“Still”: A 5- Day Devotional

Earlier this year, Integrity Music release a 5-day devotional that I had written to accompany a wonderful new instrumental album called ‘Still‘ by a fabulous UK band called ‘Rivers & Robots’. (One of their other albums– ‘Eternal Son‘–  is always on in our home, thanks to a friend who gave it to me on vinyl, and to my son who can’t get enough of it!)

Anyway, when the devotionals first released, there was a problem with my voice– it was pitch-shifted lower by some sort of technological fluke. Instead of being soothing, it sounded like Kylo-Ren trying to feed you some propaganda. Well, all that is sorted now, and these sound much better. I hope they will bless you and provide you a little respite in this noisy and chaotic world.

DAY 1

 

DAY 2

 

DAY 3

 

DAY 4

 

DAY 5

Race and Human Flourishing: My Talk at Evangelicals for Life

On January 26th, 2017, I had the honor of presenting a short keynote at ‘Evangelicals for Life’ in Washington, D. C. The event was hosted by the ERLC and Focus on the Family. It is the second time they have had this event.

What I loved about the event was that Evangelicals were called to think more comprehensively about what it means to be ‘pro-life’. Issues like human trafficking, refugee resettlement, and racial reconciliation were highlighted along with care for the unborn and women dealing with unwanted pregnancies. Every speaker I heard was Biblically rooted and provided a solid theological framework for Christian engagement in all these areas and more. It was inspiring, and it signaled a new day in the ‘pro-life’ movement.

I was invited to speak on ‘race and human flourishing– embracing diversity for the good of all people.’ I am sure the video of this talk will soon be made available online. However, in an effort to support our own women’s clinic which is part of the Dream Centers of Colorado Springs, I am releasing the manuscript of my talk as a fundraiser. 50% of the proceeds of will go directly the Women’s Clinic.

Support our Dream Centers Women’s Clinic and order the short ebook of my talk HERE.

Below are a few of the promo videos filmed for the event, featuring a few key ideas that I presented in my talk.

Building the Currency of Trust, Pt. 2

This is a follow-up post to the previous one on the ‘Currency of Christian Leadership’. In that post, I made the case that the Old Testament model of leadership was based on a kind of ‘divine right’ to rule. The ‘man of God’ ascended the ‘mountain of the Lord’, received the ‘word of the Lord’, and came and told the people what to do. But in the New Testament, because every believer has the Spirit of the Lord not just ‘upon’ them but ‘in’ them, the ground is level in terms of access to God and to His word. The authority to lead within the New Testament church seems to come from trust– when a person’s gifts and callings are evident to all, and their character has been tested, they are set into a particular office of leadership.

So the question is…

How do leaders earn the currency of trust?

There are many ways of answering this, and different words may refer to the same concepts or core ideas. But in my mind…

Trust is the result of transparency, consistency, and kindness.

Transparency.
By transparency, I don’t mean that we tell everyone everything. I simply mean that we don’t try to hide things from people, and, where appropriate, we give them access. Take the Jerusalem Council in Acts 15– the most pivotal staff meeting in all of church history. The key leaders from both Antioch and Jerusalem were there. Each spoke freely– and sometimes strongly. Then James, the trust leader of the group, made a decision that was, in his words, a judgment call. Then, the decision was clearly communicated– it was written down!– and personally delivered— Paul and Barnabas returned to Antioch with members from the Jerusalem church who stayed for a few days, long enough to pray, prophesy, and encourage the church in Antioch. It’s also worth noting that the very contents of the council were disclosed to all– which is why we can read about in Luke’s volume 2, the Book of Acts!

As often as we can let people into the process, we should. Even if they aren’t weighing in on the decisions, it can be helpful to let them know what what into the decision. Provide context. Admit the limitations of your logic or even of the decision-making process. Acknowledge the inherent risks. Give them space to wrestle with it and to process it on their own. The worst thing to do is to keep people out or in the dark, and then try to serve up some spin or to try to manipulate them into feeling how you want them to feel.

Thus, transparency = humility + vulnerability.

Consistency.
Nobody likes to be boring, but a certain measure of predictability is associated with being trustworthy. For example, the faithfulness of God is likened to the surety of the rising sun. The sun does the same ole predictable thing every day (more or less!), and that is a sign in creation of the dependability and faithfulness of God.

