Conduct of one called to lead!

Anna and I along with Arpit and Anandit, spent a week end with Alan and Noel Norish in their home at Tunbridge wells, during our stay in Britain in 1987.  It was wintertime and the roads and walkways were wet and slushy with melting snow. They took us for a walk into the countryside. The sights of tall oak and fern trees, meadows covered with melting snow, farm houses with cattle in protected shelter and stories Alan narrated of his time in the British Army serving in India in the late forties, made that morning most special. However, what etched in our memory was something that Alan did after we returned home. Our shoes were wet and smeared with mud. We kept them in the shoes rack and sat down for lunch, listening to more stories from Noel and Alan.  When we got ready to go for the evening service at their home church, we were in for a surprise. Alan had cleaned our shoes, dried and polished them. It embarrassed us, but for Noel and Alan, it was only an ordinary act of kindness. Later that night, when Alan showed a booklet he wrote on leadership for the Bible and Medical Missionary Fellowship, whose Executive Director he was, I was able to interpret what he did to us in the context of his world view on leadership. For Alan and Noel, living with a sense of consciousness of others and carrying them on their hearts was the mission of leadership. 

Thirty-seven years have passed since then. I still regard the above experience as my introduction to a journey in exploring the realm of spirituality of leadership. The ‘mantra’ of leadership has been researched and expounded extensively since we entered the management driven approach in business about forty years ago. Let me introduce five dimensions while considering the mission when called to lead.

1. Calling

2. Enablement

3. Intuition

4.Discernment

5. Prophetic sense.

1. Calling

I happened to watch one evening, while returning home from work, a seven years old child from the neighbourhood, running towards the sports filed. I asked, ‘Are you up to some mischief?’ He said, while continuing to run, ‘I must go to cheer my brother as his team is playing football with a tough team’. The purpose of this child was to be present at the football field. His mission was to encourage his brother and his team. His motivation was his sense of belonging to his brother and an engagement in his interest.  These are three ingredients of a calling. 

Recently, I spent a few days with a friend, who is embarking on a new service for young people.  In his presentation to some of us who are his friends, he said,’ I cannot but do it. This mission has grown within me over the last three years’! None of us needed any persuasion to be drawn by his passion and belief.  The calling begins with an awareness, which often leads to self-appraisal of the responsibilities involved and a season of preparation followed by a statement of the mission to make it known to others.

Mr. Narayan Murthy, the former founder Chairman of the Infosys, was brought back to lead the organizations Infosys, to revive its fortune and direction. In his acceptance response, he seems to have said, ‘I accept your confidence in me to make a difference. I know only little, more than what I knew five years back, when I stepped down. But together, we can think, work and find our way’. In this response there was confidence, hesitation and direction. This form of integration of mixed feelings, associated with a calling, was also the personal experiences of Abraham, Moses and Samuel.

The Biblical narration of Abram’s call (Gen12.1-3) expresses the purpose, mission and motivation. ‘So Abram went forth as the Lord has spoken to him.’(v.4) It is explicit that God called and Abram responded. In case of Moses, the call came clearly (Exo.3.10) and the response (Exod.4.10-13) was one of hesitation, clarification and authentication. The inclusion of Aaron (vs.14-16) in this mission, to compensate the deficiency Moses had in speaking, is a good illustration of how God prepares a person to do something, which is ordinarily beyond one’s own capacity. The call has a transcending dimension of all human possibilities. This explains the divine logic, when a least expected person, is sometimes placed in a position of responsibility, to the surprise of many. This is illustrated even more vividly in the case of Saul, (I Sam.9.21). Saul was self-conscious of his humble origin, ordinary family heritage and personal limitations. When Samuel while anointing Saul with oil, said, ‘Has not the Lord anointed you ruler over His inheritance’ (I Sam.10.1), it was an announcement of the intent and content of God’s call. 

The story of anointing of David (I Samuel 19. 1-13.) brings out another dimension of this calling. David was chosen from among all his brothers by Prophet Samuel and ‘..the spirit of the Lord came heavily upon David from that day’(v.13). And yet only in 2 Samuel 2.1-7, we see the actualization of this when he formally became the king. The in between time was spent in isolation due to the hostility of Saul. After the death of Saul, David sought after the Lord (v.1) to receive the mandate to be the king. The calling was sure, but its consummation needed endurance, preparation, maturity, and change of heart with compassion and kindness.  

During a recent visit to a leading institution, I came across two fairly well-known people. One kept pursuing his mission relentlessly and patiently since his coming to the institution in spite of set-backs and obstacles with a cheerful and humble spirit. The other lost his direction and got entangled in seeking for position and control, during which process he reduced himself to be controversial and stressful, devoid of joy of service and relationship. This suggests that a calling needs an on-going nurture and diligent attention to live out that calling. 

