The Inspired Leader: 101 Biblical Reflections for Becoming a Person of Influence (8 page)

Recently, along with politicians and attorneys, corporate CEOs have increasingly found themselves in the spotlight of public scrutiny and skepticism. In the June 2009 Rasmussen survey, only 25% of adults surveyed held a favorable view of corporate CEOs. Adding insult to injury, members of Congress were viewed favorably by 30% of adults (
USA Today,
22 June 2009). To make matters even worse, the public relations tumble by corporate executives has affected their golfing. In an era of massive layoffs and misappropriated company funds, CEOs are apparently wary of being observed golfing while the economy languishes. NetApp CEO Dan Warmenhoven was one of four people who paid $660,000 in 2001 at a charity auction to play a round of golf with Tiger Woods using Warren Buffet as a caddy. But he later had to curtail his golfing habits. “It’s a byproduct of bad economic times” said Warmenhoven (
USA Today,
22 June 2009).
Golf Digest
magazine publishes a biannual issue rating the top corporate CEO golfers. Interestingly, golf’s alleged therapeutic qualities have not always translated into success in the bottom line. Of the top twelve CEO golfers rated by
Golf Digest
in 2006, seven were no longer with the same company in 2009. Of the remaining five, only one CEO’s corporation was outperforming the market.

What should business leaders who are followers of Jesus be known for? Their golf scores? Their stock options? Their excessive lifestyles? Or should there be something noticeably different, even admirable, about business people who are committed to following and emulating Christ? Jesus’ disciples were known for various behaviors during the skeptical, pagan First Century. In Jerusalem they were recognized as having “
been with Jesus
” (Acts 4:13). In Thessalonica, they were identified as people
“who have turned the world upside down
” (Acts 17:6). In Antioch, they became known as “
Christ-ians
”, or, “belonging to or identified by Christ.” In fact, the only three instances where the word “Christian” is used in the New Testament is when non-Christians made observations about the followers of Jesus (Acts 26:28; 1 Peter 4:16).

Business people who profess to follow Christ must recognize that they are under a public microscope. Hopefully they become known as persons of integrity, humility, generosity, and genuine concern for others. In these challenging days, some business leaders are choosing to be more discreet about their personal habits while they are under public scrutiny. What adjustments might you need to make so when people watch your behavior in and out of the workplace, they identify you as someone who clearly shares the heart and priorities of Christ?

REFLECT FOR A MOMENT

1. What are you known for at work? Are you pleased with your reputation or do you wish it was different? What might you do to change it?
   

2. Do people at your workplace know you are a Christian? If they do, what does the way you conduct yourself lead people to think about Christ?
   

3. Are you focused on issues and behaviors that are important? Or are you known primarily for your hobbies or recreational interests? What are the first things that come to people’s minds when they think of you?
   

MALCOM GLADWELL, IN his book
Blink,
relates a survey he took of CEOs of Fortune 500 companies. At the time of his study, the vast majority of CEOs were white males. The average height of the CEOs he studied was just under six feet tall. In contrast, the average height of American men was five feet nine inches. While 14.5% of American men were six feet or taller, among CEOs, the number rose to 58%. In addition, while 3.9% of American men were six feet two or taller, almost 33% of the CEOs he surveyed fell into that category (Malcolm Gladwell,
Blink,
86-87). Malcolm concluded “Most of us, in ways that we are not entirely aware of, automatically associate leadership ability with imposing physical stature. We have a sense of what a leader is supposed to look like, and that stereotype is so powerful that when someone fits it, we simply become blind to other considerations.”

In an earlier age, military might and physical strength were often a prerequisite for leadership, especially in times of warfare (which was often). Being able to wield a sword and stay in your saddle throughout a grueling battle were often as important as your vision for the future and your ability to delegate. People of size and strength automatically gained the loyalty of followers. People who were not tall or particularly muscular or good with a sword or gun were at a distinct disadvantage. Historians have debated for generations whether the relatively diminutive Napoleon Bonaparte, standing at five feet six inches was driven as much by an inferiority complex as he was by his ambition to rule the world. There is even a syndrome, named the “Napoleon Complex,” to describe people who are driven to prove themselves because of their small stature.

