Some notes on reading 'Passionate Visionary'
(ISBN 9781598560176 available here.)
Passionate Visionary: Leadership Lessons from the Apostle Paul
by
Richard S Ascough and Charles A Cotton
(Hendrickson Publishers, Peabody MS, 2006)
Themes and questions from one person’s reading.
Leading in the Cha-ordic Age
A chaordic organization is ‘any self-organizing, self-governing, adaptive, non-linear, complex organism, organization, community or system, whether physical, biological or social, the behaviour of which harmoniously combines characteristics of both chaos and order.’ (Dee Hock)
Orderly disorder characterises a vast array of relationships at all kinds of levels which although complex and often unpredictable unfold in irregular but similar shapes. Patterns of energy flow in all kinds of directions. Recognizing the flow and using it to best advantage is a key talent and isn’t dependent on hierarchical or authority relationships. In the chaordic age ‘everyone will have to simultaneously lead and follow.’ (Hock)
The chaordic leader is able to create/harness conditions in which each person’s talent, drive, values, and passion can be released to the best effect. This is deep level stuff that requires wisdom and resources of imagination and personal management on the part of the leader. A primary responsibility is to manage one’s own ‘integrity, character, ethics, knowledge, wisdom, temperament, words and acts.’ (Hock) Paul encourages others to imitate him (1 Cor 4.16; Phil 3.17) and he imitates Christ (1 Cor 11.1).
Paul the transformational leader is such a Chaordic Leader:
Paul’s missionary strategy: ‘I have become all things to all people.’(1 Cor 9.22) - Giving communities enough structure and enough space that they become self-organizing and productive
.
Four essential components of transformational leadershipaccording to Ascough and Cotton:
1. a passionate visionary style
2. the ability to inspire others
3. the wisdom to nurture communities
4. a compassionate concern for others and for self
C.1 Galatians 1.13-24
Paul changes from an enforcer to an encourager. He converts one mission into another, and that transformation is grounded in his own experience of God (he doesn’t consult anyone about that, and his own personality doesn’t fundamentally change). This is paradigm busting stuff and he is in continuous dialogue with his followers about advancing similar new ways of
seeing the reality of God’s graciousness in Christ. Change is foremost in his thinking– this is transformational not managerial.
Is this an adequate summary of how Paul sees change? After all ne never uses conversion terminology of himself. Might radical change be much more closely related to what went before than we often appreciate? Doesn’t Paul remains a good
and faithful Jew, at least in his own estimation?
C.2 Romans 15.17-29
Rome a city he had never visited, the church one he had not founded. Paul states his core value in clear terms: ‘God’s grace is open to all with faith.’ This is the foundation of his whole mission. He is passionate in sharing this core value. This is written on his heart and mind; he enters animated dialogue in order that it be written on others’ hearts and minds also. Not about being a ‘hothead’ but rather an artist – a creator who creates something others can share and value in the organization, ie passionate vision has to connect with organization/community in which the leader operates.
Paul’s core value arises out of the change he has undergone. Does that say anything about change as a source of passion and vision? If it does, how does that relate to things held dear in a person’s inheritance, ie the traditions from which change has occurred?
C.3 Philippians 2.1-4
Paul hard pressed and in prison calls the Philippian Christians to be like him. Not about honour, status, greatness and the like, but mutuality. He draws people together in a shared understanding of priorities and how they might be achieved.
He is creating ‘a shared space.’ This requires dialogue, time and trust. This is a co-creative enterprise. ‘Help me understand what you mean by ...?’ Deep and messy dialogue the key.
Reading gobbets of Paul in worship often obscures just how ‘messy’ the dialogue is. Reading the letters as a whole indicates
creating such a space came hard even to Paul.
C.4 2 Corinthians 11.16-28
This passage makes plain how hard creating a shared space was for Paul. – here continuing problems in the young church are laid bare. As a transformational leader Paul challenges people to look at the world in new ways – but status quo has a powerful hold on imagination and heart of people so adversity is to be expected. The personal cost of leadership is high – staying the course essential (tenacity of spirit).
How does staying the course relate to the status of the leader? How does a leader admit a course has to be
abandoned if it comes to that? When does tenacity become inflexibility or clarity of vision imperialistic?
C.5 Romans 14.1-2, 13-23; 15.1-2
The duty of love of fellow Christians dealt with through a consideration of issues around food and religious observance. ‘Don’t despise those who disagree with you.’ If God is at the centre of a person’s faith then that person will deliberately chose to do and say what builds up another person in the faith. In other words our choices are disclosed in how we interact with others who share our Christian commitment. For Paul all his relationships are stamped by his understanding of his relationship with Christ – he is no longer a ‘top-down enforcer’ but an advocate of equality and compassion. Pursue what makes
for peace and mutual up-building. Credibility and trust are key to creating creative relationships.
