Jesus Cared by Knowing People

The first of three major ways that Jesus cared for people was by knowing them. We accept the fact that God knows all people thoroughly (Matthew 6:25-32) and that Jesus knew what was in the hearts of men (Luke 9:47).  Apart from divine insight, we see in the Gospels that Jesus invested time to get to know people personally.  Surely while walking many miles around Israel He conversed with the Disciples.  He asked them many questions not because He lacked the knowledge, but to enable the men to bring forth what they were thinking like the wise man in Proverbs (20:5).  Jesus knew the state of His followers (Proverbs 27:23).

It was attributed to Theodore Roosevelt that “people don’t care how much you know until they know how much you care.” In our efficiency oriented western culture, taking time to know a person involves a commitment.  The degree of knowing a person is in direct proportion to time spent with a person.  We can only superficially know a person at a distance or through periodic encounters.  Shared experiences, especially in challenging situations, allow for people to become more deeply acquainted.  There is no substitute for spending time with those you primarily lead in their home and work context with the intent to know more fully.

What we learn from the Good Shepherd and observe from good shepherd leadership instructs us on this topic of knowing.  In order for the shepherd of sheep to provide what is needed, knowledge is essential.  The shepherd is the one initiating to meet needs.  Although sheep cannot talk, the good shepherd can observe the signs of need, whether for food, drink, or deep restoration.  Not unlike a baby with a mother, needs must be discerned.  Some signs are more easily recognized while other signs require closer observation to an individual’s unique need.

In his excellent book, While Shepherds Watch Their Flocks, Timothy Laniak shares what he learned from living six months with shepherds in the Middle East.  He explains how good shepherds know their sheep by name and make effort to inspect them regularly.  Shepherds keep their hands on the sheep so they can feel how they are doing.  When sheep enter the sheep pen one after another the shepherd gets a close look at each and can notice what could go undetected in the pasture.

Similarly, when investing unhurried time with those we lead, the leader can hear from speech and observe from actions the kind of insight needed for nurturing health. How do those being served utilize the Bible for nourishing self and others?  What interpersonal skills are present or are lacking?  Where could people focus learning and development for greater enjoyment and effectiveness in ministry?  What areas for prayer does this person need?  Few people indeed have leaders who know them this well and love them enough to serve their real needs and wants.

A sad reality is that a leader can think he knows a person well and shockingly find out that there is some dysfunction or hiddenness. Hopefully if a safe and grace filled relationship is present to ask uncomfortable questions with loving accountability, self-disclosure will result and enable understanding and corrective behavior.  The enemy is devouring too many good people and good leaders.  Care by knowing deeply is essential.

Next blog: Jesus Cared by Providing for People


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Jesus, the leader who cared

We now come to the third of the three components of our CORE Model for living and leading like Jesus. Although the care component is addressed third, it is of no less importance than the lead and develop components.  From the life of Jesus we find Him leading, developing, and now caring for those He led.

If we had to choose just one passage in the Bible that succinctly tells God’s very personal care for people, one would be hard pressed not to select the Twenty-Third Psalm. In this treasure from the heart of David, we find eloquently stated what it means to have God as our Shepherd.  But now we turn to how Jesus cared as a living example of Psalm 23.

When we think about Jesus as a leader who cared, several pictures from stories in the Gospels should come to mind. Which pictures come to your mind? Jesus valuing the little children? Jesus calming the Disciples in the boat during the storm? Jesus committing His mother to John while on the cross?  How He related to people, His soothing words, His gentle touch, His loving glance, all teach us of the Savor’s care for those He encountered and led.

Jesus’ care and concern is equally seen in His cleansing the temple so that sincere worshippers were not abused. His harsh words toward religious leaders who were misleading people were an act of care.  And yes, His passion to take upon Himself the sin of the world was the ultimate sign of caring.  Jesus is clearly a leader who cared far more than any earthly leader.  His example is most worthy of our emulation.

In many cultures the caring function is viewed as a leadership weakness. It is something that mothers do with children, but fathers are expected to be the real leaders who teach the toughness of “manhood.”  Leaders perceive that acts of care could mar their image of being able to act with authority.  Whether the picture of a “stiff upper lip” or dispensing decisive orders or never allowing emotions to surface is culturally normative, none of these or other characteristics are consistent with the Bible or Jesus.  He was approachable by all; He rarely had to give orders; and He cried.  Here we find our model for caring.

