~Does Your Leadership Banner Incorporate Accountability?~

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As believers, we recognize the value of imitating Jesus and His leadership style. But if we really think about it, it’s strange that we try to emulate a leader who never developed an organization, regularly encouraged people to stop following Him, and ultimately saw His death as the pinnacle of His accomplishments.

What kind of perspective must a leader have to place high value on these kinds of strategies? Jesus was not a manager. His primary role was to function as a spiritual leader.

Not all leaders in religious organizations are spiritual leaders. This is not a criticism as much as a distinction. Distinguishing spiritual leadership from other forms of leadership can free people from unrealistic expectations of some leaders.

At the same time, making this distinction can help identify who the spiritual leaders in your organization are. Here are six characteristics that identify most spiritual leaders:

  1. They lead others into their own encounters with God. One of the most effective things about Jesus’ lifestyle was that He didn’t switch into another mode to introduce His disciples to the reality of God.Whether standing in the synagogue or picking wheat along the path, interacting with the Father was so natural that others around Him could not help but do the same. Whether a spiritual leader is training a new employee or working through a difficult conflict resolution, his followers will discover their own connection to God more deeply in the process.
  2. They lead others to discover their own purpose and identity. Spiritual leadership is characterized by great generosity. A spiritual leader genuinely wants others to fully discover who they were made to be.Workplace issues and strategic development become tools to help followers discover their own identity and overcome obstacles standing in their way. People functioning in an area of their created identity and strength will always be more productive than those who are simply trying to fill a position or role.
  3. They lead others into transformation—not just production. When the goal is spiritual growth and health, production will always be a natural outcome. People function at their peak when they function out of identity.Helping your followers discover that their own transformation can happen on the job will engender loyalty and a high level of morale. Spiritual leadership fosters passion in those who follow. Passion is the ingredient that moves people and organizations from production to transformational impact.

  1. They impact their atmosphere. While we may not stop a tempest with our words, spiritual leaders recognize that they can change the “temperature” of a room, interaction, or relationship.Changing the atmosphere is like casting vision, only it is immediate. When there is tension, fear, or apathy, a spiritual leader can transform the immediate power of these storms and restore vision, vitality and hope. A spiritual leader can fill a room with love, joy, peace, patience, kindness, goodness and gentleness, even while speaking hard things.
  2. They help people see old things in new ways. Many people are stuck not in their circumstances, but in their perspectives and paradigms. The word “repent” means “to think differently, or to think in a different way.” Jesus called people to look again at old realities through new eyes. Changing ways of thinking always precedes meaningful change.
  3. They gain a following because of who they are—not because of a position they hold. Spiritual leaders can be found in secular organizations, in the same way managers and organizational leaders can be found in religious ones.Spiritual leaders influence more than they direct, and they inspire more than they instruct. They intuitively recognize that they are serving something—and Someone—larger than themselves and their own objectives.

We’re all familiar with liberal do-gooder arrogance — the kind that stems from having the luxury of choosing from a salad bar of causes because none are immediately constraining their lives, or assuming that because you studied an issue in a university, you’re an expert. Avoid being that person: cultivate humility and take direction and leadership from those most affected by an issue.

Because people on the receiving end of great injustices have to live with the consequences of campaigns that seek to address those injustices, they have the most to gain from victory — and the most to lose if something goes wrong. They’re also the best equipped to know, and to articulate, workable solutions to their problems. A campaign that ignores or minimizes their knowledge and voices could easily do more harm than good.

Accepting guidance from another isn’t always easy for people who themselves identify as leaders. Self-identified “leaders” sometimes rush in too quickly, confident they’ve got the answer while their preconceptions and prejudices blind them to the organic answers all around them. We can mitigate these blindspots by being intentional about respecting the process and cultivatingaccountability.

Accountability can be a scary concept for activists, but it’s best to think of it as a proactive process that we walk together, rather than a standard that is either achieved or not.

The booklet Organizing Cools the Planet outlines four basic principles for cultivating accountability:

Transparency means being clear about your politics, organizational structure, goals, desires and weaknesses. The point here is to be as open as possible about your perspectives and motivations.

Participation is about actively and equitably engaging with folks about the decisions that affect them.

Reflection and deliberation means that we actively open up conversation to re-evaluate where we’re headed. It happens after participation, but once it’s begun, it is a continuous thread that is woven throughout the experience.

Response is the ability to make amendments and adjustments to issues raised by Reflection and deliberation.

However, accountability is not our goal; collaboration is our goal. Accountability is the pathway we walk. The cycle above moves us toward increasingly successful collaborations. Don’t be discouraged if collaboration is difficult at first. Trust takes time. Be forgiving of yourself and others; we all make mistakes.

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