In a social environment where to be religious often means a person is regarded as, at least potentially, untrustworthy or lacking in credibility, how are such relationships forged beyond the confines of the church?
C.6 Philippians 1.3-11
Paul highlights positive traits whilst being clear about areas that need addressing. ‘I thank God for ...’ and this when he was imprisoned! Paul not afraid to speak of love – openly and directly. Encouragement moderates fear of change. Leadership that cares and generates a culture of support achieves most.
Care isn'tincompatible with hard choices or hard opinions, yet many would-be Christian leaders avoid them or become authoritarian. Always saying ‘yes,’ as it were, is a cop out from responsible leadership.
C.7 2 Corinthians 1.23-2.4
[Our 2 Corinthians probably a composite of two or more letters]. Paul engages in frank disclosure of his feelings and thoughts. Here there is a level of openness and transparency quite unlike the self-guarded nature of much contemporary leadership. A Christian leader can’t be a ‘closet human’ and should not be afraid of displaying the full range of human emotions. Authentic leaders disclose truthfully and are not defensive – this is risky but productive. Be real and know the value of transparency in human relationships.
Inherited attitudes that support role masks, distancing status relationships, and particular social positioning and
norms can make such transparency very hard to achieve for Christian ministers.
C.8 Romans 16.1-16
The long list of personal greetings from the end of the Letter to the Romans – this is not schmoozing! All those mentioned potential supporters of both his anticipated time in Roman and his planned missionary venture to Spain. Personal attention as part of community building. Paul is creating social capital. This is not self-seeking manoeuvring but a genuine desire to sustain deep and sincere relationships. Keep in touch!
According to Ascough and Cotton, for Paul Leadership is:
1. a passionate conversation in support of community growth towards a better future (p 34)
2. does not act simply to please others or avoid making difficult decisions (p 46)
3. placing challenges on the personal horizon of followers (p 65)
4. challenging others to see the world differently and themselves differently, and to facilitate action from those changed perceptions (p 66)
5. being an unequivocally intentional community builder (p 97)
6. breathing new life and energy into old, tired systems (p 102)
7. naming the challenge and encouraging everyone to accept their shared responsibility (p 106)
8. not avoidance. At some times and in some circumstances a leader must engage in tough abrasive conversations with followers as the issue is too important to be ignored (p 110)
9. reminding people of what is important – core vision and values – often (p 113)
10. being the guardian of the deepest values and beliefs of the community (p 114)
11. an honest acknowledgement of weakness (2 Cor 12.10) and a profound dependence on God’s grace (2 Cor 7.5-11)
(p 72)
To be continued ...
by
Richard S Ascough and Charles A Cotton
(Hendrickson Publishers, Peabody MS, 2006)
Themes and questions from one person’s reading.
Leading in the Cha-ordic Age
A chaordic organization is ‘any self-organizing, self-governing, adaptive, non-linear, complex organism, organization, community or system, whether physical, biological or social, the behaviour of which harmoniously combines characteristics of both chaos and order.’ (Dee Hock)
Orderly disorder characterises a vast array of relationships at all kinds of levels which although complex and often unpredictable unfold in irregular but similar shapes. Patterns of energy flow in all kinds of directions. Recognizing the flow and using it to best advantage is a key talent and isn’t dependent on hierarchical or authority relationships. In the chaordic age ‘everyone will have to simultaneously lead and follow.’ (Hock)
The chaordic leader is able to create/harness conditions in which each person’s talent, drive, values, and passion can be released to the best effect. This is deep level stuff that requires wisdom and resources of imagination and personal management on the part of the leader. A primary responsibility is to manage one’s own ‘integrity, character, ethics, knowledge, wisdom, temperament, words and acts.’ (Hock) Paul encourages others to imitate him (1 Cor 4.16; Phil 3.17) and he imitates Christ (1 Cor 11.1).
Paul the transformational leader is such a Chaordic Leader:
Paul’s missionary strategy: ‘I have become all things to all people.’(1 Cor 9.22) - Giving communities enough structure and enough space that they become self-organizing and productive
.
Four essential components of transformational leadershipaccording to Ascough and Cotton:
1. a passionate visionary style
2. the ability to inspire others
3. the wisdom to nurture communities
4. a compassionate concern for others and for self
C.1 Galatians 1.13-24
Paul changes from an enforcer to an encourager. He converts one mission into another, and that transformation is grounded in his own experience of God (he doesn’t consult anyone about that, and his own personality doesn’t fundamentally change). This is paradigm busting stuff and he is in continuous dialogue with his followers about advancing similar new ways of
seeing the reality of God’s graciousness in Christ. Change is foremost in his thinking– this is transformational not managerial.
Is this an adequate summary of how Paul sees change? After all ne never uses conversion terminology of himself. Might radical change be much more closely related to what went before than we often appreciate? Doesn’t Paul remains a good
and faithful Jew, at least in his own estimation?
