"An Employer's Leadership"

Luke 7:1-10 Sept.12/04

May I Help You?

"Christ1 Jesus came into the world to save sinners" (1Tim.1:15) - fundamentally to help people in the area where we most needed help and couldn't save ourselves. He came to save us because people matter to God. Last Sunday (Labour Day weekend) we looked at an employee's attitude. Today let's look up the chain of command to an Employer's Leadership. If our Lord Jesus took the form of a servant to help and save us, that tells us a lot already about what a leader's attitude should be - caring about people more than programs or procedures.

        One evening, humorist Robert Henry went to a large discount department store in search of a pair of binoculars. As he walked up to the appropriate counter he noticed that he was the only customer in the store. Behind the counter were two salespersons. One was so preoccupied talking to "mama" on the phone that she refused to acknowledge that Robert was there. At the other end of the counter, a second salesperson was unloading inventory from a box onto the shelves. Growing impatient, Robert walked down to her end of the counter and just stood there. Finally, she looked up at Robert and said, "You got a number?" Robert replied, "I got a what?" trying to control his astonishment at such an absurdity. "You got a number? You gotta have a number."

        Robert replied, "Lady, I'm the only customer in the store! I don't need a number. Can't you see how ridiculous this is?" But she failed to see the absurdity and insisted that Robert take a number before agreeing to wait on him. By now, it was obvious to Robert that she was more interested in following procedures than helping the customer. So he went to the take-a-number machine, pulled number 37 and walked back to the salesperson. With that, she promptly went to her number counter, which revealed that the last customer waited on had been holding number 34. So she screamed out, "35!...35!...36!...36!...37!"

        "I'm number 37," said Robert. "May I help you?" she asked, without cracking a smile. Robert replied, "No," and then turned around and walked out.

A) Care for Your People

The saleslady just didn't seem to care very much about people; she was more concerned with following picky protocol, to the extreme. That's the first thing an employer needs to model for their workers: genuinely caring about needs of those dependent on them.

        The story of the centurion in Luke 7 is a better example of a member of an organization who had a good leadership attitude. In the Roman army, a centurion was the officer in charge of 50-100 men. That demands some character qualities. Historian Polybius commented that "the best men in the army had this position. There was a centurion stationed at Capernaum whose servant was sick; physician Luke records the servant was in bad shape, "about to die". Note also in v2 though that it was a servant "whom his master valued highly". The term means "to be held in honour, prized, precious, dear." Thus a basic point for anyone in leadership, whether an army captain or a foreman in industry or a CEO, is Care for Your People. The quality of sympathy, not having an uncaring heart.

        In Ephesians 6(9), talking about how masters are to treat their slaves, Paul writes, "Do not threaten them" - don't use violent words, speaking harshly. We're used to hearing about campaigns against harassment of any kind in the workplace today, but Paul's advice is more startling when you consider the non-existent labour code of the time. A commentary notes, "The Roman law allowed masters to treat their slaves as brute beasts, to abuse and even to murder them." Romans slaves had no legal rights; their fate was entirely in their masters' hands. So the apostles' direction elevates considerably the workers' status.

        Bill Hybels, Senior Pastor at Willow Creek Community Church near Chicago, has written a book called Courageous Leadership. In one chapter he tries to identify the sources he considers in making decisions at a mega-church. His first "data source" he calls "What I Believe", his core beliefs. One of these is: People Matter. Hybels notes, "Scripture teaches that if we show sensitivity and deference to what God treasures most in this world - people - then he will in turn show mercy and deference to us (1Sam.2:30b; Mt.22:37-39). To the core of my being I believe that if I honour people and treat them graciously, God will show favour to me and to those I lead. So whenever there's a human component to a decision that comes my way, my antenna goes way up. When I know that someone's welfare hangs in the balance, I work overtime to get that decision right. I have told our elders and board members that if I am going to err, I'd rather err on the side of being gracious to people. I'd much rather have to stand before God someday and take my lumps for being too merciful than for being too harsh."

