Planning: God Uses Long-Range Planning to Prepare the World
Matthew provides an exhaustive list of Jesus’ ancestors, beginning with Abraham. This genealogy demonstrates God’s long-range plan to save the human race. He made sure to cover every step and prepare every person to participate in the line of Christ. Effective leaders lay plans with the end in mind.
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Many people express surprise that God would include a harlot in the bloodline of Jesus, but God specializes in surprising us. As a matter of fact, the only thing in life that should not surprise us is that God will surprise us! So we should expect to learn valuable leadership lessons from Rahab the prostitute.
Good leaders recognize when God is moving. When Rahab heard the stories about the Israelites, she recognized that God was doing something, and she prepared herself to become part of it (Jos 2). Make yourself aware of what God is doing. Submit to him. Be sensitive to him. Let go of your agenda, and when God moves, move along with him.
Good leaders don’t allow the fear of others to overcome their judgment. Several times Rahab could have let fear overwhelm her, but she didn’t. She showed good leadership skills under pressure. As you lead, fight fear with faith and overcome inaction with belief.
Good leaders use advantages God gives them to help others. Rahab used her influence to save her entire family (Jos 6:23). Ask yourself why you’ve been given the opportunity to lead others. Is it for personal recognition or benefit? Or are you leading to benefit others and bring glory to God? Why you lead is as important as what you do as a leader.
Rahab may not have looked like a leader to her contemporaries, but she continues to provide true leadership for millions through Scripture’s depiction of her faith and obedience. Surprising, but true!
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SECURITY | Herod Felt the Threat of Competition
THE TREMENDOUS insecurity of King Herod became apparent when strangers announced Jesus’ birth. Upon hearing the news, Herod grew angry, impatient, self-consumed, and disturbed—all signs of an insecure leader. Insecure leaders share several common traits:
1. They don’t provide security for others.
2. They take more than they give.
3. They continually limit their best people.
4. They continually limit or sabotage their organization’s success.
5. They spend more energy trying to keep their job than to do their job.
Effective leadership begins with an emotionally and spiritually healthy leader. Why is this true? Why must we focus on our personal security? Consider several reasons:
1. Leadership must flow out of “being,” not merely “doing.”
2. Strong character is necessary to sustain strong conduct.
3. Insecure leaders cause their organizations to plateau.
4. Personal security provides the infrastructure to support leaders in adversity.
5. Insecure leaders will never empower and develop secure followers.
6. Inward strength provides the only hope of finishing well.
Most of us struggle with feelings of insecurity. Leadership roles, however, work like a magnifying glass on our personal insecurity, blowing everything out of proportion because we know everyone is watching. We tend to react by trying to cover up our flaws, rather than being honest. This is yet another reason why leaders must commit to laying a foundation of strong personal security.
None of us ever grow beyond four fundamental human needs:
1. A Sense of Worth—if missing, we feel inferior.
2. A Sense of Belonging—if missing, we feel insecure.
3. A Sense of Purpose—if missing, we feel illegitimate.
4. A Sense of Competence—if missing, we feel inadequate.
How, then, should we respond to these crucial issues?
1. Leaders should settle this issue with God before they reach positions of influence.
2. Our personal worth and security must come from our “secret history” with God.
3. We should never place our emotional health in the hands of another.
4. We must release people from the expectation that they will meet our basic needs.
We become healthy leaders only when we don’t expect others to meet the needs that only God can meet.
• • • • •
For a positive example of security, see 21 Qualities: Security: Nathan Feared No One.
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The Law of Empowerment: Herod Abused Power Instead of Sharing It
King Herod failed to empower anyone; in fact, he drained power from people in a continual grab for power. Check out the ugly symptoms we see in his leadership that every one of us should avoid:
1. He felt disturbed and threatened when he learned of a coming king (v. 3).
2. He leveraged his power against any possible competitor (v. 4).
3. He used people to serve his own purposes (vv. 7–8).
4. He lied in order to project the right image (v. 8).
5. He reacted with fury when he didn’t get his way (v. 16).
6. He concerned himself only with his own benefit (v. 16).
7. He sought to destroy any potential threat to his leadership (vv. 16–18).
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Courage: John Demonstrates Courageous Leadership
John the Baptist, the cousin of Jesus, paved the way for Christ. John prepared the people for Jesus’ ministry with a unique ministry of his own, courageously calling people to repent and live out what they claimed to believe.
John confronted Pharisees, common people who lived hypocritically, and even King Herod himself. Note how his courageous leadership demonstrated itself:
1. John preached a clear message; the Pharisees, a complex one (vv. 1–3).
2. John cared more about his integrity than about his image (vv. 4–6).
3. John had stronger convictions than his critics (vv. 7–10).
How did John become so courageous? What helped him build his courage?