In the Sermon on the Mount (Matthew 5: 1-12), Jesus turned on end conventional wisdom about leadership. His teaching identified what was considered worthy of blessing from God for the masses and leaders alike: being poor in spirit, mourning, gentleness, hunger for righteousness, being merciful, being pure in heart, peacemaking, and being persecuted.  To live and lead like Jesus we must understand and apply these caring functions personally and with those we serve.

What questions come to your mind when you consider care giving as a leader? If they are not addressed in the next three blogs under the categories of knowing, providing, and protecting, please consider this blog a place to explore the answers to your questions.

Next blog: Jesus Cared by Knowing People

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Developing Like Jesus Summary

A study of the life of Jesus from the perspective of how He developed His disciples is highly valuable for every leader. In three short years, He developed 11 men and influenced dozens more who in turn developed people who developed other people in every nation on earth.  The movement of leader development goes on.

How do we identify a person with a developmental bias who will be a great people developer?

What signs would indicate such a bent and priority? A person with a developmental bias/bent will embody many of the following traits.  Use this list as an assessment for your inclination toward and practice of developing leaders.

 Be a Learner Yourself:

  1. Is an active and self-motivated learner, pursuing development in all relevant areas
  2. Regularly seeks out learning from resource people
  3. Shares what you are learning in a humble way that invites and encourages others to learn
  4. Does not allow yourself to plateau or stagnate
  5. Considers how to upgrade your formal and non-formal education through various means
  6. Is an aggressive reader (even if your preferred learning style is not visual)
  7. Enjoys internet searches and basic research on topics critical to your ministry
  8. Protects time for your own self-development
  9. Is self-aware of your strengths and deficiencies so to strategically focus growth

Be a People Developer:

  1. Grows in ability to listen and ask good developmental questions
  2. Is known as a go-to resource for information and wisdom
  3. Does not assume that “one size fits all” when nurturing the development of others
  4. Enjoys being with people and can relate broadly to temperaments and personalities
  5. Consistently develops/trains/equips others
  6. Demonstrates the ability to raise up laborers and leaders
  7. Loves to teach and pass on helpful truth in a variety of ways
  8. Is patient with people and encourages even small signs of growth
  9. Prays faithfully for the Holy Spirit to bring transformation to self and others

Developing leaders is essential to the fulfillment of the Great Commission. It is humbling to think that God would use the likes of us to carry out His grand plan of filling the earth with the knowledge of the glory of the Lord as the waters cover the seas. (Habakkuk 2:14) May we be the kind of instruments both fit for His use and passionately engaged in the advance of the Gospel.  May we lead like Jesus with a developmental bias!

Next blog: Jesus Cared for People

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Jesus Developed Leaders by MODELING

Along with teaching and coaching, a third way that Jesus developed people was by modeling. A key passage that indicated Jesus’ intention to model is John 13:13-14, “You call me Teacher and Lord; and you are right; for so I am.  If I then, the Lord and the Teacher, washed your feet, you ought to wash one another’s feet.”  Jesus expected His Disciples to live as He lived; to follow His model.

A model is a representation of an original. The writer to the Hebrews (1:3) says that Jesus was the exact representation of God.  Since people are unique and with flaws, human models should never be replicated exactly.  For this reason, followers of Jesus should be primarily committed to replicate His model and only secondarily seek to become like good human role models.  Whenever we put too high of an expectation on some person, we have potentially set ourselves up for disappointment.  To whom are you looking to be like?

Nevertheless, every leader is being watched and emulated. This is perhaps most notable and scary in the way children become like their parents.  During the formative years, teachers are role models as well.  The major challenge is how to be a good role model.  When you think of good role models, many qualities come to mind: friendly, humble, caring, gifted, talented, etc.  A danger comes when a person attaches her or himself too closely to one role model.  When we study the Bible or observe contemporary life, the healthiest situations are when leaders have multiple role models to whom they can look.

How does one implement this modeling aspect of developing people? The Navigators have a hallmark conviction taken from Mark 3:14, “and He appointed the twelve that they might be with Him…” A model must be seen and observed sufficiently for admiration, learning, and replication to happen.  It was Howard Hendricks who said that you can influence at a distance, but you can only impact up close.  Proximity is essential for modeling.

