Biblical Manhood #8 Be Able To Teach

It is not surprising for a man to be "able to teach" (1 Timothy 3:2). As a teacher, he needs to teach the students. As a father, teach the children. As a pastor, teach the people. But it is more than just talking or lecturing or communicating. At least there are three (3) points to explain what does it mean to be able to teach 😉⚡📖 #ServeToLead

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5 Vital Characteristics of a Man by Albert R. Macewell

Kamu boleh setuju atau tidak setuju dengan semua karakteristik yang disenaraikan kecuali #1. Itu yang paling asas dan teramat penting bagi seorang lelaki. Lelaki yang sejati ialah lelaki yang takut akan Allah. 'Takut' disini bermaksud hormat, rendah hati dan menyerahkan kehidupan kita kepada-Nya. "Jika Allah bukan TUHAN kita," kata Bro Albert R. Macewell, "maka kita akan menjadikan perkara lain sebagai 'tuhan-tuhan' kita, contohnya hobi dan pekerjaan." Kamu tahu berapa ramai lelaki jatuh disebabkan hal ini? Ramai ❌

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Jesus' Leadership #31 Educating the People Around Him

There are many ways to sum up the focus of Jesus' time on earth. One verse that can sum up His ministry is in Matthew 4:23, "[Jesus] went throughout all Galilee, teaching in their synagogues and proclaiming the gospel of the kingdom and healing every disease and every affliction among the people." He focuses on three things: teaching, preaching and healing. Since teaching is educating the mind and preaching is educating the heart, 2/3 or about 67% of Jesus' ministry was education.

If you read throughout the Scripture, you'll find that when Jesus healed people, nine times out of ten (9/10 or 90%) He educated and commanded them about an attitude change (another aspect of repentance) or a new way of behaving that was to go along with their physical healings. For example, in John 8:11, Jesus said, "Go and sin no more." Although the main point of this verse is to show His authority and lordship, it also gives us a clue that Jesus was very serious about educating the people. Sir Willian Ramsey boldly claimed: "Christianity is the religion of an educated mind."

As leaders, we must put high priority to educate those under our leadership such as employees, workers and followers. A person who becomes a leader today and stops learning tomorrow is uneducated the day after. Never stop growing and educating others so that they may grow better and effective. Organized monthly training, send people to beneficial seminars, and spent money on personal development for self and others under your leadership. Horace Mann speaks about the importance of education this way, "A human being is not, in any proper sense, a human being until he is educated." That's also true for leaders!

Jesus educated people, are you?

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To Save Your Brother from Bullies, Teach Him How to Fight (Video)

I have a brother. Although we are not close like Jonathan-David, I'm sure that whenever bad things happened to me when I was a kid - I can count on my brother to protect me. But he can't protect me all days.

You see, your brother (or son or daughter) needs to be able to stand up for himself, to stand up against bullies. That ability doesn’t come through weakness and cowardice. It comes through competence. Your brother has to become dangerous. Who else going to train them - YOU! 👊
_______________________________________

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Angelus' Quote: The Best Leaders Teach!

"Richard, what's the best way to learn something?" asked my mentor. Based on his tone of voice, I assumed he wants me to answer more than just say read books (because by now you should know that's my obvious answer). So, I thought about it for a while, then I went for the next best answer, "The best way to learn something is to experience it yourself." "No," he responded instantly.

He adjusted his sitting posture, and then came wisdom: "The best way to learn something is to teach it to somebody else." Of course! I jotted down these profound words into my notebook. The late Peter Drucker observed, "People learn the most when teaching others."

When you learned something, then you teach others, you learned more (why do you think I take time to write all of these leadership quotes/lessons?). So I always make it a habit, once I finished reading a book, I would write a review and summary in my blog. All of these lessons I learned and I shared with you so that I can relearn it again (put it into words). What I didn't teach - formally or informally - I lost.

As a leader, you need to mentor and teach others what you know. Others can learn through your experiences, wisdom and - even your failures. "While we teach, we learn,” said the Roman philosopher Seneca 😉

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Angelus' Quote: Leaders, Teach Others Only When You Really Know the Topic

Teach Others Only When You Really Know the Topic.

I'm a self-taught writer, reader, and leader, so it was easy to pass on this knowledge to those who I lead (by 'self-taught' I mean with no formal education). Subjects like creativity, critical thinking, Bible Study, theology, leadership and biographies of famous Christians and world leaders are among subjects that I'm quite confident in. I can learn quickly and teach if I have opportunities to do so.

In the past, however, I'd try to teach my students in other areas, like technology, politics, business, entrepreneurship, and fashions. This is hypocrisy! I'm not good or never done any significant things in these areas. All are theories to me. I should've let those who are experienced in those subjects to teach them instead of me.

