Leading Christianly

Are Leaders Born or Made?

Is there really an answer to this question? I believe there is. Leaders are born. Great leaders constantly develop themselves.

Leadership is a talent, a God-given ability. Yes, you can develop your skills as a leader, but if a "made" leader works just as hard as a "born" leader, the room for growth is always going to be greater for the "born" leader.

Look at kids socialize in a playground. Notice which kids take charge and which ones fall into place. No one carries any authority, but some form of leadership is taking place.

The best leaders aren’t necessarily the loudest, most charismatic or strongest-willed. They can be quiet, shy and humble, yet they get the job done and everyone seems happy to do their part.

The biggest problem nowadays is everyone wants to be a leader. Yet, if everyone leads, there is no one to follow.

A leader is not better than others. He/she was born with a natural gift to get things done through people. We have to remember; we can't be anything that we want to be (it's a lie). We can only become more of who are we.

There are many people in leadership positions that are not effective. Just because you have the “title” doesn’t mean you get results. Leadership is earned, not given. Don’t get leadership mixed up with management. Managers lead tasks. Leaders manage people.

Hard work determines how effective of a leader you can be. Natural ability determines how far you can go. For those of you who disagree with my stance, that’s OK. All I’m saying is identify what your strengths are. If you feel you are a leader, lead. If not, let someone else more equipped do it.

Leaders don’t feel they always have to lead in order to be effective. Leaders put the mission and the welfare of the group before themselves. Sometimes the best “role” you can play as a leader is to delegate it and be a great “follower.”

by: Scott Asai
Founder of Growing Forward
MA in Organizational Leadership alumnus

The Necessity of Self Management in Leaders

    When walking into leadership training program, many would assume that the focus would be on gaining tools to lead others. However, biblically, before we point out someone’s wrong doing, we are to first examine ourselves (Matthew 7:5). As a student in Biola's MA in Organizational Leadership (MOL) program, I have been taught in classes how to lead myself before leading others. I find it interesting that the very first chapter of the book “Breakfast with Fred,” characteristic of many other leadership books, relates to “managing yourself”.
    I believe this to be the most important aspect to leadership. If you are unable to lead yourself and work on making yourself a more effective leader, you are cheating your followers and cheating yourself. The concept of leading and growing yourself first is one that seems to encounter strong disagreement in my experience. Many seem to feel the leader should "have it all together," resulting in admiration from their followers. Others have stated that we should not waste time by working on ourselves as leaders.
    Often accompanying these points of view is the idea that those we lead should not be allowed to see our weaknesses, fearing that followers would lose respect for their leader and that the leader would lose his authority. I believe this fear of expose is ultimately rooted in insecurity and pride. In an effort to protect themselves, leaders wear the mask of having life under control.
    As a pastor, my arena is the church. For a pastor to wear a mask, he models to his congregation to do the same, all the while encouraging them to "be themselves" and develop real relationships. Like many leaders, pastors go from job to job never dealing with past hurts or mistakes. Yet, if something reminds them of a past experience that touches on those past wounds they either lash out or withdraw.
    It is critical for leaders to continue to work on leading and growing themselves. They must be open to learn about themselves and allow God to work on them, even if it must be in front of their followers. Leaders must always be seeking for God to reveal areas of improvement. When leaders are honest with themselves and with their followers, they will earn a greater respect from their followers. We as leaders can cause much future harm by wearing a mask and rejecting self-management and development. We must recognize the responsibility God has placed on us, and continually work on growing our own weaknesses, submitting to the will of God, so that he is able to continue to work through us to truly grow our followers.   

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Author: Kelley Reid
Editor: Sarah Ailes

Kelly Reid is the Worship Pastor at Caldwell Christian Church and a student in Biola's MA in Organizational Leadership distance program. He is the founder and director of "Worship in the Park," a ministry designed to break down denominational walls and put the capital "C" back into church.
Kelley is also a frequent speaker at conferences and universities on worship ministry, marriage, and leadership responsibility.

The Value of Encouragement

I had the privilege of being mentored by Fred Smith, Sr. One of the most meaningful lessons I captured from spending time with him was the importance of valuing people. Through his encouraging ways he always made you feel that you could accomplish more than you thought possible. His belief in me propelled my efforts. One of his thoughts that hit home is “accept the encouragement from a true friend as the comfort of God.” If I’ve learned to understand the meaning behind it, I think I’m supposed to do a small portion of God’s work relationally while I’m a resident on Earth. Specifically by encouraging those who I walk alongside. Easy to understand, sometimes hard to implement.

