As the leaders generate those kinds of futures, it is almost always beyond what anyone can fulfill individually. This is why there is power in the group. The vision of a new possibility is fulfilled in the commitment and coordinated action of the group. Collective action is the foundation for an expanded possibility (Zaffron, 2013).

It takes courage to be a leader. It is common for a leader to face being thwarted. However, a leader takes the stand for the new future, even when it is only a possibility, not yet a reality, and even when it exists only in our language. Imagine yourself in the shoes (sandals) of these prophets. They are prophesying about a future that is described to be completely different from what the audience has experienced in the past and in their present.

The courage of these prophets to declare new possibilities is definitive of their leadership strength. With every word, there is meaning. Language gives the world its meaning. Our speaking impacts the world to match our words. The reality, conditions, and circumstances of the future do not exist in facts. Instead, they exist only as products of the conversations we are having. Language becomes a fundamental access to fulfilling what matters, what is important, and what is possible (Zaffron, 2013).

 

The Book of the Month Club is a powerful group that opens your mind to the strongest possibilities.  Go and join the club now!

 

Ask God for a vision of a new future that you can take a part of creating.

Individuals and groups, alike, experience problems. Whether you see yourself as a leader or not, you intend to address problems that come your way. We intend to change the situation into one that does not have to deal with problems. However, even as we do this, we find ourselves experiencing more of the same problems.

Once we solve a problem, another one shows up. Often times, as we try to fix problems, we do not experience expected results.  The reason why we are never problem-free is because the solutions we experienced only exist on a superficial level. There is something within us, a blind spot that is left untouched. This particular blind spot is often the perpetuator of the problem.

 

Zaffron and Logan (2009) tell us that for every problem, there is already a future that is already written about each of the problems we face in our subconscious. The future includes people’s assumptions, hopes, fears, resignation, cynicism, and even “lessons learned.” Even if most of us are unaware or in denial about this future, it is the context in which we try to create change for ourselves and for the groups we belong to.

 

When you ask a person what they really think will happen to them or to their organization, they live every moment as if it is destined to come about. One example of this is when an employee is reduced to going through the motions, never fully engaging in his company’s mission and vision, never taking on any politics that they believe is holding the company back. The context of their actions and their decisions is always based on a default future that they may or may not recognize.

 

 

 

The Book of the Month Club is a powerful group that opens your mind to the strongest possibilities.  Go and join the club now!

How do you see yourself rewriting the future?

Often times people displace them by engaging in things they don’t like, getting mixed up in affairs they don’t believe in, or expressing things they are not convinced of themselves. There’s no such thing as “I have no choice.” or “I’m still waiting for something better to come along.” You have the power to make changes and transform your life. As a space for transformation, you are not bound to or counting on anything else.

You are a space by which your life happens. Know that you can create space for transformation. You have the ability to go from whatever kind of life you lead today to the life that you’ve always intended.   In fact, everything in your life depends upon you. With this in mind wouldn’t it be silly to engage in things that you don’t like or torture yourself in order to make a living. Do what you are passionate about and put all your effort in that. That future is something that you deserve. Why displace yourself by engaging in actions that you don’t intend to engage in?

It just doesn’t make sense. Maybe you’ve encountered a complaint between you and a client at work. And although you see the point of the client, you bring yourself to say “Just doing my job, ma’am/sir.” That’s not how it should work. If you truly believed in the cause that you were supporting you would be able to give more evidence than simply your job description.

Do the things that you love and you will find your transformation will come naturally as you go.  The context of leadership is about making the decision to be the better you. You are a space by which your life unfolds. You are the one that sets the condition for change in your own life. Accommodate others in your model of a better life. Set your eyes towards a way of living that benefits everyone.  Transformation isn’t about getting ahead of others or doing better than others. It is about surpassing you and inspiring others. Contribute to the world with the use of your talents and encourage others to be open to their own transformation.

 

 

 

The Book of the Month Club is a powerful group that opens your mind to the strongest possibilities.  Go and join the club now!

Have you set the intention to contribute to the world?

After the Israelites were freed from Egyptian bondage, they journeyed toward Mt. Sinai, in accordance to the Group Word that they have received from Abraham, which was delivered by Moses. The Lord provided food, water, and protection in the wilderness (Weliever, 1998). After being numbered and organized, they were not ready to enter the Promised Land. Like any endeavor, there must be a collective intent to accomplish a goal. They co-initiated. There must also be planning and preparation.

The Israelites set out to survey the land (Deuteronomy 1:20-23). This was in line with co-sensing. They were set to observe what they were going into. They intended to open their minds and hearts to the task at hand. After 40 days, the 12 spies that were sent out returned and admitted that Canaan was a wonderful land. However, they expressed doubt that they could conquer these strong people. Only two of the spies, Caleb and Joshua, said they were able to take the land (Numbers 13-14).