Our calling is not just an invitation to a vocation or place of work or a responsibility, but a commission to fulfil what St. Paul wrote in Ephesians 1.11. We are ‘predestined according to His purpose, who works all things after the counsel of His will’. Every person who desires to be a disciple of Jesus is under obligation to live fully in tune with this godly calling. Our lives and living are to be a reflection of this calling. 

This applies even more to those in positions of leadership. It is by conforming to our calling, we leave a trail of affirmation of its value and worth. Jesus of Nazareth expressed this in a statement, ‘My meat is to do the will of the father who sent me’ (John 4:34) . Those in leadership positions have an obligation to others, whom they oversee, to be examples in their rootedness in God and authenticate it through their doings. To have a sense of calling of God in one’s life, with an attitude of prayerful enquiry and openness is a mark of spirituality in leadership

2. Enablement. 

Our lives are formed by our inner orientation to God and integration of life events. Most of us do not feel fully ready or equipped when we accept a leadership role. The fear of the unknown can be a challenge. Our own reading of the opportunity and understanding of the dynamics of the web of responsibilities is from a distance, when we enter into a position of leadership. A scholarly Bishop, whom I knew well before he was consecrated, mentioned to me after two years of being in the episcopal responsibility, that he had to learn essentials in conflict resolution, pastoral care and to relate to tense situations during elections to positions of responsibility. His spiritual exercises of meditating on the scripture, times of silence, conversations with his spiritual director and regular retreats became his enabling resources. 

A professional who works in a multinational firm mentioned to me that he would have his lunch privately three times in a week and practice a period of interior silence before he went for the company meetings. He made them to be his resources to enable his personal preparedness to address challenges in his demanding leadership role. Once, it was during a silent time, before a meeting, that he was ‘given’ an idea, which got endorsed by the top leadership, which paved the way for peaceful settlement of a pending dispute with a collaborator.  He too has a mentor, confidant and a counsellor friend with whom he is in regular touch. 

    

All leadership responsibilities need skills of listening, thinking and analysing, and sensing the open door of opportunity. Most of us would need formal and informal preparation for these. There are courses and learning modules, which we can subscribe to, to enable us formally in the leadership formation. The informal preparation, through reading of biographies, thematic articles, or interviewing others in leadership positions, or receiving feedback from colleagues and members of the governing board are valuable enabling resources. 

Late Bishop Jack Dane, Bishop of Sydney of the Church of England, well known for his pastoral care and counselling skills once mentioned to me in a conversation that his training in leadership was largely informal. He surrounded himself with professionals, whom he turned to, in specific situations of needs or crisis. His habit of consulting and not leaning on to his understanding alone became his enabling resource.

The people whom we are called to oversee or work with, would have advanced professional knowledge, and years of work experience. To be a resource leader to such a group would need advanced self- directed adult education. The core content of this adult education is to make the leader a thoughtful, considerate, sensitive and be a motivator. To see others as human resources or as a ‘knowledge capital’ and value them and communicate this effectively to them, would need self-giving optic. This in itself is a learning journey for most of us. 

Jesus of Nazareth was committed to a long personal enabling journey. He began by pursuing scholarship of the Jewish doctrine, scripture and the law. That was what made him to choose to be with the scholars of the law in the temple at Jerusalem, while rest of the family was caught up in the festivity of the occasion. He enabled himself by subjecting to the discipline of his home, family profession of carpentry and the religious rituals of his home and community. He prepared himself for the transition to his life’s calling, by going to the desert to fast and pray for forty days. He surrounded himself with 12 followers with whom he was in an intense dialogue and discourse about the kingdom of God and righteous living. They gave him resonances, insights and information, which were formative for his mission. The adverse comments of the scribes and pharasees, hostility displayed by them when he healed people on the Sabbath or pronounced a woman caught in an act adultery to be set free, etc. were occasions of intimate encounter with the inner darkness of others around him. His final mission to endure the cross vicariously was facilitated through many such formative encounters and experiences.  

Those called to lead, who have got used to enabling themselves by personal discipline and good practices are those, who would transcend their personal needs and reach out to others. Late Dr. Paul Brand, while he was teaching at the Christian Medical College Hospital, Vellore, was in the habit of visiting men students in the hostel. If anyone missed a clinic or class . he would use the occasion  to teach him what the student missed. Late Dr.Benjamin Pulimood continued this practice, which gradually became a weekly Bible study. I know of five doctors who used to attend this Bible study, who now faithfully serve in the mission hospitals in different parts of India. Dr.Pulimood during his one year sabbatical, spent his time being with his former students to encourage and support them. During a conversation with Dr. Pulimmod few weeks before his home call, in response to a question about this, he said, ’those in leadership ought to be mindful of the least and those struggling to find their way’.  Those who enable themselves become enablers of others. 

