(7 comments, 122 posts)
This user hasn't shared any profile information
Home page: http://www.KirlinCoaching.com
Posts by Kirk Kirlin
Leadership in a Culture of Cowardice (part twenty one)
Where and when did the role of Pastor become so closely associated with the characteristics of terrible leadership: anemic, people-pleasing, comfort-oriented, weakness-honoring, safety-bound, consensus-collecting, approval-seeking, distress-abating caretaking?
How did we get from the decisive, principle-inspired boldness of Jesus with the money-changers [Mt 21], Paul and the riot in Ephesus [Ac 19], and Peter on the first Pentecost [Ac 2] to this?
How did we move from the frightening judgment of Ananias and Sapphira [Ac 5], the power of God resting on Stephen at his stoning [Ac 6], and the early church leaders arrested for “turning the world upside down” [Ac 17:6] to a religious experience so predictable, routinized, and boring that men of any age, and people under the age of 40 stay away in droves?
Maybe you remember the Flo TV ad that debuted a few Super Bowls ago.
Sports announcer Jim Nance voice-overs the sad spectacle of a young man being led around the lingerie department by his girlfriend. Nance says: “Hello, friends. We have an injury report on Jason Glasby. As you can see, his girlfriend has removed his spine, rendering him incapable of watching the game.”
I’m wondering about the injury report on the Church in North America. Who has removed our spine?
Over the last twenty installments in this Leadership Courage series, five principles have been offered for pastors who find themselves leading amidst a culture of cowardice.
One: Courageous leadership is not about skill, technique, or knowledge. It is, most of all, about the presence of the leader as he or she moves through life.
Two: Take full responsibility for your own emotional being and destiny.
Three: Promote healthy differentiation within the church or system you lead.
Four: Stand, as an exemplar, in the sabotage and backlash that must come.
Five: Don’t “push on the rope”: the unmotivated are invulnerable to insight.
To this, we add a sixth:
Re-introduce yourself to the adventurous life.
Edwin Friedman, in A Failure of Nerve, observes: “What our civilization needs most is leaders with a bold sense of adventure… Our nation’s obsession with safety ignores the fact that every American alive today benefits from centuries of risk-taking by previous generations…every modern benefit from health to enjoyment to production has come about because Americans in previous generations put adventure before safety.”
What about you?
Leadership in a Culture of Cowardice (part twenty)
Examining courageous leadership, a fifth principal is: Don’t “push on the rope”: the unmotivated are invulnerable to insight. Watching ministers lead for more than thirty years, it’s breathtaking how diligently and fruitlessly so many labor to lead those who are least-motivated to follow.
No wonder the burnout rate in the pastorate is dwarfed only by the dropout rate.
Here’s an alternative, practiced by the most effective leaders in ministry: Pastor, live with your pioneers.
Make sure those most ready to follow your leadership populate your appointment calendar. Every week, spend most of your time with the pioneers: those who’ve trained themselves to take risks, to try new possibilities, to leap into the unknown just to see if something better can result. Ask about their passions for the things God has laid on your heart. Listen for the “overlap” between your vision and theirs, your heart and theirs, your passions and theirs.
This area of overlap is where you and they get to play!
Pray with them. Dream with them. If your dream is to touch the un-churched, envision the kinds of impact you’d most want to have on the lives of those you’ll serve. Imagine yourselves serving authentically, regularly, generously—for their benefit.
Do some planning and strategizing…but please don’t get a brain cramp trying to figure it all out in advance. Planning for ministry is an almost irresistible temptation for church people. Don’t waste your vigor over-planning in the familiar confines of your church conference room.
Quick, before you lose your nerve, get out there and bless people.
Thrust yourself into action with your pioneers. Get off the property. Meet civic leaders. Learn where your congregation can help, where you can make a God-honoring difference, and go after it. Love people. Serve them.
For Heaven’s sake, experiment.
Go-again, fearlessly and flexibly.
When what you tried doesn’t work—do something else.
Do anything else. Let these be rich times of learning and of enjoying the adventure together.
As your pioneers love and care for the un-churched in ways that bless their lives, they’ll be skeptical initially. They’ll be wary that church people would serve without an agenda, a “gotcha”, a hook. As you keep being with them for their benefit–and not for yours–their skepticism will be replaced by gratitude.
Communicate their appreciation broadly through the congregation. Raise the visibility of your pioneers; make them your “heroes” and make a big deal of their willingness to risk, innovate, and lead in the change.
