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.

Read more from Thom here.

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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-four books, including Breakout Churches, Simple Life, Simple Church, Raising Dad, The Millennials, and Essential Church.  His latest book, Autopsy of a Deceased Church, was released in 2014 by B&H Publishing Group.

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Well the church I used to go to in Carrollton Tx was a lot more friendlier. Maybe we need to learn from them, the one that I'm going to now is the SA and its in Manchester CT. The people rarely say Hi to me, but they greet my mom, because she has been a member for the past 30 yrs, and also because she give's a lot of money to the church. It seems they're so focused on tithes, which really turns me off, I would have to say they would get more people giving if they just say give what you can and nothing more, instead of 10 minute sermons on why tithes are so important. Also, put the collection into drop boxes or buckets, that is what my other church did in Tx and they would get thousands of dollars, of course it was a mega church, but that's not the point, the people were giving because they didn't feel like they were going to be punished if they didn't t give. It would also be nice to here a fire and brimstone sermon but I don't think I will ever hear one coming from the SA, or in other churches as well.
 
— Julie
 
Its important to measure leading indicators and not lagging indicators. People and contributions, for example, may not be a good leading indicators; they tell only what happened and not a prediction of what will happen. Consider the drivers that cause people to come, or be generious in their giving. You improve what you measure and if what you measure is impactful regarding the future you have the right metric. Don't measuring what was, measure and improve those things which will affect the future.
 
— David Johnson
 
I was on a committee that closed churches. It killed me that we could close a church one week and the next week it would open with a different name and different denomination and cars would be parked up and down the street. Why? Why? Why?
 
— Carolyn vines
 

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