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Words to Go By

As an educator and school administrator, I have participated in many school-year-ending activities, one of those being graduations. One of the interesting things about graduations is that – like many endings – it is also a beginning, which is why they are also called commencements (the dictionary definition of “commencement” is “a beginning or start”). During these times of celebration, there are often speeches and recognitions given that serve to remind the audience of where these students have come from and to challenge the students in their future direction. These speeches could be considered as words that motivate, inspire, and direct as young people go out into the world – or, words to (literally) go by.

Many years ago, when I was asked to deliver a commencement address at a graduation ceremony, it was this idea that prompted me to think of examples in Scripture that might qualify as commencement speeches. I started looking for stories that showed someone giving or receiving some kind of “send-off,” a speech or challenge that provided motivation and direction to that individual as he prepared to begin a journey of life or ministry. There were three that readily came to my mind. All three describe events in which God spoke to a person, speaking words that give us an important lesson, as that person was being sent out by God. It seems that God was giving words to go by.

The first example is that of Adam, who, as God’s first created human, could be said to be the father of mankind. He, along with Eve, had brought sin into the world, and now, as part of the consequence of their choices, they were being sent out of the garden. However, God still had a plan unfolding and wanted to bless them, so before sending them out, He issued a challenge (or perhaps a directive) in Genesis 1:28 when He said, “Be fruitful and increase in number; fill the earth and subdue it. Rule over the fish of the sea and the birds of the air and over every living creature that moves on the ground.” God provided Adam and Eve with a calling to care for His creation, and to be a manager and leader over the earth. As faithful followers of Jesus, these words to go by could be simply stated for us as a call to do what God calls us to do, and do it well.

The second example is that of Abram (his name had not yet been changed to Abraham), who could be said to be the father of Israel. God knew the role that Abraham was going to play in the founding of His nation, so He spoke to Abraham before sending him out on his mission. Genesis 12:1 tells us that God directed Abraham when He told him, “Leave your country, your people and your father’s household and go to the land I will show you.” God provided Abraham with a calling to embark on a mission as one chosen by God to represent Him, even without knowing the outcome or ultimate destination (he only knew that God would show him at the right time). Again, as faithful followers of Jesus, these words to go by could be simply stated for us as a call to go where God sends us to go, and be His ambassador.

The third example is that of Jesus, who could be said to be the father of Christianity. At this time, Jesus had not yet begun His ministry, and until this point, people only knew – by way of John the Baptist – that the Messiah was coming. Jesus approached John the Baptist while he was baptizing people, and John immediately recognized the Savior. Jesus was then baptized by John, officially initiating His ministry, and at that point, God spoke from heaven and said, in Mark 1:11, “You are my Son, whom I love; with you I am well pleased.” God provided Jesus with words of encouragement to begin His ministry, knowing the rejection and pain He would experience. Once more, as faithful followers of Jesus, these words to go by could be simply stated for us as a call to be who God made us to be, and live to please Him.

Putting these three charges together, I can say (and I did say this in that commencement speech), that regardless of where you are going in your future, where you are serving, or in what capacity you are leading, these are three valuable challenges that we can carry with us into our ministries for the rest of our lives. As you commence from this moment in time – as you go from here – remember these words to go by:

  • Do what God calls you to do, and do it well
  • Go where God sends you to go, and be His ambassador
  • Be who God made you to be, and live to please Him
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Now available on Amazon!

Order your copy of “Leadership Ezra” on Amazon (and check out the latest podcast episode available on Apple Podcasts, titled “See the Big Picture,” here!)

The work of leadership is hard, and it is not for the faint-hearted. There are decisions to be made, problems to be addressed, challenges to be solved, tensions to be managed, conflicts to be resolved, tasks to be accomplished, and numerous other responsibilities that ultimately have an impact on many people. And add to that the work of leading and managing those same people, who are imperfect and operate in the context of a fallen world. For the Christian leader – regardless of whether you are a school leader, church leader, ministry leader, or a Christian leading in a secular industry or organization – it can be even more challenging as you seek to reflect Christ in all you do. So where can you get help understanding leadership principles and practices within a biblical context? This may seem to be an obvious answer, but ironically, one that leaders often overlook: look to examples of leadership in the Bible.

The Bible contains a myriad of stories, principles, and truths that can be translated into personal application. The book of Ezra is one such story, and one of the ways it can be applied is to leadership. Comprised of two different journeys of return for the people of God, the experiences in this book demonstrate and illustrate lessons that can be applied to our practice of leadership today. The book begins as the fulfillment of the prophecy of Jeremiah 29:10-11, and along the way, provides examples and lessons that connect the dots between Scriptural truth and effective leadership, helping you to become the kind of leader who will make an impact in your world today, and in a way that reflects the character of God.

