My Favorite Guy

This post was first seen in my blog at www.DennisGingerich.com but it seems very appropriate for this particular blog focused on succession planning.

Next to Jesus, there’s a guy in the Bible who is one of my all-time favorites. Maybe it’s my season of life and ministry, but this guy is now at the top of my list.  When I was a kid, it was Daniel.  Spurred on by a Sunday School tune, “Dare to Be a Daniel,”I loved Daniel because of his bravery in the face of lions and more.  Of course, maybe it was because Daniel is my middle name. But honestly, my all-time favorite now isn’t Moses, Abraham, David, Daniel, or Paul, it’s a guy who is mostly known by his nickname, Barnabas.

About a year ago, I remember reading something that Jo Saxton wrote about Barnabas and it resonated with me as to why this guy is my hero.  His name was actually Joseph.   But he was so defined by his attitude and actions that they called him the “Son of Encouragement,” or Barnabas.

Jo Saxton’s commentswere about Barnabas responding to the exponential growth in the first century church by constantly celebrating it through giving up money, control and even his own reputation so the growth was never hindered.  Saxton’s challenging question to leaders was, “can you celebrate what God is doing in others on your team or in another church in your community?” My gut level response to that question was, “Usually!”

I think this Barnabas-like natureis one of the strengths God has developed in me over the years.  I’m grateful that I “usually” look for what God is doing and celebrate it rather than being so insecure I have to shut it down or highlight my past successes to “one up” someone else’s current victory. I’m confident it’s connected to the reason I planned and implemented a Successful Succession leadership plan 10 years ago at the church I founded.

But, back to Barnabas.  He first shows up in Acts 4 where he sells a field and gives the disciples the money and he doesn’t insist it gets used for a specific project.  In Acts 9, Barnabas risks his reputation on a newbie, named Saul, giving him access to other church leaders and asking those leaders to take a risk and give this new guy (later named Paul) a chance.  

A little over a decade ago,I had an “aha” moment when I discovered that Luke always used Barnabas and Paul’s name together (in that order) into Acts 13 and then switched it from Acts 14 and beyond to Paul and then Barnabas. It’s a picture of their changing notoriety.  I believe Barnabas understood that lighting another person’s candle didn’t blow out his own.  In fact, it never hurts us when we celebrate the potential and the successes of others. 

Barnabas willingly took a brash, bold, brilliant guy named Paul, and raised him up into prominence. We see it with Barnabas and John-Mark, (who completely messed up), and Barnabas personally coached him back to success. I find this fascinating.  There is no New Testament letter or book named after Barnabas. But the imprint of his influence is throughout the New Testament because, without Barnabas, would there be a Paul and would there be a Mark? 

I pray that my legacyas a leader is that I put this Barnabas characteristic into practice. This is what I know. It requires me to be generous and secure enough to share my life, my stuff, my gifts, my opportunities and my mission with others.  It requires that I give away without expecting anything in return. Am I ready for that? Can I invite people into leadership and help them get there, even if I become less and they become more? Can I invite people alongside me in mission? This always sounds lovely until you have to do it.  But then that person’s got something I don’t have or is doing something I may never do. Can I still celebrate that? I pray I will be known as one who lived up to the example of my favorite guy.

QUESTION:  How are you wrestling with this challenge of being Barnabas-like in your leadership? I’d love to hear more.

Leadership Shelf-Life

When I go to visit my 86 year old mother in Oregon, I love to step into her pantry just off her kitchen. The shelves are always filled with lots of canned goods and all the stuff I don’t usually eat at home:  Double-Stuffed Oreo’s, Ranch-flavored Dorito Chips, Famous Amos Chocolate-Chip Cookies and much more. The grand and greatgrand kids love grandma’s pantry. But there is an inside secret that all the family knows. Always check the expiration date. And it’s the same with everything in her refrigerator. Check the “Sell by” or “Expiration” date. There’s a pretty good chance that a few of those appealing goodies I’m tempted to taste (because “I’m on vacation,”) may have passed its shelf-life. 

