Pastors and leaders, I’m going to give you a sneak peek at your final exam. You’re going to stand before God one day, and He’s going to evaluate your faithfulness. He’s going to look at seven different aspects of your life to judge your faithfulness, and you should be highly interested in developing these areas of your life and leadership.
1. Do you possess the right values? A faithful person knows what’s important in life and what isn’t important in life. A faithful person knows how to invest his or her life. A faithful person makes their life count. A faithful person knows the significant apart from the trivial.
Courage is not just a personal trait. It’s an organizational trait as well.
And we all want, in some way, to be part of an organization and team that demonstrates courage. That is willing to push up the hill, against the odds, beyond all doubts to achieve results and impact what most thought not possible.
So here are a few points about creating a courageous organizational culture:
Most church leaders who don’t have a plan for engaging financial leaders in their church lack one for these two reasons:
1. The belief that engaging financial leaders will make them feel as if all the church cares about is their money or it shows favoritism to certain givers.
2. The lack of confidence to engage financial leaders in a way that encourages them to become significant givers.
However, as churches look to climb out of the tough times caused by the recession, we can no longer exclude anyone—including those with financial means—when it comes to developing a giving ministry. At the same time, confidence is developed when we know the proper techniques to use and the right questions to ask.
In a world that has become so wrapped up in social media like Facebook, Instagram and avatars, has the live event lost it place? Has the “not forsaking the assembling of ourselves” become relegated to a computer screen or a smartphone (Heb. 10:25)?
I recently watched a group of young girls sitting at the same table in the food court of a trendy mall and laughing. Though there’s nothing unusual about that, what caught my attention was that they weren’t talking to each other; they were feverishly texting back and forth. Their laughter wasn’t a result of what they were saying to each other, but rather what they were texting to each other. In our digital age, have we lost even our most fundamental art of conversation?
This week, in Lynne Olson’s Those Angry Days: Roosevelt, Lindbergh and America’s Fight Over World War II, 1939-1941, I found this interesting depiction of Harold Ickes, a member of FDR’s cabinet during the Second World War:
“According to T. H. Watkins, Ickes’ biographer, ‘a world without something in it to make him angry would have been incomprehensible to him.’ A disgruntled Republican senator who had been the target of one of Ickes’ verbal assaults called him ‘a common scold puffed up by high office.’ To one cabinet colleague, Ickes was ‘Washington’s tough guy.’ To another, he was the ‘president’s attack dog.’”