I conduct massive amounts of leadership training with high school students. I typically work with groups of 30 in their classrooms. In January, 09 I was in the final stages of an especially draining day. I had 6 classes in a row, and had survived the first 5. It was now 2 p.m. and one more remained before calling it a day and collapsing. As the final group filed in I made eye contact with each one of them and anticipated our time together. A young man walked in last and appeared to be someone I might have a challenge with. His appearance and demeanor revealed some “negative” clues that his participation may be minimal if at all, and he may become a disruption to the class. His appearance reminded me of a student from a neighboring school. The two were not related, but shared a common “look”. I remember the other student because he professed his #1 objective in life was to “kill a cop.” Of all the life pursuits available his was to destroy and he was only 14! Was I about to learn another disappointing desire? I anticipated as much.

The class went especially well. I forgot about “him” to a certain degree until it was his turn to share. We had conducted an exercise that forced you to pinpoint what was most important over the next 6 months or so. Many students were behind in their studies and wanted to catch up, some were pursuing athletic excellence; still others wanted to pass the SAT’s. When I got to the young man who looked like the “cop killer” I awaited his response. I expected little. Shame on me. He proceeded to share the following:

“My #1 objective is to be there for my 8-month old nephew. My sister needs the help and I spend 3 nights a week caring for him.”

Excuse me? I immediately felt convicted for my minimal expectations. Here was a young man with an outward appearance that spoke negatively to me. However, his inner makeup was compelling. I was so moved by his story, and the extreme care he was committed to show his nephew with no thought of return. He was an encourager in his life! I left that day vowing once again to leave judgment in the trunk of my car and give everyone a chance. Judgment lurks in my soul and occasionally spills out and clouds my ability to see. The next day I was conducting a keynote address with 800 students. I knew that “he” would be in the room. The theme of my talk centered around heroes and their impact on our lives. I opened my time by sharing the story of the young man I had met the previous day. I shared his commitment to his nephew, and suggested that there would come a day when the nephew would look him in the eye and say, “thank You for the difference you’ve made in my life”. I referred to him as a hero in the making who is making a positive difference. Everyone enthusiastically acknowledged him.

The following morning I spoke with an assistant principal of the school that he attends. He said he was surprised I selected him. “His dad is in prison and it has been a struggle to keep him in school. Your encouragement made a difference. Thank you for sharing his story”. The assistant Principal didn’t know what I was thinking when I first encountered the student, he only saw what I did. If he had known what I was thinking he would have seen a window into my soul that was stained. But God forgives and provides insight and wisdom if we are willing to look for it.

Accept encouragement from a true friend as the comfort of God. I long to do a small portion of God’s work through encouraging others. I hope you do too.

Thought Provoking Questions:
1-Is there enough evidence out there to convict me of being an encourager to those I interact with?
2-Do I allow judgment to eclipse how I see people?
3-Does my love exceed my ego?
4-Do I have the courage to ask my team how I am doing in this area?

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Author: Dan Williams

Dan Williams is the Founder of Destiny Leadership Foundation, an organization which comes alongside high school students who desire growth in personal leadership and crafting a life vision. He is also a professor in the MA in Organizational Leadership program at Biola University.

If you would like to learn about work of Fred Smith, please go to breakfastwithfred.com.

Mind the Gap, Part 1: Identifying the Gap

    If you’ve ever traveled the London Underground, you will have noticed the warning painted every few meters on the platform – “Mind the Gap”.  This safety tip reminds passengers to be aware of their distance as trains approach and leave the station.  There are no gates between incoming trains and passengers waiting to board.  If a passenger does not respect the safety gap, but stands too close to an oncoming train, the results could be disastrous.  In turn, if he stands too far from the gap, he may lose his place in line and risks missing the train altogether.  There is a valuable leadership lesson to be learned here – leaders must be aware of their “leadership gap,” the margin between their current leadership skill set and the requirements needed to be successful in a specific leadership role.
    When leaders challenge themselves to lead from outside their comfort zone, they face a scenario similar to that of the first passenger.  An overly ambitious, unprepared leader treading in “the gap” may not be equipped to handle the leadership tasks at hand and may fail miserably while losing credibility from followers.  On the other hand, a leader who never challenges his leadership potential may miss opportunities to strengthen his leadership acumen altogether.
The first step in identifying your “leadership gap” requires you to be honest with yourself.  Here is a simple exercise I use when I begin working with a leader interested in getting to the next level.  First, start out by writing out a list of the obvious.  What are your strengths as a leader (e.g., confidence, good communication, etc.)?  What are your growth opportunities (weaknesses) as a leader (e.g., delegation, follow through, etc.)?  Then rate yourself on a scale from one to ten on each of the following leadership traits:

