courage to be a prophet. Just look at the manner in which many of them met their end! Kings and powerful leaders were constantly angry with them and trying to silence them. Religious leaders often mocked and imprisoned them (There is a reason Jeremiah is called the ”Weeping Prophet”). It is generally much easier to turn a blind eye to societal sins or loose morals than to stand out as the only one who has a problem with the behavior. Ironically, it is even more difficult to challenge the complacency, secular creep, and sinful attitudes that permeate God’s people. Jesus did so and it infuriated the religious leaders of His day.

In recent days it has become increasingly evident that we live in a society desperate for a prophetic word. The suffocating pressure of “political correctness” has muted many a Christian voice. When Dan Cathy of Chick-fil-A commented that God’s standard for marriage was being abused and redefined by society, the cacophony of angry voices denouncing him was deafening. When people speak up about abortion or biblical compromise, they are angrily shouted down. At the same time people can go on television and chronicle any number of graphic, depraved experiences and be praised for their authenticity. It would seem the only politically correct, approved target these days to assault with impunity is the Christian church. To point out discrepancies or inaccuracies in anyone else is to commit the unforgivable sin of intolerance.

It is in fact, a documented strategy of the homosexual agenda to loudly attack and intimidate anyone who questions their lifestyle or moral views. When they can’t win a debate with reason and facts, they simply shout louder. As Dan Cathy discovered, in our morally charged society, even when you affirm a traditionally held value such as heterosexual marriage, you are castigated as a bigot and hatemonger. We live in a day when there are plenty of job vacancies for prophets.

Is a Prophet Enough?

The problem is that by the time a prophetic voice is required, society is already in deplorable condition. And, generally speaking, while prophets condemned people’s moral and spiritual condition, they rarely led people to where they needed to be. Elijah preached a thundering denunciation of Baal worship on Mount Carmel. Then he ran for his life! Amos, Hosea, Isaiah, and others spoke magnificently on behalf of God, but they were largely limited by what the reigning king did with their message. Jeremiah was one of the greatest of biblical prophets. When he served under the righteous King Josiah, his message was largely heeded. After Josiah was gone, the prophet found himself in prison. Even a spectacular fireworks display could not bring about changes under Elijah if the queen was determined to have his head.

That is why a prophet is never enough. Prophets are great at pointing out what is wrong. They are not necessarily hardwired to move people to where they need to be. Don’t get me wrong. I think it takes great courage to be a prophet. It can be a lonely, and even dangerous calling. But it is never enough. I spoke with someone recently who told me about his frustrating years of ministry as a pastor. While the man gave evidence of a prophetic calling, the only paying jobs available had been pastorates. In every church this man came to lead, he would inevitably find himself condemning sin and challenging ungodly leadership. And, just as inevitably, the cleric would find himself unemployed. I don’t doubt the man’s courage or integrity, but over the course of his ministry, he had never been able to successfully lead people. He had only denounced them. And that is the problem for many prophets. There aren’t many paying jobs these days for those with the prophetic gift. That’s why many assume the role of pastor (Which calls for shepherding skills rather than prophetic ones).

It is never enough to merely denounce what is wrong. Someone must stand up and lead the people to where people ought to be. With the proliferation of blogs and Twitter these days, it is easy to issue public condemnations. The church does not lack analysts or critics! Condemning what is, while often necessary, is only half the job. At times it is easier to wax eloquent in the pulpit, or in a blog, than it is to take people by the hand and draw them to their divinely appointed destination.

Perhaps that is also why prophets are primarily for God’s people, and not unbelievers. While no one particularly enjoys a thundering denouncement, at least believers have the Holy Spirit convicting them that what is being said is true. But unbelievers have no such Spirit dwelling within them. When Christians denounce unbelievers, it does not generally draw them to faith (Jonah is an obvious exception). Unfortunately modern society often views Christians in terms of what they denounce rather than what they affirm. To exert a significant impact on society today, someone in addition to a prophet, is required.

Spiritual Leaders

There is an intriguing story in Judges Chapter Six. We all know the account of the Midianites who swept into Israel like a plague of locusts, devouring everything in sight. But what is less known is that before God called Gideon, He sent a prophet. In Judges 6:7-10 we are told:

And it came to pass when the children of Israel cried out to the Lord because of the Midianites, that the Lord sent a prophet to the children of Israel, who said to them, “Thus says the Lord God of Israel: ‘I brought you up from Egypt and brought you out of the house of bondage; and I delivered you out of the hand of all who oppressed you, and drove them out before you and gave you their land. Also I said to you, “I am the Lord your God: do not fear the gods of the Amorites, in whose land you dwell.” But you have not obeyed My voice.’”

