Spiritual Leadership

There are a couple editions of this book, therefore page numbers given for quoted text may not match your copy. Page numbers given in this discussion guide correspond to the 2007 edition.

CHAPTER ONE : An Honorable Ambition

"To aspire to leadership is an honorable ambition." - 1 Timothy 3:1

"Should you then seek great things for yourself? Seek them not." - Jeremiah 45:5

Sanders says, "Christians must resist a certain kind of ambition and rid it from their lives. But we must also acknowledge other ambitions as noble, worthy and honorable. The two verses at the beginning of this chapter (above) provide a warning - and an encouragement - for sorting out the difference" (p.11-12).

There seems to be a type of ambition that is honorable, and another type of ambition that should be rejected. What is the difference? From the verse in Jeremiah, Sanders says, "Jeremiah was not condemning all ambition as sinful, but he was pointing to selfish motivation that makes ambition wrong - 'great things for yourself.' Desiring to excel is not a sin. It is motivation that determines ambition's character. Our Lord never taught against the urge to high achievement, but He did expose and condemn unworthy motivation" (p.13).

"The word ambition comes from a Latin word meaning 'campaigning for promotion.' The phrase suggests a variety of elements: social visibility and approval, popularity, peer recognition, the exercise of authority over others. Ambitious people, in this sense, enjoy the power that comes with money, prestige, and authority. Jesus had no time for such ego-driven ambitions. The true spiritual leader will never 'campaign for promotion' " (p.13).

"To His 'ambitious' disciples Jesus announced a new standard of greatness: 'You know that those who are regarded as rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be slave of all' (Mark 10:42-44)... Here at the outset of this study of spiritual leadership, we will simply highlight Jesus' master principle: True greatness, true leadership, is found in giving yourself in service to others, not in coaxing or inducing others to serve you. True service is never without cost. Often it comes with a bitter cup of challenges and a painful baptism of suffering. For genuine godly leadership weighs carefully Jesus' question: 'Can you drink the cup I drink or be baptized with the baptism I am baptized with?' (Mark 10:38b). The real spiritual leader is focused on the service he and she can render to God and other people, not on the residuals and perks of high office or holy title. We must aim to put more into life than we take out" (p.13-14).

CHAPTER TWO: The Search for Leaders

"No one from the east or the west or from the desert can exalt a man. But it is God who judges: He brings one down, He exalts another." - Psalm 75:6-7

"Give me a man of God - one man, one mighty prophet of the Lord, and I will give you peace on earth, brought with a prayer and not a sword." - George Liddell

Sanders begins the chapter saying, "Real leaders are in short supply. Constantly people and groups search for them. A question echoes in every corner... 'Who will lead?' Throughout the Bible, God searches for leaders too" (p.17). He then says, "The Bible shows us that when God does find a person who is ready to lead, to commit to full discipleship, and take on responsibility for others, that person is used to the limit. Such leaders still have shortcoming and flaws, but despite those limitations, they serve God as spiritual leaders. Such were Moses, Gideon and David" (p.17).

Sanders appears to be saying that the supply of leaders is low and the demand for leaders is high. The demand for leaders is so high, in fact, that when one is found he or she is "used to the limit".

Sanders goes on to say, "To be a leader... has always required strength and faith beyond the merely average. Why is our need for leaders so great, and candidates for leadership so few? Every generation faces the stringent demands of spiritual leadership, and most unfortunately turn away. But God welcomes the few who come forward to serve" (p.18).

In this statement Sanders reveals why the supply of leaders is low. It is because the call to leadership is a call to "come forward and serve". Leadership is a call to humility and self-sacrifice. Not many are willing to pay that price.

He goes on to say, "Many people regard leaders as naturally gifted with intellect, personal forcefulness, and enthusiasm. Such qualities certainly enhance leadership potential, but they do not define the spiritual leader. True leaders must be willing to suffer for the sake of objectives great enough to demand their wholehearted obedience" (p.18).

Sanders quotes Samuel Brengle, a leader of the Salvation Army, on what he calls "the road to spiritual authority and leadership". He says:

It is not won by promotion, but by many prayers and tears. It is attained by confession of sin, and much heart-searching and humbling before God; by self-surrender, a courageous sacrifice of every idol, a bold uncomplaining embrace of the cross, and by eternally looking unto Jesus crucified. It is not gained by seeking great things for ourselves, but like Paul, by counting those things that are gain to us as loss for Christ. This is a great price, but it must be paid by the leaders whose power is recognized and felt in heaven, on earth, and in hell.

Sanders then says, "God wants to show such people how strong He really is (2 Chronicles 16:9). But not all who aspire to leadership are willing to pay such a high personal price. Yet there is no compromise here: in the secret reaches of the heart, this price is paid, before any public office or honor. Our Lord made clear to James and John that high position in the kingdom of God is reserved for those whose hearts - even the secret places where no one else probes - are qualified. God's sovereign searching of our hearts, and then His call to leadership, are awesome to behold. And they make a person very humble" (p.19).