Carey Nieuwhof got my attention earlier this week with a blog, Why Most Leaders Have a Ten Year Run.”  Nieuwhof has a theory that we leaders usually have a shelf-life of about a decade before we need to reinvent ourselves or possibly move to a new role or a new location.  And if you don’t change, you or the organization you lead will pay a big price.  It’s an interesting theory that I think has lots of validity. As I reflect on my own 40 years of leadership experience, I can see the patterns of 7-10 year seasons.

For me, it was serving for seven years at the first church I pastored after seven years of preparation in college and seminary.  After that first seven years of pastoral ministry in Elmira, NY, I was ready to get on with what my wife and I sensed was our life calling—starting a church from the ground up. 

After moving 1500 miles south from New York to Florida, the next seven to ten years was all about laying the ground-work, launching, establishing and building the culture of Cape Christian.  We grew from a small church of 65 to a medium-sized church of 400 during that first ten years.  We transitioned from small-church thinking (congregational decision-making included business meetings to vote on budgets) to become a staff-led leadership team with board oversight. I reinvented my leadership style from being the facilitator of the congregation’s vision (which was what I was trained for in seminary) to becoming a bold visionary leader who led staff, board and congregation through influence and vision casting. 

The next ten-year segment of my ministry was characterized by understanding and respecting my own giftings and leaning into my strengths as a pastoral leader.  I became super intentional about growing and leveraging my entrepreneurial leadership style by wrapping up a 10 year project of purchasing 48 individual pieces of property and assembling them it into one 14 acre property so we could built our first multi-purpose worship facility and move out of renting the public schools for weekend worship.  I trained a team of lay pastors who led small groups and I let them do much of the pastoral care so I could be free to lead.  I reinvented myself and started being a leader of leaders.  I developed a leadership succession plan.  During this decade, we went from two to three worship services with an average weekend attendance that grew from 400 to 1,000. 

At the three-decade mark of my full pastoral leadership journey, I passed the leadership baton of my church plant on to a younger leader I had been mentoring for five years.  I executed the succession plan and changed my title from Senior Pastor to Founding Pastor, with a new title of Lead Pastor for my successor.  Again, reinventing my own leadership style, I began leading from the second chair.  My long-term successes and influence helped to propel a young leader forward in his first role as a lead pastor.  The church grew from 1,000 to 2,000 over the next five years.  As of 2019, my fourth decade of leadership, there have been two more successors.  The church has not only survived those two leadership transitions but, continues to thrive with health and growth to five weekend worship services for and average of 3,000 in attendance. 

Church Life Cycle

As I reflect on Carey’s theory of the 10 year shelf-life of leaders and I study the findings of innovative church consultants like Tony Morgan, I’m incredibly grateful that I’ve had frequent nudges from God to be both courageous and intentional about making leadership shifts and transitions that have thrust the church I founded beyond the normal life-cycles of growth, peak, stagnation and decline. We’ve avoided the staleness and burnout of being past our expiration date.  We’ve continued to flourish, be fruitful and be relevant.  And I’ve personally never felt more alive and excited for the future. The best is yet to come!

5 Things I’ve Learned Through Implementing a Succession Plan


15 years ago, I made a decision to develop a leadership succession plan for the organization I founded. Very close to committing myself to follow Jesus, marrying my wife and starting Cape Christian, this decision to is one of my very best!  This month, it has been 10 years since I implemented that succession plan.  Here are some reflections on the last decade.