As leaders, we should only teach others when we really know the topic and walk-the-talk 😉💪💡

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Timothy, Be Continuously Nourished in God's Word (1 Timothy 4:6)

"If you explain these things to the brothers and sisters, Timothy, you will be a worthy servant of Christ Jesus, one who is nourished by the message of faith and the good teaching you have followed"

(1 Timothy 4:6, NLT)

All commentary that I read agree that the phrase "if you explain these things to the brothers" is a mild term. Modern King James Version (MKJV) puts it this way, "Having suggested these things to the brothers…” and New King James Version (NKJV) says, "If you instruct the brethren in these things…" Explain, suggest, instruct. I wonder, why Paul did not write to Timothy to ‘command' these things to the brothers? I think, since Timothy was quite a young man, it probably not good for him to exercise authority by giving orders to the believers at Ephesus. He might be resented and rejected by them. Paul counseled a suggestion rather than a command. Paul already does the hard part, Timothy only needs to explain it to them. Paul warned them, Timothy only need to deliver the warning. Paul wrote the letter, Timothy only needs to read it to them. What Paul wants Timothy to explain? Read the previous article or read 1 Timothy 4:1-5:

"The Spirit makes it clear that as time goes on, some are going to give up on the faith and chase after demonic illusions put forth by professional liars. These liars have lied so well and for so long that they've lost their capacity for truth. They will tell you not to get married. They'll tell you not to eat this or that food – perfectly good food God created to be eaten heartily and with thanksgiving by Christians! Everything God created is good, and to be received with thanks. Nothing is to be sneered at and thrown out. God's Word and our prayers make every item in creation holy"
(The Message).

If Timothy explains this, he would be "a worthy servant of Christ Jesus." Paul wanted Timothy to warn the Ephesian-Christians of false teachings and apostasy, and to faithfully teach sound doctrine. H. A. Ironside commented, "The minister of Christ is responsible to bring these things to bear upon the hearts and conscious of the people of God so that He may be honored and they may be preserved from the unholy teachings which Satan uses to lead many astray." But you see, the best defense is a good offense. The best antidote to false teaching and apostasy is to know and preach the truth of God. We "know the truth"! (see 1 Timothy 4:3) Even so, as Paul tells Timothy, we must be continuously "nourished" in the truth, namely, God's Word or "the message of faith and the good teaching." Actually, the verb here means "constantly nourishing up." Just as we need daily food to keep us going physically, so it is, as God's people, we need daily spiritual food if we are to remain strong and grow spiritually. Why people are easily "turn away from the true faith" and "follow deceptive spirits and teachings" (1 Timothy 4:1)? Because they have become weak spiritually and failed to continuously nourish in God's Word.

Maybe that's why Paul in his second letter to Timothy reminded him to "work hard so you can present yourself to God and receive his approval. Be a good worker, one who does not need to be ashamed and who correctly explains the word of truth" (2 Timothy 2:15). If Timothy is faithful in his responsibility to warn others about "these things" (4:6), he will continue on the right path because this is the one which he "has followed" up to now. Great teacher and Bible commentator, Matthew Henry, said this to ministers like Timothy (no excuse, to us too!): "Even ministers themselves have to need to be growing and increasing in the knowledge of Christ and his doctrine: they must be nourished up in the words of faith" [and] "the best way for ministers to grow in knowledge and faith is to put the brethren in remembrance; while we teach others, we teach ourselves." I'm encouraged!

THINK BIG. START SMALL. GO DEEP.

Tender Warrior: God's Intention For a Man (1993) by Stu Weber: Book Review

Tender Warrior: God's Intention For a Man (1993) by Stu Weber

To be honest, it's tough being a man especially in a culture that isn't sure what manhood means. In 2013, a research* have been published by BioMed Central Ltd. about the perception of masculinity in Malaysia by interviewing 34 young Malaysian university men (aged 20–30 years) shows that their ideas of manhood are: "having a good body shape"; "being respected"; "having success with women"; "being a family man"; and "having financial independence." Read those concepts or meanings that they gave again, is that true manhood? No doubt, the meanings (or perceptions of) manhood are subjective but by biblical standard, these ideas are far from the truth. "Manliness – real, God-made, down-in-the-bedrock masculinity – is something men in our culture are scrambling to understand. Tough? Tender? Strong? Sensitive? Fierce? Friendly? Which is it? We're frustrated. Often confused. Sometimes irritable…"

This book asks: What is God's intention for a man? Not society, not religious, not culture. Here Stu introduced the four (4) pillars of masculinity based on the Scriptures (and secular history of man). The Bible is filled with references – both explicit and implicit – to all of these pillars. Stu explains, "All four are both divine and human. In man, they are sometimes unbalanced and abusive. In Christ, they majestically merge in the ultimate Man." The four pillars are King, Warrior, Mentor, and Friend:

#1 King

The king function is clearly central to Scripture's themes. Our God is the King of Kings. His Son, the second Adam, is destined to rule "with all power and authority." Adam, the prototype man, is instructed in the Genesis to "have dominion." The heart of the King is A PROVISIONARY HEART. The king looks ahead, watches over, and provides order, mercy, and justice. He is the authority. He is a leader. The king in a man is "under orders" from higher Authority. "The measure of a man is the spiritual and emotional health of his family. A real provider has a vision for a marriage that bonds deeply, for sons with a character as strong as trees, and for daughters with confidence and deep inner beauty. Without that vision and leadership, a family struggles grope, and may lose its way."