• Honest
• Credible
• Trustworthy
• Ethical
• Dependable
• Dedicated
• Passionate
• Strategic
• Listens
• Experienced
• Visionary
• Trusting
• Coaching
• Encouraging
• Focused

    Next, ask these people that interact with you regularly to rate you (anonymously if need be) on these same leadership traits.  Seek individuals that will be candid and willing to share openly with you.  In the process, gather feedback from three groups of people:  ones that you follow (boss, teacher), ones that follow you (employees, siblings), and peers (co-workers, friends).  Leadership experts refer to this as “360 degree feedback.”  It is one of the most effective methods to a better understand yourself as a leader.  Gathering input from several people in each group, average out the scores you receive to create a more reliable point of reference.
    As you filter through the feedback, you will find areas in which you scored yourself higher than your feedback group.  This may indicate that you are overconfident in some of your perceived leadership abilities and may need to take time to gather more information.  If that’s the case, ask your feedback group for specific reasons as to why they answered the way they did.  Their answers may sting, but will point you in the right direction.  If you scored yourself lower than the feedback group, you may be better at that leadership skill than you think.  Again, approach your feedback group for further insight into their responses.
    Knowing who you are as a leader is the foundation that sets the stage where your leadership play will take place.  Recognizing your leadership strengths and weaknesses and learning how to consistently leverage and develop them are critical to your leadership effectiveness.  Get in the habit of evaluating yourself and welcoming constructive feedback.  In the end, you’ll find yourself better able to manage your leadership gap and lead your team to success.

“To know one’s strengths, to know how to improve them, and to know what one cannot do -- are the keys to continuous learning”   - Peter Drucker

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Author: Jake Aguas
Editors: Rick Franklin and Tim Robertson

Jake Aguas is a leadership and organizational strategist and has been recognized by the California State Assembly and the Los Angeles City Council for his leadership acumen.  He holds a Masters degree in Organizational Leadership from Biola University and a Bachelors degree in Economics from UCLA.  He lectures on a variety of leadership topics and can be reached via email at jakeaguas@aguasleadership.com.
To learn more about the Master's in Organizational Leadership program, please visit the MOL website.

Servant leadership

     Whether we are in a leadership position ourselves or are being lead, we know how profound the effects of leadership are. How should your faith impact your leadership? Ken Blanchard seeks to answer this question in a presentation given on Biola University’s campus, presenting Jesus as our model of a quintessential leader. The following article is based on that presentation.

