Over 2000 years after Jesus’ physical presence on earth, his leadership is still impacting our world and culture today. In George Barna’s book, Leaders on leadership, Leighton Ford’s chapter, “Making Leaders Grow”, describes how Jesus made leaders. He says the test of a good leader is one who leaves behind others who have the conviction and the will to carry on.

Jesus’ model for leadership development

Jesus' model provides an example for developing leaders.

1) He called them
Leadership development begins with a call. Jesus found his future leaders fishing by a lake and in other everyday activities. He picked them just as they were. When we call someone in Jesus’ name, it is a ministry of powerful affirmation.

2) He named them
Jesus looked at Peter and said, “You are Simon, you are going to be Peter” (John 1:42). When we develop leaders we need to know their names, we need to know what their names stand for—that is, we need to know them well. Understand their strengths and weaknesses and call them by the new vision of what they will become in Christ.

3) He made them a team
Jesus believed in teams. He sent his disciples out two by two. Teams accompanied him. Leadership developers need to know the power of teams. It is important to work with individuals but also to bring them into a group, where strengths and weaknesses can be balanced and vision shared.

4) He trusted them
Jesus told them to follow him, then taught them by letting them live with him and watch him. He sent them out to go and do, entrusting them with a task. Leaders are made not just by telling them what to do, but also by trusting them to do it.

5) He tested them
When the big storm came upon them on the lake while Jesus was sleeping on the boat, He asked them repeatedly, “Where is your faith?” He pushed them beyond their safe depths. Leaders grow when they are in situations beyond their own control and strengths, where they will learn that they will fail unless they trust in God.

6) He included them
From the crowds Jesus picked seventy, and from the seventy, he selected twelve, and out of the twelve, three. He often took Peter, James, and John with him. To make leaders, we have to focus on the few who have potential, as well as some who may not seem to have it. Sometimes these are risks we must take if we want to grow leaders in depth.

7) He made them his friends
Jesus’ leadership program was not a formal, hierarchical structure, but a community of friends. The night he left them, Jesus said, “I no longer call you servants… I have called you friends.” Leaders-in-the-making need to sense they are persons, not projects-persons who, in the best sense of the word, are friends.

8) He warned them and restored them
Jesus warned his disciples of dangers ahead. In Peter’s case Jesus warned Peter, he would betray him and let him down. Although Peter denied Jesus three times, something turned him around. Jesus gave Peter a chance and an opportunity to reaffirm his love and his commitment to feed Jesus’ sheep. In developing leaders we need to know they will fail. When that happens, they need correction, encouragement, and a chance to start again.

9) He made them understand
At the end it all came together. Jesus disciples realized he had chosen them, prayed for them, died for them, and now he was trusting them. Jesus had put himself in them. Now he was sending them to find his sheep and care for them. Jesus helped his disciples become the leaders he called them to be.

Helping leaders become competent

A leader must set aside time to invest in the next generation of leadership so they can be competent to lead their peers. There are many different skills needed to perform particular jobs. Different roles obviously require different skills. Broadly speaking, there are practical, technical, managerial, leadership, ministry, administrative, intellectual or interpersonal skills.

Knowing the skills needed is one thing, being able to measure the level of each of these skills is a further challenge. To assess ability or competency in this area we need to:

a) Define performance standards for each skill needed.
b) Define the required level of performance needed.
c) Clarify performance expectations.
d) Translate competencies into outcomes.

Skill building is an important part of helping others to grow. It is helpful to have a deliberate strategy for this area that helps with the development of skills in members of your organization. This development can occur through a variety of different methods:

a) Classroom training
b) On-the-job training
c) Mentoring and coaching processes
d) Partnerships
e) Working with seasoned leaders
f) Regular assessments and evaluations

PAUSE

Are you aware of someone with leadership potential who lacks the necessary competencies of leadership? What will you do to help them develop their leadership?

Leaders with interest and intent of developing other leaders ought to find their greatest pleasure from seeing:

1) Others find their strengths
2) Growth in individuals
3) Team members bearing fruit
4) Their leaders making an impact in the community
5) Individuals soaring and becoming achievers
6) Their staff fired up to take on challenges
7) Their followers taking the initiative to revitalize others
8) Others taking over their responsibilities and pet tasks

This principle of helping leaders become competent can be clearly seen in the New Testament:

• Each of you should look not only to your own interest but also to the interests of others (Philippians 4:2).
• Nobody should seek his own good, but the good of others (1 Corinthians 10:24).
• Let us consider how we may spur each other toward love and good deeds (Hebrews 10:24).
• And the things which you’ve received from me, entrust these to faithful men who will be able to teach others also (2 Timothy 2:2).

Jesus modeled the following process with his disciples:

a) He prayerfully and carefully selected his team (Luke 6:12-16).
b) He had an intense development plan for them (Matthew 13:36-40; Luke 11:1-3).
c) He discipled, mentored, and coached them into effectiveness (Matthew 18:15-17).
d) He prepared them to rely on God by his Spirit (Acts 1:6-9; Luke 14:26; John 14:25-26).
e) He showed them the big picture (Matthew 28:16-20; Mark 16:15-18).
f) He released and launched them for greater works (Luke 9:1-2; Luke 10:1-16; Luke 20:20-22).

Why develop other leaders?

Developing other leaders is necessary to:

a) Ensure the importance of leaving a legacy.
b) Empower individuals as they take ownership.
c) Assist in the transformation and development of the individual.
d) Produce fulfilled and satisfied team members.
e) Pass the baton from one leader to the next.
f) Ensure the vision outlives you.

Developing leaders and ensuring the vision outlives the leader is made possible through:

a) A deliberate discipleship process
b) Good supervision
c) A mentoring culture
d) Effective coaching skills
e) A succession plan

REFLECTION

Why is it important for a serving leader to develop the next generation of leaders?

EVALUATION AND ACTION

1. Who are you leaving behind with the conviction and will to carry on after you are gone?
2. What practical measures will you utilize to make sure they are properly equipped to lead others when you are gone?
3. Are you able to name some leaders who have become who they are by “standing on your shoulders” along the way? If not, identify who you will enable to help do so within the next 3 years.
4. If you could develop leaders to develop other leaders to develop other leaders, how would that impact on your life, ministry, legacy, and organization?