The 1 Thing - What Everyone Craves - That Your Church Can Deliver - Thom Schultz

The 1 Thing - What Everyone Craves - That Your Church Can Deliver

I enjoyed reading this book. The authors take the story of Mary and Martha and arrive at the book's thesis: What people want - what God wants - is a close, loving, trusting relationship between God and individuals.

"Luke, through his writing, plops us down in Mary and Martha's house. We get to witness what happens and we come away with a clear understanding of what is most important to Jesus. What would happen if we had plopped down in most churches today? What would we perceive? What would seem most important in the church? Would the 1 thing - an absolutely unmistakable emphasis on growing relationships with Jesus - shine through immediately? Or would well meaning but less important stuff distract from the 1 thing?" pg 22-23

The author then challenges us to develop a friendship with Jesus. "We make friends with Jesus much as we make friends with other people." Qualities of human friendships can provide an example for a relationship with the Lord.

He then offers this "Friendship Filter" for reordering a churches ministry priorities. Which option will best induce and enhance relationship - with other and with Jesus? If you were trying to grow a warm, human relationship using of of these options, which one would you use? Which option best creates a fireside ambiance - a setting that invites relationship building? Which option will telegraph to the world that building close relationship with Jesus Christ is a top priority here?

He then looks at how churches may appear to those who come from an unchurched culture. First - the Police Department - "The police department enforces the law. It makes sure people follow a long list of do's and don'ts. When lawmakers write new laws, the police officers stand on the front line to ensure the publics obedience."

Next the Theater - It is largely a spectator event - the action takes place on the stage - most shows are highly scripted, rehearsed and predictable - Stars provide box office draw. And what is the key objective to the Theater? To fill seats.

Then the Mortuary - Churches that are solemn - serious - certainly not fun.

Next the Seminary - Pastor Lectures - Students take notes and pour over texts - Facts get memorized - Papers get scored - and placement offices scatter the learned throughout the land.

In chapter Ten - the author begins to develop his idea of what church ought to be. "Since The 1 Thing is a relationship, let's look at the process of developing a friendship. we can think of four simple parts of that process: 1) Introduce Yourself 2) Go Someplace Inviting 3) Make Conversation 4) Do Stuff Together. These steps towards friendship can lead to lifelong commitment."

Again, I think this author has something to say. Many of us have learned how to "Fit in" at church - even if we go to a new one - we can adapt to the "game." But how many people come in our doors searching for something - a relationship with God. But they will never meet Him - until they meet us. Perhaps if we concentrate on fostering a relationship with them - they will foster a relationship with Christ.

The Six Fundamentals of Success: The Rules for Getting It Right For Yourself and Your Organization - Stuart Levine

The Six Fundementals of Success - Stuart Levine

I enjoyed reading this book. They were many basic practical words of advice about how to be successful in every area of life.

Levine builds around these six fundementals:

Fundemental #1 - Make Sure You Add Value
Fundemental #2 - Communicate Up and Down, Inside and Out
Fundemental #3 - Know How To Deliver Results
Fundemental #4 - Conduct Yourself and Your Buisiness with Integrity
Fundemental #5 - Invest in Relationships
Fundemental #6 - Gain Perspective

For someone who is experienced in business or leadership, much of this book would be pedantic. However, it is still good to be reminded of some of the most basic practices that lead to adding value to your business.

This book would be of great value to an up and coming leadership prospect or new business owner. He organizes his thoughts in a plain progressive manner. This book can be read in probably an hour to an hour and a half - but implementing all this book has to offer can take a lifetime. The sooner one learns and implements these priciples, the better off they would be.

Enjoyable read - but primarily for new leaders and business leaders.

Leadership Wisdom from Unlikely Voices - Dave Fleming

Leadership Wisdom from Unlikely Voices - Dave Fleming

I have always loved reading leadership books. And, over the last 18 months, I have tried to learn more about the Postmodern Movement, mode of thinking and how it applies to Church. Soooo .... when I saw this leadership book written from a postmodern perspective - I thought - "Brilliant!"

Was I disappointed. Perhaps this book would resonate with someone with a postmodern perspective - but I became increasingly frustrated with the "herky-jerkiness" of the book. There were some good thoughts - but no logical progression. (That is my modern mind showing through I fear)

In the second chapter, Fleming tells of falling asleep while driving his car - traveling several miles of twists and turns before awkening in a fog. About half-way through the book - I thought he might have fallen asleep at his keyboard - navigated his way through a few chapters - and left me in a fog!