B) Delegate Wisely

When the centurion heard Jesus was in the neighbourhood, v3 says he "sent some elders of the Jews to him, asking him to come and heal his servant." Perhaps he was tied up with some legal or enforcement matter and couldn't go himself; perhaps he was conscious of Jewish dread of contamination by 'unclean' Gentiles. Perhaps as v7 suggests he just didn't feel worthy to approach the Lord. For whatever reason, the centurion prevailed upon some leaders in the Jewish community to take his request to Jesus. He delegated the job.

        Popular wisdom says to leaders, "If you can find somebody who can do what you're doing at least 80% as well, you should probably delegate it." The best leaders, the top executives, know how to spread the work around, to work as a team, rather than feeling like they have to do everything themselves. Don't micro-manage: if you entrust a task to someone, grant them the necessary resources and discretion; don't be looking over their shoulder every 5 seconds, afraid they'll mess up. The centurion astutely sent representative to approach the Master.

C) Respect is Earned, not Automatic

When the Jewish elders came to Jesus, v4 says "they pleaded earnestly with him, 'This man deserves to have you do this, because he loves our nation and has built our synagogue." Here are some Jews arguing that a Roman actually DESERVES to have a request granted. That's unusual: the occupying force was generally hated. The centurion's behaviour must have been pretty remarkable for them to consider him "deserving". Because he loved them, he had earned their respect.

        Leaders hone their skills over time, they earn respect by the way they handle challenges. It's the hard slugging in the trenches that qualifies you to take command. Bill Hybels' third data source for decision-making is what he calls "pain": lessons learned from unpleasant past experience. He writes, "One of the advantages of experience is that it provides veteran leaders with a 'pain file' of raw-edged memories. The lessons gathered in this file help leaders to discern the level of potential pain inherent in any new idea...Several years ago...when I first introduced the '3 Cs' - character, competence, and chemistry - as the basis for staff hiring, I said, 'Never compromise on character. And when it comes to competence, shoot high; go after the best people you can. Concerning chemistry, make sure the person fits in well with existing team members.' I ended that lecture by saying, 'I've taken enough beatings. I've seen and caused enough bloodshed. I'm never going to knowingly violate the 3 Cs again.'"

        One pastor ignored the 'chemistry' factor and added a highly competent local contractor to the building committee, despite an obvious 'edge' to his personality. Within months the contractor managed to polarize everyone and volunteers started bailing out. This pastor's respect for Bill Hybels grew because he recognized the value of his experience. Bill responded, "I feel your pain. I've had plenty of my own. There's just one thing to do at times like this: Learn from your mistakes."

        What are some other lessons from pain? One man in a mentoring session admitted, "I'll never make my mother-in-law the head elder again." Another pastor said, "I'll never let a guest speaker teach on signs and wonders while I'm on vacation." A particularly easy-going pastor said, "I'll never again tell the worship dancer, 'Just wear whatever you want when you dance at the morning service.' Big mistake!"

D) Invest as a Good Corporate Citizen

The Jewish leaders pleaded with Jesus that the centurion deserved His help not only because the centurion loved their nation but also because he had built their synagogue. Some black basalt ruins have been found by archaeologists in the area that may be the remains of that actual synagogue. So the centurion didn't just keep his funds to himself; he shared it with the community, constructing their place of worship out of his own pocket. He was generous as a 'good corporate citizen', so to speak.

        Bill Hybels recalls an incident when the church upheld God's reputation even when it may have cost them double. He says, "A number of people from the business community were showing up at the affiliate office [of the Willow Creek Association] asking to be paid for work they had been contracted to do. The leader who had recently left the office claimed that he had made all those payments, but there were no records to substantiate his claim. I was asked to decide what to do in this situation. I answered immediately. 'Pay them.Pay all of them.Pay whatever they ask.' I didn't spend three seconds pondering that decision...I believed that God's reputation was at stake in how we responded to the claims of the business community. Better for us to risk the possibility of paying the workers twice than risk the possiblity of not giving them their due."

