Is this urgent or essential? What should we stop doing? These two questions provide the foundation for the questions that great leaders ask.

The third question Mike Maddock contributes in this Forbes article is another step in leadership development: “What makes you feel strongest?”

There is no doubt when it comes to great leaders needing to understand their strengths and weaknesses. They know the areas where they are weak and how to find the individuals who have strengths to complement those areas.

By doing so, great leaders continue to focus on their strengths. Numerous sources claim that leaders should focus 80% of their time in areas of their strengths and only 20% in areas of weakness.

While this may sound opposite to what we consider the right approach, great leaders tend to prove the theory.

Focusing on the areas of passion and strength makes a good leader great, and makes a great leader outstanding.

The challenge for us is taking the time to ask the right questions and make sure we provide the answers to deliver what is needed to reach our greatest potential.

Yesterday, we looked at the first of four questions great leaders ask. The article, written by Mike Maddock for Forbes, has powerful insight into questions leaders should ask. The first question involved answering the difference between what is essential and urgent.

The second question is one that also demands thought: What should we stop doing?

This question follows on the heels of the first question. Once a leader understands what is essential, there are certain elements to be eliminated.

These elements distract leaders and become time stealers, robbing leaders of the time to focus on matters of an essential nature.

Through the process of eliminating areas of lesser importance (what we should stop doing), leaders can focus their time and energy on the essential side of the “to-do” list.

The implication for spiritual leadership is significant. Spiritual leaders realize the need to prioritize life and work by recognizing the proper balance between what is urgent versus essential.

As we make our way through each question, please take time to consider the answers in application to the leadership needed in the church today.

Voltaire is noted as having said, “Judge a man by his questions rather than his answers.”

The Forbes website provides information about several areas concerning leadership.

One specific article focuses on “Four Questions Great Leaders Ask.” Over the next few days we want to look at each of these questions and how they apply to spiritual leaders.

The first question: “Is this urgent or essential?”

Every leader wrestles with determining the difference between urgent and essential matters. Often times the urgent matters distract leaders from what is essential. A common phrase is “the tyranny of the urgent.”

While leaders in every field deal with how to address the balance between these two areas, the stakes increase when considering spiritual/eternal matters.

Jesus was the Master at asking questions. One of the great studies of the Gospel accounts involves the questions asked by or of Jesus. A study of these questions demonstrates the powerful leadership of our Lord.

Spiritual leaders are needed who recognize what is essential and lead with an urgency to help others discover the way to what is essential for their lives.

Strategic planning involves long-term aims and interests and the means of achieving them.

The Director of Strategic Leadership at the University of Tennessee, Dr. Kate Atchley practices a strict approach to each student.

Dr. Atchley asks several questions each student must answer as they prepare for the program as part of the entrance assessment.

Where are you as a leader?

What kind of leader do you want to be?

What is the gap between these two points?

What kind of plan needs to be developed to bridge the gap?

This type of self evaluation is essential for advancing a strategic plan for leadership development. Each leader must consider where they are and where they want to be, and only when leaders understand the specifics of what separates these two points can a strategy be developed to narrow the gap and become the leader desired.

While the assessment is part of a business leadership model, the spiritual application also has powerful implications.

The relevant question to consider is, “Are we bridging the gap between where we are and where we want (or perhaps need) to be?”

Two of the most unused, yet the most needed and powerful words are “thank you.” To be thankful and to express appreciation are descriptive of what is needed in leadership.

The primary purpose is not to spend the entire post focused on areas for which leaders should be thankful, but rather to consider why leaders should be thankful.

Leaders should be thankful because…

1) God has placed them in this position to glorify Him.

2) The opportunity to influence others for the Lord is the greatest task on earth.

3) Hope is the message provided through godly leaders.

4) Others are trusting in leaders to show them the way.

5) Leadership is making a difference on an eternal scale.

More answers could be provided if space and time allowed, but suffice it to say that leaders must recognize why they should be thankful as much as understanding what we are thankful for and the need to show gratitude.

Our God is great. Let us thank Him who has given us leaders!

Leadership requires an awareness of the future, a vision that points on in the proper direction. Napoleon Hill said, “The world has the habit of making room for the man whose words and actions show that he knows where he is going.”

If we assigned one word to describe the power behind this statement, it would be “confidence.”

However, this level of confidence connects both the words and actions of the individual described. Thus, there must also be a strong consistency in the character of the individual.

The lesson for leaders is nothing new.

For leaders to build the type of relationship with followers where trust exists, their character must be defined by consistency, which lays the foundation for their confidence to lead.

This may be one of the truest measures for defining integrity as it relates to spiritual leadership.

The take away is an encouragement to position our words and actions in such a way that where we lead portrays the confidence of someone whose life is consistent.

Ultimately, both should be guided by the teachings of God’s word.

In Psalm 35 David writes, “The Lord is the defense of my life; whom shall I dread.”

Nothing is more powerful than knowing we have the greatest Ally defending us. As Paul further claims by use of a question; “if God is for us, who can be against us?”

However, the challenge is living out the reality of this thought. When we hold to this truth it can change the direction of our leadership.

We could write several articles discussing a number of areas leaders fear regarding leadership, but that is not the purpose of this post.

Leaders need to demonstrate confidence, the type of confidence that is not based on one’s own personal abilities, but a confidence built upon a relationship with God.

David and Paul understood there was no need to fear anyone or anything. God was the defense of their lives.

As leaders, we should always know and be aware of the Ally we have in God.

When this relationship exists there is no need to fear, because God is for us. He will defend us and fight for us. This is how we lead with godly confidence.