Developing Kingdom Leaders – Tom Yeakley

Taking the Mystery out of Leadership

Archive for the category “#1 KNOW- How a Leader Thinks”

11 Aug 2014
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How Many Apples in the Seed?

The question is not how many seeds are in the apple, but rather how many apples are in the seed? It’s a matter of perspective and vision. Vision sees the potential of the multiple apples that can come from one seed that is planted and nurtured to the point of maturity. And not only that one apple tree from that one seed, but true vision sees orchards of apple trees that can come from a single seed given enough care and time.

Leaders with vision see the current reality and also the future reality that they are seeking to create. They see what is and what is not yet. The future that they see they see by faith knowing that unless God intervenes then it will not be realized.

Vision differs from dreams or fantasies. Vision can see how, by the grace and empowering of God, our current reality becomes the future. Dreams or fantasies hope for that future, but have no connection or pathway from the present to the hoped for future state.

Vision needs to be big enough to attract and recruit resources (people and money), but not so big that it is immediately dismissed by others who hear of it because it seems impossible, outlandish, or unattainable.

Vision casting is both an art and a science. What to share when talking of our vision is the science of vision casting. It must include enough information to answer anticipated questions before they are asked. It must not include so much detail that it bores those who are interested. How leaders share their vision for the future is an art in that sharing too much too soon can overwhelm some, while understating the vision can lack sufficient motivation or inspiration to attract the necessary resources.

Jesus cast vision when recruiting His initial four disciples – Andrew, Peter, James, and John. He had already spent a year with them (John 1-4) getting to know them and they getting to know Him. They had visited His home, seen him change water into wine, talk with a Samaritan woman at a well, and engage Nicodemus in conversation about eternal life. Now He comes to them and asks them to leave their vocation (fishing) and join Him. He lays out for them a vision of a future state. He says, “Follow me and I will make you fishers of men” (Mark 1:14ff).

Did these men fully understand this vision? Probably not. But they did have enough of a context and an understanding to make a very important decision. They left their home and vocation in order to pursue Jesus and this vision together.

How’s the clarity of your vision? Can you share it in such a way that it is clear, succinct, and compelling to others around you?

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , , , ,
04 Aug 2014
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Foolish Leadership

It was Lorne Sanny who said, “Leaders bring vision, faith, and courage to coordinated effort.” There is a fine line between faith and foolishness and the consequences for one’s leadership can be devastating.

Leading out of foolishness has several origins. Foolish leaders lead out of presumption. They assume that since it worked before then it will work now. Or they assume that because God was with us in a similar endeavor before, then surely He will be with us in this current situation.

Foolish leadership plans and acts according to what is seen instead of what is unseen. We fix our eyes on the visible instead of trusting in the invisible God to guide and direct our leadership (see 2 Cor. 4:18). We plan according to known resources instead of seeking God’s will for us and then trusting Him to provide the resources needed to accomplish what He is asking us to do.

Foolish strategic plans do not have any faith goals or “stretch” that will require the hand of God in order to be accomplished. They look at needs and apply people to fill jobs instead of seeking to align people to best fit opportunities according to their God-given design.

Foolish leaders trust in themselves too much and want to control the outcomes of their leadership. Now control again is not bad in and of itself. But we must answer the question why do we want control. Is it to insure the best we can be for Jesus or is it so that I can insure that I look good to others or perhaps am on some kind of power trip and just want to “micro-manage” others.

Foolish leaders seek the approval of man. They want to be well thought of and liked by others. They do what is expedient for their career moves and cultivate relationships that will pay back dividends for their future.

Leaders who lead from faith can do many of the same things that a foolish leader does, so when viewed superficially they may seem similar. Leaders of faith lead out of presumption, but their presumption is that unless God intervenes and blessing then all of their leadership is of naught. They place themselves in dependent relationship to God as they lead, knowing how absolutely essential He is to their ability to lead well.

Leaders of faith also plan, but their strategies are held in an open hand letting God direct and guide them as He see fit. They plan according to faith, seeking to see what God sees for them in the time horizon they are planning for. They are not limited by what they have, for they trust Him to provide all that they need to finish the work He assigns.