  • Intentional Legacy-Leaving is Rewarding– Tom Mullins, author of Passing the Leadership Baton wrote, “A transition will be one of the greatest tests of your leadership, but it will also serve as one of the greatest rewards and testimonies of your legacy.” That is truth.  Real. Truth.  There have been a few tests along the path.  But so many more rewards than tests.
  • Level-Five Leadership is the PinnacleJim Collins, John Maxwell and others speak and write about the pyramid of leadership that peaks at level 5 where you serve others, empower those under you, give away leadership, hand credit to the team, take responsibility for failures and demonstrate deep humility. I’ve diligently pursued the quest to climb to the top.  Planning and executing a succession plan has been so fulfilling and fruitful because the organization I founded has excelled in ways I had only dreamed of.  Level 5 leadership is worth chasing.
  • Long-Term Success is Superior to Short-Term Wins – Twenty years into starting and leading a church, I dreamed of building an organization that would outlive me.  I dreamed of a church that would go faster and farther after I was out of the driver’s seat than when I was in it. Now, ten years and three successors beyond the plan implementation, I can actually attest to the fact that those first two decades of many small wins have been far surpassed by the long-term success of an organization that is now ready for the long-haul.  I am absolutely sure, if I got hit by a truck tonight, Cape Christian would continue to accelerate in its growth and impact for many more decades to come.  My dream is now reality.
  • The Mission is Bigger Than Me– I could have said and meant it early in my leadership journey.  But it’s different to finally and completely grasp it.  To start something and lead something that is much bigger than me and won’t end with me brings such a sense of contentment and significance to me. There’s nothing more humbling and fulfilling.
  • My Fruit Tastes Better on the Trees of Others– I have always loved Bob Buford’s desire to have his “fruit to grow on other people’s trees.”  Seeing the results of leadership development and the establishment of a culture of an intentional mission and purpose doesn’t just look nice on the trees of others, it even tastes better.  I especially love the fruit of what I’ve planted when I see it coming off the trees of my successors and bringing nourishment and joy to thousands.  That is even more satisfying than when they used to feast on what I produced.   

Forward-thinking leaders plan for both their future and for the future of the business, non-profit or church they lead.  If you need any assistance in planning, let me know and I’ll try to help!

Fruit On Other People’s Trees

One of my mentors-from-afar changed his address last year.  Bob Buford moved from his earthly home near Dallas, TX to his heavenly home at age 78 on April 18, 2018.  I always admired Bob.  A successful business leader, Bob leveraged his visionary wisdom, leadership skills and generosity to significantly contribute to three major landscape shifts in American Christianity.  He was a founder of Leadership Network—helping larger growing churches and their leaders ramp up their ability to be more innovative and entrepreneurial so they could multiple their Kingdom impact (our church was one of those).  Bob also wrote the best-selling book “Half-time” (which greatly influenced my life) and started the Halftime Institute to help business leaders make second-career shifts from success to significance.  And a third contribution, was the launch of the Drucker Institute, to help non-profit organizations learn top-level management skills.  Buford’s later life mission was to “transform the latent energy of American Christianity into active energy.”   

Bob Buford

Bob Buford had a saying about wanting his “fruit to grow on other people’s trees.”  Bob constantly invested in the lives of leaders.  He had a unique way of influencing high-potential leaders to expand their capacity and then empower them to flourish in their unique calling and gifting.  He loved to see the success of others. Bob always avoided taking credit for the success of something he initiated and when someone would try to hand it to him, he would quietly point upwards and whisper “Yay God.”

I’ve never personally met Bob.  I’ve read his books.  I’ve been personally mentored by one of his mentorees, Lloyd Reeb. I’ve been personally inspired, challenged and encouraged by Leadership Network staff: Linda Stanley, Dave Travis, Warren Bird and more.  And I’m grateful that his fruit has grown on my tree.  And actually, Bob Buford’s writings and influential organizations are my primary inspiration for loving to see my fruit growing on other people’s trees. Developing and implementing a succession plan in the church I started, can be traced back both directly and indirectly to Bob Buford. Now, my fruit is growing on the trees of my successors. 

Philippians 2:3-5 contains Bob Buford’s core values:  Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves, not looking to your own interests but each of you to the interests of the others. In your relationships with one another, have the same mindset as Christ Jesus.  Not always easy, but absolutely necessary—if you plan to see your fruit growing on other people’s trees.

