When A Leader Comes Of Age

Maturity in leadership comes at a personal price. Sooner or later, every CEO of a Christ-centered ministry will have to make a moral decision that will define his or her legacy of leadership. We call this moment a “critical incident.” It comes as a surprise, poses a moral conflict, requires a risky decision with the possibility of failure, and results in long-term, even eternal consequences. President Barack Obama made that kind of decision in his executive order to assault the compound of Osama Bin Laden. Whatever our politics, we recognize the weighty consequences of leadership at any level and in any context. The news of the day should drive us to our knees. Only the Spirit of God can help us sort out the differences between our self-interest, the common good, and the will of God. Christian leadership is affirmed, compromised or denied in this defining moment.

Countering the Culture of Complacency

Diverse threads of my reading are coming together in a warning for boards of Christ-centered organizations. One thread is the biography of Dietrich Bonhoeffer by Metaxas in which we see the tragic results of complacency in the Christian church during the rise of the Hitler. Another thread is the Association of Governing Boards magazine for boards of colleges and universities with a feature article warning trustees about breathing a sigh of relief and relaxing after weathering the recent financial crisis. Still another is an analysis of such cataclysmic events as the Egyptian revolt, the BP oil spill, and the loss of the Columbia space shuttle. In each case, a culture of complacency contributed to the failure to see the coming crisis.

Boards of Christ-centered organizations have had it good for a long time. We have counted on economic prosperity, evangelical clout, political favor, and traditional values to support and strengthen our ministries. But, to assume that they will go on forever is the trap door into a culture of complacency. Perhaps, we need an old-fashioned dose of “WOT’S UP” in one of our board meetings asking, not just about our internal Strengths and Weaknesses, but also about the external Threats and Opportunities of which we must be aware. The exercise is sure to shake up our assumptions and counter the ever-lurking culture of complacency.

Thank You, President Mubarak!

The Egyptian dictator deserves credit for one thing: He gives us a forceful reminder that CEOs can overstay their welcome. Even in Christ-centered organizations, the words are often heard, “It’s time for him to go” or “She should leave while she’s still loved.” Why do successful CEOs persist on overstaying their welcome? Mubarack gives us the answer. After 30 years in office, his identity is in his position and his timing is in his ego. A sad state, to be sure, but no different than CEOs of Christ-centered organizations whose identity has shrunken to the limits of a position and whose timing is self-serving. Under these conditions, there is no life after leaving.

CEOs of Christ-centered organizations need to be stewards of their own identity. While giving themselves fully to their calling as Christian leaders, they should cultivate personal interests and create professional options beyond the limits of their executive position. They should also be self-monitors of the time and tide of their ministries. Isaiah warns against leaders who create gods in their own image to justify their success and take God’s timing into their own hands to assure their legacy. We dare not succumb to that temptation. To go out on the high tide of God’s timing with freedom to explore options is not retirement from ministry, it is redeployment in ministry at its very best.

*See The Leader’s Legacy and Retirement Is Not for Sissies by David McKenna

Society for the Prevention of Cruelty to Lame Ducks

In the field of Christian leadership, we need a Society for the Prevention of Cruelty to Lame Ducks (SPCLD). Having gone through three transitions of leadership as a lame duck, I think that I would qualify as a charter member. Lame ducks may be leaders who have retired, resigned or been relieved of their CEO position but continue until they have filled out their term or reached the date of their departure. Lame ducks may also be interim CEO’s who continue to serve after their successor has been announced.

John the Baptist is my favorite lame duck. He teaches us almost everything we need to know about “lame-duckism.” To begin, John held the #1 position until his successor came into view. Then, swallowing his pride, he had to accept the #2 position and even introduce the new #1. Yet, in that lesser role, John remained faithful and kept doing what he was called to do even though his followers left him for the new leader. It soon became obvious that he had to get out of the way. The reality of that fact caused him to express his doubts and wonder if his life had been worthwhile. Although reaffirmed by his successor, he still came to the end of his time not knowing how history would judge his leadership.

But wait. When Jesus went across the Jordan to the place where John did his baptism, the people testified, “Though John never performed a miraculous sign, everything he said about this man was true.” Consequently, “In that place many believed in Jesus.” (John 10:41-42). Never underestimate the power of a lame duck. Even though it walks with a limp, it can still fly.

How Does Your Board Member Orientation Rate?

If you want to test a board’s commitment to leadership development, start with its plans for the orientation program of new members. If past experience of consulting with boards of Christian ministries is any indication, orientation of new members is one of the dullest tools in our development kit. Few boards have formal programs for the orientation of new members. For the others, orientation is either hit-and-miss or non-existent. Let me give an extreme example from recent experience.

A friend received an invitation to join the board of directors of a Christ-centered ministry. She had been recruited by the executive director, introduced to the board chair, but knew only one of the other members. Before accepting, she asked my advice. Because of her outstanding credentials as a mature Christian leader who had won her credentials by excelling in the corporate world, I enthusiastically said, “Yes. What an opportunity for you and the board.”

After her first meeting, I asked if she would give me a confidential appraisal of the experience. As I expected, she was discrete and very gracious. But then I asked her the question, “Did you have an orientation session before your first meeting?” The answer came back, “No.” My mind went on alert. “Were you introduced to the board with biographical information or a formal introduction?” Again, the answer was, “No.” An edge of anger could probably be heard in my voice when I pressed on, “Were you invited to give witness to your faith and your calling to be a member of the board? By now, you know the answer. After the roll call, the chair simply said, “Welcome to the new members of our board” and then plunged into the agenda.

I asked one more question. “Were you introduced to the staff and the constituency by any public announcement?” Of course, the answer was still “No.”

Yes, I confess that I was angry, not just because the new member was neglected, but the board revealed its lack of commitment to the development of its members. A timely orientation session, a formal introduction, a personal testimony, and a public announcement are the starting points for a long-term plan of development for our board members. Without this start, I sincerely doubt that there will be any follow-up.