Flock Leadership Quotes

A leader. . .is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.

To Christy Wimber: "Are you even aware of the massive growth of the 'organic' home church movement in the USA??? They are primarily comprised of those Christians who have suffered significant 'spiritual abuse' (Dr. Ken Blue) within the 'organized' churches of which the Vineyard may be sadly included. I know John came down hard on any servant leader who spiritually abused anyone if he was personally aware of it!!! Alas, John is gone and there doesn't seem to be anyone who comes near to filling his spiritual 'shoes' within VCFUSA. Seems to me God is putting those in leadership who abuse the flock in their place...an empty church!!!" ~R. Alan Woods [2013]

If you are landing it doesn't really matter who is sitting beside you but while you are taking off, it is very important you know who is around you. Eagles don't flock with pigeons.

The lesson is that thriving is not actually about the leader, it’s about the whole flock. Everyone has the potential to lead, and leadership is about listening and being attuned to everyone else. It’s about flexibility. It’s about humility. It’s about trust. It’s about having fun along the way. It is more about holding space for others’ brilliance than being the sole source of answers, more about flexible shape-shifting to meet the oncoming challenges than holding fast to a five-year strategic plan.

Since the local church is “the pillar and support of the truth” (1 Tim. 3:15b), its leaders must be rock-solid pillars of biblical doctrine or the house will crumble. Since the local church is also a small flock traveling over treacherous terrain that is infested with “savage wolves,” only those shepherds who know the way and see the wolves can lead the flock to its safe destination. An elder, then, must be characterized by doctrinal integrity.

In agricultural communities, male leadership in the hunt ceased to be of much importance. As the discipline of the hunting band decayed, the political institutions of the earliest village settlements perhaps approximated the anarchism which has remained ever since the ideal of peaceful peasantries all round the earth. Probably religious functionaries, mediators between helpless mankind and the uncertain fertility of the earth, provided an important form of social leadership. The strong hunter and man of prowess, his occupation gone or relegated to the margins of social life, lost the umambiguous primacy which had once been his; while the comparatively tight personal subordination to a leader necessary to the success of a hunting party could be relaxed in proportion as grain fields became the center around which life revolved. Among predominantly pastoral peoples, however, religious-political institutions took a quite different turn. To protect the flocks from animal predators required the same courage and social discipline which hunters had always needed. Among pastoralists, likewise, the principal economic activity- focused, as among the earliest hunters, on a parasitic relation to animals- continued to be the special preserve of menfolk. Hence a system of patrilineal families, united into kinship groups under the authority of a chieftain responsible for daily decisions as to where to seek pasture, best fitted the conditions of pastoral life. In addition, pastoralists were likely to accord importance to the practices and discipline of war. After all, violent seizure of someone else’s animals or pasture grounds was the easiest and speediest way to wealth and might be the only means of survival in a year of scant vegetation. Such warlikeness was entirely alien to communities tilling the soil. Archeological remains from early Neolithic villages suggest remarkably peaceful societies. As long as cultivable land was plentiful, and as long as the labor of a single household could not produce a significant surplus, there can have been little incentive to war. Traditions of violence and hunting-party organization presumably withered in such societies, to be revived only when pastoral conquest superimposed upon peaceable villagers the elements of warlike organization from which civilized political institutions without exception descend.

If we want to understand Christian elders and their work, we must understand the biblical imagery of shepherding. As keepers of sheep, New Testament elders are to protect, feed, lead, and care for the flock’s many practical needs.

From the first, I realized that being organized was the key to real compassion. There was a natural tendency for Annie, me, and other key leaders to flock to the bedsides of injured paratroopers or spend time with grieving, frightened family members. But organizing and focusing the paratroopers and spouses of the battalion allowed us to have a greater impact.

False brethren don't show up at your church to be helped, they come to devour the flock. They are wolves. Wolves like to feed on lambs. You don't negotiate with a wolf. You don't counsel a wolf. You don't pray with a wolf. Read this carefully, the only thing you can do with a wolf is take them out, drive them out, and drive them away from your flock! This is what the leadership at Ephesus did, and Jesus commended them for it.

If they're uncomfortable to who you are, maybe they're not your native flock. Find your own, liberate yourself and live as you meant to be.

If you want to encourage your spiritual leaders (and their wives!) let them know you are praying for them. Ask them periodically for any specific prayer requests and assure them you will pray accordingly. Use the following prayer guide with accompanying scriptures, to suggest practical ways to pray for those who provide spiritual leadership for the flock.

The focus of pastoral leadership is so consistently on the people, in fact, that the spiritual condition of the flock is the only real measure of a leader's success.

