Developing Kingdom Leaders – Tom Yeakley

Taking the Mystery out of Leadership

Archive for the tag “Strategic leading”

15 Dec 2025

Long-term Goals vs Short-term Needs

The phrase, “like sheep without a shepherd” is repeated twice in the Gospels.  Here are the references:  Matthew 9:36 ESV – “When he saw the crowds, he had compassion for them, because they were harassed and helpless, like sheep without a shepherd,” and Mark 6:34 ESV – “When he went ashore he saw a great crowd, and he had compassion on them, because they were like sheep without a shepherd. And he began to teach them many things.”

The Matthew event happened before sending out the Twelve in pairs, while the second occurred after they returned from their short-term ministry trip.  Both events evoked a response from Jesus of compassion for the many people who were wandering through life without someone who cared for or protected them.  But note the different applications that followed His compassion for the crowds.

In Matthew, we know that He saw a ripe harvest of souls all around Him and the application was to pray for more laborers for the harvest.  The solution was more workers in the harvest, and the means was prayer to the Father.  Implied in this request was a willingness to personally engage in the harvest as it was immediately followed by Jesus sending them out into the lost crowds in the villages of Galilee (see Matthew 10).

In Mark, after the Twelve returned, on the premise of seeking to get some time away, they once again encountered the many people in the ‘great crowd’ who had followed their boat from the shoreline.  Upon arrival, He saw the crowd, had compassion on them, and responded by ‘teaching them many things.’  And yes, He did eventually feed them – all 5,000 of them! 

As we go about our busy lives, may the Lord make us sensitive to the many lost, wandering souls around us who are living quietly desperate lives.  They may look all ‘put together,’ but we know the truth.  They are harassed and helpless – like sheep without a shepherd.  They have no one who is watching over their souls.

May our response be one of loving care for these lost ones.  May we engage in praying for them, teaching them the truth of the Gospel, and treating them as we would want to be treated – with dignity and respect.  Let’s be careful not to lose our focus on spiritual generations of disciplemakers – for that will ultimately address the eternal needs of the great crowds.  But let’s not be so future focused that we miss the immediate opportunities He brings our way.  Not moved to action by guilt, but from a compassion for the lost. 

Jesus dealt with this same dynamic tension of completing His strategic mission with the Twelve. He was always responding to the daily clamoring crowds immediate needs, who He helped by teaching and healing.  We too must address some short term ‘crowd’ needs and still fulfill our Mission just as He did.

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15 Jul 2024

Come to Grips with the Possible

Some years ago, I spent a day with J.O. Sanders, assisting him in his travels from one end of the island of Java to another. As we transited from trains, planes, and automobiles we discussed much about life, ministry, and leadership. He asked me questions that caused me to reflect upon my plans, hopes, and dreams for ministry in Indonesia. It was a wonderful day!

Somewhere during this day, he said this, “Tom, I have something I’d like to say to you.” Well, as you can imagine, that got my attention. “Of course,” I said, “Please do so. I’m interested to hear what you have to say.” “Tom, you need to come to grips with the possible,” he said. Hmmm, I thought. I wonder what he means by that. So we continued our conversation with me asking him to please explain further.

“Tom, you’ve told me about your hopes and aspirations – your plans and your initiatives. But your youthful zeal and idealism has set you up for daily frustrations and great disappointments. It’s not wrong to have those future goals and dreams. But don’t live there. Live and labor in the present and trust God for whatever outcomes He deems best from your effort. Come to grips with what’s possible today, work hard at what He gives you to do, and leave the outcomes to Him who is good and always does what is good. Don’t be so focused on what remains undone. Do what you can, today. There will be time and resources to accomplish all He intends for you tomorrow.”

It was only later that I realized this was the same counsel Jesus gave His disciples when they questioned the effort of a women who anointed him with expensive perfume. There was much left undone that the money from the sale of the perfume could have been used for. Jesus’ reply was poignant, “Leave her alone. She has done what she could.”

That short dialog with J.O. Sanders marked me. Since that day I have sought to apply his counsel to work hard each day, do what I can, and leave what is undone for tomorrow. Jesus said it another way, “Therefore do not be anxious about tomorrow, for tomorrow will be anxious for itself. Sufficient for the day is its own trouble.” Matthew 6:34 ESV

Another leader once counseled me, “A mark of maturity in leadership is being able to live with unfinished tasks.”

Therefore, work hard each day. Do what you can. Tomorrow will come with its own special challenges. Come to grips with the possible!

