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By: Dr. Paul Borden
The year 2009 promises to be a year of great uncertainty. None of us knows what the economy will do or not do to enhance or hinder our ministry or any aspect of our lives. Many have hope that the change in government will make a positive difference. I genuinely hope that is true. However, our God told us a long time ago to not trust in horses, soldiers or armies. Threats to our environment, to our culture and even to our safety produce worries and anxieties. The temptation for everyone is to pull back and play it safe. However, as leaders in the Church of Jesus Christ we do not have that option. Our God constantly calls us to take risks that model living by faith. Therefore, in times like this we need more wisdom and discernment in how to thrive in ministry rather than simply surviving. After all, there are no shortages in God’s economy. In order to lead well in this environment we need to remember to go back to the basics.
First, it is all about people, not budgets, programs, strategies or tactics, and the most important people are those who are not yet a part of Christ’s Kingdom. We may act prudently in regard to our finances, but we should not in any way limit those ministry behaviors that enable us to reach out to those who do not yet have a relationship with God through Jesus Christ.
Second, we must remember that God calls leaders to lead. A key ingredient in leading well is recruiting, developing and training leaders. The training of current and new leaders is another way we put people first. People are the most important asset any congregation has and there is no recession of people.
Third, as leaders we must continue to learn and develop. This means exposing ourselves to people and ideas that are new to us and cause us to wonder, be inspired, grow and sometimes get angry. Often the best resources for learning are others around us who are more effective at what they do than we are, whether or not they are in our congregation or denomination. We need to invite other pastors, business leaders, civic leaders, etc. to lunch so we can learn from them. A good hamburger is often a cheap payment for a wealth of new information and learning about how to lead more effectively.
Fourth, actually getting things done well is far more important than grand strategies or schemes. Good leaders are also good managers in that they make sure that implementation occurs in accountable ways in order to evaluate whether something good actually did happen that advanced the mission and helped achieve the vision.
Fifth, we must remember progress does not occur without mistakes. If we do not risk we do not grow and we do not advance. It is often difficult for leaders to risk. It is often even more fearful to do it in difficult times; yet the greatest victories in scripture occurred when the times were the darkest. The Son of Man entered time and space when the nation of Israel was its weakest. He invaded history without fanfare or splash, yet God took that which was weak to confound the wise and change the very course of history. These difficult times often call for leaders to exhibit the greatest faith.
Finally, people follow leaders who are women and men of character. We must model our openness to transform before we ask that of those that follow. We must model our commitment to what we say so that our walk and talk are consistent. We must demonstrate a faithfulness that is committed to fruitfulness. We must lead by example and honor those that exhibit lives of faith against great odds.
The uncertainties of this year provide a grand opportunity for believers individually and congregations collectively to live differently from the world, while demonstrating a difference that is attractive and inviting and therefore brings glory to the God we serve.
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