Book Review: Making Room for Leadership

MaryKate Morse's Making Room for Leadership (2008, InterVarsity Press) explores how body language communicates leadership status. Dr. Morse's professional credentials and leadership experience provides her with the necessary critical insight for such a book; she is a professor of leadership and spiritual formation at George Fox Evangelical Seminary who has planted two churches with leadership teams. She also serves as a mentor to church and parachurch leaders.

Using personal illustrations, analogies, and leadership research she documents how people gain or lose the ability to influence others. Particularly helpful is her discussion on how embodied power can be used for good or ill among Christians. She challenges the often popular notion that power is a bad thing, and she convinces her readers about what should be obvious (though many Christians are put off by the notion): if you really want to impact a situation, you must have power.

Thankfully Morse leaves room for the Holy Spirit's powerful influence as well, documenting cases where personal power seemed lacking, yet servant-leaders still influenced situations that needed strong leadership. Her ability to discuss both the physical and spiritual realities for Christian leaders in a manner that refuses to settle for trite statements (all too common in much of the popular literature on Christian leadership) makes her worth reading.

Recommended for thoughtful readers who are interested in connections between faith and leadership, this would make a nice Christmas gift or a resource for the new year.

Time to study!

Due to the intensity of my PhD coursework, I am taking a brief hiatus. I plan to be back in early December. Please check back then, and remember to vote on November 4.

Though some may argue that the power of a president is quite limited. I would argue that, at minimum, the president's role as a symbolic leader is unparalleled in America or the world. Right now, America needs a level of leadership unlike any it has needed in a long time.

Likewise, some will argue that the electoral college system relegates the vote of an individual to meaninglessness. I disagree. The popular vote sends an important message.

Blessings to you and to our nation during this important season.

Presidential Beliefs

Wow. What a week. I suggest that Americans are thinking more about presidential leadership this election year than they have in a while. I don't have any "idea leaders" to post this week. I'm brain-dead from attempting to teach myself both statistical theory and statistical software (SPSS), so I'm going to share some interesting web postings.

First, from National Public Radio.

No matter what you may think of them politically, I suggest that NPR is a great resource for thoughtful and thought-provoking programming. I especially enjoy their "This I Believe" series of audio essays. This week, they posted two essays from two former presidents. Click here to check it out.

Second, from Christianity Today.

I'm a big fan of Christianity Today. It is another major media resource for me. This week they posted articles on both Obama and McCain. Today they posted an article from Chuck Colson about voting. Good stuff.

Third, from Jeremie Kubicek.

You probably have not heard of Jeremie. He graduated from Oklahoma Baptist University a year ahead of me. He is a good guy with a passion for leadership. This week he posted an interesting article on the president as a "merchant of hope."

We have an important election before us, friends. Let's make sure we know why we are voting for whom we are voting. Blessings.

Searching for the perfect job?

Are you tired of your current employment? Do you feel like you aren't making a difference? Are you looking for new opportunities? Let me suggest a great search engine. Try using your imagination.

Does that sound trite? Certainly. But is it correct? You bet. There are two reasons why. First, there is no perfect job (remember, we live in a fallen world), so your imagination is the only place you will find such. Thankfully my second suggestion is more constructive: your imagination can become a tool to help you reshape your current job. Two particular skills will help.

• First, think about what you actually like about your job. What are its positives? What part of it energizes you? Think about where you can maximize these opportunities. Admittedly, if there is nothing about your job that energizes you, then you probably should think about finding something else to do.
• Second, think about where you can make a difference in your current position.

Middle-management readers may think, "Yeah, right. My job is all responsibility and no freedom. There is nothing I can do differently without my bosses permission." I sympathize. I've been in middle management. Yet I did find one place where I could make a difference - I chose to treat people like they were human beings made in God's image. The amazing thing about that was how most people seemed to really appreciate it. (I had a supervisor once tell me that I had to make a choice between being a nice guy and being an effective leader. I rejected that dichotomy - and I left that job.)

From my first formal job (at 16) until today, I've worked for non-profit organizations. There were times when I focused on what I wasn't getting in benefits, and those times were miserable. There were times when I focused on how I could make a real difference, and those times were much more enjoyable. The difference: to what end I used my imagination.