That’s the goal of this book, Leadership Ezra (now available on Amazon):  to connect the dots between Scriptural truth and life application, specifically within the realm of leadership, using a story in the Bible to do so.   I hope you can make the same connections to your leadership as you explore this newly published book.  But before you order your copy, open it up, and start reading, I would encourage you to first read the book of Ezra from start to finish.  You might be surprised at what God teaches you from your own reading of His Word!

Order your copy of “Leadership Ezra” on Amazon

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See the Big Picture

I enjoy puzzles. I enjoy all kinds of puzzles – word puzzles, number puzzles, brain games, etc. – but in this instance, I am specifically referring to jigsaw puzzles, the ones that are pictures cut into hundreds of little pieces that need to be assembled. And I have a preferred method of assembly: first, turn all of the pieces face-up, setting aside those that have a straight edge (the outside frame); then assemble the outside frame; finally, begin to assemble the rest of the pieces, looking first for pieces that more obviously fit in the same section together. In the process of putting the puzzle together, however, one of the most important components is not the puzzle itself, but rather, the picture on the box.

It is the picture on the box that provides the perspective and the vision of what is being assembled. It provides a visual landscape that helps in determining the general context or place where an individual piece belongs. It’s a map that lets you see where you want to go. I once used the picture on the puzzle box to illustrate a lesson in a class I was teaching, by giving a puzzle to each of several small groups of people. Some of the groups had the puzzle box so they could see their picture, but some of the groups did not (and some had all the correct pieces, but some had the wrong pieces or were missing pieces; that served to make a different point). Part of the purpose of the lesson was to illustrate the importance of “the big picture,” or the master plan, for managing a process, a task, or life itself.

Bilbo Baggins in The Hobbit, by J. R. R. Tolkien, demonstrated the same concept when he and the company of dwarves were traveling through the Mirkwood Forest. As they traveled, the troupe lost sight of the path they needed to follow, became lost, and began to be disoriented. Eventually, Bilbo was sent to climb a tree in order to get above the canopy, and when he did, two things happened: his head cleared, and he could see where they were in relation to where they needed to go (in the movie, he could see the edge of the forest; in the book, he could only see more trees).

Heifetz & Laurie address that idea in a Harvard Business Review article, “The Work of Leadership” (2011).   In the article, they discuss the importance and challenge of adapting behaviors and changes in order to thrive in a new or different environment and specifically identify six principles for leading adaptive work. The first principle is labeled “Get on the Balcony,” which is explained as follows: “Get on the balcony. Don’t get swept up in the field of play. Instead, move back and forth between the ‘action’ and the ‘balcony.’ You’ll spot emerging patterns, such as power struggles or work avoidance. This high-level perspective helps you mobilize people to do adaptive work.” They go on to say that “business leaders have to be able to view patterns as if they were on a balcony. It does them no good to be swept up in the field of action.” The emphasis is on the importance of a leader being able to move between the balcony and the field of action, and the necessity of the balcony for providing perspective.

Collins & Hansen also address the idea in Great by Choice (2011), in a chapter that discusses identifying and responding to dangers and changes in the environment. Using the terms “zoom out” and “zoom in,” they point out that effective leaders, “when they sense danger, immediately zoom out to consider how quickly a threat is approaching and whether it calls for a change in plans. Then they zoom in, refocusing their energies into executing objectives.” The authors then describe the discipline required to “zoom out for fast yet rigorous decision making and zoom in for fast yet superb execution.” The discussion emphasizes the need for effective leaders to be able to step back and zoom out to the big picture in order to recognize and understand the changes and issues in the environment, which then makes them better able to zoom back in and focus on plans, objectives, and details.

The implication is simply this: a good leader needs to be able to see the big picture. Like puzzle pieces, each piece of the context, the environment, the organization, or the situation fits into a larger context, and you can best see how it fits when viewing the whole picture. In order to see the whole picture, you, as a leader, must be able to get on the balcony, zoom out, and get above the forest to be able to see clearly. Being able to do this will keep you from getting lost among the trees, and will provide the perspective necessary to implement changes and adjustments. Learn to see the big picture.

Collins, J., & Hansen, M. T. (2011). Great by Choice:  Uncertainty, Chaos, and Luck – Why Some Thrive Despite Them All. New York, NY: Harper Collins Publishers.

Heifetz, R. A., and Laurie, D. L. (2011). “The Work of Leadership,” in HBR’s 10 Must Reads on Leadership. Harvard Business Review Press: Boston, MA.

