Sermon Illustrations on Leadership — page 2

Leaders Who Turned To Prayer

Psalms 5:1

"O Lord, hear me as I pray; pay attention to my groaning.... Listen to my voice in the morning, Lord. Each morning I bring my requests to you and wait expectantly." -- Psalm 5:1-3 NLT

In World War I, Field Marshal Foch, the Allied commander in chief, could not be found when a military conference was about to start. An officer friend said, “I think I know where he might be.” Foch was found praying nearby at a bombed-out chapel.

Abraham Lincoln once said, “I would be the greatest fool on earth if I did not realize that I could never satisfy the demands of the high office without the help of One who is greater and stronger than I am.”

David realized this truth too. Although he was a powerful king, he daily acknowledged his dependence on someone far greater and stronger than he was. Not only did David begin each day depending on the Lord, but he waited expectantly throughout the day to see how God would work on his behalf. When you live each day looking upward, God often sends delightful surprises.

When we don't pray, we quit the fight.

Prayer keeps the Christian's armor bright.

And Satan trembles when he sees

The weakest saint upon his knees.

WILLIAM COWPER

________

Adapted from The One Year® Book of Psalms by William J. Petersen and Randy Petersen,, Tyndale House Publishers (1999), entry for February 7

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[Original illustration at this number was deleted for being obsolete]

A Typical Church Fight

John 9:22

Papers from a church fight at [unnamed] Baptist Church in Ohio, 1989. Pastor Eades (who used to give revivals in state) was removed as pastor by a secret business meeting. He held his own meeting, declared himself Pastor-for-Life, changed the locks and excommunicated the malcontents.

The issue was taken up by a denominational review board after the state police were called to the church. [Outcome unknown]

"I've Got You Under My Thumb and Other Distorted Views"

Acts 20:28

Some commonly held assumptions about accountability can lead to destructive relationships.

Three Misunderstandings:

#1: Spiritual accountability can be imposed.

The relationships we enter into with one another for spiritual

accountability are voluntary, not a means for one person to control

another's life.

#2: Accountability means that someone leads and someone follows.

There is no biblical basis of a Christian social order where the

teacher is intrinsically better than the pupil.

#3: Accountability focuses on performance.

The Politicians Stink!

John 7:42

Minor Prophet series. Micah and godly leadership.

1. Failings of current political leadership.

2. Micah's condemnation of national leaders.

a. They eat the people up.

b. Self-serving attitude.

c. Whole system corrupted.

d. No sense of justice or God.

3. Messiah will be God's perfect leader.

4. The "shepherd" model of leadership.

a. Leadership in the areas of our lives.

b. How well are we imitating Jesus?

Who Invented Patriarchy?

Luke 1:27

The daughter of Frank Gabelein defends biblical feminism. If God used a "chain of command," he would not have called Mary directly, but would have sent her call through Joseph. Female leadership in the Bible is not an exception to the rule.

The Shadow of the Leader

Luke 6:40

Article gives background of Gen. Norman Schwarzkopf, victor of Kuwait-Iraq war. He is a native of New Jersey. A modern business principle called "the shadow of the leader" claims that an organization will, if properly trained and motivated, adopt the characteristics and basic persona of its leader.

Instructions For Worship and Leadership

Acts 20:7

[ancient source?]

On Sunday, the Lord’s own day, come together, break bread and carry out the eucharist, first confessing your sins so that your offering may be pure. Let no one who has a quarrel with his friend join the meeting until they have been reconciled, so that your offering is not polluted. For this is the offering spoken of by the Lord: “Everywhere and at all times offer me a pure sacrifice. For my kingdom is great, says the Lord, and my name is wonderful among the nations.”

Appoint for yourselves therefore bishops and deacons worthy of the Lord; men who are meek and not money-lovers, true and approved, for they also perform for you the ministry of prophets and teachers. So do not despise them; they are the honourable men among you, together with the prophets and teachers.

Quotes On Teamwork

“Dependent people need others to get what they want. Independent people can get what they want through their own efforts. Interdependent people combine their own efforts with the efforts of others to achieve their greatest success.”

— Stephen Covey

“You cannot succeed by yourself. It’s hard to find a rich hermit.”

— Jim Rohn

“Light is the task where many share the toil.”

— Homer

“Alone we can do so little; together we can do so much.”

— Helen Keller

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[Original illustration at this number was a duplicate of HolwickID #4171]

A Leader For Our Times

Joshua 1:1

Sermon in Joshua series. A vision of Leadership. Joshua 1:1-9

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A LEADER FOR OUR TIMES

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I. How important is leadership?

II. Challenges of Joshua.

A. A time of crisis.

B. Our time of crisis.

III. Qualities of Joshua.

A. Prepared.

B. Spiritual.

1) Had God's presence. 1:5,9,17

2) Obedient. 1:7

3) Focused on Word. 1:8

C. Courageous and bold. 1:9

1) The alphabet of vision.

D. Committed to an ultimate goal. 1:14-15

IV. Impact of Joshua.

A. Successfully led Israel.

B. Inspired future generations.

C. Commended for his faith and integrity.

V. Are you a Joshua?

A. Even if you're not a leader, you can be a Joshua.

B. Attitude is everything.

C. Choose your commitment.

#1591

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What the Bible Says About Accountability

Luke 16:2

Swindoll finds three major Biblical principles in support of accountability:

1. Accountability to God is inescapable and inevitable.

2. Accountability to spiritual leaders is commanded by God and is profitable

to us.

3. Accountability to one another is helpful and healthy.

Quotable Quotes

Acts 9:3

”The very essence of leadership is that you have to have a vision. You can’t blow an uncertain trumpet.”

-- Theodore Hesburgh

Why Pastors Are Fired

Acts 20

Relationships between pastors and churches can be as intense as a marriage. Church hate to admit emotional conflicts since they are supposed to love one another. In most cases (except for moral misconduct) the conflicts can be resolved if the participants would talk to each other.

President Carter's Baptist church in Plains, GA, was rent by a schism in 1977 when the pastor adopted a Hawaiian child after a big conflict over letting blacks in the church.

Four stages of conflict:

1. Pastor not given a raise; he preaches on taking care of each other.

2. Each side cries for help in terms that other side sees as threats.

3. Each side becomes angry. Factions become explicit. Attendance declines.

4. The pastor resigns - or is fired.

Baseball Blame

Luke 1:6

In "Discipleship Journal," Don McCullough wrote: "John Killinger tells about the manager of a minor league baseball team who was so disgusted with his center fielder's performance that he ordered him to the dugout and assumed the position himself.

"The first ball that came into center field took a bad hop and hit the manager in the mouth. The next one was a high fly ball, which he lost in the glare of the sun - until it bounced off his forehead. The third was a hard line drive that he charged with outstretched arms; unfortunately, it flew between his hands and smacked his eye.