Leaders of faith also want to have some control over outcomes, but this arises from a sense of stewardship of their leadership responsibility before God. They don’t micro-manage others out of a need for power or ego, but rather they set others up for success and trust them to accomplish what they have agreed to.

Finally, leaders of faith seek the approval of God, not man. Their reputation is entrusted to Him who placed them into their leadership role. Relationships are about what can be accomplished together for the glory of God, not what I can personally gain from them.

Foolish leadership or faith leadership…which one best describes yours?

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , , , ,
21 Jul 2014

Leading from the Promises of God – Part 2

Kingdom leadership is a leadership of faith.  While it can be said that those who don’t lead in the Kingdom also must exercise faith, their faith is founded in something other than God.  It may be experience, resources, skills or something else.  But we who lead in the Kingdom find our faith rooted in the promises of God.

Within the Scriptures we can find both general promises, for all people at all time, and those specific personal promises that are for our own life and leadership.  J.O. Sanders reminds us of this regarding a promise from God, “A promise by God is a pledge by God. It provides the warrant and forms the basis of the prayer of faith. The stability of a promise rests upon the character and resources of the One who makes it, even as the value of a cheque depends on the probity and resources of the one who signs it. The character and fidelity of God vouch for the credibility of the promises He makes.”

God sometimes gives to individuals specific promises that relate to their own unique situations at a certain time. The Holy Spirit impresses these special passages of Scripture upon our hearts and we have an inner assurance that this is part of His special leading in our lives. The immediate context of the passage may refer to another person, place or time, but we hear God’s voice speaking to our heart concerning our current situation.

Though such personal promises are a means of God revealing and confirming His will to us, we must always remember that this is a very subjective process. “The heart is deceitful above all things” (Jeremiah 17:9) and as such we are capable of reading into certain passages of Scripture what we want to see. We can deceive ourselves, if we are not careful.

Again, Sanders encourages us, “But promises must be distinguished from facts. We accept a stated fact of God’s Word, but we plead a promise. When God proclaims a fact, faith accepts and acts upon it. When God makes a promise, we comply with its conditions, claim its fulfillment and receive the promised favour. The function of the prayer of faith is to turn God’s promises into facts of experience. The patriarchs through faith obtained the fulfillment of God’s promises (Hebrews 11:33), and turned them into personal experience.”

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , ,
14 Jul 2014

Leading from the Promises of God – Part 1

Kingdom leadership is a leadership of faith.  While it can be said that those who don’t lead in the Kingdom also must exercise faith, their faith is founded in something other than God.  It may be experience, resources, skills or something else.  But we who lead in the Kingdom find our faith rooted in the promises of God.

Here’s a reminder from Charles Spurgeon regarding Scriptural promises/  “A promise of God may very instructively be compared to a check payable to order. It is given to the believer with the view of bestowing upon him some good thing. It is not meant that he should read it over comfortably, and then have done with it. No, he is to treat the promise as a reality, as a man treats a check. He is to take the promise, and endorse it with his own name, by personally receiving it as true. He is by faith to accept it as his own. He sets to his seal that God is true, and true as to this particular word of promise. He goes further and believes that he has the blessing in having the sure promise of it, and therefore he puts his name to it to testify to the receipt of the blessing.

“This done, he must believingly present the promise to the Lord, as a man presents a check at the counter of the bank. He must plead it by prayer, expecting to have it fulfilled. If he has come to heaven’s bank at the right date, he will receive the promised amount at once. If the date should happen to be further on, he must patiently wait till its arrival; but meanwhile he may count the promise as money, for the bank is sure to pay when the due time arrives.

“Some fail to place the endorsement of faith upon the check, and so they get nothing; others are slack in presenting it, and these also receive nothing. This is not the fault of the promise, but of those who do not act with it in a common-sense, business-like manner.”