Over time, the belongers will decide it’s beneficial and safe to join in. Have places ready for them to serve. Plan these in advance.
Eventually, more and more belongers will embrace the changes, until they become the “new normal” for your congregation.
All the while, another amazing transformation is taking place. As you continue serving the un-churched, from a place of humility and unconditional love, their gratitude will be accompanied by openness. When they ask about your relationship with God, then you answer.
“Always be prepared to give an answer to everyone who asks you to give the reason for the hope that you have.” [1 Pt 3:15b]
The key, Pastor, is to give yourself to the pioneers, the “yes” people, the adventurers. Suspend your preference to win over the resisters and to bring along the belongers. They will watch—from afar—and when it seems safe to them, they will begin to play.
In the meantime, have a blast with your pioneers. Make a difference in the lives of those you’re serving. Enjoy what God does.
Leadership in a Culture of Cowardice (part nineteen)
We’re investigating a fifth leadership concept: Don’t “push on the rope”: the unmotivated are invulnerable to insight.
I ask you to consider that people have trained themselves, through their lives, as to how they respond to change. All change. Every change.
Last time we introduced the pioneers. These are your visionaries, riskers, outcome-focused action-takers. Their primary concern is not safety, nor reputation. Pioneers thirst to make things better. Period. Full stop.
The majority in any established congregation, however, aren’t pioneers.
They are ‘belongers’.
They don’t like to stick out. They’ve trained themselves to move with the group, the community. Which is why they’re called “belongers”. Pioneers don’t care about fitting in. They care about making a difference. But, for belongers, it’s different. Very different.
Belongers will change when certain conditions are met.
Primary among these is whether the proposed change will succeed and be safe. They will embrace change when they decide it is safe and successful to do so—and not before.
You’ll never see a ‘belonger’ on the leading-edge of change.
No matter how good a leader you are, they won’t. It’s how they’ve trained themselves. And, pastor, you’re not gonna change that.
Only they can.
Resisters are steady. Loyal to what’s been. They show up whenever the doors are open. Traditionalists, they engage in church life much the same way people have for decades. They still tithe.
Resisters have trained themselves to avoid the possibility of loss.
They’re not likely to implement any change that can be delayed. A core motivation is to avoid being wrong, to avoid failure.
Resisters will embrace change, but not until the discomfort of not changing is greater than the risk they associate with the change.
Resisters and pioneers interpret life in mutually-exclusive ways. When a pioneer is presented an opportunity, as soon as she sees the possibility of improvement, her default is: “Why not?” The resister will intuit the possibility of failure or loss and think: “Why take an imprudent risk?” The belonger will move, but not ‘til it’s “safe”.
The culture you’ve established in your congregation will determine the predominance of each group. Curiously, “church” is one of the few places in American society where resisters can gather en masse. I suppose government is the other. Think bureaucracy, not politicians.
Here’s the key: Pastor, live with your pioneers!
Every week, insure that you spend most of your time with them. In the next blog, we’ll clarify what to do when you’re together, so the change you believe God wants, actually takes hold in the congregation.
For now, work to clear your calendar of resisters, and fill it with pioneers. It may take three months or more to wean yourself away from the passion-extinguishing tantruming of the unmotivated.
Proactively schedule your office appointments with those who are most responsive to your leadership.
Invest generously in their lives. Support them as they grow in Christ. You’ll enjoy it a lot more, and more Kingdom fruit will be borne, as well.
By autumn, you could be leaping into your workweek with a vigor, optimism, and enthusiasm that most of your folks have never seen in you.
Leadership in a Culture of Cowardice (part eighteen)
We’re investigating a fifth leadership concept: Don’t “push on the rope”: the unmotivated are invulnerable to insight. This perspective is of central importance to pastors who are committed to lead their congregations through change. Maybe it’s because the religious culture’s assumption that the shepherd’s role is to comfort and soothe the sheep, that ministers tend to give most of our time and attention to those least motivated to change. Of course, there are exceptions.
Yet, in my more than 25 years of ministry—much of it to ministers—it’s stunning how much of pastors’ time, thoughts, and prayers are consumed with those who are least motivated to follow their leadership.
While you are breaking yourself to provide compelling insight in an attempt to inspire the unmotivated, they are breaking your will to lead. They are road-blocking the change you believe God wants, and your efforts to see God’s Kingdom advanced in your city.
