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Script: Yvette l Narrator: Josh l Mix: Yujie
Hello friends, thank you staying with us the last few weeks on this inspiring series written by Pastor Daniel Foo. We pray that you are much encouraged and enriched besides being instilled with skills which are biblically based. Let us move on further.
Exodus 18: 25-26 say, “And Moses chose able men out of all Israel, and made them heads over the people: rulers of thousands, rulers of hundreds, rulers of fifties, and rulers of tens. So they judged the people at all times; the hard cases they brought to Moses, but the judged every small case themselves.”
No one is able to fulfil a mission all by himself or herself even though he or she is gifted, resourceful or determined. The sound achievements of great leaders such as the founding of Apple by Steve Jobs and the growth of modern Singapore under Lee Kuan Yew were team efforts, with the leader setting a strong direction and recruiting those more skilful than himself in different required areas to go the distance with him.
Moses, as we can see in the book of Exodus, had to listen to advice given by his father-in-law, Jethro, and delegated tasks to capable leaders.
There are two critical components for the leader to fulfil his purpose and vision. First, bring people into partnership, so that more can be done. An African saying says well, “If you want to go fast, go alone. If you want to go far, go together.”
Next, people have to learn to be disciples through applying God’s Word to their lives. This helps them build and maintain healthy relationships with each other and resolve the issues they struggle with.
If we are a leader in our own organisation, we should have a clear idea of where our own strengths and weaknesses lie. Some questions to ask include:
1. Do we have a team in place to achieve the purpose of our organisation?
2. What qualities should these people have?
3. How can each team member serve a specific purpose in tandem with his or her greatest strengths?
Bill Hybels, author of the book Courageous Leadership, suggested three “C”s as criteria to bring members into a team: Character, Competence and Chemistry. However, Pastor Daniel Foo added another “C” to the dynamics: Communication. Some further questions can be asked of each:
How do we develop the four “C”s in our workplaces or ministries?
Our church has a core value: people are more important than programs. If there is a conflict between finishing a task and helping a team member in need, the priority is always to attend to the person first. Supplementing that is another core value – we bond before we build.
Bonding is about cementing relationship between people. But the energy, focus and time put into building these bonds will allow the relationship to become strong enough to absorb the tension of disagreements. People who bond together will build the chemistry to stay together.
With that in mind, Pastor Foo’s church allocated a sizeable amount in their budget to cater food in their activities. Besides, the church also organise one or two lunches for their elders, pastors and key leaders at least one or twice a year. Their aim is to bond each individual. This makes each participant know the other persons’ perspectives and personalities on a personal level.
Another example is equipping leaders. When they train leaders to supervise cell groups, and they facilitate people partnerships by helping them to discover their strengths. With the help of trained facilitators, they disciple their core leaders to develop strengths or talent themes.
If there are communication gaps, especially between a cell leader and his supervisor, his church step in to mentor the leader by encouraging him fist, then finding out the reasons for the breakdown. The church walks with him to resolve the issues.
Building character among the team members focuses on imparting spiritual values in the environment of studying the Word, praying together and speaking into each other’s life.
TYPES OF PARTNERSHIPS
There are different degrees of people-partnership. The most basic level is the circle of fellowship where two or three come together to pray and to be accountable to each other. In the marketplace, colleagues and friends who share the same burden in their organisations come together to intercede regularly. This partnership is the most effective.
Another partnership happens when different individuals or organisations come together to share ideas and visions. Such partnership allows the teams to synergise and share resources wherever possible.
ASKING THE RIGHT QUESTIONS
In working with people, one major aim is to integrate all their efforts in a complementary way to enhance their strengths and minimise their weaknesses. We should ask ourselves the following questions:
We must know our boundaries. For example, if a church runs a kindergarten, the responsibilities of the pastor include appointing its principal. The pastor cannot go to the kindergarten and take over a class as and when he feels he has something to tell the students.
The pastor has the authority to appoint people for the school, but not over the classes they manage. Similarly, no big company allows its shareholders to intervene in the running of day-to-day operations. A shareholder has his responsibilities, and a staff member has his.
2. Is there a clear accountability and mutual prayer covering between the various parties?
Information technology linked one another with tools like WhatsApp. We can be instantly updated and directed on what to pray for and do next. However, there should be mutual oversight and prayer coverage in person then we can uphold each other as well as provide internal audits, checks and balances.
3. What is the composite of gifts among the leaders? Are they serving in positions that maximise their strengths and allow them flexibility to exercise these abilities?
Pay attention to the mixture of giftings within a team. Too often, leaders appoint only people who are like themselves in temperament, ideas and abilities. The failure to find complementary personalities results in a wrong mixture of giftings, which is a leading cause of friction and destructive conflict.
4. Does the leadership consciously address the dysfunctions of bureaucracy, over-control and mistrust?
Members of a board of elders need to be aware of the limits of their responsibilities. An elder might be tempted to interfere with church activities to further his own interests, for example, buying computers for the church from his own dealership, or putting his children in important positions.
Other times, bureaucracy obstructs the decision-making process, through request being made and ignored for a period of time or administrative bottlenecks.
Who calls the shots and has the final say? Policy, executive and operational decisions have to be made. Even Moses maintained the authority to make major decisions; leaders should also set a clear hierarchy for the decision-making process.
The example follows is from a church but can also be adapted to secular organisations:
(A) Spiritual oversight: We must extend prayer covering over our churches and ministries as overseers and shepherds (Titus 1; Acts 20). Is the church being fed with the Word of God faithfully, proclaiming Christ and being taught the whole counsel of Scripture? In the secular organisation, it is important to consider whether its activities serve its core purpose well and to reconsider any activities that do not.
(B) Caesar oversight: Are we working in obedience to the laws laid down by the government? Examples include managing accounts, undergoing financial audits and complying with government policies. It also includes working with regulatory authorities such as zoning boards, building inspectors and the police.
(C) Executive oversight: is the church or organisation operating well through its various departments and well-prepared for change in the future?
(D) Missions oversight: Are missionaries sent out well-supported in the areas of finance, prayer and administration? Who are they accountable to within the church structure? For a business, is the company’s branding well thought out? Are we serving customers and clients so well that they are eager to refer friends and contacts to us?
(E) Special projects oversight: Whenever there is a special event, is the Board appraised of the progress and decisions made?
At all levels, put relationships with other first by knowing them as people and co-workers. And remember, share your experience with others, be it on a personal level or for synergy and impact.
The world is constantly scrutinising our love and unity for each other. Our people partnerships must be founded on the joy that His under-shepherds take in their service for Him, and through His help come together to work as one. For John 17: 20-23 say, “I do not pray for these alone, but also for those who will believe in Me through their word; that they all may be one, as You, Father, are in Me, and I in You; that they also may be one in Us, that the world may believe that You sent Me. And the glory which You gave Me I have given them, that they may be one just as We are one: I in them, and You in Me; that they may be made perfect in one, and that the world may know that You have sent Me, and have loved them as You have loved Me.”
Friends and listeners, we hope you have a clear insight with the above as shared by the author. Please stay tuned for the third part of the section on the Purpose of the Leader. Let us meet again next week. Goodbye!
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Excerpted from outstanding Leader by Pastor Daniel Foo; first published by Armour Publishing Singapore and the book can be purchased from