#2 Warrior

The warrior function is equally unmistakable in Scripture. Our God is the Warrior of both Testaments. Gentle Jesus, meek and mild? No! He closes the Bible history on a white war horse, in a blood-spattered robe, with a sword in His mouth and a rod in His hand. In the Book of Narnia, Aslan the King is portrait as "kind but not safe." Roar, not a whimper! The heart of the warrior is A PROTECTIVE HEART. The warrior shields defend, stands between, and guards. "By warrior, I do not mean one who loves war or draws sadistic pleasure from fighting or bloodshed... A warrior is one who possesses high moral standards and holds to high principles. He is willing to live by them, stand for them, spend himself in them, and if necessary die for them. No warrior ever made that more obvious than Jesus of Nazareth." Just look at little boys, will they choose Barbie doll or a toy gun? Even if they only have Barbie doll, they will transform it into a female-fighter!

#3 Mentor

The mentor function is not only modelled through the pages of the Bible, it is explicitly commanded in the form of "teaching them to observe" and "discipling." Our God is the Teacher in whose instruction we "delight." The only Perfect Man was the Discipler of all nations. And men who follow Him are to "teach others also." The heart of the mentor is A TEACHING HEART. The mentor knows. He wants others to know. He models, explains, and trains. He disciple – first his wife and kids, then others. He has a spiritual heart. "Men are supposed to be able to teach life."

#4 Friend

The friend (or "lover") is the function most endearing said Stu. We are drawn to God who defines Himself by it: "God IS love." He insists that the ultimate point of all Scripture centers on loving Him and one another. It is one and the same time the most basic instruction of Scripture and the "new commandment" given to every man. The heart of the friend is A LOVING HEART. It is a care-giving heart. Passionate, yes. But more. Compassionate ("I will be with you"). The friend in a man is a commitment-maker. And a promise-keeper. "Real men stand together. We need to start thinking that way. Real men need one another. Real soldiers love each other."

With these four pillars (King, Warrior, Mentor, and Friend) as foundations to godly manhood, Stu writes how we – men – can become Tender Warriors. He examined Biblical characters, share his own (and those close to him) stories of successes and failures, give examples from historical individuals, making full use of contemporary books and works of literature, and quotes the studies of researchers. My favorite chapters are Chapter 4: Staying Power, Chapter 8: Does Anyone Here Speak ‘Woman'?, Chapter 12: Real Men Stand Together, and Chapter 14: The Ultimate Tender Warrior. I agree wholeheartedly with Ron Mehl when he praises this book: "In the midst of the culture where men desperately grope to understand what it means to be a man, Tender Warrior presents a clearly defined model of Christian manhood, teaching us how to be tender, yet tough – sensitive, yet strong." I closed this book by looking at Jesus Christ, the King, Ultimate Warrior, Perfect Mentor, and Faithful Friend, as my role model of Tender Warrior. Surely, I will read this book once per year! [P.s: This book is very suitable for husbands and fathers. Actually, it was written especially for them. For singles, it's a good preparation and readiness]

Contents:

Chapter #1 Wake-Up Call: A Man Faces Himself

Chapter #2 The Return of Flint McCullugh: A Man and His Pro-vision

Chapter #3 The Four Pillars of Manhood: A Man and His Roots

Chapter #4 Staying Power: A Man's Greatest Strength

Chapter #5 Beneath the Breastplate: A Man's Tender Side

Chapter #6 Under Orders: A Man and His Leadership

Chapter #7 The Rest of the Story: A Man and His Lady — Part I

Chapter #8 Does Anyone Here Speak "WOMAN"?: A Man and His Lady — Part II

Chapter #9 The Incredible Power of Fathering: A Man and His Children — Part I

Chapter #10 Spanning the Generations: A Man and His Children — Part II

Chapter #11 Arrows in the Hand of a Warrior: A Man and His Children — Part III

Chapter #12 Real Men Stand Together: A Man and His Friends — Part I

Chapter #13 Locking Arms: A Man and His Friends — Part II

Chapter #14 The Ultimate Tender Warrior: A Man and His Lord

THINK BIG. START SMALL. GO DEEP.