Once the pastor’s will is broken, it’s “lights out” for that church—and for the un-churched community the congregation was assembled, by God, to influence.
If you believe America’s a mess—morally, economically, spiritually—you wonder how it got this way. Could it be the Church has been hijacked from her mission to salt and light society, by complainers opposed to Kingdom-advancing change who demand their anxieties be appeased by their leaders?
Pastor, your courageous, decisive leadership is critically important. Your will, resolve, and stamina in the face of opposition from people you love dearly, is essential to the Kingdom’s advance in American society.
I want to help you avoid the energy-sapping, confidence-draining effect of the unmotivated on your leadership.
To lead, you can’t “push on the rope”.
Rather than focusing on the resistant, give yourself to those who are most willing to go with you. Give them your time, your creativity, and your energy. In any community, you’ll find three kinds of people. This is over-simplified just a bit, so you can use and benefit from the concept.
These are pioneers.
They are God’s gift to you!
Next time, I’ll describe the other types of people who dominate Christian congregations in the US. Then, we’ll dig into specific strategies to lead all three, so you don’t waste another ounce of energy pushing on the rope!
Leadership in a Culture of Cowardice (part seventeen)
We’re indebted to Edwin Friedman’s remarkably insightful examination of leadership in Failure of Nerve, for this fifth leadership essential: You can’t push on a rope: the unmotivated are invulnerable to insight.
Several years ago I was in Honolulu, in training with a catalytic character development ministry. I’d been “an apprentice” for what seemed like an eternity. It was late at night, and Dan, my trainer walked with me. I was feeling defeated… confused… perplexed. I’d been given the opportunity to facilitate a number of crucial conversations with seminar participants, and they hadn’t gone well. I clearly had missed it, and I didn’t know why.
I recount it in the hope that it will change yours as well. He said: “Kirk, you keep handing people fish!” “We are not here to give people fish. We are not here to teach people how to fish. We are here to provoke their hunger.”
When a man is hungry enough, he will feed himself. If fish is the way, he will teach himself to fish, find someone to show him how, or find a way to get fish out of the lake and onto his family’s dinner plate. In study after study in Western Europe, welfare recipients did not find jobs until after the government’s assistance ran out. Then, almost immediately they found work.
What Dan said to me next has changed my life.Hungry enough, they were no longer unmotivated. Motivated, they were vulnerable to insight.
They took risks.
They found work. And, they kept on working in the jobs they got. They fed themselves and their families. Starvation did not skyrocket. Neither, according to what I’ve read, did crime. The unmotivated are invulnerable to insight.
What might occur if you got great at provoking your parishioners’ hunger for God’s Word?
What if, this coming year, you devoted yourself to provoking their hunger for maturity?
What if your parish became a more uncomfortable place to remain spiritually and emotionally immature? You might get to reinvent yourself in the process. Trusting Jesus in ways you haven’t in a long time, you could trade familiar patterns and skills for fresh, provocative, people-changing ones.
Why wouldn’t you?
Leadership in a Culture of Cowardice (part sixteen)
You and I are indebted to Edwin Friedman’s remarkably insightful examination of leadership in Failure of Nerve, for this fifth leadership essential: You can’t push on a rope: the unmotivated are invulnerable to insight.
Think about Jesus’ parable of the farmer. [Mark 4:3-20] The key to fruitfulness was the soil …not the seed. Yet, we in pastoral ministry devote hundreds of our very valuable hours fussing over the seed—while ignoring the soil.
Does that make sense to you?
Look at it again: “Some people are like seed along the path, where the word is sown. As soon as they hear it, Satan comes and takes away the word that was sown in them. Others, like seed sown on rocky places, hear the word and at once receive it with joy. But since they have no root, they last only a short time. When trouble or persecution comes because of the word, they quickly fall away. Still others, like seed sown among thorns, hear the word; but the worries of this life, the deceitfulness of wealth and the desires for other things come in and choke the word, making it unfruitful. Others, like seed sown on good soil, hear the word, accept it, and produce a crop—some thirty, some sixty, some a hundred times what was sown.” [Mark 4:15-20]
Jesus’ directs our attention to the condition of the soil. “Some people are…” he begins. The unmotivated are invulnerable to insight.
In post-Enlightenment Christendom fussing over the “seed” makes up the largest portion of an Evangelical pastor’s work week.
Why have we given so little attention to tilling the soil of our hearer’s hearts?