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Yes, Relationships Are Important

There are two primary halves of leadership responsibility:  tasks and people.  Although we need to do both if we are going to lead well, most of us tend to be more comfortable with one or the other.  I personally drift more naturally to the task side, and so I am always reminding myself to give attention to the relationship side of my leadership.  If I am performing my duties and tasks well, but not attending to people, I will not be successful.  We must remember that relationships are a vital part of everything we do, whether that involves family, friends, or work. In the real world, we operate in relationship with others, and more and more, it seems that research and study are recognizing this.

Much of the “brain-based education” research in recent years has resulted in the realization of the importance of the teacher-student relationship in the shaping of children, and even, literally, in the shaping of their brains. The concept of social intelligence has pointed out the cellular biological connection and influence that happens in an interaction between people, underscoring the importance of being able to connect well with people. Leadership studies have developed theories that account for both task management and people management, and the most recent theories of leadership – related to authentic leadership – heavily emphasize the need to develop and maintain genuine relationships with people.

You probably recognize that this simply makes sense. People matter, and relationships are important. Therefore, we need to intentionally foster relationships with people, and in a great variety of ways. We need to build relationships with people from whom we can learn, mentors who will help us to grow. We need to build relationships with people who have the potential to grow so that we can mentor and develop others. We need to build relationships with our coworkers and peers, our supervisors, and our subordinates so that we can better function together within the organization. We need to be investing in the relationships we have with our family members – our spouses, our children, our parents (because, after all, your family is more important than your job). Everywhere that we connect with people, we need to be intentionally building relationships.

What is most important in all of these relationships, though, is that they be genuine. They cannot be based on ulterior, selfish motives that seek to take advantage of others for personal gain. If that’s the case, then it is no longer relationship-building, but manipulation, and manipulation will only cause damage and frustration and hurt to both you and them. We need to build relationships, but we need to be genuine about it, connecting with people caring about people because they matter, and connecting in ways that are beneficial for them as much as for us.

At one point in my leadership activity, my boss – the chairman of the board of directors – spoke with me about the need for me to take more opportunities to personally connect with our constituents. I had been guilty of hiding behind my introverted tendencies and letting others stand up front at events in the visible role. I was reminded and encouraged by him to put myself in front of people and make myself more accessible, because they needed to be able to feel connected with me, for the benefit and health of the organization. And he was right.

I immediately began putting myself on the agenda at the beginning of public events, even if only to stand in front and take a couple of minutes to welcome everyone. I also started standing at the main exit door after events to simply smile, greet, and thank people. In addition, I took a page from Verne Harnish’s “Scaling Up” and started building into my schedule regular interaction with customers, in the form of a planned personal interaction with two or three individual families a week. All of these things were specific steps to help me meet, connect with, and build relationships with people. I knew it was important to do, but I had allowed myself to let it slip as a priority, so I needed the reminder to continue focusing on relationships.

Now, I’m reminding you. You also need to be connecting with people and building relationships. You probably have your own story that illustrates the importance of this (and feel free to share your story), but perhaps you, too, have let it slide. Get back out there, meet with people, invest in people, and put a priority on relationships. Relationship building and maintaining (in a genuine way) are integral and essential to your life – at home, at work, and in your community and social life – therefore, you need to be intentional about doing it. Build relationships. It matters.

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Quote Your Dad

“Either it’s true or it’s not.”

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Either It’s True or It’s Not

“Either it’s true or it’s not.” That was one of the phrases that I heard frequently from my father when I was younger, and, while it seems to be a simple statement, I have learned that it contains great truth. It makes me think of a commercial that ran on television for an insurance company in which a woman tells her friend that she is going on a date with a French model that she met online. When the “French model” shows up, he is obviously not what he claimed to be, but in her response, she claims that it must be true because she read it on the Internet. Or think about the typical statement that may be made by a politician, the typical news story, or frequent social media claims (including the wealthy widow from Nigeria who needs your help to get her millions out of the country). Often, what is said comes from a personal bias, from a desire to win approval (or re-election), from incomplete information, or is simply a flat-out lie. And many (most?) people are quick to accept what they hear as truth, without question. The reality is, that just because someone or something claims to be true does not mean that it is.

This is not a problem that is new to the current digital age. On October 30, 1938, a dramatic broadcast of Orson Welles’ War of the Worlds caused a reaction due to its realistic portrayal of an alien invasion from Mars. In actuality, few people believed it to be true, but it still sparked a media outrage from the printed news on the believability of broadcast news. And history is full of rumors and legends that caused reactions and responses because a story was believed to be true.

This leads me to the importance of having an “either it’s true or it’s not” mindset. You will inevitably hear claims, statements, and rumors from every direction, whether from an employee, a supervisor, a constituent, or an external source. When you do, sometimes the tendency is to jump, and then to react immediately with a response because of what you have heard. But that’s dangerous, because it may be that what you have heard is not true, contains misinformation, or is misleading or incomplete. And if that is so, your response could potentially make matters worse and reflect poorly on you.