This incident is unusual because Samuel is generally viewed as the bridge between the last of the judges and the first of the prophets. But in this chapter a prophet appears and draws a direct connection between the people’s difficult circumstances and their sin (Never a popular sermon topic). The prophet arrives. He delivers his message. Then he is gone, lost in the annals of time. The prophet may well have accomplished some good, but none is recorded.

What happened next? God raised up a leader. Gideon. At first, he’s anything but a sterling example of statesmanship. But God chose him anyway. Through a God-appointed leader, God’s people are liberated from their oppressors. As long as Gideon lived, there was peace. What a prophet had been unable to do, a youngest son, in an insignificant family, who was divinely appointed to lead, accomplished. Unfortunately, immediately after Gideon’s death, it became clear that the people’s hearts were not wholly committed to God. Perhaps events might have ended differently had that prophet preached more during Gideon’s rule. It would seem that the best combination for keeping a society walking with God is a partnership between prophets and leaders.

In our book, Spiritual Leadership, my father and I describe the task of spiritual leaders as “moving people on to God’s agenda.” If people have not moved, you have not led. You may have pointed out what is wrong; you may have castigated transgressors, but if people remain where they are, you have failed to lead.

What we need today is not only to condemn moral laxness and biblical apostasy. We also require leaders who will rise up and show their people the way. I greatly appreciate pastors who not only refuse to compromise biblical truth, but also lead their congregations to make a positive difference in their community. I enjoy working with Christian business leaders who realize that God has gifted them to lead, not to preach. These men and women are using their business skills to be salt and light in society just as Jesus instructed them to (Matt. 5:13-16). Christian parents are taking their leadership role in the home seriously and consequently are rearing a superb generation of bright, articulate, accomplished defenders of the faith for the next generation. While today’s spiritual leaders may never mount the pulpit with a fire and brimstone message, they are quietly going about their workweeks making a profoundly positive difference on everything they touch.

Where are you? Have you been cowed by liberal and secular society to tone down your convictions and to focus on less controversial subjects? Or, have you found it easy to condemn, but not to lead? The Church is crying out for positive, effective, godly leadership. And, though it is not calling for them, the Church desperately needs prophets too. If you are a leader or a prophet, be certain you highly value your counterpart’s gift. Perhaps you may even collaborate with others to ensure that your people receive everything God has for them.

Where are the prophets and spiritual leaders for our day?

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Character: The Pulse of a Disciple’s Heart by Norman Blackaby and Gene Wilkes

[rating:4.0]

( Birmingham, AL: New Hope Publishers, 2012)

237 pgs

Norman Blackaby and Gene Wilkes are experienced Bible teachers. Norman is a professor at Dallas Baptist University and Gene Wilkes is the pastor of Legacy Church in Texas. Norman has previously written several books including: Experiencing Prayer with Jesus and Called and Accountable. Wilkes has also been prolific, writing books such as Jesus on Leadership.

In their book, the authors address a critical issue both for leaders as well as Christians in general: character. They note that even secular media has recognized the crucial need for character in leaders. Blackaby and Wilkes note that for Christians, character is more than just a collection of admirable qualities. Rather, “character is defined by the quality of our intimate fellowship with God” (19). It is also seen as “an ongoing process of relating to our Lord, walking with Him and honoring Him in our daily lives” (19).

The book is divided into three sections. Part One discusses “How God Develops Character. Part Two examines the difference character makes. The final concluding chapters offer a challenge to the reader to allow God to work on their character so they experience the maximum usefulness to God.

These are good Bible teachers and they use their skills to great advantage. In the first section, the authors conduct biblical case studies of Moses, Joshua, Nicodemus, Jonah, Mary, John Mark, Jesus’s disciples, and Mary and Martha to see how God developed peoples’ character. In part two, the authors look at the servant girl and Naaman, Hannah, Joseph (Jesus’ earthly father), Barnabas, Stephen, Paul and Timothy, Philemon, and Ruth.