1. His mission was deliberate: His job was to prepare for the coming of the Lord.
2. His message was decisive: He said, “Repent, for the kingdom of heaven has come near” (Mt 3:2).
3. His motive was direct: He had Elijah’s voice, crying in the wilderness.
4. His manner was different: His clothes came from camel hair; he ate locusts.
5. His principles were deep: He believed people must exhibit the fruit of repentance.
6. His method was daring: He directed people to confess their sins and be baptized.
7. His mind was discerning: He perceived the pretenses of the Pharisees.
8. His ministry was developing: He drew people from all over Judea.
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The Law of Respect: John Submits to Jesus’ Leadership
Even though John the Baptist possessed the strongest voice of his day, when Jesus stepped forward, he willingly submitted to his authority. He even predicted Christ’s coming. He knew his role was to prepare everyone for the Messiah. He laid his ego aside and humbly fulfilled his calling. He acknowledged the One who was greater than he and publicly said to Jesus: “I need to be baptized by you” (Mt 3:14).
Healthy leaders remain in touch with their own influence and wield it without reservation. Yet they never allow ego to drive them. They yield to stronger leaders when they appear, because the cause is more important than personal popularity.
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The Law of Sacrifice: Quality Leaders Are Prepared in the Wilderness
The Holy Spirit led Jesus out into the wilderness right after his baptism by John, reminding us that at least part of his preparation for ministry came from a wilderness experience.
Does this sound familiar? Quality leaders can almost always point to a wilderness experience as part of their leadership preparation. During this time, our motives get purified, our backbone solidifies, and our calling gets clarified.
The devil tempted Jesus for 40 days in the wilderness—a screening process to see what Jesus would give up and how he would trust God to provide. In his book, In the Name of Jesus, Henry Nouwen reminds us that the three temptations of Jesus correspond to three temptations leaders face today:
1. The temptation to be self-sufficient (vv. 2–4)
Jesus didn’t become controlling, even with his legitimate needs. He trusted God.
2. The temptation to be spectacular (vv. 5–7)
Jesus refused to become a stunt man. He didn’t perform in order to become a celebrity.
3. The temptation to be powerful (vv. 8–10)
Jesus wouldn’t take a shortcut to gain power or worship.
How do you deal with the temptations of leadership? Study Jesus’ method for combating these familiar temptations of legitimate needs, gifting and fame. Jesus provides our standard for defeating temptation. He never lost.
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The Law of Legacy: Jesus Raised Up Leaders
As Jesus began his public ministry, he preached (Mt 4:12–17), then passed yet another test of leadership: He called other leaders to join him (4:18–22). These twelve men he called disciples. Immediately he began developing them into future leaders for the church.
Jesus passed the acid test of leadership: Could he reproduce his leadership in someone else? At the same time he chose three fishermen, he cast vision for spiritual reproduction: “Follow me,” he said, “and I will send you out to fish for people” (4:19). Clearly, he called these men to become leaders as well.
What do we learn about Jesus’ selection and development of leaders?
1. He found them in the course of his everyday world (v. 18).
Jesus was walking by the Sea of Galilee and spotted men close to him.
2. He handpicked them (v. 19).
Jesus didn’t hold a popularity vote; he chose the ones he knew were right.
3. He called them to become leaders (v. 19).
Jesus called them not only to follow him, but to influence others.
4. He used language they understood (v. 19).
Jesus plainly challenged them to catch men instead of fish.
5. He took them on a journey and demonstrated leadership (vv. 23–25).
Jesus modeled leadership as he traveled through Judea.
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Followers of God Are to Be Leaders of Men and Live at a Higher Level
Between the “seed” of leadership planted in the early stages and the fruit of leadership that comes with maturity, every leader goes through two major phases: the call and the preparation.
During the preparation season, all leaders get tested to live at a higher level than others. No one responded better than Jesus.
Jesus calls his people to live at a higher level than the rest of the world. His call brings many other tests along the way, for tests always follow the call in order to prepare leaders for the role they are to play.
The Call | The Preparation |
The Seed of Leadership | The Tests of Leadership |
The Beginning of Leadership | The Fulfillment of Leadership |
During the middle two stages, emerging leaders experiment to discover their strengths and weaknesses. To reach their potential, however, leaders must pass many tests. Ask yourself: Do I measure up to living at a higher level?
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Leadership Development Begins with an Attitude Adjustment
Jesus’ most famous message, the Sermon on the Mount, focused on the hearts of his listeners. He targeted his disciples as the audience (Mt 5:1–2) and proceeded to preach what we now call the “Beatitudes.” He called his men to be different, to see the world from God’s perspective, to relate to people in a supernatural fashion.
