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The Leader’s Pitfalls: What Disqualifies Leaders? (Part 2)

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Henry and Rochard Blackaby have been outstanding spokesmen for leadership and the Chrisitan faith for many years. Many have benefitted from Henry’s work on Experiencing God. That was a foundational workbook for my wife and I when we were “young” seminarians.

I have had the privilege of meeting and working with Richard Blackaby while I served with Cru in Western Europe. He addressed one of our emerging leader forums for Western European leaders during an intensive in Latvia. He is a humble servant leader who taught our participants well.

Several years ago they combined their efforts to write Spiritual Leadership, a landmark work for God’s servants. They revised and expanded this volume in 2011–and it is as relevant today as ever.

One chapter that a friend and colleague brought to my attention again was a chapter on “The Leader’s Pitfalls.”

I reviewed the first 5 pitfalls in a previous post. Here are the second 5 for your consideration. Pay careful attention to the application.

The Pitfall of Oversensitivity

“People who cannot handle criticism need not apply for leadership positions.  Being criticized, second-guessed, and having one’s motives questioned are unpleasant but inevitable aspects of leadership.”

“True leaders are more interested in doing the right thing than they are in their popularity.”

“True spiritual leaders fear God far more than they fear people.”

The Pitfall of Spiritual Lethargy

“Spiritual leaders are not haphazard people. They are intentional. Just as they plan thoroughly for important meetings in their work, they also plan carefully to allow substantial time for listening to their Creator.”

The Pitfall of Dometic Neglect

“Wise leaders strive to preserve their families in the midst of the pressures on their professional lives.”

“Conscientious leaders take their God-given responsibilities for their families seriously.”

“God is the family’s greatest advocate –leaders who seek God’s help will readily receive it.”

The Pitfall of Administrative Carelessness

“Ultimately it is the leader’s task to ensure that the organization is healthy.”

“Leaders must become adept in two areas, or their organizations will collapse within: conflict resolution and communication.”

“effective leaders are known for their aggressive problem solving.”

“Leaders need to develop the reputation for dealing with important issues promptly and thoroughly.”

The Pitfall of Prolonged Position Holding

“Wise leaders know when the time has come to exit graciously and allow a new leader to step in.”

“Leaders with integrity recognize when they have made their most worthwhile contributions. They graciously hand over the reigns of leadership to the next generation.”

“Older leaders tend to have difficulty giving their blessing to the emerging generation of leaders.”

Application

First, developing a healthy awareness of the pitfalls is the first step to avoiding them.

Second, putting safeguards in place will provide protection in times of indecision or temptation.

Third, leaders should have before them the continual reminder that:

  • their organization is more about people than it is productivity
  • they are not indispensable
  • the most effective, efficient thing they can do for their organization is to maintain a close, vibrant relationship with God

 

The Leader’s Pitfalls: What Disqualifies Leaders? (Part 1)

pitfall-leadership-mousetrap

Henry and Rochard Blackaby have been outstanding spokesmen for leadership and the Chrisitan faith for many years. Many have benefitted from Henry’s work on Experiencing God. That was a foundational workbook for my wife and I when we were “young” seminarians.

I have had the privilege of meeting and working with Richard Blackaby while I served with Cru in Western Europe. He addressed one of our emerging leader forums for Western European leaders during an intensive in Latvia. He is a humble servant leader who taught our participants well.

Several years ago they combined their efforts to write Spiritual Leadership, a landmark work for God’s servants. They revised and expanded this volume in 2011–and it is as relevant today as ever.

One chapter that a friend and colleague brought to my attention again was a chapter on “The Leader’s Pitfalls.” I will review all 10 pitfalls–in this post, we will cover the first five, with some brief commentary. My hope is that this will entice you to read this book for the first time–or again. I also prayerfully hope that this keeps you from one of the ten in your leadership life.

The Pitfall of Pride

“Pride may well be leaders’ worst enemy, and it has caused the downfall of many.”

Pride makes leaders unteachable.

“No matter how talented or how smart a leader may be, an unteachable spirit is the path to certain failure.”

Pride causes leaders to think they are self-sufficient. 

“Pride targets successful leaders, convincing them they have enough talent, wisdom, and charisma, to achieve whatever they set their minds to do.”

