10 Ways Ordinary People Become Good Ministry Leaders, Part 2

On my blog yesterday, I looked at seemingly ordinary people who had become good or great leaders despite limitations of intellect or circumstances. Here is how I introduced that blog:

I recently compiled a list of good leaders (a few I would characterize as great leaders) who, by most definitions, are common, ordinary people. They were at the middle of their classes in grades. They really did not and do not have charismatic personalities. They had no family or demographic advantages. And none of them, to my knowledge, were outstanding in extracurricular activities.

But now they are doing very well. It’s as if a switch turned at some point in their lives. They decided that they would no longer be addicted to mediocrity. Instead, they decided they would make a difference. Yet they had few of the innate gifts associated with good or great leaders.

So I wrote down a list of more than twenty characteristics of these men and women. And, somewhat to my surprise, I noted that all them had ten characteristics in common. Though statisticians would argue that I found correlative factors, I really believe that most, if not all, of these characteristics are causative.

These leaders thus had ten common characteristics. The earlier blog post looked at the first five of them. This blog post looks at the last five characteristics of these leaders.

  1. They have genuine humility. These leaders have learned humility the hard way. Growing up, they were well behind their peers academically. Most did not excel at sports or other extracurricular activities. None of them were nominated as “most likely to succeed.” In their early days in the workforce, they found themselves surrounded by more talented and smarter workers. They didn’t have to work at humility; it was thrust upon them.
  2. They seek mentors. Their desire to improve, along with their humility, led them to seek mentors. Most of these mentoring relationships were informal, but they still were intentionally sought. These leaders were unashamed to admit they needed help from an outside perspective, or advice from someone who might be smarter.
  3. They avoid ruts. These leaders would be the first to volunteer for an assignment in a new area. They intentionally avoided getting too comfortable in one area. As they broadened their horizons, they became more effective leaders.
  4. They have a sense of humor. These overachieving leaders always take their work seriously, but they don’t take themselves too seriously. Their humor helps them to avoid stressing out when everything does not go their way. They are thus able to handle difficult situations with calm and poise. Others follow their example, and thus give credence to this happy and placid leadership style.
  5. They are goal setters. At some point, I would love to see a major leadership study done on goal setting. It seems to be directly correlated to strong leadership. These “common” men and women were no different. To the person, you could ask them what their goals have been in life, and what they are now, and receive a quick and cogent answer. They would readily admit they didn’t always achieve their goals. But that was not deemed as failure. The common leaders simply reset their lives with a new set of goals.

There are countless men and women who are wonderful leaders. Among them are a large number who are not the smartest, not the most educated, not the most articulate, and not the most charismatic. That reality should give many of us great hope. We can be good leaders anyway.

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ABOUT THE AUTHOR

Thom Rainer

Thom Rainer

Thom Rainer is the president and CEO of LifeWay Christian Resources.  Prior to LifeWay, he served at The Southern Baptist Theological Seminary for twelve years where he was the founding dean of the Billy Graham School of Missions and Evangelism.  He is a 1977 graduate of the University of Alabama and earned his Master of Divinity and Ph.D. degrees from The Southern Baptist Theological Seminary. In addition to speaking in hundreds of venues over the past 20 years, Rainer led Rainer Group, a church and denominational consulting firm, from 1990 to 2005. The firm provided church health insights to over 500 churches and other organizations over that period. Rainer and his wife, Nellie Jo, have three grown sons: Sam, Art and Jess, who are married to Erin, Sarah and Rachel respectively.  The Rainers have six grandchildren: Canon, Maggie, Nathaniel, Will (with the Lord), Harper, and Bren. He is the author of twenty-two books, including Breakout Churches, Simple Life, Simple Church, Raising Dad, The Millennials, and Essential Church.  His latest book, I Am a Church Member, is scheduled to be released in 2013 by B&H Publishing Group.

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Recent Comments
Spot on. Great article. Thanks!
 
— Dave Corlew
 
I agree with several of these comments..unfortunately though many people look for a church that can give them something. Well if your view of a church is based on the building, and what the people in it can do for you...already you're bound to fail at finding a home church. 1 example given was not satisfactory child center. Maybe that's something you could do..be the change..there are countless studies based on follow the leader.. 1 person stand in a line, you don't even have to know what it's for, eventually others join..more and more.. if you make changes others like, more will join and help and before you know it,a full children's ministry has taken off. A church is only as strong or broken as all it's members together..because that's all the church really is..not a building you sit at for 2 hours 1 day a week before a race or football game.
 
— shawn
 
As I began to jot notes down about my organization specifically, I think it can become a kind of guiding document that focuses sharply on the "how". It can be a tangible, accessible foundation for everyday organizational reality in different terms than the Vision Proper. Of course, it is a living document that will be saturated with your vision frame (mission, metrics, etc.) and other elements of the Vision Pathway too. Especially when I see a focus on things like values, the constitution can allow you to define them even further and connect them to the operations of the organization. Even your least "big picture" staff/volunteers can grasp and internalize the result of what I interpret Edmonds is going for. It feels very practical. All that to say, I'm not entirely sure! I just ordered the book, so I hope to read through it soon and get a better idea. Thank you for responding.
 
— Jon Pyle
 

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