The Secret: What Great Leaders Know--and Do by Ken Blanchard and Mark Miller. Copyright 2004, published by Berrett-Koehler Publishers, Inc.



The Secret is a short book on leadership, offering a fictionalized account (or modern-day parable) of one worker's discovery of the keys to successful leadership. It's a vehicle for spelling out the five broad areas that leadership guru Ken Blanchard finds important, using the acronym SERVE. He bases his work on the model employed by Chick-Fil-A, which emphasizes servant leadership. Not surprisingly, it is a Christ-centered model, considering the fact that chick-Fil-A is run by Christians who insist on being closed on Sunday, even at their locations in malls.



You can read the book to follow the protagonist Debbie's pilgrimage, or you can simply flip over to the penultimate chapter Let's Review and get it all in a nutshell, but it wouldn't be near as entertaining.



Here's what Debbie learns about servant leadership and what a good leader must do to be great:



I. See the Future. A good leader will help their followers know where they are going and the advantages of going there. Visioning, in other words.



II. Engage and Develop Others.



A. Recruit and select the right people for the right job.



B. Engage the hearts and heads of followers. If you really want to succeed, you will focus on this area. Workers often get the impression they are to "check their brains at the door" and simply do as they are told, but when they are permitted and encouraged to "buy in" to their work and actually use their brains and hearts, results will increase dramatically.



III. Reinvent continuously. Be creative, be inventive, and do it in three different areas:



A. At the personal level, it's important to continue to grow. Ask, "How am I learning and growing as a leader?" "What am I doing to encourage others in my group to constantly learn and reinvent themselves?"



B. At the systems and processes level. Ask, "How are we doing our work? How can we do it better? What changes would enhance our ability to serve our customers and each other?"



C. At the structural level. Ask, "What structural changes do we need to make to be more efficient and effective?



IV. Value Results and Relationships. If you value your customers, that value will guide your behavios, thus ensuring continued success. We are involved in people work, not paper work, and we mjust make sure to build relationships and connect with people, helping them perform better at the same time.



V. Embody the Values. The leader who loses credibility will find his or her leadership potential greatly limited.

A House Divided: Bridging the Generation Gaps in Your Church by Bob Whitesel & Kent R. Hunter. (c) 2000 by Abingdon Press, Nashville.



With 85 per cent of churches in America declining, a key reason is the inability to attract younger generations. The authors feel ther is a lack of understanding about "the emotional inersections where the generations meet" and a need for churches to come up with a clear, workable strategy that will build churches where the three generations share "one roof, one leadership team and one church name."



Disturbing trends: younger generations ceasing to attend church; the older generations, who foot most of the bills for churches' activities, are dying out and will be gone in two generations; the church has not assimilated the current younger generation as it has previous ones.



Some reasons why young people are not joining in:



***Some churches make them feel "second class" because they don't have a long history with the congregation.



***Leadership positions are not opened up to younger and newer members. The younger generations will not work toward common goals if they are not allowed in to the planning and decision-making processes.



***Younger generations feel that churches are offering programs and ministries aimed at older generations.



The situation can be complicated if the older generation feels:



--treatened by younger members who do not value their opinions and beliefs;



--their traditions and procedures are viewed with disdain by the younger generation.



The authors broadly define three generations: Builders (and their forebears) who were born prior to 1946; Boomers, who were born in the 19-year time span after 1946 (1946-1965); and Busters or Gen X, born since 1984.

Hearing God: Developing a Conversational Relationship with God, by Dallas Willard.



One of the most helpful, useful and inspiring books I have read on the topic of communication with God.



Willard says there are all sorts of ways of hearing from God--a phenomenon plus a voice, a supernatural messenger or an angel, dreams and visions, an audible voice, the human voice and even the human spirit, what he refers to as "the still small voice." The human voice may be that of another person, such as a preacher, teacher or even a friend who speaks on behalf of God. This is the primary objective way in which God addresses us. But the human spirit, or "still small voice" is the primary subjective way in which God addresses us and for those living in harmony with God it most commonly comes in the form of our own thoughts and feelings. This method makes best use of our human capacities and abilities and involves our free will to cooperate and collaborate with the Almighty.



As Paul writes in 1 Cor. 2:11-17 The Spirit searches all things, even the deep things of God. For who among men knows the thoughts of a man except the man's spirit within him? In the same way no one knows the thoughts of God except the Spirit of God. We have not received the spirit of the world but the Spirit who is from God, that we may understand what God has freely given us. This is what we speak, not in words taught us by human wisdom but in words taught by the Spirit, expressing spiritual truths in spiritual words. The man without the Spirit does not accept the things that come from the Spirit of God, for they are foolishness to him, and he cannot understand them, because they are spiritually discerned. The spiritual man makes judgments about all things, but he himself is not subject to any man's judgment:

"For who has known the mind of the Lord

that he may instruct him?" But we have the mind of Christ.