Charles Spurgeon
Faith’s Checkbook, a collection of God’s promises for daily use

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , , , ,
30 Jun 2014
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Solitude in the Ministry

Here’s another great reminder for busy leaders from my “archive.”

Taking it From the Top
Moody Monthly – May 1991     Dr. Wayne Hopkins

Each of us regularly needs solitude, especially those in the ministry. At least one day a week you and I, individually, must get away. Normally, Sunday is not that day! For those in the ministry, it is a battle day.

In light of what a typical servant of God routinely faces and in order to remain calm in heart and gentle in spirit, a full day with God alone every week seems to be a minimum. Streams of living water do not pour forth from barren and burned places.

Life presses on us, leaving us alarmed in heart and hard in spirit. ”The length of our days is 70 years–or 80, if we have the strength–yet their span is but trouble and sorrow; for they pass quickly, and we fly away” (Ps 90:10).

American culture structures against one literally taking a day in seven for rest and reflection. The corporate world believes, as do some hard-working Christians, that any form of “shut-down-time” is sloth and dawdle. But alcoholism, deception, divorce, superficiality, and ulcers rank high among these same folks.

Solitude, found in isolation, has several components. One, the day must be one of studying the Scriptures (Deut 17:18-20; Ezra 7:10). A soul weary with sorrow is strengthened with God’s Word (Ps 119:28). A brief quiet time, even observed every day, has never been enough.

Two, the day of solitude is constructed with stillness (Ps 37:17; 46:10). Such a day probably impossible to attain by a neurotic American, or by a guilt-driven believer, is characterized by a moratorium on activity (Ps 4:4): no chores, errands, phone calls, or TV (Isa 30:15).

Three, quietness is required (Lev 10:3). Sitting still for some does not eliminate noise. But the radio, music, Walkman, even mental racket must go. For in the long hush, not in the loud hurry, we learn about God (Ecc 5:1-7; Jer 17:19-29). Only privacy provides the silence needed for God to re-order my life, bashed and sapped from six days of mauling (Prov 17:1; Lam 3:25-33).

Four, waiting for God with patience is mandatory (Ps 5:3; 130:5-6). The rude, robust, and righteous person chafes at lingering in God’s presence for any period longer than a 30-second church prayer (Hos 8:4; 10:12-13). For a society that measures Olympic races in hundredths of a second, a full day can be an eternity. However, the barbarian heart which undercuts God’s kingdom naturally jeers at any apparent dilly-dallying or wasting of time by reposing before God (Ps 131:2; Isa 8:17).

Not uncharacteristically, Moses waited, not only 40 days on two occasions, but six days on another (Ex 24:15-18); Ezekiel tarried seven (Ezek 3:15-16); and Jesus fasted 40 (Mt 4:2). Frequently, God’s servants–e.g. Job, Abraham, Jeremiah, Elijah, Daniel, John the Baptist, and Paul–logged days in seclusion. The willingness to wait, both before Him and for Him, displays courtesy, faith, and dependency (Isa 30:18, 33:2; 40:31). Personal and work-related mission, passion, and creativity surface and flame in those hours.

Five, meditation is an absolute (Ps 1:2; 119:27). Pondering deeply the nature and the ways of God takes not only time and serenity but controlled thinking. Totally unknown to anxious Americans addicted to action, speed, work, and noise, meditation is the only vista whereby I can meet with Him (Ps 119:15,23,27,48,55,62,78,97,148; Isa 57:11). While we praise God loudly in music and testimony, we learn about Him in silence-free from distractions-as we mentally and calmly dwell on Him (Ps 86:1-17; Prov 22:17-21; Lk 10:38-42).

Six, fasting follows next (Ps 35:13). The discipline of fasting, not originally initiated for hefty American pastors or missionaries, decreases the clutter and static for the day’s devotion and, in turn, enhances solitude (Ps 69:10; 109:24). Never intended to be routine or ritualistic (Isa 58:1-14; Mt 6:16-18) or even a total abstinence, fasting portrays an inward awe for God which is particularly appropriate at critical decision times (Ezra 8:21-23;Acts 13.1-3). To consult truly with God over heavy matters in life, one’s inner contriteness and brokenness are matched by an outer withdrawal from daily routines. Jesus directed that fasting would be fitting after His departure and during His absence (Mt 9:14-15).