"Furious, he ran back to the dugout, grabbed the center fielder by the uniform, and shouted, 'You idiot! You've got center field so messed up that even I can't do a thing with it!'"

Leadership

Luke 6:39

In “Everyday Discipleship for Ordinary People,” Stuart Briscoe wrote:

“One of my young colleagues was officiating at the funeral of war veteran. The dead man’s military friends wished to have a part in the service at the funeral home, so they requested the pastor to lead them down to the casket, stand with them for a solemn moment of remembrance, and then lead them out through the side door. This he proceeded to do, but unfortunately the effect was somewhat marred when he picked wrong door. The result was they marched with military precision into a broom closet, in full view of the mourners, and had to beat a hasty retreat covered with confusion.

“This true story illustrates a cardinal rule or two. First, if you’re going to lead, make sure you know where you’re going. Second, if you’re going to follow, make sure that you are following someone who knows what he is doing!”

#1919

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Everyone A Leader

Matthew 20:26

“Whoever wants to be great among you must be your servant, and whoever wants to be first must be your slave” (Jesus in Matthew 20:26-27, NIV).

On one occasion following a great victory Napoleon was asked how he made his army cross the Alps and he replied, “One does not make an army cross the Alps; one leads it across.”

The most effective way to lead others, to teach others, to motivate others, or to train our children is by example — by who we are, by what we do, and most of all by how much we care about them.

In other words, “Show me. Don’t tell me.” That is, we need to lead the way, not by being demanding or telling others what they should or shouldn’t do, but by modeling what we want to teach others to be and do. Furthermore, as another has said, “People don’t care how much we know until they know how much we care.”

In these areas everyone of us can be a leader!

Suggested prayer: “Dear God, please help me to be a living example of a true follower of Jesus and be an example that my children, my friends and others will want to follow. Gratefully in Jesus’ name.”

“Good habits are as addictive as bad habits, and a lot more rewarding.” — Harvey Mackay, businessman and author

Questions to Ponder

• What bad habit would I like to replace with a good one?

• What are some of my best habits?

• How am I rewarded by my best habits?

[Original illustration at this number was a duplicate of HolwickID #15902]

Sandhill Cranes and Leadership

Acts 4:36

Bruce Larson, in his book "Wind and Fire," points out some interesting facts about sandhill cranes:

"These large birds, who fly great distances across continents, have three remarkable qualities. First, they rotate leadership. No one bird stays out in front all the time. Second, they choose leaders who can handle turbulence. And then, all during the time one bird is leading, the rest are honking their affirmation. That's not a bad model for the church. Certainly we need leaders who can handle turbulence and who are aware that leadership ought to be shared. But most of all, we need a church where we are all honking encouragement."

Fatigue

Luke 11:28

In the eleventh century, King Henry III of Bavaria grew tired of court life and the pressures of being a monarch. He made application to Prior Richard at a local monastery, asking to be accepted as a contemplative and spend the rest of his life in the monastery.

“Your Majesty,” said Prior Richard, “do you understand that the pledge here is one of obedience? That will be hard because you have been a king.”

“I understand,” said Henry. “The rest of my life I will be obedient to you, as Christ leads you.”

When King Henry died, a statement was written: “The king learned to rule by being obedient.”

When we tire of our roles and responsibilities, it helps to remember God has planted us in a certain place and told us to be a good accountant or teacher or mother or father. Christ expects us to be faithful where he puts us, and when he returns, we’ll rule together with him.

Be Strong and Courageous

Joshua 1:5

Old Testament Heroes sermon series: Joshua.

Joshua 1:5-9

BE STRONG AND COURAGEOUS

I. Joshua's background.

A. His name.

B. His significance.

C. His daunting task. 1:7

II. The fear of failure.

A. Joshua had plenty to worry about. 7:7

B. The "Imposter Phenomenon."

III. How Joshua overcame failure.

A. He had an accurate assessment of himself. 3:7

B. He had a strong faith in God. 1:8; 5:13-15

C. He had his priorities right. 8:30-35

D. He dared to take risks. Num 14:6-8

IV. The influence of courageous leaders.

A. Courageous leaders make an impact.

B. Following the leader.

V. Joshua's invitation.

A. All of God's good promises came true. 23:14

B. Choose whom you will serve. 24:15

Breaking the Grumblers' Grip

Luke 5:30

Excellent article on the Biblical assessment of grumbling.

I. Grumbling versus legitimate concern.

A. Not all disagreement is unhealthy.

B. Grumblers express disagreement in unhealthy ways.

1) They seldom take the issue to those who can resolve it.

a) At worst, some want retribution more than resolution.

b) At best, they don't want leaders to think less of them.

2) They tend to aggressively build support for their cause.

a) Unwilling to remain a minority opinion, they beat the

bushes for sympathizers.

b) They hope to reverse consensus or block implementation

of decisions.

3) They use the Gideon strategy: creating the appearance of

greater numbers.

a) "I'm not the only one who feels this way."

b) When pressed, they refuse to talk specifics.

1> In one case, supporters feared defeat, only to win

by 90%.

C. Church business meetings tend to be "grumbler friendly."

II. Why the Bible condemns grumbling.

A. Grumbling denies God's ability to provide.

1) The Jews in front of the Red Sea out of fear lashed out at

the most convenient target, Moses, because they had

forgotten what God had done in Egypt.

B. Grumbling may be an attempt to intimidate.

1) In Exodus 16 they grumble against Moses to get him to return

to Egypt.

2) Change still threatens God's people today.

a) God's path is most often one of growth, not of comfort.

C. Grumblers debilitate God's leaders.

1) In Numbers 11 Moses was pushed to the point where he wanted

to take his life.

2) Grumbling is a form of Chinese water torture with a steady

drip of thoughtless, often anonymous complaints.

III. Five precautions to minimize grumbling and its effects.

A. Don't encourage complaints.

1) Grumblers often wax bolder and more influential when given

a ready audience.

2) Death by inattention is better than encouraging beefs.

a) Some grumblers will make their own Exodus.

b) With their absence the atmosphere will brighten.

B. Model a positive attitude.

1) A pastor's attitude is contagious.

2) Like Moses, Joshua, Gideon, and Nehemiah, choose to focus on

the positive side even when besieged by critics.

3) Communicate that God is in control.

4) Stay mentally, physically, and spiritually fresh.

C. Educate leaders.

1) Don't respond to second-hand criticism.

a) It's not biblical.

b) It's not helpful.

2) Matthew 18 shows how to resolve conflict.

D. Warn of the dangers. (many consider it normal for churches)

1) Complaining replaces prayer.

a) Prayer, not grumbling, is God's way to change things.

2) Grumblers earn a bad reputation.

a) In a church that values community, grumbling will

ostracize them.

3) Grumbling seduces people away from Jesus' model for handling

conflict.