*https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3840654

Here are few Book Reviews on Manhood, CLICK LINKS to read:

1) Tough and Tender by Joyce Landorf (https://richardangelus.blogspot.com/2018/06/tough-and-tender-what-every-woman-wants.html)

2) Healing the Masculine Soul by Gordon Dalbey (https://richardangelus.blogspot.com/2018/04/healing-masculine-soul-how-god-restores.html)

3) Wild at Heart by John Eldredge (https://richardangelus.blogspot.com/2017/12/book-review-wild-at-heart-discovering.html)

4) The Hidden Value of a Man by Gary Smalley and John Trent (https://richardangelus.blogspot.com/2017/12/book-review-hidden-value-of-man-1992-by.html)

Book Review: A Leader’s Legacy (2006) by Jim Kouzes and Barry Posner

A Leader’s Legacy (2006) by Jim Kouzes and Barry Posner

One of the top leadership books recommended by other leaders is The Leadership Challenge by the same authors. Since I found this one in the library, and this one is the latest between the two and is shorter in volume than the other, and since each chapter in this book is briefer and nontechnical like the other one – I borrowed this one and I’m pleased with my decision. Satisfied customer! The idea of this book begins when their editor, Susan Williams, wanted both of them to write a book that was “a free-flowing exploration of leadership topics and lessons” that they learned over about two decades of experiences. She challenged them to “come down from the podium” and to be “much more personal, introspective, subtler, and at times, more blunt” in their writing style. And so this book is concise lessons that they learned in all those years. As a reader, this is good because it means I don’t have to read their other books.

What interest me about this book is the word “legacy.” Either you’re a leader or a leader with no formal title or a student of leadership (like me), every leader I’ve ever worked and talked with wants to leave a legacy. Thinking about our legacies requires us to move beyond short-term definitions of success. Legacies encompass past, present, and future, and when I pondered about my legacy, I’m forced to consider where I’ve been, where I’m now and where I’m going. I’m brought face-to-face with questions of who I am and why I’m here. “By asking ourselves how we want to be remembered,” writes Kouzes and Posner, “we plant the seeds for living our lives as if we matter. By living each day as if we matter, we offer up our own unique legacy. By offering up our own unique legacy, we make the world we inhabit a better place than we found it.”

Even though there were little ‘new ideas’ on leadership in this book, I’m challenged to think (or focus-thinking) about the legacies that I want to leave behind me. I’ve read books on leadership that touch on the subject of legacy, but none as intentional, personal, and provocative as this one. Here Kouzes and Posner examine in 21 chapters – arranged into four parts – the critical questions all leaders must ask themselves in order to leave a lasting impact. Below are the contents with my selection of quotes for each part:

Part One: SIGNIFICANCE

“When we move on, people do not remember us for what we do for ourselves. They remember us for what we do for them. They are the inheritors of our work. One of the great joys and grave responsibilities of leaders is making sure that those in their care live lives not only of success but also of significance” (p.10)

Chapter 1: Leaders Serve and Sacrifice

Chapter 2: The Best Leaders Are Teachers

Chapter 3: We All Need Loving Critics

Chapter 4: You Are the Most Important Leader in Your Organization

Chapter 5: No One Likes to Be an Assumption

Part Two: RELATIONSHIP

“Leadership is a relationship. It’s a relationship between those who choose to follow. Whatever the relationship is with one or many, leadership requires engaging others. No matter how much formal power and authority our positions give us, we’ll only leave a lasting legacy if others want to be in that relationship with us. Other people decide whether to follow or to run away. Others decide whether to cheer or jeer. Others decide whether to remember us or forget us. No discussion of leadership is complete without considering the quality of the leader-constituent relationship. Leadership requires a resonant connection with others over matters of the heart” (p.48).

Chapter 6: Leadership Is Personal

Chapter 7: Leaders Should Want to Be Liked

Chapter 8: When You Don’t See Eye to Eye, Seek to Understand

Chapter 9: You Can’t Take Trust for Granted

Chapter 10: Let Your People Go

Part 3: ASPIRATIONS

“People commit to causes, not to plans. Commitment is fuelled by what we cherish. If the values about which we care deeply are vividly clear to us, then the whims of fashion and the opinion polls won’t side-track us. A lasting legacy is built on a firm foundation of principles and purpose... Leaders must decide on what matters in life, before they can live a life that matters” (p.90).

Chapter 11: Lead from the Inside Out

Chapter 12: Forward-Looking Is a Leadership Prerequisite

Chapter 13: It’s Not Just the Leader’s Vision

Chapter 14: Liberate the Leader in Everyone

Chapter 15: Leaders Are Followers, Too!

Part 4: COURAGE

“Leaving a legacy is all about making a difference. We can only make a difference when we take stands. Every one of us is capable of taking stands on things that matter. That’s what it really means to live a courageous life. It takes courage to realize your dreams and to give meaning to your values. If you’re going to leave a legacy of lasting significance, it’ll be the result of acting courageously… Courageous is the virtue that makes all other virtues possible” (p.132).

