It is amazing how much more effectively we work and what we can accomplish when we have a checklist.

Spiritual leaders need to form a checklist. The list takes into consideration the three Ws.

Who we lead is crucial to understanding how we lead.

What needs to be accomplished addresses needs, abilities, opportunities, responsibilities, and the dreams of others.

Why we lead helps us see more clearly the direction to design and plans to follow.

When we take a few simple ideas and ask ourselves the right questions, the checklist will lead to greater efficiency and accomplishment for the Lord.

Weddings are exciting. A great deal of work goes into making about 25-30 minutes a special half hour in the life of two people.

As vows are exchanged, “for life” takes on a new significance.

Challenges will come, family problems will arise, and health difficulties will occur. However, we can face and overcome them all when we understand what we mean by “for life.”

Leadership is the same. It must be “for life.” It is an opportunity, not a chore. It is a privilege, not drudgery.

We can make a difference when we know it is “for life.”

We have examined several areas about character in the past and it cannot be overstated. Character is the very substance of leadership.

General Norman Schwarzkopf is credited with saying, “Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.”

Character is about the head, heart, and hands of a leader. Determination is the head, development is the heart, and demonstration is the hands of a leader’s character.

Where there is character, there is leadership! We need strategy, but strategy takes a distant second place to the necessity of character.

Negativity is a powerful influence. Whether age, circumstances of life, challenges within the church, or any number of areas, we can easily become cynical.

We cannot and must not allow daily external situations to influence our efforts in making change.

We not only have a reason to live, but a reason to have joy in this life, as we anticipate the coming of an eternal one.

Our efforts as leaders must be to make a positive change. The external circumstances will always exist and challenge the core of leadership. However, we must arise above it and lead to make a positive change, one that begins with us.

A gentleman at the local fitness center once said, “anything worth doing is worth overdoing.”

The common application of this idea is a “workaholic.” We easily get wrapped up and consumed in various areas of what we do.

How do we prevent falling into this trap of obsessiveness and overdoing it?

We need balance. Balancing family, work, and other activities is challenging. If not careful, we become imbalanced and overdo one above the other.

We need to evaluate priorities. We need to live according to the proper priorities of God, family, work.

While there are other ideas to consider, these steps will help us prevent overdoing as leaders.

We consider someone exceptional when they are outstanding, out of the ordinary, unusual, or atypical.

How do we characterize our leadership? Would the word exceptional fit? How do we pursue a leadership that is exceptional?

Servanthood leadership quickly demonstrates this exceptional mindset.

Placing the needs of others above our own is not the usual or ordinary approach to leadership.

This explains why spiritual leaders are atypical. From the motive to the activity, others can easily spot exceptional leaders.

A little self-examination goes a long way to help us step up to be exceptional leaders.

N.T. Wright addresses Christian character at length.

First, he examines the virtuous purpose of Christian character. The Christian life is one that develops the virtue to act naturally.

Second, he discusses the need for character transformation, a renewal of mind. Character transformation occurs within and initiates a change in behavior.

Third, he considers faith, hope and love. These virtues connect to the development of the fruit of the Spirit within the context of community.

The premise emphasizes both practice and community. We need each other to implement these virtues. We cannot develop as spiritual leadership in isolation.

Leaders face numerous tests that define their leadership. Arnold Glasow said, “One of the tests of leadership is the ability to recognize a problem before it becomes an emergency.”

How is it possible? Here are a few suggestions.

Accept that problems will happen. Denying or ignoring potential problems only invites an emergency.

Practice listening skills. Many problems can be detected sooner if leaders listen more carefully.

Ask appropriate questions. At the first sign of a problem, ask questions that pertain to the situation.

Learn from the past. Lessons learned from previous experience provide a foundation for the future.

These suggestions are initial steps in the right direction.

Philip Kenneson’s book, Life on the Vine, makes a significant point related to spiritual leadership.  He describes the need to view the fruit of the Spirit with an “others-directed” mindset.

From a leadership perspective, the idea guides our steps with a focus on others: people-centric.

Initially, it is logical to think about developing the fruit of the Spirit as qualities within our own lives, but the idea involves demonstrating––rather than developing––these qualities toward others.

When this happens, our leadership soars. Followers see and know that leaders have their best interest always at heart.

While we speak about decisiveness on a regular basis, the need for decisive leaders cannot be overstated.

Steve Diggs recently wrote, “Be a Fast-Forward Leader: Make a decision. The world is paved with flat squirrels that couldn’t make up their minds.”

Too often, leaders hesitate when it comes to decisions. The result leaves followers confused, discouraged, doubtful, and distrusting.

As leaders, we do not want or need this situation.

Lead decisively. We need to gather as much information as quickly as possible and then decide. Do not get caught in the delayed reaction action syndrome. The result is deadly to leadership.