        There are needs in our own communities that cry out for attention. Are we willing to invest in our community like the centurion did? The Wingham Drop-in Centre needs more volunteers in order to stay open to serve the many young people who come. Here in Blyth, a skateboard park could be a joint project between churches, other community groups, and individuals, but that too requires time and money. Loving the people inspires leaders to invest their resources as responsible citizens (while remembering we're more than just another service club).

E) Respect Others' Boundaries - Know Your Limits

When Jesus was getting close to the centurion's house, v6 says the latter sent friends who said, "Lord, don't trouble yourself, for I do not deserve to have you come under my roof.That is why I did not even consider myself worthy to come to you.But say the word, and my servant will be healed." Note the great humility the centurion shows. He respects others' boundaries, and knows his own limits. Under rabbinical law, to enter a Gentile's house meant a Jew would be ceremonially defiling himself. So the centurion very considerately suggests Jesus not bother to come all the way, simply say the word for the healing to occur.

        Being an employer automatically puts one at the risk of abusing power. Physical, verbal, and sexual harassment cases are gradually starting to come to light more readily as employees become more confident the justice system will expose such wrongdoing. Employers need to be especially sensitive about their comments and actions due to the nature of power in the employment relationship. A godly leader not only knows one's own limits, but also respects the boundaries of employees and doesn't defraud or trespass, taking advantage of a worker. This calls for humility and self-control; err on the over-polite side, like the centurion.

        Paul wrote in Colossians 4:1, "Masters, provide your slaves with what is right and fair..." This involves rendering to each their due; ensuring there's equity, what's totally just. A commentary notes, "Such a charge as this is not found in all the profane writings of antiquity. Even in the pages of the moralists a slave was regarded as a chattel with which the master had a right to deal according to his will." Christian teaching though elevated the status of the slave, sowing the seeds for their eventual liberation. Masters were to respect their workers as people, not mere "chattels".

        Chuck Swindoll tells us a man speaking on integrity in the marketplace said, "Christians are often like the world in their lack of excellence.You need to: pay your bills; respect your boss; watch your mouth; value your people; know your limits; do your best."

F) Make Yourself Accountable - Expect Results

Why did the centurion believe Jesus could heal his servant simply by saying it wherever He was? V8 explains, “For I myself am a man under authority, with soldiers under me. I tell this one, ‘Go,’ and he goes; and that one, ‘Come,’ and he comes. I say to my servant, ‘Do this,’ and he does it.” This is all about accountability, being part of a chain of command. The centurion knew how leadership worked in the Roman army, and expected the same thing applied when Jesus gave orders in the spiritual realm. Lesser powers would have to co-operate. Qualities involved here are obedience and discipline.

        How could Paul urge masters to treat their slaves better than the abysmal standard of the day? "Because you know that you also have a Master in heaven." (Col.4:1) Or as Eph.6(9) puts it: "...since you know that He who is both their Master and yours is in heaven, and there is no favoritism with Him." We all have to answer someday to God, employer and employee alike. We are all accountable ultimately.

        Obedience goes along with accountability; knowing we'll be evaluated prompts us to carry out orders. A good boss-employee relationship means the boss can expect results. The centurion had every confidence his commands would be carried out. Jesus' own words in Luke 17(7-9) reflect and endorse a master's right to expect compliance from a servant: “Suppose one of you had a servant plowing or looking after the sheep. Would he say to the servant when he comes in from the field, ‘Come along now and sit down to eat’? Would he not rather say, ‘Prepare my supper, get yourself ready and wait on me while I eat and drink; after that you may eat and drink’? Would he thank the servant because he did what he was told to do?” There is a healthy working relationship here, a chain of command that is orderly and fitting. Yet Christ didn't tell this to give bosses a club to hold over their employees' heads. He went on to say our attitude (bosses and servants alike) when we've done everything we were told should be to say, "We are unworthy servants; we have only done our duty." Our accountability to God should always be foremost in our minds.