Chapter 16: There’s Courage in All of Us

Chapter 17: You Can’t Plan to Be Courageous, But You Can Choose It

Chapter 18: It Takes Courage to Make a Life

Chapter 19: The Courage to Be Human

Chapter 20: Failure Is Always an Option

Chapter 21: No Money-Back Guarantee

Afterward: The Legacy You Leave Is the Life You Lead

The afterward title is worth repeating, read and let it sink in your mind. Read slowly:

The Legacy You Leave Is the Life You Lead. Lead on!

THINK BIG. START SMALL. GO DEEP.

Self-Leadership #13 Build A Great Team (No Lone-Ranger In Leadership)

Self-leadership is not an isolation, lone-ranger pursuit. Every great leader must (eventually) build a great team. I believe that a team of people working together with discipline, singleness of purpose and a commitment to excellence could prevail no matter how heavily the odds were stacked against them. "Alone we can do so little," said Helen Keller, "together we can do so much." Pele, a legendary footballer, once said, "No individual can win a game by himself." Ryunosuke Satoro also speaks on the same note: "Individually, we are one drop. Together, we are an ocean." Ken Blanchard, leader of leaders, put it this way: "None of us is as smart as all of us." To build a great team and team spirit there are three interrelated elements needed: common goals, complementary skills and abilities, and mutual accountability.

Common Goals create drive and energy. A team that hungers and aiming for the same outcome is a motivated team. Common goals foster the subordination of the individual will to the group will. Andrew Carnegie observed, "Teamwork is the ability to work together toward a common vision." If a team is to reach its potential, each member must be willing to sacrifice or aligned his or her personal goals to the common goals of the company or organization.

Complimentary Skills and Abilities makes each member plays to his or her unique strengths such as strategy, planning, operations or leadership while minimizing the weaknesses of each other. "It's a simple fact," writes Naveen Jain confidently, "no individual can be good at everything. Everyone needs people around them who have complementary sets of skills."

Mutual Accountability grows out of complementary skills and abilities. In sport, for example, teammates ultimately end up playing for each other. A key component that every good coach will do to the team was getting each player to believe that every other player would do his or her part the best as possible each time he or she was called upon to do so. How? By emphasizing the common goals, by believing in each individual players, by drilling the team relentlessly in the fundamentals. By the time a good coach was done with the team, each one will be saying to himself or herself: "I'm talented. I'm skillful. I can make a difference and I'm fully prepared to perform the best of my ability. I'll do it for the team to win!"

A great leader will show and tell the team exactly what he expected of them. He convinced them that they had everything they needed to succeed – the training, the preparation, and the skills. He emphasized that each player have an important part in the team. And in all of this, a great leader creates an atmosphere of togetherness, inclusiveness, and solidarity. Henry Ford puts it this way: "Coming together is a beginning; keeping together is progress; working together is success." Leaders, don't walk alone – build great teams!

Here are three (3) ways you can use to nurture the sense of team in your organization:

Fit Your Game to the Talents of Your Team: A team works together most successfully when each individual component is used to best advantage. Tailor your approach to fit the abilities of your team members.

Emphasize Responsibility and Loyalty: Teams depend on an extraordinary cohesiveness. Encouraging all members of an organization to support and aid other members in the pursuit of shared goals will strengthen this bond.

Focus on Team Success Rather than Personal Glory: A good leader must encourage and exemplify the attitude of placing the interests of the team first and sublimating his or her personal visions of glory to the team's success. Only then can we expect others to do the same. I once said to a president of a Student Christian Fellowship (SCF) that, "If the project is successful, praise your teammates immediately; if the project failed, first, examine yourself."

P.s: To learn more about how to create and build a great team, I recommend John C. Maxwell’s The 17 Indisputable Laws of Teamwork.

THINK BIG. START SMALL. GO DEEP.

The Secret: What Great Leaders Know And Do (2009) Book Review

The Secret: What Great Leaders Know And Do (2nd Edition 2004, 2009)

by Ken Blanchard and Mark Miller

Am I a serving leader or a self-serving leader? For Ken and Mark, to lead is to serve. The Secret is a well-known international bestseller for a leadership book, and I'm excited to read and review it. Why? The format of this book is easy to read. They presenting major leadership topics in a way that is enjoyable, easy to understand, and applicable. I HIGHLY recommend this book to anyone – especially young people – who aspire to be a great leader. Bottom line: If you want to be a great leader, get this book, read it, and apply it!