IDEA LEADERS: (1) What role does imagination play in your life? (2) On what part of your job do you focus? (3) How can you make a real difference at your work?

More on Machiavelli

Several months ago I mentioned Machiavelli's oft-quoted question: is it better to be loved or feared.  Click here for a recent article on Machiavelli, "The Florentine."

So What Went Wrong?

Let's review: according to the Judeo-Christian tradition, humanity was created by a purposeful God who made people in his own image and who also made them to be productive. That sounds pretty great - so why do we have all the trouble we do today?

One word: the Fall.

No, not the season. Rather it is a mistake made so early in humanity's history that it effected our past, and it continues to effect our both our present and our future. The Fall occurred when humanity knowingly chose to do evil rather than remain in a state of trustful innocence.

The story itself occurs in Genesis chapter three. That chapter is complete with a talking snake, seemingly magical trees, and God himself walking in the garden. For modern folk, all this can seem a bit fantastic. In the classes I teach, I often mention the correspondence test for truth. The correspondence test basically asks if we can see a concept evidenced in the world we live in. I will be the first to admit that I can not show you a talking snake, but I can tell you that when I knowingly choose to do wrong, the process parallels the temptation in Genesis. Though not in these exact words, I often think "Did God really say . . . ? Wow, that looks good . . . . OK, I'll just try it . . . ." The end result: death. Sometimes it is the death of innocence; sometimes it is the death of trust. Sometimes I get hurt, and other times I hurt others.

Genesis chapter three deserves much more commentary that I can appropriately provide in this blog, but allow me to conclude with one final thought.

The Fall story is not the death of all human goodness, nor is it a story of abandonment by God. After the sin occurs, God seeks out Adam and Eve, and he even provides clothing for them. In spite of our fallenness, God is still in the business of providing. That gives me hope.

IDEA LEADERS: (1) How do you know the difference between right and wrong? (2) When you cross that line, how does it effect those you lead? (3) In spite of this world's brokenness, where do you find hope?

Worldview: Origins, Part 3

Let's review. So far, I espouse that the universe is purposeful and that humanity has worth because it was made in the image of its Creator (and I am following the Judeo-Christian tradition in doing so). I suggest that these two concepts are especially beneficial for a servant-leadership mindset.

Now for another thought on human origins: you were made to be productive.

That statement is not simply some line from a motivational seminar. It is the truth. Consider Genesis 1:28, which says "God blessed them: 'Prosper! Reproduce! Fill Earth! Take charge! Be responsible for fish in the sea and birds in the air, for every living thing that moves on the face of Earth'" (from The Message, which is a paraphrase - for a more literal translation, I recommend the English Standard Version).

A few observations:

• God blesses humanity with these instructions. They are not burdensome.
• No busywork here. God gives humanity the opportunity to be creative managers who prosper by reproducing and managing other created beings.

Blessed creative management was humanity's original leadership purpose. Though our modern world may be a far cry from the perfect garden of Genesis 1-2, we can still be blessed creative managers.

IDEA LEADERS: (1) Do you assign busywork to those you manage? Why? (2) How can you help those you lead feel creative, productive, and blessed? (3) What personal changes could you make to become more creative, productive, and blessed?

Art: "Adam Names the Animals," from The Aberdeen Bestiary.

Book Review: Lead Well and Prosper

When I first got serious about the craft of writing, I purchased a copy of Strunk and White's Elements of Style. Thin, highly readable, and practical, it became a constant companion during writing projects.

If you are looking for a similar book on management, I recommend Nick McCormick's Lead Well and Prosper. McCormick offers practical servant-leadership advice for managers in his brief book. Each chapter begins with a brief case study and ends with a summary list of do's and dont's. There is nothing revolutionary here, but I do appreciate the book's overall tone and style.

Recommended for new managers or those who wish to become managers.

For a link to Nick's website, click here.

Know your point - make your point.

Speaking in front of a group can be intimidating, but it is also a necessary leadership skill. To paraphrase Will Rogers: when speaking, a person should (1) stand up, (2) say what he knows, and (3) sit down. If preachers would do this, we would all go to lunch earlier.

That's good advice. I recently listened to a speaker who had lots of good things to say - the problem was that he had so many good things to say that he lost his impact. He tried to make too many points. If you really want to impact people with your message, stick to one main point. If nothing else, the discipline of thinking through your message and synthesizing it into one main point will help you better understand what you are trying to say.