3. Intuition

Most of us would recall instances, when we sensed an urge to do something, which was not in our plan or consideration. Later, we would have realized how that inner prompting was most valuable or crucial. Such an intuitive sense seems to have saved people from dangers and perils.  

One illustration of this intuitive sense from the life of Jesus is recorded in Mark.6.45-51. ‘And seeing (sensing), them straining at the oars …Jesus came to them walking on the sea’(v.48). Jesus was far away in the mountain, in prayer, and the disciples had gone out in a boat to go to Bethsaida.  Jesus brought calmness to the sea by getting into the boat with them. Jesus could sense what was in the hearts of people. He knew when a question was asked to trap him. He foresaw what Peter would do when a servant lady would seek his identity during the trial of Jesus. Jesus could predict what Judas would do when enticed with money to betray Jesus. 

Such a sense of presence to an inner consciousness and awareness of situations around, is what we refer to as intuition. It is a habit many of us can cultivate by practice. Those in leadership need it all the more. 

Late, Dr. L.B.M. Joseph, a former director of the Christian Medical college, Vellore exercised this intuitive sense during the turbulent time of the strike of the employees. At a crucial point of the strike, when the state government supported the strike, the hospital service was seriously compromised. The associate director was arrested. Dr. Joseph decided to represent the matter to the central government.  He had a flight to catch from Chennai early in the morning to go to Delhi. He had a strong sense that he would be arrested if he went by the regular route. He took a detour to reach Chennai only to know later, that there were three police check posts set up in the night on the main road to arrest him. There were several instances when he and his colleagues relied on their intuitions, during the strike, which changed the course of events in their favour. Talking about this intuitive experience, Dr. Joseph. once told me, ‘This is a God-given spirit of insight and clarity. If we can be in a habit of prayer, we can increase this ability. It is the voice of God from within’.    

For those in leadership, intuition is a grace given to lead wisely, prudently and decisively. The instance of king Saul consenting to the intuition of David, to challenge Goliath (I Sam.17:37) is a vivid illustration of what leaders can foster when they are sensitive to their own intuitions and those of others. 

One of my colleagues in the department, mentioned in our team meeting, three weeks back, ‘what if we asked the administration to allot an independent house to begin an Early Learning Centre for children?’. All of us felt instantly that, it was the right thing to do. I met the chief administrator of the hospital an hour later with the request. He said that, ’You came at the right time. We have one independent house vacant and we were about to make an allotment today’. He allotted the house for our use, which is where the Early Learning Centre is located, which welcomes children and parents for a home based  pre-school preparation. 

There can be turning points, if we are habitually inclined to sense and act on our intuitions. However, the intuitive insights need to be subject to the spirit of discernment.

4. Discernment.

The prayer of Solomon, (I kings.3:6-9) is often quoted as definition of discernment. ‘So give thy servant, an understanding heart to judge they people, to discern between good and evil. For who is able to judge this great people of thine?’. It is a process of making sense of facts and situations to make a truthful and wise choice. It is this discernment process we read Solomon exercised, when two women came in dispute over two children, one dead and the other alive, both owning the motherhood of the living child (IKings.3:16-28). The proposal to divide the child in to two halves, which made the mother of the living child to plead to save the child made Solomon to offer the child to the other woman, who was the genuine mother, is an outstanding example of the spirit of discernment. In this process of discernment, we come across five steps which led to a clarity, Listening (vs.17-22), paraphrasing both arguments (v.23), weighing the merits of the arguments (v 24), proposing an option (v.25) and arriving at the decision (v.26, 27). Often discernment is possible, only as much aa a person is open and willing to revise one’s own perceptions or inclinations. 

There are situations when individual discernment is needed to make a decision. Philip had to make such a choice (Acts.8:25-40), when an angel of the Lord spoke to Philip to go to Gaza, to meet an Ethiopian, who was travelling in  a chariot. The journey was through a desert road and it looked a long and difficult journey. Philip discerned the voice well and he was able to interpret the Scripture to the Ethiopian, leading him to a faith journey.  

There are occasions when collective discernment is necessary. There are well- established Ignatian and Benedictine traditions that instruct us to this process of discernment. The main thrust of these and other traditions is openness, prayer, waiting, sharing and finding a consensus. 