Leaders make many and major decisions, and they have a significant influence on those around them; therefore, the type of leaders that we become matters. As Christian leaders, it is particularly important for us to look at the example of leadership that Jesus modeled for us in order to become more effective leaders. The example of leadership that Jesus gives presents four central lessons; two regarding character, two regarding methodology.
    The first key aspect of becoming an effective leader is that leadership is more about character than method. Your heart determines the type of leader that you are. Jesus did not come to earth to be served, but to serve. A servant’s heart is essential to be the type of leader that Jesus models for us. The methods are useless unless they come out of a servant’s heart. This idea of servant leadership is counter-intuitive to the ways that culture thinks about leadership, but this is the model that Christ set for us.
    A servant leader is someone who asks the question: “What can I do for you?” He is characterized by kindness, willingness to learn, honesty, and integrity. This is the type of leader that Jesus was during his time here on earth.
The second essential lesson regarding the character of a leader is that servant leadership is not about pleasing everyone, but about pleasing only One: God. Christ’s aim was not to please everyone, but rather to please only the Father in Heaven. As we look to Christ as an example of servant leadership, we learn that serving everyone does not mean pleasing everyone, but rather it means pleasing God first. If our actions, decisions, and attitudes are ultimately pleasing to God, then we are on our way to becoming a more effective leader.
Often times, our ego gets in the way of being truly effective leaders. The ego is focused on earthly success including wealth, achievement, power, and status. A servant leader’s focus is not on these earthly successes, but rather on things of spiritual significance including generosity, service, and loving relationships. If our focus is on the things of spiritual significance, then what the world regards as success are apt to follow. However, the reverse does not work. Focusing on earthly success will not help you gain things of spiritual significance, nor does the pursuit of earthly successes even guarantee that one will achieve these goals. However, if the aim is set on things of spiritual significance, then servant leadership is about only pleasing God. This is the goal of true servant leadership.
Though character is of the utmost importance, it is not the only factor in effective servant leadership. Effective servant leaders present a clear vision and direction for those whom they are leading. In presenting vision and direction, it is important to have a mission: What business are you in? What are your values? Most organizations can only successfully have three to five values, and these must be prioritized. The order of the values becomes important when there is a circumstance presented where there may be a conflict of values. Therefore, having values that are clearly presented in ranking order help give clear direction to an organization. In order to provide clear vision and direction specific goals must be clearly communicated to the employees. This gives the ‘big picture’ purpose for a company and allows employees to move in the same direction, each using their own unique skills and abilities to reach the goals.
Lastly, to be an effective servant-leader, it is essential that you be responsive to your employees if you expect your employees to be responsive to you. This is in effect to turn the pyramid upside down. The goal is to protect your employees from the effect of the hierarchy of corporations. Those at the top should make it their business to serve their employees. An effective servant leader asks his or her employees, “What can I do for you?” not “What can you do for me?” Part of this is empowering employees to make decisions and think for themselves as they problem solve in their area of responsibility. 
To illustrate this concept, think of the difference between a Duck and an Eagle. If employees are simply responsive to the leaders, they will only know how to “quack”. The Duck employees do not take personal ownership of their job and responsibilities, but just mimic whatever the leader says. They do not think for themselves or do their own problem solving. This is not empowering, but debilitating. These employees will not thrive in their work environment. However, if the leader empowers and serves the employee, the employee will soar and become an Eagle who thrives. The Eagle employees know which direction to go because the vision and goals have been clearly set. Once the vision are goals are in place, it is responsibility of those who lead to serve. This will create Eagles rather than Ducks out of the employees. It is the example of Jesus washing his disciples’ feet and ultimately dying on the cross for the people he loved that sets the example of how we should serve as leaders. As leaders we need to serve the people.
Character and methodology of a leader are intimately connected. It is impossible for a person to implement the methodology of a servant leader with out first having a servant’s heart. We must allow ourselves to be transformed in our hearts first toward an attitude of servant leadership. Then we will be able to practice effective servant leadership.

Developing Next-Generation Leaders, as published in "Outcomes" magazine

Richard S. Franklin has served as a ministry leader with Campus Crusade for Christ for nearly 25 years. He earned a BA in communication studies from UCLA, his M.Div. and ThM from Biola University, and is completing a Ph.D. in organizational leadership from Regent University. He also teaches for the MOL program and Talbot School of Theology at Biola University.

The situation was as grave as could be imagined. Military setbacks defined a difficult summer followed by the bloodiest battle of the war to date, with 23,000 soldiers killed in a single day. As the twilight of autumn dimmed into the cold darkness of winter, rumors swirled around Washington, D.C.: Would the cabinet resign en masse? Would the President himself resign? Would a military or political coup take place? As a Washington, D.C., newspaper reported at the time, the national mood was grim, percolating with fear and apprehension.

Moving forward to pierce the difficulties of the day, President Lincoln delivered what some historians consider to be the finest speech of his presidency, but one not recalled by many people today. It was his second annual message to Congress, penned exactly one month prior to signing the controversial Emancipation Proclamation on January 1, 1863, and well before his Gettysburg Address. In his brief speech, Lincoln exhorted his fellow citizens with the following words and breathed courage into a nation split by civil war:

"The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew, and act anew … Fellow citizens … we shall nobly save, or meanly lose, the last, best hope of earth."

Lincoln recognized the reality that demanding, challenging times call for new leadership. The old ways of doing things are inadequate for solving the problems of the present. Difficulties demand new ways of thinking and new ways of leading.

A Call for New Leadership

We are, thankfully, a century and a half past the drawn-out struggles of the Civil War. But the demands of the present day pose significant challenges nonetheless, especially for leaders. The challenges apply equally to leaders of Christian nonprofit organizations. In fact, the hurdles nonprofit leaders encounter today are many, and they are multiplying daily.

Carson Pue, president of Arrow Leadership, points out that Christian organizations and churches will need to fill 50,000 strategic leadership positions within the next five to ten years. Not only are baby-boomer leaders retiring in increasing numbers, research indicates that employment growth among nonprofit organizations is outstripping employment in business and government, creating an increasing demand for equipped and effective leaders.

Additionally, as management researchers Kristy Trautmann, Jill Maher, and Darlene Motley point out in their article, ''Learning Strategies as Predictors of Transformational Leadership: The Case of Nonprofit Managers" (Leadership & Organization Development Journal, Issue 3, 2007), precious resources appear to be shrinking in today's economy, and competition for funding and staff is increasing, as are calls for greater accountability and transparency in organizational governance.