Once you have your main point, you need to do three things with it.

• Explain your point - Provide supports for your idea. Why is your idea important? Where did you get this idea? If a book or another speaker inspired you, say so.
• Illustrate your point - Find a story or object lesson that embodies your main point. This is the part that people are most likely to remember, so spend time preparing this one. If a particular story does not fit your point, no matter how great the story is, don't force it. Find a better illustration or you will only confuse people (I know this from experience).
• Apply your point - Rarely do leaders give speeches that are purely theoretical. If your message is true, then your hearers need some way to apply that truth to their lives. Give them a specific action they can do after your speech.

I learned those three steps in a preaching class I took when I attended seminary, but I have found them useful whenever I address an audience (and yes, I even use a variation of this in my classroom).

Know your point. Explain your point. Illustrate your point. Apply your point. Then you will make your point.

IDEA LEADERS: (1) Who are your favorite speakers? (2) What makes them so effective? (3) How can you apply these steps this week?

Leadership Development Carnival No. 3

Thanks to Dan McCarthy for including a link to Idea Leaders in his latest leadership blog carnival.  The blog carnival is a one-stop source for links to leadership blogs.  This month's carnival feature's potential advice for Vice Presidential candidate Sarah Palin.  Click here to check it out.

Worldview Leadership: Origins, Part 2

Last week I introduced both the concept of worldview and the question "where did I come from." This week I'd like to continue answering that very important question. In the Judeo-Christian worldview, humanity's origins are found in God himself. In fact, we are made in God's image. In Genesis 1:26, God says "Let us make human beings in our image, make them reflecting our nature" (translated in Eugene Peterson's The Message). In The Expositor's Bible Commentary, John Sailhamer points out that during the previous acts of creation in Genesis 1, God says, "let there be." Now God says, "Let us make." God takes a personal interest in the creation of humanity, allowing humanity to somehow reflect part of him.

There are two major implications here for servant-leaders. First: there are no complete idiots. Really.

There are certainly some really frustrating people out there. Yes, sometimes there are really frustrating people in our organizations that we lead. And yes, they may do some idiotic things. But no, they are not complete idiots. Consider Jesus' warning in Matthew 5:22 (and to be frustrating, I'm going to let you look that one up). Somehow, even frustrating people bear the image of God. That image deserves respect.

Implication number two: even when you mess up, and I mean really mess up, you are still not a complete failure. In spite of your failures, you too bear the image of God. And that image is worthy of some self-respect.

This two-fold implication of being made in God's image is one reason Jesus can say, "love your neighbor as yourself." When we do this, we affirm the goodness of God's creation. Although that goodness is marred by the Fall of humanity (see Genesis 3), there is still something in every person that is worthy of respect.

IDEA LEADERS: (1) Among those you lead, in whom do you most clearly see God's image at work? Why? (2) In whom do you least see God's image? Why? (3) How does the fact that you are made in God's image change the way you view your failures?

Worldview Leadership: Origins

As I've mentioned previously, I teach classes at The Brook Hill School in Bullard, Texas. This year I am teaching a class on worldviews. Without giving an extensive lesson here, let me summarize the worldview concept: worldviews are best understood as a "lens" through which we view the world and try to make sense of reality. Worldviews are built by our presuppositions, and they answer the most basic of questions: where did I come from, what went wrong, what is the solution, and where am I going. If you are interested in a thorough discussion of the concept (with special attention to its Christian applications), see David Naugle's Worldview: The History of a Concept. For a recently published brief introduction to the concept and a reflection on its implications, see (Re)Thinking Worldview by J. Mark Bertrand.

Let's spend a few weeks being a bit more philosophical about leadership. That means we need to ask some deep questions and look for some deep answers. This week I'd like to reflect on the leadership implications for how we answer the question, "Where did I come from?" Though the tongue-in-cheek answer, "a mommy and daddy who love each other very much" may be a good start, I'm talking about much bigger issues. How did humanity begin? Are we the product of random chance? Are we simply "dust in the wind"? Or, is there a greater purpose in our lives? How you answer the first worldview question has tremendous implications for your leadership. If there really is a purposeful force at work in the universe, then servant leaders must ask themselves how their leadership fits within the plan of that Divine Purpose.