Sanders closes with one final point. He says, "One last thing must be said, a kind of warning. If those who hold influence over others fail to lead toward the spiritual uplands, then surely the path to the lowlands will be well worn. People travel together; no one lives detached and alone. We dare not take lightly God's call to leadership in our lives" (p.19-20).

CHAPTER Three: The Master's Master Principle

"Whoever wants to become great among you must be your servant, and whoever wants to be first must be slave of all." - Mark 10:43-44

Jesus revolutionized the concept of leadership and clearly places the emphasis on service. Sanders begins the chapter by saying, "Given the importance of competent leaders in the church - and in business and government too - we might expect that the Bible would use the term more often. In fact, the King James Bible... uses leader only six times. Much more frequently, the role is called servant. We do not read about 'Moses, my leader,' but 'Moses, my servant.' And this is exactly what Christ taught" (p.21).

Sanders zooms in on Mark 10 to explore Jesus' teaching on leadership and its contrast to the teaching of the world. He shares two principles based on the passage:

• The Sovereignty Principle of Spiritual Leadership

• The Suffering Principle of Spiritual Leadership

The Sovereignty Principle of Spiritual Leadership says that positions of effective spiritual leadership are assigned by God and God alone. Jesus says, "To sit at my fight or left is not for me to grant. These places belong to those for whom they have been prepared" (Mark 10:40). "A more common response," Sanders says, "might have been: Honor and rank is for those who have prepared themselves for it, and worked very hard to get it. But here we see the fundamental difference in Jesus' teaching and our human ideas. God assigns places of spiritual ministry and leadership in His sovereign will" (p.22-23).

The Suffering Principle of Spiritual Leadership says that servant leadership requires costly sacrifice. Jesus says, "Can you drink the cup I drink and be baptized with the baptism I am baptized with?" (Mark 10:38). Jesus says we must be prepared to do what He did - serve, suffer and sacrifice.

The Spirit of Servanthood

Sanders says, "Jesus' teaching on servanthood and suffering was not intended merely to inspire good behavior. Jesus wanted to impart the spirit of servanthood, the sense of personal commitment and identity that He expressed when He said, 'I am among you as one who serves.' Mere acts of service could be performed with motives far from spiritual" (p.24).

Sanders then focuses on Isaiah 42 to capture the "attitudes and inner motives that the coming Messiah would demonstrate as the ideal servant of the Lord" (p.24). Sanders is seeking to cultivate The Spirit of Servanthood, not just the behavior of servanthood.

The "attitudes and inner motives" that Sanders pinpoints on pages 24-26 are:

• Dependence - "He surrendered the privileges of His God-nature and became dependent on His heavenly Father."

• Approval - "God took great delight in His servant Jesus." Jesus sought and found His approval in God.

• Modesty - "Neither strident nor flamboyant, God's servant conducts a ministry that appears almost self-effacing."

• Empathy - "The Lord's servant is sympathetic with the weak, mercifully understanding toward those who err... He mends bruises and fans the weak spirit into a flame."

• Optimism - Pessimism and leadership are at opposite ends of life's attitudes. Hope and optimism are essential qualities for the servant of God..."

• Anointing - "None of these leadership qualities... are sufficient for the task... And so the Holy Spirit comes to rest upon and dwell in the ideal Servant."

CHAPTER FOUR: Natural and Spiritual Leadership

"When I came to you... my message and my preaching were not with wise and persuasive words, but with a demonstration of the Spirit's power." - 1 Corinthians 2:1,4

The chapter begins with a great quote about what leadership ultimately is. Sanders says, "Leadership is influence, the ability of one person to influence others to follow his or her lead" (p.27). Sanders then quotes several other notorious leaders on their definition of leadership:

• Leadership is the capacity and will to rally men and women to a common purpose, and the character which inspires confidence. - Bernard Montgomery

• Leadership may be defined as that quality that inspires sufficient confidence in subordinates as to be willing to accept his views and carry out his commands. - Fleet Admiral Nimitz

• There are only three kinds of people - those who are immovable, those who are movable, and those who move them! - Li Hung Chang

• A leader is a man who knows the road, who can keep ahead, and who pulls others after him. - John R. Mott

• A leader is a person who has the ability to get others to do what they don't want to do, and like it. - Harry S. Truman

"Leaders move others," Sanders says (p.27). The essential concept of leadership is generally agreed upon by most people. "Yet spiritual leadership transcends the power of personality and all other natural gifts. The personality of the spiritual leader influences others because it is penetrated, saturated, and empowered by the Holy Spirit. As the leader gives control of his life to the Spirit, the Spirit's power flows through him to others" (p.28). Herein lies the distinction between spiritual leadership and natural leadership: "Spiritual leadership requires superior spiritual power, which can never be generated by the self" (p.28).

