21st Century Leaders

In leadeship development circles there has been a great deal written about "Transactional versus Transformational Leadership." Is the movement to "transformational leadership" simply a cultural trend from modern to postmodern leadership or is this the leadership style that will be most effective in the 21st century? Another question, "Is there something lacking in the 'win-win' leadership strategies that misses the heart of God for people in relationship?" The next question then is, "How can I become a transformational leader?"

That has lead me to think of a three dimensional model of leadership. The two dimensions of leadership I was taught by Howard Hendricks was that a leader knew where he or she was going and could persuade others to follow. These two elements are related to having a clear purpose and then the power to move a growing number of people toward that purpose. Now I believe the unstated element that was always in the background now needs to be in the foreground. The third dimension is "presence." We have always discussed the character qualities of leaders but what about the way in which all of those qualities blend and are being used in light of the spiritual and emmotional health of the leader? What presence do we bring? Perhaps this is at the heart of the question about "vulnerablity and humility" in mission. Not simply changing our tactics in mission and restating our purpose but to bring the presence of the one we follow, the one who washed the feet of his disciples, the one who poured out his life so that we might live.

I have become more and more convinced that as leaders we need to be developing our sense of "self awareness," so that we always anticipate our "presence" as we move into different contexts of ministry. Secondly then we need to know how our "presence" contributes to our understanding of our purpose and any given time and place and to how our "presence" affects our "power" to influence, direct or manage those who we serve.

Leading from the Future

I just read an article by Jay Gary who is a long-time friend and now ministry associate. He is the Chairman of the Board of Global Service Office, directs the Christian Futures Network and is on the faculty of Regent University School of Leadership Studies. Here are some highlights:

"What has occupied your executive team's attention the past three years? Chances are you have been restructuring departments or re-engineering core programs for immediate gain, rather than regenerating your strategies or reinventing your organization for the future. It is said that on average, corporate management devotes 90% of their time on the "Inside and Now," leaving 10% of their energy to focus on the "Outside and Then."

That forward focus might be even less in the non-profit or small business sectors given that the urgent often preempts the important due to limited resources. While shoring up today's operations is vital and necessary, it is no substitute for creating tomorrow's programs. So, how can we lead from the future, rather than the past?"

Jay's answer is to develop "strategic foresight." He writes, "Planning develops strategies for present operations while foresight creates the framework for future actions, five to ten years out." When asked about the secret of his goal scoring success, Wayne Gretsky said,"I don't skate to where the puck is, I skate to where the puck is going to be." In times that are changing it seems to me that we should reorient our actions toward the future by cultivating foresight.

The Barnabas Ministries

Spoke today by phone with Dale Frimodt. Dale married Marlene Root. Marlene and I worked together here in Colorado as a part of the CCC International University Resource Team before she married Dale. Dale was a staff member with CCC as well and was a part of the "I found it" campaigns. Dale had a burden for pastors and started the Barnabas Ministries in 1977. The Barnabas Ministries is an interdenominational ministry seeking to serve the body of Christ by providing encouragement, counseling and consulting for Christian leaders, including pastors, church leadership and missionaries.

Dale writes, "In today's world, ministers, missionaries and other Christian leaders are all on the front lines of spiritual conflict. Even in the best of times, those in ministry can feel isolated and alone, overwhelmed with the demands of ministry, burned out, and experiencing relational difficulties with family, staff, or those with whom they serve. In America today...
1400 pastors leave the ministry each month,
70% of them say they have no one they can consider a close friend,
and almost a quarter will experience a forced exit some time in their ministry.*"
*Research by Pastor's Institute and Fuller Institute Study 1991

Dale has helped many in Christian leadership address personal problems in their lives, resolve conflicts in their churches, and get refocused for ministry. Dale has chaired a steering committee to offer a Care Givers Forum, which is an annual gathering of people from across the U.S. and elsewhere who are involved in the ministry of caring for professional Christian workers and their families. Find out more about Dale and the forum at their website http://www.caregiversforum.org/

Innovation and Leadership Styles

Of course any human enterprise requires leadership. In business there is a continuous stream of study on leadership. These studies often influence leaders in the church to create organizations that reflect the latest trends in business. Once structured a leadership style can actually become a part of the organizational culture of that church and over time it is simply reinforced by a succession of leaders. In rapidly changing times when new ideas are needed innovation of strategy can be implemented, but will not create the results hoped for. The problem was not in the strategy but in the leadership structure. What may be needed is innovation of management not strategy which could be much more difficult and even painful.