Both authors are great teachers and story-tellers. In their fictional character, Debbie Brewster, a young executive, they tell about her journey to become a more effective leader – servant leader. When asked about "What is a leader?" Debbie came out with at least three answers: first, "a leader is the person in charge"; secondly, "a leader is the person in the position that others report to"; third, "a leader is a person who makes things happen." Finally, she settled with this definition: "A leader is a person in a position of authority who is responsible for the results of those under his or her direction." When she met her mentor, Jeff Brown, he explained to her that actually "true leadership has nothing to do with one's level in the organization… great leaders SERVE." A person can serve without leading, but a true leader can't lead well without serving. Throughout many months of mentoring, Jeff explains to Debbie how leader SERVE:

SEE THE FUTURE. "Leadership is about taking people from one place to another. One of the leader's top priorities must be to assure that the team knows where you are headed. Seeing the future is all about creating a compelling vision and is one of the privileges and most serious demands of leaders. It may sometimes be difficult to determine where the enterprise should be heading. But heading somewhere is a must. Envisioning and communicating a future-oriented vision is a huge part of leadership." Keyword is Vision. Vision must be constantly communicated or it will faded in people's minds. What do I want my organization or team or group to accomplish? What would that look like? How would we measure our success? What is our benchmark?

ENGAGE AND DEVELOP OTHERS. "Engage has two distinct components. The first has to do with selection… Getting the right people in the right jobs… [and the second] has to do with the level of buy-in people have for a cause, their work, and a leader. You want to do more than enlist their hands – you want to engage their heads and hearts also… with every pair of hands you hire, you get a free brain." Developing others, on the other hand, is about investing in the development of the people. It involves "creating the expectation for learning and growing; creating training and development opportunities; providing education resources… even mentoring." The keyword is people. What do my people need to be more engaged? How can I help my people grow – as a group and individually?

REINVENT CONTINUOUSLY. "First, great leaders Reinvent Continuously on a personal level. They are always interested in ways to enhance their own knowledge and skills. The very best leaders are learners. They like to read and are always open to training that will help them perform better… if you stop learning, you stop leading"; "The second part of Reinvent Continuously applies with systems and processes. Great leaders are always seeking answers to questions like these: How can we do the work better? How can we do it with fewer errors? How can we do it faster? How can we do it for less?" The keyword is Improvement. Progress is impossible without change.

VALUE RESULTS AND RELATIONSHIPS. Ultimate success always includes both people and performance. "The way to maximize your results as a leader is to have high expectations for both results and relationships. If we can take care of our customers and create a motivating working environment for our people, profits and financial strength are the applause we get for a job well done. You see, success is both results and relationships. It's a proven formula." The keyword is Success. What happens if I overvalue results? What happens if I overvalue relationships? What will be the consequences if I don't broaden my definition of success?

EMBODY THE VALUES. "You must gain the trust of your people. If you don't have their trust, you'll never be a great leader." But what does trust have to do with embodying the values? "All genuine leadership is built on trust. There are many ways to build trust. One way is to live consistently with the values you profess. If I say customers are important, my actions had better support that statement. If I choose to live as if customers are not important, people will have reason to question my trustworthiness. And in the final analysis, if I am deemed untrustworthy by my people, I will not be trusted – or followed as a leader." The keyword is Credibility. What values do I want to drive the behavior of my organization? How can I communicate these values? Which of these values do I need to work on?

Leader SERVE: SEE THE FUTURE, ENGAGE AND DEVELOP OTHERS, REINVENT CONTINUOUSLY, VALUE RESULTS AND RELATIONSHIPS, & EMBODY THE VALUES. As I finished reading this awesome book, I need to ask myself these few reflection questions: What have I learned about leadership from this book? Why does it matter? What do I do with all that I've learned? What am I willing to do today to improve my leadership? What one thing can I put into practice this week? Who can I ask for help? (Mean, who I can ask to mentor me in leadership and personal development?). Last month I've read The Heart of Leadership by Mark Miller, then this book and currently Great Leaders Grow by Ken and Mark. I've learned tremendously from this series. I've use lessons I learned from The Heart of Leadership to trained young leaders, and I wish to use The Secret for the next leadership training. Buy this book!

THE ULTIMATE QUESTION:

AM I A SERVING LEADER OR A SELF-SERVING LEADER?

Jesus' Leadership #23 Train Your Replacements

We Malaysians had witnessed the downfall of Najib Razak, former prime minister, who had lead Malaysia about 9 years, started well then end with a bad image. When his incompetence finally came collapsing down upon him and he was relieved of his office, there was quite a mess to clean up. The problem was, it wasn't just his incompetence that had to be corrected, he had multiplied himself by appointing ministers who were far less qualified, and hence less of a threat to him in every area (maybe except very few of good-but-suppressed leaders under him). Malaysia government under his leadership had a core incompetence that, like cancer, had infiltrated every department and nearly caused the demise of Malaysia had not newly appointed Prime Minister Tun Mahathir and his more incompetence team intervened. There is hope.

By contrast (though I feel it's a bit unfair), Jesus as the Servant Leader was eager and intent upon calling disciples He felt could replace Him after He returned back to the Father. Jesus promised: "I tell you the truth, anyone who believes in me will do the same works I have done, and even greater works, because I am going to be with the Father" (John 14:12, NLT). Jesus did not hoard or guard the power of His leadership. He kept teaching, sharing, and demonstrating it so His disciples would learn that they too had the power to do what He had done, “even greater.”

