Ten Kinds of People Nobody Can Help

I’ve been involved in pastoral ministry for over 30 years, and I have a desire to help everyone. But, I have learned the hard way that I cannot help every person who attends our church or who comes to me for input.

The following are ten kinds of people I have identified that are so entrenched in certain habit patterns that I cannot help them advance to the next level unless they make the necessary shift in their attitude or behavior.

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The Sins and Temptations of Young, Middle Aged, and Old Leaders

Since I have been serving in full-time church-related ministry since 1980 I have been through various stages of growth and development in ministry and character. Based on self-reflections and observations from years of ministering to and with pastors and leaders in the church, I have written the following article on some of the specific sins and temptations most of us go through, based on our age and level of experience.

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Twelve Signs of Abusive Leadership

There has been many articles of leaders in the media lately who take advantage of other people. This is a common pattern of abuse in which leaders use their positions of authority to take advantage of their subordinates or those looking to them for help.

There are many signs of abusive leadership, which can relate to leadership in the family, church, business, politics and/or any organization or voluntary association. Also, often abusers are themselves the victims of abuse.

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Ten Things Effective Ministries Value

1. Effective Ministries Value the Whole Church
To be effective in the current culture wars, Evangelicals can no longer afford to shun their Catholic and Orthodox brethren. It is going to take the whole church standing together on social issues to see societal transformation. We may not be in the same denomination or local church, but we share the same overarching values regarding the Trinity, the need for the cross of Christ for salvation, the deity of Christ, and the Ten Commandments as a blueprint for the laws of a nation.

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Nine Essential Traits of Qualified Worship Leaders

1. They are true worshippers in private

True worship leaders are effective because their public worship is an overflow of their deep private worship. They are able to help bring the congregation into deep worship because it is already something they walk in.

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Twelve Characteristics of the New Apostolic Leaders

The so-called Apostolic Reformation since the mid 90’s signaled the end of identifying Christian movements merely by denominations. With that, there was a new emphasis on visionary leaders in the body of Christ known to function with the five-fold ministry gift of apostle (Ephesians 4:11).

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Integrity: The Foundation of Our Lives

In this day and age, gifts and personality seem to be of premier importance in the Evangelical church. Many are building their ministries on the aura of gifted people with the manifestation of persona overshadowing the presence of God! All this, in spite of numerous biblical passages telling us that God opposes the proud and unbroken, and lifts up the lowly (see Isaiah 57 and Psalm 138:6).

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8 Contrasts Between Empowering and Disempowering Leadership

Knowing how to nurture people so that they reach their maximum leadership potential is as much psychological as it is an art. There are ways leaders limit the creativity of others and there are ways to get folks to reach new heights they haven’t even dreamed about. The following are ways leaders can empower others to fulfill their potential in life

I-             Empowering leaders allow others to make mistakes

 Some leaders are more concerned with getting a job done correctly then about empowering people to learn how to do the job. When all a leader cares about is getting a job done right they don’t really delegate authority to others to perform a task but view their workers merely as an extension of their arms and legs but not their brain because they don’t let them think for themselves. Often, those they give to perform a task are corrected constantly as the job is being performed. On the other hand, empowering leaders often allow those they assign tasks to make mistake and then gracefully critique them after each finished task is done

II-          Empowering leaders don’t micro manage

 Micro managing should only be done if a leader is working with a person totally untrained or unskilled at a particular task. This kind of working arrangement should only be temporary because a person should not stay in a task they don’t have the potential skill to perform and, once the transition job proficiency is complete, the leader should allow the worker to perform said task with only macro oversight. Micro managing breeds an atmosphere of distrust and tell the person given the task that the leader doesn’t really believe in them. Habitual, Micro managers usually don’t have a clue when it comes to being an empowering leader

III-       Empowering leaders focus on the positive traits of others

We all stumble in many ways. All of us usually drop the ball on assignments at least 10 percent of the time –depending on how much overwork we have. In addition to this, there is always going to be mistakes in a certain percentage of the tasks we perform and, somebody else will always do a job differently then the next person. Consequently, a leader will always have the opportunity to point out things that a person didn’t do absolutely correct or up to par or in the same way the leader would have accomplished it – thus, said leader should attempt to focus the most on what the person given the task did right and the results of the work performed. Of course the exception to this is if the person totally messed the task up or didn’t follow the guidelines given to them. When we focus on the positive contributions of others we impart confidence to them and motivate them to continue to perform at a high level