Seven, a prayer response to what God shows one in secret is expected (Job 42:5-6; Isa 6:5). Confession qualifies me for further illumination regarding God’s truth, whether about Him or me (Josh 9:14; 1 Ch 10:14; 15:13; 2 Ch 16:12). Some devotees ask to be taught how to pray. But as God teaches solitude and these disciplines of the soul which compose it, prayer is a natural reaction to what He discloses. Prayer without revelation is vain religion.

As serious Christians today with a penchant for action, we are impressed with David’s valor in defeating Goliath. We puzzle over how he did it, perhaps failing to notice that as a shepherd he received his boldness for the battle not from the frenzy of the freeway but from the solitude of a sheep meadow (1 Sam 17:34-37). God loves shepherds. They are known for their solitude.

Busyness is normative for leaders.  If you don’t want a busy life, then don’t lead!  But the busyness of leadership is no excuse for spending time with the King in quiet reflection, meditation, and prayer.  When’s your next time of solitude with the King?

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , , , , , , , , ,
16 Jun 2014
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Leading a Generation of Free Agents

“Leading a Generation of Free Agents”   by Tim Elmore

“I just had the most intriguing conversation with a local employer in Atlanta. He told me he’s at the end of his rope–and he’s about ready to see a therapist. The reason for his duress? The college graduates he recently hired. They were driving him crazy. When I inquired about what made them so challenging, he noted the following realities he faced:

*  They came in with high expectations of relational time with him in order to be mentored

*  They wanted time off to travel and participate in volunteer organizations around the world

*  They expected a raise within the first six months, just because they showed up for work on time

*  Their mother actually set an appointment to negotiate their raise for them

If you think this sounds crazy, think again. More and more, I am meeting corporate leaders who share the same basic story. This new population of Millennial generation kids (born between 1984 and 2002) are demanding a different work environment than the previous two generations. The Baby Boomers were “anti-establishment” but those rebels made up 79 million of the population. They questioned authority. Next, the Generation Xers entered the workforce. They were smaller in number and wanted to experience authentic community within their jobs. They ignored authority. Today, the Millennials (or Generation Y) come in raising the bar for everyone. Their expectations are high and they are in demand, with so many of the Baby Boomers retiring and leaving space atop the corporate ladder. These new workers will choose their authorities.

Let me give you an analogy. More than thirty years ago, the game of baseball experienced an amazing transition. Curt Flood, of the St. Louis Cardinals, ushered in the age of Free Agency. He was the first team member to successfully demand that players should have a say as to where and how long they play with a club. Following Curt Flood’s arbitration, professional players began to expect to spend some of their career as “free agents” having a choice about such things. It was a new day of privilege and power.

This same phenomena has occurred among twenty-somethings entering the job market today. They come in as though they were “free agents.” They fully expect to dictate some of the terms of their working conditions and they are liable to quit if they don’t get what they want. Over half of Generation Y’s new graduates move back to their parents home after earning their degree, and that cushion of support gives them the time to choose the job they really want…”

You are called to lead – those who are easiest are those that are just like you.  But a mature leader knows how to lead well those that are like him or her and those who are very different.  How’s your connection with the rising generation of emerging leaders?

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19 May 2014

Finish What You Started!

In Hebrews 1:14 we read, “Are not all angels ministering spirits sent to serve those who will inherit salvation?”  Angels are God’s servants who are sent on various missions of service to accomplish His purposes.

In John 17:18 we find Jesus praying for those who would believe on Him in the future, “As you sent me into the world, I have sent them into the world.”  We too are people on a mission – to accomplish God’s purposes in and through us.  And of course, this compelling vision is to disciple the nations for Him (Matthew 28:18-20).  Once we have completed our God-given purpose or mission we will end our life and enter His presence.  “Now when David had served God’s purpose in his own generation, he fell asleep; he was buried with his ancestors and his body decayed.”

