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Overview
Pastor, author, and leadership consultant unpacks instruction for church leaders found in 1 Peter 5:1-4 where they are exhorted to shepherd the flock among them.
Some instruction is timeless. Regardless of the age in which we live, certain instruction carries no expiration on its relevance. Pastor, author, and leadership consultant, Larry Osborne has discovered this to be the case with instruction on how to be a good leader. The best, most practical advice comes from the Bible, and in particular, 1 Peter 5:1-4. It's in this short passage where leaders are exhorted to shepherd the flock among them.
Unfortunately, most modern leaders have precious little experience tending sheep, and many of the implications that were well understood when Peter penned these words are lost on today's reader. Osborne finds the parallels to be numerous, well-worth reviewing and understanding anew.
A shepherd leads them to water even when they fear it. A shepherd never allows one sick lamb to destroy the flock. A shepherd lays down his life for his sheep . . .
When leaders truly understand Peter's words of exhortation to lead like a shepherd, then they will begin to see the path that leads them to Leading Well.
Product Details
| ISBN-13: | 9780718096427 |
|---|---|
| Publisher: | HarperCollins Christian Publishing |
| Publication date: | 08/22/2023 |
| Series: | Next Leadership Network |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| Pages: | 188 |
| File size: | 773 KB |
About the Author
Larry Osborne is a teaching pastor at North Coast Church in northern San Diego County. North Coast is widely recognized as one of the most influential and innovative churches in America. Osborne speaks extensively on the subjects of leadership and spiritual formation. His books include Sticky Teams, Sticky Church, 10 Dumb Things Smart Christians Believe, and Spirituality for the Rest of Us. He and his wife, Nancy, live in Oceanside, California.
Read an Excerpt
CHAPTER 1
LEAD LIKE A SHEPHERD
I write about leadership and discipleship.
My publishers think it creates "brand confusion." And they compare me to an author who writes cookbooks and mystery novels. They worry that some readers will find it a bit confusing. Am I a Bible teacher or a leadership guy?
But I have my reasons. I believe leadership without discipleship is a waste of time. And discipleship without leadership is an idealistic pipe dream, a recipe for frustration and cynicism.
I find that those who focus solely on leadership tend to take discipleship for granted. They confuse organizational health with spiritual health. They assume that well-run, adequately financed ministries automatically produce disciples. Bigger tends to become synonymous with better, and increased levels of participation are mistaken for increased levels of discipleship.
Now there's obviously nothing wrong with a well-organized, efficient, and growing church or ministry. It sure beats the alternative. But at the end of the day, Jesus didn't call us to create great churches or impressive organizations. He called us to make disciples.
However, a laser-like focus on making disciples is not much better if it downplays or ignores the importance of quality leadership, structures, and systems. These things matter. They're never neutral. They are either working for us or against us. And in the case of those who ignore them, they almost always end up working against them.
I've also noticed that those who focus exclusively on discipleship, evangelism, and the inner life are often cynical toward the local church. They have little patience with those who lag behind because they assume these things are simply a matter of proper commitment and priorities. They don't realize the drag dysfunctional systems and unequipped leadership can have upon the work of the kingdom.
THE TWO SIDES OF THE COIN
The fact is, both leadership and discipleship matter. They are two sides of the same coin.
When a church or ministry is saddled with dysfunctional leaders, outdated traditions, bad systems, or a flawed decision-making process, it will have a hard time making disciples. Church politics and infighting will suck up all the energy and focus that should be on the Great Commission.
But there is also no guarantee that a well-run church will make disciples. Organizational health and spiritual health are two different things. Numerical growth and spiritual growth are not necessarily connected.
And that's the reason for this book. It's a look at the kind of leaders and leadership values that will actually produce disciples rather than merely bigger and better-run churches.
It's not so much about the task of leadership as it is about the heart of leadership and what it means to lead like a shepherd instead of a CEO.
TESTED BY FIRE
Tragically, I've known more than a few pastors and leaders who spent their lives focused on the size of their flocks rather than the health of their flocks, the task of leadership instead of the heart of leadership. Many had successful ministries. And with their success came the praise of others and the envy of their peers. But I'm pretty sure Jesus wasn't all that impressed.
The apostle Paul warns that if we're not careful, we can build a ministry house that is nothing more than wood, hay, and straw — impressive to look at but incapable of withstanding the fire of God's judgment. And if we do, we'll one day stand before God and experience something akin to losing everything but our lives in a devastating fire.