I found this study refreshing. While the issue of character is certainly a basic one, it often goes assumed without carefully addressing it in detail. When it is written about, the discussion is generally driven from a psychological perspective rather than from solid Bible study. These men have taught the Bible for years, and it shows. They offer numerous “nuggets” of insight into the Bible characters they examine. For anyone who teaches the Bible or who is studying leadership, I think you’ll find this book stimulating to your thinking.

I generally thought the biblical presentation was very solid. There are only one or two places I might have worded things slightly differently. For example, the authors suggest that asking God questions is a part authentic faith (83). I wholeheartedly agree. But Moses is cited as an example (Ex. 3-4). However, the text seems to indicate that Moses’ questions were driven as much by reluctance to embrace God’s assignment as it was by his desire to know God’s mind on the matter. God eventually became angry with Moses (Ex. 4:14), which doesn’t indicate God appreciated Moses’ line of questions! This book does not have many extra-biblical illustrations. However, I found this to generally be a plus. It invites you to do in-depth Bible study on an important subject, and so too many illustrations not drawn from Scripture might have been distracting.

Overall I enjoyed this book and believe it makes a good contribution to the field of discipleship.

by Richard Blackaby

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Platform: Get Noticed in a Noisy World by Michael Hyatt

[rating:4.0]

( Nashville: Thomas Nelson, 2012)

261 pgs

This is a helpful book for people trying to do their best in a complex, technology-driven world. Whether you are tech savvy and comfortable with Tweeting and posting on Facebook, or whether the thought of an Online “friend request” gives you a fright, this book can provide some helpful counsel!

Michael Hyatt has worked most of his professional career in the literary, publishing world. He was the CEO of Thomas Nelson Publishers and is currently the chairman of its board. What has made Hyatt an authority is the way he has successfully leveraged social media to build a platform from which to share his thoughts and ideas. According to his own calculations, he presently has over 400,000 people view his blog site each month, 100,000 followers on Twitter, and over 15,000 friends on Facebook. He has also written a New York Times bestseller (This book will probably find its way there too). What makes his book so intriguing is that Michael Hyatt is an ordinary person. Of course he’s bright and entrepreneurial, but he never made a famous movie, or played professional sports, or held government office. He simply decided to purposefully build his own audience by effectively utilizing social media. His point is that we can do that too.

Why should we bother to build a following? Hyatt notes: “It’s not about ego or being the center of attention. It is about having something of value to others and finding the most powerful way of getting that message to others who can benefit from it” (xv). He suggests that just as a physical platform enabled people to be visible and heard as they spoke to an audience, so today, a platform is “built of people. Contacts. Connections. Followers” (xvi). He argues that it is not enough merely to have a good product. Many good products languish in obscurity. He argues that today, with the ubiquitous nature of media, there has never been so much competition for people’s attention, nor have people ever been as distracted. The answer is to build a loyal tribe of followers who can provide you the basis to promote your ideas and products.

Hyatt has a great chapter on “Bake in the Wow.” He says in light of the intense competition for people’s attention today, we have to develop messages and products that catch people’s attention and impress them with their quality. He notes: “The truth is, mediocrity is natural” (21). He also posits that we must ultimately be our own Chief Marketing Officer” (35). We have to take control of our image, or brand, and we must leverage the tools available to do it the most effectively.

I won’t provide a summary here of all the helpful advice Hyatt provides the reader. Hyatt earns his bread and butter by writing blogs Monday through Friday. He offers plentiful tips on how to get started blogging and how to build a following. He shares the various software and Internet programs he utilizes himself and also relates ways he has learned to make money by marketing on the Internet. He also provides counsel on how to build a Twitter following and also has comments about Facebook. Being a novice myself, I found some of the technical information beyond my experience. Nevertheless, I found much material I intend to make use of, soon. Hyatt also has insightful advice on promoting yourself as a speaker and making it as easy as possible for organizations to find you and to request you as a speaker at one of their events.

Hyatt uses a classic example from his days as a book publisher. He notes that many publishers as well as literary agents won’t even touch an author unless they already have thousands of followers in social media outlets. Some authors assume that if they just come up with a “killer idea” that they just need to write their book and then let it go viral. But that is rarely the case any more. Now, if something goes viral, it may well be because the author was well connected on the Internet.

I have experienced first hand much of what Hyatt is talking about. That is why this year I jumped in to Twitter @richardblackaby as well as Facebook drrichardblackaby. Some purists may feel like it somehow adulterates the Gospel if we make use of modern technologies to let people know we, and our message, exist. The truth is, that just as a preacher would rehearse his sermon or review it to polish it and make it more appealing, so today communicators must become well versed in social media.