Sanders goes on to say, "A true leader influences others spiritually only because the Spirit works in and through him to a greater decree than in those he leads. We can lead others only as far along the road as we ourselves have traveled. Merely pointing the way is not enough" (p.28).

"Are leaders born or made?" Sanders then says. The chapter turns to the question of how leadership emerges. "On the one hand, leadership is an 'elusive and electric quality' that comes directly from God. On the other, leadership skills are distributed widely among every community, and should be cultivated and developed. Often our skills like dormant until a crisis arises" (p.29, emphasis added).

Sanders seems to make the case the the emergence of leadership happens at the intersection of preparation and opportunity. "A crisis comes, no one better qualified steps forward, and a leader is born. But closer investigation usually reveals that the selection was less fortuitous and more the result of hidden training that made the person fit for leadership" (p.29).

He then goes on to say, "A single life has immense possibilities for good or ill. We leave an indelible impact on people who come within our influence, even when we are not aware of it" (p.31).

Sanders closes the chapter with these statements, "Spirituality is not easy to define, but you can tell when it is present. It is the fragrance of the garden of the Lord, the power to change the atmosphere around you, the influence that makes Christ real to others... Spiritual goals can be achieved only by spiritual people who use spiritual methods... The secular mind and heart, however gifted and personally charming, has no place in the leadership of the church" (p.32).

It is clear that spiritual movements require spiritual leaders.

CHAPTER FIVE: CAN YOU BECOME A LEADER?

"Send some men to explore the land of Canaan... From each ancestral tribe send one of its leaders." - Numbers 13:2

It has been noted already that Jesus's definition and portrait of leadership was contrary to that of the world's. "When Jesus selected leaders, He ignored every popular idea of His day (and ours) about what kind of person could fit the role" (p.33). We gravitate toward people who are attractive and successful, but find that those things are not indicative of leadership skill at all. Jesus chose people according to a different set of criteria. "Jesus chose people of with little education, but they soon displayed remarkable flair. He saw in them something no one else did, and under His skillful hand they emerged as leaders who would shock the world" (p.33-34).

Sanders says, "Natural leadership qualities are important. Too often these skills lie dormant and undiscovered. If we look carefully, we should be able to detect leadership potential. And if we have it, we should train it and use it for Christ's work" (p.34). Sanders then gives a list of 22 leadership potential measurements on pages 34-36.

Sanders then says, "These self-examinations mean little unless we act to correct our deficits and fill in the gaps of our training... Concentrate on strengthening those areas of weakness and correcting faults" (p.36). The hard part of becoming a leader is the pruning and refining process of personal change. Sanders later says, "Adding leadership potential to our lives usually requires that we shake off negative elements that hold us back" (p.36-37).

Finally, Sanders brings it home by saying, "Desirable qualities were present in all their fullness in the character of our Lord. Each Christian should make it [their] constant prayer that Christlikeness might more rapidly be incorporated into his or her own personality" (p.36).

CHAPTER SIX: Insights on Leadership from Paul

"Now the overseer must be above reproach, the husband of but one wife, temperate, self-controlled, respectable, hospitable, able to teach, not given to drunkenness, not violent but gentle, not quarrelsome, not a lover of money. He must manage his own family well and see that his children obey him with proper respect... He must not be a recent convert, or he may become conceited... He must also have a good reputation with outsiders." - 1 Timothy 3:2-7

Sanders begins the chapter with a story about an architect who looks at a finished structure and says, "It's humbling to see your own ideas suddenly standing as brick, mortar, and paint!" To this Sanders says, "The comment reminded me of how much clearer are spiritual principles when we see them lived out in people instead of merely stating them in the abstract" (p.39). The rest of the chapter is an exploration of the spiritual principles of the Apostle Paul that he not only listed in his letters but also embodied in his life. "Looking at Paul's life, we can see leadership all the more clearly" (p.39).

After talking about the impressive reputation of the Apostle Paul on pages 39 and 40, Sanders says, "The selection from 1 Timothy quoted at the head of this chapter spells out qualifications for spiritual leadership. Let us look at it again and consider its parts" (p.40). Sanders then breaks down each part as follows:

• Social Qualifications

• Moral Qualifications

• Mental Qualifications

• Personality Qualifications

• Domestic Qualifications

• Maturity

Read Philippians, chapter 3. While Paul did indeed have an impressive resume and reputation, what was at the core of his leadership ambition? Take some of the statements made in Philippians 3 and apply them to current leadership situations in your life.