Since the failures of Hurricane Katrina relief efforts and with the threat of a global outbreak of the avian flu, there has been much discussion about crisis management. “In the complex and uncertain environment of a sustained, evolving crisis, the most robust organizations will not be those that simply have plans in place but those that have continuous sensing and response capabilities.” (Noria)

Noria created a comparison between two types of organizations, which reflect two styles of leading, which I’ve adapted this article.

Directive Styles:

1. Hierarchical
2. Centralized Leadership
3. Tightly Coupled (greater interdependence among parts)
4. Concentrated workforce
5. Specialists
6. Policy and procedure driven

Delegative Styles:

1. Networked
2. Distributed Leadership
3. Loosely coupled (less interdependence)
4. Dispersed workforce
5. Cross-trained generalists
6. Guided by simple yet flexible rules
   

From “Survival of the Adaptive,” Nitin Noria, Harvard Business Review, May 2006, pg 23

• Which of these leadership structures do you thinking would more likely accelerate innovation in a rapidly changing context?
• What changes would I need to make in my leadership style to create an environment for innovation?
• What changes would I need to make in the way in which I train or equip others to implement innovative strategies?
• Could I state the simple guidelines or flexible rules for leading in my organization?

I am not suggesting that one style is “good or bad.” We need both styles, but it is important to be aware of the impact on those we are leading. We then need to communicate why the structure we have chosen is appropriate to our situation. Finally, we should either develop in the leadership style that is needed or we should ask someone else to lead out of their strength. 02/04/2007

Birkman Leadership Styles

In my work in developing local campus ministry leaders with Campus Crusade for Christ around the globe, one of greatest lessons I tried to pass on was the importance of adapting a leader’s natural or preferred style of leading to the context of their ministry. Often younger leaders either tried to follow the leadership style of a more senior leader that they admired or reacted to a leadership style of a senior leader that had offended them. Often a cultural model of “leading” may have a great impact on developing leaders from among university students in one context but fails in another cultural context.

As a consultant, one of the tools I use is the Birkman Method. Roger Birkman has identified three styles of leading: knowledge specialists, directive managers, and delegative managers. A person may have an intense preference for one style or they could have a balanced preference. This affects their perspective on whether one style is “good or bad.” It may also affect their view on issues such as spiritual authority or decision making. (If you have your Birkman report you can find your natural or preferred style of leading on the Interview Guide top right column. The scores reflect the intensity of your preference with 1 being the least preferred and 10 being the most preferred.)

When we look at the Bible and see examples of leaders it is very easy for a person to pick examples of leaders that fit one’s own perspective. Of course when we look at Jesus we often see him fulfill the roles of a prophet, a priest and a king. I can compare these roles to Roger Birkman’s three styles of leading. A prophet is like a knowledge specialist bringing truth and wisdom to our lives which points us toward a future; a priest is like a delegative manager serving as our representative to a higher authority then ourselves, and who empowers and serves us to accomplish the responsibilities’ that we own; while a king is like a directive manager serving as a representative, of a higher authority then themselves, and uses their authority so that we might accomplish a shared outcome. Which style is right? I believe it all depends on what God’s purpose is for His people who are being led at that moment. The issue is to develop a flexible style of leadership in light of God’s purpose, our context and the people who God has asked us to lead.

