Some years ago, I spent a long time helping an organization in transition. After a couple of years, the problems were resolved (or at least the beginnings of solutions had started), and a new group of leaders was ready and chosen to move forward. In the process, I think I learned more than anyone else involved. After a few months, someone asked me for a summary of what I had learned, and I wrote the following, which I am publishing in this blog.
I have learned over the years from my involvement in leading six or more churches and several nonprofit organizations that there are no perfect leaders. Some people love to criticize and judge leaders, especially in the media. This is fair, and those in leadership should listen to their critiques. However, I sometimes suspect that those criticizing have the luxury of never truly being responsible or facing failure in leadership. Most leaders would agree that they have learned the most from their failures.
Failures rarely mark the end of leadership. The real disaster is not recognizing failures and mistakes. Those who listen, learn, and grow can recover and attain new heights of leadership potential.
My 29 Summary Thoughts
- Contribute Positive Energy. A leader’s primary responsibility is to infuse positive energy (wisdom and love) into the organization’s social system. (“Leaders do not have the luxury of going negative.”) I consider this the first principle of leadership. Leaders introduce positive energy into the system through wise love.
- Demonstrate Sacrificial Love. In a Christian organization, one key form of positive energy is expressing other-centered love (Christlike love, Cruciform love, etc.), being willing to suffer for the good of the organization and its members. This means being willing to sacrifice your own ego needs for the group.
- Discern with wisdom. Credibility is primarily built on wise decision-making. Even when facing opposition, if you prove to be right in the end, you will become a stronger leader. Opponents often criticize the best decisions. Don’t let that fact deter you from seeking the counsel of others and seeking the wisest course of action.
- Exude confidence in your Leadership. Results require patience, and good plans often face difficulties during implementation. A strong leader maintains patience and demonstrates confidence, even when privately concerned about the outcome. You may have private fears about the odds of success. Most often, it is best to keep them to yourself. Courage is grace under pressure. The more challenging the situation, the calmer the leader must remain.
- Calculate Carefully. A good leader considers the likely outcomes of several options before deciding. Examining the problem, seeking advice, and understanding the possible results of different courses of action lead to sound decisions. This means seeking advice and counsel from many people, including those who may not appreciate the course of action you may choose.
- Get the Facts. Often, bad decisions result from wrong or inadequate facts. Look beneath the surface and ask, “What is happening here?” The worst decisions are made when the leader does not seek the facts or believes false facts to be true.
- Think about what others will do. In a conflict, leaders often don’t know what opponents will do. Focus on what they are capable of and likely to do.
- Count the Cost of Conflict. Conflict in an organization can be positive and lead to growth, but it often damages a leader’s credibility. Therefore, it is essential to count the cost of conflict.
- Discern the Spirits. Often, conflict in an organization signals spiritual conflict at a deep level. A good leader recognizes that spiritual dimension and asks, “Am I part of the spiritual issue?” Surface problems, which are symptoms of deeper conflicts, are never solved superficially.
- Seek Good Advice. Proverbs reminds leaders that victory comes from good advice and defeat from bad advice. No leader can get too much good advice, especially during a crisis.
- Plan Thoroughly. There’s no replacing careful planning—events almost never go exactly as planned, which is why adaptability is a crucial leadership trait. Still, a plan details your initial expectations and helps guide adjustments for unexpected developments.
- Disengage from Your Ego. A good leader is self-aware and seeks to discern the wisest and most loving result. This means disengaging from one’s own ego and opening oneself to the needs of others. We all have ego needs. Good leaders are conscious of their needs and resist being driven by unconscious motives.
- Aim for a Win/Win outcome, especially during serious conflicts, particularly if you think you will “win.” Remember to try to achieve a win for everyone as much as possible. You can’t always give people what they want, but you can strive to ensure they get something valuable.
- There May Be No “Pain Free Result.” Leaders must make decisions in the best interests of the entire group. Unfortunately, everyone rarely wants or needs the same things. Therefore, there is no pain-free result. The goal is to anticipate and reduce the pain of a good decision.
- Decide at the Right Moment. Too many Christian leaders are constantly studying without ever making a decision. Some leaders are impulsive. To move an organization forward, a leader must be patient and decisive. The key is to decide at the right moment and take action.
- Never Make Decisions Out of Fear. Leaders often feel anxious about a course of action, and anticipating problems is valuable, but it should never be the main reason for making a decision. Decisions made from fear are rarely good decisions.