Philippians 3 (NIV)

No Confidence in the Flesh

3 Further, my brothers and sisters, rejoice in the Lord! It is no trouble for me to write the same things to you again, and it is a safeguard for you. 2 Watch out for those dogs, those evildoers, those mutilators of the flesh. 3 For it is we who are the circumcision, we who serve God by his Spirit, who boast in Christ Jesus, and who put no confidence in the flesh— 4 though I myself have reasons for such confidence.

If someone else thinks they have reasons to put confidence in the flesh, I have more: 5 circumcised on the eighth day, of the people of Israel, of the tribe of Benjamin, a Hebrew of Hebrews; in regard to the law, a Pharisee; 6 as for zeal, persecuting the church; as for righteousness based on the law, faultless.

7 But whatever were gains to me I now consider loss for the sake of Christ. 8 What is more, I consider everything a loss because of the surpassing worth of knowing Christ Jesus my Lord, for whose sake I have lost all things. I consider them garbage, that I may gain Christ 9 and be found in him, not having a righteousness of my own that comes from the law, but that which is through faith in Christ—the righteousness that comes from God on the basis of faith. 10 I want to know Christ—yes, to know the power of his resurrection and participation in his sufferings, becoming like him in his death, 11 and so, somehow, attaining to the resurrection from the dead.

12 Not that I have already obtained all this, or have already arrived at my goal, but I press on to take hold of that for which Christ Jesus took hold of me. 13 Brothers and sisters, I do not consider myself yet to have taken hold of it. But one thing I do: Forgetting what is behind and straining toward what is ahead, 14 I press on toward the goal to win the prize for which God has called me heavenward in Christ Jesus.

Following Paul’s Example

15 All of us, then, who are mature should take such a view of things. And if on some point you think differently, that too God will make clear to you. 16 Only let us live up to what we have already attained.

17 Join together in following my example, brothers and sisters, and just as you have us as a model, keep your eyes on those who live as we do.18 For, as I have often told you before and now tell you again even with tears, many live as enemies of the cross of Christ. 19 Their destiny is destruction, their god is their stomach, and their glory is in their shame.Their mind is set on earthly things. 20 But our citizenship is in heaven. And we eagerly await a Savior from there, the Lord Jesus Christ, 21 who, by the power that enables him to bring everything under his control, will transform our lowly bodies so that they will be like his glorious body.

CHAPTER Seven: Insights on Leadership from Peter

"To the elders among you, I appeal as a fellow elder, a witness to Christ's sufferings and one who will also share in the glory to be revealed: Be shepherd of God's flock that is under your care, serving as overseers - not because you must, but because you are willing, as god wants you to be; not greedy for money, but eager to serve; not lording it over those entrusted to you, but being examples to the flock. And when the Chief Shepherd appears, you will receive the crown of glory that will never fade away

Young men, in the same way be submissive to those who are older. All of you, clothe yourselves with humility toward one another, because, 'God opposes the proud, but gives grace to the humble.'

Humble yourselves, therefore, under God's mighty hand, that He may lift you up in due time. Cast all your anxiety on Him because He cares for you." - 1 Peter 5:1-7

"See that your 'flock of God' is properly fed and cared for, Peter urges (1 Peter 5:2). Such is a shepherd's primary responsibility" (p.47). Sanders describes Peter's leadership using the portrait of a shepherd. Those to whom Peter was writing "were themselves passing through deep trials. Peter could feel for them and with them, and he wrote his letter to elders with that in mind. Peter does not approach his readers from above, as a virtuoso apostle. Rather, he takes the position of fellow elder, alongside the others, bearing similar burdens. He also writes as a witness to the suffering of Christ, one whose heart has been humbled by failure, broken and conquered by Calvary's love. He is a leader who looks across at others but not down. A shepherd's work requires a shepherd's heart" (p.48).

Sanders focuses the remainder of the chapter on five character qualities of leadership. These five qualities are the "insights on leadership from Peter", and help paint the picture of a shepherd's heart:

1. "First Peter deals with a leader's motivation"

2. "The Christian leader must not be dictatorial"

3. "A leader must be a worthy example for the people"

4. "If done 'as God wants,' then leadership will surely include intercessory prayer"

5. "The leader must be clothed 'with humility'"

On the topic of motivation, Sanders eludes to two sides of a spectrum. Both sides help us understand what it means that "The work of pastoring and helping new believers [shepherding] is to be done 'as God wants,'" (p.48).

Sanders says on one end that, "When God calls us, we cannot refuse from a sense of inadequacy... Let us not pass the buck of leadership because we thing ourselves incapable" (p.48). This attitude is full of fear and doubt. It is not that there is no motivation, but rather the motive is self-preservation expressing itself in an unwillingness to be used.

Conversely, Sanders says, "The spiritual leader cannot have money in his eyes when service beckons," and he suggests that "the greed Peter warns against extends beyond money to fame and prestige, which are sometimes a more insidious temptation" (p.48-49). This motivation is purely selfish.

