Leadership Development and Multiplication
A clear, practical framework for developing and multiplying leaders in the local church. Drawing from Scripture and real ministry experience, it outlines why teams matter, what qualities to look for in emerging leaders, and how to cultivate character, skill, and spiritual maturity. The framework provides tools for mentoring, apprenticeship, coaching conversations, and “just in time” training, helping leaders grow through real responsibility rather than theory alone.
Introductions: Your Context for Ministry
Where are you serving and in what area of developing leaders do you want to grow in the most?
Acknowledging Your Motivation
We are stronger together! We are not only able to accomplish more because of the physical synergy that occurs when two or more cooperate on a task, we are able to accomplish more because of the psychological and spiritual synergy that occurs.
Canada Geese are fascinating creatures that provide an example of this power. When I see geese heading south for the winter, flying along in a “V” formation, I am interested in knowing what science has discovered about why they fly that way.
It has been learned that as each bird flaps its wings, it creates uplift for the bird immediately following. By flying in a “V” formation, the whole flock adds at least 71% greater flying range than if each bird flew on its own. (People who share a common direction and sense of community can get where they are going quicker and easier because they are traveling on the thrust of one another.)
Whenever a goose falls out of formation, it suddenly feels the drag and resistance of trying to do it alone, and quickly gets into formation to take advantage of the lifting power of the bird immediately in front. (If we have as much sense as a goose, we will stay in formation with those who are headed the same way we are going.) When the lead goose gets tired, he rotates back in the line and another goose flies point. (It pays to take turns doing hard jobs – with people or with geese flying south.) The geese honk from behind to encourage those up front to keep up their speed. (What do we say when we honk from behind?)
Finally, when a goose gets sick or is wounded by gunshots and falls out, two geese fall out of formation and follow him down to help and protect him. They stay with him until he is either able to fly or until he is dead, and they then launch out on their own or with another formation to catch up with the group. (If we have the sense of a goose, we will stand by each other like that.)
The power of partnerships and teams was observed by King Solomon in Ecclesiastes 4:9-12:
9 Two are better than one, because they have a good return for their work: 10 If one falls down, his friend can help him up. But pity the man who falls and has no one to help him up! 11 Also, if two lie down together, they will keep warm. But how can one keep warm alone? 12 Though one may be overpowered, two can defend themselves. A cord of three strands is not quickly broken. (NIV)
The Apostle Paul argues in 1 Corinthians 12 that each member of the body is needed for it to be healthy and productive. He points out in 1 Corinthians 12:11-12:
11 All these are the work of one and the same Spirit, and he gives them to each one, just as he determines. 12 The body is a unit, though it is made up of many parts; and though all its parts are many, they form one body. So it is with Christ. (NIV)
Paul goes on to say that although some members of the body play less conspicuous roles than others this does not make them any less valuable.
You might ask, “What pastors would not want to have strong leadership teams?”
I would reply, “Lots of them!”
Why is this? I attribute this to a number of factors:
Our traditional system for doing church
Insecurity in leadership
Pastors often prefer to work alone
Our churches typically emphasize the “pastor/teacher” aspects of the five-fold ministry as listed in Ephesians 4:11 at the exclusion of the apostle, prophet and evangelist. We end up with congregations and Christians that are more inward-focused than outward-focused. We produce consumers that enjoy and want to preserve a close relationship with their pastor or chaplain.
Our egos enjoy the stroking that comes with being the primary caregiver and teacher in our congregation. Who can deny that we get warm fuzzies when people look to us for compassion and counsel? However – and this is worth repeating - we end up with congregations and Christians that are more inward-focused than outward-focused. We produce consumers that enjoy and want to preserve a close relationship with their pastor or chaplain. If this co-dependent relationship between the congregation and ourselves is allowed to grow unchecked we will subconsciously avoid developing leaders that will threaten these close relationships we have with the congregation members.
Carson Pue lists these practices and responsibilities you must assume to be a good team member yourself, and to build and sustain your team:
Be a good listener. Give others your full attention and be open to what is being said.
Be honest and open. Don't be superficial. Allow your underlying feelings to be shared with the team. If this becomes the group norm, you'll be able to deal with any contingency.
Accept other people's needs and desires. Don't judge. See differences as just that - not right or wrong.
Don't be negative. Keep an open mind. Don't evaluate an idea before it has had a chance to be developed. Look for the positive aspects of every suggestion.