Serving Leaders in Mission

Recently at a Global Learning Community at Estes Park I heard Sam Williams sharing about the future of his ministry and he repeated a statement that he had heard Bob Buford make which went something like, "At this point in my life the fruit of my ministry is growing on the trees of others." I felt as though that was what I wanted to be true of my ministry. Even though I still want to be directly involved in ministry locally when I think globally I want to be more involved in serving others who are leading in mission.

Since 1984 when I moved to California, I have seen myself as a part of a "global mission" labor force. Since then I spent most of the time living in the US, and I traveled to minister for various lengths of times in more than thirty nations in every part of the world. In 1989 when I moved with my family and became a resident of Manila, Philippines for two years, it changed everything but this sense of global ministry.

Because of that perspective on ministry when I think of leaders, I think of pastors, missionaries, staff members of mission organizations and professional volunteers in ministry. I believe that today leaders in mission should not be defined by place of ministry, position in ministry, or means of support. I desire to serve leaders regardless of national, ethnic-linguistic, and cultural background. I do think that leaders and their families who have been called to live "make their home for two years or longer" in a culture other than their original culture need additional services.

When I think mission I want my focus to be on those who are "crossing boundaries or borders" to advance the mission of Jesus Christ. Those who are going with the love of God to reach people on the "margins" of the gospel. In light of globalization I believe the distinctions of home and foreign missions are no longer as important, because the ability to adapt to and work in diverse cultures, to understand how to minister in different contexts and to collaborate in multicultural, ethnic or national teams are all a part of mission today whether at home or abroad.

Qualities Associated with Contextual Intelligence

I believe every leader has different starting points in life. The challenge is not where a leader starts but where a leader finishes. I have been certified in several assessment tools to help leaders understand where they are starting in order to help them take the next steps toward their goals. My perspective on the tools is that they can provide valuable information to help a leader have greater self awareness and to then act on that information. Some of the tools that I have used are the DISC profile, the Myers-Briggs Type Indicator, and the Birkman Method. Of these the Birkman Method provides a better framework for leaders who are passionate about accomplishing their mission in a business or organization. (For more information - here is a link to the Birkman website www.birkman.com) Using the Birkman in a systematic way for building leaders in an organization can shorten the time involved in decision-making, problem-solving and strategic planning, as well as improve the performance of working groups or teams.

When the idea of contextual intelligence was introduced to me, because of my experience and training, I instinctively asked the questions: How would I recognize a leader with contextual intelligence? What are some distinquishing characteristics of a leader with contextual intelligence? How would I measure those qualities? How could I help a leader develop his or her contextual intelligence? Has anyone done the research and created a tool to assess a leader's starting point? If I were selecting someone for a leadership position how would I know that the person would have a capacity for contextual intelligence? I am in the process of answering those questions. If anyone is interested in collaborating on this subject please feel free to e-mail me.

Here are some of my initial thoughts about the qualities associated with contextual intelligence. The first quality that comes to mind is the ability to take decisive action in the midst of apparent paradox. In times of rapid change there will be many trends that seem to be moving in two different directions and important decisions need to be made. A leader who can see the path and move forward without having "it all figured out" would demonstrate contextual intelligence. How many executive meetings seem to be a waste of time because someone can not see a clear option to take because of contradictions. Thomas Friedman in his book The World is Flat, writes,"The great challenge for our time will be to absorb these changes in ways that do not overwhelm people but also do not leave them behind." pg46 By the time everyone can "figure it out" the world will have left them behind.

Jesus often presented his followers with a paradox and asked them for decisive action. In Luke 9:23 Jesus says, "If anyone would come after me, he must deny himself and take up his cross daily and follow me. For whoever wants to save his life will lose it, but whoever loses his life for my sake will save it." Can you imagine that some in the crowd who heard these words were thinking, "Now how does that work? How can I save my life by losing it? If I want to live I must first die?" They stayed where they were trying to resolve the tension, but those who understood their times who heard these words took decisive action, they followed Jesus. And they "turned their world upside down."