Pride leads to a loss of compassion.

“When leaders lose the passion to contribute to their organization and begin to focus instead on what they can receive from it, they are no longer authentic leaders.”

Pride makes leaders vulnerable.

“Pride is a sin, and pride will do what sin does. It destroys.”

The Pitfall of Sexual Sin

“If pride is the most insidious pitfall of leaders, sexual sin is the most notorious.”

Safeguard #1: Leaders make themselves accountable.

“Prudent leaders are proactive; they enlist at least two people as accountability partners and give them freedom to regularly question their moral purity.”

Safeguard #2: Leaders heed their own counsel.

“Spiritual leaders must understand that they are no more immune to moral failure than those they are leading.”

Safeguard #3: Leaders consider the consequences.

“Astute leaders cultivate the habit of regularly pondering the devastating effects of sexual sin.”

Safeguard #4: Leaders develop healthy habits.

“Careful leaders can take practical steps to protect themselves from sexual temptation.”

Safeguard #5: Leaders pray and ask others to pray for them.

“The most practical step leaders can take is to pray that God will help them keep their lives above reproach.”

The Pitfall of Cynicism

“Leadership is a people business, and people invariably let you down. Negative leaders spawn negative organizations. Cynical leaders cultivate cynical followers. True leaders focus on what is right and on what gives hope, not on what is wrong. Older leaders seem particularly susceptible to cynicism. It is crucial that leaders guard their attitudes.”

The Pitfall of Greed

“Like many things, money and possessions can be either good or bad in a leader’s life. The lure of material possessions has enticed many leaders to make foolish career decisions. As a result, some people will sacrifice almost anything in order to achieve material success. The hunger for wealth and possessions can destroy spiritual leaders. Wise leaders know that the measure of their success is not the size of their bank account but the quality of their lives.”

The Pitfall of Mental Laziness

“Problem solving is an essential function of leadership, so leaders cannot afford to become intellectually stagnant. Good leaders never stop learning. They seek the company of wise people. They read books and articles that stretch their thinking. They read the biographies of great leaders and thinkers. Great leaders are always learning how to become better leaders.One way Jesus helped his disciples grow as leaders was by teaching them how to make sense of their circumstances.”

There are the first 5 pitfalls. How do you stack up? Where do you need to consider more carefully? Where do you need to make course corrections? The next 5 will be posted soon!

3 Critical Components for Developing Leaders

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USFS Region 5 on Flickr

Organizational culture is comprised of the assumptions, beliefs, and practices of an entity or organization. Culture is reinforced through symbols, rituals, the stories that are told–and through what gets reinforced by way of training and development.

In an age in which leadership is touted over and over again as a critical variable in defining the success or failure of organizations, it becomes all the more important to look to the other side of the leadership coin—how leaders create culture and how culture defines and creates leaders. Edgar Schein, Organizational Culture and Leadership

Schein makes the case that organizational culture is a transference process from leader to leader. Founding leaders embed culture and subsequent leaders ensure that organizational culture is valued and sustained. Therefore, good leader development is an absolute necessity.

There are three critical components for quality leader development:

Evaluate

This starting point is about assessment. One must assess the emerging leader towards their personal development and one must assess the organizational environment that will enhance that development.

The Emerging Leader

What are the foundational strengths, abilities, and personality traits of this emerging leader?

What is the nature of their current leadership presence? How do the present themselves? How are they received by others?

What leadership experience do they possess? What successes point towards a bright future? What wounds need to be addressed and redeemed?

How do they respond to authority? How do they view the concepts of power, privilege, and authority? Do they see these resources as something to wield or as pathways for servant leadership?

Do they have a vision for their life? Is that vision compatible with the calling of the organization?

What character traits need to be developed? What leadership competencies need to be acquired or refined?

The Development Environment

Do those who lead the organization at the highest level see leader development as a necessity?

Is there an organizational environment that allows time and money to be stewarded towards leader development?

Does the organization see people as their most precious resource or does it see them as simply a commodity to be utilized?

Is there a value on both a common and custom approach to leader development–meaning that there are certain core pieces that every emerging leader within the organization must learn and there is the freedom to tailor development towards a person’s needs?

Equip

This is the instructional element of the development process. Equipping must flow towards a leader’s character and their competencies. This reflects both the being and doing parts of leadership.