Jesus demonstrated that leadership development begins with shaping the perspective of the listener. Jesus challenged the normal human perspective on . . .
• spiritual poverty and success
• sadness and mourning
• meekness and gentleness
• passion and hunger
• mercy and compassion
• purity and integrity
• peacemaking and revenge
• persecution and adversity
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Motive Check: Leaders Must Do the Right Thing for the Right Reason
Leaders can so easily get caught up in doing things for image sake—after all, so many people are watching.
Jesus warns us about facades and hypocrisy. He means this text for everyone, with crucial application to leaders. Our Lord speaks about doing things to be seen by men rather than to please God (Mt 6:1). Jesus wants to build strong convictions in his followers. He wants to produce God-pleasers (1Th 4:1), not people-pleasers (Col 3:22). In this text, Jesus covers our motives for:
• doing good (v. 1)
• giving to charity (vv. 2–4)
• prayer (vv. 5–15)
• fasting (vv. 16–18)
• priorities and values (vv. 19–24)
• work and worry (vv. 25–34)
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The First Task of a Leader Is to Define Core Values
In the first sermon recorded in his Gospel, Matthew spotlights Jesus’ major emphasis on values. Jesus knew his first task was to provide a set of core values for his men. Note Jesus’ list of core values:
1. Do the right things for the right reasons (6:1–8, 16–18).
2. Pray God’s agenda, not your own (6:9–13).
3. Relationships will make or break you (6:14–15).
4. Prioritize eternal things, not temporal things (6:19–24).
5. Don’t sweat the small stuff (6:25–31, 34).
6. God’s kingdom is paramount; seek it first (6:32–33).
7. Judge yourself before you judge others (7:1–6).
8. If you need something, ask; if you have something, give it (7:7–12).
9. Stay true to your convictions; don’t wander from the narrow path (7:13–20).
10. Obedience to God is the only sure foundation for life (7:21–27).
If you’re still not convinced that Jesus gives a list of core values here, look at Matthew 7:12, where he summarizes the law in a single statement.
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The Centurion Teaches a Lesson on Authority
The centurion who asked Jesus to heal his servant clearly understood authority. In the same way that he commanded soldiers under his charge, he knew Jesus could command diseases. When leaders possess authority, their words carry weight. How much weight do your words carry? Who listens to you?
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Commitment: What All Leaders Must Demonstrate and Draw
Jesus issues tough challenges to potential followers about what it means to follow him. He questions his disciples’ wavering faith when they fear a storm. It is as if he were screening his audience and testing their level of commitment to him and to the kingdom.
Jesus never begged anyone to follow him. In fact, he often sifted through his followers to see what they were made of and where they stood. No good leader is afraid to do this. Look at how Jesus did it:
1. Jesus’ clarification of our commitment (vv. 18–22)
When he saw the crowd, he knew it was time to clarify the cost of following him.
2. Jesus’ credibility for our commitment (vv. 23–27)
After the clarification, he demonstrated good reason to follow him by his miracles.
3. Jesus’ challenge for our commitment (vv. 28–34)
In Gadara, he divided the cautious, the curious and the committed.
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The Law of Intuition: Jesus’ Diagnosis and Prescription
The Ultimate Leader teaches us about the divine order of capturing and casting a vision. Leaders often err by flitting from vision to vision. Why? Because they fail to take the time to become burdened over a need. Burden always comes first; then vision. Consider the order we see in Jesus’ leadership:
1. He sought a need: As Jesus traveled the villages, he saw their needs (vv. 35–36).
2. He bought a burden: He diagnosed the problem: “I need more workers” (v. 37).
3. He caught a vision: He gave a prescription for the burden (v. 38).
Leaders remain relevant only as they meet real needs. Consequently, we must pause long enough to observe needs, then feel the tug of a burden. Finally, we must catch a vision that will address the burden.
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Vision: The Process Toward Fulfilling a God-Given Vision
Jesus teaches us the process of fulfilling a God-given vision. Study this passage and watch for these steps:
1. Take initiative to obey. Get active in service.
“Jesus went through all the towns and villages” (9:35).
2. Communicate the truth you have already.
“. . . teaching in their synagogues [and] proclaiming the good news of the kingdom” (9:35).
3. Observe and understand the reality of human conditions.
“When he saw the crowds” (9:36).
4. Allow God to burden you with a specific need.
“He had compassion on them, because they were . . . like sheep without a shepherd” (9:36).
5. See a divine diagnosis. What is the issue to be resolved?
“The harvest is plentiful but the workers are few” (9:37).
