In this week\u2019s reading, Heroic Leadership, Chris Lowney uses his history as a Jesuit priest and a managing director with J.P. Morgan to evaluate the leadership tactics used by the Jesuits for over 450 years; a fascinating historical look at the religious practices interwoven with fundamental leadership skills of the long-lasting Jesuit order. Upon reading this work, the motivation behind it seems to demand consideration to the most avid of leaders, for the benefit of optimizing the value of every individual on the team. Heroic Leadership takes into effect the value that every person has as a leader, and in spite of their differences, calls to action the need for recognizing each person\u2019s contribution, whether great or small.<\/p>\n
In order to show the need for reviewing a new methodology, Lowney works diligently to draw on the shortcomings of modern day business as a means of showing the beneficial attributes that were a byproduct of Jesuit practices. \u201cWhat often passes for leadership today is a shallow substitution of technique for substance.\u201d[1]<\/a> Interesting enough, he demonstrates that the practices, though ages old, are still just as valuable today as they were 450 years ago. There is a need to find the strengths of each member in order to draw out the full potential of a group. Often we have used the saying, \u201cYou are only as strong as your weakest link\u201d, but perhaps Lowney is saying, \u201cYou are will always come up short if not using every link.\u201d<\/p>\n I found three things interesting about this read; first, the very principle that everyone is in fact a leader, was still founded on a principle of leadership necessity; second, though all of four building blocks discussed were fascinating, I was especially drawn to the struggle in ministry that comes from the ingenuity factor; and lastly, the concept of \u201cheroism\u201d in its own right in conflict with the Christian message of non-individualism.<\/p>\n First, I kept thinking of the conflict between leaders and followers. Though Lowney wrote, \u201cWe\u2019re all leaders, and we\u2019re leading all the time, well or poorly,\u201d[2]<\/a> there is the reality that exists that requires one or more leaders to draw out the power of others. George S. Patton was quoted as saying, \u201c”We herd sheep, we drive cattle, we lead people. Lead me, follow me, or get out of my way.”[3]<\/a> There seems to be the same reality driving all people that sometimes we lead, sometimes we follow, and inadvertently, sometimes we just sit there. Lowney does not so much argue this point as much as he seems to be motivating the reader to find their power to lead, in whatever capacity they may find. \u201cLeadership springs from within. It\u2019s about who I am as much as what I do.\u201d[4]<\/a> The goal is a personal trek of self-discovery and achievement. \u201cLeadership is not an act. It is my life, a way of living. I never complete the task of becoming a leader. It\u2019s an ongoing process.\u201d[5]<\/a> Because of this reality however, I feel that there are going to be some who have to learn leadership before they will have it; for that reason, not everyone starts out a leader, but has to learn those qualities along the way.<\/p>\n Second is the discussion Lowney made regarding the building block of ingenuity. Lowney wrote, \u201cLeaders make themselves and others comfortable in a changing world. They eagerly explore new ideas, approaches, and cultures rather than shrink defensively from what lurks around life\u2019s next corner.\u201d[6]<\/a> I have always struggled with the concept of running the church like a business, even though I realize at points, it is inevitable. I kept thinking about this concept as I read through the chapters about leaders like Goes, who did not use the modern method of transportation in order to reach inward China, but rather the old back trails and thousands of miles of legwork; or the role that Ricci served when trying to spread the Christianity inside China with conservative methods rather than \u201cbell ringing in the Chinese equivalent of the town square to attract crowds.\u201d[7]<\/a> In fact, the very nature of this book is not suggesting a new method of teaching leadership, but a much older, more established method that has already been proven to work. Solomon wrote, \u201cThat which has been is what will be, that which is done is what will be done, and there is nothing new under the sun.\u201d[8]<\/a> \u00a0Perhaps the problem is not to anticipate the need for ingenuity, but rather to learn from the past to avoid problems in the future.<\/p>\n Lastly, I truly struggled with the concept of \u201cheroism\u201d in this book. I know our society seems captivated by the Justice League and the Avengers, and every other movie that is produced is a concept engulfed in heroism mentality where the evil is always triumphed over by the victorious good, however, is that really the message that we as ministers are intended to learn? \u201cBut all their works they do to be seen by men. They make their phylacteries broad and enlarge the borders of their garments. They love the best places at feasts, the best seats in the synagogues, greetings in the marketplaces, and to be called by men, \u2018Rabbi, Rabbi.\u2019\u201d[9]<\/a> Isn\u2019t the concept of \u201cheroism\u201d the exact thing Christ was trying to preach against here? On a very personal level, in my own ministry, I love the concept of building up the Christian family and showing them that they are all of value in the Body of Christ and that they all have a role to play. However, it is so very important to me that they also grasp the concept that this is not about our own glory but rather our desire to glorify the Father. I appreciate the methods that have been established in this book, and understand the message of empowerment that it is intended to give, and believe that his intention was not to take away from this glory. Lowney wrote, \u201cWork as if success depends on your own efforts-but trust as if all depended on God.\u201d[10]<\/a><\/p>\n <\/p>\n Bibliography<\/strong><\/p>\n Burchell, K. W. (2012, February 5th). Thomas Paine and His Followers<\/em>. Retrieved November 9th, 2017, from Kenburchell.blogspot.com: http:\/\/kenburchell.blogspot.com\/2012\/02\/did-paine-ever-say-or-write-lead-follow.html<\/p>\n Lowney, C. (2005). Heroic Leadership.<\/em> Loyola Printing. Kindle.<\/p>\n <\/p>\n <\/p>\n [1]<\/a> Lowney, C. (2005). Heroic Leadership.<\/em> Loyola Printing. p 9, Kindle.<\/p>\n [2]<\/a> Ibid, p 15, Kindle.<\/p>\n [3]<\/a> Burchell, K. W. (2012, February 5th). Thomas Paine and His Followers<\/em>. Retrieved November 9th, 2017, from Kenburchell.blogspot.com: http:\/\/kenburchell.blogspot.com\/2012\/02\/did-paine-ever-say-or-write-lead-follow.html<\/p>\n [4]<\/a> Lowney, C. (2005). Heroic Leadership.<\/em> Loyola Printing. p 15, Kindle.<\/p>\n [5]<\/a> Ibid, p 15, Kindle.<\/p>\n [6]<\/a> Ibid, p 29, Kindle.<\/p>\n [7]<\/a> Ibid, p 80, Kindle.<\/p>\n [8]<\/a> Ecclesiastes 1:9.<\/p>\n