But possibly the greatest stressor for today's nonprofits stems not from dwindling resources, but rather from the mounting complexity of an ever-changing world. This, coupled with an exponential increase in information that is instantaneously available online, over the air, or at the touch of a button brings with it a dizzying array of options (and opportunities) that can quickly grind the most effective leader's decision making to a halt.

Leaders of the past definitely faced challenges, but today's leaders face increasing challenges in the form of heightened uncertainty, globalization, and technological advancement, according to leadership experts James Kouzes and Barry Posner, authors of the 2002 best-selling book The Leadership Challenge. As a result, Trautmann, Maher, and Motley exclaim, "The dynamic nature of today's environment … has increased the nonprofit sector's urgent need for leaders who can incorporate vast amounts of information, synthesize it in new ways, and develop innovative new approaches. More than ever before, nonprofit leaders are required to be active and skilled learners:'

Can you hear Lincoln's words echoing in the background of this clarion call for new leadership? "The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew, and act anew."

Answering the Call

Difficult challenges demand new ways of thinking and leading. The question is how to develop these innovative approaches to leadership. Books and conferences on leadership abound. But in the last ten years, several Christian universities have risen to the challenge and answered the call for fresh perspectives and innovative approaches to leadership. Schools such as Biola, Regent, and Azusa Pacific universities, among several others, have developed programs that connect organizational and leadership theory with the practical, day-to-day needs of Christian leaders.

For example, in the 1990's, Ed Norman of Biola University convened a group of senior ministry and marketplace leaders to investigate and explore the needs associated with developing the next generation of effective, cutting-edge Christian leaders. Their efforts resulted in the birth of the Master of Arts in Organizational Leadership (MOL), offered through Biola's School of Professional Studies. This program combines the latest research in organizational and leadership studies with the best practices and principles gleaned from the Bible and the boardroom.

Biola's MOL program emphasizes an intentional integration of head and heart. The purpose is not simply to inform leaders, but more importantly, to transform men and women from the inside out through Christ and the power of his Word. The result is men and women whose lives have been changed by Christ, whose hearts have been renewed, and whose minds have been trained and prepared to effectively lead as Christ-centered leaders.

This particular emphasis grew out of the recognition that leaders' failures are not due to poor decision making or ineffective leadership practices, even though these skills are vital. Rather, moral lapses and character flaws cause leaders to stumble and fall, often destroying an organization's impact and damaging the name of Christ.

In the secular realm, names like Enron, world Com, and Martha Stewart come to mind. Within Christendom, the abuse scandal in the Roman Catholic Church and the ethical failure of Ted Haggard, who pastored one of the largest churches in Colorado Springs and served as president of the National Association of Evangelicals, demonstrate that no leader is above the possibility of a moral meltdown.

Scripture affirms this reality. In Deuteronomy 8:11-17 Moses warns the Israelites to beware of pride and of forgetting God's commandments and statutes, which are the missteps before a fall. More emphatically, Jesus grounds moral and ethical failure in the heart when he explains, "For out of the heart come evil thoughts, murder, adultery, sexual immorality, theft, false witness, slander. These are what defile a person" (Matt. 15:19-20a). Thus, when it comes to effective leadership, a leader's heart needs to be transformed. Leadership experts across the board recognize this fact. It is no surprise that the foremost practices associated with effective leadership today focus on the heart of a leader.

Leading a Christian nonprofit or for-profit organization can be a complex, difficult endeavor. Thus, the difficulties leaders face not only call for a new kind of leadership, they also beckon for a leader who understands the intricacies of organizational leadership who can lead effectively in the midst of ever-changing circumstances.

That is what organizational leadership programs offer today's Christian leaders. These programs apply the collective knowledge of hundreds of scholars who are leading the charge in exploring the underlying characteristics and concepts of effective leadership. Coupled with research into how successful organizations operate and integrated with biblical principles of leadership, organizational leadership programs offered by Christian universities provide a unique opportunity for enabling leaders to think and lead in innovative ways.

The challenges Christian leaders of nonprofit organizations face can be daunting. As such, new ways of developing new leaders who think and act anew are needed. Christian colleges and universities are rising to the challenge with proven programs that equip and empower Christian leaders for today's needs and tomorrow's challenges. These organizational leadership programs transform men and women, ground them in a biblical worldview, and prepare them to effectively lead with humility and integrity. Such programs are a strategic and successful means to develop fully prepared, next-generation Christian leaders.