In order for Him to be so generous with His power, Jesus obviously had to have been extremely secure. He repeatedly affirmed and clearly understood His standing with God as the sole Son to the Father – the Son of God. He never doubted that! When it was all over, He would be sitting at the Head Table in His Kingdom. His task while on earth was – even by the work of the Holy Spirit today – to fill that Table and make sure others were sitting with Him. He knows who He is and was secure of His leadership. So, He never stops trained His disciples as His replacements. This is what secure leaders do!

Laurie Beth Jones told a story about Florence Littauer, author of Personality Plus, when she attended one of Florence's seminars and was surprised when she came on stage with about 26 other authors each of whom she had helped to write their own books. "She stood there with all those authors and said, ‘If you think I am proudest of my books, you are wrong. I am most proud of the people I have helped to become writers themselves.' She didn't define her success in terms of her products but in terms of the people she had trained." Had Florence been an insecure author, she might have tried to lessen the competition. But in fact, she was gladly training her replacements.

Jesus trained His replacements.

Have you start training and empower other leaders to replace you?

THINK BIG. START SMALL. GO DEEP.

Young Men and Women, Consider the Humility of Jesus

"[Jesus] humbled himself in obedience to God…"
(Philippians 2:8,NLT)

To His ambitious disciples, Jesus said, "I am among you as one who serves" (Luke 22:27). The background of this staggering assertion was the unseemly argument among His disciples as to who should be the greatest in God's kingdom. With such power-struggle, the Master's humility stands in striking contrast.

Humility is a distinctively human grace, though Christ's contemporaries viewed it as anything but a virtue (even today people praise the ‘virtue of pride'). Jesus elevated the word and interpreted it with new meaning – God-view-meaning. Humility is not, as many feels, thinking meanly or talk down to oneself. Rather, it is thinking or talking not of oneself at all! This was characteristic of our Lord. He was clothed with humility, and it was not an outer pretense but inward life within Him.

Let us consider first the example He sets. It has rightly been said that Jesus ‘was a standing rebuke to the pride of every kind and a living example of humility at its highest.' By working as a carpenter, He rebuked pride of birth and of rank and position. He rebuked the pride of independence by allowing women to supply His financial needs while on earth. He rebuked pride of intellect when He said, "I do nothing on my own but say only what the Father taught me" (John 8:28). He rebuked the pride of self-help and will-power when He asserted, "I tell you the truth, the Son can do nothing by himself. He does only what he sees the Father doing" (John 5:19). He was content to be nothing in order that His Father might be all. [P.s: Notice how often Jesus used words like "nothing" and "not" of Himself in the Gospel of John. Underline the occurrences and then follow the example. Jesus was just as humble before men as He was before the Father.]

Secondly, consider the teaching He gave on the theme of humility. His humility consisted in the surrender of Himself to the Father for the fulfillment of His will and He taught us to have the same attitude. Hear His words: "God blesses those who are poor and realize their need for him" (Matthew 5:3); "I am humble and gentle at heart" (Matthew 11:29); "Whoever wants to be the first among you must become your slave" (Matthew 20:27); "For those who exalt themselves will be humbled, and those who humble themselves will be exalted" (Luke 14:11).

Only the indwelling Christ – Christ in us – can make us truly humble and self-forgetful; only He can reproduce in us His own humility through the Holy Spirit. How slow we are to learn that God's way up is down! Our pride came from the flesh, but the source of our humility is from the Spirit of Christ. Amen.

Jesus says, "I am humble and gentle at heart."

THINK BIG. START SMALL. GO DEEP.

Book Review: The 7 Habits of Highly Effective People by Stephen R. Covey

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change (2004)
by Stephen R. Covey

In my 20s, I love to read self-help/inspirational books. Almost all of the authors – contemporaries and books published in 2004 onward – recommend reading this book. When I first saw this book, I thought that it was so thick and wordy. So I didn't buy or even browsing it. But I'm still curious why this book gets so many positive recommendations from many of my favorite authors such as Zig Ziglar, John C. Maxwell and Jim Rohn. Then I have an idea: I downloaded the audiobook and listened to it! The audiobook is narrated by Covey himself. Wow! I'm loving it!

I'm really buying into Habit 1 (Be Proactive), Habit 3 (Put First Things First) and Habit 4 (Think Win-Win) but my weakness is Habit 5 (Seek First to Understand). I'm still learning Habit 2 (Begin With End In Mind) and Habit 6 (Synergize). As for Habit 7 (Sharpen the Saw), this is an indispensable habit that I'm committed all days of my life. This blog is part of my way of sharpening the saw of my mind and soul. To me, these 7 habits that Covey teaches in this book are foundational for happiness and success. If you only want to read one book on personal development this year, I recommend you this book wholeheartedly (or you can read Stephen's son book, Sean Covey based on this one, The 7 Habits of Highly Effective Teens. More fun and easier to read).