Could it be that we’ve forgotten what business we’re in?
Maybe we’ve inadvertently supplanted the “make-mature-disciples-who-live-like-Jesus-business” with the “faithfully-proclaim-the-Word-of-God-business”.
Think about it.
We’re commissioned to faithfully proclaim God’s Word so that people around us live like Jesus.
To distill the ministry of the Gospel down to faithful proclamation without equal regard to the life-change taking place in those we lead is akin to straining gnats and swallowing camels.
If the unmotivated are invulnerable to insight and if the key to fruitfulness is the condition of the soil, would it be wise to get really good at soil preparation?
What if you cut your sermon prep time in half?
What if you dedicated all that time to working on the receptivity of your people’s hearts?
What if you started with those who are most receptive?
What if you focused your people-development energies on the most fertile hearts instead of those with the most rocky, barren soil?
What if you did what Jesus modeled and taught?
Leadership in a Culture of Cowardice (part fifteen)
What kind of pastor will lead the Church in our day to salt and light the world? Pastor, what can you do to arouse your church from its slumber and stand in the storm of insolence and juvenility that such a stirring will provoke?
For several weeks, we’ve been examining what it means to live and lead courageously amidst a culture of cowardice that appears to have captured the Church in North America, leaving American society rudderless in a tsunami of short-sightedness, sensuality, secularism, and self-centeredness.
Thus far, we’ve suggested:
- Courageous leadership is not about skill, technique, or knowledge. It is, most of all, about the presence of the leader as he or she moves through life.
- Take full responsibility for your own emotional being and destiny.
- Promote healthy differentiation within the church or system you lead.
- Stand, as an exemplar, in the sabotage and backlash that must come.
Now we turn to the fifth essential of effective leadership. As before, I’m indebted to Edwin Friedman’s remarkable examination of leadership: Failure of Nerve. Here it is: Don’t “push on the rope”: the unmotivated are invulnerable to insight.
I’ve done a little boating. A few summers ago in Leland, Michigan, you’d have seen me standing on a dock, tugging on a line endeavoring to center the hull of our friends’ Boston Whaler over the submerged bunks of a small boat lift. Without thinking, I “push” my hand out, imagining that, by this motion, the boat will somehow move away from me. As if I’ve presumed that the rope has somehow stiffened so that it can propel the boat away from the dock and over the lift.
Of course, it can’t.
You cannot provoke change by pushing on a rope.
Friedman offers this: the unmotivated are invulnerable to insight.
Yet, Sunday after Sunday, good hearted, well intentioned ministers stand in pulpits all over the land, bringing scintillating insights from God’s Word, trusting that learning will motivate life change.
Statistics, sadly, illuminate the truth of the matter. People, by and large, are not changed by our preaching—at least, not much.
Too many of our listeners are invulnerable to insight.
Without compelling motivation, there is insufficient hunger to embrace the price and pain that always accompanies change.
Even change that sounds good, change that would be preferable to what is, or change that could propel the listener toward an honorable outcome will elicit mental agreement, without igniting any action.
What, do you think, is the key?
Leadership in a Culture of Cowardice (part fourteen)
In this blog, we’re considering the fourth of nine traits of healthy leadership:
Stand, as an exemplar, in the sabotage and backlash that must come.
When confronted by opposition, this kind of leader will be swift to embrace the reality of God’s sovereign control and grasp the security provided by God’s unconditional love. She then leans into resistance with a posture of confident curiosity. “God has this!” she might remind herself while stepping toward those who, unnerved by fear, have turned against her.
A leader’s humility creates the opening to presence herself so resourcefully amid conflict.
In John Chapter 7, Jesus is teaching in the temple courts. When those who hear him speak begin to gush with affirmation, applauding his brilliance, he rebuffs them.
Jesus’ response: “My teaching is not my own. It comes from him who sent me. If anyone chooses to do God’s will, he will find out whether my teaching comes from God or whether I speak on my own. He who speaks on his own does so to gain honor for himself, but he who works for the honor of the one who sent him is a man of truth…”
The leader recognizes that he is not powerful enough to have caused the upset nor the circumstances that many say upset them. Aware that each person connected to the disappointment has a contribution, he faces small temptation to assume he’s solely responsible for the unwelcomed turn of events. He has grounded himself in the understanding that he is not significant enough to have produced the organization’s successes … nor its failures all by himself.
Yes, he has a part.
His colleagues have a part.
