个人成长：诚信

第十天：深入反思

阅读：代上二十九10-19

诚信问题对领袖而言有多大的重要？大卫是历史上十分敬虔的领袖，在历代志上二十九章10至19节中，他阐述了自己对这个问题的观点。通过这段对人生的丰富 诠释，默想你自己的情况，然后阅读巴克斯特（Richard Baxter）的精辟论述，那段论述记在今天的阅读材料中。

Integrity and What I Do

Read: 1 Chronicles 29:10-19

• Take heed to yourselves, lest your example contradict your doctrine, and lest you lay such stumbling-blocks before the blind, as may be the occasion of their ruin; lest you unsay with your lives, what you say with your tongues; and be the greatest hinderers of the success of your own labors. It much hindereth our work, when other men are all the week long contradicting to poor people in private, that which we have been speaking to them from the Word of God in public……but it will much more hinder your work, if you contradict yourselves, and if your actions give your tongue the lie, and if you build up an hour or two with your mouths and all the week after pull down with your hands……He that means as he speaks, will surely do as he speaks. (Baxter, Richard. The Reformed Pastor)

• This old English “pastor to pastors” has a wise word for any leader who wants to encourage his or her followers to “do it right.” Read his quote again and think about the implications for your own life as a leader with integrity.

个人成长：诚信

第五天：深入反思

阅读：提前四15-16

领袖如何具体表现出他的诚信？保罗给提摩太一些关于领袖的指示，对我们每个人都有帮助。两位享德里克斯（霍华德和比尔，Howard and Bill Hendricks）对现实中的诚信作出生动的说明。请翻阅今天的阅读材料。

Integrity and What I Do

Read: 1 Timothy 4:15-16

• What a leader does will have a greater impact on those he or she wishes to lead than what the leader says. A person may forget ninety percent of what a leader says, but he or she will never forget how the leader lives.

• There is simply no substitute for a man or woman of consistent Christlike character.

• The New Testament doesn’t call for perfect leaders; it calls for those who are models of progress in their faith.

• Paul instructed Timothy to be diligent in following godly teachings. “Give yourself wholly to them,” he wrote, “so that everyone may see your progress”. That’s sound advice for us today, as well.

领导技能：持续学习的机制

第五天：深入反思

阅读：代下三十四2-三十五27

神使用约西亚推行了一次彻底的宗教改革，这个改革是如何进行的？我们找出答案的同时，也可从尼维斯（Nevis）、迪贝拉（DiBella）和古尔德（Gould）提出推动机构学习的十个因素中，找到一个关键的原则。请翻阅今天的阅读材料。

The Learning Organization and What I Do

Read: 2 Chronicles 34:1-35:27

• Climate of Openness——Are the boundaries around information flow permeable so people can make their own observations? Much informal learning is a function of daily, often unplanned interactions among people. In addition, the opportunity to meet with other groups and see higher levels of management in operation promotes learning.

• People need freedom to express their views through legitimate disagreement and debate.

• Without a climate of openness, learning is stifled. With it, organizational learning, as we see in Josiah’s reform, can take on enormous dimensions.

• If leaders model learning by openly sharing their own areas of growth, followers feel confident to do the same.

• An open climate in an organization makes an important contribution to any group that wants to become an effective learning system.

个人成长：勇气/冒险精神

第五天：深入反思

阅读：约二12-22

耶稣洁净圣殿是勇气和冒险精神的有力榜样。他的勇气和冒险精神来自内心的坚定信念。请翻阅到今天的阅读材料，认识艾伦（Henry Lee Allen）如何实际解释计算冒险的代价。

Courage/Risk-taking and What I Do

Read John 2:12-22

• When Jesus cleared the temple he gave a powerful example of both courage and risk-taking that came from the wellspring of deep conviction.

• Having the faith to attempt something new or different even though it might be hard or lead to failure. (Henry Lee Allen)

• Risk is not recklessness; recklessness involves little or no forethought…In contrast, those who take risks are aware that they face enormous obstacles to achievement; yet, the rewards seem well worth the effort.

• Strong leaders boldly take calculated risks. They must do so in order to advance their cause.

• As you cultivate your leadership skills, don’t be afraid to take a calculated risk. And don’t fear failure. Both are back doors to success.

领导技能：架构/组织

第五天：深入反思

阅读：申一13-18

教会要有效的发挥作用，需要怎样的组织呢？对于架构组织，圣经没有给我们任何稳固的体系。为什么呢？因为世上根本不存在这样的体系。设立组织架构的目的，是运筹各种资源来完成教会的任务和使命。因此，它必须随着资源和任务的多少而改变。请翻阅今天的阅读材料。

Structure/Organization and What I Do

Read: Deuteronomy 1:13-18

• Structure exists for one purpose: to channel resources toward accomplishing the organization’s mission.

• Organizational structure is designed to channel resources to meet the task and mission of the organization.

• Five criteria for structures for mission (by Kennon Callahan):

1. Structures are relative, not absolute. In all spheres of life, we discover and seize upon one particular way of ordering and structuring our work and life. One way works for a time. Then it becomes dysfunctional. A new structure is invented to take its place.
2. Structures are dynamic and flexible, not historified; they are not fixated in relation to a point in history. At their best, structures grow and develop.
3. Structures are local, not hierarchical. Create church structures that maximize both the power of the local participants and their fullest human potential.
4. Structures for mission are connected, not centralized.
5. Structures are missional, not institutional.

领导技能：长远计划

第五天：深入反思

阅读：罗十五22-29

计划固然重要，但有时领袖也需要随机应变，善用机缘。保罗也是这样。阿布雷特（Karl Albrecht）提供了一些洞见，教我们如何可以做到。

Long-rang Planning and What I Do

Read Romans 15:22-29

• Planning is useful when you have CERTAINTY about the situation in which the actions will take place and nearly FULL CONTROL of the factors that ensure success in achieving your outcome.

• Planning (计划)  V.S.  Futuring (预见)

1. acknowledge an uncertain tomorrow
2. decide to pursue an adaptive and proactive strategy

• Once we’ve decided to adopt an active mental process that generates action strategies for capitalizing on the unfolding environment, we can devise plans to translate that decisions into manageable actions.

• ULTIMATE future & IMMEDIATE future (calling, visioning, futuring)

• Adapt strategies and approaches to each situation (is the way of transforming visioning into futuring).

• NEVER compromise your primary mission!