 

While the 10 other spies correctly saw the height and strength of the inhibitors of the land, they lacked in the sensing department. They only saw the obstacle. While they saw that the land was indeed bountiful, the 10 other spies could not see the most important thing. It was God who will enable them to claim this land. They took for granted the fact that they were not going to do this by their own power and might.

 

Scharmer (2007) said, “When sensing happens, the group as a whole can see the emerging opportunities and the key systemic forces at issue.” Joshua and Caleb were the ones who were able to successfully sense the issue at hand. They did not just sense the obstacles, they sensed the source and they sensed the rewards of the victory that was promised to their Nation (group), a promise that was passed on from the time of Abraham.

 

Weliever (1988) described Caleb and Joshua to be different. They had a different disposition and a different attitude toward God and his work. They saw themselves as co-creators with God for the promise that was given to the Israelites. They said it themselves: “We are well able to overcome” (Numbers 13:30, emphasis added). These were the attributes of that these two young men had:

 (1) Faith. They said, “We are well able to overcome” (13:30). They

believed in themselves, in their fellow Israelites and most

importantly in their God.

(2) Confidence. Concerning the Canaanites Joshua said, “The

people are bread for us: their defense is departed from them, and

the Lord is with us” (14:9). They had the confidence in the outcome

of this undertaking, because they knew they were doing the will of

God.

(3) Courage. Joshua said, “fear them not” (14:9). He was not afraid

of the giants, the walled cities or the strength of the people.

(4) Action. Caleb said, “Let us go up at once, and possess it”

(13:30). Positive people say, “Let’s go and do it now!”

(5) Thankfulness. They understood the land was a gift from God, a

blessing due to his delight in them (14:7-8). True appreciation for

one’s blessings will lead to action and obedience. (Weliever, 1988)

 

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What can you learn from the behavior of the spies?

Leaders who have actually made a difference in the world exhibited some form of custodian or stewardship. These are the leaders who sought to serve rather than protect or gain self-interest. People have looked to them for guidance and direction even in times of indecision, turmoil, or trouble.

 

There was this man named Cincinnatus who lived in the 5th century B.C. in the Roman republic. He was a farmer. When the Roman army was surrounded, they called upon this man to lead them into victory. McKinney (2009) said, he came, he saw, he conquered, and then he went home and went back to plowing his field. He gave up the reins of power and went back to his plow when the task was done and the crisis was over.  True leadership is about selfless action. It involves taking yourself out of the picture and considering the needs of the group as a whole. It is a mindset that involves thinking about what other people need into account when even your own needs are pressing. Now we ask, does this kind of leadership still exist in the world today? The answer is yes. How, you ask? The answer is simple: It’s everyone’s business to create this kind of leadership in this world. This means, it’s your business too.

 

Wherever you are, whether you are involved in the government or business, guiding young minds, leading a family, a sports team, or a committee, a class project, or a carpool, everyone has a leadership role to play. We are thrust into many different leadership roles again and again, throughout our lives. We are all responsible and accountable for the groups we belong to. We are all leaders.  (McKinney, 2009)

 

The term “custodian” is the same as the word “steward” as it is used in the Bible. The steward watches over whatever is placed under his or her trust by the one who owns it or for those who will benefit from it.

 

Stewardship is a service performed for others. It is not about ownership or control. It is not a technique. It is who and what the leader is. It is an attitude—a state of being—a way of looking at the world. But it is not the passive, hands-off leadership that some have attributed to this way of thinking. It is a component of leadership without which leaders cannot fully function. (McKinney, 2009)

When we talked about leadership that follows a stewardship approach, this means that leaders do not take away the freedom, choice, accountability or responsibility of the followers. Just as the leaders should serve and protect the welfare of those they lead, the followers must be enabled to do the same thing. The followers must also operate in the mindset that they must act in service and selflessness. This creates a kind of self-leadership at all levels of the group. Moreover, McKinney (2009) noted how this promotes an environment where each member of the group is empowered and motivated towards the good of the whole group, because it is in the best interest of all.

 

Block (2013) described stewardship as, “an umbrella idea that promises the means of achieving fundamental change in the way we govern our institutions” (p. xxiv). In the old days, a steward was someone who protected the kingdom while those rightfully in charge were away. A steward was usually placed in position to govern for the sake of an underage king. Looking at this historical concept of leadership, the “underage king” in our present context is the next generation. We choose service over self-interest because we intend to build the capacity of the next generation to govern themselves (Block, 2013). Stewardship is about the willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control, of the people around us.

 

We must ask ourselves: Is our leadership fueled by self-interest or shared success? Self-interest promotes the leader, while shared success promotes the team (Hudson, 2013). Self-interest pushes itself into the spotlight, while shared success pushes others into it. Self-interest passes the blame for failure, while shared success takes the responsibility for it.

 

The Book of the Month Club is a powerful group that opens your mind to the strongest possibilities.  Go and join the club now!