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26 Feb 2024

How to Empower Leaders

When Jesus had called the Twelve together, he gave them power and authority to drive out all demons and to cure diseases, and he sent them out to proclaim the kingdom of God and to heal the sick. Luke 9:1-2 NIV

One of the main responsibilities of leaders, especially senior leaders, is to empower those who they lead. But what does that look like and how will those reporting to you know they are empowered? Let’s look at this from an incident in Jesus’ training of the Twelve.

From the sending of the Twelve in pairs on a short-term mission assignment, we note that “he sent them out…to proclaim the kingdom of God and heal the sick.” The disciples were sent with a very clear job to do – proclaim the kingdom of God and heal the sick. One of the foundational items needed for empowerment is a clear job description. Those we lead need to know what exactly is it that they are to do. What is the outcome or goal of my contribution? As their leader, you need to define this for them or perhaps, in conjunction with them. Don’t leave them guessing if they are doing the right thing. 

Jesus also gave them “power and authority” to carry out their job of proclamation and healing – the spiritually sick as well as the physically sick. Nothing frustrates direct reports more than being given a job to do but lacking the authority or resources to accomplish it. More bricks, no straw! 

Jesus did not ‘micro-manage them in telling them how to exercise the power and authority given them. Rather, He specified the outcome – ‘heal’ and let them determine the how. No doubt they did what they saw Jesus do as he modeled for them before sending them out on independent assignment. 

Once the mission was completed, they regathered at a time and location no doubt predetermined before they were sent. They debriefed their experiences with Jesus (see Mark 6:30). Note that the Twelve did not have to check back with Jesus after they were sent until they once again regrouped. They were released and empowered to act on their own initiative. Yes, they did have restrictions – the villages of Galilee only – but otherwise they were free to roam. Did they go to familiar places or venture off into corners of Galilee that were unfamiliar? 

Do those you lead have the power and authority to do their jobs? It may be a good time to ask them if they have all they need to do what they have been asked to do. 

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13 Feb 2023

Making Tough Calls

Paul and Barnabas are at Pisidian Antioch in the midst of their first missionary tour to the Gentiles. As was their custom when entering a new city, they would go first to the synagogue to present the gospel of Jesus to the Jews. Once that obligation was fulfilled they would then turn to the Gentiles. Their ministry to the local Gentiles would continue as long as open doors presented themselves. But once opposition formed, they would move on to the next town. This ministry pattern was repeated as they moved from town to town. Note this process as described in Acts 13 below.

From Perga they went on to Pisidian Antioch. On the Sabbath they entered the synagogue and sat down. After the reading from the Law and the Prophets, the leaders of the synagogue sent word to them, saying, “Brothers, if you have a word of exhortation for the people, please speak.” … 26 “Fellow children of Abraham and you God-fearing Gentiles, it is to us that this message of salvation has been sent. … 42 As Paul and Barnabas were leaving the synagogue, the people invited them to speak further about these things on the next Sabbath. When the congregation was dismissed, many of the Jews and devout converts to Judaism followed Paul and Barnabas, who talked with them and urged them to continue in the grace of God. On the next Sabbath almost the whole city gathered to hear the word of the Lord. When the Jews saw the crowds, they were filled with jealousy. They began to contradict what Paul was saying and heaped abuse on him. Then Paul and Barnabas answered them boldly: “We had to speak the word of God to you first. Since you reject it and do not consider yourselves worthy of eternal life, we now turn to the Gentiles. … 48 When the Gentiles heard this, they were glad d honored the word of the Lord; and all who were appointed for eternal life believed. The word of the Lord spread through the whole region. But the Jewish leaders incited the God-fearing women of high standing and the leading men of the city. They stirred up persecution against Paul and Barnabas, and expelled them from their region. So they shook the dust off their feet as a warning to them and went to Iconium. Acts 13:14-15; 26; 42-46; 48-51 NIV

We can’t do everything all the time. Making strategic Kingdom leadership decisions are influenced by multiple factors such as: resources available, opportunity alignment compared to our God-given mission, timing, and the confirmation of the Holy Spirit. Good leadership considers all of these factors in the decision making process. We will have to say ‘no’ to some options in order to say ‘yes’ to the best choice. Some will question our decisions and perhaps disagree.

Ultimately, ‘wisdom will be known by her children.’ (see Luke 7:35). Note that the Word of the Lord spread beyond Antioch to the entire region (v. 49).

Be courageous and make the tough calls! God has your back!

