Long-view Leadership, Part 3: Long-view leaders aren’t afraid to develop others

A tale of two pastors

Once upon a time, there were two pastors. Both genuinely wanted to help their people follow God’s will for their lives. And both knew that God’s will for their people involved growing in sanctification (1 Thessalonians 4:3). But they went about pursuing that goal in distinctly different ways.

The first pastor set about telling his people exactly what they needed to do and not do to become more sanctified. He often elaborated specifically about how they should think, what they should read, what they should listen to, and how they should order their lives. Many of his people liked this practice because it made life easier for them. Instead of having to grapple with issues for themselves, they just needed to ask their pastor. Gradually, this well-meaning pastor trained his people to rely on him.

The second pastor took a different approach. Even though he knew that it would save time to tell his people what to do and how to think, he resisted the urge. Instead, he set out to train his people to think biblically about issues that they faced. Instead of feeding them answers outright, he gave them tools that would help them in this wrestling process. From the pulpit and in conversations, he carefully sought to give the Holy Spirit room to work in the lives of his congregation. Instead of giving orders from behind, he walked beside them, cooperating with God in the process of change for them.

Which approach?

The first approach feels safer. And it seems simpler. But it is short-sighted. For one thing, a leader can’t always be there to answer every question. And there will always be new situations – unforeseen challenges. But perhaps most dangerous of all, this mindset can lead to a personality-centered ministry, with the pastor standing in the place of the Holy Spirit. The second approach is scarier…and often messier. But in the long run, it leads to stronger people who can think biblically and stand on their own. This tale of two pastors could just as easily be a tale of two parents. Or a tale of two CEO’s. The principles are the same.

Barriers to developing people

Deep down, we all want to be needed. Having people look to us for answers makes us feel important. It gives us a sense of fulfillment. No wonder we are naturally drawn to this approach! But this mindset is short-sighted because it develops dependent followers instead of competent leaders.

A better model

The leadership approach that we see modeled in the New Testament, by the apostles and other followers of Jesus, was decidedly different. They didn’t draw people to themselves. Instead, they equipped the people around them to diligently follow Christ (2 Timothy 2:2). Perhaps they approached ministry this way because they sensed their window of opportunity was brief. John the Baptist summarized this mentality succinctly when explaining to his followers why he wasn’t uptight about people going after Jesus: “He must increase, but I must decrease.” (John 3:30). Only Jesus has a right to draw people to himself – which he does for our benefit (John 12:32). This is why Jesus is the ultimate long-view leader.

Develop leaders instead of followers

So if leadership isn’t telling people what to do and how to think, then what is it? In his book Turn the Ship Around, retired Navy submarine captain, David Marquet, makes a strong case for what he terms the “leader-leader model. “The leader-leader model not only achieves great improvements in effectiveness and morale but also makes the organization stronger. Most critically, these improvements are enduring, decoupled from the leader’s personality and presence. Leader-leader structures are significantly more resilient, and they do not rely on the designated leader always being right. Further, leader-leader structures spawn additional leaders throughout the organization naturally. It can’t be stopped.” (xxiii).[1] In contrast, the leader-follower fails to develop the full potential of others by undermining initiative and creative thinking. This leadership approach is short-sighted.

Instead of telling people how to think, a long-view leader makes people think for themselves. Instead of making a quick decision on a problem, a long-view leader trains others to evaluate the issues at hand, developing them in the process. Instead of dominating the spotlight, a long-view leader pushes other people forward. In doing so, a long-term leader develops the people around them. He can do this because he is secure in his leadership. He genuinely wants to develop other strong leaders.

Worth the Risk?

Thinking back over my own life, I’ve spent time under both kinds of leaders: those who kept control of all meaningful decision-making and those who allowed me to take ownership and grow. I know now how hard it can be to trust a young and inexperienced person with meaningful responsibility. But I also know that the risk is worth it! Long-view leaders are not afraid to develop other leaders. They see it as one of their greatest responsibilities.

[1] David Marquet, Turn the Ship Around, 85.

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