Jesus spent about three years almost full-time modeling His life before His disciples. Can modeling happen when we only are co-located with a leader periodically?  That is a question I have wrestled with for years.  We gather people for training, but that is not modeling.  We visit people for a couple hours over coffee, but that is not modeling.  If we understand Jesus’ intention to model as an essential means for developing leaders, we must find a way to spend longer times together.  Just as disciple making cannot be mass-produced at an efficient pace, neither can modeling Christlikeness and the advance of the Gospel.

How are you seeking to model what God has built into your life? (see 1 Corinthians 11:1) How much do you read about, study, and meditate on the life and ministry of Jesus? Only thereafter, who are those people that have qualities that you want to replicate?  When we value and practice learning from models, we can then live transparently before others as a worthy model.

For those who resonate with song, the song at this link by Phillips, Craig & Dean touches our affections about modeling:

Next blog: Developing Like Jesus Summary



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Jesus Developed Leaders by COACHING

Whereas a teacher influences with some set agenda, a coach generally facilitates growth driven by the agenda of the leader.  The former fits more in a training posture, and the latter fits more in a developing posture.  Both are important but distinct.

When we think of Jesus as a coach, we look for when and how He exercised the core coaching practices of listening deeply and asking powerful questions.  Many times He is responding to others and sometimes He is utilizing the power of questions to guide the thinking of others.  In the description on Amazon of the book, Jesus is the Question, by Martin Copenhaver, we read:

Contrary to some common assumptions, Jesus is not the ultimate Answer Man, but more like the Great Questioner. In the Gospels, Jesus asks many more questions than He answers. To be specific, Jesus asks 307 questions. He is asked 183 of which he only answers three. Asking questions was central to Jesus’ life and teachings.

Coaching is effective because it causes self-reflection and articulation of what comes from within.  Open-ended questions require complex thought processes that hopefully elicit deeper beliefs and values.  When a leader is able to draw out (Proverbs 20:5) of a person what is influencing his or her thinking and behavior, then dialogue can flow to address strengths and weaknesses.  It is at this point that development can result in new ways of leading.

For instance, when the mother of the sons of Zebedee came to Jesus and said, “Command that in your kingdom these two sons of mine may sit, one on your right and one on your left,” (Matthew 20:20-21) Jesus asked the disciples if they knew what was involved.  The dialogue that pursued brought them initially to a place of greater understanding, and years later to a very personal understanding. (Acts 12:2; Revelation 1:9) Here Jesus responded by coaching for development.

In another instance, when Jesus asked the disciples, “Who do men say that I am?” some options were stated. But in the end the choice that was potentially transformational was confessed, “You are the Christ.” (Matthew 16:13-16) Partial development took place.  Immediately Peter challenged Jesus about His death in such a way that indicated his incomplete understanding.  By the time Peter preached a sermon in Acts 2, we see that his understanding was far greater by stating that Jesus’ death was part of God’s predetermined plan. (Acts 2:23) Jesus took initiative to coach Peter to develop an understanding of His person and work.

When coaching is valued and implemented, people grow from the inside out; adjusting their convictions, values, and driving beliefs into their being and doing that reflects Christlikeness.  Coaching is a powerful skill to come alongside other disciple making competencies.

To assess your bent for coaching leaders, consider these questions:

  • How committed are you to grow in your ability to listen and ask good questions?
  • How often do people say that you listen well or ask good questions?
  • How aware are you of your tendency to tell solutions over guiding others to discover their best options?
  • How willing are you to invest the time so others can learn by ongoing practice with reflection and then re-engage with more dialogue?
  • How much do you value the benefit of coaching evidenced by engaging a coach to help yourself?

Next blog: Jesus Developed Leaders by Modeling




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Jesus Developed Leaders by TEACHING

A foundational principle of Bible study is that the Bible was not given to increase our knowledge but to change our life.  If you believe this truth, it will radically change the way you teach.  Here are a few concepts with questions for you to consider.

1.  Most teachers tend to teach the way they were taught.  Does this sound correct to you?  How do you teach which is similar to how you were taught and how have you set a different direction?  How much of your experience and teaching is information-based to increase knowledge?

2.  Teachers are often evaluated by the feeling one has or by some new insight gained at the end of the session.  How important to you are stories and illustrations?  How important is hearing some new idea?  Think back to a teacher you admire and what made that person admirable?