Don't be defensive. Accept criticism as something to build on - not a personal attack.
Learn to take the initiative. Express your own ideas (act on your own impulses) rather than waiting for someone else to begin.
Become more sensitive to full communication. Watch facial expressions, tone of voice, gestures, and posture.
Take a risk. Say how you feel. Try something new.
See the uniqueness in each of your fellow team members. Try to build relationships. Pray for each team member.
Be trusting of yourself, of others and of the group process.
Be responsible. You are 100 percent responsible for getting what you want from the team and ensuring the team’s success.
I include this list to make a point: it takes effort to build a team, and we naturally resist tasks that require more effort unless we see and embrace the value in them. In the short-term it seems easier and more productive to work alone; in the long-term it is easier and more productive to work in team.
Andrew Carnegie was an American industrialist and philanthropist who lived from 1835 to 1919. These words are inscribed on Andrew Carnegie's gravestone:
Here lies a man who knew how to enlist into his service people better than himself.
Andrew Carnegie observed:
It marks a big step in your development when you realize that other people can help you do a better job than you could do alone.
Application:
What apprehensions do you have about developing leaders?
What rewards come with developing leaders?
Recognizing Potential Leaders
I admire the training process that McDonald’s takes their young staff through. How do they take a typical teenager from a preoccupation with pimples and hormones to a responsible staff member that is concerned with meeting the needs of their customers? This statement appeared in the McDonald’s Corporation 2002 Annual Summary Report:
Canada – It’s 3:00 p.m. and the manager of the McDonald’s on Lougheed Highway in Maple Ridge [British Columbia] is coaching his crew at the front counter to ensure they have the tools necessary to deliver premier customer service. We know that proper training is critical to both job satisfaction and to wowing our customers. Our goal is to increasingly use technology to relieve managers of many of their administrative tasks so they can spend more time with their customers and crews.
Where does McDonald’s find their managers? From their pool of young staff that show the potential and drive to become leaders.
Andrew Carnegie had, at one time, 30 millionaires working for him. Someone asked him, "How did you hire all these millionaires?"
Carnegie looked at the inquirer and replied, "None of them were millionaires when I hired them. When people ask me how I find such men I answer, 'It's like mining for gold. When you start mining for gold you have to move tons of gold. When you start mining for gold you are willing to overlook the dirt.'" Andrew Carnegie was a strong leader from which you and I can learn.
We must first acknowledge that the process of recognizing leaders begins with prayer.
Jesus models this principle in Luke 6:12-13:
12 One of those days Jesus went out to a mountainside to pray, and spent the night praying to God. 13 When morning came, he called his disciples to him and chose twelve of them, whom he also designated apostles. (NIV)
Prayer preceded the recognition of potential leaders. If Jesus went to prayer to start this process how much more so should we? Prayer calls upon God to move upon the heart of a suitable prospect and it positions me to recognize more clearly the person when we meet.
Jesus had the harvest vision but the disciples did not in Matthew 9:37-38:
37 Then he said to his disciples, "The harvest is plentiful but the workers are few. 38 Ask the Lord of the harvest, therefore, to send out workers into his harvest field." (NIV)
We usually overlook the continuity of thought into Matthew 10:1:
He called his twelve disciples to him and gave them authority to drive out evil spirits and to heal every disease and sickness. (NIV)
I like the prayer that John Maxwell has prayed many times as a leader, “Lord, is this the next leader that you are raising up for me to equip?”
Jesus not only told his disciples to pray for the multiplication of leaders, He lived out the answer to those prayers.