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06 Feb 2023

Changing Your Plans

When they asked him to spend more time with them, he declined. But as he left, he promised, “I will come back if it is God’s will.” Then he set sail from Ephesus. Acts 18:20-21 NIV

Paul was at the end of his three-year second missionary tour. He had added a new couple to the team in Corinth, Aquila and Priscilla, and now he sailed with them to Ephesus. Paul, as was his custom, went to the synagogue to proclaim the Messiah to the Jews in Ephesus. There seems to have been an open opportunity for Paul the share the gospel among this Jewish audience indicated by their asking Paul to “spend more time with them.” But Paul declined. Why would Paul say ‘no’ to this open door?

Note that Ephesus (main city in the province of Asia) was the target audience for Paul and team two years earlier when they were at the beginning of the second tour (see Acts 16:6ff). The Holy Spirit prevented them from entering the province at that time, and now two years later there was an opportunity. Paul left Aquila and Priscilla in Ephesus (remember, they were Jewish converts) and sailed back to Jerusalem and eventually to Antioch of Syria.

Paul’s parting comment upon leaving was, “I will come back if it is God’s will.” We know he did return to Ephesus on his third tour and remained there for over two years (see Acts 19). Ephesus was still a strategic ministry audience, yet Paul’s future was dependent upon the Lord’s plans for him. He had learned to make his plans, but know that their execution was dependent upon the Lord’s guidance.

Some might say, “Well, what’s the use in planning if we don’t know whether they will be implemented? It seems like such a waste of time and effort. Why not just ‘wing it – let the Holy Spirit guide us as we go?” The Lord is an intentional God who acts according to His purposes. Jesus acknowledged the completion of the work (plans) the Father gave Him the night before His crucifixion. So, put aside this ‘wing it’ idea thinking that somehow this is more aligned with God’s leading us.

But… and this is big…. as we act out our carefully thought-through plans, we must also listen very carefully to the Holy Spirit and be willing to change our plans as He directs. He is God and we are not! He has the right to do as He sees fit and do it at anytime and in anyway He chooses. Our job is to follow His lead not expect Him to ‘rubber stamp’ our plans.

You may think that changing your leadership plans will cause a lack of trust from those you lead, but the opposite can be true. A leader who acknowledges God’s guidance, who has the humility to change plans because God has given a new direction, actually gains trust. Who doesn’t want to be led by someone who in humility says, “I had planned on this, but God over-ruled and directed us this new way?” At the beginning of his second tour, Paul changed his plans three different times before finally understanding that God wanted he and his team to go into Macedonia (northern Greece), not western Turkey.

Listen carefully to the Spirit as you execute your plans and be willing to change them. Study and apply His Word to your ministry efforts and expect Him to use the Word and others to confirm His leading (see Acts 16:1-10).

Now listen, you who say, “Today or tomorrow we will go to this or that city, spend a year there, carry on business and make money.” Why, you do not even know what will happen tomorrow. What is your life? You are a mist that appears for a little while and then vanishes. Instead, you ought to say, “If it is the Lord’s will, we will live and do this or that.” James 4:13-15 NIV

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22 Aug 2022

Alignment – 2

A primary part of leading is aligning resources towards our agreed upon missional outcome. Because resources are limited and opportunity is seemingly unlimited, we must say ‘no’ to some things in order to align our limited resources to best opportunity to accomplish our mission. Below are some thoughts from Navigators staff, Paul Stanley on the important topic of alignment – part 2.

To illustrate alignment, let us look at it in several different contexts:

Alignment in a Team:  Alignment would mean that the members of the team are functioning as a whole. Each member would share a common vision and the individual capacities of the members would be aligned with the vision to create what the members truly desired. The members would be motivated to develop their talents so that their contribution would be greater and increase the desired results . The members would learn to work together, and the more they did alignment would increase. When alignment breaks down, the efforts of the members are partially dispersed rather that harmonized. An unaligned team is like the scattered, incoherent light of a light bulb rather than the “coherent” light of a laser.

Peter Senge (The Fifth Discipline) observed that “…in an aligned team, there is commonality of purpose, a shared vision, and understanding of how to complement one another’s efforts. Individuals do not sacrifice their personal interests to the larger team vision; rather, the shared vision becomes an extension of their personal visions. In fact, alignment is the necessary condition before empowering the individual will empower the team.”

When in alignment, all four automobile tires are pointed in the exact same direction and provide a stable, consistent tide to the passengers. The tires complement one another’s’ performance. But, when the tires are not in alignment energy and rubber are lost and the ride is unstable.

