Faith at Work: Rethinking Influence

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If you’ve been a frequent flyer with us over the years, chances are you know we’re passionate about helping bivocationals bridge the gap between sacred and secular…in living the same way on Monday as they do on Sunday.

But lately I’ve been thinking: What if we’ve been looking at the Sunday –> Monday discussion all wrong? 

I know, like many, I’ve heard my share of seasoned voices charging consistency within the body of Christ. Yet, the more I consider this in the context of commissioned marketplace leaders, the more I wonder if the core issue has more to do with connecting our influence than leading from spiritual authority/expertise.

For instance, I may not have the most expert depth relative to my occupation, but I do have the mind of Christ guided by his thoughts and purposes (1 Corinthians 2:16 AMP). Sure, I may be a low man on the totem pole from a corporate hierarchical perspective; however, this doesn’t mean I lack influence.

You see…far too often we get distracted trying to make our spiritual lives stratiform1. We take the ol’ Sunday adage of not being a once-a-week Christian, convince ourselves we’re not going to be that, then go out and try to extend our church person into “secular” places.

The problem is: if our influence is based on convincing others what we’re about rather than showing them why they’re here, then we can never experience real connection.

Why? ‘Cause real connection can’t happen without interdependent (i.e. two-way) relationship…without people actively investing ‘next step’ direction into one another.

Granted, how we approach compartmentalization and contextual inferences are worth discussion; however, as long as we aspire to share what we were made to know with whom we were made to engage, those issues will ultimately take care of themselves as relationships grow in faithfulness.

No reliance on institutionalizing, exaltation of effort, or Kingdom-izing business.

Just warmly abiding in the effortless rhythms of grace knowing it’s not about our credentials, but God’s competence flowing through them2.

Thus, I submit…

  1. If we choose to see leadership as influence and influence as helping people build their own, we allow transformative culture to establish itself.
  2. If we want to get real about reaching people (from purpose), we must first get intentional about connecting our influence (on purpose).
  3. Rather than encourage people to be the same on Monday as they are on Sunday, let’s show them in love how to be better today than they were yesterday.

‘Cause I’ll be honest: I don’t want to be on Monday who I was on Sunday; I want to be better today than the day before. I want to know the best God has in store. And then go out and live that forevermore.

Whatever gap we’re trying to bridge, why not start there? …

Footnotes

  1. Preaching the choir here
  2. That, my friends, is what being an influential marketplace priesthood is all about.

Photo creds: Wallpaper Abyss

Framing the Role: A Guide to Better Workplace (Part 2)

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Last week we discussed how ideal human resourcing assesses the inner man not only in hiring, but in training and development.

This week we’ll continue our downfield drive by focusing on marketplace education, specifically how employee and employer should approach deeper learning and training opportunities…

  1.  Make Deeper Learning Equal Evident

I’ve been blessed to serve under some laudable leadership over the years.

For instance, during my first summer with TDOT, my supervisor would make sure I understood concepts not only in correspondence, but also behind-the-scenes whether taking inventory at local garages or database management courses online.  Whatever the project, whatever the assignment, he wanted to make sure I knew what I was doing and why I was doing it. As a result, not only did I feel regularly encouraged, but I felt driven to reach beyond expectation.

Unfortunately, after a season of turnover and transition, the ‘extra opportunity well’ would dry leaving certain endeavors in the dust; however, though the narrative of my role would change, I ultimately realized the emerging lack of definitive pathway didn’t have to determine my deeper learning trajectory.

Rather if I simply took the time to seek the opportunity, I would eventually be able to find and pursue it. All I needed was initiative and direction to compliment my resolve.

Perhaps some of you find yourself in a similar situation. If so, whether or not deeper learning opportunities are knocking at your door, it’s important to stay persistent and patient regardless of where you think you are.

‘Cause truth is: expecting possibilities to fall into your lap is the least effective way to advance what you know.

