As Julie rode with me towards the point of departure to drop me off, I told her that I was looking forward to how the leadership dynamic was about to play out. I knew the men that I was taking the trip with well enough to accurately predict how we would interact. There was a perfect storm of authority, submission and honor brewing.
Michael had decided to jump on the trip at the just about the last-minute. He is the authority within the organization that designated me as the leader for this trip. I was trained by and released by him to represent his heart when leading trips like this in his absence. His heart was to represent the heart of the organization’s founder and the founder was intent on representing the heart of God.
Kevin was going as my #2 on this trip. Kevin and I work together on many different similar endeavors and he is a great leader. Part of what makes him a great leader is his willingness to serve. From experience, I knew that Kevin would willingly submit to leadership while representing my heart and best interests to the staff and men on this journey.
I told Julie that this was how it was about to play out:
- Michael would tell the staff up front that, while he is on this trip, Scott is the authority he has delegated to lead the event
- I would remain submitted to Michael, while never blinking at the leadership responsibility
- I would tell the staff that if they hear Kevin, they are hearing me as I trust him and defer to him in how the staff is run and operations are conducted
- Kevin would honor both Michael and I while never relinquishing his leadership responsibility for the staff and operational results
That’s exactly what happened. It was a culture of honor that deferred, one to another. Honor was the common heart. Each of the men that had leadership responsibilities accepted that responsibility and shared the authority with others regardless of the alignment on an organization chart. There was the opposite of any power grab as each deferred to the other while never stepping away from responsibility.
Trust, deference, humility and accountability are all necessary in a culture of honor. The manifestations of this culture produce a leadership dynamic that is powerful and selfless. The net result is a Kingdom view of what it should look like and multiplication of the potential impact and capacity of the organization if and when leaders will lead and follow.