This book is crammed with helpful suggestions and insights on a crucial subject for anyone who wants to spread ideas. I will strongly recommend this book to anyone who is serious about doing ministry in today’s social media driven world.

by Richard Blackaby

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The Power of Focus

by Dr. Richard Blackaby

I am addicted to multitasking. After all, how can you experience leadership success in these complicated times if you are not juggling a dozen different tasks at any given moment? Many organizations have downsized and are attempting to “do more with less.” With so many job-seekers hungrily standing in the wings looking for work, overworked leaders dare not complain about their heavy workload. The consequence is that many leaders today are being buried in good projects so they have no time to effectively accomplish what is crucial.

Compounding this problem is that many leaders are multi-talented. How is this a problem, you ask? It causes difficulty because possessing diverse talents tempts leaders to invest themselves in many different directions. The assumption is: “Because I am good at this” or “because I can . . . I should.” The result is leaders attempting to do many things poorly rather than a few things well.

Leaders are used to being in high demand. Everyone wants to meet with them and to get them involved in their project. Could they just: serve on this committee . . . be the chairman one more year . . . attend this fundraiser . . . look over this manuscript . . . take a quick phone call . . . Before long another day is spent engaged in a wide array of activities while nothing of major consequence has been accomplished.

Here are some suggestions that could help you to achieve greater accomplishments as a leader in the future.

  1. Keep your focus on Christ and His calling. People are always going to be clamoring for your attention. If the “squeaky wheel gets the grease,” you will find yourself inundated with squeaky wheels! But you were not called to be a leader so you could keep all of your people happy. God called you to your post because there were certain things He intended to accomplish in your organization through you. You must keep you eyes on Him or you will miss your divine calling. I am reminded of Stephen. Even as his enemies were mercilessly hurling lethal stones at him, he kept his eyes on his risen Lord (Acts 7:56). Don’t let your friends, or your enemies cause you to take your eyes off of your Lord and what He called you to do.
  2. Consider what only you can do. People have a tendency to want the leader to do their work for them. If you, as the leader, will make the decision for your associate, or attend and direct the meeting, or be on the crucial phone call, or find money for his project, then you can carry the weight of the responsibility instead of them. But, as kindhearted and as willing to help others as you may be, you cannot do others’ work, and yours, at the same time. By investing yourself in what someone else should be doing, you are neglecting the work only you can do. The irony is that the same people who clamor for you to help them, rarely help you accomplish your leadership work.Wise leaders will refrain from involving themselves in other peoples’ jobs. They will delegate any of their tasks that can be reassigned. The fact is: if one of your leadership tasks can be delegated to someone else, it should be delegated! Identify those tasks that only you can do; then embrace them with vigor!
  3. Guard yourself from distractions. Many well-meaning leaders cannot resist seeing who it is that just sent them an e-mail or text. When their cell phone or computer alerts them to an incoming message, they immediately turn their focus from what they were doing to satisfy their curiosity. The problem is that much of a leader’s work requires focused concentration. You cannot do quality work in a distracted way. Nicholas Carr in his book, The Shallows: What the Internet Is Doing to Our Brains, offers a devastating indictment to those who are letting their brains and mode of thinking be “re-wired” by the Internet. He argues that we no longer can think deeply or read material more than a blog’s length. There is a battle for the mind currently taking place that leaders must win.
  4. Don’t put off the tough stuff. I can’t tell you how many people have recently told me that they have a book they want to write. They’ll share their idea with me, and generally, these people have some marvelous insights. However, to get a book published, you must first write one! In the long run, a book you write may have far more lasting and widespread effect than certain e-mails you answer or web sites you surf. Yet it takes far more discipline and effort to write a book. So we check one more website instead. If you are going to accomplish significant tasks, you cannot put them off. Only after having weeded your schedule of non-essentials, however, will you have the time, or energy to tackle the big jobs.
  5. Stop making excuses. I have leaders explain to me all the time why they have not yet accomplished what they need to do. The truth is: great leaders don’t make excuses. They make adjustments. They do whatever is necessary to overcome their obstacles and get the job done. As long as you allow people or circumstances to prevent you from accomplishing your important tasks, they will continue to do so.