- Don’t React. Act. Never make decisions reactively. Threats, failures, difficulties, mixups, and similar issues often cause a leader to react. Don’t. Act from wise love.
- Stay relational. During conflicts, avoid withdrawing from personal friendships with opponents. Maintaining relationships is a key leadership trait.
- Maintain the Moral High Ground. If a leader appears petty, self-absorbed, dishonest, or devious, they lose the moral high ground. Especially during conflicts, it’s crucial to stay on the high ground.
- Say Yes. Whenever possible, say “Yes.” The only time to say “No” is when the action would go against the organization’s Mission, Vision, and Values or Biblical truth. Yes has the potential to move an organization forward; no leaves it where it is.
- Act Promptly with Love. Good leaders act quickly with love, humility, humanity, vigilance, and courage. Once a decision is made, act promptly. Remember, problems rarely improve with time. They tend to get worse.
- Be direct. It is crucial to communicate with calm, rational frankness. Deceit, circuitousness, and indirection weaken the leader’s ultimate authority.
- Adapt to Change. Good leaders don’t cling to fixed ideas; they let events guide them. This doesn’t mean good leaders lack morals and values. Having a fixed goal is okay, but there are usually many ways to reach it.
- Communicate Constantly. Leaders often know where they and the organization are headed, but forget that most people don’t. Keep regularly sharing the organization’s plans, goals, purposes, and strategy. Remember: Good communication also means listening. Keep in mind that those who disagree might be right.
- Keep Your Own Counsel. Every word a leader says eventually spreads throughout the organization. Be discreet and speak as little as possible when facing difficult decisions or dangerous situations.
- Align Yourself with God. Prayer, meditation, contemplation, alone time, retreat, and other spiritual disciplines help leaders align their will with God’s. Make time for alignment. Seek to understand where Christ fits in the decision.
- Guide and Coach Subordinates. Good leaders like to lead. The best subordinates are those who can take initiative. Therefore, a good leader guides and coaches whenever possible. The need to give orders or ultimatums is often a sign of failure.
- Support Subordinates. Senior leadership’s primary role is to set overall direction and provide general guidance for staff. Once a decision is made, support your subordinate unless there is a moral issue. The leader who makes a subordinate look good also looks good.
- Never hurt anyone more than is Necessary. Leaders must make tough decisions, and sometimes people get hurt in the process. This is especially true in personnel matters when employees need to be let go. Never cause more pain than is truly unavoidable.
- Work hard as a Leader. Expending energy is part of injecting positive energy. Leadership sets a standard and example through its work ethic. This does not mean ignoring self-care, family, and close friends. It means setting the standard for co-workers. Especially in crises, people must work hard. They need to see an example to follow from the leader.
Conclusion
Of course, there are many other principles that leaders might follow. This is not an exhaustive list. Leadership is more of an art than a technique. It is highly personal. A leader may be very successful in one situation with one group of people and fail in another situation with a different group. We might say that these are not strict rules but rather tips that each leader must adapt to their own personality.
General Eisenhower once said that anyone could be a leader. I don’t believe he meant that anyone could be President of the United States or the Supreme Commander of the Allied Expeditionary Force. Instead, he emphasized that all of us can exercise appropriate leadership within our social situations and among friends and colleagues. It’s important to remember that there is never just one leader in any organization. Organizations are communities, and communities are made up of many people and diverse interests. This is especially true in large organizations with many people, programs, and operations.
Eisenhower’s comment about leadership was made to students at Sandhurst, some of whom would eventually lead small units on D-Day. It’s worth repeating exactly what he said:
You must know every single one of your men. It is not enough that you are the best soldier in that unit, that you are the strongest, the toughest, the most durable, and the best equipped technically. You must be their leader, their father, their mentor even if you are half their age. You must understand their problems. You must keep them out of trouble. If they get in trouble, you must be the one to go to their rescue. That cultivation of human understanding between you and your men is the one art that you must yet master, and you must master it quickly. Then you will be doing your duty….(Dwight David Eisenhower, March 11, 1944)
It is worth noting that Eisenhower was not speaking to senior commanders but to new graduates who would lead small units in virtual anonymity. His rise to leadership came unexpectedly, and after many years of remaining relatively anonymous, working behind the scenes for others who received credit for his efforts. His leadership exemplifies the virtues of humility, wisdom, and compassion.