Again - this may not be the fault of the author. It may resonate with younger leaders in the postmodern movement. If so, that is great. But to me - well - I guess I am old - modern - and just don't get it. (smile)

Let me know if you come to different conclusions after you read this book.

The Radical Leap - Steve Farber

The Radical Leap - Steve Farber

I have always loved reading leadership books. Over the last few years, some authors have adopted one of the teaching methods of Jesus. When He wanted to teach profound truths to people - Jesus told stories. Many business books today are doing the same thing. They tell stories to communicate business and leadership principles.

Steve Farber’'s book The Radical Leap is one such book.

The book is centered on the acronym: L.E.A.P. Four words describe leadership: Love - Energy - Audacity - Proof.

I will not give the story away … but I do think there are some quotes from the book that are well worth sharing.

“The difference between a madman and a professional is that a professional does as well as he can with what he has set out to do and a madman does exceptionally well at what he can’t help doing.”

I underlined this quote in the book. (Always read a book with pen or pencil in hand - make notes - underline - you never know when you will want to go back and review what you has determined is meaningful.) Then I asked myself this question: As Pastor of a church - am I doing a good job - or do I have such a passion for the work that I am the madman that can’t help doing what he loves so much? That is the Love - of the L.E.A.P. You cannot lead if you do not love.

I would hope that you have the fortune to do your work because you cannot help but not do it. I cannot help but do what I have been called - chosen - wired to do. I have to do it. I love it. If it means I am nuts - then so be it. I hope you are able to do that at your job - at your calling.

“Love generates Energy - inspires Audacity and requires Proof. LEAP is simply the Extreme Leader’s active, dynamic expression of love.”

Of course - in all leadership books - one has to talk about vision. And vision statements.

“A vision statement does not generate energy, love does, great ideas do, principles and values do. A vision statement that comes from a workshop exercise is usually about as energizing and memorable as a saltine cracker.”

“But vision from the heart is - by definition - an expression of love. And not only is that more energizing, it is energy.”

How many times has a company - or a church - concocted a vision statement - put it on a wall and thought it was going to change the world? Vision from the heart changes things.

However, I think my favorite quote from the book is: “If you keep reminding yourself and others about the importance of your work, about the great future you are striving to create, you will generate the energy you need to work through any obstacle and challenge. Your energy will be contagious to others.” That is leadership.

The book is not written to the church - but I can think of no more important work that what God has called the church - and every believer - to. We have been called to change the world. What we do impacts eternity. I think we need to be reminded of that - repeatedly.

I think as Pastor - I need to constantly remind each believer about the importance of the work we have been called to do. That is the “nugget” I took from this book.

Be forewarned - this book has some coarse language in places. But all in all - this book spoke to my heart about communicating the passion that is in my heart for the work that I do. Communicating that passion to the people I work beside. Communicating that passion to the people I have the privilege of leading.

Let me know if you read this book!

The People Skills of Jesus - Willian Beausay

The People Skills of Jesus - William Beausay

There are many books published today designed to help people learn more about Jesus. However, most of them are exegetical in nature – in essence, they take what the Bible has to say and translate that information into a modern setting. The People Skills of Jesus by William Beausay, II is a different type of book. The author does refer to biblical passages; however, for the majority of the book, it is as if he read the passage of Scripture, closed his eyes and imagined what Jesus did, how He did it, and how He dealt with people. From that point, Beaseay then develops principles to apply to most any relationship. His principles do not necessarily come from biblical passages, yet they do not violate any biblical passages either.

This book is not a “scholarly” work that will speak to the reader who enjoys the intricate nuances of Greek interpretation, but rather is a fresh approach to biblical material that many have heard before.