Take a moment and make a list of the important accomplishments you have achieved so far this year. How long is the list? If it is paltry, you may well be the victim of a lack of focus. Don’t squander your valuable time investing in the unnecessary. Jettison anything from your commitments and schedule that is preventing you from doing what must be done. Take charge of your schedule and hence your life. There is too much at stake for you not to!

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Executive Presence: The Art of Commanding Respect Like a CEO by Harrison Monarth

[rating:2.0]

( New York: McGraw Hill, 2010)

251 pgs

Harrison Monarth is the Founder and President of Guru Maker – School of Professional Speaking. He provides executive coaching for Fortune 500 CEOs, high-level professionals, and political candidates across the United States and in Europe. His first book, The Confident Speaker, became a New York Times best-seller.

Monarth addresses two particular issues in his book that are becoming extremely popular in current discussions of leadership. The first is the process of leadership coaching. In the past, we tended to assume that if you were a leader, you didn’t need anyone to help you know what you should do. If you needed a coach, you weren’t a leader! However, it is becoming clear that in our increasingly complex and challenging world, even the best leaders need help in staying at the top of their game. Our ministry, BMI, has developed executive coaching so we can help people attain their maximum, God-given potential.

The second issue is branding. In the past, we assumed only narcissists were concerned with their public image. But today, with so many ways for people to view your life and organization through social media outlets, it is crucial that leaders manage their own image as well as the image of their organization.

To begin with, it must be clear that this book addresses these issues from a thoroughly secular perspective. The greatest means for spiritual leaders to experience success is when God’s hand is upon them (something secular leadership coaches can’t orchestrate!). The motives for self-promotion in this book can also appear quite secular and, essentially, self-promoting. It is basically presenting the world’s way of becoming successful at what you do. Nevertheless, it does offer some practical advice for anyone who depends on a good reputation to get their work done.

Monarth’s thesis is straightforward: “It’s not that people lack intelligence or skill or even ambition, but they haven’t learned how to leverage their assets by effectively representing themselves or communicating with others to the best of their abilities’ (1). He goes on to argue: “. . . the reality is that being skilled at one’s chosen profession isn’t enough. Toiling away in obscurity and hoping the world will notice has never been a sound strategy” (2). Of course, this leaves God and HIS marketing of us out of the picture, but the truth is that there are many talented Christians and Christian organizations that do quality work but are languishing in obscurity.

Monarth suggests that “We are at our core a society of pitchers” (7). “We are pitching when we sell, when we lobby, when we complain, and when we seek to be heard and understood, which for most of us happens each and every day” (7). He argues that wise leaders will be intentional about influencing how people perceive them. He argues “Even if we are simply commiserating or analyzing, there is an agenda in play, at the heart of which is the desire to be understood and taken seriously by those who can help us along our career path” (8). We have probably all known people who desperately wanted to be taken seriously but they were their own worst press agents. These are the people who often do the most talking in meetings, yet no one heeds their counsel or embraces their ideas. This is fundamentally because people do not take them seriously.

This book is all about doing what you can so people take you seriously. Monarth argues that wise leaders understand that people are viewing them and their ideas through their own lenses. These perspectives may not be accurate or fair, but it is the way people are seeing you (12). While you cannot necessarily change peoples’ values or perspectives, you can take them into account when presenting yourself and your ideas to them. Monarth discusses the laws of “deletion, distortion, and generalization (16).

Monarth also presents a discussion of emotional versus social intelligence (22). He argues that emotional intelligence is more inward focused while social intelligence is more outward. I am not sure Daniel Goleman would agree with his presentation. I have always understood emotional intelligence to be related to having empathy for other people’s feelings. Nevertheless, he offers “Seven Keys to Social Intelligence” (27). He even provides exercises where you can enhance your social intelligence in only seven days (28).

Monarth has an interesting chapter entitled, “How to Read People and Predict Behavior.” He notes that we cannot necessarily change peoples’ viewpoints, but if we understand them, we can better work with people to obtain the results we desire. He notes: “The whole point is to optimize an outcome rather than to judge others” (39). He identifies four key steps in understanding people which are: establishing a baseline, recognizing patterns, refining your assumptions, and drawing a conclusion” (42). He cautions that a common trap is to notice and over-weigh negative observations about others (43).

He also has an interesting chapter on “How to master the art of storytelling for personal and professional success.” He notes that people generally aren’t good at remembering facts. They need context. And “story is context, all the time” (65). He also notes: “When listeners have a difficult time comprehending your message, they will not blame themselves for not getting it; they’ll blame you” (78). Monarth gives a number of ways in which to build credibility with listeners. These can at times sound manipulative, but in reality they are simply recognizing how people perceive information and the messengers who relate it to them. Wise communicators always take these factors into account.