A leader’s core character matters more than ever. You can open your favorite news app and become instantly aware of the need for leadership character in politics, commerce, education, sports–or any other field you would choose. Edwin Friedman, in his book Failure of Nerve, has made the case that the greatest quality of a 21st-century leader will be the ability to bring a non-anxious presence into every setting. To do so will require solid emotional intelligence, great integrity, and a sense of strong identity.

In my opinion, there is no better description of needed leadership character qualities that what is listed by the Apostle Paul in 1 Timothy 3:1-13 and Titus 1:5-9. This biblical instruction lays out the reality that we cannot live duplicitous lives. We are the same people at home as we are at work. Our true character, our “being,” will always evidence itself through our leadership relationships, communications, and actions over time.

We must also insist upon rigorous competency training. A leader must be a continual learner. A significant portion of that ongoing learning must center around leadership skills.

Leadership core competencies must include the following: strategic direction setting, vision casting, dynamic problem solving, dealing with relational conflict in a healthy way, good public and interpersonal communication, strategy execution, and the ability to truly affect change. Other competencies may be heralded as necessary for growing leaderhsip over time. The goal is not perfection. Some leaders will naturally be better than others in living out these skills. But the effective leader must value these functions and ensure they are accomplished through themselves or others.

Empower

Empowerment is what takes leadership learning out of the classroom and places it squarely in reality. To empower an emerging leader is to risk. There must be permission to succeed and freedom to fail. Empowerment must include the transference of real decision-making authority, the allocation of adequate resources, and a healthy sense of accountability that focuses on leadership learning. Without these three aspects, there is no true empowerment.

Emerging leaders learn best through leading. It will be in the real world experience of leading that character will be revealed and tested. The daily task of leading will exercise competencies towards growth. Real responsibility must be given,

Real responsibility must be given, the opportunity to make a difference be granted, and actionable feedback provided. The emerging leaders around you will benefit from exposure to you and the education your provide. But they will really benefit by owning the mission and having the opportunity to make a significant contribution.

Take some time to consider your leader development efforts. Are you being intentional about evaluating, equipping, and empowering leaders around you? What will it take to move towards these components? Is there a valued leadership development culture within your organization? What will it take to make it so?

The Leader’s Mandate is to always be about the task of raising up more leaders. 

5 for Leadership-July 11th

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I have returned from my overseas trip and here is a new 5 for Leadership. There are posts on leading young leaders, why you are not a leader, privilege and leadership, gut instincts, and signs of troubled team leadership. Take a few minutes and find something just for you.

10 Reasons Why You’re Not A Leader

Paul Sohn just relaunched his blog with a new brand. This is an older post by Paul, but is very insightful. “Do you want to make a difference? Change the culture? Turn the world upside down? Make a dent in the universe? Well, let me tell you that you won’t achieve this without leadership.”

Take a look at Paul’s new site!

How To Know If You Can Trust Your Gut Instinct As a Leader

“You have a gut instinct about almost everything that comes across your radar. Before you even say anything out loud, often you have an intuitive sense of whether you should move ahead or not, whether you should jump in or step back, or whether someone is trustworthy or not. The question is, how do you know if you can trust your gut reaction as a leader?”

Carey Nieuwhof shares 5 helpful tips on knowing whether to trust your gut instinct of not.

Short Conversations on Privilege and Leadership

“Last month, I had the chance to sit down with Tod Bolsinger (Vice President for Formation and Vocation at Fuller Theological Seminary) to discuss the intersections between privilege and leadership.”

This is a series of 9 short videos capturing a conversation with Christena Cleveland. Pick out a few, or listen to all of them . . . you will be challenged and enlightened.

5 Signs Your Leadership Team Is In Trouble

“I once heard John Maxwell say that “team work makes the dream work.” However, as I survey the leadership landscape, I believe the reason a lot of dreams are not working is because a lot of teams are way more dysfunctional than dedicated.”

This is a very practical post from Perry Noble. He first posted this back in March . . . it is worth the read.

7 Ways To Raise Up Young Leaders

talk to pastors and leaders my age and older who want to see a new generation of leaders. They claim to love investing in younger leaders. They recognize the huge need in churches and organizations. Our future depends upon doing so.”