The Mission is Bigger Than Me

 

The mission is bigger than me.  That’s the premise behind Level 5 Leadership.  That’s the whole reason for this blog.  The church I started, the business you lead, or the organization you founded has a purpose that is likely much larger than you. That’s a good thing. To lead or start something that shouldn’t end with you is noble, honorable and magnanimous!  That’s how legacies are generated.

Unfortunately, I meet far too many leaders that fail to spend much time thinking beyond their immediate mission and call.  If challenged, they will usually tell you it matters.  They admit they are concerned about what may happen to the organization after they retire or die.  But, life moves at a face pace and there are too many daily operational concerns to slow down long enough to develop a plan—a succession plan.

I made an intentional decision when I was approaching age 50.  What started with me wouldn’t end with me. The mission that God put me on in my early 30’s should not end with me in my 60’s or 70’s. The mission is much bigger than me. That thought was both exhilarating and sobering.  All at the same time.

If you are leading a business, a non-profit, a church, a ministry, are you being intentional? Have you developed a succession plan for your organization?  I recognize that not every organization is set up in a way that the leader can make such a decision.  But are you initiating any conversations? Discussions? Proposals? Plans?  Have you cast a vision for an intentional and wisely planned succession?  All point persons will come to the end of their leadership run at some time or another. All leaders run out of time.

I fully agree with the words of J. Lee Whittington:  “Being a legacy leader is not about me; but, it starts with me.”

 

QUESTION: What one phrase in this short read impacted you the most?  Why?  (We would love to hear your comment below)

Top Level Leadership

 

It didn’t matter who, what, when or where.  A Sunday afternoon Monopoly game with my brother and cousin.  A six-man flag football game at my three-room country school. The 50-yard dash in the state-wide Junior Olympics.  High-school basketball. Hiking to the top of an Oregon butte, a sand dune or a Pacific Ocean overlook. I love to get to the top of the mountain for the first view. I grew up with a love to win.  Continue reading “Top Level Leadership”

Level 5 Leadership

 

Over three decades ago, I heard one of my earliest leadership mentors, Dr. John Maxwell, speak about the five levels of leadership. He described them this way:

1) POSITION (Rights) People follow you because they have to.

2) PERMISSION (Relationships) People follow you because they want to.

3) PRODUCTION (Results) People follow because of what you have done for the organization.

4) PEOPLE DEVELOPMENT (Reproduction) People follow because of what you have done for them.

5) PINNACLE (Respect) People follow because of who you are and what you represent.

As a young 30-something church planter, I set my sights on Level 5. Continue reading “Level 5 Leadership”

I Have a Dream

 

I was almost a 10 year old. We had no television in our home at the time. Growing up in a rural farm community of Oregon, I had no idea that history was being made on August 28, 1963 on the steps of the Lincoln Memorial in Washington, DC. Across the country that day, Martin Luther King, Jr., was leaving a memorable mark on the civil rights timeline of the United Stages. The imagination of civil rights activists and sympathizers, was captured with the leading line of the entire last half of Dr. King’s speech—“I have a dream…” Continue reading “I Have a Dream”

Coming Soon!

This website/blog will be focused on inspiring transformissional leadership successions.  Intentional legacy-leaving leadership is one of my biggest passions.  I love to help forward-thinking leaders plan for both their future and for the future of the organizations they lead.   To me, “level five leadership” is demonstrated when the leader cares more about the success of the organization than their own comfort.

I love the words of Tom Mullins, “A transition will be one of the greatest tests of your leadership, but it will also serve as one of the greatest rewards and testimonies of your legacy.”  I can’t wait to have some great conversations and share some practical learnings I’ve uncovered during my own personal journey with three successful leadership successions and through my consultations with other leaders and their transitions.

If you want to get a notice when the website is completed and the postings start, feel free drop me an email at dennis@successfulsuccessions.com and I’ll keep you informed!