But it doesn't have to be that way. The Scriptures also promise a totally different outcome for those of us who focus on the heart of leadership and the health of our flocks. Rather than losing everything we've worked so hard to build, we'll find that the flames can't harm it. And better yet, we'll one day receive a "crown of glory that will never fade away" (1 Peter 5:4).
AN ANTIDOTE FOR ARROGANCE
My personal quest to discover what it takes to lead well began after a couple of up-close-and-personal experiences with some of my early ministry heroes.
To my shock and dismay, they proved to be arrogant jerks. The wisdom and warmth they exuded onstage was nowhere to be found in the greenroom or offstage. They were loved by the masses and loathed by those who rubbed shoulders with them daily.
I can't think of anything worse than a lifetime of ministry praised by strangers but despised by those who know me best. So I started searching for mentors and models who could show me a better way. Happily, I found many who followed a different path, pastors and leaders who were more concerned with the health of their flock than the fame of their names.
Around that time I also noticed and began to dial in on the apostle Peter's powerful and simple advice to his fellow ministry leaders: lead like a shepherd.
It struck me as the perfect antidote for the arrogance I'd seen and a practical template that could fit almost any size or type of ministry. Now, decades later, I'm more convinced than ever that his simple paradigm is the missing ingredient in much of our current leadership curriculum.
As we'll discover in the coming pages, a shepherd has a unique leadership style. He doesn't drive his sheep like a cowboy. He doesn't seek to establish himself as an alpha dog, like a trainer, or treat his people as assets to be managed and maximized like a CEO of a publicly traded company.
That's not to say a shepherd doesn't provide strong leadership. He does. A shepherd doesn't ask the sheep where they want to go; he leads them fearlessly, confidently, and boldly to where they need to go, especially when the sheep don't like it. But we'll save that for later.
THIS BOOK IS FOR YOU
If you are a spiritual leader or aspire to become one, this book is for you.
Don't assume that Peter's leadership advice only applies to those who serve at the top of the leadership food chain. They aren't just for vocational pastors and staff members. They are for everyone who provides spiritual leadership. It doesn't matter if the group you lead is large or small, young or old, filled with longtime Christians or folks who are just getting started.
We forget that the early church met primarily in homes, and small homes at that. There were very few large churches and none by today's standards. Extremely limited mobility meant that most were simply neighborhood gatherings of believers.
That means that almost every biblical passage addressed to New Testament leaders (elders, overseers, pastors, deacons, and the like) was written to folks who were leading the equivalent of a modern-day overgrown small group.
Their flocks were not much larger than a Sunday school class. The formal training, theological acumen, and meticulous vetting that we tend to read into these passages simply didn't exist. First-century house churches didn't have seminary-trained pastors, governing boards, or paid staff members. They were led by shopkeepers, tradesmen, and farmers — regular folks who saw it as a privilege to shepherd a small portion of God's great flock.
So it doesn't matter if you're currently a small group leader, a Sunday school teacher, a church planter, a missionary, a denominational executive, or a megachurch pastor; the key to leading others well spiritually is still the same: lead like a shepherd.
All those who do so will one day hear those beautiful words, "Well done, good and faithful servant" (Matt. 25:23).
CHAPTER 2
AM I QUALIFIED?
If you've ever wondered if you're qualified for spiritual leadership, I have some good news.
You probably are.
While not everyone is eligible (the Bible lists some definite disqualifiers), a biblical catalog of the kind of people God chooses to appoint and use as spiritual leaders is filled with folks none of us would have picked. Jesus has a long history of drawing straight lines with crooked sticks.
Who knows? You might be next.
A MAN NAMED PETER
Consider the apostle Peter, the author of the text that we'll be digging into. He suffered the kind of leadership failure most of us would consider fatal to any future ministry plans. He betrayed Jesus. Three times. Even worse, he did so right after brazenly vowing that he would remain loyal to the death.
To his credit, Peter quickly repented. Instead of running away in shame, he faced his failure. Obviously confused and dazed by his disgraceful denials and the horrific death of the one he thought would soon be king, he nevertheless made his way back to the other apostles and huddled up with them as they tried to figure out what to do next.
Then word came that Jesus had burst forth from the tomb.
Everything changed.