Ron Edmondson writes from experience. These 7 principles will greatly aid you in investing in the next generation.

There are the 5 for this week. I hope you take some time to reflect and consider how you can be a better leader.

(photo credit)

The Leader & Bad Signage

Signage-leadership-communicationMy family and I lived in a foreign country for five years. We loved our time in a new environment. The people were warm and friendly. The food was incredible. The scenery was breathtaking. And the cultural learning was rich.

Certainly we were challenged on many fronts by living in a place so different from our home country.

There was a significant language barrier.

There were new customs, traditions, mannerisms, and priorities.

We came to embrace most of these new realities and saw many of them as superior to our own. To this day we continue to practice some of those cultural values, even though we live again in our home setting.

One aspect that always proved daunting for me in this country was taking on the open road. I love to drive. I am an explorer at heart and driving allows me a great way to see and do new things.

But knowing where you are going and how to get there are critical aspects to the driving experience.

This particular country was great at getting you started. There were always detailed road signs about exactly where to turn, how far you had to go, and what was next–when you left the city. In an uncanny fashion though, almost always at the halfway point, you were often left completely hanging. The road signs seemed to disappear. The next turn was a complete mystery. What were labeled as one way streets on your GPS were now one way the other way. The names of the towns seem to change. Nothing made sense.

Distances were now a luxury.

Direction was at a premium.

Lostness was the norm.

This produced one very frustrated American driver. My hunch was that the native population knew where they were going. All these additional signs simply marred the beauty of their country. Foreigners would figure it out eventually. Besides, efficiency was not a cultural value.

As leaders we can tend to assume directional clarity as well.

We can begin well.

We talk vision early on.

We delineate roles and priorities.

We provide the first few steps.

And then we disappear.

Our teams can feel an innate sense of “lostness.” The halfway point is a endless horizon without a marker. This can lead to silos, ineffective individual efforts, and loss of morale. The great need is for more signage! The destination needs to be reinforced. The turns, roundabouts, distances, and road conditions need to be illuminated. Clear communication markers are necessary for everyone to arrive happy and safe. It is on you to ensure the rest of the team is navigating properly for the accomplishment of the stated mission.

Here are a few reminders:

1. As the leader you are the GPS for your team.

2. Clear communication has to be a constant–in the beginning, during the nebulous middle, and at the end.

3. You can never over communicate direction and encouragement. 

4. Bad signage will ensure the wrong destination and maximum frustration. 

(photo credit)

Every Leader Needs To Cross Culture

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The Ponte Vecchio in Florence, Italy

Over the past 35 years I have led many teams into cross cultural settings. Sometimes the trips were for a few days. Sometimes they lasted a couple of months. I have also taken my family to live in another culture for five years. Yet, I am no expert. Living and leading in a cross cultural setting is difficult.

In today’s global economy many business leaders are spending time in other parts of the world. But most run from meeting to meeting and back to the airport. They overcome minor irritations that cultural differences present, but they fail to cross culture.

What does it actually mean to cross culture?

One online business source states that cross culture means “The interaction of people from different backgrounds in the business world. Cross culture is a vital issue in international business, as the success of international trade depends upon the smooth interaction of employees from different cultures and regions.”

This provides us with some sense of definition, but more importantly highlights the necessity for better understanding.

“Cross cultural” can be defined as “involving or bridging the differences between cultures.”

This simple definition does a better job of getting to the heart of the matter.

To be truly successful you have to be able to “involve” and “bridge” the differences.

And that wont happen through a few seminars or training sessions.

To truly cross culture, or arrive at being good at living and leading cross culturally, you need to truly engage the culture. This takes time. You may have to add some days to your business trips. You may need to utilize your vacations differently. You need to create enough space to actually experience the culture outside of your own interests. But if you do, here is what will happen inside of you.

You will notice over time that your attitudes will move from . . .

1. Superiority to humility.  Every person sees their own culture as superior to any other. Writing as an American, we probably take this to an extreme. We have been told inside and outside our borders that we live in the best country in the world. Most of us totally believe in American exceptionalism. And that can cripple us to the ability to “involve” and “bridge.” But if you spend enough time in another country you will begin to see how others view Americans. The “ugly American” syndrome is alive and well. We will begin to see valuable aspects to other cultures, like–relationship over accomplishment, community over individualism, or tradition over efficiency. An attitude of humility may begin to prevail. It is the understanding that we are not superior as a culture. We all bring good and bad into any cross cultural setting. If we will immerse ourselves enough we may find that there are values within the new culture we would choose to embrace warmly. To embrace and adapt well will require humility.