3.  If teachers are not trying to solely inform, they are usually trying to motivate to action.  Some teachers can naturally connect with and engage the emotions.  How much of your teaching includes touching the heart as well as the mind?  How well do people tend to respond?  Is there evidence that emotional responses result in life change?

4.  Great teachers are most committed to facilitate learning.  This is especially true with adults who usually choose what they want to learn and certainly choose what they want to apply.  When you have taught someone, do they primarily comment on some new insight you shared or how enjoyable it was to sit under your teaching?  How many people tell you that they have been challenged to think more deeply on what you taught or to adjust their behavior?

Any concordance search will show that Jesus was a recognized teacher in his day by the religious community as well as His Disciples.  In fact, over the last 2000 years people from all religious backgrounds acknowledge Jesus as a great Teacher.  What made him so great?  In Mark 1:22, 27 we learn that Jesus’ teaching was different and with authority.  What can we learn from this statement?  We will never have His inherent authority but He did delegate teaching authority to us as His disciples (Matthew 28:18-20).  How can we best steward our teaching responsibility?  Here are a few suggestions that seem consistent with how Jesus taught:

  • Seek to understand your audience of one or many so your style and content is relevant.
  • Give only enough content for people to process so they can draw their own conclusions.
  • Make time for reflection and dialogue during or immediately after your teaching session.
  • Invite and expect people to share something they learned that has adjusted their thinking or has potential to adjust their behavior.
  • Make yourself available to help people work through incomplete understanding.

Jesus taught authoritatively and His followers eventually lived by His teaching even to the point of death.  Such learning engaged both the mind and the heart and resulted in changed lives.  Never be satisfied teaching content that people won’t remember or motivating people who might immediately respond but without follow through.  Be set on facilitating the kind of learning that results in dynamic and sustainable change.

Please note the word of caution from James 3:1 that teachers are held to a high standard. We as teachers should teach with the gravity it deserves.  Also, see blog #40 for a reflection on Paul as a great teacher.

Next blog: Jesus Developed Leaders by Coaching





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Jesus Developed People

Today it is impossible to observe organizational need and not conclude that the overwhelming lack is the presence of sufficient good leaders and the development of better leaders. Almost all of the classic and contemporary books one can read on leadership will address this felt need for developing leaders.  Here is just one such statement from a Christian statesman in the 1960s, “The overriding need of the church, if it is to discharge its obligation to the rising generation, is for a leadership that is authoritative, spiritual and sacrificial.” (Sanders, Spiritual Leadership, p. 16)

As so often happens, we can invest enormous energy and cost to understand and implement leader development by learning from the best current business and Church thinkers and practitioners. We either forget or devalue that one of the greatest leaders who ever lived 2000 years ago taught, coached, and modeled leader development.  If for no other reason, he is worthy of our respect since today approximately one-third of the world’s population identifies with his life and teaching.  The study of the life of Jesus Christ should be the primary source for designing a process for developing people.

In this next series of blog articles, the focus will be on how Jesus developed people. There will be an exploration of how content was communicated, where and when development took place, and some principles that could enhance our efforts to develop people.  Beyond the essential resource of the Bible and the Gospels in particular, learning from diligent students of Jesus is instructive.  Alexander Balmin Bruce first published his classic work on The Training of the Twelve in 1877.  Robert Coleman synthesized Jesus’ developmental model into eight principles in The Master Plan of Evangelism in 1963.  From these two works along with the Scriptures, there is ample learning to address this perpetual challenge of building leaders for any need.

Parents, teachers, and supervisors/managers of every organization can be intentional and effective in developing people. In fact, it could be easily argued that people development is not just a job for the few, but it is the responsibility for the many.  The results of development can certainly vary so well intentioned people should learn how to develop well.  From the life of Jesus, we take heed of the unintended consequences when we learn to influence in unhealthy ways.

“All Christians are under obligation to make the most of their lives, to develop to the utmost their God-given powers and capacities.   But Jesus taught that any ambition that centers around and terminates on oneself is wrong.” (Sanders, Spiritual Leadership, p. 11)

Where are you at when it comes to developing people? When from your past have you been developed well?  In home, at school, at work?  What stands out in your memory about your process of learning and development?  How did the developer serve you?  What about your development or lack thereof is instructive for the way you should develop others?  We cannot impart what we do not possess.  And like it or not, we reproduce after our own kind.  What course should you take to develop into an outstanding developer of people?

