Article
- Author:
- Cottrell, Stephen
- Publisher:
- Church House Publishing (2008)
- ISBN:
- 978715141625
- Purchase:
- Buy this book from Amazon.co.uk (commission earned)
This slim book, which should not be read in a hurry, deals with leadership from a Christian perspective but its insights reflect contemporary theories of leadership more often admired than practised. As the book is so short, it would be redundant to précis it but I can't help sharing some of the apparently counter-intuitive remarks that Bishop Stephen makes in his ten short chapters:
- "Creativity is usually cultivated in the soil of contemplation. The ability to act decisively (and correctly) often arises from a well of stillness. ... Those same people who drive the bandwagon and who ... tell us to hit the ground running are also the ones who tell us to jump in at the deep end" The key skill is listening.
- "Is the desire to have someone who can hit the ground running also a desire to have someone who will be busy; someone who will take charge in a way that will leave everyone else free to abdicate?" "The leader is sometimes the person who dares to do nothing". Very big decisions should not be taken by one person; we should learn from those who are led. "The person who hits the ground running is often a person running away from their predecessor." Leadership is: "...; to enable others to do their very best and to achieve their fullest potential, and for the purpose of your organisation ... to be advanced" Being available to one means not being available to others. Wanting other people's approval is bad leadership. The enemy of the best is the second best.
- The first priority for a Christian leader is time apart and time alone in regular prayer and regular retreats, the first to deal with daily trouble, the second to grasp the big picture. It is vital to return to your first love, what made you long to do what you are now doing (Revelation 2:2-5). Creativity grows from "attentive idleness".
- It's important to say the obvious but saying it isn't enough. We have to work with people to remind them of their initial purpose.
- Too many cooks don't spoil the broth. If you want people to share your vision, get them to help you to design it. A leader articulates vision but doesn't think it up. Discerning purpose nearly always requires the involvement of everyone. If you hit the ground running, you won't have consulted. "If we have already decided that the only worthwhile goal of our enterprise is success, then it follows that the biggest enemy is failure. But if our goal is to enable each member of the organization or community to discover their part within the whole ... then it is ok to fail, it is ok to make mistakes, it is ok to take risks".
- Count your chickens before they are hatched; think the big vision and imagine eggs yet unmade. Where there is no vision, the people perish. Remember the parable of the incompetent sower who enjoys a yield beyond ordinary logic. "We are at our best when we are amazed by what is set beyond us and before us". Doing the same thing while everything around you is changing is not doing the same thing (Hans Kung). Sometimes you have to lead from the front and the back at the same time.
- We should re-invent the wheel, even if it is not such a good wheel and it takes longer to construct, because then everyone owns it. We learn from other wheels but nobody stops a child writing a poem because of Shakespeare. Solutions are not commodities.
- Being detached does not mean feeling no pain. A thin skin makes a good heart; if we hear the heartbeat we detect the pain. The danger of professionalisation and being your job. "Leaders who hit the ground kneeling are kneeling before a vision that they long to make a reality."
- Some things are just worth doing, even if you fail.
- The whole book in a single paragraph.
The theory is blessed with illuminating examples from Bishop Stephen’s church life which makes it an even better read. But remember; don't rush! Only one chapter at a time!