4) Grumbling weakens a congregation's confidence in its leaders.

a) While natural, it is unhealthy to believe negative

reports about others.

b) Do not presume guilt instead of innocence.

c) Instead, presume the best rather than the worst.

E. Don't Grumble against Grumblers.

1) It is natural to see grumblers as "the enemy."

a) But our responsibility is not to accuse them but to pray

for them.

b) Christ will vindicate us.

2) Can chronic grumblers be reformed?

a) Difficult, but not impossible.

b) One complainer was babied, then ignored.

He found out that grumbling is unacceptable.

While they ignored his grumbling, they didn't ignore him.

They communicated that they valued him as a person.

That may be what most grumblers are searching for.

The Grievance of Grumbling

Luke 5:30

Grumbling is common among Christians, but condemned by God, and for good reason.

I. Tension in Jessica Martin's life led to complaining attitude.

A. Friend's letter stated: "I don't know how else to let you know

what I heard and how you came across, at least to me. I heard

what sounded like a whining child complaining that she wasn't

being treated fairly."

B. Felt like a slap in the face, but true.

1) She researched "grumbling" in the Bible.

II. Murmurings and Manna.

A. The Israelites had a short memory.

1) Grumble about food - manna.

2) Grumble about water - from a rock.

3) Grumble about manna - meat till they puked.

B. Grumble about Promised Land - forbidden to enter. Num 14:28-31

III. Grumbling as sin.

A. Do we focus on what we have, or what we don't?

B. God is patient (Exod 34:6-7) but his patience has limits.

C. Grumbling can kill our relationship with God and people.

IV. A new spirit.

A. Think positive. Phil 4:8

B. Grumbling doesn't make things better.

C. God doesn't promise life will be easy or fair.

D. Give thanks - in all circumstances. 1 Thess 5:16

"Grumblers' Grip"

Luke 5:30

Sermon on grumbling. Exodus 16:2-8

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GRUMBLERS' GRIP

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I. It's the little things that defeat us.

II. Grumbling versus legitimate concern.

A. Not all disagreement is unhealthy.

B. Grumblers express disagreement in unhealthy ways.

III. Why the Bible condemns grumbling.

A. Grumbling denies God's ability to provide. (short memory)

B. Grumbling weakens grumblers, and their relationships.

IV. The dangers of grumbling.

A. Complaining replaces prayer. Ps 142:2

B. Grumblers earn a bad reputation. Jude 16

C. Grumblers weaken God's leaders. Num 11:15

V. Three ways to minimize grumbling and its effects.

A. Don't encourage complaints.

B. Follow the Bible's advice on resolution of conflicts. Matt 18

C. Don't Grumble against Grumblers.

VI. A new spirit.

A. Grumbling doesn't make things better.

B. Have a positive attitude instead. Phil 4:8

A Line In the Sand

John 6:63

Dire straits forced a dramatic move on Isla del Gallo, Columbia. During Pizarros’ second expedition his troops mutinied. After claiming their leader was a “slaughterer,” the governor sent a ship and ordered that any man who wanted to leave that crazy venture should be allowed to go.

Pizarro was tall, well built, and quite handsome, but he must then have been gaunt, weather-beaten, and raggedly dressed. Normally taciturn, Pizarro became eloquent. He was convinced that a rich empire lay to the south. He therefore used his sword to draw a line in the black, pebbly sand and challenged his men to cross it and stay with him:

“Comrades and friends, THERE lies the part that represents death, hardship, hunger, nakedness, rains, and abandonment; this side represents comfort. Here you return to Panama to be poor; THERE, you may go on to Peru to be rich. CHOOSE WHICH BEST BECOMES YOU AS GOOD SPANIARDS!”

Only 13 men crossed the line. To their contemporaries they became “the 13 of glory”; the others sailed back to Panama “as if escaping from captivity by the Moors.”

Indulgence For Our Errors

Job 38

General Collin Powell occasionally cited this passage from Thomas Jefferson's First Inaugural:

"I shall often go wrong through defect of judgment. When right, I shall often be thought wrong by those whose positions will not command a view of the whole ground. I ask your indulgence for my own errors, which will never be intentional, and your support against the errors of others, who may condemn what they would not if seen in all its parts."

The Best-kept Secrets of Family Life, Part 2

Job 24:15

In the book "Do Yourself a Favor: Love Your Wife," the author tells about a personal encounter with a little boy. He asked the boy what his father did. The boy replied, "He watches."

"You mean that he is a night watchman?"

"Oh, no," the little boy exclaimed. "He just watches."

"Well, what does he watch?"

"I don't know if I can tell you everything," the boy continued, "but I can name a few things."

"Well, tell me," the author replied.

"He watches TV, he watches Mom do the housework, he watches for the paperboy, he watches the weather, and I think he watches girls, too," he said, with an impish grin on his face. "He watches the stock market, football games, all the sports, he watches Mother spank us, and he watches us do our homework. He watches us leave to go to church and PTA and shopping. He watches Mom write letters and me play with my dog. He watches Mom pay the bills - but mainly he just watches," said the little fellow, with a note of sadness in his voice.

"If Jesus Led Your Small Group"

John 13

The Upper Room Discourse in John 13-17 gives insight into how Jesus would

lead a Bible study or small group.

1. Preparation.

2. Modeling.

3. Time for questions.

4. A safe atmosphere.

5. Mutual friendship.

6. Flexibility.

7. Absence. Share leadership with others, then move out.

One difference to remember is that we are not Jesus. While striving to follow

His example in every other respect, in this we would do well to simply point

our group to Him.

#3053

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Seven Questions Every Leader Should Ask

Max DePree is a Christian and the chairman and CEO of Herman Miller, Inc., the furniture maker once named among FORTUNE magazine's 10 best managed and most innovative companies. In his book, LEADERSHIP IS AN ART, he answers the question, "What is leadership?" with this definition:

"The first responsibility of a leader is to define reality. The last is the say thank you. In between the two, the leader must become a servant and a debtor."

Spiritual Shepherding

John 21:15

Final sermon in John series. Peter. John 21:15-19

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SPIRITUAL SHEPHERDING

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I. Second chances.

A. Are you capable of falling?

B. Forgiveness and restoration.

C. Jesus' treatment of Peter gives us insight.

II. The Fall.

III. Christ's Question.

A. Their relationship started over from scratch.

B. Do you love me?

C. More than these. 21:15

IV. Jesus knows all things.

A. What does Jesus know about us?

B. Searching our own hearts.

C. Joy in God's knowledge.

V. Reinstated for a reason.

A. Peter is commissioned to be a shepherd.

B. Peter is commissioned to fulfill his vow - death. 21:18

VI. The road to restoration.

A. There is no virtue in falling.

B. The Biblical procedure for restoration.

C. We are restored to serve.

Good Pastor News/bad Pastor News

Good News: You baptized seven people today in the river.