Next blog: Jesus Developed by Teaching

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Leading Like Jesus Review

All Christ-centered leaders should ensure that those they serve are being led well. Jesus clearly provided a pattern to follow. In John 13:13-15, after modeling leading by His identity of a servant, Jesus summarized: “You call me Teacher and Lord; and you are right, for so I am.  If I then, the Lord and the Teacher, washed your feet, you also ought to wash one another’s feet.  For I gave you an example that you also should do as I did to you.”

His example of godly leadership touched many areas. Among what He demonstrated are the crucial dimensions of setting clear direction, aligning resources strategically, inspiring and motivating for action, and managing people well. These were addressed in the previous blogs. What else comes to your mind as prominent in what Jesus modeled?

Here are a few questions to consider by way of review.

  • Setting Direction: How confident are you that the direction you have set or are going is the direction the Holy Spirit wants for you to go? Jesus only did what He saw His Father doing (John 5:19). What do you see that God is doing and inviting you to join Him? Once discerned, how can you best communicate this direction both humbly and confidently?
  • Aligning Resources: How well do you know your strengths and those of whom you lead so you can align everyone for maximum contribution? What resources do you have access to that if brought to bear could provide enhanced momentum? Remember, “For we are His workmanship, created in Christ Jesus for good works, which God prepared beforehand, that we should walk in them.” (Ephesians 2:10) Helping people align to their design is good stewardship.
  • Inspiring and Motivating: What motivates and inspires you? This may or may not serve others the same. Learn what stimulates and engages those you lead so you can help them become intrinsically moved to live and lead more like Jesus.
  • Managing People: Is your scope of supervision such that you can really serve each person to be successful and satisfied in their contribution? If so, empower well. If not, how and when can you share your responsibility so each person receives the attention he or she needs? You deserve to be managed well and so do those you lead.

One final thought: everywhere I read, I find reinforced that powerful life shaping experiences, those that challenge a person to be stretched beyond current capacity, are the most developmental opportunities and have enormous potential for making an impact. Accepting this as true, how did Jesus lead the disciples into such experiences? Think through the Gospel accounts. What comes to mind about how the disciples were challenged? Now think about how you lead. How are you challenging those you serve to be stretched so they can both grow and make an impact?

The next set of blog articles will address leading like Jesus in terms of developing people.





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Managing People

Jesus spent the majority of His time with His disciples.  As Robert Coleman noted in The Master Plan of Evangelism, Jesus ministered to the multitudes, but He gave His life to a few. This was a strategic decision because it was these individuals who could best further His mission and vision.  Leaders, with whom do you spend the majority of your time? How do you spend your time with those you lead? The answer to these two simple questions will make all the difference in advancing the mission and vision to which you are committed.

In the previous blog posts on leading like Jesus, attention was given to specifically observing how Jesus led. When it comes to managing people, there does not seem to be as much direct reference in the Gospels. But in the book of Acts, we can clearly see sound principles that the Holy Spirit guided the Apostles to apply. One of the better studies on gleaning insights about how Jesus sought to relate to the Disciples can be found in the book, Servant Leader, by Blanchard & Hodges.

In the early church we can see in seed form how leaders managed. Of the many managerial topics possible to address, four have been chosen to capture the heart of managing people well.


  1. Planning (strategy, tactics). People need to know the broad direction and some of the details that will hopefully accomplish the mission so they can agree to fully engage. When possible, people need to participate in the planning process so they develop ownership in what they do and how they do it. The book of Proverbs is filled with wisdom on planning, but do we take the effort and time needed to actually do it? How often do we assume that the Holy Spirit will lead us as we move forward when He wanted to lead us first in planning? The early church leaders planned in the context of prayer (Acts 1:14, 21-22; 13: 1-3) and dialogue (Acts 6:1-6; 15:6-7).