The author also has an interesting section in his book entitled, “A brand is a promise: what does your personal brand say? (125). Much of this material is presented in an effort to help the reader “”separate yourself from the crowd” (133). Again, this is taken strictly from a secular perspective. Personal branding, however, is a huge issue in modern times. People are wise to consider what they have purposefully or inadvertently led their personal “brand” to become. Monarth also gives much advice on how to improve your image if it has been tarnished either in reality by your own actions, of through the malicious efforts of others. With Google and the universality of the Internet, people can post a negative blog about you that remains at the top of peoples’ searches when they investigate you. Monarth gives practical tips on how to make your Internet image more positive. I found the final chapters a bit tedious. Monarth provides a lot of technical suggestions on improving your image and damage control wen you collect bad press. I suppose if you NEED his suggestions, however, you might find his material quite compelling!

Overall I found this book to be average. It does provide some practical suggestions that can be helpful. It offers some stories that create some interest. Overall the book just didn’t really grip me. Perhaps it contained a few too may lists, which always tend to lose my interest. Nevertheless, it does address some pressing issues for today’s leader. It wouldn’t be the first book I would send you to next, but if you are trying to think through developing your personal brand or you want to “make over” your current image, this book could provide you some great thoughts to get you going.

by Richard Blackaby

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Reviewing Leadership: A Christian Evaluation of Current Approaches by Robert Banks and Bernice M. Ledbetter

[rating:1.0]

(Grand Rapids, MI: Baker Academic Publishers 2004)

171 pgs

Reviewing Leadership is an interesting concept, surveying current approaches from a Christian perspective. The two authors, Robert Banks (Ph.D., Cambridge, director a d dean of Macquarie Christian Studies Institute) and Bernice Ledbetter (Ed.D, Pepperdine, former director of the De Pree Leadership Center at Fuller Seminary), present a reasoned and thoughtful approach to their understanding of leadership.

Chapters include:

1. The Growing Interest in Leadership Today: Definitions, Causes, and Issues

2. Biblical, Historical, and Contemporary Perspectives on Leadership

3. The Emerging Spiritual and Religious Dimensions of Leadership

4. Popular and More Substantial Faith-based Approaches to Leadership

5. Practicing Leadership Through Integrity, Faithfulness, and Service

6. Christian Leadership in Action: Some Exemplary Case Studies

This book takes a very traditional approach in discussing the differences between managers and leaders, various definitions and characteristics of leadership, role of women in leadership, role of faith in business, distinctions between denominational leadership models, and offers a few historical examples of various types of leadership in the Christian arena. Sadly, most of the examples are seriously dated, and much of the discussion about leadership comes from the past rather than the present or even what the future may require of leaders. Many of the leadership models cited are from denominations in serious decline who are in search of better models than they are currently using.

Not being a particularly academic person (yes I will admit it), I found the book reading like a dissertation, or an anthology of leadership issues rather than an engaging discussion of current leadership styles and issues that we face today (just look at the chapter titles). This book may be appealing to those who enjoy research and traditional approaches to discussions on leadership, but I found reading it to be not much different from trying to get a car to run with a bad starter: the key was turned, the gas pedal pressed and engine kept trying to turn over, but it just never got going.

Much deference was given to their mentor Max Du Pree throughout the book (who also wrote a fairly non-committal forward). I have no doubt of the author’s credentials, nor of their intentions for writing the book. However, in a fast-paced, technologically advanced, and ever—changing world, tired illustrations (geese flying in a V formation) and a discussion about the Apostle Pau’s various leadership styles in the newly developing church just does not seem very helpful to the contemporary mind. I certainly welcome looking at biblical models, but these principles need clear and present application to our culture and current challenges face. It would be far more helpful to read the leadership books the authors cite rather than this summary book, and to look at contemporary leadership books that demonstrate actual real life events and situations than to read this review. I feel like a good editor could have done much to help this book relate to people and issues of this decade, but that step was not taken. I feel bad to give this book a less than stellar review, and I am sure that there are many people who would enjoy reading this, but in terms of helpfulness to current leadership issues, and to holding my attention, I rate this book 1 out of 5 stars.

by Tom Blackaby

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Leadership: Theory and Practice edited by Peter G. Northhouse

[rating:3.0]

( Los Angeles, CA: SAGE Publications, 2013)

481 pgs

This book is a bit different than many I have reviewed in that it is a leadership textbook. I am teaching a Ph.D. seminar on leadership next week and this was one of the textbooks assigned by the school. I thought it might be good to review it here as a possible resource for those wanting a manual that surveys various leadership theories.