6. Pray to determine what action could meet that need.
“Ask the Lord of the harvest, therefore, to send out workers into his harvest field” (9:38).
7. Choose a team and empower them for partnership.
“Jesus called his twelve disciples to him and gave them authority” (10:1).
8. Take immediate action toward the fulfillment of the vision.
“These twelve Jesus sent out” (10:5).
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The Law of Empowerment: Jesus Gave Power Away . . . and Multiplied His Influence
Effective leadership attracts and brokers the talents of others. Leaders must develop others to reach their potential. No one did this better than Jesus.
In Matthew 10 we see the results of Jesus’ vision for more workers (9:37–38). Even though he has not finished training his disciples, he sends them out to exercise their gifts.
So it is with our people. At some point we need to end the lecture and send them out to try what they have learned. Consider how Jesus empowered his twelve-man staff:
1. A personal call (vv. 1–4)
Jesus selected them and called them by name.
2. A direct commission (v. 5)
After instructing them, he sent them out.
3. A central objective (vv. 5–6)
He told them to go to the Hebrews, not the Gentiles.
4. A clear message (v. 7)
He gave them the specific message.
5. Practical credentials (v. 8)
He equipped them to gain credibility by giving them tools to confirm their message.
6. Confidence for provision (vv. 9–10)
He instilled confidence and gave them a plan to acquire needed resources.
7. Solid convictions (vv. 11–15)
He furnished convictions on how they were to act with both friends and critics.
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Mentoring: Jesus Prepares Leaders for the Future
Jesus not only sends out his twelve disciples to serve, but he reminds them that he intends to reproduce his own leadership in them. As part of the preparation process, he instructs them on what is coming:
1. He challenges them to be wise but innocent (v. 16).
2. He warns them about future hardships (vv. 17–18).
3. He instructs them on how to handle these hardships (vv. 19–20).
4. He predicts their personal anguish (vv. 21–22).
5. He gives them hope and assurance of ultimate victory (v. 23).
Jesus also clarifies the meaning of discipleship. He continues to prepare his men for any contingency. From the perspective of an equipper, consider what Jesus teaches trainers and trainees about leadership development:
1. Trainees should submit to the authority of the trainer (v. 24).
2. Trainees must recognize that trainers can reproduce only what they are (v. 25).
3. Trainees are to emulate their master (v. 25).
4. Trainees must trust God to care for their needs (vv. 26–31).
5. Trainees are to be loyal (vv. 32–33).
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The Law of the Inner Circle: John Feels the Vacuum of Isolation
When John loses his inner circle of disciples, his empty emotional tank prompts him to question Jesus’ identity and credentials. Leaders need a close team of associates who allow the leader to vent, and who lend support through speaking words of truth. Do you have an inner circle?
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The Law of Empowerment: Jesus Touches Hearts First
Although Jesus puts his early disciples to work, he knows he has to touch their hearts before he asks for their hands. So he promises to give them rest.
The word “rest” refers to an inward holiday—not a cessation of activity, but a whole new energy and motive. Many of us are more active on vacation than at work; what changes is our reason for activity. We feel energized on vacation because we want to do certain things. Jesus describes a new relationship that changes us on the inside. Note what he promises to give us:
1. Rest: an inward rest, free from anxieties (v. 28)
2. Framework: a yoke, by which we are guided by a stronger partner (v. 29)
3. Gentle and humble leadership: an understanding leader who meets our needs (v. 29)
4. A manageable load: a system and workload that fits who we are (v. 30)
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Jesus: An Unwavering Commitment to Speak the Truth
The apostle Matthew knew Jesus—after all, he had accepted Christ’s invitation to leave his life as a tax collector to follow him. But the Savior’s commitment to speaking truth must have amazed even Matthew.
In a single day, Jesus chided the religious leaders for their insistence on seeing signs; he told his own mother that his true family consisted of all those who obey God; then he told a great crowd of people some revolutionary ideas about the kingdom of God.
This tax-collector-turned-disciple recognized Jesus as the kind of leader who spoke the Word of God with great conviction and authority, but who also spoke in such a way that only those who truly desired to know the truth could discern his meaning. He recognized Christ as the kind of leader who didn’t necessarily say what the people wanted to hear, but one who always said what they needed to hear.
Not everyone who heard Jesus’ words understood and applied them. Some eagerly received his truth, while the hearts of others had grown too hard to hear him.
As it was then, so it is today. Nevertheless, it is not the leader’s job to prepare human hearts to receive God’s truth. Rather, it is his or her responsibility to speak that same truth with all the authority he has given his servants.