God is missional in His purposes.  The Bible opens with God at work in Creation and Jesus testifies that, “My Father is always at his work to this very day, and I too am working.”  Adam was created in God’s image and, “The Lord God took the man and put him in the Garden of Eden to work it and take care of it.”

As Kingdom leaders we are called to accomplish God’s purposes – to a mission or task. We are called to lead and to work.  It is God’s job to identify the mission and it is our job to join with Him in completing the work He gives us to do.

It is not enough just to begin this work or mission.  We are called to bring it to completion.  It is Jesus example that compels us, “I have brought you glory on earth by finishing the work you gave me to do.” (John 17:4).

Paul exhorts his co-laborer Archippus in Colossians 4:17:  “Tell Archippus: “See to it that you complete the ministry you have received in the Lord.”

What have you begun that is either taking longer or much more effort than what you thought it would take?  Are you weary and considering quitting?  Did not God call you to accomplish a mission or task?  His calling was not to begin and quit half-way through.  Bring it to completion!  Finish what you started!  Do it for Him!

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12 May 2014
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Thriving Under Poor Leadership

As I talk with other leaders, especially the younger emerging leaders, they will frequently express their frustration in the lack of good leadership that they are experiencing from their own supervisors.  They will say, “Tom, I know what good leadership is and my leader is a lousy leader!  How can I reach my potential and learn to lead well while I am stuck with this kind of leader over me?”

This experience is not uncommon.  I will often remind these young leaders that one day they too will be supervising others and then perhaps their own direct reports will be expressing frustration with them because of their leadership.  No leader is perfect.  And serving under imperfect leadership is no excuse for not growing as a leader.

Jacob served a very imperfect leader–his father-in-law, Laban.  Not only did Laban deliberately deceive Jacob into taking Leah as his first wife instead of his beloved Rachel, but he broke or changed employment contracts and agreements with Jacob.  This was all done so that Laban might prosper at the expense of Jacob.  Laban wanted to “win” and that meant the Jacob must “lose.”

But there was one over-arching factor that did not let this intentional deceit reach it’s desired end.  That factor was God Himself!  For God watched over Jacob and protected him from the evil and intentional deceit Laban planned for Jacob.  And at the end of his service, Jacob has this testimony about his period of service:  “I see that your father’s attitude toward me is not what it was before, but the God of my father has been with me.  You know that I’ve worked for your father with all my strength,yet your father has cheated me by changing my wages ten times.  However, God has not allowed him to harm me.” (Genesis 31:5-7)

Not only was Jacob protected from the evil intended by a bad leader (his own father-in-law no less), but God caused Jacob to prosper under Laban’s poor leadership.  And Jacob served under Laban for 20 years!  Not exactly a short-term of service!

So what can we learn from Jacob’s example (and other examples like Joseph and Daniel)?  God is bigger than any leader over you and He will not allow that leader to frustrate or hinder the plans He has for you.  You need not worry that you won’t develop or reach your potential as a leader due to poor leadership over you.  In fact, God can and will use this leader and their leadership to build you up and make you prosper, even if they intend to harm you.  He is able and He will do it!

Don’t seek to flee or run out from under poor leaders.  Trust God and submit to them.  Be wise as a serpent and harmless as a dove (study Jabob’s example of how he served under Laban).  And watch God do “above and beyond what you can ask or imagine.”

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , , ,
05 May 2014
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What Generals Do

One of the challenges faced by leaders is to determine what they, and only they, can and must do.  And once this is identified, how to stay focused on this and not be diverted into the daily “leadership whiteout” of responding to the demands of others.

Gen. Freddie Franks, commander of VII Corps in Desert Storm, provides some good advice for leaders on what they should focus on.  Tom Clancy recorded this advice in his book, “Into the Storm: A Study in Command” (page 637).

Responsibilities of Generals

“I believe generals get to focus on and solve big problems in peace and war.  They must know details and occasionally dip into those, but essentially they must figure out the few deciding issues or battles for their times and conditions and focus their energies on those.  These are what I called points of main effort.  They cannot be many.  You have to decide what they are, and make them stick.