The system has a part.
And, factors beyond everyone’s control have also contributed to the outcome.
Rather than encouraging carelessness, the leader’s decision to interpret life this way empowers responsibility to one another and to the ministry’s mission and goals.
Scapegoating, so common in an anxious, immature culture is antithetical to the stand of the leader and the developing ethos of the organization. Even when the less-mature succumb to its pull, the leader is not provoked to respond in kind.
Keeping in mind how consequential it is to shift the culture of any church, the leader has developed stamina to live into Paul’s charge in 1 Cor 16:13-14: “Be on your guard; stand firm in the faith; be men of courage; be strong…”.
I find stunning the King James Version’s ancient rendering: “Quit ye like men.”
Leadership in a Culture of Cowardice (part thirteen)
We’re examining what may be a unique kind of leadership—leadership that is compulsory if the Church is to provide the redemptive influence in American society that she was given, by Jesus, to bring. For nine segments, we examined the regressive and infantile culture that has become normative in so much of the Church in North America. For the last eight, you’ve been invited to reinvent yourself as a distinctly courageous leader.
Now, we’re considering a fourth leadership characteristic: Stand, as an exemplar, in the sabotage and backlash that must come. You were invited to recognize that, like Jesus, every leader is an exemplar.
It can be no other way.
A leader is not simply someone who decides things, who gets stuff done, or who gets other people to behave in desirable ways. A leader is different. She presences herself in life and relationships in a uniquely beneficial way.
This uniqueness transcends behavior, skill, and knowledge.
It can better be described in terms of being. A courageous leader’s way-of-being is distinctive.
It provokes maturity in those she influences.
The differences are palpable.
One difference is the way a leader is in the midst of sabotage and backlash.
Fuller Professor Dr. J. Robert Clinton has identified Leadership Backlash as one of the most common methods God uses to develop leadership character. Backlash occurs when once-enthusiastic followers turn against their leader in the face of unexpected difficulties. In A Failure of Nerve, Edwin Friedman elaborates: “Mutiny and sabotage came…from colleagues whose will was sapped by unexpected hardships along the way.” It is the leader’s person and posture amidst this collegial sabotage that is so stunningly effective.
The leader interprets backlash as an opportunity to model a way of leading that inspires confidence [from the Latin, literally “with trust”] toward God, and to deepen the maturity and faithfulness of colleagues and followers.
Further, this kind of leader chooses to interpret the opposition as provision from Heaven.
Consider Jesus. In John 6:66 we read that many of Jesus’ disciples turned back and no longer followed him. Immediately, Jesus turns to the twelve and asks: Don’t you want to go away as well? He saw the departure of the many as an opportunity to assess and challenge the resolve of the leaders closest to him.
Leadership in a Culture of Cowardice (part ten)
We’re looking at the fourth characteristic of effective pastoral leadership: Stand, as an exemplar, in the sabotage and backlash that must come.
Consider the example of Jesus as revealed in John Chapter 12. By this point Jesus has become so popular that even the Hellenized Greeks are seeking him out. [Jn 12:20-24]
They ask Philip for an audience with the Master. At this moment, Jesus’ devoted followers may be at the pinnacle of their popularity. Imagine Philip’s enthusiasm as he tells Andrew the great news!
The two go together to let Jesus know that so-and-so has requested to see him. Rather than assign one of them to schedule his appointments with dignitaries he ignores the request and instead he talks to the two of them about of his impending sacrificial death.
Neither the admiration nor the disdain of the crowds and his closest followers seems to deter Jesus from his mission.
Jesus does not simply take a stand.
He is a stand.
Having taken full responsibility, before the Father, for his being and destiny, Jesus’ lives as if his every movement, his attitudes, his words, and even his silence are on purpose. His Father’s purpose. To establish the Kingdom of God in the lives of women and men.
This is what leaders do.
Acclimate yourself to the rigor of taking total responsibility, before God, for your own responses to your environment and circumstances. Friedman notes: “Leaders must not only not be afraid of that position, they must come to love it.”
So, you ask, where do I get that kind of courage? How could I ever come to love being ridiculed and adored, being evaluated and critiqued, judged all the time?
What if you have it all, already? What if you’ve been given all the courage you’ll ever have, or need?
What if you have it now in Christ? If anyone is in Christ, he is a new creation… [I Cor 5:17]
God’s power has given us everything we need for life and godliness… [2 Pt 1:3]