To Improve as a CEO, Operate Like a Pastor
It’s not uncommon for pastors to be admonished to operate more like a CEO, but seldom is a CEO admonished to operate like a pastor. At first glance it would not appear that pastors and CEO’s have much in common. Yet, if they’re effective, the best pastors and their churches have a great deal to teach CEOs.
For example, in 2006 Bob Russell retired as pastor at Southeast Christian Church after over 40 years. During his tenure the church grew from 125 to more than 20,000 members. When asked about the Church’s success, Bob would respond simply that it was God’s blessing and “keeping the main thing the main thing” (preaching, teaching and living the Gospel). Translated, success means understanding the purpose and keeping it in the forefront of everything we do.
For many years Bob reinforced that purpose so it was commonly understood and embraced by a majority. The mission was printed in church literature and posted around the church. Also, the pastor regularly taught on the scriptural basis for the mission, and organized church ministries around it. Bob said he also challenged the church to achieve big goals through strategic planning every few years. This kept them focused and moving in a positive direction.
To ensure the congregation understood it all, Bob also offered eight one hour classes entitled, “What We Believe,” for new members. They learned about the church mission and doctrines, but they also learned what was available to and expected from them as members. Bob commented:
“People learn up front what they can expect from this body. It gives them an opportunity to plug into the values of this church. And we say, ‘Ok, here’s what we stand for; here’s what you can expect from the pulpit.”
With 20,000 members and 300 employees, the church long ago outgrew his ability to control everything. Bob explained how he adapted:
“When I started I had 125 people. I could visit the hospital, counsel marriages. I knew everyone’s name. And then it started growing beyond my control. I could panic, feel like I am losing it and clamp down, or I could change. I had to change and become an administrator and then eventually a shepherd of the staff and the leaders of the church.”
Bob noted that another part of church growth is recruiting the right staff and volunteer leaders and then giving them freedom to use their talents. He explained,
“90% of leadership is finding the right people. You get wrong people and it doesn’t matter how much direction you give. Get the right person and give them responsibility, resources and encouragement, its amazing what they’ll do. You can’t smother people and box them in. (You must) give them freedom to do what they’re gifted to do.”
Clearly, if pastors intend to lead, then their duties must expand. In Bob’s case he’s a model of leadership for any organization. Granted, the mission and dynamics of a church are different and there are probably as many power wielders in the pastorate as there are leaders. Nevertheless, as far as communicating, knowing how to motivate church members, building consensus and leading around a common purpose are concerned, CEOs could learn a thing or two from effective pastors like Bob.
Overcoming Obstacles With Vision
Leaders must overcome obstacles almost daily to advance their respective missions. So how does that happen? Well, I thought a quick look at how a few survivors have done it might be helpful.
Frankl’s Perspective
In Man’s Search for Meaning, Victor Frankl provided a vivid look at his struggle for survival in Nazi prison camps. He noted first that it was important for him to have a strong sense of purpose that could transcend his circumstances.
Lessons From A Survivor
Frankl’s insights reminded me of my father-in-law. In 1941 George Rogers’ recruiting officer, convinced him that the Philippines was a poor man’s paradise. George enlisted and soon boarded a ship. He arrived in “paradise” with six other men from the 4th Chemical Company. As it turned out, George was the only survivor.
Two months later Pearl Harbor was attacked and then the Philippines. The troops went first to Manila and then to Bataan, where they fought for five months. Finally, in April General Edward P. King surrendered.
Surviving in Harsh Conditions
Some 76,000 Americans and Filipinos marched over 100 kilometers in scorching heat and no food or water. The troops had rationed food so they were weak and suffering from sickness. Men carried sick friends but as they fell, they would be shot, stabbed or run over by tanks. On the march alone, 10,000 men died. Then George and others were loaded into steel boxcars and shipped to Camp O’Donnell in temperatures reaching 120 degrees. By July, 1500 additional Americans and 25,000 Filipinos died.
George was shipped to Japan and forced into hard labor at a steel mill. For over three years, he had a starvation diet that left his 6’3″ frame weighing only 85 pounds. He endured beatings, humiliation, Malaria, dry Beriberi, amoebic dysentery, helping bury 1,600 Americans, and much more at the hands of his captors.
Keeping the Vision Alive
Yet, he was neither defeated nor lost hope. When I asked what sustained him, he described two things. First, George believed in God. That faith bolstered him with an optimistic understanding that despite his circumstances, God still had a purpose for George. Evidently, prisoners who lacked a transcending purpose were quickly overwhelmed and died.