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Communication: Words Carry a Thought and Shape a Destiny
Jesus teaches us the centrality of communication. Like an echo of Proverbs 18:21, the Ultimate Leader helps us see that words carry the power of life and death:
1. Words transmit power (vv. 33–37).
2. Words reveal our character (vv. 33–35).
3. Words determine our reward and judgment (vv. 36–37).
4. Words produce fruit (vv. 33, 35–36).
5. Words shape our destiny (v. 37).
Leaders must never forget the power of their words. God shaped the universe with his words (Ge 1; 2). He sustains his creation with his Word (Heb 1:3). He even performs miracles through the use of words (Ro 4:17). What’s more, God designed us to accomplish things by the wise use of our words.
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Communicating Vision: Jesus Defined a Mission Larger Than Life
Matthew 13 contains some of Jesus’ simplest but most profound parables in the Bible. Jesus is a Master at communicating vision. His simple stories illustrate the kingdom of heaven. Jesus teaches us some fundamentals about communicating a vision:
1. Simplify the message (vv. 3, 10–13). Make it clear, repeat it often, focus on the familiar.
2. See the person (vv. 1–2, 9). Know the audience and its needs; don’t try to impress.
3. Seize the moment (vv. 2, 14–17). Recognize teachable moments and receptivity.
4. Show the truth (v. 54). Be sure your life lends credibility to your words.
5. See the response (v. 51). Evaluate to ensure the audience understands and can respond to you.
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The Law of Addition: Jesus Faced Difficulty by Putting Others First
When Jesus hears about John’s execution, he withdraws to be alone. John is his cousin and the only one who seems to understand Jesus’ mission. Now he is gone. Jesus wants some quiet time to grieve and gain perspective. But does he get it? Not a chance. When the multitudes learn of his presence, they seek him out, thinking only of their own needs.
This is often the lot of the leader. Jesus would have been justified in saying: “Can’t you see I need some time away from all of you?” But he didn’t. Instead, he responded by being “other-centered.” The key was to focus on adding value to others: the Law of Addition. So Jesus felt compassion for the crowds and began to heal their sick.
One of the greatest remedies for our own suffering is serving others. Servant-leadership becomes a solution for both the one serving and the one being served.
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Problem Solving: The Fastest Way to Gain Leadership
Jesus deepened his credibility by solving the problem of a hungry crowd:
1. He identified the problem and informed his team (v. 32).
2. He instructed them to brainstorm the solution (vv. 33–34).
3. He invited them into the problem-solving process (vv. 35–36).
4. He included them in the solution (vv. 35–38).
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Peter’s Charisma Compels Others to Affirm His Lead
In a decisive conversation, Jesus asks Simon Peter about his identity: “Who do you say I am?” (Mt 16:15). Peter doesn’t hesitate; he confesses Christ as Lord. Jesus then affirms his confession and declares that on the rock of that confession he will build his church (16:18). Jesus promises divine authority to Peter (16:19)—and during the infancy of the church, Peter did indeed lead in Jerusalem.
Peter was loaded with charisma and attracted others to follow him. As a disciple, he became a leader among leaders. What gave Peter this charisma that sparked others to affirm his leadership? From the four Gospels, we can surmise the answer:
1. His Personality
Peter seemed to possess a sanguine/choleric temperament. Usually he was the first to speak.
2. His Purpose
Peter embraced his mission as quickly as any of the twelve. He was the first to act.
3. His People Skills
Peter was drawn to people. He acted like a magnet that either attracted or repelled others.
4. His Passion
Peter had a fire inside. He wanted to please God and make a difference.
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Mentoring: Jesus Assesses and Holds His Disciples Accountable
Following Jesus’ transfiguration, he comes down from the mountain to find nine of his disciples attempting to cast a demon out of a boy. At that moment, he again becomes a mentor for his men. He commits himself to the training of the Twelve, believing every exposure they get becomes an opportunity to learn. Review the story and see what we learn from Jesus, the leadership Mentor:
1. He feels angry that his disciples can’t do the job (v. 17).
2. He assumes responsibility to model for them what they should do (v. 18).
3. He evaluates their performance and assesses why they failed (vv. 19–21).
4. He affirms the truth and holds them accountable to embrace it (v. 20–21).
Jesus’ methods include four elements: instruction; demonstration; experience; and assessment. He teaches them, shows them, allows them to try it themselves, and then processes what happened. Jesus is the master Mentor in developing leaders.
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Conflict Resolution: Jesus Taught How to Manage Conflict
There may be no clearer passage in the Gospels on conflict resolution than Matthew 18. While Jesus spoke about addressing sin in the church, his words suggest broader principles.