The two sides of the spectrum of wrong motivation are self-preservation and self-promotion. Neither of them are to be the motivation of the Spiritual Leader. Quoting Barclay, Sanders says, "'Shepherd your people like God.' Our whole attitude to the people we serve must be the attitude of God" (p.48).

On page 49 Sanders discusses the remaining leadership insights. He then closes the chapter with two concluding encouragements.

"Peter concludes this section of teaching with a mention of heavenly reward... An athlete's crown would wither; even a king's crown would rust. Bu no such loss comes to the Christian servant who has chosen treasures in heaven to comforts on earth" (p.50).

Finally Sanders says, "Are we alone in the leader's role?... Not at all... Rather, our frustrations and worries are shared with God" (p.50). He then quotes 1 Peter 5:7, "Cast all your anxiety on Him because He cares for you". "By God's invitation, the leader can transfer the weight of spiritual burdens onto shoulders bigger, stronger, broader, and durable. God cares for you. Let worries go!"

CHAPTER Eight: ESSENTIAL QUALITIES OF LEADERSHIP

"Now the overseer bust be above reproach, the husband of but one wife, temperate, self-controlled, respectable, hospitable, able to teach, not given to drunkenness, not violent but gentle, not quarrelsome, not a lover of money.

he must manage his won family well and see that his children obey him with proper respect. (If anyone does not know how to manage his own family, how can he take care of God's church?) He must not be a recent convert, or he may become conceited, and fall under the same judgment as the devil. He must also have a good reputation with outsiders, so that he will not fall into disgrace and into the devil's trap." - 1 Timothy 3:2-7

CHAPTER NINE: MORE ESSENTIAL QUALITIES OF LEADERSHIP

"Deacons, likewise, are to be men worthy of respect, sincere, not indulging in much wine, and not pursuing dishonest gain. They must keep hold of the deep truths of the faith with a clear conscience. They must first be tested; and if there is nothing against them, let them serve as deacons." - 1 Timothy 3:8-10

Chapter nine is a continuation of Chapter eight and explores nine additional "Essential Qualities of Leadership". They are Humor, Anger, Patience, Friendship, Tact and Diplomacy, Inspirational Power, Executive Ability, The Therapy of Listening, and The Art of Letter Writing.

Humor

Sanders opens up the chapter with a leadership quality that we might find surprising. He says, "Our sense of humor is a gift from God that should be controlled as well as cultivated" (p.65).

Sanders quotes missionary A.E. Norrish as saying, "I have never met leadership without a sense of humor; this ability to stand outside oneself and one's circumstances, to see things in perspective and laugh. It is a great safety value! You will never lead others far without the joy of the Lord and its concomitant, a sense of humor" (p.66).

Finally, Sanders says, "A good test of the appropriateness of a joke is whether the humor controls us or we control it. About Kenneth Strachan, general director of the Latin American Mission, it was said: 'He had a keen sense of humor, but he had a sense of the fitness of things. He knew the place for a joke and his humor was controlled'" (p.67).

Anger

"Can this be right? An angry leader? Indeed, Jesus had this quality, and when we use it rightly, we follow Him" (p.67). Like Humor, Anger is a leadership quality we might not expect. But Sanders gives it a place. "Holy anger has its roots in genuine love... Great leaders - people who turn the tide and change the direction of events - have been angry at injustice and abuse that dishonors God and enslaves the weak" (p.67). There are conditions that make anger good and right.

CHAPTER Ten: Above all else

"Chose seven men from among you who are known to be full of the Spirit and wisdom... They chose Stephen, a man full of faith and of the Holy Spirit." - Acts 6:3,5

Consider how the book has developed its treatment of spiritual leadership so far...

1. An Honorable Ambition

2. The Search for Leaders

3. The Master's Master Principle

4. Natural and Spiritual Leadership

5. Can you Become a Leader?

6. Insights on Leadership from Paul

7. Insights on Leadership from Peter

8. Essential Qualities of Leadership

9. More Essential Qualities of Leadership

10. Above All Else

Chapters 1 through 5 could be considered together as a Call to Leadership. Chapters 6 through 10 could be considered together as The Marks of Leadership. If that is the case, chapter 10 is the important capstone to the series with a focus on the one quality that is "Above All Else".

Sanders begins the chapter by saying, "Spiritual leadership requires Spirit-filled people. Other qualities are important; to be Spirit-filled is indispensable... A person can have a brilliant mind and possess artful administrative skill. But without spirituality he is incapable of giving truly spiritual leadership" (p.77).