Vision that Transcends Circumstances
Second, George developed a vision for the future that transcended his present circumstances. After the war, he would go back to St. Louis, marry Barbara Randall, graduate from St. Louis University, secure a good paying job and raise a large family. George also discussed this vision with a friend from St. Louis. He kept it alive and the meaning it provided helped sustain him:
“You need something to look forward to,” said George. “Our news was old. We didn’t get correspondence, so having something to look forward to was helpful. And having someone who also knew the Randall family helped too. We talked about the beautiful Randall girls, and I was going to marry Barbara and eventually I did that. I also graduated from college, have 5 wonderful kids and to this day I still have my hair and teeth.”
George’s experience offers would be leaders a powerful illustration of how a strong sense of purpose and a clear vision can sustain a person or an organization in the midst of hardship. George’s vision and philosophy have not only helped him survive, they have also prospered him with faith, family and prosperity that he still enjoys at 97.
How Vision Affects Fundraising
When we counsel clients on strategic planning, part of the stakeholder retreat includes the creation of a vision statement. This statement answers who the organization wants to be or become and by when? A well-defined vision plays an important role in increasing fundraising effectiveness and capital campaign success.
Leading is Transforming
Lessons from A Christmas Carol
Leadership and leader-follower relationships, are about transformation of people and organizations for the better. That clearly was the theme of A Christmas Carol. As a result of being led by spirits of Christmas past, present and future, Scrooge was transformed. These mentors led him through a series of purposeful and sometimes painful experiences that changed Scrooge’s life. Through their guidance He came to an understanding of his own selfishness and the needs of others around him. Eventually Scrooge chose to use his resources to transform the lives of others because he himself had been transformed.
Defining Transformational Leadership
James MacGregor Burns called this transformational leadership. Leaders recognize higher needs in followers (love, hope, meaning, esteem) and engage them fully by seeking to meet those needs and convert followers into leaders. According to Burns,
“transforming leadership raises the level of human conduct and ethical aspiration of both leader and the led. Leaders engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.”
Though leader-follower relationships begin with transactions, they shouldn’t end there. As leaders earn credibility and trust through their transactions, they also gain more power to influence and elevate followers in transformational ways. According to Burns, moving followers, “to higher levels of motivation and morality,” is one of the primary evidences that leadership exists. It implies regard and respect for and commitment to followers.
Jesus as a Transformational Leader
Over more than 2,000 years, no leader has influenced more people or changed the world more profoundly for good than Jesus of Nazareth. In Jesus we have what is arguably the best example of a transformational leader. Witness His relationship with His disciples. Jesus understood they had both intrinsic value and very human needs. At their first encounter He engaged them in a transaction He initiated, filling their boat with fish. That clearly elevated His credibility. Jesus also made other promises to disciples; He delivered on those promises and His credibility grew. His genuine regard for followers was manifest in the many acts of love, kindness and service He extended to them.
Relational Dynamics are Key
These relational dynamics demonstrated His commitment and eventually transformed His disciples. Actually, His actions deepened their commitment both to Jesus and to the common purpose they shared with Him. By teaching, healing, challenging and loving these mostly uneducated and sometimes cowardly followers, Jesus transformed them into courageous and committed leaders. His mission and values became their mission and values. In fact, so powerful was the transformation that they boldly carried on the organizational mission in ways that cost most of them their lives.
Yet, the power to lead and transform didn’t come through any worldly position Jesus may have held. Instead it came through the relationships Jesus shared with them and the love, commitment, respect, sacrifice those followers experienced. It is a clear illustration that leadership is not a position; it’s a relationship with enormous potential to achieve and transform for the better. In our church growth consulting we encourage this type of leadership for pastors. While they may be tempted to wield power, would be leaders must recognize that transforming individuals and organizations requires them to understand and act on the needs and wants of followers. This approach shows them how to motivate church members. And when they do that they’ll be leading and helping to maximize church growth.
Are You Loving or Commodifying Your Congregation?
Valuing People
Being loving means recognizing the intrinsic worth of individuals and treating them with genuine dignity and respect as people created in God’s image. That should happen unconditionally, apart from the person’s wealth, power, abilities or personal attributes, because this is the way Jesus designed it.
By contrast, valuing and respecting people only to the extent they can “produce” in some way is not loving them at all. When one’s value is measured primarily by utility, people share the same status as a commodity.