Reprinted by permission of Christian Leadership Alliance, (www.ChristianLeadershipAlliance.com). Copyright © 2008, Christian Leadership Alliance.

Dangerous Faith

David Hopper, the Missions Pastor at Northside Church and current MOL student, comments on an excerpt from Holy Sweat, a text used in Biola's M.A. in Organizational Leadership program:

I read a quote in the book Holy Sweat by Tim Hansel that stuck with me recently: "Some of us really believe that the point of Christianity is to look good and have a good reputation. But the kingdom of God is a life-changing, life-transforming experience. It's more than just...nice." (Page 41) "...we often hear that Daniel's faith got him out of the lion's den, but we forget that it also got him into the lion's den." (Page 42)

I have been in ministry as a profession for over thirteen years and this was a new
way for me to look at the story of Daniel. In the Christian world, we talk about martyrs and we remind ourselves that if we are doing what the Bible tells us to do, the world will not like us, but we don't actually practice this in church. Somewhere along the way we started making church look really good so everybody would want to be a part of it. At first glance this is a beautiful thing. In fact, it has sparked greeters, welcoming teams, hospitality teams and follow up teams to make sure everyone who visited really enjoyed their time at Church. We have made our campuses as friendly as possible with parking attendants, friendly signs and the most beautiful buildings for every age group. All great things, but is it the faith we read about in the Bible?

The Bible that says, "If your hand or your foot causes you to sin cut it off and throw it away. It is better for you to enter life maimed or crippled than to have two hands or two feet and be thrown into eternal fire. And if your eye causes you to sin, gouge it out and throw it away. It is better for you to enter life with one eye than to have two eyes and be thrown into the fire of hell." (Matt 18:8-9) Are we building a kingdom of God that believes with all their heart, soul and mind that sin is so bad that they would do anything to stop pouring on to the sins Christ had to experience and die for on the cross?

The Bible says, "He also saw a poor widow put in two very small copper coins. 'I tell you the truth,' he said, 'this poor widow has put in more than all the others. All these people gave their gifts out of their wealth; but she out of her poverty put in all she had to live on.'" (Luke 21:2-4) Do we have churches in this world that are full of people giving until it hurts? Call every church in town and ask how they are doing in tithing while America faces this economic collapse? As we learn that churches are laying off people by the thousands all across this country that was originally founded by a protestant movement, ask yourself, "Did we build churches the Bible talks about or was it more about us?"

The Bible that says, "He called a little child and had him stand among them. And he said: 'I tell you the truth, unless you change and become like little children, you will never enter the kingdom of heaven. Therefore, whoever humbles himself like this child is the greatest in the kingdom of heaven.'" (Matt. 18:2-6) Are our churches filled with awe inspired people? Are we men and women who look at the Bible with a sense of wonder? Are we convincing people of the Bible, God, Heaven, Hell, etc. through our apologetic arguments or reminding people to look at God through a child's eye? Are we ourselves like that child that sees the moon and is awestruck with its bigness? Am I a child that is excited to be held? A child who wants to play? A child that stares at a flower for hours because a bee is flying around it? A child that loves Jesus because He is Jesus? Is this the church of today or the church that once was?

The Bible that says, "'Why do you look at the speck of sawdust in your brother's eye and
pay no attention to the plank in your own eye ? How can you say to your brother, 'Let me
take the speck out of your eye,' when all the time there is a plank in your own eye? You
hypocrite, first take the plank out of your own eye , and then you will see clearly to remove the speck from your brother's eye.'" (Matt. 7:3-5) Do our Pastors of today take more phone calls about frustrations about programs and other members of the Church, or frustrations about wanting to do more for their neighbors, co-workers, family and/or wanting to grow closer to God? Being a Pastor, I sadly know the answer to that question. How many more letters will I receive about the temperature of the building, the clothes being worn, the songs being sung, the times of our programs? When will the letters be an all out call for war against the devil no matter what it takes and what it costs?

We've heard,  "'Blessed are the poor in spirit, for theirs is the kingdom of heaven. Blessed are those who mourn, for they will be comforted. Blessed are the meek, for they will inherit the earth. Blessed are those who hunger and thirst for righteousness, for they will be filled. Blessed are the merciful, for they will be shown mercy. Blessed are the pure in heart, for they will see God. Blessed are the peacemakers, for they will be called sons of God. Blessed are those who are persecuted because of righteousness, for theirs is the kingdom of heaven. Blessed are you when people insult you, persecute you and falsely say all kinds of evil against you because of me. Rejoice and be glad, because great is your reward in heaven, for in the same way they persecuted the prophets who were before you. (Matt. 5:3-12)

This is the Church I want to be a part of. Does it still exist? "...the time has come...the kingdom of God is near. Repent and believe the good news!" (Mark 1:15)

David Hopper
Northside Church Missions Pastor
Masters of Organizational Leadership Student

To submit an article for publication in the Leading Christianly blog, please email Sarah Ailes at sarah.ailes@biola.edu

Does the Golden Rule still ring true?

