Page 90 - The Bible On Leadership
P. 90

Humility                                                      77


                the opportunities he has given me . . . We forget it’s the people that are
                working with us that really make us what we are.’’ 12
                  The Bible reminds us that all parts of the body, however exalted or
                humble, are equally important to its functioning. ‘‘The eye cannot say
                to the hand, ‘I don’t need you!’ And the head cannot say to the feet, ‘I
                don’t need you!’ On the contrary, those parts of the body that seem to
                be weaker are indispensable, and the parts that we think are less honor-
                able we treat with special honor . . . there should be no division in the
                body, but that its parts should have equal concern for each other.’’ (1
                Cor. 12:21–26)
                  The message behind this analogy? All people have gifts, all people
                can contribute to a mission, and it is part of the leader’s job to make
                sure that each ‘‘body part’’ is valued and has input. The ‘‘head,’’ or the
                executive suite, cannot exist without the ‘‘heart’’ (human resources or
                customer service) or the ‘‘feet’’ (the messenger service, truck fleet, or
                the mail room). And the humble leader realizes that no one part should
                be exalted above the rest, since it cannot exist without the rest.
                  A team functions best when all the members (even the leaders) ex-
                hibit appropriate humility toward one another. This is expressed beauti-
                fully in 1 Peter 5:5: ‘‘All of you, clothe yourselves with humility toward
                one another, because God opposes the proud but gives grace to the
                humble.’’




                        HUMILITY IN THE FACE OF MISTAKES

                One thing that makes leadership so difficult is that as you go higher in
                the organization, your mistakes become more visible and they impact
                increasing numbers of people. That’s why those at the highest levels
                often spend considerable time covering up, whitewashing, or justifying
                their mistakes to the press and to those affected by the mistakes.
                  Great leaders have the ability to be humble in failure and error, if
                not as a matter of habit, at least some of the time. Ironically, this
                ability, rather than destroying their image, credibility, and power, often
                strengthens them.
   85   86   87   88   89   90   91   92   93   94   95