2. Self sufficiency to dependence.  If you remain in a foreign culture for any length of time you will begin to realize your profound deficits. You may not know the language. You might not truly understand how to navigate the city and its transportation system. You are unfamiliar with appropriate greetings, customs, and ways of coming to collaborative agreements. You will need to rely on others to be successful. This requires abandoning your sense of self and being able to ask for help. That can feel like a very vulnerable place to be. But dependence is good. We will become more approachable and accepting of what we don’t know. Dependence does not have to rob you of your initiative. It actually will encourage it at a whole new level.

3. Ignorance to understanding.  It is easy to encounter different cultural elements and declare them bad or wrong. Certainly for Americans we often see other cultures as incredibly inefficient. But again we miss the point. Most cultures around the world have a longer timeline than we do. There is richness, history, and tradition that informs some of these “inefficiencies.” To ignore such cultural variants may be to miss out on deep relationship and effective partnership. It takes a new level of understanding to be a good partner.

What does crossing culture take in practical terms? Seeing, listening, studying, and time. Be curious. Ask questions. Avoid condemnation. Take time. Watch your heart change.

(photo credit)

Be On Your Guard

small__406208791There are two things that Scripture encourages us to guard that I think are critical for every Christ-centered leader.

One is very personal and affects our every choice. The other is utterly foundational and has the potential to be a great blessing to all within our influence–or incredibly destructive.

Guard your heart above all else, for it determines the course of your life. (Proverbs 4:23, New Living Translation)

The English Standard Version translates this verb as “Keep.” The New American Standard version translates this verb as “Watch.” This verb is in the form of a command. This is not something to take lightly. The writer of the Proverbs is detailing the nature of wisdom. The first nine chapters of the Proverbs personifies wisdom and touts all of wisdom’s benefits. Chapters 10-31 lay out all the various proverbial sayings that describe wise living.

But in this particular verse the writer commands us to guard, watch, keep our hearts as a top priority. This is so stated as a command because of the Hebrew understanding of the heart. The “heart” is more than just the seat of emotions. It is the composite of our mind, will and emotions. It is our governing center, the place where we choose. We are to guard our heart in the same way we would guard a prison cell, under total confinement. The imagery is that of our heart being a fresh water spring. We dare not let anything pollute this source of life. We know from other parts of the Bible that our hearts can be very fickle, even wicked at times. If our heart is not rightly oriented towards God and His ways all of the time we will choose poorly–to our demise and the demise of others. Never forget leader that your leadership choices are always leveraged.

O Timothy, guard the deposit entrusted to you. Avoid the irreverent babble and contradictions of what is falsely called “knowledge,” for by professing it some have swerved from the faith. (1 Timothy 6:20-21, English Standard Version)

Paul, in exhorting his younger protege, commands Timothy to guard, watch, keep the deposit that has been entrusted to him. That “deposit” is surely the Gospel in all of its fulness. Paul is not simply talking about the message of salvation, but the totality of doctrine that surrounds and adds color to the message of salvation. Timothy was being placed in charge of all of the house churches in the city of Ephesus. This city was a bastion of cult worship surrounding the Temple of Artemis. Many things passed for sound knowledge. Only one thing pointed to the eternality of Christ–the core doctrine of the gospel. There are many things passing around toady as viable “knowledge.” But they are false hopes for real life. Sometimes these new streams of knowledge even flow from the Church, but are false and do not lead to life. As spiritual leaders we must guard that which has been stewarded to us. We must strongly guard the core doctrine of the faith that we might preserve it for the next generation. We must point out error and herald truth. We literally must keep the faith!

Leader, be on your guard!