IV-        Empowering leaders give constructive not destructive criticism

There should be regularly scheduled times after each major task is completed to review the work and assess whether the objectives were met. This should be based on the criteria given before the task was attempted so that there is an objective way to gauge whether or not the task was performed with excellence. Regular debriefing times like this allow the employee or person given a task to understand whether or not they are growing in the job or where they stand in regards to their employment. It is not fair to tell a person to be told one year after they start a job that they are not performing well. By this time their job is already in jeopardy and they haven’t even been given a chance to improve because they had no feedback. Those who desire to work with a spirit of excellence usually welcome consistent, constructive criticism. Of course, when a leader puts a person down, calls them names, belittles them or speaks condescending to them, they are dispensing criticism that can destroy and not build up those working under them

V-           Empowering leaders give guidelines , goals and outcomes expected

 Empowering leaders usually always give those working for them general guidelines for a job, the objectives of said task, along with the end result they are looking for. This enables the person given the task to run downfield with the ball creatively without constantly looking over their shoulder wondering if they are still playing on the playing field. Disempowering leaders merely give a person a task but have amorphous guidelines, goals and objectives so that nobody but the leader really knows if the job is being done right or wrong. When leaders do this it is a sign that either they themselves don’t even have real objectives for a task, or they are just trying to keep exercising psychological control over their workers

VI-        Empowering leaders connect people to their passion, gifts and calling

Empowering leaders always attempt to match people with jobs according to their gifts, passion and abilities. Disempowering leaders don’t take these things into consideration and often are guilty of attempting to force a square peg into a round hole. Empowering leaders take pride in being able to help people soar like Eagles into the highest heights imaginable while disempowering leaders care more about getting the tasks accomplished then releasing human potential. Empowering leaders also are sensitive and lead each person differently according to their experience, personality and temperament.

VII-     Empowering leaders focus on inspiring people as opposed to forcing people to perform

 Empowering leaders cast vision so as to inspire their followers to perform great things while disempowering leaders often get things done merely by giving orders and making demands on people. When you inspire people they perform at a much greater level because they are allowed to make their own decision to serve and have a greater amount of “buy in” while those merely following orders will just do enough to please the leader and usually don’t tap much into their creative juices.

VIII-  Empowering leaders engage in dialogue/ Disempowering leaders dictate their desires and ideas

 Empowering leaders attempt to allow a flow of dialogue between them and their followers in work related projects. These leaders understand the importance of receiving regular feedback from their subordinates so that they will have a better understanding of how to go about accomplishing tasks. Conversely, leaders that disempower others don’t usually engage in dialogue but merely dictate what and how they want a project done. Folks under these kinds of leaders eventually lose their motivation to think and just robotically follow orders because they know their opinions don’t really matter. Dictating leaders usually don’t multiply other leaders – they are merely retaining followers who have allowed their creativity to be capped

Twenty-five Signs You Are Leading from Your Dark Side

1. You inwardly celebrate when a colleague or fellow minister falls.
2. Your spirit of competition causes you to inwardly celebrate when other organizations or ministries in your field aren’t doing as well as you.
3. You are more concerned about your local church or organization than the good of the kingdom of God and cultural transformation.

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Twelve Different Kinds of Apostolic Leaders

I have been in the apostolic movement since the late 1980’s and have observed many kinds of apostolic leaders. By “apostolic” I am referring to a person who functions in the apostolic ministry gift as mentioned in Ephesians 4:11. They may also oversee an apostolic church that exerts great influence in their community, and/or lead a network of churches.

One size definitely doesn’t fit all in the apostolic, or in any of the other ministry gifts for that matter! They all have different modes of operation and/or function as well as different motivational gifts and bents. Of course, any true apostolic leader may have one or more of the following characteristics.

The following are the different kinds of apostolic leaders I have observed:

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