I recently spoke at the first annual SBA Faith-Based Small Business Summit in Ontario before a couple of hundred business people.  My presentation centered on ethics in business.  The main point of the presentation was this: regardless of markets, laws and science, there is no replacement for the Golden Rule given by Christ: "So in everything, do to others what you would have them do to you, for this sums up the Law and the Prophets" (Matthew 7:12, NIV). Our society has turned to these other areas for guidance instead of the Bible.  If people had followed Christ's words instead of using a patchwork of laws, economic incentives, and financial manipulations (the investment banking firms had nobel prize winners in physics designing their financial instruments), we would not be in the mess we are in.

After the presentation, a Christian woman came up to me and asked me if I knew about the "Platinum Rule."  She explained that she was involved with corporate diversity training. She was feeling stressed because as a believer, she had to teach that "we should do unto others as they would have us do unto them."  She was troubled because this new-age ethic seemed to be even better than the guidance provided by our Faith.

Here is what I told her, after taking some time to think deeply about this.

I asked her this: "Whose values guide your interaction based upon the new Platinum Rule?" She answered that her listener's values would guide the interaction.  I then asked her, "Whose values guide the interaction if you follow the Christ's "Golden Rule": do unto others as you would have them do unto you?"  She got it: as Christians, our values are Christ's values. When a Christian practices the Golden Rule, he or she is practicing Christ's values allowing his or her Christian faith to guide the relationship. Because she was a Believer, she was given a whole set of principles and values that make relationships work.

Using the Platinum Rule, anything goes!  Such a condition brings to mind many scary thoughts.  I now call it the "Cubic Zirconium" (fake diamond) rule.  If you look at the 5,000 year history of the Jews, you can see the power of God's word. It holds true in any storm. As a nation, and like the Jews on may occasions, we have strayed and gotten ourselves into a great mess by falling into a relativistic worldview. Just like the Jews, we have only one option, if we want the full blessings of the Creator.

On another note. These past weeks have been very rough on all of our investments. What should we do now?  It is important to recognize what is driving market behavior right now.  I am certain that it is fear. The Bible says "Fear not" over 365 times. Do not doubt God's power in the storm, but be confident in His faithfulness. I conclude that now is the time is to bring the message of hope to our communities, be at peace, and turn to our Lord as our strength and strong tower, and not join the others in running for cover.

Dr. Jeff Decker, Ph.D.
Chair, M.A. in Organizational Leadership
Biola University

To submit an article for publication in the Leading Christianly blog, please email Sarah Ailes at sarah.ailes@biola.edu

MOL Equips Church Leaders, as published in "Church Executive Magazine"

Even the most winning head coach won’t keep his job long if his players won’t follow his plays. No matter what your vocation, leadership requires more than knowledge – it requires an understanding of how to influence others with both skill and integrity.

Reverend Dennis Estill believes this to be especially true for church executives. Senior Pastor of Heartland Community Foursquare Church in El Cajon, CA, he affirms, “Leadership is an art, and no one is born a good leader. It takes time, experience and discipline.”

Estill acknowledges that a gap existed in his education when he entered the ministry several decades ago, a gap that time alone could not fill. “I came to the realization that even with 25 years of pastoral experience, I lacked understanding of leadership theory,” he recalls. “To be more effective as a leader who could influence and mentor other leaders” – what he believes to be one of his primary responsibility as a pastor – “meant I needed to prepare myself.”

Estill, along with other pastors and church leaders, turned to the Master of Arts in Organizational Leadership (MOL) at Biola University to fill this gap. Designed to help students grow in their unique leadership abilities, the MOL focuses on building skills such as leadership development, group dynamics, people management, and ethics. MOL students retain full time employment, allowing them to immediately test and apply what they are learning in their circles of influence.

Unlike either a seminary degree or an MBA, the MOL focuses on what student Patti Fenton calls “the human component of leadership.” Such a distinction was what led Fenton, Estill and others to choose the degree over other options.