Other Resources: Guard Duty in the Spiritual War: 3 Ways to Guard Your Heart

(photo credit)

A Leader’s Prayer: Psalm 25

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Glen Scarborough on Flickr

King David penned Psalm 25.  We are not sure when he wrote this psalm.  Therefore, we are uncertain about the circumstances of Psalm 25.  David speaks of his enemies in verse 2 and verse 19.  But David had many enemies and they were a consistent part of his life and leadership.  What most intrigues me about this psalm or this prayer from David lies in verses 4 and 5.  David the leader asks to be led.  There is something profound about that notion.

Make me to know your ways, O Lord;
    teach me your paths.
 Lead me in your truth and teach me,
    for you are the God of my salvation;
    for you I wait all the day long.

The driving points within these two stanzas are “Make me know your ways” and “Lead me in your truth and teach me.”  David, the King of Israel, prays to Yahweh to be led.  King David longs to know the ways and paths of the Lord.  Our ways are regularly out of step with God’s ways.  Our ways long for our own glory and control.  David asks to know God’s ways and how to walk in them.

David asks to be led by God’s truth.  He desires to be taught.  David then expresses two reasons for this request.  Only God can save David and David is demonstrating his complete dependence upon God.  David declares his humble reliance upon God for that which only God can provide.  That fuels David’s request for truth–God’s truth.

Humble leaders who rightly feel the burden of their stewardship should echo David’s prayer.  We need to be leaders who long to be led.  We need to know God’s ways, paths, and truths.  Because, as leaders, he is our salvation and we are desperate for him.

Lead well.

Are You a Leader Who Deals in Hope?

Hope-Leadership

Justin Reid on Flickr

Leaders are merchants in hope!

I would suggest that we currently live in a society that is largely void of any real hope. When I lived in Italy it was common to hear Italians express low hope for change within their country or their personal situation. They would often comment that “the beautiful life” in Italy has vanished. The world is certainly a more connected environment than ever before. People are anxious over the world economic situation, over constant war and terrorism, over environmental issues, over issues of poverty and social justice. Anxiety seems to be overwhelming hope.

Hope, according to the dictionary, is to cherish a desire with anticipation–with the expectation of attainment.

Hope is always future oriented.

Hope looks into the future and longs for fulfillment.

Hope may be directed towards something very specific or towards a general desire for change.

The Bible has much to say about hope. The Bible offers hope for now because of a hope-filled certain future. Below are several biblical passages that speak to the notion of hope.

Psalm 42:11  God as the supreme object of our hope

Psalm 62:5-6  God as the source of our hope

Isaiah 40:28-30  Hope in an eternal God, One who created all that we see

Romans 5:1-5  Hope in seeing the glory of God because of His justification for us through Jesus Christ-Hope through godly character

Romans 12:9-12  Rejoice in hope

Romans 15:4  Hope through endurance and through knowledge of the Bible

Hebrews 6:18-20  Hold fast to the hope set before us

Hebrews 11:1  Faith is the assurance of things hoped for

1 John 3:1-3  Hope, as a child of God, in the certainty of becoming like Jesus

The seven most important words in the Bible, “Christ in you, the hope of glory.”  (found in Colossians 1:27, as often quoted by Dr. Bill Bright, the founder of Cru)

Are you a hope merchant?

Leadership Quotes Worth Considering

What people don’t understand is that a leader isn’t a leader until someone believes in him.  A leader has to communicate that he is worth following. JoJo Tabares

The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.  Dwight D. Eisenhower

Men make history and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better.  Harry S. Truman

Leadership is the capacity to translate vision into reality.  Warren G. Bennis

Leadership is influence.  John Maxwell

Leadership is intentional influence.  Michael McKiney

The key to successful leadership today is influence, not authority.  Ken Blanchard

Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.  Norman Schwarzkopf

Leadership is unlocking people’s potential to become better.  Bill Bradley

Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand.  General Colin Powell

I am reminded how hollow the label of leadership sometimes is and heroic followership can be.  Warren Bennis

The first responsibility of a leader is define reality.  The last is to say thank you.  In between, the leader is a servant.  Max DePree

My own definition of leadership is this: The capacity and the will to rally men and women to a common purpose and the character which inspires confidence.  General Montgomery

Before you are a leader, success is all about growing yourself.  When you become a leader, success is all about growing others.  Jack Welch

. . . whoever would be great among you must be your servant, and whoever would be first among you must be your slave, even as the Son of Man came not to be served but to serve, and to give His life a ransom for many.  Jesus Christ