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Finding Your Leadership Style
Ten different ways to lead God's people.
by Bill Hybels
A few years ago, I began to notice major differences in the ways gifted
leaders led their teams. They all had the spiritual gift of leadership
referred to in Romans 12:8, but they approached the challenges of leadership
differently.
About the time I was making this observation, the management team at Willow
Creek gave me a leadership book for my birthday. (The year before, they had
hired an Elvis impersonator, who burst into my office during a meeting to
serenade me. Elvis discovered my leadership style in a hurry. He barely made
it out of my office with his blue suede shoes.)
This year they gave me a more appropriate gift--Certain Trumpets, by Garry
Wills. Wills describes the enormous impact of great leaders whose particular
leadership style meshed perfectly with a certain need in society.
For example, when people are being oppressed and want to break free from
that yoke, the situation calls for a radical, transforming leader.
In a complex, pluralistic democracy, with thousands of constituencies that
must be drawn together to form a government, a political or electoral leader
is necessary.
In war time, a military style of leadership works best.
During an ideologically intense social struggle, an intellectual leader
might fit the bill.
Wills effectively argues that there are many different styles of
leadership, and certain styles fit certain leadership needs better than
others.
Over the last few years, I've identified at least ten manifestations of the
leadership gift as it plays out in the church. It's been helpful to our staff
to identify our leadership styles and build leadership teams accordingly.
1. Visionary leader
These leaders have a crystal-clear picture in their minds of what they want
to happen. They cast visions powerfully and possess indefatigable enthusiasm
to pursue the mission.
Visionaries shamelessly appeal to anyone and everyone to get on board with
the vision. They talk about it, write about it, burn white-hot for it. They
are future-oriented, usually idealistic, and full of faith to believe the
vision can and will be actualized if the dream is talked about and cast often
enough.
Visionary leaders are not easily discouraged or deterred. In fact, if people
tell them their dream is impossible, that just adds fuel to the fire in their
spirit.
Visionary leaders may or may not be able to form teams, align talents, set
goals, or manage progress toward the achievement of the vision. But this one
thing is sure: They carry the vision. They cast the vision. They draw people
into the vision, and they'll die trying to see it fulfilled.
I was at a conference with John Maxwell some time back. John was teaching on
vision, and he started his talk on one side of the sanctuary to symbolize the
beginning of the vision.
"You have no money, you have no people, you have no faith, but you have the
vision. So you put one foot in front of the other, and you walk, by the light
of the vision . . . ." He began to walk across the stage.
"Then, along the way, as you share that vision, God gives you the faith, the
power, the people, the resources. . . ."
Everyone's eyes were riveted on John as he made this vision walk. But there
was a planter between where he was and where he was headed. Inside, I'm
screaming, Watch out for the planter! John never saw it. He ran into it and
stumbled--but the vision was so powerful that he never stopped speaking, never
lost his train of thought. I was looking around the crowd, and no one else
even seemed to notice!
You know a person is a visionary leader when he trips on the stage and no
one even acknowledges it! It was a picture of the leader who cannot help but
pour out the vision, despite any obstacle.
2. Directional leader
This style doesn't get much press, but it is exceedingly important. The
directional leader has the uncanny, God-given ability to choose the right path
at those critical intersections where an organization starts asking hard
questions: "Is it time for a wholesale change or should we stay the course? Do
we focus on growth or consolidation? Should we start new ministries or deepen
and improve existing ones? Should we add facilities or relocate? Is it time
for some fresh staff, or do
we dance with those who brought us here?"
These are directional issues, and they are capable of immobilizing an
organization. But a leader with a directional style is able to sort the
options. He or she can carefully assess the values, mission, strengths,
weaknesses, resources, personnel, and openness to change of an
organization--then, with remarkable wisdom, point that organization in the
right direction.
Wrong calls at these key intersections can wreck organizations. Shortly
after Solomon's death, his son Rehoboam became king. His first critical
intersection came almost immediately: a representative group of the people
asked for their workloads to be reduced. Solomon had worked people to the
point of despair. Rehoboam had to make a directional call. The older
counselors said, "You'd better ease up on them." The younger counselors said,
"Just load them up." He made the wrong call at that intersection, and it
wrecked the kingdom.
When Willow Creek is at such a crossroads, I will not move in the direction
I believe God is calling us without the green light from two board members who
are strong in directional leadership. Whenever we've followed their lead,
we've made good decisions. Whenever we've ignored their advice, we've paid a
high price.
3. Strategic leader
Some leaders have the God-given ability to break an exciting vision into
achievable steps, so an organization can march intentionally toward the
actualization of their mission.
Visions are powerful. Visions excite and inspire people. They compel action.
But unless people eventually see progress toward the fulfillment of the
vision, they conclude the vision caster is just blowing smoke.
A strategic leader forms a game plan everyone can understand and participate
in, one that will eventually lead to the achievement of the vision. A
strategic leader challenges the organization to work the plan. She says,
"Don't get distracted. Do what needs to be done to achieve the next
step, then the next, and we'll achieve the vision together." A strategic
leader is able to get various departments of an organization synchronized so
that the organization is focused toward the prize.
The vision of Willow Creek has been compelling for more than twenty years.
But it has been a seven-step strategy, put together by leaders in the early
days of our church, that has helped us move toward the achievement of that
vision.
4. Managing leader
There is always discussion in leadership circles about the differences
between management and leadership. You've heard, "Managers do things right;
leaders do the right things," and other delineations.
Those may be helpful, but I'm convinced certain leaders possess the unique
ability to establish mile markers on the road to the destination, then
organize and monitor people, processes, systems, and resources for mission
achievement. Old Testament examples include Joseph and Nehemiah.
What's most amazing to those who don't have this style is that managing
leaders derive enormous satisfaction from doing all this managing!
You'd be surprised how many visionary leaders are inept at managing people,
processes, and systems. Many directional and strategic leaders are incapable
of actually putting the players, resources, and systems in place for the goals
of the organization to be achieved.
I've often said around our church, "Sooner or later someone's going to have
to manage all of this stuff." We've always had an abundance of visionary,
directional, and strategic leaders, but we've always had a shortage of
managing leaders. That has hurt us all along the way.
Managing leaders often aren't as popular as the leader who can give the big
vision talk or make the big decision around the board-room table or put the
big plan in place. But in the day-to-day world, someone has to manage the
process to make sure we get where we want to go.
