The things that distinguish leaders who run with horses from those who walk with footmen, those who shuffle along under the anointing (Jeremiah Chapter 12 Verse 5), is their ability as leaders to live a life of purpose that stretches beyond their own time. This ability allows them to implement a succession plan by recruiting and growing future leaders to become giants: leaders of great purpose and direction for the Kingdom of God. Historian Clay Jenkinson wrote: "To understand Jefferson, you need to know that he was a collector of protégés. He could never have achieved what he did without able-bodied men." Jefferson's success was largely due to collecting protégés.
The following article is presented with permission of Dr. Tony Keys and is one of a series of heavily edited excerpts from his books on leadership.
"If you have run with footmen and they have wearied you, then how can you contend with horses?" Jeremiah Ch 12:5
Thomas Jefferson, the third president of the United States of America, is remembered not so much for his presidency but for his work as a legislator in developing the guidelines for democratic government that still today influence free nations. It was said of him by the historian Clay Jenkinson:
"To understand Jefferson, you need to know that he was a collector of protégés. He could never have achieved what he did without able-bodied men." Jefferson's success was largely due to collecting protégés.
The lasting future of any organization depends upon the principle of succession. Therefore, one of the key issues of leadership is the ability to identify, develop and retain talented leaders who understand and exemplify the organization's unique culture and vision whilst at the same time lead the organization to a new level of growth.
The things that distinguish leaders who run with horses from those who shuffle along is their ability to live a life of purpose that stretches beyond their own time. They have the ability to recruit and grow future leaders who will be leaders of great purpose and direction for the Kingdom of God.
Before the principles of succession can become part of the culture of the organization, the leaders themselves must go through a maturing process where they move from being a charismatic revolutionary leader to a great reformer: a transformational leader.
'Growing Future Leaders' : (The Enormous Potential of Followers') explores the power of mentoring and coaching, and offers strategies for identifying and accelerating the growth of high-potential followers and future leaders.
When faced with the responsibility of leading your organization into the future by developing leaders for that future, may you boldly proclaim, "I will run with horses!"
Is Your Organization one of Dwarfs or Giants?
Being anointed for office is not enough!
When God challenged Jeremiah (Jer Chapter 12 Verse 5), that challenge was for Jeremiah to build commitment in the things of God; to build enormous volumes of stamina. Running with horses takes a lot of energy. God had provided Jeremiah with anointing to be a prophet and now expected something from him. He is to demonstrate the heroism of endurance and live a life of purpose far beyond that which he thinks he is capable of living. Being anointed for office is not enough.
Paul Corrigan1 in his analysis of Shakespeare's play "Richard II" raises the question, "Is being king enough?" Richard begins life as a young ruler believing that it is enough to be anointed as king. In fact, in the third act of the play, Richard makes this statement:
"Not all the water in the rough rude sea Can wash the balm off from an anointed King."
Throughout the play, Richard believes that people owe him allegiance because he is anointed; that 20,000 men and a host of angels will appear at his defense. None of this eventuates. By the end of Shakespeare's play, Richard II is seen as a weak, lonely leader who lacks a strong sense of direction.
Richard II - lost in the position of charismatic leadership - did not recognize that though he was anointed as leader of his people, there is an expectation that comes with that anointing. The expectation is there that a leader will grow future leaders.
David Ogilvy, head of Ogilvy & Mather, would give each of his new managers a set of Russian nesting dolls, the type you unscrew or pull apart to find a slightly smaller doll inside until you end up with a tiny wooden doll the size of a thumb. He would then say to the new managers,
"If each of us hires people who are smaller than we are, we shall become a company of dwarfs, but if each of us hires people who are bigger than we are, Ogilvy and Mather will become a company of giants." Ogilvy and Mather is today one of the largest marketing and advertising companies in the world and has over 359 offices located in over ninety countries.
One of the things that distinguishes leaders who run with horses from those who shuffle along under the anointing, is their ability to recruit and grow future leaders of great purpose and direction for the Kingdom of God.
For leaders of change to successfully raise-up leaders who will continue the legacy they have created, they need to understand the importance and dynamics of succession. The thought of succession presents enormous challenges to a dynamic change leader who is leading an organization through the whole process of change. In light of the many difficulties facing leaders, succession is often left out of the equation. It is simply too hard.
In leadership development, there is a term employed that summarizes the cause-and-effect relationship between a leader and a protégé. It is called the Pygmalion and Galatea Effect and is based on the principles operating in an ancient Greek legend as seen in the play, "Pygmalion."
This cause-and-effect relationship between 'leader and protégé' can easily be seen in the Bible in the lives of such people as King David and Moses. But for that discussion, you will have to wait until next time.
May God Bless You and your leadership.
Dr. T. Keys.