Understanding the Times

Here are two Biblical examples of Contextual Intelligence

The first example is of leaders who did demonstrate that they understood the context they were living in and took action. I Chronicles chapter 12 is the account of the warriors of Israel gathering together to support David as the new king over Saul. In verse 12 the warriors from the tribe of Issachar are described as those "who understood the times and knew what Israel should do."

The second example is of those who did not have contextual intelligence. In Luke 12:54 Jesus said: "When you see a cloud rising in the west, immediately you say, 'It's going to rain,' and it does. And when the south wind blows, you say, 'It's going to be hot,' and it is. Hypocrites! You know how to interpret the appearance of the earth and the sky. How is it that you don't know how to interpret this present time?" Unfortunately John describes what happens in his gospel to this generation, chapter 1 verses 10 and 11, "He was in the world, and though the world was made through him, the world did not recognize him. He came to those who were his own, but his own did not receive him."

We are living in a time that requires leaders who will seek together to understand the times, to recognize the presence of Jesus in the world today (perhaps in places and ways that we did not expect), and to take collaborative action. Will we show up at "Hebron to support the king as the warriors of Issachar did in their day?

Leaders for the Mission

Leaders for the Mission in the 21st Century

I attended the Strategic Foresight Conference at Regent University School of Leadership Studies in September. While there I was introduced to the idea of "contextual intelligence." Leonard Sweet who was one of the presenters referred to a research project by Harvard Business School's Leadership Initiative. I found on the HBS site an article about the project, "What Great American Leaders Teach Us." The findings of the research project support the need for Christian leaders in the 21st Century to develop "contextual intelligence."

Tony Mayo defined contextual intelligence as the "ability to understand the macro-level factors that are at play during a given period of time." Sounds a lot like the ability to understand the times and the currents of history that we are living in. Tony said that the most surprising finding of the research project was that the "role of contextual intelligence became an increasingly compelling proposition...A business leader's abilitiy to make sense of his or her contextual framework and harness its power often made the difference between success and failure."

Why is this so important today? In light of the rapid changing environment we are living in, the effects of globilization, the emergence of true followers of Jesus within different religious traditions, and the hugh issues facing us as we seek to further the advance of the love and presence of Christ, we need to have frameworks for decision making and collaborative action that will help us navigate the future.

David Smith, a lecturer in Mission and World Christianity at the International Christian College in Glasgow, writes in his book Mission After Christendom, "Every day the church must wake up and ask itself, 'What kind of day is today?' For no two days are alike in her history."

The Big Horn Ministry

Last week I was visiting Spencer and Annette near Gunnison. I took this picture on the way up to the "Alpine Tunnel."

The Future of Global Missions

“Where do we go from here?”

Just as the industrial revolution introduced the Modern Era the information revolution is the transitional advance to the next era in history. We don’t yet know what will be post “post modern.” We can consider trends that emerged in the last decade of the second millennium. These trends seem to be gaining momentum and are emerging as contributing factors in a “New Third Millennium Era.”

There are social and cultural trends that will affect every future human enterprise whether it is business, government, education or missions. Those leaders who are able to recognize these trends and harness the human energy that will be released by them will more likely succeed in accomplishing their vision of the future.

Certainly as believers we know that God is orchestrating history and He expects us to consider the times in which we live. From a human perspective we should place our mission efforts in the currents of those times. But that is not enough; we must also seek wisdom from above. We must expect and anticipate what and where are the “Streams of God’s Mercy” that are flowing to lost in all the nations of the world. We must continually ask the question, “What are those ‘Streams of Mercy’ that will further the Missionary efforts in boarder ways than we could possibly imagine?” Where is God working and what difference will it make to our planning and allocation of God’s resources.

So as we consider the future of the missionary enterprise we must consider both the cultural and spiritual currents that will affect our prayer and work. Those mission leaders who recognize those currents and harness the human and divine energy that will be released by them will succeed in accomplishing a God given vision of the future. Those leaders who have their heads buried in their present realities and who are relying on past practices or models particularly models that are based on modernity may find themselves outside the streams of God’s redemptive power.