Moses was one of the greatest leaders to have ever lived. In Exodus 18:13-27 his father-in-law provided some wise leadership and management insight:
13 The next day Moses took his seat to serve as judge for the people, and they stood around him from morning till evening. 14 When his father-in-law saw all that Moses was doing for the people, he said, "What is this you are doing for the people? Why do you alone sit as judge, while all these people stand around you from morning till evening?" 15 Moses answered him, "Because the people come to me to seek God's will. 16 Whenever they have a dispute, it is brought to me, and I decide between the parties and inform them of God's decrees and laws." 17 Moses' father-in-law replied, "What you are doing is not good. 18 You and these people who come to you will only wear yourselves out. The work is too heavy for you; you cannot handle it alone. 19 Listen now to me and I will give you some advice, and may God be with you. You must be the people's representative before God and bring their disputes to him. 20 Teach them the decrees and laws, and show them the way to live and the duties they are to perform. 21 But select capable men from all the people — men who fear God, trustworthy men who hate dishonest gain — and appoint them as officials over thousands, hundreds, fifties and tens. 22 Have them serve as judges for the people at all times, but have them bring every difficult case to you; the simple cases they can decide themselves. That will make your load lighter, because they will share it with you. 23 If you do this and God so commands, you will be able to stand the strain, and all these people will go home satisfied." 24 Moses listened to his father-in-law and did everything he said. 25 He chose capable men from all Israel and made them leaders of the people, officials over thousands, hundreds, fifties and tens. 26 They served as judges for the people at all times. The difficult cases they brought to Moses, but the simple ones they decided themselves. 27 Then Moses sent his father-in-law on his way, and Jethro returned to his own country. (NIV)
In Numbers 11 (perhaps a year later) Moses is still talking like he is carrying the leadership load on his own. God responds by pouring out His Holy Spirit upon 70 elders.
Moses was raised in the palace of Pharaoh, the king of Egypt. Perhaps his upbringing had something to do with his resistance to team leadership. The Pharaoh was the supreme dictator of his domain. Yes, he consulted with others around him but his role was to be strong and decisive. Moses’ prophetic style of leadership was very effective in leading the Israelites out of Egypt but eventually he and the nation had to shift gears to more of a team approach.
The load became unbearable for Moses and fortunately he was desperate and humble enough to change.
What does our culture typically look for in leaders?
There are two distinct standards when someone is considered for a task: people's or God's.
People's
In the early days, the nation of Israel was not governed by a king. It was neither a monarchy nor a democracy, but a theocracy - where God was the ruler of His people. His directives were passed on to the Jewish nation through the chief prophet Samuel. The Israelites looked at the nations around them, however, and became enamoured with the "ways of the world". They wanted their own king - a ruler who was impressive by the people's standards. A prophet did not demonstrate the glitz, glamour and grandeur that a king could.
Having talked it over, the people came to the prophet Samuel and asked him to establish a king over the nation. They wanted to be like the other countries!
When was the last time you looked at what other people have and decided that you wanted what they have? When was the last time you turned on the television or walked through the mall and decided you "needed" something newer, flashier or faster? We do it all the time!
Samuel wrestled with the people's request. He initially took it personally, concluding that the people did not think he was good enough for them. But in 1 Samuel 10:17-24 God was clear on who the people were rejecting:
{17} Samuel summoned the people of Israel to the LORD at Mizpah {18} and said to them, "This is what the LORD, the God of Israel, says: 'I brought Israel up out of Egypt, and I delivered you from the power of Egypt and all the kingdoms that oppressed you.' {19} But you have now rejected your God, who saves you out of all your calamities and distresses. And you have said, 'No, set a king over us.' So now present yourselves before the LORD by your tribes and clans." {20} When Samuel brought all the tribes of Israel near, the tribe of Benjamin was chosen.
{21} Then he brought forward the tribe of Benjamin, clan by clan, and Matri's clan was chosen. Finally Saul son of Kish was chosen. But when they looked for him, he was not to be found. {22} So they inquired further of the LORD, "Has the man come here yet?" And the LORD said, "Yes, he has hidden himself among the baggage." {23} They ran and brought him out, and as he stood among the people he was a head taller than any of the others. {24} Samuel said to all the people, "Do you see the man the LORD has chosen? There is no one like him among all the people." Then the people shouted, "Long live the king!"
I get the distinct impression here that the people were whining to God and His prophet Samuel about a king, and eventually the Lord reluctantly decided to give them what they wanted. It was the people's standards - not God's standards - that motivated the request in the first place. God's answer to the people's request, therefore, was granted to them on their level. He sought out a man who was impressive by the people's standards. Saul stood head and shoulders above the rest of the people and they were pleased. The nation was impressed.
Saul had all the appearances of the man of the hour. He had the obvious physical characteristics that were "essential" for success!
You would think that the prophet Samuel would have learned, but when he looked over the sons of Jesse he saw the oldest son Eliab and thought to himself, “Surely this tall, good looking young fellow is God’s choice for the next king.” God quickly corrected Samuel and reminded him not to look at his outward appearance because the Lord looks at the heart. Eliab’s heart comes out when he rushes up to his youngest brother, David, in anger when he asks questions about Goliath. Eliab despised David’s size and appearance and with a sneer snaps, “Why are you here and where did you leave those few sheep that you should be tending?”