For leaders to gain trust, their responses need to be consistent. We can’t say ‘Yes’ one day to a certain kind of thing, and then ‘No’ the next day to that same sort of request. They can’t change course every year, chasing a new trend or fad in church life. This doesn’t mean that we can’t listen to the Spirit or discern new vision or direct a new course. We can and must do those things. But it must fit within an overall framework of consistency. Paul’s frustration with Peter (as evidenced in Galatians) was that Peter would act differently around Gentiles depending on if members of the Jerusalem church were around! Paul thought it would cause confusion and instability to Gentile converts– and that it demonstrated a lack of integrity on Peter’s part.

Thus, consistency = reliability + integrity. 

Kindness.
I chose this word because, for one, a leader may be transparent and consistent, and still not good. Psyco-pathic serial killers can be the first two things! Kindness is not ‘niceness’; it’s a Christ-shaped kind of love that manifests in forgiveness that flows from a tender heart toward others.

Paul, writing to the Ephesian church, urges them to work toward unity with one another by being ‘kind, tender-hearted, forgiving one another, even as God in Christ Jesus’ forgave them. If we want people to trust us, we have to show them that we are safe places for their questions, fears, doubts, and disagreements. If every time a person raises a question or expresses a concern, we shut them down and tell them to just ‘submit’, we may gain power, but we won’t win trust.

Thus, kindness = tenderness + safety.

One final question that might come up: How does a leader who is new to a community gain trust when they are given a position first?

First of all, there is nothing wrong with placing a person in a position of trust before they’ve had time to earn it themselves. This happens all the time, and to some degree it happened with Paul after his conversion. It took Barnabas vouching for Paul before the church began to trust him.Which leads to the second thing…

When a new leader is placed in a position of leadership before they have earned the trust of the people, they are borrowing the trust of established leaders. When I first arrived at New Life, I was allowed to lead worship before people really knew who I was. But the worship pastor at the time, Ross Parsley, was implicitly vouching for me by placing me up there. I was conscious that I was borrowing his trust– the trust that the church had in him. That meant I was a steward of the currency that he had earned. Let me say that again: A new leader is a steward of the currency of trust that the established leaders have earned. So, steward it well. [See ‘Figure A’ below (like my fancy sharpie drawing?)]

Figure A

And, work hard to earn trust for yourself. After all, the best case scenario is when you have earned the trust of new people that the established leaders never had, and in doing so expand the sphere of trust for the established leaders. [See ‘Figure B’ below]

Figure B

 

Anyway…these are just some musings paired with a really bad sharpie sketch. And again, there probably a half dozen other ways to say the same thing. I welcome your input as you wrestle with these ideas.

The Currency of Christian Leadership

 

Where do leaders in churches and Christian ministries gain their authority to lead?

It is tempting to simply say, ‘From God!’ There is, of course, some truth to this. All authority ultimately comes from God, and Scripture tells us that all who occupy positions of official authority do so because God allows it.

And yet, there is more to the situation. Romans 13 refers specifically to government authority. What about the authority to lead the people of God? Is the model of spiritual leadership different from general organizational leadership? And even if we would say that it is, the question is where do we look for our model of spiritual leadership?

Over the years, I’ve heard church and ministry leaders protect their power by admonishing others not to “touch the Lord’s anointed”– which they took to mean never challenging their authority. They squashed dissent and took control by using the Lord’s name…quite nearly in vain. Strangely, all the Biblical justification they used for their right to power was based on an Old Testament model of leadership.

Not everything from the Old Testament is different in the New, but leadership underwent a severe overhaul. A leadership mentor insightfully pointed out to me almost ten years ago that in the Old Testament the man of God went up to the mountain of God to get the word of God and then came down and told the people of God what to do. Think, Moses.

But in the New Testament, we are together a Kingdom of Priests; each of us has access to God, and the Spirit of God living within. A Kingdom of Priests was God’s original intent; it was the people of Israel who were afraid and refused, begging Moses to go for them. This inclination to have someone else in charge surfaced generations later when they pleaded with God, “Give us a king!” God wanted to be their King, to have each of them follow Him. But they refused. Strong human leadership is easier; it’s more convenient, and far more efficient. Just put someone in charge and let him delegate authority down.

Consider how the New Testament church appointed leaders. 1 Timothy 3 contains the New Testament guidelines for elders and deacons. Here is just one line from the long list of qualifications, and this is one for deacons:

“A deacon must be the husband of but one wife and must manage his children and household well.” (1 Tim. 3:12, NIV)

Follow me for a minute: Who was the best and greatest king of Israel? No brainer– David. Every other king is measured against David. Because of God’s love for David, He wouldn’t punish Solomon for his sins during his own lifetime. Even the best of the kings of Judah that followed couldn’t hold a candle to David. He was the greatest.