Alignment in an Organization: Alignment would be achieved when the people within the organization, the ministries, the structures and systems and organizational processes are in line with the organization’s Vision, Calling and Values. Alignment would be recognized by the degree to which the organization’s Mission, Vision, and Values match the way the people who are part of the organization are living, relating, and ministering.

Gaining alignment in an organization is a leadership function. It is an ongoing task. Alignment is not to be confused with conformity, rather it is encouraging diversity but focusing and aligning it at the same time. Empowering individuals in an unaligned organization creates chaos, dissipates energy, and makes leading difficult, while the opposite is true in one that is well aligned. When we empowering part of an aligned organization we empower the whole.

Alignment is not a new concept for many leaders, but naming it helps us recognize whether we have it or not. In an unpredictable and rapidly changing environment in which we lead and minister, alignment becomes vital for keeping stability and maximizing our individual and group capacity for fulfilling our mission in a lost and struggling world.

Are you aligned?

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15 Aug 2022

Alignment – 1

A primary part of leading is aligning resources towards our agreed upon missional outcome. Because resources are limited and opportunity is seemingly unlimited, we must say ‘no’ to some things in order to align our limited resources to best opportunity to accomplish our mission.

Below are some thoughts from Navigators staff, Paul Stanley on the important topic of alignment.

“Building a visionary company requires 1% vision and 99% alignment. When you have superb alignment, a visitor could drop in from outer space  and infer your vision from the operations and activities of the company without ever reading ii on paper or meeting a single senior executive. Creating alignment may be your most important work. “ [from “Building Your Company’s Vision,” by James Collins and Jerry Porras, Harvard Business Review (Sept-Oct 1996)]

Alignment is not a new word in English, but its usage is new in the world of leadership and organization. Normally, “alignment” is used in the military to “bring a formation of soldiers in line” or to line up exactly behind one another. It has a second common usage with those who work with automobile engines to bring the pistons up and down movement into “alignment” with the electrical spark, so they would work together. … be in harmony with one another.

Alignment means that all elements of a whole are lined up with the same point.

When a group, team or organization is in alignment, the result or benefit is that the efforts of the parts are in line with or moving in the same direction or focused on the same goal. The point around which all the parts align themselves must be clear, and in the case of people, must be compelling.

Unity enhances alignment but differs slightly in that alignment focuses on an external point of reference and is active and dynamic. One can have unity while at the same time not be aligned. Unity in diversity is a blessing, but focused diversity (alignment) is strategic.

Next week we’ll look at how to practically bring alignment into our leadership context.

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08 Aug 2022
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Pay Attention to Morale!

One of my favorite leadership books is Eisenhower’s Crusade in Europe. This is his memoirs on leading the Allies in Europe during WW2 which are full of leadership lessons easily transferred into Kingdom leading. The following compilation on the importance of maintaining high morale is an important reminder today as many a struggling with mental health issues.

FACTORS CONTRIBUTING TO HIGH MORALE from Dwight D. Eisenhower, Crusade in Europe

1.         Morale is the greatest single factor in successful warfare.

2.         The individual is the key to success.

3.         Communicate correct information to counteract negative propaganda.

4.         Maintaining the initiative not only keeps the enemy on the defensive, but builds morale.

5.         Success in reaching a goal or series of victories builds morale and esprit de corps.

6.         When the enemy is successfully attacking, calmness, firmness and optimism are essential to win through to victory.

7.         Keep the civilians informed of the progress of the war.

8.         Visit the troops frequently in the field.

9.         Talk to the troops about everything.  Ask them if they have discovered any new trick or gadget to use in fighting.

10.       Mutual confidence, a feeling of partnership, is the essence of esprit de corps.

11.       Take initiative to find out their problems.  Don’t wait for them to come to you.

12.       Men must feel that they are being treated equally and fairly.

13.       Men must know their own accomplishments are understood and appreciated.

14.       Leadership, discipline, technique, as well as numbers, equipment, mobility, supply and maintenance are prerequisite to the existence of morale.

15.       Morale will suffer unless all ranks thoroughly believe that their commanders are concerned first and always with the welfare of the troops who do the fighting.

16.       Provide recreation and furlough time.  Veterans like to return to their own unit.  Relieve units from front-line duty periodically.

17.       Higher commanders devote every minute of their time to tactics, logistics, and morale.

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11 Jul 2022

Remember Lot’s Wife!