Have you ever wished that a celebrity or superstar athlete would become a Christian so he or she could do great things for God? Have you ever prayed for the salvation of the world's greatest minds or that the hottest physical specimens would say "yes" to Jesus so they could convince others to follow Him too? Have you ever yearned for the conversion of the world's wealthiest or most powerful people so they could make a significant impact on planet earth? I have
The Bible, though, is clear that the world's most valued assets can be tremendous handicaps in the kingdom of God. Wealth, intelligence, abilities and appearance can, if you let them, actually prevent you from being the person God uses.
God's
Because Saul was appointed through the appeal and standards of the people, he was compelled to please the people. He had been awaiting the prophet Samuel to offer the sacrifices and prayer before they did battle with the Philistines. Samuel was late in coming and Saul panicked, driving him to disobey God by offering the sacrifices himself - a privilege reserved for the priest.
We read of the consequences in 1 Samuel 13:13-14:
"You [King Saul] acted foolishly," Samuel said. "You have not kept the command the LORD your God gave you; if you had, he would have established your kingdom over Israel for all time. {14} But now your kingdom will not endure; the LORD has sought out a man after his own heart and appointed him leader of his people, because you have not kept the Lord's command."
The Lord turned from King Saul to find another leader for His people - one whose heart was fully devoted to Him. God determined that the next king would be chosen according to His standards rather than the people's standards.
Saul's successor, David, was chosen by God to be king not by human standards, but by the condition of his heart. What was the condition of David's heart? What was it that set him head and shoulders above the crowd in the spiritual realm? Here are just some characteristics of David that demonstrated he had a heart after God:
Worshipful - David knew how to express his worship to God
Obedient - in the midst of pressure he decided to follow God
Sincere - he was open in expressing his feelings and attitudes
Compassionate - he was kind to those less fortunate than himself
Respectful - he did not undermine King Saul's authority
Repentant - he was not perfect, but he repented when confronted for his sin
Time reveals that God's criteria will take a person further than people's criteria. If I had to choose between two people for leadership with one excelling in talent and the other in character, I would take the one who excels in character any day! It is nice to have both, but I have seen far too many brilliant, gifted, attractive leaders fall due to weakness in their character.
Ask yourself who you would rather have on your leadership team:
Saul or David?
Samson or Joseph?
The Apostle Paul provides these guidelines to his young protégé in 2 Timothy 2:2, “And the things you have heard me say in the presence of many witnesses entrust to reliable men who will also be qualified to teach others.” I summarize these principles of Paul with these qualities:
F – Faithful
A – Available
T – Teachable
There certainly has to be giftedness and passion for ministry, but if these character qualities do not accompany them I do not feel good about “drafting” this player for our leadership team.
When in their prime under the leadership of Coach Tom Landry, the Dallas Cowboys did not draft according to position. Instead of looking for a receiver or a linebacker, they would look for great athletes with strong character.
1 Timothy 3:1-13 lists more qualities necessary for leadership:
1 Here is a trustworthy saying: If anyone sets his heart on being an overseer, he desires a noble task. 2 Now the overseer must be above reproach, the husband of but one wife, temperate, self-controlled, respectable, hospitable, able to teach, 3 not given to drunkenness, not violent but gentle, not quarrelsome, not a lover of money. 4 He must manage his own family well and see that his children obey him with proper respect. 5 (If anyone does not know how to manage his own family, how can he take care of God's church?) 6 He must not be a recent convert, or he may become conceited and fall under the same judgment as the devil. 7 He must also have a good reputation with outsiders, so that he will not fall into disgrace and into the devil's trap. 8 Deacons, likewise, are to be men worthy of respect, sincere, not indulging in much wine, and not pursuing dishonest gain. 9 They must keep hold of the deep truths of the faith with a clear conscience. 10 They must first be tested; and then if there is nothing against them, let them serve as deacons. 11 In the same way, their wives are to be women worthy of respect, not malicious talkers but temperate and trustworthy in everything. 12 A deacon must be the husband of but one wife and must manage his children and his household well. (NIV)
We don't want to offend people - we would rather please people. However, we need to realize that we only have so much time and energy and that we must prioritize your relationship time. Jesus did with the twelve apostles and with three apostles particularly: Peter, James and John. Beware of cliquishness and exclusivity, however, because Jesus had other friends (e.g. Mary, Martha and Lazarus) and He mingled with the crowds and with "the undesirables" (e.g. Zaccheus).