Yet David would not meet this New Testament qualification to deaconship. What did deacons in the New Testament church do? Remember Acts 6? Deacons were appointed to wait on tables to help with the care of the widows. Wait a minute. You mean David would not have been allowed to wait on tables in the New Testament church? Yup.

The greatest leader in the Old Testament would not have qualified for the lowest position of leadership in the New Testament.

Why?

In the Old Testament, leaders got their authority to rule from “divine right”; in the New Testament, people get their authority to lead from earned trust. Every one of the qualifications in 1 Timothy 3 and even in Acts 6 when they chose the first 7 deacons has to do with trust. What kind of reputation do they have? Are they known for servanthood? Are they known for being people of wisdom, full of Spirit of God? Have they been tested? Do they have the abilities necessary? (Paul says specifically, “able to teach”.) He doesn’t ask if they’ve been prophesied over as children or if they have a calling on their lives or if they believe they are called to be a prophet to the nations or even if they’re anointed. He asks what sort of reputation they have. In essence, can they be trusted?

Trust is the currency of leadership in the New Testament era.

There are authority structures even in the New Testament church. It’s not spiritual anarchy. The church in Jerusalem was led by a council of elders, the head of which appears to be James. Authority is not a bad word. The question is how God wants to establish that authority publicly in the Church. From the examples in Acts and from Paul’s writings, the process seems to be as follows:

  1. God works in an individual’s life, giving gifts and the desire for leadership.     
  2. The individual gains the people’s trust by a servant’s heart, solid character, and by faithful and skilled service.
  3. The established leaders lay hands on him/her in front of the people, confirming his/her calling and setting him/her in office.

It is tragic irony that the Church so often resorts to an Old Testament leadership model, and not the one pioneered back in Jerusalem in the 1st century.

All authority comes from God; but leadership over others comes from the trust of the people.


How do leaders gain the trust of their people? More on that in Part 2 HERE.

How the Past Can Rescue the Present

At the start of new year, most of our attention is focused on what lies ahead. It’s really one of the few times we take our eyes of the present moment and begin to imagine the future. My wife and I love praying and planning for the season ahead.

But I also love studying the past. I’m not a history buff, but I enjoy learning about previous eras, particularly of church history. As a pastor, I am often comforted in knowing that the Church has faced challenges and dilemmas like the ones in our day before. We can learn from both the mistakes they made and the wisdom they displayed.

There are two types of snobbery when it comes to a view of time. There is the snobbery of progress— what C. S. Lewis called ‘chronological snobbery’. It is the belief that everything newer is more evolved, more enlightened, more advanced or sophisticated. This is a temptation precisely because there are aspects of it that are true: we know more about how the human brain works, how addictions occur, how spirituality integrates holistically with emotions and actions; and on and on. But not everything current is an improvement. The passing of time is not the same as progress. And, as Lewis pointed out, a culture or society may forget what it once knew.

The second kind of snobbery is the snobbery of nostalgia. This is the view that everything older is better; that the more historic the thing is, the richer it is. The way things used to be is automatically assumed to be better than the way things are. This view fails to account for the problems and flaws of every paradigm, or the challenges in every age, or even the way an allegedly abstract principle is actually deeply shaped by the context of its geography, politics, and more.

So, why does the past matter? Why study it if its not actually better than the present? Why can’t we just concern ourselves with the ‘now’ work of God? Once again, C. S. Lewis offers an insight:

“…we need intimate knowledge of the past. Not that the past has any magic about it, but because we cannot study the future, and yet need something to set against the present, to remind us that the basic assumptions have been quite different in different periods and that much which seems certain to the uneducated is merely temporary fashion.”

Just as a person “who has lived in many places is not likely to be deceived by the local errors of his native village,” so the person who “has lived in many times” is “in some degree immune from the…nonsense that pours from the press and the microphone of his own age.”

We study the past so that we do not become prisoners of the moment.

We study the past so that we can call into question the assumptions of our age.

We study the past so that we can gain an immunity from the myths of our day.

And so I press on…backwards to go forwards, free of the myopia of the moment. My current quest for chronological context includes reading this gem from Larry Hurtado (Emeritus Professor of New Testament Language, Literature, and Theology at the University of Edinburgh) on the unique qualities of early Christianity in the midst of both Jewish and pagan contexts.

Here’s one of the passages the struck me recently:

‘It is interesting that these pagan writers [in the first few centuries of Christianity] typically refer to Christians as dissonant and out of step, and as in tension with the larger culture of the time in some matters…Tacitus [the Roman writer around 112 AD who wrote on Nero’s accusations of Christians] claims that under Nero’s orders “an immense multitude” of Christians were arrested, who were convicted of “hatred of the human race,” and then were subjected to various forms of death.’