Viewing People as Commodities
The commodities market is clearly beneficial to investors and producers. However, quantifying the value of a person is now being extended well beyond business. It is influencing just about every kind of relationship including life in the church and particularly marriage. Nobel Prize winner Gary Becker made this point more than 40 years ago in, A Theory of Marriage: Part II. Becker demonstrated how even the most intimate of human relationships can be commodified, cautioning that “economic theory may well be on its way to providing a unified framework for all behavior.”
The Role of Utility
Dr. Becker argues that the selection of a spouse, how long to stay married, whether to have children, can all be quantified. He uses a series of related utility functions (income level, physical capital, intelligence) to calculate value. This is not to suggest that vast numbers of people are testing mathematical correlations to select marriage partners. However, it’s clear that such variables are becoming more prominent in relationships, particularly in the church. This is not a good way to promote church growth.
Biblical Model of Covenant
Ironically, growing evidence indicates that the Biblical model of covenant applied to relationships in any kind of organization, is far more productive than the commodities model. That’s because commodities can be manipulated, but people must be led. As fundraising consultants, we see that organizations built on the principles of covenant, are ones where leaders respect and value people intrinsically. It makes sense that rather than being commodified, people would prefer to be treated lovingly. And after all, isn’t that the way Jesus told us to treat one another.
The Commodities Model in Organizations
Yet, organizations still cling to a commodities model in just about everything, including human relationships. It’s what we know. The “value” of individuals is often measured by how well they can serve my self-interests. That certainly is prevalent in selecting leaders in the church, at least in some churches. The intrinsic worth of individuals is sometimes lost in a culture of non-related performance measures. Not that performance isn’t important, it is. But what does corporate achievement have to do with leading in a church and knowing how to motivate church members? Clearly covenanting with people is a far more loving and productive proposition than commodifying them.
When relationships are steeped in consumption rather than commitment the product of the relationship (what I receive) becomes more highly valued than the individuals. Human interactions are reduced to the exchanges of products, services or resources. Conversely, when people are valued intrinsically and bonded together in love, they tend to give themselves more fully to a purpose, and productivity often skyrockets.
Truly Loving Church Members
Unfortunately, though it is far less effective, such commodification still seems to be the model of choice in many churches. Yet, it doesn’t have to be that way. Spiritual maturity transcends career. There are as many spirit led plumbers as there are CEOs. The job of pastors is simply to find and love them.
Highland Presbyterian Church Louisville, KY
Labor Day of 2015 was memorable for Cynthia Campbell Pastor of Highland Presbyterian Church. “It was during this time we discovered a crack in the main truss of the roof of our sanctuary,” she recalled. In fact, the damage was so severe that the congregation had to relocate worship services to a different building on campus until the roof could be repaired. “We were faced with the question of how to pay for it?”
In response to the urgent need a taskforce was formed to evaluate launching a capital campaign. Part of their due diligence included researching and interviewing consulting firms. “The Covenant Group stood out because they were local and had a good grasp of Louisville’s philanthropic landscape. They also had an impressive track record of campaign success and were highly regarded by several of our members.”
In addition to the roof project, the committee compiled a list of other projects that needed to be addressed. “When we combined all of the projects together they totaled $4.7 million. Although the feasibility study revealed that achieving this goal could be a stretch, church leaders were adamant that we needed to tell the congregation all that needed to be done and what it would cost.” Campbell states that there was considerable apprehension among congregants about undertaking another campaign so soon after a campaign begun in early 2006 (which ran into the recession). “People were discouraged by the results of that effort and the fall-out lasted a long time.”
This campaign was different from the start though. “The most helpful thing The Covenant Group did was provide us with a very organized, clear process. It was so well laid out” Campbell complimented. “We just had to follow the instructions and by doing so we were successful.” Comparing her past experience with institutional campaigns Campbell remarked, “the process worked as well as any I have ever seen. Providing the campaign manuals helped us not waste time trying to decide the next steps …we knew exactly what to do and when to do it.”
She describes The Covenant Group as “professional, engaging and flexible. They let us modify the model as needed to better fit our church.” Campbell continued, “Success depends on the organization’s fit with the consultant. Can the consulting firm adapt to match the ethos of the congregation? The Covenant Group was a great match for us.” The campaign was completed on a very compressed timeframe, January to May of 2016, which also included doing a feasibility study up front. In June, church members received the exciting news that the $4.7 million goal had been surpassed.