Bad News: You lost two of them in the swift current.

Good News: The Women’s Guild voted to send you a get-well card.

Bad News: The vote passed by 31-30.

Good News: The Elder Board accepted your job description the way you wrote it.

Bad News: They were so inspired by it, they also formed a search committee to find somebody capable of filling the position.

Good News: You finally found a choir director who approaches things exactly the same way you do.

Bad News: The choir mutinied.

Good News: Mrs. Jones is wild about your sermons.

Bad News: Mrs. Jones is also wild about the “Gong Show,” “Beavis and Butthead” and “Texas Chain Saw Massacre.”

Good News: Your women’s softball team finally won a game.

Bad News: They beat your men’s softball team.

Good News: The trustees finally voted to add more church parking.

Bad News: They are going to blacktop the front lawn of your parsonage.

Good News: Church attendance rose dramatically the last three weeks.

Bad News: You were on vacation.

Good News: Your deacons want to send you to the Holy Land.

Bad News: They are stalling until the next war.

Good News: Your biggest critic just left your church.

Bad News: He has been appointed the Head Bishop of your denomination.

Good News: The youth in your church come to your house for a surprise visit.

Bad News: It’s in the middle of the night and they are armed with toilet paper and shaving cream to “decorate” your house.

When You Need To Confront

Luke 3:19

One of the great challenges of leadership is learning to confront, comments Daniel Brown, pastor of The Coastlands Church in Aptos, California.

Principles for this touchy yet essential task:

AVOID AVOIDANCE. Often we think, if I just ignore the problem, it might go away. However, most problems that require confrontations are infections: if we ignore them, they get worse.

FOCUS ON PREVENTION. Try to address problems before they become crises.

RECEIVE PERMISSION. I may ask, “Do you want everything Jesus has in mind for you?” Or, “Would you like to know what I see in your life right now?” The person better receive the correcting advice or admonition, since he or she has already agreed to hear it.

BUILD ON PEOPLE’S STRENGTHS. If we tell people only where they’re wrong, they’ll become discouraged. We need to show people where they’re right, at the very least affirming them as unique, beloved creations of God.

INSTILL HOPE. If we have a clear sense of the bright future Jesus Christ has for people, we’ll have less trouble confronting them for their spiritual benefit.

WRAP TRUTH IN MERCY. One of the greatest personal transformations in my ministry began a number of years ago when I came across the biblical proverb, “Let not mercy and truth forsake thee.”

Confronting others will never be easy or pleasant. But if we want to see people change, we will have to develop the courage and skills to do it as well as we can.

The One Jesus Loves

John 3:16

Do you feel loved? Recognize how much Jesus loves you!

When we draw near enough to hear Jesus' heartbeat, we discover, as John did,

that we are His beloved.

The disciples of Jesus ran to Him because they were crazy about Him.

1 - The goal and Purpose of Life

2 - Do you love Me?

3 - Crazy about Him

4 - A Word of Hope

#3268

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Seven Questions Every Leader Should Ask

How to keep your leadership on track.

1. Do I have a good reason to lead?

a. A sense of God's calling.

b. A passion for the purpose.

c. Fitting the role.

d. Confirmation from others.

2. Do I harbor selfish motives?

a. Self-esteem.

b. Recognition.

c. Power.

3. Do I follow God's guidance?

4. Am I actually leading?

a. Management is not leadership.

b. Leaders must guide, inspire, challenge and motivate.

5. Who's really in control?

a. God must be in control.

b. Leaders must refrain from manipulating.

6. What's the vision?

7. What's the goal?

The Best-kept Secrets of Family Life, Part 2

More secrets on having a successful family:

I. The secret of management.

II. Only one in the lead.

III. The secret of limits.

A. Discipline on purpose, not as a reaction. 1 Pet 3:9

B. Be consistent, be quick. Eccl 8:11

C. Make sure the discipline exacts a cost. Prov 20:30

D. Overlook a lot of foolishness. Prov 19:11

IV. The secret of acceptance. Rom 15:7

A. Write down spouse's traits you like.

B. Write down spouse's traits you dislike.

1) Thank God for them.

C. Ask self: what can I do to help my spouse become happy?

Upside-downside Leadership

John 13:13

The definition of leadership in the Bible is far different from that in the world:

1. Leadership is not a role - it's a function.

2. Leadership is not a right - it's a responsibility.

3. Leadership is not wielding authority - it's empowering people.

4. Leadership is not winning popularity - it's influencing people.

5. Leadership is not a gender, race, or age issue - it's service.

Recruiting A Few Good Leaders

Churches should multiply small groups and multiply leaders.

Benefits of multiplying small groups:

1. Multiplication helps a small group maintain its outward focus so that it

does not become ingrown, introspective, or authoritarian.

2. Multiplication provides regular opportunities for more people to enjoyr

the benefits of a small-group experience.

3. Multiplication provides an opportunity for others to lead.

A good small-group leader should be:

1. Teachable.

2. Relational.

3. Spiritual.

The Jesus Model of Transactional Discipleship

Mark 6:7

The Jesus Model of Transactional Discipleship:

1. MODEL: He did it.

They watch as observers, uninvolved, from a distance.

2. MENTOR: He did it and they were with Him.

They are involved.

3. MONITOR: They did it and He was with them.

They take the lead with His help.

4. MOTIVATE: They did it and He was in the background encouraging them.

5. MULTIPLY: They did it.

Someone else observes, uninvolved, from a distance.

(1 & 5 are identical, 2 & 4 are complementary opposites)

[see also #2851]

Blind Man's Bluf?: the Untold Story of American Submarine Espionage

Ronald Reagan loved to talk about how he played a submarine captain in the 1958 film "Hellcats of the Navy." But his tale was missing some rather pertinent facts. What actually happened was that he virtually brought the house down, though not by virtue of his acting. The crew, told to treat Reagan's orders as they would their captain's, accidentally overheard the actor practicing his lines, and they responded.

"Answer all bells," he said, giving the code for get underway, practicing to get just the right inflection.

"All back full."

"All ahead two-thirds."

"Starboard stop."

"Starboard ahead standard."

"Left full rudder."

The submarine began to jerk in every direction: back, forward, stopped, forward, left. The bow lines began to stretch, then pull until the aging pier that had moored the sub snapped into pieces of cracked wood and rusted iron, just as the sub's captain raced to the bridge, yelling, "All stop, for God's sake, all stop!"

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Distinctives of Christian Leadership

Mark 6:7

How can a servant leader exercise authority? Many have the impression that because a servant is subject to his master, he cannot exercise authority over those who are under him. In other words, how can a servant leader serve others and still exercise authority over them as necessary when providing leadership for them? This is a significant issue because a failure to exercise necessary authority is one of the major problems of leadership. "Problems in organization seldom come from 'the excessive desire of individuals to assume responsibility.' Just the contrary. The difficulties spring from "their reluctance to take responsibility.'" This is a very critical issue, therefore, because a misunderstanding of the servant concept of leadership has disastrous results.