According to Jesus, addressing conflict and healing offenses should be a priority for us. He even instructs us to postpone our worship if we remember an unresolved offense (Mt 5:23–24).
Conflicts will arise in any organization. Humans disagree because they are wired differently and have different agendas. Note what Jesus taught about organizational conflict when someone has clearly done wrong:
1. Initiate the contact (v. 15).
2. Confront the person in private (v. 15).
3. If no resolution comes, meet again with one or two more people (v. 16).
4. Confirm the facts in the meeting and work toward a solution (v. 16).
5. If no resolution comes, bring the issue before the church or organization (v. 17).
6. Agree upon the truth and the appropriate options for the offender (v. 17).
7. If no resolution comes, release the offender from the church or organization (v. 17).
Behind this process lies the authority Jesus has given to church leaders (Mt 18:18–20). We must act wisely, because we have God-given authority (18:18), because God will confirm and support the decisions made in harmony (18:19), and because he is present when we gather in his name (18:20).
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Discernment: Jesus and the Rich Young Ruler
Jesus cut through the periphery to get to the real issues. Discerning that a young man had failed to “have no other gods before [him]” (Ex 20:3), Jesus tells him to sell everything, give it to the poor, and follow him. The man walks away, unable to take the step that would free him from bondage.
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Attitude: Leaders Must Focus on God’s Ability, Not Their Own
Leaders should often read this story. It describes God’s grace, illustrated by a landowner and his vineyard workers. The workers show us how leaders look when they take their eyes off God and focus on themselves. Through this parable Jesus attempts to correct wrong attitudes. He is trying to address:
1. Self-absorption
We grumble and complain about inequities. We focus more on our work than God’s.
2. Comparison
We ignore God’s grace, remaining preoccupied with the status of others.
3. Presumption
We assume too much when it comes to rewards, forgetting that every blessing is a gift.
4. Distortion
When we judge others as unworthy, we misunderstand that the entire kingdom is built on grace.
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Servanthood: Jesus Teaches That We Lead by Serving and Serve by Leading
As Jesus makes his way toward Jerusalem to be executed, the mother of James and John requests that her sons be given a preferred seat, next to Jesus, in the kingdom of heaven. Both the disciples and their families have become preoccupied with status rather than serving. They have missed the whole point of Jesus’ leadership.
Jesus tells them plainly that his style of leadership stands in stark contrast to the world’s. He teaches that the greatest must be the servant. Leadership is about adding value, not getting perks (the Law of Addition). As responsibilities increase, rights decrease. Consider a “leadership pyramid” based on this principle:
If this pyramid represents your life and the base represents the beginning of your leadership journey, your range of options is widest at the beginning. The younger you are, the more liberties you have with your time, vocabulary, money, etc. But as you grow into leadership, you deliberately surrender those rights and options. Servants push for no options and assume no rights.
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Communication: The Test of a Hostile Crowd
The religious leaders challenged Jesus’ authority when he entered the temple. He responded by using the best tool a leader has when facing such antagonism: He answered their question with a question. Handling people who don’t want to travel with you is the acid test of a leader’s poise.
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The Law of Solid Ground: Jesus’ Character
Each time Jesus faces some leadership tests, he proves his integrity by handling the situation expertly:
1. The Pharisees attempt to trap him with the tax issue (vv. 15–22).
Should the Jews pay taxes to Caesar? Either expected answer would get Jesus in trouble, either with the Romans or the Jews. So Jesus answers the question with a question. He asks for a coin, then says: “Whose image is this? And whose inscription?” (Mt 22:20). The coin carried Caesar’s image—so it should be surrendered to him. But the people were made in God’s image—so they should surrender themselves to him.
2. The Sadducees attempt to trap him with the marriage issue (vv. 23–33).
If a woman lost several husbands to premature death, whose wife would she be in heaven? Jesus explains there is no marriage in heaven, so it is a moot point. But then he poses his own question, proving from their own scriptures the existence of both a resurrection and a heaven.
3. The Pharisees attempt to ask him an unanswerable question (vv. 34–40).
What was the greatest commandment? Surely Jesus wouldn’t want to leave out any. Jesus summarizes the law with a single command: Love God and your neighbor. Then he poses an unanswerable question of his own, proving he knew the scriptures better than they did (vv. 41–46).
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The Law of Solid Ground: The Pharisees’ Contrast
Jesus instructed others to follow the Pharisees’ words, but not their actions. Their confused priorities, two-faced behavior, impure motives and damaging leadership had lost them the trust of many common folk. Leaders must never forget: If people can’t trust you, neither will they travel with you.