Campbell reports that in addition to the financial results, other benefits have come from the campaign’s success. “We have seen member involvement increase, there is a renewed energy and positive feeling of success among members and we will be back in the sanctuary by September of this year.” And as for the campaign leadership once hesitant about the campaign, “they refer to the entire process as ‘painless’ and ‘actually kind of fun’”. Campbell concluded by saying, “I have hired and fired a lot of consultants during my career. However, given the process and the results, I would absolutely recommend The Covenant Group to others seeking campaign counsel.”
Want Success as a Leader? Pay Attention to the Coaches
Coaches as Leaders
It is not surprising that in sports we see some of the best and worst examples of leadership in the player-coach relationship. Recently, the Sport in America survey found 78 percent of respondents say that inappropriate behavior of coaches is the most serious problem facing sports today. Witness the recent firing and resignations of the Baylor Coach, Athletic Director and President after controversy over how they handled sexual assault allegations. The Hamilton Report noted, “In some cases, football coaches and staff had inappropriate involvement in disciplinary and criminal matters or engaged in improper conduct that reinforced an overall perception that football was above the rules and that there was no culture of accountability.”
True or not, the allegations created a perception of faulty leadership, and perception is often reality. In Baylor’s case, the integrity of the institution was on the line, and the report forced the Regents’ hand. But problems like these are evident in any field including churches, schools, nonprofits and businesses.
Coaching is a Covenant
At its best coaching is a covenant between leaders and followers, where the coach invests time and energy in the development of individuals. The most effective coaches are concerned, not just about how athletes perform in competition. They also seek to develop them for life. True, performance is important. Yet, even more important is develop learning how to play operate effectively well within the context of team, rules and ethical behavior. If it’s done well, coaches equip players not only for a successful season but also a successful life.
An Exemplary Coach
One of the best examples was former UCLA basketball coach John Wooden. In an interview I had with the late coach, he explained that his relationships with players went well beyond winning and losing. He had created a close “family” culture, which at its core included high levels of commitment, trust and caring between the coach and his players. He explained, “I often told my players that, next to my own flesh and blood, they were closest to me. I got wrapped up in their lives and their problems.”
Coach Wooden developed players individually, but they also came together as part of a larger unit. Essentially, the team could achieve incredible success, but at the same time, the individual players could grow in ways that would benefit them long term. Coach Wooden explained,
“ I wanted them to be considerate of each other. Our players were an extension of our own family. Players often referred to my wife (as) their mother. And I wanted them to feel close with each other and to know that I was concerned about them as I would be my own children and not just as basketball players. They wouldn’t know this (at) first but I hoped they would perceive it as time went by.”
The Lasting Impact of a Great Coach
The coach clearly demonstrated leadership not only in his championships but also in his lasting influence on players. That influence is captured by the words of former UCLA and NBA great, Bill Walton: “Coach Wooden represents everything that is good, not only in the world of basketball, but life in general. He is such a positive influence on everyone. He has taught me everything I know. Not so much about basketball, but about life.”
Need Coaching?
As fundraising consultants we have the opportunity to coach clients in several key capacities. We see many organizations in need of nonprofit strategic planning. We are excited about our recently released online strategic planning products. Our four modules will coach you through the steps so you can put together a winning strategic plan for your organization.
Why Leadership Matters
Learning From Military Movies
This past Memorial Day, I watched the movie the “Green Beret,” staring John Wayne. In scene after scene, the Duke led his men into and through some very dangerous missions. As I watched the 1968 film, I was reminded that leadership really does make a difference. A little later that day I watched Heart Break Ridge, and again I noticed a leader making a difference.
I said to myself, “Well sure they’d follow, John Wayne. He was their Colonel who commanded them.” That’s true, but the Duke exhibited other relational characteristics that had nothing to do with his rank. In fact, he hand-selected his men, and in so doing demonstrated confidence both in their potential and their abilities. Experiencing the Colonel’s confidence motivated the men to a higher level of performance, because they trusted the Duke and didn’t want to disappoint either the colonel or their fellow soldiers.
Relationships are Key to Leadership
The motivation of the men following John Wayne into battle had very little to do with his position and much more to do with his relationships with them. They were empowered by the Colonel to use their various gifts to help achieve the mission and that helped build trust. Later on, I noticed that the same thing was true of Clint Eastwood in Heartbreak Ridge.
In fact, the motivation of the men in Heartbreak Ridge again had very little to do with the position of Clint Eastwood. He played a Marine Gunnery Sergeant, and his success had a great deal to do with his battle tested experience and the relationships he built with the men. He wasn’t the commanding officer of his unit. The men all served under a 1st Lieutenant who was fresh out of college. Fortunately, though the lieutenant allowed Eastwood’s character both to lead and to mentor him. That trust he exhibited allowed them both to complete the missions successfully and for the 1st Lieutenant to become a leader.