A key passage in helping resolve this tension is 2 Corinthians 4:5: "For we do not preach ourselves but Christ Jesus as Lord, and ourselves as your bond-servants [douvloi] for Jesus' sake." The servant leader is enslaved to those whom he serves, but not to do their will; he is enslaved to them for Jesus' sake, that is, out of concern for Christ's interests. Thus he serves others not to do for them what they want but to do for them what Christ wants; the servant leader serves others out of an interest in seeing Christ's purposes accomplished in their lives. And what are Christ's interests in the lives of others? Consider the list below:

1. Christ is interested in God's glory (John 17:4).

2. Christ is interested in proper worship (Matt 21:12-17; John 2:13-22; 4:24).

3. Christ is interested in discipling (Matt 28:16-20; Mark 1:16-17; John 17:6).

4. Christ is interested in the Great Commission (Matt 28:16-20;

Mark 16:14-15; Luke 24:44-49; John 20:19-23; Acts 1:8).

5. Christ is interested in restoring sinning saints (Matt 18:15-16).

6. Christ is interested in confronting sin (Matt 18:15-20).

7. Christ is interested in disciplining rebellious saints to maintain

the purity of the church (Matt 18:15-20).

8. Christ is interested in correcting competitive leadership

(Mark 10:43-45).

9. Christ is interested in stable marriages (Matt 5:31-32; 19:3-12).

10. Christ is interested in having authoritative leadership

(Matt 18:18-20; 28:20; Mark 6:7; John 20:21-23).

From this list of Christ's interests in the lives of His followers it is clear that servant leaders must have and exercise authority if they are to provide true leadership. The difference between secular leadership and Christian leadership does not lie in the absence of authority but in the attitude that motivates authority, the sanctified nature of ambition and motivation, and the holy character mentioned earlier. Servant leaders must exercise authority if Christian churches and organizations are to develop and grow. They are needed to model godliness, make policies, manage finances, give direction, hold the group accountable for its purpose and actions, and provide the human layer of security under Christ which is needed if unity is to be maintained. How can any participate in the practice of church discipline without exercising authority, as Paul demonstrates in 1 Corinthians 5:1-8 and 2 Corinthians 7:8-13? "Had Paul not faithfully fulfilled his painful duty of writing in stern terms to them, and had they not responded with repentance, they would have suffered loss as a result of his negligence."

The servant leader under the Lord Jesus Christ cannot be negligent if he is to represent the interests of his Lord responsibly. However, his authority does not come from his position or his power or his dominance, but from his commitment to the Leader, his reflection of the Leader's glory, his redirected ambition, his motivating love, and his faithful exercise of authority. In essence, the servant leader serves by leading, by providing direction, by holding others accountable, by planning, by organizing, and by equipping others to do the same.

===================

William D. Lawrence

Associate Professor of Pastoral Ministries

Dallas Theological Seminary

Bibliotheca Sacra V144 #575, July 1987, page 329

*

Leadership: Coping With Cultural Corruption—bsac—v144 #576—oct 87—455

Ron Enroth describes the characteristics of “churches on the fringe” by asking, What do these disparate groups have in common? His six answers are mindful of the kind of political control that characterizes too much of Christian leadership today:

(1) control-oriented leadership

(2) isolationist attitudes

(3) spiritual elitism

(4) lifestyle rigidity

(5) discouragement of dissent

(6) painful exit

Ronald Enroth, “Churches on the Fringe,” Eternity, October 1986, pp. 20–22.

*

Sink-Or-Swim Leadership Training

Acts 8:19

His employees tended to revere John D. Rockefeller, Sr., and vied to please him. As one said, "I have never heard of his equal in getting together a lot of the very best men in one team and inspiring each man to do his best for the enterprise.... He was so big, so broad, so patient; I don't believe a man like him comes to this world oftener than one in five or six hundred years."

Rockefeller worked by subtle hints, doling out praise sparingly to employees and nudging them along. At first, he tested them exhaustively, yet once he trusted them, he bestowed enormous power upon them and didn't intrude unless something radically misfired. "Often the best way to develop workers - when you are sure they have character and think they have ability - is to take them to a deep place, throw them in and make them sink or swim," he observed, recalling a method that Big Bill [his ne'er-do-well father] had used with his sons on Owasco Lake. "They will not fail."

Delegation At Standard Oil

Mark 6:7

To orchestrate such a gigantic operation [Standard Oil in the late 1800's] John D. Rockefeller, Sr., had to delegate authority, and part of the Standard Oil gospel was to train your subordinate to do your job. As Rockefeller instructed a recruit:

"Has anyone given you the law of these offices? No? It is this: nobody

does anything if he can get anybody else to do it. ... As soon as you

can, get some one whom you can rely on, train him in the work, sit down,

cock up your heels, and think out some way for the Standard Oil to make

some money."

Build A Fire Within

You get the best effort from others not by lighting a fire beneath them, but by building a fire within.

Bob Nelson

Writer

Cited in BITS & PIECES

The 21 Irrefutable Laws of Leadership

Leadership consultant and former pastor John Maxwell offers twenty one "laws" distilled from his experience as a self-confessed "expert leader."

1. THE LAW OF THE LID.

Your leadership is like a lid or a ceiling on your organization. Your church or business will not rise beyond the level your leadership allows. That's why when a corporation or team needs to be fixed, they fire the leader.

2. THE LAW OF INFLUENCE.

Leadership is simply about influencing people. Nothing more, nothing less. The true test of a leader is to ask him to create positive change in an organization. If you cannot create change, you cannot lead. Being a leader is not about being first, or being an entrepreneur, or being the most knowledgeable, or being a manager. Being a leader is not just holding a leadership position. ("It's not the position that makes a leader, but the leader who makes a position.") Positional leadership especially does not work in volunteer organizations. The very essence of all power to influence lies in getting the other person to participate. "He who thinks he leads , but has no followers, is only taking a walk."

3. THE LAW OF PROCESS.

Leadership is learned over time. And it can be learned. People skills, emotional strength, vision, momentum, and timing are all areas that can and should be learned. Leaders are always learners.

4. THE LAW OF NAVIGATION.

Anyone can steer the ship, but it takes a leader to chart the course. Vision is defined as the ability to see the whole trip before leaving the dock. A leader will also see obstacles before others do. A leader sees more, sees farther, and sees before others. A navigator (leader) listens - he finds out about grassroots level reactions. Navigators balance optimism with realism. Preparation is the key to good navigation. "It's not the size of the project, it's the size of the leader that counts."