The standard Christian answer to these questions is that the universe really is purposeful, in spite of its seeming randomness. Additionally, Christians can find both a great hope and a great burden in being part of that purpose. The hope: our trials are only temporary, and they serve a kingdom that will never end. The burden: our king expects us to be diligent servants.

IDEA LEADERS: (1) Do you believe the universe is purposeful or random? (2) If the universe is purposeful, what is its purpose? (3) How does your leadership responsibility fit within that larger purpose?

Faithful Presidents

So how much do you know about the faith of American presidents? Take this quiz to find out.

Religion and Politics

When thinking about the Founders' opinions, it's hard not to think about issues of church and state. Yet productive conversations about such are difficult as nothing seems to bring fiery emotions into a conversation like religion and politics. Such conversations often generate more heat than light. To better understand how you believe church and state should relate, take this quiz.

America is a unique nation that allows unique opportunities for believers of various political persuasions. This is one issue that is definitely worth thinking through.

Blessings to all of us as the 2008 presidential elections begin to go into full swing.

Tired of negative campaigns?

Unfortunately, negative campaigns are nothing new.  The Founders knew how to sling mud too.  For the full story, click here.

Book Review: What Would the Founders Do?

I recently purchased a copy of Richard Brookhiser's What Would the Founders Do? Amazon.com is currently selling it for $5.99. For the price of lunch at Subway, you can hang out with the Founders. Not bad.

Brookhiser is knowledgeable, interesting, and readable. That sets him apart from most academic history texts, and What Would the Founders Do? is certainly intended for a popular audience. The book begins by establishing similarities and differences between the Founders' world and ours - and this section alone is fascinating. After laying that foundation, Brookhiser moves on to asking questions, addressing several hot-button issues (he begins with gun control, the death penalty, and stem cell research). The book is divided into topical chapters, which are further divided into specific questions, so readers need not work through the entire book to find answers to their particular concerns.

Some critics will say that Brookhiser is selective in his illustrations and speculative in his conclusions. Yet all history is such. The question is: does the historian select and speculate responsibly. Since I don't have a PhD in history, I'm reluctant to make a final call on that question, but based on Brookhiser's reputation, I'm willing to give him the benefit of the doubt. Additionally, his conclusions will frustrate conservative and liberal readers alike, which makes me think his approach is even handed.

IDEA LEADER: Do you have any historical role models? If so, why do you look to them for guidance? If not, spend this week considering who would make a good role model for you.

Meet Catherine Booth

Though I don't know a lot about the Salvation Army, I do appreciate their efforts to alleviate human suffering - both physical and spiritual. For a brief introductory article to the Army's co-founder, Catherine Booth, click here.

Think Different

Several years ago Apple Computers began to use "think different" as an advertising slogan. Though grammatically awkward ("different" is being used as an adverb, and should therefore use the -ly ending), it is certainly a good motto for leaders. The phrase also describes one of George Washington's key leadership principles. Besides his concern for posterity and his ability to accept and renounce executive power at-will, George Washington exhibited the ability to "think different."

Washington's refusal to play by the standard rules of European warfare helped his rag-tag army survive and eventually overcome the threat of the British Army. However his ability to "think different" predates the Revolutionary War. His entrepreneurial spirit demonstrated itself in how he managed his Virginia plantation. At the time, Virginia planters typically relied on tobacco, which was to be sold in English markets. Washington felt that he never received a good return from England on his tobacco crops, so in 1766 he ventured into other crops. These ventures included successfully growing wheat, milling it himself, and selling it locally. He also harvested fish from the Potomac and produced clothing for his workers.

Though traditional methods may seem safe, they are not always best for you or for those you lead. Those who truly want to lead others (and themselves) to new successes must "think different." The first step in learning to "think different" is to consider the areas of your life that are bound by tradition. Tradition in itself is certainly not a bad thing, but an unreflective submission to tradition will keep individuals from discovering their full potential.

IDEA LEADER: In what ways are you bound by tradition? What are three particular ways you can "think different" this week?

Photo: Diego Medrano

Muslims, Women, and Servant Leadership

For an interesting article about a muslim woman striving to be a servant leader who empowers other women, please click here.