Should your employer have a clear guide/available resources for assistance? Absolutely. I’m not sayin’ veer clear of troubleshooting personnel; however, I am sayin’ rather than succumb to a ‘rich get richer’ mentality (like I once did), focus on devising a plan, developing a timeline, communicating intentions to your supervisor, and adjusting them according to your means.

Granted, you may be unsatisfied with your title/role, maxed out within your salary grade, or in a situation where you can’t move up unless you take out a loan to get a degree1.

Yet, when I think back on smart decisions made during my TDOT tenure, no question pursuing open doors where I could mature skillsets usable inside and outside my work arena rank towards the top.

So for those wrestling with the ASAP advantage mentality, know while the pickins aren’t guaranteed to be plenty, sometimes the best move is to invest in what will benefit you down the road as opposed as to what could benefit you right now. After all, we were made to continually advance in some form or fashion.

As for the employers, understand the bond between deeper learning and morale. While it makes sense certain classifications will feature more learning/training opportunities, when employees within each classification are aware of what they can do to heighten their intellectual ceiling, you essentially heighten your quality control ceiling at the same time. Thus, as long as learning/credentialing opportunities exist, dare to be unconditional in conveying them to those you’ve chosen to hire. In doing so, you better frame the roles you seek to define.

Bottom line: When it comes to marketplace education, one of the best ways to steward awareness and morale is through in-house learning opportunities; however, like classification, a title should never drive deeper learning opportunities. Rather, deeper learning opportunities should drive the employee.

Footnotes

  1. I know you can’t paint this subject with a broad brush.

Cover photo creds: Actively Learn

Framing the Role: A Guide to Better Workplace (Part 1)

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We all know there’s no such thing as the perfect working environment. 

After all, work can’t exist without people and to err is human.

Still, whether you’re a bivocational minister, a supervisor, or an entry-level employee, chances are you care about how positions are developed and managed.

Thus, in the coming months, I want to unpack some basic concepts churches and businesses can use to frame their roles and equip their employees to thrive in them. 

The goal? To help organizations make the best investments with their best hires to achieve the best outcomes. 

Let’s dive in…

  1. Assess the ‘Inner Man’ 

As a bivocational pastor with seven years of marketplace experience, I understand there are certain disadvantages when it comes to large and small scale human resourcing; however, I also believe bureaucracy and growth mismanagement doesn’t have to determine how classifications are managed.  

For example, at my work¹, each classification is linked to a job plan involving a specific set of functions. Fair enough.

The problem is while roles are detailed well in their promotion, they’re overly dependent on ‘template’ in their evolution. As a result, employees feel boxed in with functions forged on title rather than gifting.

My thought is: if more organizations integrate character and gift assessment (i.e. DISC, Myers-Briggs, Strength Finders, enneagram testing, etc.) into hiring, training, and development processes, then more prospects/new hires could contribute the strength of who they are in addition to the strength of what they do.

Granted, big organizations are going to have different priorities. Yet, this doesn’t mean their personnel approach has to be shallow.

‘Cause truth is: while procedure and process are important, you can’t define a person by a job description nor can you separate the quality of a person from the quality of his work.  

I know culturally we love streamlining/over-institutionalizing our way to bottom lines; however, if morale becomes the sacrifice in our quest to hierarchical efficiency, one must question the system.

Whatever our work situation, it’s important we remember our position is a journey, not a drop-off. And while the implications are many, bottom line…

  • Classifications should never compartmentalize what an employee can be (i.e. his innate nature in motion).  
  • A piece of paper or paragraph on a screen should never determine or dictate the totality of function. 
  • Given man gives life to function, not the other way around, the inner man must be considered in both the evaluation of fit and the evolution of role. 

Stay tuned next time when we’ll tackle our next point on equal deeper learning opportunities. In the meantime, if you have a question, idea, or story to share, feel free to comment below.

Footnotes

  1. Note: My appreciation for my workplace has grown considerably in recent months; however, this doesn’t mean I can’t advise from what should be improved.