        Even Willow Creek Church has had to deal with under-performing staff. Bill Hybels comments, "Echoing in my mind during such discussions is Jesus' statement, 'A labourer is worthy of his hire' (Lk.10:7). The implication is that an employer who is receiving effective, valuable, consistent service from an employee should afford appropriate wages and honour to that employee. This same teaching, however, implies that if an employer is not receiving effective, valuable, consistent service from a worker, then the worker is no longer worthy of his or her full hire. The wages should cease, or at least decrease." It's important to try to discern the cause of the under-performance. "Is it a poor job fit or inadequate training? Do we have unrealistic goals or expectations for this person? Is he or she being poorly managed? If so, the church is at fault and should be held accountable...If an employee's poor performance, however, stems from unhealthy relating patterns, issues with authority, dishonesty, or old-fashioned laziness, we must bring that to the employee's attention forthrightly, and put a plan for improvement into place immediately."

        Just because it's Christian work, or two believers in a secular workplace, is no reason to accept a lower standard. Rather, our performance should be even higher!

G) Take a Risk with the G-Factor

Jesus was amazed at the centurion's attitude. He told the crowd (v9), "I tell you, I have not found such great faith even in Israel." The centurion's statement showed complete confidence - total trust - that his servant would be healed, even if Jesus just spoke it from a remote location.

        Faith is a key factor in Christian leadership. Our confidence in God should prompt us to excellence - in our goals, our character, and our competence. Think of it as the secret "G-factor", faith in God.

        The first of Bill Hybels' "basic beliefs" that influence all his decisions is this: "If I honour God in everything, He will honour me." That's his rock-bottom, core conviction. Putting God first helps Bill trust Him even when taking a risk. Bill wants to be neither an extravagant risk-taker, that bet the farm and end up losing it, nor someone who's risk-averse and wouldn't take a risk if their life depended on it.

        He recalls, "My dad was not like either of those extremes. He provided steady, consistent oversight of his core businesses, but he wasn't opposed to taking an occasional risk. He used to say to me as I was growing up, 'Billy, if you don't take a flyer once in a while, you'll never learn anything new, and life will get very boring.' When pilots take a new aircraft for a test flight, they are 'taking a flyer'. My dad believed in taking flyers, and he took his share. He tested new ideas in business, experimented with new strategies, and tried new products. He took a certain number of risks with people and with investments. Some flyers worked out well for him and paid off handsomely. Others crashed and he paid dearly. But when a crash occurred, he would tell me about the lessons he'd learned and about the joy he'd had during the adventure. 'It's only money,' he'd say. 'It's not the end of the world.'"

        Remember the G-factor: You can't serve God and money. That faith allowed Bill's dad to take a risk and when it failed say, "It's only money." That faith prompted a God-fearing centurion to trust Jesus could heal a person near death without even seeing them. The G-factor brings God into focus in all our business and employment dealings.

        In closing, John E Mitchell Jr writes the following in The Christian in Business. "Will Christianity and business mix? Is God interested in the way we do our work? Is He interested in a lathe operator and in the quantity and quality of his output? Is He interested in a watchman as he makes his rounds through the warehouse in the darkness and silence of the night? Is He interested in a stenographer, in the way she types her letters? Is He interested in a salesman and what he says to a prospect? Is God concerned about a businessman's business? Is God there when he makes out his income tax return or his expense account? Does He take an interest in the company's advertising campaign and the claims made for the company's product? Is He present at personal interviews, at conferences, director's meetings, labour union negotiations, trade conventions, business luncheons, and black-tie banquets? When a businessman succeeds or fails, is God interested?

        "To say No to these questions is to relegate God to a place of no importance in the very area of a person's life where he spends most of his waking hours. On the other hand, he who answers Yes to these questions, whether he be a supreme court justice or a garbage collector, transforms his career into a thing of dignity, high purpose, satisfaction, and excitement." Let's pray.