  • Generals must have an imagination that lets them visualize what needs to be.  They must synthesize to create a whole when others cannot see, and then communicate that whole with so much clarity and so much conviction that others will see it, too, and follow it.  That is command.  That is leadership at the senior levels.
  •  Generals decide where to be bold and where not to be bold.
  • They must be strong and decisive, yet they must also keep their ego from clouding their judgments.  Instead, they must use that ego to stick to doing what is right, even in the face of adversity.
  • Generals decide where to intervene and where not to intervene.
  • They decide where to tolerate imperfection and where not to tolerate imperfection.
  • They must be intensely competitive.  They must hate to lose.
  • They need to demand a climate of dignity and respect, and to know that to lead is also to serve.  They can do a lot of good for individuals every day.
  • They must continue to grow.  They must not be complacent.
  • If they can, they should rest easy in the saddle and have a sense of humor.  Smile once in a while.
  • If generals can remember “Don’t worry, General, we trust you,” and do their best to fulfill that trust, they will have done their duty.”

Have you thought through what you and only you must do as the leader?  Have you made the difficult decisions to say no to many other things in order to stay focused on what you and only you must do?

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , ,
21 Apr 2014

Strategic Leading

Not all leadership activity is equally strategic.  And by strategic activity we mean those things that we do that are moving us towards accomplishing our leadership mission.  Separating busyness from strategic activity requires wisdom and constant attention from the leader.  Below is a simple outline to begin to think and lead strategically.

A Strategic Leadership Process

 1.     Mission Statement  –  What is our mission we are trying to accomplish?

This answers the question, “Why do we exist?”  This is first and foremost in strategic leading.  It’s the picture frame on the wall of the Kingdom that separates and defines who we are from what others are.  It is our identity.

2.     Define Current Reality  –  SWOT Analysis

This sets the context for our strategic planning and initiatives by seeking to truly understand our current situation.  A SWOT analysis defines this situation by looking at current Strengths, Weaknesses, Opportunities, and Threats.

3.     Vision Statement

This is where we want to go in the future – our destination.  It is the picture of the future that we see by faith, usually 5-7 years ahead.  It’s as if we are placed into the future and take a picture of that new reality – our desired future state.  Then, we try to describe this picture in detail.  This is the picture that is placed into the picture frame of our mission.  It is this future vision that we will begin to work towards and bring into reality.

A vision must have a faith stretch to it, but not so much overreach that it is seen as wishful thinking or a fantasy.  After describing this future reality, you want to craft a short vision statement that captures as much of this picture as possible.  Good vision statements should be clear, concise, and compelling.    e.g.   JFK’s vision for NASA  –  “We will place a man on the moon by the end of the decade.”

4.     Strategic Directions

Now that we have identified where we are going, we need to decide which roads we will take to get to our destination.  These are a few things (no more than 5 usually) that we focus on for the next couple of years that will begin to move us towards our destination.  These directions are not all that we will do, but they are key to taking us from where we are to where we want to be – our destination.  These strategic directions need to be re-evaluated every couple of years to decide if we continue with these or enough progress has been made that we can now focus on different things.  e.g.   For the next three years we will focus on:  staff recruiting, staff training, and staff funding

5.     Strategic Goals

With each strategic direction we will want to have some specific goals with metrics that we can use to assess whether or not we are making progress in our strategic directions.  These goals need to be concrete and clear.  e.g.  For the next three years we will hold three staff recruiting previews; recruit 50 full-time staff, train all towards the staff profile, dedicate 3 staff to be staff trainers; train all staff in personal fundraising; all staff will be up to full budget, etc.

These strategic directions and goals will then influence our yearly leadership plans.  All leadership plans need to be aligned with these over-arching directions and goals.  Again, we will do more in our leadership and plans than this, but each part of our work will seek to address these directions and goals.  Thus, we have strategic alignment across the work.

Are you busy in your leadership or are you strategic?  There’s a BIG difference!

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , ,

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