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The Law of Navigation: Jesus Knew the Steps to Take into the Future
Jesus instructed his disciples on how to prepare for the future and what they could expect to endure. The Master gained credibility by charting their course into the future. Few things help us more than leaders who can mentally walk their people into the future, providing both direction and hope.
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Preparation: The Man with the Plan Is the Man with the Power
Charles de Gaulle once said, “History does not teach fatalism. . . . People get the history they deserve.” Jesus taught two parables which illustrate this truth, both about people who diligently pursued a goal. Prepared leaders stand ready to meet the future. They don’t react and are not easily surprised. This gives them power when it’s time to move.
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The Law of Legacy: Jesus Left a Memorial to His Followers
Leaders solidify their legacy when they add the following components:
1. Tangible Elements
Jesus left the bread and the cup as symbols of his body and blood.
2. Memorable Words
Jesus spoke simple words and phrases to be restated, year after year.
3. Regular Events
Jesus instituted an event to be periodically celebrated.
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If you’ve ever failed, you’re in good company. Look at Peter, the rugged apostle Jesus nicknamed the Rock. He collapsed in a pile of failure. During Jesus’ moment of greatest need, Peter denied him with a curse, saying, “I don’t know the man!” (Mt 26:74). When pressured, Peter did what he said he would never do. “Just as he was speaking, the rooster crowed. The Lord turned and looked straight at Peter” (Lk 22:60, 61). Can you imagine that eye contact? Peter ran out and fell apart. This brash, boastful, indestructible Peter was now a failure.
Why did Peter fail?
• He placed himself spiritually above others.
• He thought he knew himself better than Jesus did.
• He felt he was stronger than he was.
But all hope was not lost, and in the end, Peter was able to fall forward. On Easter morning, the angels asked the women who came to the tomb to tell Peter that Jesus had risen and would meet him in Galilee. Peter was going to have to face Jesus again. But in facing Jesus, Peter found hope and gained great influence by obeying him.
As a leader, you’ll fail forward when you face your failures, face Jesus, and find hope.
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The Law of Sacrifice: Jesus Gave Up His Life
Jesus gave up his life so we could have ours back. He died like us so we could live like him. He not only pleased his Father, but received us as a bounty. This is the mark of a true leader. Leaders pay any price to get the job done.
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RESPONSIBILITY | Pontius Pilate Failed to Lead
PRESIDENT HARRY Truman was right when he said, “The buck stops here.” Leaders cannot pass the buck. We cannot lead without taking responsibility. It comes with the territory.
Pontius Pilate, the Roman governor of Israel, gives us a sad example of a leader who failed to take responsibility. When Jesus appeared before him for judgment, he could find nothing wrong with him. Yet instead of judging him as innocent, he succumbed to the pressure of the crowd. Sensing they wanted to punish an innocent man, he gave them a choice: Barabbas or Jesus? When they wrongly chose Jesus as the more guilty man, Pilate walked over to a basin of water and tried to wash his hands of any responsibility for his decision. He pretended he could evade ownership of the consequences. Pilate committed the sin of omission and tried to get off on a legal technicality.
None of this surprised the Jews, since Pilate had a history of such behavior. He tended to withdraw whenever things heated up. Once he put the Roman eagle in the temple, prompting 5,000 Jews to march to his vacation home to demand he remove it. He called in the army and demanded they leave. When they refused, he threatened to cut off their heads. The Jews got down on their knees, in essence saying, “Go ahead!” Shocked by their moral conviction, he backed down. From that point on, the Jews knew this man lacked a backbone and would run from responsibility. He illustrates moral and political compromise.
Just why did Pilate “wash his hands” of responsibility?
1. He had a problem with foundations (v. 22).
Pilate never forged the character to withstand adversity. Conflict paralyzed him.
2. He had a problem with futility (vv. 23–24).
He perceived that no good would come from a right decision, so why waste time? Apathy proliferates when we sense that action seems useless.
3. He had a problem with fear (v. 24).
Pilate felt preoccupied with survival. If he fought the Jews, he feared the loss of control, image, or position. His wife’s warning added fuel to his fear.
4. He had a problem with failure (v. 24).
Pilate knew a riot was brewing. The last time it happened, he failed to rise to the occasion and the Jews called his bluff. They knew he worried more about failure than they did.
5. He had a problem with focus (v. 24).
Leaders cannot be neutral or passive over crucial decisions. Pilate picked up a basin and tried to wash his hands of the whole mess. No good leader does this.
• • • • •
For a positive example of responsibility, see 21 Qualities: Responsibility: Leaders Cannot Give It Away.
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The Law of Victory: Jesus Defeated Our Greatest Enemy
Jesus raised several people from the dead, but each case differed from his own resurrection. Those people would eventually die again. But Jesus rose from the dead, never to die again. He defeated mankind’s greatest enemy: death. All other problems are problems because they kill us. Once Jesus defeated death, his followers could operate in total security.