Huh. So, no matter how loving and kind Christians try to be, we still may be accused of being out of touch with the times (on the ‘wrong side of history’) and hateful? Well, now, that may challenge our paradigms.

But the rap on Christians in the first few centuries wasn’t all bad. Galen, a physician in the 2nd century, expressed ‘admiration for Christians, particularly for their courage in the face of death [not that the admiration for their courage was not a reason to rescind the death penalty!], their self-restraint in matters of sex, food, and drink, and their “keen pursuit of justice”.’ So, no need to tone down our admonishment of Christians today to embrace both a comprehensive view of justice and a temperate view of morality.

And yet, it may not be enough to keep people from viewing us– as Celsus the late second century pagan writer viewed early Christians– as ‘intellectually inferior people’.

There is so much more in Hurtado’s book that encourages and challenges me. And I think that’s the point: we need to study the past to see our own age more clearly.

We cannot compare the present to the future because we do not see the future clearly enough to know the implications of our theories and hypotheses. And we cannot live in the past as if the world remains unchanged. We must make two moves– the move to acquaint ourselves with the Church in previous eras, and then the move to see our own context with fresh eyes, and discern the Spirit’s work in us, here and now.

Freedom and Vision: Building a Collaborative Team Culture

As leaders who care about the people we lead, we tend to vacillate between being empowering of our team and being directive with them. These two things are not mutually exclusive, of course, but we sometimes view the two approaches as being on either end of a spectrum. Should I tell the team what I want them to do or should I let them create on their own?

What can be especially confusing in any organization is when we adopt one approach on some days, and the other approach on other days. People may wonder which leader they’re going to get—the one who says, ‘Go for it!’ or the one who says, ‘Not so fast!’

Taking my cues from Stephen Covey, Andy Crouch, and others, I believe that many of the concepts that we often lay on as opposites on a single line can be re-plotted on a 2×2 graph that shows what happens when both co-exist.

freedom-and-vision-001

1. Unclear Vision-Low Freedom
Beginning with the bottom left, when a leader has a low or un unclear vision and gives low freedom, the organizational culture is crazy. As in, it’s a madhouse. No one knows what’s going on, or why we’re doing anything, and worse yet, no one can speak up or change things. I doubt many of us could survive for very long in an environment like that.

2. Unclear Vision-High Freedom
Then, in the top left, when a leader has low or unclear vision but provides high freedom to the team, it is chaos. This is like how the writer in the Biblical book of Judges describes Israel: ‘Everyone did what was right in his own eyes.’ In an organization like like this, silos develop, people jostle for power and control, no one really knows who is in charge. People are unclear of the ‘why’ for any of their actions, so they only do the things they like or enjoy or believe in. There is freedom, but no vision.

3. Clear Vision-Low Freedom
Over in the bottom right is a depiction of what results when a leader gives plenty of vision but provides little to no freedom: clones. When a leader functions like this, he or she will stop attracting innovative thinkers and creative leaders. They will only have good foot soldiers. Now, don’t get me wrong: everyone organization needs loyal people who are happy to execute the task. But organizations that renew themselves require a team of leaders who are not afraid to dream out loud, challenge the status quo, and re-imagine the future. Yet all this must be done within the organization’s culture and values. In short, there must be both freedom and vision.

4. Clear Vision-High Freedom
Which leads us to the box on the top right. When a leader provides a clear and compelling vision and a high degree of freedom, collaboration results. Strong leaders stop competing with one another because they understand their shared goal. Creative thinkers aren’t sidelined or bored because they are tasked not with simply executing a plan, but with imagining better ways to achieve their shared goal.

Applying this…
I think that there are different ways for leaders to provide clear vision and high freedom, ways that fit the leader’s strengths and personalities. (For example, think of the difference between a quarterback and a point guard. Both may call plays, but the amount of improvisation from the team differs.) Furthermore, each team member may differ in the amount of freedom or vision they need. Some people freeze with indecision when they are given the same of freedom that another person requires; other people may wilt under the amount of vision that another person loves.

I am grateful to work in a place where both freedom and vision are cherished. Though we don’t have it all figured out, a collaborative culture is something we strive to create and to steward at New Life. So, in my ongoing quest to grow as a leader, I am making it a goal to listen to my team better in order to make sure they feel they have the right combination and freedom and vision to thrive and collaborate.