Ken FongEvergreenBaptist ChurchRosemead, California
Check the vision DNA.
After making sure that someone has demonstrated Christ-like character and some necessary expertise, I look for a third element. Many wonderful members of our churches have these requirements but embrace a different ecclesiastical paradigm. They may have served tirelessly, faithfully, even sacrificially, but we experienced mutual frustration and organizational entropy.
As we call out new board members, teachers, and group facilitators, we seek to determine if the candidates not only love Jesus passionately but also enthusiastically love where Jesus is taking this church these days.
Our current vice-moderator had never been a board member before. She was reluctant to accept this call. But as we reminded her that she was already committed to the vision, mission, and values of our church, it became obvious to her that it was time to step out and become a leader-servant with us.
This doesn’t mean we always agree, but her Vision DNA is such a good match that we all sense we’re on the same page.
We seek church leaders who share the heartbeat of this church.
Erwin McManusMosaicLos Angeles, California
Character first.
We don’t look for competencies. Genghis Kahn was a great leader, but I don’t want him leading the church. I don’t want to make everybody a better leader, but instead better followers of Christ. In future leaders, I look for three character traits—humility, faithfulness, and gratitude.
I look for those who are willing to do whatever is asked, nothing is beneath them; for those who are willing to do the small things and to see them through; people who will do without and yet be grateful for what they have in life. I look for people who are proactive and passionate. Those are good indicators that I have an emerging leader.
The best recommendations come from within the community, those who’ve worked with the person. At a distance, everybody looks good. Maybe someone is simply good at writing resumes. I wait for a person’s reputation to surface. When the community starts talking, I investigate. One of our leaders started as a janitor. Our student ministries pastor first volunteered as a parking security guard.
Our character-based system requires that people start from the bottom and work up.
Cheryl SandersThird StreetChurch of GodWashington, D.C.
The Maytag Test.
For me, the most important characteristic indicating potential for leadership is dependability.
I experienced great frustration in ministry when capable, intelligent, critical thinkers prove themselves unsuitable for leadership because they cannot be depended upon to “show up” or “follow through.”
In our congregation, people sometimes get selected for leadership positions not because they possess the most impressive gifts, talents, and training, but just because of their level of commitment.
I don’t know which is worse—dependable persons who lack the aptitude for leadership, or gifted persons whose issues and preoccupations preclude effective service.
The only way I know to teach dependability is to practice it, but it is painfully obvious to me that not everyone is impressed by my example.
In my view, the ideal leader brings gifts and insight to the task having counted the cost in terms of personal time and resources.
Discipleship implies that God can depend on us to show up, follow through, and care.
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