C.2 Romans 15.17-29
Rome a city he had never visited, the church one he had not founded. Paul states his core value in clear terms: ‘God’s grace is open to all with faith.’ This is the foundation of his whole mission. He is passionate in sharing this core value. This is written on his heart and mind; he enters animated dialogue in order that it be written on others’ hearts and minds also. Not about being a ‘hothead’ but rather an artist – a creator who creates something others can share and value in the organization, ie passionate vision has to connect with organization/community in which the leader operates.
Paul’s core value arises out of the change he has undergone. Does that say anything about change as a source of passion and vision? If it does, how does that relate to things held dear in a person’s inheritance, ie the traditions from which change has occurred?
C.3 Philippians 2.1-4
Paul hard pressed and in prison calls the Philippian Christians to be like him. Not about honour, status, greatness and the like, but mutuality. He draws people together in a shared understanding of priorities and how they might be achieved.
He is creating ‘a shared space.’ This requires dialogue, time and trust. This is a co-creative enterprise. ‘Help me understand what you mean by ...?’ Deep and messy dialogue the key.
Reading gobbets of Paul in worship often obscures just how ‘messy’ the dialogue is. Reading the letters as a whole indicates
creating such a space came hard even to Paul.
C.4 2 Corinthians 11.16-28
This passage makes plain how hard creating a shared space was for Paul. – here continuing problems in the young church are laid bare. As a transformational leader Paul challenges people to look at the world in new ways – but status quo has a powerful hold on imagination and heart of people so adversity is to be expected. The personal cost of leadership is high – staying the course essential (tenacity of spirit).
How does staying the course relate to the status of the leader? How does a leader admit a course has to be
abandoned if it comes to that? When does tenacity become inflexibility or clarity of vision imperialistic?
C.5 Romans 14.1-2, 13-23; 15.1-2
The duty of love of fellow Christians dealt with through a consideration of issues around food and religious observance. ‘Don’t despise those who disagree with you.’ If God is at the centre of a person’s faith then that person will deliberately chose to do and say what builds up another person in the faith. In other words our choices are disclosed in how we interact with others who share our Christian commitment. For Paul all his relationships are stamped by his understanding of his relationship with Christ – he is no longer a ‘top-down enforcer’ but an advocate of equality and compassion. Pursue what makes
for peace and mutual up-building. Credibility and trust are key to creating creative relationships.
In a social environment where to be religious often means a person is regarded as, at least potentially, untrustworthy or lacking in credibility, how are such relationships forged beyond the confines of the church?
C.6 Philippians 1.3-11
Paul highlights positive traits whilst being clear about areas that need addressing. ‘I thank God for ...’ and this when he was imprisoned! Paul not afraid to speak of love – openly and directly. Encouragement moderates fear of change. Leadership that cares and generates a culture of support achieves most.
Care isn'tincompatible with hard choices or hard opinions, yet many would-be Christian leaders avoid them or become authoritarian. Always saying ‘yes,’ as it were, is a cop out from responsible leadership.
C.7 2 Corinthians 1.23-2.4
[Our 2 Corinthians probably a composite of two or more letters]. Paul engages in frank disclosure of his feelings and thoughts. Here there is a level of openness and transparency quite unlike the self-guarded nature of much contemporary leadership. A Christian leader can’t be a ‘closet human’ and should not be afraid of displaying the full range of human emotions. Authentic leaders disclose truthfully and are not defensive – this is risky but productive. Be real and know the value of transparency in human relationships.
Inherited attitudes that support role masks, distancing status relationships, and particular social positioning and
norms can make such transparency very hard to achieve for Christian ministers.
C.8 Romans 16.1-16
The long list of personal greetings from the end of the Letter to the Romans – this is not schmoozing! All those mentioned potential supporters of both his anticipated time in Roman and his planned missionary venture to Spain. Personal attention as part of community building. Paul is creating social capital. This is not self-seeking manoeuvring but a genuine desire to sustain deep and sincere relationships. Keep in touch!
According to Ascough and Cotton, for Paul Leadership is:
1. a passionate conversation in support of community growth towards a better future (p 34)
2. does not act simply to please others or avoid making difficult decisions (p 46)
3. placing challenges on the personal horizon of followers (p 65)
4. challenging others to see the world differently and themselves differently, and to facilitate action from those changed perceptions (p 66)
5. being an unequivocally intentional community builder (p 97)
6. breathing new life and energy into old, tired systems (p 102)
7. naming the challenge and encouraging everyone to accept their shared responsibility (p 106)
8. not avoidance. At some times and in some circumstances a leader must engage in tough abrasive conversations with followers as the issue is too important to be ignored (p 110)
9. reminding people of what is important – core vision and values – often (p 113)
10. being the guardian of the deepest values and beliefs of the community (p 114)
11. an honest acknowledgement of weakness (2 Cor 12.10) and a profound dependence on God’s grace (2 Cor 7.5-11)
(p 72)
To be continued ...