Let's consider this chapter in three main points:

1. Who is the Holy Spirit and what is His role?

2. How am I filled with the Spirit? How do I yield to Him?

3. Understanding spiritual gifts.

Referring to the book of Acts, Sanders says, "Behind all the busyness of the apostles was the executive activity of the Spirit" (p.77). The word executive means "having the power to put plan, laws or actions into effect" (adjective). Or "a person with senior managerial responsibility of an organization" (noun).

Wayne Grudem, in his book "Systematic Theology", gives this definition for the work of the Holy Spirit: "The work of the Holy Spirit is to manifest the active presence of God in the world, and especially in the church" (Systematic Theology, p.634). He goes on to say that "Scripture most often represents [the Holy Spirit] as being present to do God's work in the world".

Continuing with his reference to the apostles in the book of Acts, Sanders says, "These early leaders of the church were sensitive to the leading of the Spirit. Because they had surrendered their own wills to the Spirit's control, they were delighted to obey His promptings and guidance" (p.79). Spiritual leaders are filled and lead by the Holy Spirit. What does this look like? Sanders says, "To be filled with the Spirit means simply that the Christian voluntarily surrenders life and will to the Spirit... The meaning of 'filled' is not to 'pour into a passive container' but to 'take possession of the mind'... To be filled with the Spirit is to be controlled by the Spirit" (p.80).

Sanders closes the chapter with comments about "Spiritual Gifts". He says, "Christians everywhere have undiscovered and unused spiritual gifts. The leader must help bring those gifts into the service of the kingdom, to develop them, to marshal their power... New birth in Christ does not change natural qualities but brings them in line with holy purpose; when they are placed under the control of the Holy Spirit, they are raised to new effectiveness... The one called by God to spiritual leadership can be confident that the Holy Spirit has given him or her all necessary gifts for the service at hand" (p.81).

CHAPTER Eleven: Prayer and Leadership

"I urge then, first of all, that requests, prayers, intercession and thanksgiving be made for everyone." - 1 Timothy 2:1

"The spiritual leader should outpace the rest of the church, above all, in prayer. And yet the most advanced leader is conscious of the possibility of endless development in his prayer life" (p.83). This opening statement from Sanders captures the common dilemma of prayer - it is the most important thing, while also the most neglected. Sanders goes on to say, "Prayer is indeed the Christian's vital breath and native air. But, strange paradox, most of us find it hard to pray... We call it indispensable; we know the Scriptures call for it. Yet we often fail to pray" (p.83).

We get a picture of prayer as a discipline. Sanders quotes Samuel Chadwick saying, "When you feel most indisposed to pray, yield not to it, but strive and endeavor to pray, even when you think you cannot". He then says, "Mastering the art of prayer, like anything else, takes time. The time we give it will be a true measure of its importance to us. We always find time for important things" (p.84). And later he says, "True prayer is a strenuous spiritual exercise that demands the utmost mental discipline and concentration" (p.86).

Some of the words or phrases that Sanders uses when describing the discipline of prayer are, "strive", "endeavor", "mastering", "draining", "sacrifice", "loud cries and tears", "wrestling", "struggling", "agonizing", "weary", "competing", "battling", "strenuous"...

Pray in the Spirit

Sanders spends the next few pages talking about prayer as something done "in the Spirit". He says, "The Spirit's help in prayer is mentioned in the Bible more frequently than any other help He gives us. All true praying comes from the Spirit's activity in our souls. Both Paul and Jude teach that effective prayer is 'praying in the Spirit.' That phrase means that we pray along the same lines, about the same things, in the same name, as the Holy Spirit. True prayer rises in the spirit of the Christian from the Spirit who indwells us" (p.86).

There are six things that Sanders eludes to that can help paint a picture of what it means to "pray in the Spirit". He says, "To pray in the Spirit is important for two reasons. First, we are to pray in the realm of the Spirit... Second, we are to pray in the power and energy of the Spirit" (p.86-87).

He also says, "In each of our three chief handicaps, we can count on the Spirit's help". These three handicaps are identified as:

1. sin in our heart

2. ignorance of our minds

3. infirmity of the body

Lastly, Sanders says that "the spiritual leader must oppose Satan in prayer" (p.87).

Sanders asks, "Do we ever try to live independently of the Spirit? Do we fail to see full answers to prayer? We can read all day about prayer, and experience little of its power, and so stunt our service... The spiritual leader will be alert to the most effective way to influence people... It is one thing to believe such power is available in prayer, but another thing to practice it... the leader must use God's power to move human hearts in the direction he believes to be the will of God. Through prayer the leader has the key to that complicated lock" (p.87,89).

CHAPTER Twelve: The Leader and Time

"Make the best use of your time..." - Ephesians 5:16

The chapter begins with a host of inspirational and sobering statements about the value of time and how its use reflects strong or weak leadership (p.93-95):

• "The quality of a person's leadership will be in part measured by time: its use and its passage."