Application:
List characteristics you should look for in potential leaders.
List 3 potential and present leaders with whom you should be spending more time.
List 3 people with whom you should be spending less time.
Equipping Leaders
Wes Mills went to an internship seminar at Full Gospel Bible Institute in 1986 with the intent to equip a potential leader through an apprenticeship. I had the privilege of becoming an intern with Wes and I grew by leaps and bounds through the process. Since then I have taken a number of interns under my wing to help them to learn and to grow. Such a mentoring relationship is one of the most effective ways to equip leaders.
Bob Logan’s educational philosophy of “just in case training vs. just in time training” has profound implications on leadership development. “Just in case training” emphasizes the transfer of large volumes of information from the teacher to student with less concentration on application while “just in time training” seeks to capitalize on teachable moments when the learner sees the immediate relevance of the information that the teacher is imparting. Like so many rabbis that preceded Him, Jesus of Nazareth called disciples or learners to follow Him. Having embarked on this journey, ordinary men with little formal education watched, listened, and interacted with their teacher. Jesus knew there was a time coming when He would physically leave them so, rather than simply pour a large amount of information into their brains, He instructed them in the ways they should go, modelled these ways for them, let them go and practice, then called them back for a debriefing session. Even though the short-term results were disappointing by our standards, two thousand years later we can attest to the effectiveness of His methods. Formal training through the classroom and books has a place, but they are no substitute for the Holy Spirit and for human mentors when it comes to developing fruitful leaders.
I like Carl George’s VHS (Vision, Huddle, Skills) outline for leadership meetings and I keep this in the back of my mind when planning and conducting these sessions. When I met with our pastoral staff in Wetaskiwin I would use these basic questions as springboards for discussion:
How are you doing personally (physically, psychologically, spiritually and relationally)?
What are your greatest recent successes that we can celebrate together?
What are your biggest challenges?
How successfully are you overcoming these challenges?
What are your options in overcoming these challenges?
Which is the best option?
When can we meet next to review your progress?
How can we pray together?
“Show how training” through apprenticeship can be summarized this way:
I do – you watch
I do – you help
You do – I help
You do – I watch
You do – someone else watches
Are you one care giver or are you a maker of care givers? What do you currently do alone that you can include someone else on?
There is a big difference between knowing what to do and doing what you know.
Application
Name one potential or present leader that you can help to develop then work through the following:
What characteristics does this person have that makes him/her a good candidate for leadership?
Name one skill you would like to help this person develop.
Using the “show how training” model list the steps you will take with this person.
Name a person that you will make yourself accountable to in the follow-through of these steps.
Share your steps and the name of the person you will make yourself accountable to with the group.
Pray for this potential or present leader.
Sending Out Leaders
Unfortunately, leadership training is often reduced to this:
Albert Einstein (1879-1955) concluded, “Imagination is more important than knowledge.” Ironically:
He could not talk until he was 5 ½ years old and had been written off by his teachers as a retarded young boy.
Has lived in his own world of imagination but his mother did not interfere with her son’s behaviour.
He was given an honorary doctorate degree in math from Princeton University in order to become a teaching professor at Princeton University. Einstein could not do math the way they wanted him to do math and that is why they had to give him an honorary doctorate degree in math.
Albert Einstein grew to have an enormous impact on the scientific world, eventually winning the Nobel Prize for Physics in 1921. He recognized that “outside the box” thinking was essential if we are to progress. The North American church must deploy Holy Spirit-inspired imagination if we are to thrive in the new millennium, much less survive. We cannot afford to continue with a “business as usual” mentality. God is calling us, not to retreat in fear, but to step forward with boldness.
The call to developing and multiplying leaders includes a commitment to celebrating the diversity of God’s creation and giftedness in others.
One of the greatest tests of your commitment to multiplying leaders arises when the time arrives for you to send out your best ones (including yourself).