One such instance is the chapter entitled Finding the Handles. In this chapter, Beausay notes that Jesus skillfully used something that people were doing as a bridge to make a connection. He lists as examples Peter and Andrew, the fishermen, when Jesus said, “Follow Me and I will make you fishers of men.” To the woman at the well, Jesus said, “Whoever drinks of the water that I shall give him will never thirst.” Beausay concludes that finding people’s handles is no more difficult than watching what people are doing, and then taking to them about it. Be on the lookout for opportunities to bridge to others by using the events they are involved with every moment. He continues, “If they look exhausted, talk about fatigue and offer them rest. If they seem upbeat, talk about how excitement improves the atmosphere. If they are involved in a ‘scut’ project, talk about rising above nasty work. Whatever people are doing right now is a conduit for influence for communication and influence.” Again, this is not exegetical work, rather observations using a sanctified imagination.

Another chapter that caught the eye of the author of this paper was entitled, Ugly People. This chapter dealt with the issue of how people react to people who are outside a comfort zone. Again, in one of the more descriptive paragraphs in the book, Beausay describes some of the people that Jesus came into daily contact with. Using as examples beggars, lepers, corpses, and four thousand men who only occasionally bathe, he imagines the barriers that their appearance, odors, and physical disposition might offer. Beausay then translates that into modern day by challenging his readers to be like Jesus. He bridges from then to now by stating that there may not be people around us who are physically scarred, but that there are people who are socially stigmatized and forgotten. He challenges his readers to “talk to the outcasts, befriend the lonely – there are plenty around.”

Each chapter deals with another aspect of Jesus’ treatment of people. In the chapter, What’s Important, he deals with Mary, Martha, and Jesus and concludes, “What looks important often really isn’t.” In another chapter, Artfully Evasive, he deals with the way Jesus often gave evasive answers to probing questions for specific reasons. In professional relationships, he challenges his readers to keep in mind their “swots”: strengths, weaknesses, opportunities, and threats.

Every chapter held a nugget of truth. This book artfully gives insights on relationships with people. This book is well worth reading if one is looking for insights into improving relations with people, although it might have been helpful to tie each chapter to a Proverb that would reinforce the lessons learned.

A New Kind of Christian - Brian McLaren

A New Kind of Christian - A Tale of Two Friends on a Spiritual Journey - Brian McLaren

Over the last two years, I have read many books dealing with Postmodernism and the Church. Some have been very philosophical – some have been “I found it – you need to – or your church will die ... tomorrow” – but none have done a better job of explaining a postmodern mindset of Christianity than this book.

McLaren weaves a story about Daniel – a disillusioned pastor and Neo – a Science Teacher from the local high school. Through this story – the conversations – emails and phone calls – McLaren about postmodernism. He does not do this from a sociological, philosophical or even religious viewpoint – although all three are dealt with thoroughly – he deals with postmodernism as a historical shift in humanity’s journey.

There is no way I can encapsulate this book into book review form – but I will say that I was enlightened, challenged, encouraged and a bit terrified by this book. It does challenge parts of my theology -- greatly. It is more soft and fuzzy than concise and clean angled.

However, as I finished the book – one thought came to mind. Often times Christianity is something that we do. We mature in Christ by doing these things: church attendance, tithing, sharing our faith, reading our Bibles, etc. But what Neo seemed to be communicating was that Christianity is more about being – who we are – that leads to the right deeds. Again – I am still pondering this book – and will for some time.

I would have difficulty in recommending this book to a new Believer. However, I do think that those who are steadfast in their faith – but seek to communicate how people can connect with God to a new generation – would benefit greatly by reading this book.

Top Ten Mistakes Leaders Make - Hans Finzel

The Top Ten Mistakes Leaders Make - Hans Finzel

The story is told of the college football coach called practice to a halt to "chew out" one of his big freshmen tackles for making a stupid play. Head bowed, the big tackle stood in silence as the coach called him every kind of name, topping off the blast with, "What's your IQ anyway?" Startled, the tackle looked up, thought for a moment, and then answered, "20-20."

Many leaders could avert “stupid plays” if they would take some time and read The Top Ten Mistakes Leaders Make by Hans Finzel. Finzel states his purpose for writing this book as to help people who find themselves called to lead and are a bit apprehensive about blowing it. He states that the average leader faces at least five problems in learning how to lead. First, leaders often replicate the poor leadership habits they have observed in others. Second, leaders often lack basic skills for common leadership demands. Third, leaders lack good models and mentoring. Fourth, today’s leaders lack formal training in leadership. Fifth, today’s leaders suffer confusion over the conflict between secular and biblical leadership value.