• "The character and career of a young person depends on how he or she spends spare time."

• "The way we employ the surplus hours, after provision has been made for work, meals, and sleep, will determine if we develop into mediocre or powerful people."

• "Each moment of the day is a gift from God that deserves care, for by any measure, our time is short and the work is great."

• "Minutes and hours wisely used translate into an abundant life."

• "Hours and days will surely pass, we we can direct them purposefully and productively."

• "...the best use of one's life is to spend it for something that will outlast it."

• "Life's value is not its duration but its donation - not how long we life but how fully and how well."

• "A leader will seldom say, 'I don't have time.' Such an excuse is usually the refuge of a small-minded and inefficient person."

• "Our problem is not too little time but making better use of the time we have. Each of us has as much time an anyone else."

• "We are not responsible for our endowments or natural abilities, but we are responsible for the strategic use of time."

Sanders transitions to explore what the Bible has to say about the use of time.

Chapter 12 discussion guide to be continued...

CHAPTER Thirteen: The Leader and Reading

"When you come, bring... my scrolls, especially the parchments." - 2 Timothy 4:13

"Reading maketh a full man; speaking, a ready man, writing, an exact man." - Francis Bacon

Over the course of the whole book we've considered chapters together in themes. Look back at the opening statement of the discussion guide for chapter 10. Chapters 11, 12 and 13 could be considered together as The Leader's Personal Tool Belt. The topics of these three chapters - prayer, time, and reading - could be thought of as the essential tools that a leader has to work with on every "project". Like a construction worker, there are certain tools that he/she always carries with him/her on every project. Maybe they are a hammer, a screwdriver and a tape measure. Certain projects might call for additional special tools, but every project requires these three. You get the idea...

Sanders says, "A leader who intends to grow spiritually and intellectually will be reading constantly... the spiritual leader must master God's Word and its principles, and know as well the minds of those who look to the leader for guidance. To do so, the leader must have an active life of reading" (p.102).

The idea of "mastering" something implies intense devotion to learning, practice, experience, trial, repetition...

We begin to see clearly that reading and learning is critical to good spiritual leadership. We must be as Sanders defined the Apostle Paul, "a student to the end" (p.101).

Next, Sanders helps us think about Why Read?, What to Read, and How to Read. Here are the bullet points:

Why Read? (p.103-104)

• Read to refill the wells of inspiration.

• Read to weigh and consider.

• Read books for their spiritual benefit.

• Read for intellectual growth.

• Read to cultivate preaching (communication) and writing style.

• Read to acquire new information.

• Read to have fellowship with great minds.

What to Read (p.104-106)

• "A leader's reading is the outward expression of his inner aspirations... We can afford to read only the best, only that which invigorates our mission. Our reading should be regulated by who we are and what we intend to accomplish."

• "A leader should either be content with easy books nor satisfied with reading only in his specialty... It is better that we should always tackle something a bit beyond us."

• "The leader should immerse himself in books that equip him for higher service and leadership in the kingdom of God."

How to Read (p.106-107)

• "Unless our reading includes serious thinking, it is waste time."

• Develop a system of note taking. It will greatly help the memory.

• Record what is striking, interesting, and worthy of second thought.

• Verify historical, scientific, and other data.

• Pass no word until its meaning is known. Keep a dictionary at hand.

• Vary your reading to keep your mind out of a rut.

• Correlate your reading.

Finally, Sanders says, "Leaders should always cut a channel between reading and speaking and writing, so that others derive benefit, pleasure, and inspiration... More ministers (leaders) should try to lead in this way, guiding the church (their people) toward intelligent reading and larger, more committed, more resilient faith" (p.108).

The idea is that no matter how diligent we are to read and learn, we must "cut a channel" between our own growth and the growth of those we lead. Do not become a reservoir of "leadership knowledge", but always be a river of nourishment to supply those who are downstream.

CHAPTER Fourteen: Improving Leadership

"If you are a leader, exert yourself to lead." - Romans 12:8

"All of us should strive to improve our leadership skills," Sanders says on page 109. "In so doing, we prepare ourselves for higher service that may be just around the next corner, through unseen at the present."

In this chapter, Sanders will challenge us to improve our leadership by considering these things:

• Recognizing our weaknesses

• Exert Yourself to Lead

• Kept at Boiling Point

• Improving Leadership according to Hudson Taylor

"The first steps toward improvement involve recognizing weaknesses... Some of the following considerations may apply to you.

• Perhaps we lack a clearly defines goal that will stretch us, challenge faith, and unify life's activities.

• Perhaps our faith is timid, and we hesitate to take risks for the kingdom.

• Do we show zeal of salvation in Christ, or is our demeanor morbid and sad? Enthusiastic leaders generate enthusiastic followers.

