Shane Ash

One of the classic leadership books used in seminaries is the Oswald Sanders book Spiritual Leadership.  While writing about “improving leadership” Sanders tells this story:

Hudson Taylor, founder of the China Island Mission, was a simple yet astute man. He had a gift of saying tremendously significant things in a deceptively simple way. In a letter dated 1879 to the secretary of the mission, Taylor said:

The all-important thing to do is to

1. Improve the character of the work
2. Deepen the piety, devotion and success of the workers
3. Remove stones of stumbling, if possible
4. Oil the wheels where they stick
5. Amend whatever is defective
6. Supplement, as far as may be, what is lacking

Even though this list of leader responsibilities was written 130 years ago it still provides a simple outline for evaluating and improving ministry yet today.

The second point in Taylor’s list stands out to me. One of the challenges I have found myself tying to balance as a new leader/pastor is the  challenge of how to lead a team. How to deepen the zeal and ministry passion of those in the team, when to step in and help solve tough issues and when to lead by getting out of the way.

Sanders emphasizes this leadership role through setting the spiritual tone:

-to deepen the piety, devotion, and success of the workers. The tone of the church or mission will be a reflection of its leaders. Water rises to the level of its source. The spiritual health of the leadership group should be a top concern among higher echelon leadership. Job satisfaction is also important. If leaders can show their colleagues methods to improve success, their sense of fulfillment will be reflected in an improvement in the quality of their work.

I am challenged as a team leader to spiritually deepen those around me  through the practice of “living it out” in front of them. The character of our leaders determines the effectiveness of our ministry.