Jesus’ words in Luke 6:38 apply to many areas, including sending out leaders: Give, and it will be given to you. A good measure, pressed down, shaken together and running over, will be poured into your lap. For with the measure you use, it will be measured to you." (NIV)
I try to think at the conclusion of every church gathering we have that I am sending out leaders into homes, neighbourhoods, schools and workplaces. If our primary focus is on building numerical attendance at our church gatherings we will tend to gather people more than to send people. If our emphasis is on building congregational statistics we will want to hold on to leaders. If our goal is to expand the kingdom of God and its influence through the nations we will rejoice when the Holy Spirit speaks and works like He did in Acts 13:1-3:
1 In the church at Antioch there were prophets and teachers: Barnabas, Simeon called Niger, Lucius of Cyrene, Manaen (who had been brought up with Herod the tetrarch) and Saul. 2 While they were worshiping the Lord and fasting, the Holy Spirit said, "Set apart for me Barnabas and Saul for the work to which I have called them." 3 So after they had fasted and prayed, they placed their hands on them and sent them off. NIV
Application
Pause and ask the Lord to show you one person in your church that He might be calling and preparing to be sent out. If a person comes to mind write that name down. Without mentioning that person’s name, let’s talk about how you are going to prepare and send this person out.
I will try to summarize my thoughts by using a sports analogy. My goal is to build the strongest team possible in my context and to send out others to establish strong teams in other contexts. One of the keys to building a strong team is to build a strong coaching staff. When I seek to add to our coaching staff and our administrative staff the first place I look is within our team. What potential pastors is the Lord calling from within our congregation? If the person needed for a particular portfolio we feel directed to develop is not found within our team we need to look elsewhere.
My wife and I have a nephew that is a talented soccer player. He recently underwent knee surgery and this has forced him to the sidelines where he coaches the team for which he once played. When I asked him how he likes coaching he replied, “I like it because I see a lot more of what is happening on the field from the sidelines than when I am running around on the field.”
Do you work on the church or in the church? Frequently television cameras focus on the coach standing on the sideline observing, strategizing, encouraging and correcting the players. Football teams have an assistant coach in a booth high above the field studying their own players and the opposition. Their larger perspective enables them to see formations and plays developing that the players are too close to see. The coaches carefully review the film of the last game to analyze the team’s performance and to determine how they can improve. Ministry in the pastorate can get to be quite a grind. I know what it feels like to be working late with a pressing deadline looming and with a body and mind that wants to go home to bed. When I am in this condition the harder I push myself the less I accomplish. Sometimes this is necessary but I cannot operate in this mode day in and day out. My perspective, freshness and ability to hear from the Lord soon dry up and I “can’t see the forest for the trees”.
There is a balance to be struck in this area. I need to stay engaged in the harvest and in people’s struggles enough to keep in touch with what is happening in the world around me, but I need to build enough margins into my weekly schedule to sit down and look out the open window to dream about the way things can be and should be.
As head coach/player coach of the team I must take the time to communicate with the management. I need to hear God’s voice so I can be clear and confident in my ability to articulate vision and direction to the team. Recently an older pastor friend strongly encouraged me to pay attention to the times when I cannot sleep. These could be times when the Lord wants to speak to me. I need to carve out time to simply pray, think, read and write. This moves me beyond the daily grind and away from the edge of adrenaline addiction to a clear head and a bold heart.
The dressing rooms of sports teams come equipped with chalkboards or whiteboards. These are useful tools that provide opportunity for chalk talks or “just in time training”, last minute preparations before the game begins, mid-course corrections at half-time or reflections after the game is over. As a “High C” personality type trained in the formal seminary atmosphere my tendency is to prepare students with loads of information before they get into “the real world”. I still remember the looks on students’ faces when I spoke at a Bible College a few years ago on issues that were immediately relevant to my work as a pastor. These young people looked like I do when I have just feasted at a huge buffet – they were stuffed! They had been accumulating all this information for at least six months and they could not contain anymore. I am learning to become less obsessive compulsive in preparing truckloads of information for my sermons and leadership training sessions. It is better that people leave wanting more rather than less.
I have come to the conclusion that we cannot afford to pay church leaders that simply run programs. They need to have the proven ability to develop other leaders before we can look at paying them for their work. I recognize this as a good start, but now the challenge is for us to develop our abilities to multiply third and fourth generations of leaders. When I think of the exponential growth this will lead to I am astounded!
Application
What is one thing I can take from this session and apply immediately?
Recommended reading:
Cole, Neil. Cultivating a Life for God. St. Charles, IL: ChurchSmart Resources, 1999. 122 pages.
Maxwell, John C. Developing the Leaders Around You. Nashville, TN: Thomas Nelson, 1995. 213 pages.
McGinnis, Alan Loy. Bringing Out the Best in People: How to Enjoy Helping Others Excel. Minneapolis: Augsburg, 1985. 184 pages.