In both movies, the missions could not have been accomplished without the contributions of the team members. However, those individuals would not have been anywhere near as effective, apart from the leader who brought them together and developed them into that team.
Leadership in Real Organizations
Well, you might be tempted to think, that may be true in the movies, but in real life it’s different. But is it? Believe me when I say that in my work as a fundraising consultant I’ve seen many organizations that are far more successful when they have leaders who engage the people around them. How does that happen? Just like the Gunnery Sergeant and the Colonel did, those leaders care about the mission, recruit the right people, believe in those people, know how to motivate church members and/or staff and empower them to contribute.
Leadership Lessons from Hollywood
That all sounds simple, but you’d be surprised at how many organizations don’t have leaders who can or even want to do these things. On the contrary, we find many who don’t. Among other things, our company helps churches that are planning for a capital campaign organize and manage the scope of work. We’ve never had a church campaign fail to achieve its goal, but the ones who have struggled getting to the goal often lack the kind of leadership necessary, either in the senior pastor, elders, deacons or parish council members. Of course the Duke and Clint are unique examples, but if you want to lead effectively, a good place to start is to follow their examples.
Leadership Really is a Covenant
Observing Covenant
I used to think of leadership as the person in charge. However, my notion changed in the early 1990s when I began studying both the concept of and close, dynamic and highly productive relationships called “covenants.” Like most people, I understood covenant in the context of marriage, but I was fascinated to find examples existing in just about every kind of organization I examined.
Though the evidence was less obvious than in marriage, when organizations applied the principles of covenant in relationships, the results were highly beneficial for everyone involved. That really is when I began realizing both that covenants are the result of leadership and that leadership itself is a covenant.
As I studied I found that throughout history and in just about every culture known to man, people have committed themselves to each other in relationships called covenants. The concept applies everywhere, in community life, sports, business, religion, fundraising and just about any kind of organization one could imagine.
Rituals Communicating Covenant
Like they do in marriage, in many cases people have also established and participated in rituals that communicate their covenant commitments publicly. In fact, throughout history there have been multiple forms. For example, karat berît was an ancient near eastern ritual, consummated when individuals seeking to unite for a common purpose, walked through two columns of animals that had been slain. Though primitive, the pieces of the animals to the right and to the left signified the gravity of the commitment. In essence the participants would be saying, “May the fate of these animals be my lot if I do not fulfill my oath.”
Literally translated, “To cut a covenant”, karat berît was both an irrevocable pledge and a joint proclamation of mutual commitment between parties.[i] (Hillers 1969). Although cultural expressions of this ritual have evolved into less graphic forms, the fundamental underpinnings of covenant still exist today. However, that begs a question. Are the covenants we see merely the faint residue of what some may consider to be an antiquated and barbaric tradition, or are they still relevant and vital to society today?
Covenants in Business Relationships
The more I discussed these concepts, the more they resonated with people. Granted, while covenants between leaders and followers do promise to maximize potential, in business or any other kind of organization; covenants cannot by themselves guarantee success. True, covenants can greatly enhance the likelihood and the degree of success, but they are not a remedy for product or service deficiencies, ineffective planning, lack of church financial stewardship or other shortcomings. That point aside, I’ve also found it to be true that where covenants flourish in organizations, deficiencies are likely to be fewer.
To date, I’ve had hundreds of discussions about covenants, some in the form of church leadership consulting others in interviews with individuals from all walks of life. This includes business executives, politicians, ministers, police officers, a fire chief, distinguished educators, sports figures, authors, laborers and just about anyone who would talk about the concept with me.
Defining Covenant
Simply defined, a covenant is a reciprocal relationship based on mutual trust, respect, and commitment where two or more people are willingly bound together by a common and ethical purpose. That purpose is bigger and more important than any one individual’s interests, and it provides meaning and hope for everyone involved. Interestingly, the results of covenants and effective leadership are the same. Hence the title of this article and my book emerged naturally from my studies of both leadership and covenant.
Prince of Peace Catholic Church, Madison, IN
Prince of Peace Catholic parish had an urgent need. The steeple of the church was falling down and required emergency repairs. In addition to the steeple work, the church also needed exterior paint and other updates. After concluding a feasibility study, the church set a goal of $1.5 million.
