The Leadership theme is a big part of the Christian portion of the internet. Podcasts and blogs by names you’d recognize garner a huge following; names such as Michael Hyatt, Rich Birch, Carey Nieuwhof, John Maxwell, Andy Stanley, Tony Morgan, Jenni Catron, Brad Lomenick and Ron Edmondson, just to name a few that I can personally recommend.
One of the challenges faced by leaders is succession plans; when to pass the torch and to whom it should be passed.
This weekend at Christianity 201, we ran this article by someone I consider a statesman among Christian leaders in Canada, Brian Stiller; former President of Youth for Christ Canada, former President of the Evangelical Fellowship of Canada, former President of Tyndale University College and Seminary and now Global Ambassador for the World Evangelical Alliance. You can read more about him here.
What makes what follows so interesting is that it was written in 1987. It’s still very timely. It’s a theme that was echoed in an interview that I did as an aspiring Christian journalist with Brian around the same time. He spoke with me about the mavericks who founded many iconic Christian organizations in the post-World War II era, and how in the next generation, the maverick spirit was replaced by managers in maintenance mode.
This is an excerpt of a longer article in an EFC communications piece, The Sundial.
When we fail to pass the torch
As we look at churches and organizations today, we can see that there are many in need of torch passing. But either the senior leader desperately holds on too long with no attempt to train or give opportunity to the younger, or the tension produces so much conflict that the younger leader heads off to some other more flexible opportunity. Out of it all, energy and vision are suppressed. This leads to an increasing loss of touch with reality and a lack of clear goals and effective strategy.
How can the torch be passed?
There is a wonderful example in the Old Testament of the passing of the torch – from Moses to Joshua.
The announcement, “Moses, my servant, is dead”, boomed out across the tents in the valley. What would happen now? many wondered. Fortunately for the people of Israel, Moses had carefully nurtured and developed a younger leader – Joshua.
What Moses did then lends powerful ideas to this generation.
Leadership includes different styles
Moses recognized that leadership emerges out of different styles. Whereas he was a crusader, Joshua was a manager.
Moses was angered by the treatment of his kinsfolk. Later he defended some young women who were being harassed while tending their sheep. Ultimately his crusader instinct led him to say yes to God’s call to lead the people out of Egypt.
How different Joshua was. Right from the beginning we see his obedience. Never is there conflict between himself and Moses. There was no sign of trouble because of a strident spirit or a self-centered personality.
Moses didn’t look for someone identical to himself. A different style was needed. Moses’ and Joshua’s backgrounds, personalities, styles, means of operation and public profiles were vastly different. Yet each was a leader and each, from his base of strength, was used by God in a particular way and particular time.
Different times call for different styles
It’s easy to be trapped into believing in a “best” form of leadership. My generation has grown up thinking its cloth must be cut from a certain model. Since World War II church leadership has been characterized as aggressive, charismatic, individualistic and outgoing. This view of leadership, however, has been typecast from a specific time and culture. It’s time we looked for other models.
Moses was a restless and dominating figure who led his people out of bondage and defined the basis of the community by his special contact with God. How different was Joshua! Learning from his tutor, Moses, he took the patterns and ideas expressed by his predecessor and molded them into a working society. Each leader was competent but their styles were different.
Passing the torch is inevitable
It’s not always easy to make the transition from one generation to the next. My generation has lived with the “long shadow” syndrome. The long shadow occurs when a key senior leader, often a creative and crusading “Moses”, continues for so long that his or her shadow blankets the one who is following. And the up and coming leader never gets an opportunity to nurture his or her own vision. Instead, the potential leader gets trapped by serving the older and never really develops the fine edges of his or her own leadership.
Managing Moses’ ideas
Joshua became the manager of Moses’ ideas. And how necessary it is that crusaders nurture and train managers to put their ideas into order and practice. Joshua succeeded because he refused to succumb to the weakness which plagues all managers: maintaining the status quo. Rather, he nurtured his vision and risked beyond the borders of Moses