5. THE LAW OF E.F. HUTTON.

Hutton was America's most influential stock market analyst. When he spoke, everyone listened. When real leaders speak, people automatically listen. Conversely, in any group or church, you can identify the real leaders by looking for those who people listen to. According to Margaret Thatcher, "being in power is like being a lady - if you have to tell people you are, you aren't." (p45) Tips for a Positional leader - like a newly appointed minister - who wants to become a REAL leader... look for the existing real leaders and work to have influence there. Factors involved in being accepted as a new real leader include character, building key relationships, information, intuition, experience, past success. and ability.

6. THE LAW OF SOLID GROUND.

Trust is the foundation for all effective leadership. When it comes to leadership, there are no shortcuts. Building trust requires competence, connection and character.

7. THE LAW OF RESPECT.

People naturally follow people stronger than themselves. Even natural leaders tend to fall in behind those who they sense have a higher "leadership quotient" than themselves.

8. THE LAW OF INTUITION.

Leaders evaluate everything with a Leadership bias. Leaders see trends, resources and problems, and can read people.

9. THE LAW OF MAGNETISM

Leaders attract people like themselves. Who you are is who you attract. (Mmmm... I thought like poles were meant to repel!) Handy hint: "Staff" your weaknesses. If you only attract followers, your organization will be weak. Work to attract leaders rather than followers if you want to build a truly strong organization.

10. THE LAW OF CONNECTION

You must touch the heart before you ask people to follow. Communicate on the level of emotion first to make a personal connection.

11. THE LAW OF THE INNER CIRCLE.

A leader's potential is determined by those closest to him. "The leader finds greatness in the group, and helps the members find it in themselves." (p113)

12. THE LAW OF EMPOWERMENT

Only secure leaders give power to others. Mark Twain said, "Great things can happen when you don't care who gets the credit." (p127). Another point to ponder... "Great leaders gain authority by giving it away."

13. THE LAW OF REPRODUCTION

It takes a leader to raise up a leader. Followers can't do it, and neither can institutional programs "It takes one to know one, to show one, to grow one." The potential of an organization depends on the growth of its leadership.

14. THE LAW OF BUY-IN

People buy in to the leader first, then the vision. If they don't like the leader but like the vision, they get a new leader. If they don't like the leader or the vision, they get a new leader. If they don't like the vision but like the leader, they get a new vision.

15. THE LAW OF VICTORY

Leaders find a way for the team to win. "You can't win WITHOUT good athletes, but you CAN lose with them." p162). Unity of vision, diversity of skills plus a leader are needed for a win.

16. THE LAW OF MOMENTUM

You can't steer a ship that isn't moving forward. It takes a leader to create forward motion.

17. THE LAW OF PRIORITIES

Activity is not necessarily accomplishment. We need to learn the difference. "A leader is the one who climbs the tallest tree, surveys the entire situation, and yells "Wrong Jungle!"" (p176) If you are a leader, you must learn the three "Rs"...

a) what's Required

b) what gives the greatest Return

c) what brings the greatest Reward.

18. THE LAW OF SACRIFICE

A leader must give up to go up. Successful leaders must maintain an attitude of sacrifice to turn around an organization. One sacrifice seldom brings success. As he worked to turn around the Chrysler Corporation, Lee Iacocca slashed his own salary to $1 per year." When you become a leader, you lose the right to think about yourself."

19. THE LAW OF TIMING

When to lead is as important as what to do and where to go. Only the right action at the right time will bring success.

20. THE LAW OF EXPLOSIVE GROWTH

To add growth, lead followers. To multiply growth, lead leaders. "It is my job to build the people who are going to build the company."

21. THE LAW OF LEGACY

A leader's lasting value is measured by succession. "Leadership is the one thing you can't delegate. You either exercise it - or abdicate it."

*

A Corrupt Company

Can you imagine working at the following Company?

It has a little over 500 employees with the following statistics:

*29 have been accused of spousal abuse

*7 have been arrested for fraud

*19 have been accused of writing bad checks

*117 have bankrupted at least two businesses

*3 have been arrested for assault

*71 cannot get a credit card due to bad credit

*14 have been arrested on drug-related charges

*8 have been arrested for shoplifting

*21 are current defendants in lawsuits

*In 1998 alone, 84 were stopped for drunk driving

Can you guess which organization this is? Give up?

It's the 535 members of your United States Congress. The same group that perpetually cranks out hundreds upon hundreds of new laws designed to keep the rest of us in line.

[Update: this list is misleading in that it implies all these crooks are in the current congress. Actually, it is a compilation from all the people who have ever been in Congress; it was put together by the CAPITOL HILL BLUE website (www.chblue.com). Info comes from www.truthorfiction.com]

A Personal Example of Misplaced Accountability

Psalms 105

On February 26, 1981 I committed my life to Christ. It was a dramatic conversion given the fact that our family was heavily involved in the occult. I was never into it as much as my mother and maternal grandmother was (she thought she was a reincarnated nurse who was an assistant to Edgar Cayce). Seances and "spirits" were common in our household growing up. My mother was developing quite the reputation for "seeing into the future" and was even recognized at one time for helping officials catch an arsonist. In January of 1981, my mother dedicated her life to the Lord. Right away I knew there was something different about her. She displayed a peace that she never had before and I wanted that for my life as well.

The ministry that I was saved under was a non-denominational church. The pastor showered me with attention and self-worth. Suffering from low self-esteem, this was very attractive to me. My parents were divorced when I was five years old and I longed for a father figure. This pastor was filling that role for me. I was 21 years old and for the first time in my life, someone was loving me unconditionally. He talked about a God who was loving and forgiving. It was a place that was filled with a lot of love and I loved to be there every time the door was opened.

In retrospect, the abuse was subtle at first and for that matter I never knew it was abuse until many years later. At first the pastor began to teach about how God would punish those who "touched God's anointed." Horror stories were preached about people who had spoken "negative" about the pastor. The pastor told us that terrible things (deaths, failed business', divorce, etc) would happen to us if we left the church. We were the only church that was preaching "the pure word of God" and to question that or to leave "the protection and covering" of the pastor would mean you were rejecting God and you would not be in God's will. "Tough love" was talked about often and the pastor explained that he loved us enough to tell us the "truth" to keep us from sinning against God. At one point, I didn't attend a service and was reprimanded. I was told that I needed to be there whenever the doors were open, that I was to go the "extra mile". The joy I once had in attending services was now being replaced with performance.

But during this time, people were being saved, worship was awesome, people were healed of physical ailments, marriages were being repaired, alcoholics stopped drinking, children were accepting Christ, and new people were coming in every Sunday and the church grew in numbers. As far as we were concerned God was really "moving" and that's all the evidence we needed to stifle any negative "feelings" that we might have. A common statement was "feelings are neither right or wrong, they are just feelings." In other words we were to ignore them, especially if it was contrary to what leadership taught.