There are mentors who have the job of forming flocks and leading flocks in a flight pattern. That's good. But then there are mentors who have the job of training eagles how to soar alone. I am the eagle mentor. I'm not here to mentor you on how to fly in a flock; I am here to call out the eagles amongst you and encourage them on their destiny to soar high alone. This is my job, this is my calling.

Will you join me for some honest self-assessment? What do we as leaders eat? To what sources do we return for our soul’s primary sustenance? Is our “diet” rich in God’s word? Are we as leaders good readers? Do we really study scripture and meditate on it daily, relishing its insights as spiritual delicacies? Do we supplement this feeling with devotional classics, theological treasures, and inspiring biographies? Or do we fill our hungry void with the empty calories provided on television and by endless “browsing” on the internet?

New Testament, Christianized elders are not mere representatives of the people; they are, as the passages above show, spiritually qualified shepherds who protect, lead, and teach the people. They provide spiritual care for the entire flock. They are the official shepherds of the church.

The eldership must clarify direction and beliefs for the flock. It must set goals, make decisions, give direction, correct failures, affect change, and motivate people. It must evaluate, plan, and govern. Elders, then, must be problem solvers, managers of people, planners, and thinkers.

In most congregations, the people will not rise up to work until after they first see the leadership rise up and work. Leaders lead not only by teaching but also by example, "neither as being lords over God's heritage, but being ensamples to the flock." (1 Peter 5:3)

There is only a one thing worse than an idiot: An idiot with a following.

There’s another large group of churches at the opposite end of the spectrum. These are the ingrown and dying churches that don’t seem to care if anyone ever comes through the front door—or goes to hell, for that matter. On the surface, they can appear to be focused on one another and somewhat sticky, but they’re not. Ingrown and dying churches don’t take care of the flock. They appease the flock. And they’re not very sticky either. Except for a small group of people welded tightly together at the center, these churches are a lot more like teflon than velcro. Just try to connect with one. You can’t unless you’re willing to marry a member’s daughter.

Christian leaders are not Jesus’ top generals. They are under-shepherds helping the flock enjoy and feed on God, out of which flows firm and secure faith: ‘Not that we lord it over your faith, but we work with you for your joy, because it is by faith you stand firm’ (2 Corinthians 1:24).

Not surprisingly, the model of the leader as shepherd fits perfectly the work-and-keep Masculine Mandate of Genesis 2:15. God placed Adam in the garden to work it—to make it grow—and shepherds are leaders who nurture and inspire the hearts of those who follow. God also called Adam to keep the garden—to stand guard over it—and it is the shepherd-leader who protects those under his charge, keeping one eye always on the flock and the other alert for predators. Good shepherd-leadership, then, will always resemble Adam’s servant-lordship as the flock, like a garden, grows and bears fruit of all kinds under the watchful protection of the shepherd.

FOR HUNDREDS OF YEARS, people from every corner of the planet have flocked to New York City for the reason Frank Sinatra immortalized: to prove they could “make it.” The allure, the prestige, the struggle to survive, breeds a brand, an image of the city that ripples out to the rest of the world. Sinatra sang about proving himself to himself. “If I can make it there, I’ll make it anywhere.” New York was the yardstick. New York has indeed become a global yardstick—for artists, businesspeople, and dreamers of all stripes. He was a lawyer in New York? He must be good. Doesn’t matter if he was the worst lawyer in the city. If you can make it in New York, people assume that you can make it anywhere. The yardstick the public uses when judging a presidential candidate, it turns out, is not how much time the candidate has in politics. “It’s leadership qualities,” explains the presidential historian Doug Wead, a former adviser to George H. W. Bush and the author of 30 books on the presidents. Indeed, polls indicate that being “a strong and decisive leader” is the number one characteristic a presidential candidate can have. The fastest-climbing presidents, it turns out, used the Sinatra Principle to convey their leadership cred. What shows leadership like commanding an army (Washington), running a university (Wilson), governing a state for a few years—even if you started out as an actor (Reagan)—or building a new political party and having the humility to put aside your own interests for the good of the whole (Lincoln)? Dwight D. Eisenhower led the United States and its allies to victory against Hitler. He had never held an elected office. He won by a landslide with five times the electoral votes of his rival. “If he can make it there, he can make it anywhere,” US voters decided.

Both vocations call forth leadership and responsibility above, and demand docile compliance below. But that of the hunter elevated the will-to-power and eventually transferred his skill in slaughtering game to the more highly organized vocation of regimenting or slaughtering other men; while that of the shepherd moved toward the curbing of force and violence and the institution of some measure of justice, through which even the weakest member of the flock might be protected and nurtured. Certainly coercion and persuasion, aggression and protection, war and law, power and love, were alike solidified in the stones of the earliest urban communities, when they finally take form. When kingship appeared, the war lord and the law lord became land lord too.