Pastor Chris Craig states that the goal represented a significant stretch. “Past campaigns the parish had conducted raised an average of $900,000.” Although another firm had helped with the feasibility study, at the recommendation of the Archdiocese, Prince of Peace parish decided to hire The Covenant Group to provide counsel during the campaign.
“When we first met Len, we could tell he was personally invested in our success. He was committed to the end result and helping us achieve our goal.” Pastor Craig described The Covenant Group’s process as “energizing”. He continued, “They really motivated our leadership, who were a bit reluctant at first. They helped us define our needs clearly and then they helped us get the parish involved. We had over 200 volunteers engaged at some level. The campaign went from ‘we have to do it’ to ‘a genuine excitement about it’ and the spiritual aspect became a key component.”
Father Craig described Len’s leadership style as “very hands on.” He adds that “the process empowered me to become much more confident in fundraising techniques and in striving towards larger goals.” As Celebration Weekend approaches campaign leaders are thrilled to announce that more than $2 million has been raised! “We are shocked. This campaign has been much different than past campaigns. People are doing more, digging deeper. We already have significant funds collected and in the bank. We will begin renovation work next month”.
“One really smart concept The Covenant Group recommended was the 5-year pledge period” commented Father Craig. “By allowing people to spread their pledges over a longer period, people were able to give more. They are choosing weekly and monthly giving options. We have seen gifts grow from $20,000 in a 3-year campaign to $50,000 in a 5-year campaign.” The longer period has really made a difference. He further noted that they are now working to try to get as close to 100% participation in the campaign as possible.
When asked if Father Craig would recommend The Covenant Group to other churches seeking counsel, he responded. “Absolutely! I may be at 2 or 3 more parishes in the future. When I am in a situation where our church needs to raise money, they will be the first call I make”.
Leadership is a Relationship Not a Position; a Covenant Not a Contract
Lots of Information But Little Leadership
At most bookstores, it’s fairly easy to find attractively packaged books on leadership. In one store alone, I counted twenty different titles with the word “Leadership” in them and dozens more on related subjects.
With so much literature available, one might assume we have a pretty good grasp of leadership. But, even a cursory view of the nightly news demonstrates quite the opposite. Almost daily we hear stories of entrusted “leaders,” who violate that trust with breaches of integrity.
- A business fails from illegal activity
- A CEO is charged
- A coach cheats
- A pastor leaves for moral problems
These are all haunting reminders of people who were entrusted as leaders but failed. Why do we see record numbers of books about leadership at the same time we also see record numbers of leaders failing?
Leadership Crisis
I actually believe we’re in the midst of a leadership crisis, and it’s not limited to business or politics. It’s evident in our homes, colleges, communities and even our places of worship. Simply stated, people are deeply interested in leadership because they long for it. And, when they do experience leadership, it inspires them to follow.
Yet, if leadership is really that rare, what do we call the many organizational heads normally called leaders? James MacGregor Burns called them power wielders. Peter Drucker even said they were misleaders. The point is, there’s a big difference between being the head of an organization and being a leader.
Leadership Equals Relationships
Ultimately, leaders are known not only by what they accomplish but also by how they accomplish it. As nonprofit strategic planning consultants, we counsel that the process always involves people. In fact, leadership is far more about relationships and influence than it is about achievement. Certainly, achievement is important, but if you want to capture the essence of leadership it goes well beyond achievement.
The capacity to lead simply cannot be found in church growth trends or the capacity to generate revenue. Rather, it resides in the dynamics of relationships between leaders and followers, and it goes well beyond contractual obligations. Letter of the law relationships (contracts) cannot motivate church members or inspire followers, nor can they facilitate their growth. Those are the responsibilities of a leader, responsibilities that extend well beyond the basic requirements of a contract.
Making the Connection
Consider that the best teachers forge strong relationships with students; the best singers and actors connect with their audiences; the best coaches bond with their players; and the best leaders identify with and engage their followers.
More than one expert has pointed out that during the Kennedy-Nixon debates, John F. Kennedy actually lost the debates on substance. Yet, he was an overwhelming success and actually won the election because he connected with Americans. This President certainly was not without flaws, but as a leader, he identified with his followers. They also identified with him, and they willingly followed him.
Leadership is a Covenant
Effective leaders connect with and engage followers in relationships that pursue common purposes and achieve common goals. In so doing, leaders provide meaning and hope for followers.
At its core then, leadership is a relationship in which leaders and followers are connected and emotionally engaged in pursuit of common purposes. It is much more complex than a simple contract. Instead, leadership is a covenant, binding leaders and followers together in a common quest and enabling them to achieve far more than they ever would on their own.