Well, almost everything. For Peter, the dark cloud of his cowardly denials still loomed large. The once brash, cocky, loudmouthed disciple who'd been the first among equals had been put to the test and failed miserably. I doubt he had any visions of being placed back into leadership. He was just happy to be hanging around the fringes.
But Jesus had other plans.
One morning after breakfast he pulled Peter aside and gave him a new assignment. Sadly, our English translations fail to do justice to the nuances of the conversation. So let's take a closer look.
Jesus started by asking him a question. "Do you love me?"
The word he used for love was agape, a Greek word commonly used to describe the highest and most committed type of love — the kind of sacrificial love described in 1 Corinthians 13.
Peter answered, "You know that I love you."
But he used a different Greek word for love. He used philia, a word that denoted affection and brotherly love. After his spineless denials, he knew there was no way he could honestly claim to have an agape level of love for Jesus.
Yet despite this, Jesus told him, "Feed my lambs."
Then Jesus asked a second time: "Do you love [agape] me?" Peter answered the same way, "You know that I love [philia] you." And Jesus reiterated his new assignment, "Take care of my sheep."
But it didn't stop there. Jesus asked a third time. But this time he did something remarkable. He lowered the bar. He used the lesser word for love, philia. "Do you love [philia] me?"
Distressed and mortified by his failure and, according to the passage, hurt by the fact Jesus asked him a third time, Peter answered, "You know that I philia you."
Then Jesus once again reiterated his new assignment: "Feed my sheep."
Think about that for a moment. The arrogant disciple who had fallen the hardest and betrayed Jesus the most was not only reinstated to leadership but rather quickly reinstated at that.
That doesn't mean Jesus ignored or covered up Peter's failings. In fact, he did the opposite. He highlighted them with three pointed questions that were obviously designed to parallel Peter's three denials, and he included the story of the denials in all four Gospels.
It's as if he wanted to make sure Peter (and all of us) would never forget how badly Peter had messed up — or how quickly Jesus put him back to work.
If God only wanted perfect leaders with stellar résumés, he would have left a lot of stories out of the Bible. Peter's is just one example. The privilege of spiritual leadership has never been reserved for those with a perfect track record. It's been reserved for those who repent and run to the cross, no matter who they are or what they've done.
That's why if you're a spiritual leader (or have a desire to become one) there's no need to hide from your past. And there's no need to pretend in your present. God loves to save and then use the kind of people we'd least expect, people like you, me, and a guy named Peter who, despite his colossal failure — and his inability to look Jesus in the eye and honestly proclaim that he had an agape-level of love for him — still had a significant role to play.
RAISING THE BAR
Sadly, we have a long tradition of subtly raising the bar that Jesus came to lower in order to keep out the less than perfect.
It's not a trait unique to Christian leaders. It's a pattern found among all kinds of leaders and professions. For example, my wife is an accountant. There's one thing we've noticed over the years: the many state boards of accountancy are not in the habit of making it easier for applicants to become CPAs. And the same thing happens with doctors, lawyers, professors, arborists, tradesmen, and hairstylists. They all keep finding new ways to raise the bar of entry. It's human nature. Once we're in, we want to keep others out, especially those who are as unqualified to lead as we were when we first started out.
It was a huge problem in the days of Jesus. By the time he showed up, the Jewish standards for spiritual leadership were out of reach for all but the elite.
To serve as a priest you had to have the right pedigree. To become a scribe or scholar you had to be smarter than everyone else. To become a Pharisee you had to jump through an array of extremely difficult hurdles to prove that your self-discipline and intellect were far beyond the norm.
That's one reason why Jesus' choice of his apostles was so confusing to the religious leaders of his day. He broke protocol. Rather than raising the bar, he lowered it. His apostles were a motley crew. That's why the Pharisees, scholars, and other religious leaders had such a disdain for them. In their eyes, they didn't measure up.
Ironically, for the last two thousand years, those of us who call ourselves Jesus followers have tended to pick up right where the Pharisees and scribes left off. We keep making it harder and harder for people to step into leadership roles. We insist upon academic degrees, a deep and nuanced understanding of esoteric theology, experience, an unblemished past, and Navy SEAL-like discipline. It's our way of ensuring we keep out the riffraff, especially the people who are a lot like we used to be.