Remember Lot’s wife. Whoever seeks to preserve his life will lose it, but whoever loses his life will keep it. Luke 17:32-33 ESV

You may remember the story of Lot’s family who lived in Sodom until God’s judgment came in the presence to two angels sent to destroy the city. Lot welcomed them into his home and then was told that he and his family must flee the city before the angels could bring their destruction. “And as they brought them out, one said, ‘Escape for your life. Do not look back or stop anywhere in the valley. Escape to the hills, lest you be swept away.'” Genesis 19:17 ESV

Finally, the family is ushered out of the city and then God brings fire and brimstone raining down on the cities of Sodom and Gomorrah. Having been delivered from the immediate destruction of Sodom, Lot’s family leaves behind all but what they can personally carry. But Lot’s wife, for whatever reason, stops her flight and looks back to see what she has left and dies. “And he overthrew those cities, and all the valley, and all the inhabitants of the cities, and what grew on the ground. But Lot’s wife, behind him, looked back, and she became a pillar of salt.” Genesis 19:25-26 ESV

Jesus validates the story and uses her disobedience as an object lesson for the coming days of final judgment when He returns. Don’t look back, look forward when you see His glorious arrival. For what is coming is much more that what we have left behind.

It can be easy to dwell upon the past. Perhaps we made some leadership mistakes that we regret. Perhaps we wish we could undo some past decisions or actions that now have bad unintended consequences. Yes, we can learn from our failures and hopefully we do. But don’t stop and dwell on the past. Look at what’s in front of you! God has a future for you and those you are leading. He can take those past failures and turn them into a future with hope and even more fruitfulness.

Someone has said that it’s difficult to drive by looking in the rear view mirror! Stop focusing on your past! Trust God for a new beginning. Look forward, not backward!

Remember Lot’s wife!

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11 Jan 2021

Making Wise Personnel Decisions – 2

For Kingdom leaders, personnel decisions can be the most time-consuming and challenging of all the decisions you make.  The complexity of these decisions is due to the many considerations involved:  What’s best for the strategic mission? or What’s best for the person / their family?

Below are some guiding principles and ideas on how to make wise personnel placement decisions.

Staffing Change / Placement / Move decisions 

  1. Kingdom leaders lead in the midst of a tension.  At times we have competing values between a staff person’s needs and desires vs the mission’s (God-given task) needs and desires.  We do value both the individual staff person and an awareness of our stewardship of the mission God has asked us to carry out.  In staffing and placement decisions these tensions can be very real and seem unsolvable so that both are addressed.
  2. A guiding principle to help us in this dilemma would be – we want to have a bias towards the person and their needs (not necessarily their desires), knowing that the Lord will provide all the resources needed to accomplish anything He asks us to do.
  3. We must acknowledge that in some situations it may be more strategic to stay a longer time in one location, rather than move.  Role changes and physical moves are made in light of fulfilling our strategic mission.
  4. When making staffing decisions, there are some issues that we must be very considerate about – personal health needs, children’s development and education, extended family concerns (i.e. caring for aging parents), financial budgets (city budgets vs rural budgets), personal ‘fit’ for the new assignment, etc.
  5. But, while we do consider the above, we must not shrink back from asking for sacrifice or going against one’s personal desires.  Sacrifice is the lifestyle of a follower of Jesus and certainly a part of laboring for Him.  In Mark 10:29-30 the Lord speaks of reward for those who leave behind (sacrifice) family relationships, homes and vocations (fields) for His sake and the gospel.  We are all called to labor for Christ, not ‘vacation’ for Christ!
  6. If one is asked to make a strategic job change or physical move for the sake of contributing to the advancement of the gospel and helping fulfill our God-given mission, there may be reasons for not accepting the invitation.  These reasons must be more than, “I just don’t want to move or do this.”  Or, “I don’t sense that this is best.”  Just as the reason for suggesting the change should be more than, “You’ve been there a long time and need a new challenge.”
  7. If there are sound reasons for saying ‘no’ and we decide to withdraw an invitation, we must not hesitate to return and make a different ask at some time in the future.  We will want to discern if it truly was a wrong ‘fit’ issue or just a personal desire not to change or move.  World-changing mission will require sacrifice, change and mobility to advance the gospel among the lost.

And he said to them, “Truly, I say to you, there is no one who has left house or wife or brothers or parents or children, for the sake of the kingdom of God, who will not receive many times more in this time, and in the age to come eternal life.”    Luke 18:29-30  ESV

I appeal to you therefore, brothers, by the mercies of God, to present your bodies as a living sacrifice, holy and acceptable to God, which is your spiritual worship.    Romans 12:1  ESV

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