Jason Young and Jonathan Malm, Don’t Burn Out, Burn Bright: How to Thrive in Ministry for the Long Haul (affiliate link). Grand Rapids: Baker Books, 2023. 183 pages.
Jason Young and Jonathan Malm have written a helpful, practical, relatable book on a chronic leadership issue, especially in the church: burnout. It seems ironic that people working for almighty God and presumably empowered by the Holy Spirit can have the wheels come off their ministry. But it happens at epidemic levels.
The authors wrote this book to help leaders make wise choices so they don’t find themselves in this dire situation. Because, as they note, once you experience burnout, “There’s no swift bouncing back” (15). They observe that “It’s a hustle culture that celebrates working hard as the ultimate virtue” (18). Of course, in leadership, it is often the very things that make us successful that can be our Achilles’ heel. Working hard is great, until you work too hard or too long without a break.
Often church leaders are embarrassed to admit that they need help or that their current work habits are unsustainable. The authors state, “Denial keeps you as a guest in your own home” (23). They list eleven kinds of people leaders need in their life in order to stay healthy (24-25). This list seems long to me. They may all be good people to have, but finding that many might be challenging. Certainly having people who speak truth to you is critical.
They note that “We’re all a few unwise decisions away from ruining all the progress the Holy Spirit has made in our lives” (31). They cite Craig Groeschel, who suggests that leaders not strive for perfection. If they get a job done at 80% of perfection, that’s good enough. Groeschel suggests that the amount of work it takes to get to 100% perfect is not worth the effort for the return (32). They conclude, “Remember, perfection is unattainable, and that’s actually a good thing” (41).
They quote John Powell, who said, “Comparison is the death of true self-contentment” (48). Comparison can be a trap for church leaders, because it is so easy to compare themselves to others using live streaming and ubiquitous social media. They cite the example of Gideon and ask, “Was Gideon enough? Yes and no. But God said he was enough for what he needed” (53). They add, “You aren’t enough for the whole mission. But you’re enough for what you need to be” (54).
The authors caution that “The pastor’s biggest asset in the growth season of their church . . . can become their liability in the next season” (59). They note that “Releasing control means letting momentum happen, even if it can be scary at times” (60). They suggest that leaders are not “doers” (62). Getting things done may have been what got them to the leadership post, but now their job is to enable others to get things done. They warn, “The problem with control is that it’s a mirage” (63). Leaders must release people to do what they do best. They argue, “Your greatest responsibility as a leader is serving your people, not accomplishing tasks” (64).
The authors note that sometimes people find themselves in the wrong role. When that happens, the leader has three options: 1) Remove them; 2) reposition them; 3) demote them (69). The authors suggest that “. . . one of the most loving things you can do for people is to put them in a role where they’ll thrive” (69).
I like their quote, “Humility isn’t denying the truth; it’s denying yourself” (73). They cite the story of Jesus washing his disciples’ feet. I am always a little sensitive about how this example is used. Typically, we are told that Jesus served his disciples, such as by washing their feet. But a caveat is in order here. We only know of Jesus washing his disciples’ feet once, and that was on the last night he was with them before his crucifixion. He washed their feet on that occasion, but clearly he wasn’t in the habit of doing so. When the need arose, he humbled himself and met the need. But this example must be used carefully, as it is a one-time incident that is often used to support a daily attitude of service to others.
I like the authors’ emphasis on helping people thrive. They ask the reader, “Could you jot down the major members of your team right now and list the dreams they have?” (77). They point out that often leaders are focused on their own self-actualization and success rather than on the dreams and successes of those they lead. They note, however, that “We get life when we give life” (79). They exhort, “Spend more time being impressed than impressing” (86). They also observe, “It never gets easier to get your priorities in order” (95).
They write that “For leaders, emotional energy is just as important as physical energy” (105). Burnout often results not merely from physical exhaustion but from emotional weariness. They suggest that “The way you recharge your emotional energy is through rest. But entanglements prevent us from resting” (106). They encourage leaders to find ways to disengage from their work and to find true physical and emotional rest. Interestingly, they suggest that “Rest limits the time we have to work on something, so it helps us focus on the things that matter most” (110). They add, “It’s important to realize that we aren’t God” (117).
Leaders tend to be highly engaged in their organization and its people. Therefore, they must become adept at setting boundaries. They note, however, that “A boundary should be a gate, not a wall” (120). Interestingly, they suggest that “. . . an overemphasis on reading is one of the main causes of a lack of peace among high-capacity leaders” (131). They claim that “The world says peace comes through knowing more, but could it be that Jesus wants us to know less?” (132). They add, “Maybe we weren’t meant to have opinions on every bit of news that comes our way” (134). I think this “permission” not to read every book, listen to every leadership podcast, and attend every conference can be extremely freeing to highly driven leaders.
They also point out that there can be many emotionally draining circumstances in which people wound us. They state, “The good news is you don’t have to fix the injustice in order to be able to forgive. You can reframe it” (148).
I found this book readable and applicable. It can be used as a checkup for leaders who suspect they might be in danger of burning out if they don’t make course corrections. The authors offer hope that burnout is not inevitable. There are practical steps leaders can take to avoid it. Following the steps outlined in the book can help leaders thrive in their work. The practices outlined here would be helpful to any leader who wants a healthy leadership life.
This book is helpful, practical, and encouraging. Any leader could benefit from reading it.
Rating: 3