How do we come to have the mind of Christ? Willard says it is through the action of the word of God upon us, thoughout us and with us. It is this communication that advances us into communion with God.



Excellent book! I thoroughly enjoyed it, have read it a couple of times and had opportunity to share its concepts with our church during our discipleship training time.



Hearing God: Developing a Conversational Relationship with God, by Dallas Willard. InterVarsity Press, Downers Grove, Illinois, (c) 1984, 223 pps.

How to Thrive in Associate Staff Ministry by Kevin E. Lawson is a very useful book for anyone serving in a church staff position other than pastor. Its 10 chapters cover a variety of topics, including thriving versus surviving, getting along with your supervisor and fellow associates, and so on.



Chapter one sets a foundation for thriving and covers the importance of God's call. Four types of calls identified: the common call, which all Christians hear; the secret call, an "inner urgency to serve God vocationally"; the providential call, which guides a person through life in a way that he/she gains experiences and gifts needed for vocational ministry; and the ecclesiastical call, or the affirmation of the church.



The call gives us peace of mind, helps us persevere when times get hard, give us passion for ministry, provide joy and fulfillment, and contribute to our contement.



Chapter two reminds us that we gotta get along with our boss! Much of our satisfaction with the job comes from how well we relate to our supervisor. The chapter helps us understand the power of truth, the power of encouragement and affirmation, the power of loyalty, the power of feedback and evaluation, the power of mentoring, the power of partnership and the power of credibility.



In relationships, I am responsible for my own actions and attitudes, not the other persons.



Dynamite quote: "If you take seriously the model of servant leadership portrayed in Jesus' life and teaching with his disciples, then your first concern as an associate staff member is to strive to understand what your supervisor needs and values from you, and then to serve him by meeting those needs to the best of your ability."



Three major qualities that pastors appreciate from their staffs: cooperation, loyalty, and ability. We also need honesty, competence, initiative, trustworthiness and open communication.



In working with other associates, it is important that we cooperate, not compete; have and show concern for the other associates' areas; encourage one another; help one another; and mentor one another.



Attitudes make a huge difference! (Chapter 3). "Thriving rather than surviving...requires cultivating a number of attitudes, and affirming and living out commitments." Nine attitudes that help associates thrive:



1. Value your ministry area--see your work as important.

2. Contentment with your ministry--it's your ministry, not a stepping stone to something better.

3. Spirit of initiative--be a self-starter, take initiative in developing the ability to be a good self manager. Discipline yourself to tackle the demands of the job without close oversight. Develope a philosophy of ministry for your area and integrate it with the larger philosophy of ministry of the pastor and church. Be fully equipped; assess your ministry needs and self-evaluate; exercise leadership in initiating change in your ministry area.

4. Patience and perseverance--ya gotta hang in there!

5. Commitment to keep growing and learning--learn how to develop, supervise and support lay leaders to meet the demands of an expanding ministry.

6. People over programs!

7. Invest in others.

8. Commit to longevity in ministry.

9. Support your supervisor.



Chapter Four talks about thriving within the church and suggests communicating well with the church board. Seek continuing education. Be thankful for a flexible work schedule. Enjoy the positive feedback you get from the congregation.



Chapter 5 underlines the importance of sustaining personal spiritual vitality. Seek God first, be open to what He is doing. Stay in the Word. Maintain a close walk.



Your personal prayer life is a foundation for growth and ministry. Pray regularly, both by yourself and with others. Enlist prayer partners, whether individuals or small groups. Maintain your time in the Word, and not just in preparing to teach. Find a way to get in a small Bible study group if at all possible. Maintain your intimacy with God through worship.



Consider other spiritual disciplines: 1. Personal retreats; 2. having a spiritual director; 3. Journaling; 4. Serve in some other setting than the church; 5. Keep the Sabbath, even if it is not Sunday--take a day off; 6. Fellowship with others at times when you are not leading; 7. Be accountable to someone.



Supportive relationships (Chapter 6) can help you to hold on. Look for friends within the congregation; develop friendships outside the church; find prayer partners to spend time with in prayer; have an accountability of support group of peers.





How to Thrive in Associate Staff Ministry by Kevin E. Lawson; (c) 2000 by the Alban Institute, Inc.

This is the place where I intend to publish notes and key thoughts from books I'm reading. Come back soon to enjoy!

So much to read, so little time!



There are so many good books out there that I've been meaning to read. How about if I share some of my favorites with you as I read them?