One of the struggles of being a leader is to balance the glass-half-full and the glass-half -empty mentalities. In the church, we often want to see the best in people and situations and offer grace without complaining (this is usually a very good thing). But the downside of this is that in doing so we might not ever get to the root of the challenge.
Simply put, “The exercise of leadership looks different based on the interpretation” (Your Leadership Edge, 33) If we only look for the easiest interpretation in any given situation we will likely end up getting nowhere in the long run. By seeking out the tough interpretations, those that perhaps implicate ourselves as part of a larger system rather than blaming others or circumstances beyond our control, we might get somewhere. Here’s an example. Easy interpretation: that person in church keeps to themselves because they prefer to be alone. Tough interpretations: that person in church keeps to themselves because... we have ignored them and only focused on family and friends we already know; they have been hurt by people in our church; they have been subconsciously stereotyped by people in our church as an outcast. As you read these, do you see how our response to these interpretations might be wildly different depending on which one(s) we believe to be true? If we only go with our first easy instinct we would miss out what we might do differently to connect and reconcile. After all, isn’t that what church is supposed to be about? The Council of Jerusalem in Acts 15 had to consider some pretty tough interpretations of what Paul and Barnabus were doing. They had violated centuries old traditions for converts to the faith and yet great fruit was being seen among the new believers. What could this mean for the church going forward? After entering into a time of observation and interpretation, they experimented with forming a discernment group to consider this new development. By opening themselves up to new interpretations, even those that went against their fundamental beliefs, they were able to welcome new converts without the burdens previously required. Here’s some good advice on how to do this: “Imagine four people: the rudest person you know; the most negative person you know; the bravest person you know; and the person you know who can readily grasp a complex situation. Then ask yourself: what would each say about what’s going on?” (Your Leadership Edge, 34). Try it with a challenge in your life and see what it generates!--Clayton Gladish