1Corrigan, Paul 1999, Shakespeare on Management, Kogan Page
The Pygmalion effect was described by J. Sterling Livingston in the September/October, 1988 Harvard Business Review. "The way managers treat their subordinates is subtly influenced by what they expect of them" the Galatea effect means that the individual's opinion about his ability and his self-expectations about his performance largely determine his performance. About.com Guide
Pastor Anthony Keys Email: firstname.lastname@example.org http://www.trinitylead.com Growing Future Leaders - The Enormous Potential of Followers - Published 2006 by CRS Publishing, Unit 9, 147 Marshalltown Rd, Grovedale, Victoria 3216, Australia. Unless otherwise noted, Scripture quotations are from the NKJV Holy Bible
March 9, 2017 ADDENDUM
Dr. Tony Keys has produced 12 books which are available as E-books, most of which sell for $3.95. There is however a very limited supply of hardcopy books still available. Follow this link and search the page. You must scroll down that page.
An example of the failure of directive leadership to bring about transformational can be found in Mikhail Gorbachev's 'Perestroika'. Following decades of communist oppression, the nation was largely comprised of passive, conformist and pragmatist followers who lacked any form of initiative or sense of responsibility. Gorbachev failed to see that this group of people needed a directive style of leadership - a leader who would tell them exactly what to do. He was unable to collectively mobilize his future leaders to implement his vision of change.
The supportive behavior of the leader, both emotionally and with the use of planned training programs, will significantly improve the followers' commitment to the organization. When tasks are tedious, monotonous and boring the follower looks for a leader who shows not only kindness and an understanding attitude but also one who creates harmony in the working environment by providing needed resources, emotional support and rewards.
Collecting protégés enables all leaders to achieve far more than they could on their own and their influence extends far beyond their own realm and lifetime. It is vitally important that leaders be collectors of protégés. Growing future leaders is not for prima donnas. It requires more than just the anointing for the position of leadership. It requires stamina and commitment
Transformational leadership is the ability to bring together leaders and followers in agreement and relationship, empowering them to create an intended real transformational change. This is seen so magnificently in the leadership of Deborah, someone in that relationship who had a heart for the people. What most of us fail to realize is the far-reaching consequences of this agreement. Deborah's heart for the people not only galvanized a relationship and an agreement between herself and Barak but it also galvanized a relationship and an agreement between the followers and leaders of Israel to create an intended real transformational change.
Everyone is so concerned to be politically correct and so worried about being perceived racist, that they fail to see that in fact the true racists with the truly incorrect political agenda are the ones pointing the finger and doing the name calling. (In psychology it would be called reaction formation; the suppression of one impulse by the promotion of a counter impulse.)
Ambassador (Retired) Yoram Ettinger has produced a mini-seminar video on United States, Israel and Middle East Policy and Security, and the seminar has also been produced as a series of separate Six Minute Videos, some of which have appeared embedded in their text format published here at Kingscalendar. Below is provided for you the links to The YouTube 6 minute video series
The point in providing these videos on behalf of the Clarion Project is to hopefully assist in getting the word out that the extreme liberal progressive ideology does not represent REALITY when dealing with the politically motivated fundamentalist Islamist plan.
Since 2004 he has been writing academic articles, social commentaries and photographic 'Stories from China' both here at KingsCalendar, and formerly as a contributing columnist at Magic City Morning Star News (Maine USA) where from 2009 to 2015 he was Stand-in Editor. He currently has a column at iPatriot.com and teaches English to Business English and Flight Attendant College Students in Suzhou City Jiangsu Province People's Republic of China.)
BenDedek originally created the site to publicize his research results into the Chronology of Ancient Israel. Those results were published under the title: 'The King's Calendar: The Secret of Qumran.' Whilst there have been many attempts to solve the chronological riddle of the Bible's synchronisms of reigns of the kings of Israel and Judah and their synchronism with other Ancient Near Eastern Nations, no other research is based on a simple mathematical formula which could, if it is incorrect, be disproved easily. To date, no one has been able to dismiss the mathematical results of this research.
Free to air Academic articles set forth Apologetics for and results of his discovery of an "artificial chronological scheme" running through the Bible, Josephus, the Damascus Documents of the Dead Sea Scrolls, and Seder Olam Rabbah. Check the Chapter Precis Page to see details of each chapter and to gain access to the Four Free to Air Chapters
(The Download book does not contain a section on Seder Olam)
Definition: King's Calendar Chronological Research
The Premise: Between the 5th and 3rd centuries BCE (but continuing down to at least 104 BCE), Sectarian redactors transcribed the legitimate 'solar year' chronological records of Israel and Judah, into an artificial form, with listed years as each comprised of 12 months of 4 weeks of 7 days, or 336 days per year, thus creating a 13th artificial year where 12 solar years existed.
When the Synchronous Chronological Data provided in the Books of Kings and Chronicles for the Divided Kingdom Period are measured in years of 336 days, the synchronisms actually align. [Refer to Appendix 5. to see how it synchronises the Divided Kingdom Period]