• We may be reluctant to grasp the nettle of a difficult situation and deal courageously with it. Or we may procrastinate, hoping that problems will vanish with time. The mediocre leader postpones difficult decisions, conversation, and letters. Delay solves nothing, and usually makes problems worse.

• Perhaps we sacrifice depth for breadth, and spreading ourselves thin, achieving only superficial results." (p.109-110)

CHAPTER Fifteen: The Cost of Leadership

"Can you drink the cup I drink or be baptized with the baptism I am baptized with?" - Mark 10:38

"To aspire to leadership in God's kingdom requires us to be willing to pay a price higher than others are willing to pay. The toll of true leadership is heavy, and the more effective the leadership, the greater the cost" (p.115).

Sanders says, "Achievement is bought on the time-payment plan, with a new installment required each day" (p.115). He seems to say that the cost of leadership cannot be paid in one "lump sum", but instead be paid in daily installments.

Cost is defined as: an amount that has to be paid or spent to buy or obtain something. So leadership requires that we pay or spend something in order to obtain it. Leadership requires that we give.

Sanders then dives in to seven different ways that leadership is costly. They are:

• Self-sacrifice

• Loneliness

• Fatigue

• Criticism

• Rejection

• Pressure and perplexity

• Cost to others

Self-Sacrifice

"This part of the cost must be paid daily. A cross stands in the path of spiritual leadership, and the leader must take it up. 'Jesus Christ laid down His life for us. And we ought to lay down our lives for our brothers' (1 John 3:16)...

'Whoever wants to be first must be slave of all. For even the Son of Man did not come to be served, but to serve, and to give His life as a ransom for many' (Mark 10:44-45)" (p.116).

Loneliness

Sanders says, "Because the leader must always be ahead of his followers, he lives with a particular loneliness" (p.118). And later he says, "'Most of the world's greatest souls have been lonely,' wrote A.W. Tozer. 'Loneliness seems to be the price a saint must pay for his saintliness.' The leader must be a person who, while welcoming friendship and support of all who offer it, has sufficient inner resources to stand alone..." (p.119).

Fatigue

"The demands of leadership wear down the most robust person," Sanders says. "But Christians know where to find renewal. 'Therefore do not lose heart. Though outwardly we are wasting away, yet inwardly we are being renewed day by day' (2 Corinthians 4:16). Even Jesus grew weary in ministry and had to rest (John 4:6)" (p.119).

Criticism

Sanders begins by saying, "There is nothing else that so kills the efficiency, capability and initiative of a leader as destructive criticism... It tends to hamper and undercut the efficiency of man's thinking process. It chips away at his self-respect and undermines his confidence in his ability to cope with his responsibilities" (p.120).

His tone changes, however, when he says, "With such a response, criticism is turned from a curse into a blessing, from a liability into an asset". What is the secret that turns criticism from a threat to a blessing?

Sanders speaks about the Apostle Paul. He says, "Paul could afford to take lightly the comments and criticism of others, for his heart was owned by God (Colossians 3:22)... Paul's ear was turned to the voice of God, and human voices were faint by comparison. He was fearless in human judgment, because he was conscious of standing before a higher tribunal (2 Corinthians 8:21)" (p.121).

CHAPTER Sixteen: Responsibilities of Leadership

"Besides everything else, I face daily the pressure of my concern for all the churches." - 2 Corinthians 11:28

The verse that opens this chapter sheds light on a valuable aspect of good leadership. Paul describes the daily pressure of his concern or his anxiety for the churches he is helping to establish. He cares deeply for them to the point where he is concerned and even worried for them on a daily basis. This concern is an unrelenting pressure or burden that he carries.

A mark of good leadership is the burden of authentic care and concern that a leader feels for those he or she is leading.

In this chapter, Sanders will describe four responsibilities of leadership. They are:

• Service

• Discipline

• Guidance

• Initiative

Service

"Jesus defined leadership as service, and His definition applies whether a leader works in secular or church organizations" (p.125). This could be thought of as the central thesis statement of the entire book. Service and Leadership are synonymous.

"The Son of God became the servant of God in order to do the mission of God. That image provides the pattern for mission societies, churches, and individual believers to fulfill their God-given mission. The true leader is concerned primarily with the welfare of others, not with his own comfort or prestige" (p.125).

Sanders is saying that service is the essential work of leadership and the means by which we fulfill the mission that God has given us. Combine this with the principle in the opening verse from 2 Corinthians and you have a truly Christi-centered portrait of leadership. It is a daily burden of care and concern on a mission to serve others.

Sanders adds another comment to this section that is critical to think about. Speaking of the leader as a servant, he says that a leader "sees in each emergency a new opportunity for helpfulness" (p.126).

It is true that how we respond to conflict reveals our motives in leadership. The servant leader responds with a desire to help and sees every conflict as an opportunity to serve.

Applied Discipline

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