It must be said that this is, indeed, written to be a textbook. It is also intended to cover the waterfront of leadership theory. If you are looking for a light read, or a presentation of a particular view, this book is not for you.

However, if you have read much in the leadership field, you may have been somewhat confused by the numerous terms, books, and proponents that crop up. If so, this book could be a useful reference for you as you seek to understand the most influential theories on leadership and to learn how they are related or divergent from each other.

This volume examines many of the most common leadership theories such as the trait, skills, styles, and situational approaches. It looks at Contingency, Path-Goal, and Leader-Member Exchange theories. It also examines Transformational Leadership, Servant Leadership, Authentic Leadership, and Team Leadership. It presents the Psychoanalytic Approaches well as presenting Women in Leadership, Culture and Leadership, and Leadership Ethics issues. In each case the editor surveys the primary theorists of each view, the dominant writings in that field, and then presents strengths and weaknesses of each approach. There are questions that help readers to interact with the views as well as extensive bibliographies. Certainly those seeking to broaden their understanding of the subject of leadership will find this a helpful resource.

The author offers a survey of the changing emphases in leadership theory through the decades before eventually landing on his own theory. It is: “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal’ (5). I might challenge his use of the terms “individual” and “group.” Teams can provide leadership as well as individuals. Likewise, leadership could be exercised over even just one other person and not a group. Nevertheless, it is a workable definition, emphasizing “influence” and the achieving of a common goal.

The author identifies his own understanding and view of leadership at the outset, and then for the most part, attempts to deliver an objective presentation of the various views. As you read, you are struck by the fact that most views have at least some merit and several appear to deal with significant leadership issues that people commonly experience. You are left with the recognition that while leadership is a commonly recognized and valued practice universally, there continues to be an inability to clearly define it and to develop one comprehensive view that embraces every aspect of the subject. It is also clear that some views, such as authentic leadership or women in leadership or cultural leadership issues have arisen out of current social issues. For instance, after the enormous moral failures by prominent CEOs, there has been an increased desire to develop leadership approaches that carry a stronger ethical component. Likewise, with increasing globalization, modern leadership views must take cultural differences into account.

As an aside, it also becomes clear that while several of the views, such as Transactional Leadership, or Authentic Leadership or Servant Leadership certainly lend themselves to Christian values, there are no inherently Christian views of leadership (Although my dad and I get a start to one in Spiritual Leadership!). This is a secular textbook and as a result, it does not take into account specifically Christian concerns or perspectives.

I am not sure I would have normally read this book if it had not been required in a seminar I had been asked to teach. Nevertheless, it is a book I am sure I’ll reference again as I seek to deepen my understanding of the various issues related to leadership. While it is not boring as far as textbooks go, it will not rival the more popular leadership writers either.

This is a resource book and so will only be useful to a limited number of people. As a result, I have rated it with only a 3.

by Richard Blackaby

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Unusually Excellent: The Necessary Nine Skills Require for the Practice of Great Leadership by John Hamm

[rating:4.0]

( San Francisco, CA: Jossey-Bass, 2011)

230 pgs

John Hamm is referred to as “one of the top leadership experts in Silicon Valley. He was named one of the country’s top 100 venture capitalists in 2009…a CEO, a board member in over 30 companies…a CEO advisor and executive coach to senior leaders…[teacher of] leadership at the Leavy School of Business.”

Hamm outlines his philosophy of leadership through his “Nine Skills of Leadership. They are, in many ways, common sense behaviors for leaders, but it appears there is a decided lack of common sense taught in business schools today. His book is filled with many examples of business leaders, current and past, who have modelled these skills, as well as those who have learned well from their mistakes. Hamm is good at pointing out mistakes are leadership killers only if a leader cannot learn and grow from them.

