Learning and Leading in Ministry: Chapter Twenty-Six

Believe in People (They’re all you have)

Learn to trust.

Good leaders understand the vast difference between believing in people and using people. The public may admire notable leaders for their work, but the underlings who help them harbor bitter feelings. Like Stalin’s minions, they know they are mere pawns in the project. Great leaders, however, engender love from their followers, not because their accomplishments are great, but because they trust their supporting cast and create within them a sense of purpose. Leaders who value strong, durable relationships and want to reach their stated goals with greater ease and more excellence always place their people above their projects

In researching human motivation, three kinds of self-fulfilling prophecy have been identified. The Pygmalion effect refers to the expectation of a teacher of a student. If the teacher expects the student to perform well, the odds are that it will happen. The Galatea effect describes students who believe in themselves and do well as a result. The Golem effect (based an unpleasant character in a Polish fable) occurs when students have no confidence in their ability to succeed and, as a result, they generally fail. These findings show that the power of believing, both in a positive or a negative way, has a demonstrable effect on motivating people.

Because of his divine nature, Jesus did not have to depend upon the humanity around him to reach his goals, yet he insisted that his disciples exercise great faith and believe for positive results. He believed in them. His attitude toward Simon Peter was especially rich in this regard. When Peter doubted that he could catch fish, Jesus told him to launch out into the deep water and let down his nets for a huge catch. When Jesus queried his disciples about his identity, Peter responded that Jesus was the Christ, prompting Jesus to call him blessed for receiving the revelation. When Peter wanted to walk on water, Jesus said, “Come.” These were not random, inconsequential incidents. They were divinely appointed moments strategically placed in scripture to enable us to see how Jesus instilled trust in his disciples. Leaders build trust one incident at a time.

Working with people will never be an exact science. Jesus, for example, had his crisis moments with Peter in which he stridently corrected this spirited, sometimes volatile disciple. Peter argued with Jesus about the approaching crucifixion, he drew his sword and cut off the ear of an opponent of Jesus, and he deserted Jesus at the very apex of the week of passion. Despite these considerable shortfalls, Jesus never reneged on his trust of Peter.

As a leader, you should operate with the philosophy that everybody has a right to make his or her own mistakes. Establish a sliding scale of tolerance for critical mistakes and then allow room for a margin of error. In doing so, you create a climate in which trust can grow. In fact, trust can only be validated as the leader and his followers weather storms together.  Trust will always be challenged.  When a person bends without breaking, he or she proves trustworthiness.