When you understand that everything you hear may or may not be true, you will learn to respond to information by first confirming its truth. What a difference that makes in your decision-making! On a surface level, this is as simple as checking facts and data to make sure that they are accurate. When it involves people, it requires asking questions to determine the full story and get all of the available information. And on a deeper level, it requires identifying nuances and implications to see if what is being stated is a valid application, because, as the study of statistics teaches us, “correlation does not imply causation” (which means that, just because two phenomena happen together, one did not necessarily cause the other even if it appears that way).

So what should you do? A wise leader, upon hearing information, will remind himself that “either it’s true or it’s not,” and be diligent to determine the truth. Ask questions, look up facts, differentiate between causation and correlation, and get the full story. Then, whether it’s true or not, you will be more equipped to respond appropriately and will therefore make better decisions.

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“Leadership Ezra” now available on Amazon

Earlier this week, I published an article in which I said that “Ezra developed an intimate, personal relationship with God. Because of that personal and deep relationship, he didn’t simply learn to know who God was and is; he also came to understand God’s nature and heart. He had developed a relationship that enabled him to trust in God even in uncertainty and difficulty. It was from this relationship that he was, therefore, able to move and act with confidence in God’s sovereign plan and that he was able to see God’s hand and His purpose in the events that occurred.”

I went on to say that “in our leadership development, we absolutely must study Scripture, growing in intimacy with God. We need regular time with God, in prayer and in His Word. This must be central and foundational to what we do, to how we live, and to our call or purpose from Him. Doing this first is what makes us knowledgeable and gives us the capability to lead, because we will learn to see people and circumstances from God’s perspective, shaping how we think and act. It is from this growth of knowledge and relationship with God that we are able to “walk the talk,” modeling and practicing what we know and living authentic, genuine lives that inspire trust and result in effective leadership.”

These are some of the pivotal lessons on leadership that can be drawn from Ezra’s story: understanding our purpose and responsibility in the context of God’s sovereignty, and understanding the importance of the connection between what we believe and know with how we live and act. And these are just a little taste of the lessons on leadership that I talk about in my new book, Leadership Ezra, now available on Amazon. Order a copy and learn valuable insights from Ezra that can help you in your leadership role!

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The More You Know . . .

I regularly make reference to lessons I have learned throughout my life from my dad, and more often than not, it comes in the form of a quote.  I will be addressing a situation, speaking about a topic, or giving counsel or advice to someone, and I will say something like, “My dad used to say, . . . ” and then I will quote my dad.  He was gifted at sharing seemingly simple platitudes that had profound meaning, and over the years I have come to appreciate the things he said more and more.

This particular post centers around one of those things he would say:  “The more you know, the more you know you don’t know.” Like many of the things he said to me, it was simple and catchy, but with real depth when you spend some time thinking about it (which, of course, I have done). It seems to me that this simple little saying has several valuable implications:

  • You don’t – and can’t – know everything. If there is anything that we have learned in this information age, it is that there seems to be an infinite amount of knowledge (some of it good, some of it not so much) accessible to us. Much of it can be found in a couple of seconds with a Google search, but there is far more information out there than one person can know or remember. However, this also means that it is probably more important in today’s world to know where and how to find information, than it is to know it all anyway.
  • Realize that other people know things you don’t know (and vice versa). Although you can’t know everything about everything, and you probably can’t even know everything about one thing, there are probably some things about which you are much more knowledgeable than others. Perhaps from having more experience, or from specific study, or from natural inclination, but regardless, you are likely an “expert” on something; at least, much more so than many others. But the same thing is true for those others. They are likely “experts” on things of which your knowledge and experience is much more limited. Therefore, it is a mark of wisdom and good leadership to recognize this, and to learn from and partner with others who know things you don’t know, or who can do things that you can’t do (or can’t do as well). Once again, that’s why it is probably more important in today’s world to know where and how to find information, than it is to know it all anyway.
  • Never stop learning. Even though you can’t know it all, that doesn’t mean you should stop trying to learn more. Each generation builds on the knowledge gained by the previous generation, and we should be part of the process of building that knowledge. In addition, building our knowledge also makes us better at what we do, because we have learned more and know more.

Putting this all together, it means that as you grow in knowledge, experience, and wisdom, you become much more aware of how much it is that you still don’t know. That realization should help to keep you humble about your own knowledge and expertise and should make you more willing to make use of the knowledge and abilities of others. At the same time, even with the realization that you can’t know everything, you still should never stop learning more. The more you continue to learn, the more you can grow and improve.

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