About six months after being saved I felt God was calling me into the ministry. I went to my pastor to get a "confirmation" of what I was sensing. The pastor said that he "witnessed" what I was saying and that he wanted to "disciple" and train me for ministry. I gladly accepted and he gave me a few books from well known leaders in the charismatic movement who were instrumental in the discipling movement. With those books and what my pastor taught me I soon learned that I needed to call my pastor frequently to get advice, share with him everything in my life, confessing sin and allowing myself to be transparent to him in all areas of my life, and I was to trust and obey everything my pastor told me to do, even if it was only his advice that had nothing to do with moral issues (like buying a car, family to visit, etc.). He demanded us to forsake our family and friends using scripture to back up his claim that now the church was to replace all our family members and friends. Throughout the 12 years we were with them, however, I went to school and earned a four year degree in theology and became ordained in 1990. The pastor put me on staff and the long dream and God's calling had come to pass. I was in heaven.

There was not a single incident that caused me to wake up, except to say that one day during worship I realized that the love that God had filled me with for people was replaced with disdain and disgust. The uncompromising, tender, and accepting love that I thought and felt God had for me when I was first saved was replaced with performance and perfectionism. I also became painfully aware that when my pastor talked of the disciples relationship with Christ, Joshua's relationship with Moses, Elisha's relationship with Elijah, (and others) that I was not equating my relationship with Christ, but that I was equating it with my pastor. In other words I had put my pastor before Jesus.

When I tried to explain to my pastor my position and what I thought God was saying it was immediately rejected. I didn't know then, as I do now, how much my pastor had an influence in my getting off-track. I blamed myself and could give no other explanation other than I needed to resign and leave. I was immediately shunned and my pastor, whom I was with for twelve years, said he could not bless me if I left and "I was either for him, or against him".

When we left, we had no animosity towards our pastor and the people there. It was not long though that it was clear to us that they did not feel the same. We would get unannounced visitors and phone calls. Members would show up at our doorstep to let us know that "we were in error". That we needed to "get back in covenant" and to restore our "covering". The shunning continued and rumors began to circulate. Our characters were being assassinated. As far as they were concerned, we could no longer be trusted, therefore, they wanted to make sure the people that stayed would not have any contact with us.

But the longer we stayed away the clearer our thinking became. As time would go on we would also talk to some people who had left the church, some years earlier and we would begin to see a pattern of abuse forming. What we thought was tough love was nothing more than manipulation and abuse. Those whom we had treated badly while there, we asked for their forgiveness and some lasting relationships have developed as a result.

It has been 6 years since we have been gone. The shunning and rumors still continue. But for the first time, I know that I will never put any man before Christ. Books like Toxic Faith, Twisted Scriptures, Recovery from Churches that Abuse, have all helped us overcome the abuse and manipulation that we experienced over the years. When we talk to some about the abuses, one of the most common questions asked skeptically is "why did you stay? If the abuse was that bad, why didn't you just leave?" I can only answer the question with a question "why doesn't a wife who is physically beaten by her husband leave?" The abuse is always seen as being "our fault". The conditioning of teaching and scriptural manipulation that the pastor speaks for God plus the fact that all these good things are continuing to happen make it easy to dismiss those who would be critical never seeing the abuse as abuse. Now, we spend many hours helping people overcoming abuses in their churches.

The abuse in our former church and others that continue to abuse is hidden by the fact that people are afraid to speak out against the pastor, even if they might suspect him, for fear of "touching God's anointed". It is one of the most abused scriptures taken out of context. Taken from Psalm 105 the author of the Psalm highlights the patriarchs of the Bible and in verse 15 proclaims that God protects his children. But in an abusive system the scripture is twisted to mean that no one is to question or say anything negative about leaders. By doing this, legitimate questions are suppressed that might prevent errors. Pastors who adopt this twisted teaching on Scripture become immune to being accountable to their people and that is wrong.

Heart & Soul: A Team Needs a Captain

Ephesians 5:22

A Team Needs a Captain - but can two become one if one is in charge?

When Esther and I got married, we hadn't discussed who would do what. We were in love, and in the '70s "love was all you needed." If there was such a thing as premarital counseling to help us figure this (and other things) out, somehow we missed it. The only "counseling" I recall was from my family doctor who for some reason scheduled me for a physical when I asked for the requisite blood test. Clearly uncomfortable with the topic, he mumbled that it would be wise to engage in some "fondling of the privates" prior to intercourse. With that, Esther and I headed to the altar.

We learned about fondling easily enough, but determining who does what -- and more importantly, who ultimately calls the shots -- has been harder. Both of us grew up in homes where it was clear that the man of the house was, well, the man of the house. Maybe because of that, but also because this was the '70s, neither of us was keen on my laying down the law. For one thing, the woman I married was smarter than I was, especially in the area of finances. So the "traditional" male role of controlling the purse strings fell to Esther. And as one learns in economics and marriage, whoever controls the money, controls.

So I guess you would say we have a somewhat unorthodox relationship. Esther is still the one who decides, with my input of course, which bills to pay when, how much to sock away in a savings account, and which charities, besides our church, to support.

Add the fact that I do most of the cooking, and you might think we have one of those traditional hierarchical relationships, but with the roles reversed. She does the "manly" things while I pick up the slack by doing a few things normally left to "the wife." (Don't be fooled -- I don't do windows or the laundry, or clean up after myself in the kitchen.) But given that, it might look like Esther is the man of the house.

Not exactly. We never sat down and decided who would be the head or even if the house would have a head. Instead, we sort of fell into roles that seemed to suit our strengths. The who-will-manage-the-money question settled itself about a month after we were married, when Esther discovered some uncashed paychecks I'd tossed into my dresser drawer and forgotten.

"What are these?" she asked.

"Um, paychecks," I answered vaguely, not realizing this was a big deal.

In retrospect, I can see how my lack of a financial management system was such a shock to my organized thinker of a wife. We decided she'd handle the money.

So it became divide and conquer for us. Pay little attention to traditional roles but rely on our personal gifts and interests to get us through life. Should work like a charm, right? Well, not always. You see, I'm still a man.

Whenever Esther and I had a conflict, it was usually because I needed to be in control and didn't like the feeling of letting Esther make decisions I felt I ought to be making. It was one thing to let her write the checks at the end of the month. It was quite another to let her decide that we couldn't afford a house that I really liked. Despite our efforts to forge an egalitarian relationship, I still wanted to be the final authority.

I'd like to report that after 27 years of marriage, Esther and I have it all figured out. But I can't, because we don't. We have, however, made some progress toward what I'd call an egalitarian relationship with male veto privilege. It's clear that when two reasonably intelligent people join together, it makes no sense for one person to set her gifts and abilities aside. That goes against the Parable of the Talents, where the Bible admonishes us to make the most of what God has given us. I shudder to think where we would be financially if I'd insisted on handling the money. So we still divide our duties along the lines of what we each do best. I've learned to trust Esther's ability to really MANAGE our finances, schedule maintenance for home and cars, and generally organize a six-member household. Since she also has a full-time job, that has meant that in addition to my own contribution to our income, I cook (which I love) and help out with housecleaning (which I hate).

