Owning Responsibility as a Leader

• (Adapted from Equip.org)

"And Jehoshaphat feared, and set himself to seek the Lord, and proclaimed a fast throughout all Judah. So Judah gathered together to ask help from the Lord; and from all the cities of Judah they came to seek the Lord" (2 Chronicles 20:3-4).

When Jehoshaphat became king of Judah, he assumed responsibility – the duty and obligation to lead the people and manage the resources of the nation. There were challenges of course. The biggest came when an army comprised of warriors from three countries made plans to attack Judah.  As the leader of that nation, Jehoshaphat had a choice. He could run, he could hide or he could show up – and show up he did.

As leaders, we face this same challenge, sometimes on a daily basis. It can come from anywhere and from just about anyone, even from someone in our inner circle. The test is not found so much in the trial, but in how we respond and what we allow to result from it. There are things that can sometimes be out of our control, but we choose how we react when faced with unpleasant issues. 

How we elect to respond in the face of a crisis says much about our leadership. Accepting the responsibility of being a leader is the one thing a leader cannot delegate. We can share the vision, assign duties, authorize decisions, and manage volunteers. When it comes to the bottom line, however, the “buck stops here.” It is ours to own and the excellence of our leadership depends upon our willingness to continue to step up. It doesn’t matter if we stand alone, we still must stand.

• Dropouts:        Leaders who give up and fail to take responsibility
• Cop-outs:        Leaders who make excuses for why they are not responsible
• Hold-outs:       Leaders who waiver too long to take responsibility
• All-outs:         Leaders who own the responsibility and take action (Jehoshaphat).

                                                                  The Maxwell Leadership Bible

A Good Ending

When they had crossed, Elijah said to Elisha, “Tell me, what can I do for you before I am taken from you?” “Let me inherit a double portion of your spirit,” Elisha replied.
                                                                                       —2 Kings 2:9 (NIV)

Of all the prophets there was never one more prolific than Elijah. He had raised the dead, spoken fire down from heaven and revealed a devastating drought coming from God. Many in that time probably thought there would never be another man of God like him, but we know that wasn’t the case. Moses was a strong leader who was replaced by Joshua. David was a man after God’s own heart yet Solomon completed the job his father was prevented from doing. Time after time we see God replacing a mighty leader with a successor who was doubly gifted. It was His will and His plan that was important, not necessarily the person in charge of it. Those leaders were not irreplaceable. God has limitless options at his fingertips to accomplish His plan and He will achieve His purpose.

One of the biggest pitfalls of being a leader is to believe we are indispensable in our role. The trap is set when we begin to do all the work ourselves, even if it is out of necessity. When this continually happens, pride can creep in and create the misconception that no one else can do the job as well. By hanging on too long we risk missing the privilege of partnering with God in planning our replacement. It is not a matter of if, but when God determines it is time to bring another leader on board. By failing to recognize the need for a succession plan, we become the problem rather than the solution. Ultimately it is His ministry that suffers.

The measure of a successful spiritual leader is not always the length of their service. No matter how long we lead, the serving is significant because it is for His glory not ours. Following God’s leading includes being prepared, even when that means it is time to pass the torch. He is trustworthy in everything, including His timing. The best thing we can do in our ministry is set ourselves up—for a good ending.

“Outstanding leaders pass the torch with fire blazing. Mediocre leaders pass a dimly lit torch. Poor leaders drop the torch making it difficult if not impossible to pick up again.”

                                                       —Reed Markham