Part One of the book begins with “Credibility” or character issues with chapters titled, “Chapter One: being Authentic: the Courage to Be Yourself”, “Chapter Two: Being Trustworthy: the Consistency of Integrity”, “Chapter Three: Being Compelling: The Commitment to Winning” each dealing with the credibility factor of a leader. Hamm insists that each leader must earn the right to lead through their character, which is seen both in the company and outside of it. Hamm sees the importance of leading from a strong center within the leader, and character issues will always make or break a good leader. If who we are as a person is questionable or offensive to our employees, our competencies for leading will not be enough to hold their respect much less any admiration or loyalty. As a leadership coach Ham states, “There are three failure modes that I will decline to coach – integrity, commitment and chronic selfishness (that is, manipulating outcomes for individual gain at the expense of the larger opportunity) – because these are character traits, not matters of skill, practice, knowledge, or experience.” (p.52). It is interesting that Hamm begins the book with this chapter, but not surprising as the lack of good character has brought many top business leaders down in recent years both in the business community and in the church community.

Part Two of the book deals with issues of “Competence” and leadership skills. It covers such topics as developing teams, choosing people based on what they have to offer rather than where they are on the flow chart, developing strategies and plans for winning rather than coming in between second and last, and developing measurable indicators for success. Hamm encourages leaders to hire high-performers because they will set a different standard; they raise the bar for everyone. He says the leader’s role is to “Hire the best; Focus on “fit”; “Make it a team”; and, “Lead that team to victory” (p83). I appreciated Hamm’s insight in differentiating between a bad performer and a bad plan. He observes that sometimes it is not the employee that is under-performing; it is the plan that you have made them follow that is inhibiting success. Whether it is the leader’s competencies or the staff’s competencies, they must all work together in a complementary fashion if organizational goals are to be achieved. The leader’s primary task is to develop a talented team that can actually work together without jealousies or territorial protectionism for any company to succeed.

Part Three of the book spends time looking at the “Consequences” of leadership or the legacy a leader leaves behind in the culture he or she has developed, the values he or she has instilled in the company as well as other issues regarding effective communication, values-based choices, and the transfer of a leader’s influence to followers. Near the end of this chapter, Hamm offers 7 questions every leader must address when leading his people:

1. What are we doing? (Vision and mission)

2. Why are we doing it? (Purpose and goals)

3. What’s the plan to win? (What’s the strategy here?)

4. How are we doing? (Results and status – health of the business)

5. What is my part in the game? (What do you expect from me?)

6. What’s in it for me? (Why is this a compelling place for me to be?)

7. How am I doing? (Give me feedback, acknowledgment, appreciation.)

It is my experience that many leaders today never get around to answering all of these questions for their followers and their failure to do so hinders their effectiveness as a leader and limits what the organization could otherwise have achieved.

The many pertinent quotes Hamm includes throughout the book could easily be put into a file of leadership wisdom for future reference. From businessmen, soldiers and religious leaders, to athletes and politicians, there are many valuable insights. For example, “We can’t solve a problem using the same thinking that created it” (Einstein); “Hire people who are better than you are, then leave them to get on with it. Look for people who will aim for the remarkable, who will not settle for the routine.” (David Ogilvy); “I had a plan, then I got hit.” (Joe Luis, boxer).

Hamm differentiates between “leadership” and “leading people”. Giving leadership may involve strategizing, setting goals, defining measurable outcomes, preparing reports, and answering to a board of directors, but ultimately leadership is judged on how well a leader can lead people to work together to accomplish their predefined goals. “Leader” is not an honorary title, it is a constant “24 X 7 X 365” activity.

The strengths of this book obviously come from a vast experiencing of leading companies, coaching leaders, and staying in the middle of the business community on every scale. The personal insights, conversations, anecdotes, and asides are informative, insightful and useful. We can learn much from other people’s successes and failures. We can pat ourselves on the back for doing the comparably right thing in leadership and wince as we see ourselves in the mistakes others have made. The strategies for “winning” can often be seamlessly applied to any organization because every organization depends on leaders who know how to lead people well. Although I have not worked in the business community as a career, I found myself constantly applying the principles and insights from this book to the Christian organization. Hamm offers little to no discussion on non-profits, but even non-profits and ministries need to ask the hard questions Hamm includes about leadership, results, effectiveness, competencies, and other leadership issues addressed in the book. I recommend this as reading to any pastor, businessmen, leader, who wants to grow personally to become more effective in leading people.

The weakness of this book would pertain to the limited inclusion of any cross-cultural anecdotes and the few international stories as it is primarily based on business leaders in the United States, as well as any real focus on leading non-profit organizations.

by Tom Blackaby