In one of the most famous biblical expositions on this issue, the revered judge, Samuel, was looking for Israel’s next king. Having been led to Jesse, of Bethlehem, he naturally investigated the first-born son. (Eldest children are often natural leaders and have produced the largest share of U.S. presidents.) When Samuel looked upon Eliab, the young man appeared to be everything a leader was expected to be. But God rejected him. So Jesse ushered his second oldest son, Abinadab, into the holy man’s presence, but to no avail. One by one Jesse’s seven oldest sons were paraded before Samuel and each one failed to gain God’s approval. Jesse hadn’t even thought to summon his youngest son, David, since he did not seemingly meet the commonly accepted qualifications of a leader. But, upon seeing him, Samuel knew he had found God’s man. He explained: “
For the Lord does not see as man sees; for man looks at the outward appearance, but the Lord looks at the heart”
(1 Samuel 16:7).

While society may not generally place the same value on one’s skill with a battle-axe as it used to, it still prizes attractive, charismatic, eloquent leaders. The business world values those with vision and ambition. And, too often, Christian leaders assume that to succeed, they must conform to the world’s standards. We can spend so much time developing the skills and appearance the world covets that we neglect areas in our life that God values. God measures us by our heart. Do we love Him? Do we truly love others? Are we people of faith? If our heart is right with God, there is nothing He cannot do through us. If our hearts are not right, it matters not what secular leadership skills we possess.

REFLECT FOR A MOMENT

1. Do you fit the stereotype of a worldly leader? Has that been an advantage or disadvantage for you and your career?
   

2. What is it about you that God would focus on if He were looking at you? Would He be as impressed with the qualities that your colleagues notice?
   

3. Where have you spent the bulk of your time and energy: acquiring secular skills valued by society, or developing spiritual and character qualities valued by God? In light of your answer, what adjustments might you need to make?
   

FIELD MARSHAL LORD Allenby was a brilliant World War One commander who led in the overthrow of the Ottoman Empire’s stranglehold over the Middle East, liberating both Jerusalem and Damascus. Allenby boasted an illustrious military career, having served in the Second Boer War and later on the Western Front in France during World War One. In 1917, he was given command of the British forces in Palestine with instructions to achieve a breakthrough that forced the Turkish forces to withdraw from the war. The British Army had already suffered two major setbacks before Allenby’s arrival. Yet, as one observer noted, “Seldom in the course of military history has the personality of a new commander had such a marked effect on his troops.”

Allenby appeared fearless and radiated confidence. He could be relentless in attack. Yet he also had weaknesses. He could lose his temper and, when he did, it was fearsome. He was also a stickler for following rules. If soldiers were expected to have the chinstraps of their helmets in place, Allenby would be furious to find soldiers not following orders. On the Western Front, he once came across the corpse of a soldier who was wearing a cap rather than the mandated steel helmet. Allenby exploded, knowing the man might not have died, had he followed the rules. Perhaps it was this temper that earned the general the nickname “The Bull.” His biographer noted that Allenby was never recognized as a great leader, nor was he as popular with his men as one might have supposed, in light of his success. This was due in part because Allenby “lacked a measure of self-control, a little humanity, the power to communicate enthusiasm and to inspire disciples. His sudden explosions of temper, his occasional almost childish petulance, did his reputation the more harm since he never troubled to correct the impression they created” (Archibald Wavell,
Allenby: A Study in Greatness,
295).

Scripture indicates that “
The Lord is merciful and gracious, slow to anger, and abounding in mercy”
(Psalm 103:8). God is fully aware of our human frailties. He knows only too well how our foolish choices will cost us much grief and heartache. Yet He relates to us graciously. He is
slow
to anger. It is not His automatic response. God seeks to change us rather than to berate us.

People can be extremely frustrating! Their foolish actions can harm your organization and cause you numerous problems. But often your greatness as a leader is not measured by the decibel level you reach as you chew out your colleagues, but by the self-control you demonstrate as you seek a solution. In your encounters with others, do you make them better by what you say?

REFLECT FOR A MOMENT

1. How well do you handle your anger? Are you known for your temper? How easily do you lose your self-control? If you lose your temper easily, why do you do so?
   

2. What is the greatest character issue that you need to deal with? What is preventing you from addressing it this week?
   

3. Do you tend to focus on others and their need for change, or do you concentrate on what needs to be altered in you? What would God have to change in you for your leadership capacity to be increased?