Think about posterity.

Another motivating factor for Washington was a concern for posterity. He knew that he was making history, and he wanted to do it right. Some critics may accuse him of being too concerned with how future generations would view him, but considering how he was blazing new leadership territory in a likewise new nation, I think his concerns were legitimate.

In his farewell address, Washington not only states that he will not seek another term as president, but he offers advice to the nation that he believes is crucial to its success. Note the emphasis on the success of the nation rather than his personal success. He could easily have written a farewell address that was entirely self-laudatory, but that was not his focus.

IDEA LEADER: When you think about your organization and its future, are you more concerned about your personal reputation or the success of your organization? How can you appropriately concern yourself with both?

Nelson Mandela's Leadership Principles

I plan to start posting links to helpful articles as well as my semi-weekly idea leaders. Click here to read 8 leadership principles from Nelson Mandela. Though they are not servant-leader specific, they are still valuable principles that will help servant-leaders.

Why Old Ideas Matter

Washington's approach to executive power may have seemed novel in his day (King George III was quoted as saying that if Washington could voluntarily resign his power, "he would be the greatest man in the world."). However, his refusal of a tyrant's crown had historical referents. Both of these referents originate in the Roman world.

Washington's favorite play was Addison's Cato . He even had it performed during that terrible winter at Valley Forge. In the play, Cato is an embodiment of republican virtue, and an enemy of the tyrant Julius Caesar. Cato is willing to resist Caesar's despotic rule - even if it means taking his own life.

During Washington's lifetime, he was compared to Cincinnatus. According to the historian Livy, Cincinnatus was twice given the power of a despot in order to save Rome from her military enemies. Twice Cincinnatus was able to repel the foreign threat and then willingly return to his plow. Like Washington, he served his country in its time of need and then resigned from executive power.

Since I teach at a classical school, I have high regard for the classical tradition, and I am thrilled to see the connection with Washington. Yet there is something here for leaders to glean: leaders benefit from historic role models. Don't become so consumed with being "cutting edge" that you forget what is "classical."

IDEA LEADER: Which historical heroes influence you? Why? How can you share their stories with those you lead?

Why do good people become bad bosses?

Great question! Read this great article.

Sometimes Quitters Do Win

Why would a popular and successful executive willingly resign his position when everyone expected him to keep his power? Why do it twice? We'll explore this question for the next several weeks.

George Washington twice resigned his executive power: first when he resigned his position as commander and chief of the continental army and second when he chose not to seek a third term as President (he still got 2 electoral votes in the 1796 election).

Shortly before Washington resigned his military command, a group of soldiers wanted to march on congress in response to unresolved grievances. After quelling that near-rebellion, he rode to the continental congress, meeting in Maryland, to surrender his sword. He was met by huge cheering crowds in three different cities - in a scene not unlike the triumph processions of Roman military generals.

Washington could easily have become a military dictator. The English revolution that preceded him by less than 200 years ended with such. Why didn't Washington follow that path?

There are a variety of reasons. One of those was his ability to pick up and lay down executive power at will. Even more impressive, he could lay down this power and not be diminished in any way. In fact, his decision to resign his military command made him even more heroic. I believe in this act Washington demonstrated something of the character that Christ discussed when he said, "Blessed are the meek for they shall inherit the earth."

IDEA LEADER: Not only were Washington's executive positions full of authoritative power, but they were also symbols of status. What status symbols could you give up to enhance your leadership? How would your organization benefit if you shared power with others?

Government and Servant Leadership

Robert Greenleaf provides a fantastic test for servant leadership:

"Do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And what is the effect on the least privileged of society; will he or she benefit, or, at least, will he or she not be further deprived?" ("The Servant as Leader," 1991, p. 7).

As I ponder the election season before us, I am looking for a candidate who can somehow espouse these values in a practical political platform. But perhaps I am asking too much. Is it even possible that a large institution (in this case, the federal government) can effectively (1) facilitate a society that encourages freedom, (2) provide incentives for us to serve each other, and (3) ensure that the most vulnerable in our society are not left to fend for themselves?

Hopefully this election season will answer that question affirmatively.

IDEA LEADER: What does servant leadership look like in a political candidate? Which candidate best represents these values?