  1. Organizing (structures, systems, people placement). Organization is much more than a well-defined business function—it is embedded throughout the apparently chaotic natural world. Margaret Wheatley, in her 1999 ground breaking study, Leadership and the New Science: Discovering Order in a Chaotic World, shows how traditional organization builds upon Newtonian thinking of separating things into parts. What she calls “new science” is based upon study of whole integrated systems in nature and the universe with attention given to relationships and networks. More recently (2015) Brian Robertson in his book, Holacracy: The New Management System for a Rapidly Changing World, shows how such thinking plays out in companies like Zappos where people self-organize and self-lead in collaborative ways. This recent thinking is more similar to the early church than our traditional organizational structures. We see in the book of Acts a heavy reliance on guidance from the Holy Spirit so Apostles could delegate tasks to leaders with authority and responsibility. They would then organize such things as care for widows, principles and practices for church growth, and missional outreach. Organization must change to be flexible and generative.


  1. Guiding (empowering, supervising, executing). When people have ownership and commitment to plans; are organized in ways to fully engage their contribution; and then guided well; it has the making of breakthrough advancements. A study of the church at Antioch shows how the senior Apostles guided well after learning that a church was planted from disciples who were scattered from persecution. The Apostles empowered Barnabas with full authority to determine church needs and provide solutions. His assessment required more resources so he took initiative to recruit Saul and together they supervised the rapidly growing church. The result was a church that ranked along with Jerusalem and Alexandria in early influence.


  1. Assessing (outcomes, developing, rearranging). Having already used up writing space, suffice it to say that without an agreed upon means to assess progress, we will not steward people well. People deserve and long for some objective sense that the hard work they have made was in fact effective. We all desire the satisfaction of contributing to success. Manage people so they can celebrate progress and wholeheartedly recommit to the next opportunity to glorify the Lord.

Next blog: Lead like Jesus review



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Lead Explored: Inspiring & Motivating

In blog #5 (Leading Well) it was suggested that the essence of leadership is influence and relationship. Perhaps the most powerful way that leaders influence people is by proper inspiration and motivation. Recently I read two books on this topic to grow in my ability to inspire and motive.

The authors of Influencer: The New Science of Leading Change, state, “At the end of the day, what qualifies people to be called ‘leaders’ is their capacity to influence others to change their behavior in order to achieve important results.” (p. 6) The scope of the book addresses a matrix of categories: personal, social, and structural areas each viewed from the standpoint of motivation and ability. I liked seeing motivation considered beyond the personal component since community and environment can significantly influence one’s motivation.

The second book, Intrinsic Motivation at Work, essentially helps one to discover the intrinsic rewards that reinforce self-management. Primary rewards revolve around choosing activities and enhancing competence. The result when people have a voice in decisions and grow in competence is a sense of meaningfulness and progress. A big part of inspiring and motivating is helping people to self manage according to their passion.

In our leadership paradigm of seeking to live and lead like Jesus, we must inspire to a vision (process of being mentally stimulated to do or feel something) and motivate to engage (a reason or reasons for acting or behavior in a particular way). Too often our inspiration falls short of touching people at a heart level (affections), focusing at best on challenging the mind or some short-lived emotional high.

Matthew was a tax collector who wanted to exchange that lifestyle for one with more meaning and purpose.  Several of the Disciples were fishermen who deep down inside wanted to catch more than fish. To know what truly motivates people ask these questions – What makes you laugh?  What makes you cry?  What do you dream about?  Jesus motivated by touching the souls of people.

Ask for great commitment – leaders know that how you do “The Ask” matters.  Jesus said to Matthew, “Follow Me.”  When a rabbi made this request to a young Jewish man, he was asking for a life commitment.  When Jesus was able to direct seasoned fishermen to cast their nets off the side of the boat and land an amazing catch of fish, they knew He was a worthy rabbi to follow. Too often leaders do not properly challenge their teams, and unfortunately they only live up to the level of being challenged.

Puritan Thomas Chalmers wrote in a sermon called The Expulsive Power of a New Affection that an exchange is needed for a person to be motivated to set a course of no regrets. Of course the greatest exchange anyone can make is to believe the Gospel and exchange spiritual death for life. The next greatest exchange possible is that of submitting to the Lordship of Jesus over self. From this point onward, life is full of exchanges and the good leader knows how to inspire people to choose a worthy new affection.

How intentional are you with your influence to inspire and motivate? What commitments keep you inspired and motivated? What habits guide you interactions with others so they are encouraged to pay the price of making disciples? Even those of us who are not naturally inspiring or motivating can lead so that others rise to a higher level of living when we properly feed our souls and walk by faith.

Net blog: Managing People

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