This is a great little book for pastors primarily, but also leaders in general. Dale Burke is the senior pastor of First Evangelical Free Church in Fullerton, California. His church was made famous by its previous senior pastor, Chuck Swindoll. Burke writes as a leader who inherited an organization previously led by a famous and beloved leader, no small feat for many! He also had to lead the previously successful church to make significant changes so it could continue to grow and thrive, again, no small undertaking.
I had a mixed response to this book. At times I felt like he was rehashing material I had read many times before. At other times he made some statements I thought were quite good. He begins with focusing on pastors, and leaders in general, who are “busy, buried, and behind” (12). This book is focused on leaders who are swamped with their work and exhausted from their labors, and who feel that they can never catch up. He notes that every leader has three full time jobs (16). His major emphasis is on helping leaders lead in such a way that they are effective at what they do but so they also have a life outside their work.
Burke identifies “Eight secrets for leading and still having a life (42). He also identifies three “rings” from which leaders lead. These are the inner ring, the middle ring, and the outer ring. I will not summarize all he said here, but simply highlight a few things that stood out to me.
In discussing the inner ring, Burke looks at the heart of the leader (47). He examines the power of convictions and says it is there we must ask ourselves, “Who’s my ultimate boss/authority?” (52). He declares, “Don’t let the size of your organization discourage or deflate you” (54). Burke suggests that in the middle ring, you have four disciplines that are at the heart of leadership (97). These are imagination, mobilization, specialization, and innovation.
Under imagination, Burke lists vision. He suggests there are three questions that help shape vision. These are: First, the destination question: Where are we going? Second, the roadmap question: How do we plan to get there? Third, the Value-versus-cost question: What is the cost of making the trip, and why is it worth it? (104-105). Burke notes that followers want three things from their leaders: comfort, stability, and solutions (114). However, he notes that if that’s all you do, that’s babysitting! He also states, “When your memories are more exciting than your dreams, you’ve begun to die” (115). He adds, “Many leaders devote most of their energy toward goals that are heavy on maintenance and light on mission” (115). Burke encourages leaders to think “longer,” that is, more than five years out (116). He also adopts the popular concept of BHAG’s, or, Big Hairy Audacious Goals. Certainly goals ought to be inspiring, but at the same time, they ought to be God-derived, not leader-generated. God’s goals are God-sized. Leaders will never out vision God! (Eph. 3:20). Finally, Burke suggests visions should be adapted to the present. He notes: “Remember to off-load before you reload to pursue new dreams” (118).
Concerning delegation, Burke suggests that people to whom you delegate should be able to do at least 80% of what you were doing (128). Rather than focusing on the 20% they are not accomplishing, consider the additional 100% of what you are now able to do, because someone else is doing your former task at 80% of what you formerly did. In time, they should be able to increase the percentage of what they do so that the net result is that far more is accomplished (128). He notes: “Even if you have unlimited resources, money, to spend, and can afford to hire more people, you the leader are a limited resource. You must learn to make choices” (118).
Burke says a few things with which I disagree. Speaking of Jesus, “He said, ‘You know the message; you have the assignment; you know the mission. Now go do it. . . What’s more, Jesus didn’t leave any policy manuals or business plans for them. . . As to methodology, techniques, and style, it was up to them to figure those out. Jesus would guide them, but from a distance. . . He imparted a vision and values, clarified the mission or goal, and let them go” (130). Led from a distance? The Holy Spirit resided within each believer. Christ said He would build His Church. Obviously we have a role to play, but I see too many churches and Christian leaders assuming that God gives the big picture and then it is up to them to figure out all the details on their own. Such thinking is dangerous. Burke also recommends the “Now Discover Your Strengths” model. While I think it is good to know both your strengths and weaknesses, this approach often assumes that we lead out of our strengths, whereas Jesus said it was when we were weak that He was strong. At times such an approach makes too much of us and too little of God.
I did like Burke’s statement, “Behind every person is a God-ordained purpose” (142). He also states, “An undeniable fact of leadership is this: to accomplish more, you need to do less” (145). He also states: ‘Success always leaves a mark on the trail, just like the ruts of a wagon” (174). He warns that eventually these marks become ruts that then become traps.
Burke encourages organizations to regularly evaluate its product and services (177). He also sagely observes: “Over time, an organization will become what it celebrates” (181). He notes that 80% of churches in America are plateaued or declining (183). He suggests this is because some churches change what they should never change while other churches die because they refuse to change what they are free to change (183).
Burke has several good pieces of advice. He recommends that leaders schedule their time in large blocks (197). He suggests scheduling a time each day to answer e-mails (197). That way they do not produce constant interruptions while you are also assured of answering your correspondence each day. He suggests answering them near the end of the day.
He notes: “Hope doesn’t just guess; it does its homework” (221). He also states: “Remember, you are not God, so be careful what you promise” (222). Finally, he suggests, “People need your ear before they need your answers (225).
I found this book to offer some nuggets of helpful advice. This is especially true for pastors. I take issue with a few of his statements, but there is also some timely counsel, especially for those who feel burdened by the large responsibility that they carry as a leader. If you are feeling as if you cannot complete all the tasks you have on your to do list and you are wondering if there is any way to find joy and rest in your work, this may be a helpful book for you.
Rating: 3