Fenton joined the MOL after sensing a personal need “to gather tools and resources.” She firmly believes that it was through the “empowerment” of her time in the program that led her “to initiate change in our church community as well as our local community” by transitioning from children’s to family ministry.
Now serving as Pastor to Families at The Beacon Orange County, Fenton enthusiastically recalls having her “world rocked” in a class taught by Dr. Henry Cloud and being led by a professor in solving a church staff communication problem. “As one who longs to initiate change, I cannot speak highly enough of my experience at Biola,” she commented.

Integrating contemporary leadership theory with a biblical worldview and intentional character development, it’s no wonder this program has found an appeal among church leaders like Ryan Sharp, Associate Pastor of The Lamb’s Fellowship of Murrieta, CA.

At Sharp’s church, which “has grown from 50 to more than 600 over a three-year span, internal organizational challenges are a daily reality.” Sharp affirms, “The MOL classes and professors have not only presented solutions to many of these challenges, they have also provided answers to questions I didn’t even know I should be asking.”

Students participate in the MOL in two formats: a traditional on campus program at Biola’s main campus in La Mirada, CA, and a distance learning modular program.

The modular program, a recently added delivery format, has allowed the MOL to expand the impact of the degree beyond the Southern California area, meeting a national demand that has existed for some time. Students nationwide participate in online discourse with classmates and professors, traveling to campus twice during the course of the program to enrich their education with face-to-face learning. While maintaining the high academic standards of all Biola University programs, the modular program provides increased flexibility to students, allowing students to outside the Southern California area to enroll in the MOL.

Pastor Ryan Sharp speaks to the value of the Biola’s MOL program, saying “I highly recommend this program for any pastor who sees a need for growth or transformation within the local church…or simply within himself.” For more information on the MOL, visit www.biola.edu/leadership or call 1.866.99.BIOLA.

By Dr. Alexis Alipuria and Carissa Abrego
Originally published in Church Executive Magazine, March 2008
Masters in Organizational Leadership

The Managers We Need

In his recent book, The Leaders We Need, Michael Maccoby explains why the business leaders that served us well in the past are not the leaders we need for the future. He argues that the changing character of American workers—especially those considered “knowledge workers”—requires a different type of managerial intelligence. (Knowledge-worker, a term coined by Peter Drucker, is one who works primarily with information or one who develops and uses knowledge in the workplace.) Managers who are effective collaborators and possess an increased level of “people intelligence” will be more effective than managers who lack this intelligence, according to Maccoby. His thesis and research findings strongly resonate with me because I have long believed that managers need a greater understanding of people-based principles to be effective leaders in organizations.

The Changing Character of the American Worker
Maccoby claims that the changing structure of American families—working mom and dad, more single-parent homes, kids growing up with less respect for authority—combined with changes in companies, have begun to shape work environments in which people value traditional leadership less. The paternalistic leadership model that flourished in the twentieth century is losing its footing. Employees can no longer count on these leaders or their organizations for lifetime employment —even promised pensions may be lost as great companies of the past restructure, downsize, or are acquired by others.

The knowledge worker, who desires a more interactive role in the organization, often knows more about their job than does the boss. They are specialists challenged to collaborate across boundaries. This requires the manager’s role to change from an all-knowing parental figure to someone who clearly adds value for followers. The changing work environment creates a need for collaborators who are able to facilitate the coming together of knowledge workers.

Today’s Managers
Most of my involvement as a management consultant has dealt with organizational change through the development and implementation of quality systems. Through this involvement, I have unintentionally acquired strong doses of “people intelligence” through repeated immersions into organizational cultures. I have learned that even though executives are generally capable of developing key performance objectives, upper- and mid-level managers often lack the people intelligence, or “organizational capacity,” to implement those objectives effectively. Contributing to the lack of managerial knowledge are business leaders who rarely understand that leadership development, especially in this age of knowledge workers, requires continual learn-ing, especially learning about people and how they work together in organizational settings.

The Managers We Need
I think the managers that I have worked with over the past 15 years would be better managers if they were to gain at least a cursory understanding of key organizational principles. For example, they would be better equipped to lead if they understood when and why team decisions are more effective than individual decisions; or how they as managers influence and sometimes sway the organizational culture; or that the process of change is sometimes more important than the change itself. We need managers who are capable of carrying out the mission, objectives, and strategy. The model below this paragraph shows the foundational principles to building organizational capacity in managers. I believe that managers who understand these principles will make better collaborators and possess an increased level of managerial intelligence. These are the managers we need.

(Click directly on model to view larger)

Doug Hammer
Adjunct Professor for Biola University
MA in Organizational Leadership