It's a neat arrangement, actually, but does this team have a captain? What do we do about Paul's teaching that a husband is the "head" of his wife and that she must submit (Eph. 5:22-23)? We handle it by being good creationists, honoring God's sovereignty by carefully and creatively balancing his Old Testament design for marriage with his New Testament instructions for working it out.

God's original plan was for two people to become one (Gen. 2:24). He didn't tell us how to do this, which is probably why the Apostle called it a "profound mystery." For us, becoming one has meant working hard at honest and ongoing communication. Defying those natural impulses to do what's best for ME rather than what's best for WE. When we do that, one person rarely feels the need to go out on a limb and rule by edict. If you work as hard on Genesis as you do on Ephesians, you'll naturally keep short accounts with one another, making decisions by consensus rather than control.

Becoming one also makes it easier for both of us during those rare times when we face an important choice requiring one person to make a Solomon-like decision. I'm not talking about who makes lunches for the kids or who closes the deal on a car, but whether to take a job in another city or change churches. If we've been diligent about becoming one, I know exactly what Esther thinks and feels about our options. If I obey the command to love her as myself (Eph. 5:28), I'd be risking my relationship with God if I disregarded her needs.

What Esther SUBMITS to then is something we've both thought through, not some personal agenda of mine that is forged in solitude.

I've noticed that most wives are more skilled at becoming one than most husbands are -- as if it's natural for women and unnatural for men. That would explain why men so often abuse headship by distorting it into tyranny. It might also explain why God felt it necessary to command husbands to love their wives sacrificially (Eph. 5:25). And getting back to Genesis, it underscores why one of the best ways husbands can lead is by making sure both partners are enjoying the blessings of oneness.

Maybe we make too much of this issue of who's in charge. The Bible seems far more interested in a union that is lifelong and mutually beneficial -- and most important, one that honors our Lord. That doesn't happen when either husband or wife is making a lot of selfish demands on the other. It grows out of a selfless love that concerns itself with serving each other.

A few weeks ago, Esther and I were trying to decide where to go on vacation. Actually, she just wanted to make sure we took one. I was the one who couldn't decide.

"If it were totally up to you, where would you go?" I asked. I wanted her to name some really exotic place so I could "come through" for her by making it happen and leading her into her wildest dreams. Then I'd be a real hero for my wife. But as much as I wanted to choose a place that would delight her, Esther was just as determined to please me.

"I'd go wherever you would be happiest," she told me, "because that's where I like it the best."

NOW you can see why I married her.

_________________________

Lyn Cryderman is associate publisher at Zondervan Publishing House. He and Esther have four children and live in Caledonia, Michigan.

Summer 1998, Vol. 15, No. 2, Page 8

Happens slowly

Em Griffin, in his book THE MIND CHANGERS: THE ART OF CHRISTIAN PERSUASION, tells about how his 6 yr. old daughter got a candle-making kit for Christmas. Took out sheets of wax and immediately tried to shape them into a turtle. Brittle wax broke into several pieces. Em Griffin showed his daughter how the wax first had to be melted, molded, and then hardened. People change in the same way.

6 phases of A project

SIX PHASES OF A PROJECT 1. Enthusiasm and Happiness About the Great Idea 2. Disillusionment 3. Panic 4. Search for the Guilty 5. Punishment of the Innocent 6. Praise, Honors and Great Joy for the Non-Participants

Ignoring it--3 illust.

Nehemiah 4:3

1. Illust. When Nehemiah was rebuilding the walls of Jerusalem, he had his critics: Sanballat & Tobiah. They said things like: "If a fox climbed up on it he could break down their wall" (Neh. 4:3). Five times they sent word up to Nehemiah saying, "Come down and talk about this project--we do not approve of what you are doing." Nehemiah sent word back down saying: "I am doing a great work and I can't come down." Responding to critics takes time and energy away from what ought to be done.

2. Illust. Jesus usually ignored his critics, but occasionally he responded. Once, when he was accused of casting out demons by the power of Satan he said: "The devil is not going to cast himself out! A house divided against itself cannot stand." The critics were silenced.

3. Illust. A reporter once saw Billy Graham get off the luxury liner Queen Mary. He said to a Graham associate: "When Jesus was on the earth he rode a donkey. I can't imagine Jesus arriving from England on the Queen Mary." The Graham associate said: "Find me a donkey that can swim the Atlantic Ocean and I'll buy it." Sometimes criticism needs to be answered, but most of the time it needs to be ignored.

Octopus observations

Deuteronomy 6:4

An octopus does not have much of a brain. However, it has been proven that an octopus can learn by observing another octopus. In an experiment, octopuses were trained with food rewards to attack specific balls. Others observing from an adjacent tank were released. Those watching the activity with red balls attacked red balls and those which had seen white balls attacked those. The responses based on observation were faster than were the responses of the octopuses which had been trained.

Humans are often unaware of the power of learning that takes place from observation.

This failure affects us in two areas.

We fail to recognize the power of what we see upon our own behavior. We become what we think about, and we think about what we see. Whether it is television, movies, rock concerts, the actions of co-workers or classmates, we tend to imitate what we see. Even if we do not duplicate the action, we become less opposed and “don't see anything wrong with it.” The continual seeing of a thing creates greater and greater acceptance.

We also fail to accept the power that we have over others as they observe us. This is true in all areas of human experience: parenting, husband and wife relationships, friendships, and work. Others are watching what we do, and the more they value us the more they will imitate us. We are being watched!

This theme is significant in scripture. Parents are to create Godly role models on a daily basis (Deut. 6:4-9). We are to be concerned about those we associate with since we are affected by their behavior (2 Cor. 6:14-18; 1 Cor. 15:9). We are not to imitate evil but good (3 John 11). We are to accept this reality of observation and call on others to imitate us as we imitate Christ (1 Cor. 4:16; Phil. 3:17; 4:9; 2 Thess. 3:7,9).

If an eight-armed water creature can learn from observation, so do we. Remember. Whatever you do, you are being watched by someone. And they are learning!

________

Penny F. Nichols (Van Nuys, CA)

Cheetah's focus

The cheetah is the swiftest of all animals. It has been clocked running at a speed of 70 miles per hour. When the cheetah goes after prey he will single out one animal among the grazing herd. When the chase begins the cheetah's full attention is on the one animal singled out. Along the way there may be other animals in the herd which the cheetah could easily catch, but nothing detracts from the fixed purpose--the animal that has been picked out.

174 Sermon Illustrations on Leadership