No struggle is too big for God. No question is unanswerable. No problem is too difficult. The resurrection of Christ trumpeted good news from the graveyard! In spite of the black prospects, in spite of the big problems, in spite of the bad predictions—Jesus practiced the Law of Victory, decisively defeating even death itself.
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A Leader’s Lasting Value Is Measured by Succession
JUST ABOUT anybody can make an organization look good for a moment—by launching a flashy new program or product, drawing crowds to a big event, or slashing the budget to boost the bottom line. But leaders who leave a legacy take a different approach. They lead with tomorrow as well as today in mind.
When all is said and done, your ability as a leader will be judged by how well your people and your organization did after you were gone. Your lasting value will be measured by succession.
• • • • •
To create a legacy, you need to be strategic and intentional. The following guidelines can help you get started:
1. Decide ahead of time what you are willing to give up. Being a leader has a price; being a leader who leaves a legacy has an even greater price. When you work to create a legacy, your life is no longer your own. That’s why it’s so important to know what you are willing to give up so that others can go up.
What are you willing to give up? How much of your time? How much of your money? How many opportunities will you forgo? How many of your dreams are you willing to set aside to ensure that one or maybe two survive in the lives of others?
2. Take the initiative to start the process. If you want to create a legacy, you have to initiate the process—and there will be times when you’ll have to fight for it. Jesus’ followers had various agendas. Some, like Simon the Zealot, wanted him to lead a revolt against Rome. Others, like James and John, wanted positions of power (Mk 10:37). Even Peter tried to dissuade Jesus from the very act that would release the other disciples to follow in Jesus’ footsteps (Mt 16:22).
3. Know your goals with each person. The process of creating a legacy relies primarily on people. It requires the selection of the right people and the right development process for each individual. Jesus carefully chose his legacy carriers. Scripture says he intentionally picked the twelve he wanted; he didn’t take the first guys who showed up. And he didn’t treat all of them the same. He had a specific development process for each person.
4. Prepare to pass the baton well. Once you have prepared your people, you need to prepare for the transition. There’s a real art to preparing a successor, and it doesn’t always go smoothly. Jesus had trouble handing the baton to his followers. He appeared to them after his resurrection and gave them the Great Commission because some of them still didn’t get it. Peter, James and John all returned to fishing after they saw Jesus resurrected! As you prepare to hand off to a successor, do everything you can to make for a smooth transition. And even then, plan to offer additional assistance without getting in the way.
Jesus’ IDEA for Leaving a Legacy
Jesus faced the task of changing the lives of people thousands of years after him—and he succeeded. He did it without writing any books, building any schools, or founding any institutions. So if Jesus chose to deposit his legacy in people, we should learn his method and practice it as best we can. Consider Jesus’ IDEA for working in the lives of people:
Instruction
Jesus constantly taught, most often with parables. More than half of the Gospels’ content presents Jesus’ teaching. The parable of the sower gives us insight into how Jesus worked. When the disciples asked him about the meaning of the parable, he explained it, revealing insightful truth cloaked in the story.
Demonstration
Educational philosophy today relies too heavily on instruction. If Jesus had taught the disciples and done nothing more, they never would have carried on his legacy. But Jesus shared his life with them.
Jesus’ disciples went through three phases in their training:
• Come and see. Jesus invited them to observe him and his priorities. He invited them to evaluate him (and themselves in light of what he was doing).
• Come and follow Me. Jesus asked for a greater level of commitment. The disciples were to do more than observe; they were to associate with him.
• Come and be with Me. This phase occupied most of Jesus’ three years of ministry. He required the disciples’ commitment and companionship. The Twelve were present with him as he taught, traveled, prayed, ate with “sinners,” healed the sick, and raised the dead. They saw consistency between his teaching and his actions, and they learned the how and why of all he did.
Experience
After Jesus had modeled good leadership and taught spiritual truths, he didn’t turn his men loose and move on. He gradually worked them into positions of independent leadership by giving them valuable experience. Jesus gave his followers an opportunity to practice what he had taught and to practice leadership.
Assessment
Jesus repeatedly evaluated the progress of his disciples. After the return of the seventy, he debriefed them, gave them instruction concerning priorities, and celebrated with them (Lk 10:17–24). Jesus also gave individual assessment to his disciples, including specific feedback concerning their character and their capabilities.
If you want to leave a legacy, you must look to people to carry it for you. Find the right people, and use the right preparation process for each of them. Only as you pour yourself into them will they be able to pour out themselves for others. No one can give what he does not have.
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