Photo: Sanja Gjenero

Excellence vs. Perfection

"Commit to excellence rather than to perfection."

Ken Shelton suggests this in the February 2008 issue of Leadership Excellence. What a concept! Too often I equate the two when they really are different. Excellence allows for dynamic growth processes where we are constantly under the positive tension of striving for "superior" over "average." Yet it has the benefit of leaving room for failure and forgiveness. After all, to strive for excellence requires risk. Perfection is almost the opposite in nature: static, legalistic, and merciless. A commitment to excellence over perfection is a must for servant leaders.

Shelton's simple advice grants freedom. Commitment to excellence rather than perfection gives me the freedom to strive, to fail, to forgive, and to sleep at night when I've given my best rather than worrying about meeting someone else's standard.

Lately I've confused excellence and perfection. Have you?

IDEA LEADER: Where have you pursued "perfection" instead of "excellence"?

Photo: Dominik Gwarek

Smile and the world smiles with you

Mother Teresa's 1979 Nobel Prize lecture suggests that world peace begins with love. That is certainly no new idea and neither is her next assertion: love begins at home. What makes the speech interesting is her insistence that love begins with a smile.

From anyone else, I would dismiss that as pure silliness. However, Mother Teresa's life earns her a second consideration. Teresa says that we should smile even when it is difficult, because true love does the difficult thing.

Now I think she is on target. As I've mentioned before, I tend to be melancholy, so I appreciate the fact that smiling is not always an easy thing to do. Considering the horrors that Teresa saw as she ministered among some of the poorest people in the world, I would think smiling would be difficult for her too.

So after reading her speech I am resolved to smile more. Both at work and at home. And I trust that the effort it takes will also be an effort made toward experiencing peace - maybe not world peace, but more peace at home and at work.

IDEA LEADER: How often do you smile while leading others?

Photo: Darren Hester

What is your vocation?

Last week dealt with the issue of where to lead. This week I'd like to introduce you to a servant leader who found the answer to that question through downward mobility. Henri Nouwen was an ivy-league professor who left his prestigious academic post to work with a handicapped community. You can read his story here.

I appreciate his accurate description of the none-to-gentle tug-of-war between the desire to do something "successful" verses doing something "meaningful." Plato's Laws discusses the importance of an education that teaches citizens to find pleasure in virtue. Perhaps in a similar way, the servant leader's education teaches him to merge "successful" and "meaningful."

IDEA LEADER: How distinct are your concepts of being "successful" verses doing something "meaningful"? Do you know anyone who has found peace by merging the two?

Photo: Teri Holzmann

Where should I lead?

If it really is true that everyone can be a leader, then the next logical question is "where should I lead?" This question deals with leadership context.

Though all are leaders, not all are equally gifted for every situation. Sometimes in our pursuit of status we may pursue leadership opportunities that don't match our gifts. We can easily become a fish out of water, with the natural result that we gasp desperately for air.

Let me propose a simple test. If a good leader never asks people to do more than he is willing to do, then ask, "What am I willing to do?" In the pursuit of excellence, in what area are you willing to push yourself the most? If you discover that you are willing to make the biggest sacrifices for your current context, then congratulations! You seem to have found your leadership-calling (at least for the present).

IDEA LEADER: In what areas of industry or personal life am I willing to make the most sacrifices for the sake of excellence? Does this match what I am currently doing?

New Year's Evaluation

Though my New Year's resolutions aren't yet official (other than to stop procrastinating, which I'll start working on tomorrow), I have completed my New Year's Evaluation.

Every semester I ask my students to evaluate my teaching, and this year I used a particularly simple evaluation: stop, start, continue. Students wrote out what they thought I should stop doing, what I should start doing, and what I should continue doing. Knowing what to continue is particularly helpful.

Stop, start, continue provides 360-degree feedback because I also completed a self-evaluation before asking my students to evaluate me. Interestingly, some of the things I felt that I needed to stop or start were not mentioned by my students, so those things may not be issues after all.

If you have not made resolutions this year, why not try a stop, start, continue evaluation? If you are bold enough, have those you lead do the same as an evaluation of your leadership.

IDEA LEADER: It seems to be human nature to focus on what we should stop or start, but what do you need to continue doing as an effective servant-leader?