I've written chapter by chapter summary for this book in my other blog Idea for Life. For a quick revision of the key messages of this book, The 7 Habits of Highly Effective People click TITLES below:

#0 Introduction

#1 Be Proactive and take all the matters in your hands.

#2 Begin With End In Mind by envisioning long-term goals daily.

#3 Put First Things First by organizing your life and focusing on important and not urgent matters.

#4 Think Win-Win and try to create situations of mutual benefits with other people.

#5 Seek First to Understand, Then to Be Understood for efficient communication.

#6 Synergize with others for best results and benefits that you couldn’t gain by yourself only.

#7 Sharpen the Saw having and maintaining a balanced life so you can practice all above.

#0 Final Summary

THINK BIG. START SMALL. GO DEEP.

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You (10th Anniversary Edition)

If you ask 10 of your respected leaders to recommend 5 books on leadership, I suspect 1 of John Maxwell's books will be on their lists. Of those books, most people will cite The 21 Irrefutable Laws of Leadership as his best work (It's certainly his most well-known). I've read the book once, taking notes and I listened to an audiobook at least twice per year. This good!

In this book, Maxwell dictates the 21 "laws" (not "principles") a leader must follow to get others to follow the leader. "He who thinks he leads," said the author, "but has no followers, is only taking a walk." Using numerous examples drawn from a variety of people from Mother Teresa to the founders of McDonald's, Maxwell shows how people have either used the laws successfully or ignored the laws and failed. Most of the laws are obvious, for example, #14 The Law of Buy-In states that people buy into the leader and only then do they buy into the vision. That makes sense and has a practical application in the real world (example, how we vote leaders).

Some readers have dismissed the book because the laws are easy to understand. These critics miss two significant points: #1 This book codifies and reinforces our thinking. For example, Law #17 The Law of Priorities, cautions against equating activity with achievement. Maxwell points out that we must constantly review our priorities to make sure that we are "steering the ship in the right direction" (this include Law #4 The Law of Navigation). Far beyond leaving it there and stating only the obvious, Maxwell adds that we must always evaluate our priorities with the 80/20 rule in mind. Focus 80 percent of your time on the 20 percent of your priorities that will provide the largest return. He notes that the rule applies equally to developing strategic sales accounts as does it in developing people; #2 This book is a reminder that leadership is a daily commitment. As Maxwell notes in Law #3 The Law of Process, leadership is a process that "develops daily, not in a day." Reading Maxwell's book reinforces what many of us already know about leadership and reminds us to put those theories into practice every day.

Many books on leadership are long on theory but don't help the reader understand how to put the theory into practice. Maxwell does not fall into that trap. At the end of every chapter, he lists three activities we can do to apply the law to our lives. But the truth is Maxwell himself admits that not every leader will have a proficiency in all 21 Laws. Leaders are learners. The author notes that leadership skills can and should be improved through practice. Remember this: "Everything falls and rises on leadership." So, learn!

Here is the 21 Irrefutable Laws of Leadership list, and the tagline for each of the laws:

1. The Law of the Lid: Leadership Ability Determines a Person's Level of Effectiveness
2. The Law of Influence: The True Measure of Leadership Is Influence – Nothing More Nothing Less
3. The Law of Process: Leadership Develops Daily, Not in a Day
4. The Law of Navigation: Anyone Can Steer the Ship, but It Takes a Leader to Chart the Course
5. The Law of Addition: Leaders Add Value by Serving Others
6. The Law of Solid Ground: Trust Is the Foundation of Leadership
7. The Law of Respect: People Naturally Follow Leaders Stronger Than Themselves
8. The Law of Intuition: Leaders Evaluate Everything with a Leadership Bias
9. The Law of Magnetism: Who You Are Is Who You Attract
10. The Law of Connection: Leaders Touch a Heart Before Ask for a Hand
11. The Law of Inner Circle: A Leader's Potential Is Determined by Those Closest to Him
12. The Law of Empowerment: Only Secure Leaders Give Powers to Others
13. The Law of the Picture: People Do What People See
14. The Law of Buy-In: People Buy into the Leader, Then the Vision
15. The Law of Victory: Leaders Find a Way for the Team to Win
16. The Law of the Big Mo: Momentum Is a Leader's Best Friend
17. The Law of Priorities: Leaders Understand That Activity Is Not Necessarily Accomplishment
18. The Law of Sacrifice: A Leader Must Give Up to Go Up
19. The Law of Timing: When to Lead Is As Important As What to Do and Where to Go
20. The Law of Explosive Growth: To Add Growth, Lead Followers – To Multiply Lead Leaders
21. The Law of Legacy: A Leader's Lasting Value Is Measured by Succession

[Leader is Influencer and a Reader: My Top 15 Book on Leadership Lists, CLICK HERE]

THINK BIG. START SMALL. GO DEEP.