When the current Pope was elected, none of the five probable cardinals was the final choice. Pope Francis became the choice during the voting through the discerning process. One of the probable cardinals made it known publicly that he felt disinclined to be included in the panel of the probables, as the discerning process commenced.  The heart of the discernment is to seek the mind of Christ. It was this St. Paul wished for all of us, when he wrote in Philippians .2:5, ‘Have this attitude in yourselves, which was also in Christ Jesus..’.

We follow democratic or management principles in many decision-making process in our governing board meetings or other decision making fora. It has its worth and value. However, the discerning process has a transcending foundation. It takes us to exercise the prophetic dimension of leadership. It is rooted in faith and hope and not always in logic and circumstance.

When late Dr. A.K.Tharien came to start a medical work at Oddanchataram seventy-five years back, many dissuaded him from doing so, as famine and drought had prevailed in that region for about five years. There were reports of people turning to saw dust as their food. Commenting on this, Dr. Tharien said in a meeting that, he had already spent six months in discernment to come to a decision, while working at the C.S.I Hospital Kancheepuram. The Christian Fellowship Hospital is a living example of a call that was wisely discerned. 

A leader with such a sense of clarity of purpose and confidence in pursuing a mission is often an inspiration to others. This is one way of ushering the kingdom of God.

5. Prophetic sense

In a leadership responsibility there are existential realities, which consume our attention and energy. There can be challenges and difficulties, which shall test our patience. There will be opposition and resistance, when the leadership does not accommodate the personal interests of some, who want to seek benefits for themselves.

Nehemiah encountered such a situation (Nehem.4:1-8), when his mission to rebuild the walls of Jerusalem was fiercely resisted and ‘all of them conspired to fight against Jerusalem and cause a disturbance in it (v.8). But Nehemiah prayed to God and set up guard against them day and night (v.8). He received steadfastness for this journey from the calling he received during his prayer times (Nehem.1:4-11)

The prophetic sense calls for understanding the contemporary context and approaching the challenges from a divine perspective. Many organizations are borrowing the business management model of ‘strategic planning’ for staying afloat with a mission. It may help us to some extent. However, how can logic, analysis, reason alone be the foundations for conveying the purpose of God. God’s ways include mystical and miraculous dimensions.

The O.P. Tyagi bill introduced in the Parliament in 1979, to prevent religious conversion was in the final stage of getting assent from the parliament when late Mr. Morarji Desai was the prime Minister. No protest or appeal from religious leaders seemed to stop the then government from passing this legislation. Mother Teresa conveyed her personal objection to the Prime Minister passing of this bill and encouraged her sisterhood of missionaries of Charity to pray that the government’s efforts would fail. There was a political realignment around the same time and the Prime Minister had to resign and the bill never got passed. 

A prophetic leadership is characterized by a habitual pursuit of God’s will rather than some immediate answers to tide over a situation. I know of institutions who sell their land and assets to cash on the real estate boom in the hope that there will enough money collected to pay the debts and offer more service to those in in need.  But corruption, poor governance and nepotism, which caused the debts, were never addressed that some of the institutions plunged into greater crisis for survival even after receiving large sum of money from real estate. This is an example of using leadership for gain and personal prosperity.   

A prophetic leadership would transcend these disguised personal intentions and reverently pursue ways to honour God through honest, transparent and inspirational examples to build people and prepare a faith community for pilgrimage. It this ‘remnant’ that I believe Jesus referred to as being the ‘salt’ and ‘light’, who have a calling for incarnational presence.    

I experienced this while involved in the governing council of a prestigious institution.  The management chose to suspend undergraduate admission for one year, till it got the full right to admit students by following the admission process as practiced before. Some of us kept exerting pressure on the administration to consent to admit students by following the revised guidelines of the government and continue to engage this issue in the court of Law. But the administration decided other wise and that institution did not have one batch of students for that year. Looking back, I regret that the administration took an option of convenience which denied some students an opportunity to study in that college. The administration had hoped that there would be a public uproar and reaction, which might send a message to the government to consent to the repeated representation of the institution to allow its autonomy in admission to continue. None of that happened. There are times when those of us called to lead might lose an opportunity to live and act prophetically in adverse circumstances because we lean heavily on our understanding. Even in such instances, God would compensate for our loss, if only we can return to make sense of the direction ahead, in an attitude free of biases. The disappointments and detours we face in life, help us to become familiar with an orientation that transcends our logic and reasoning. There is a way beyond what is expedient.

All of us have a leading role in some way or other. This is therefore a responsibility and an opportunity. 

I have explored here the theme, ‘conduct of  one called to lead’ from my personal experiences and Biblical examples. I hope it would arouse interest for a dialogue and recollection!

M.C.Mathew (text and photo)