Cover photo creds: Company Incorporation | Company Registration Singapore 

3 Things Leaders Know That Everyone Should

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It’s been said, “A leader is one who knows the way, goes the way, and shows the way” (John Maxwell).

But let’s be honest: How well do we live all three together? 

I know for me, there are times I neglect to model what I know and others I forget to seek what I don’t.

Yet, when I consider Maxwell’s words, I’m reminded how what I know as a Christian leader must ultimately inspire others to become more.

So for the next couple months, I want us to focus on practical and powerful ways we can better demonstrate the qualities that make us who are…where we are.

In the meantime, let’s start off with three things leaders know that everyone should…

1) Be Stubborn to Love

Whether we’re serving in marketplace, ministry, or extra-curricular roles, it’s important we see what we do as an extension of God’s love in motion. But perhaps you’re like me having wondered how to do this consistently in the face of busyness, prejudice, distraction, etc.?

If so, I submit to step up our love, we must step up our stubbornness to show it.

Now I know what you’re thinking: stubbornness is evil. I get it. However, if it’s rooted in goodness and godliness, can we honestly say it’s a bad thing1?

For instance, when we look at Jesus’ ministry, not only do we find an unconditional love steadfast in circumstance, but committed in referencing where it came from (i.e. his Father).

This leads me to an important realization: if we’re stubborn to love at all times, then we’ll see love as a visional reality rather than a missional priority.

Not to suggest programs and projects aren’t from God. I’m just saying if we make love the lens by which we see as opposed a means to an end, then we’ll mature in our ability to continually navigate people to the source of what we reflect2.

Bottom line: If you want to better showcase God’s love, then center your leadership on pointing people to Jesus. Love always cites its sources (Luke 3, John 1).

2) Be Apparently Transparent

Recently, I heard word of a senior pastor who encouraged his staff to suppress their struggles for “congressional appearance” purposes.

At first I figured he was stirring reproach; however, the more I pondered, the more I wondered if the motivation was rooted in fear above anything else. Granted, I can appreciate contrarian strategy assuming it’s Spirit-led in love; however, when a root motivation lies in self-preservation as opposed to life change, one must question.

This leads me to a second realization: While there’s a time to listen and a time to share, if we’re not honest about the realities of leadership or vulnerable about our cracks and scars, then we disallow God the chance to operate in and through them.

Again, I’m not saying we make testimony an agenda item. I’m just saying wherever we find ourselves, we must understand there are people in our path wrestling with something we’re struggling with or have struggled with. Thus, it makes no sense to pretend struggles, temptations, and failures aren’t bearable realities when truth is: faith is a journey inseparable from the ups and downs of life.

Bottom line: If we want to better reach people, we must recognize apparent transparency of past and present testimony as a key component in supporting one other (Ephesians 4, 5).

3) Don’t Just Find a Way…Make a Way

When it comes to the bivocational life, it doesn’t take a rocket science to know there’s not a one-size, fit-all way to live it. While it’s true the best way is often the most efficient way, whatever ‘way’ we choose, it’s paramount we not just find it, but make it.

For example, early in my youth pastor tenure, I realized while there wasn’t anything I could do to fix our mid-week attendance problem, there was something I could do to help youth stay on the same page when referencing content. The solve was simple: record the audio, edit it with the visual content applied, and distribute via social media.

Sure, the idea required extra work, but in the end, it provided a trackable short-term solution and an accessible, long-term resource. Now anytime I cite a past message, there’s at least a chance the youth will not only know what I’m talking about, but also have heard what I’m talking about.

Bottom line: Dreams can’t be realized until they’re developed. Therefore, don’t just consider what’s most important; focus on how you can better make it known with what you’ve been given (Matthew 25, 1 Peter 4).

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Stay tuned next time when I’ll unveil my next three leadership tips; in the meantime, if you have questions or comments on the content, feel free to drop them below.

Footnotes

  1. Actually there’s a name for that (good stubbornness = determination)
  2. Note: This has tremendous implications in marriage as well (more on this in a later post)

Photo creds: http://www.ryanweimer.com