RÉSUMÉS AND JOB DESCRIPTIONS
Because I pastor a large and highly visible church, I'm often asked by search firms, pulpit committees, and pastors if I know of anyone who might be a good fit for a position they're trying to fill. They often mention they're looking for the caliber of people who serve on our staff.
I usually ask for a job description and a list of the minimum requirements for the job. After I get it, I almost always end up sending a note or email that starts out something like this:
Dear ____:
I'm so pleased that you consider our ministry staff to be filled with the kind of people that you are looking for in order to fill your recently opened staff position. But I regret to inform you that many, if not most, of our current staff members do not meet your minimum requirements for the job — and those that do did not meet them when we first hired them.
Inevitably, the first two qualifications they list as non-negotiables are education and experience. I've yet to see character, anointing, and giftedness at the top of any list.
Now don't get me wrong. I'm not suggesting there shouldn't be some minimum qualifications, but they need to be the right ones. Education and experience aren't determiners of success. They may eliminate some risks. But they don't guarantee godliness or success.
It reminds me of some church planting organizations I work with. A few have fallen into the trap of over assessing. They've raised the bar so high that only the safe and guaranteed-to-be successful can climb over it. Admittedly, they end up with risk-free candidates. And they don't have many failures. But they don't plant many churches either.
They forget that the apostle Paul, the greatest church planter of all time, took huge risks. He wasn't afraid to take a chance. As a result, he planted some pretty lame churches.
That's why he had to write all those letters.
By the way, none of this is meant to imply that we should ignore assessment, overlook sin, or toss out the biblical qualifications for leadership that Paul penned in his letters to Timothy and Titus. They are important and must be adhered to. Those who ignore them in a mistaken desire to be loving or give a second chance will rue the day.
I am suggesting that when it comes to deciding who's allowed to step into spiritual leadership, the quest for completely risk-free choices is not the way to go. Risk aversion too easily becomes success aversion.
The race doesn't always go to the swift.
Anointing doesn't always fall on the obvious.
The gospel's message of unmerited grace still applies.
It's not just a theological construct to pontificate and debate about; it's a reality we're supposed to live and lead by.
YOU DON'T HAVE TO BE A PROFESSIONAL
I've also noticed that when we think of spiritual leadership, we often assume the apex of serving God is found in what we call full-time or vocational ministry.
That's a tragic mistake.
I wish we'd place a moratorium on two phrases: "called into ministry" and "full-time ministry." Both are theologically incorrect and foster an unbiblical view of professional ministry as somehow being a higher calling than frontline ministry in the marketplace.
(Continues…)
Excerpted from "Lead Like A Shepherd"
by .
Copyright © 2018 Larry Osborne.
Excerpted by permission of Thomas Nelson.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
SECTION 1: SPIRITUAL LEADERSHIP,
CHAPTER 1 LEAD LIKE A SHEPHERD, 3,
CHAPTER 2 AM I QUALIFIED?, 9,
CHAPTER 3 NO ONE SAID IT WOULD BE EASY, 21,
CHAPTER 4 THE ORIGINAL PETER PRINCIPLES, 29,
SECTION 2: THINK LIKE A SHEPHERD,
CHAPTER 5 IT'S ALL ABOUT THE SHEEP, 39,
CHAPTER 6 WILLING TO BE MISUNDERSTOOD, 49,
CHAPTER 7 ADAPTING TO WEAKNESS, 59,
CHAPTER 8 ADAPTING TO BLIND SPOTS, 65,
CHAPTER 9 ADAPTING TO FEAR, 71,
CHAPTER 10 PURSUING THE STRAGGLER, 81,
CHAPTER 11 FLOCK FOCUSED, 89,
SECTION 3: SERVE WITH ENTHUSIASM,
CHAPTER 12 PRIVILEGED TO SERVE, 101,
CHAPTER 13 THE NO COMPLAINING RULE,
SECTION 4: LEAD BY EXAMPLE,
CHAPTER 14 SERVANT LEADERS, 123,
CHAPTER 15 SHEPHERDS AND COWBOYS, 131,
CHAPTER 16 WHAT WE ARE IS WHAT WE'LL GET, 141,
SECTION 5: TAKE THE LONG VIEW,
CHAPTER 17 PATIENCE, 151,
CHAPTER 18 WAITING IN THE WINGS, 159,
EPILOGUE: FINAL THOUGHTS, 165,
ACKNOWLEDGMENTS, 169,
NOTES, 171,
ABOUT THE AUTHOR, 175,