Finzel then takes ten chapters, delineates ten different mistakes, and offers solutions for each. The first mistake, labeled as the number one leadership hang-up, is the top-down attitude. He states this even more convincingly when he writes, “I believe the number one leadership sin is that of top-down attitude autocratic arrogance.” This top-down approach to leadership is based on the military model of barking orders to weak underlings. This approach shows up with abusive authority, lack of listening, dictatorship in decision making, and an egocentric manner.

Finzel offers five reasons to why this style of leadership is most prevalent. First, it is traditional. Second, it is the most common. Third, It is the easiest. Fourth, it comes naturally. Fifth, it reflects the depravity of man. He then offers alternatives to this leadership style, the most appealing is the style of servant leadership. Finzel states that the key of servant leadership is to focus on others.

The second mistake that Finzel deals with is that of putting paperwork before peoplework. He observes the greater the leadership role, the less time there seems to be for people, and the more important peoplework is. He reminds his readers to remember that people are opportunities, not interruptions.

The third mistake is the absence of affirmation. Finzel reminds his readers that everyone thrives on affirmation and praise and that leadership has as much to do with relationships as with getting things done. He then challenges aspiring leaders to learn to read to varying levels of affirmation that those one leads needs.

Dealing with mavericks is the next mistake Finzel covers. He reminds his readers that mavericks often save organizations from the slide toward institutionalism. He also observes that most large organizations will ‘kill off’ mavericks before they can take root. He then challenges leaders to learn to recognize truly useful mavericks.

The fifth mistake Finzel addresses is that of dictatorship in decision making. He challenges leaders to move past the I know all the answers” attitude that stifles the value of individuals. In this chapter, Finzel contends the one who does the job should decide how the job should be done. In Finzel’s opinion, ‘flat’ organizations are the model of the future. Finzel concludes this chapter by saying, “When the best leader’s work is done, the people will say, ‘We did it ourselves!’”

Finzel then deals with the issue of delegation. Finzel observes that nothing frustrates those who work for the leader more than sloppy delegation. He states that there are several reason leaders do not delegate: fear of losing authority, fear of work being done poorly, fear of work being done better, unwillingness to take the necessary time, fear of depending on others, and lack of training and positive experience. Finzel offers five essential ingredients for clean delegation. First, faith in the one to whom you delegate. Second, release from the desire to do it better yourself. Third, relaxation from the obsession that it has to be done the leaders way. Fourth, patience in the desire to do it faster oneself. Finally, vision to develop others with ones delegation freedom.

Finzel labels the seventh mistake as communication chaos. He states that communication must be that passionate obsession of effective leadership. He observes the bigger the group, the more attention must be given to communication and when left uninformed, people tend to dream up wild rumors.

In the eighth chapter, Finzel deals with the mistake of missing the clues of corporate culture. He defines corporate culture as “the way insiders behave based on the values and group tradition they hold. Finzel offers six suggestions to deal with this conflict when it arises. First, as a leader, listen to win. Second, an effective leader will love diversity. Third, continually look for unity. Fourth, learn to like those who are different. Fifth, learn to separate methodology form theology. Finally, long for God’s Glory.

Finzel, in the ninth chapter, discusses the issue of mentorship. In essence, Finzel educates leaders how to prepare to transition leadership to another. He states that leaders make two common mistakes. Leaders tend to stay too long in a position rather than not long enough and leaders who stay too long do much more damage than those who do not stay long enough do.

In the final chapter, Finzel states that many leaders fail to focus enough on the future. It should be the chief preoccupation of the leader to provide vision.

The effectiveness of this book is based on the practical application that Finzel provides for each issue he raises. Not only does he effectively identify the problem, but he also provides direction to avoid the mistakes before they arrive. At the close of each chapter, Finzel provides “Powerpoints” which provide concrete actions to alleviate or avoid each of the ten common mistakes identified.

An additional distinction of Finzel’s book is the Biblical principles he alludes to throughout his writing. This is especially appealing to pastors and leadership in churches. Each of the mistakes Finzel identifies is also prevalent in churches and is not exclusive to the business world. As a pastor, the writer of this paper appreciated the insight and frankness of Finzel’s book.

This is a book that could be recommended to any leader, church or business, novice or experienced, or laymen or professional. It has a tremendous amount to offer each reader.