Defining leadership becomes more complex by the day. Books, blogs, and dictionaries are constantly modifying ways to think about leadership.

Examining definitions over the past 100 years indicates the same challenges. Each decade introduced new political figures and challenges to the country that influenced the way leadership was defined.

One consistent fact about leadership, regardless of the time, country, or political power, is the influence leaders have through inspiring others to act in achieving a goal.

Considering our present culture, we understand that leaders who possess the ability to urge someone to feel or do something are said to inspire others. On one side of the argument, there are those who believe this is an ability leaders are born with, but on the other side, this ability is something a leader can learn.

Either way, creating ownership among the team, generating enthusiasm, visualizing the future, and expressing appreciation elevates the work of others, inspiring them to act.

When leaders exercise this ability, there is a uniting force that keeps others focused on the goal before them with an implementation of the plans necessary to reach the goal.

A familiar phrase in leadership circles is the “constancy of purpose.” While constancy involves the idea of dependability or faithfulness, the depth has strong implications in leadership.

Once leaders understand their purpose, constancy is demonstrated in four areas.

1) Faith: The foundational component is our faith. We need the kind of faith to move mountains. We need to know our God is able and He will be there each step of the way.

2) Focus: Without focus, Satan is masterful at providing distractions to take our eyes off of the purpose God calls us to achieve. We must not allow this to happen.

3) Fortitude: Building on the foundation of faith and focus, we need fortitude to withstand the challenges. Standing firm against the storms is vital to maintaining the morale needed to reach our goals.

4) Follow-through: The final component requires leaders to have consistent follow-through. Once we commit ourselves to the task and put our hand to the plow, constancy is demonstrated in the follow-through of the plans.

When more leaders possess constancy, more will be accomplished for the Lord’s kingdom.

Since we are nearly halfway through January and beginning the second full week of the new year, how are those resolutions coming along?

To avoid boring statistics concerning those who do or do not keep resolutions and the time frame for these statistics, our focus involves a look at a few resolutions leaders should make and keep.

Building upon last week’s discussion of setting an example, leaders also need to demonstrate trust in others.

One of the great challenges in leadership is the micromanagement approach to leading. When leaders give someone a task or job to accomplish, there should be a level of trust that allows them to complete the job.

Standing over someone’s shoulder to guide and counsel every detail in their actions or to correct each area they attempt to complete, indirectly communicates a lack of trust.

Obviously, if the individual is not trustworthy, then they should not be given the job. If they are trustworthy, then a good resolution for leaders in 2015 would be to demonstrate trust by equipping others with the tools needed for the task and let them go to work.

“Life doesn’t always go according to plan. Sometimes heading in a new direction can be scary until you realize you’re headed toward a new and exciting destination.” Susan Gale

We can all relate to the first have of today’s thought. How many times each week could we acknowledge the reality of how life doesn’t always go according to plan? For some, it is more like hourly.

We might also connect with the idea that before we realize how a new direction can lead to a new and exciting destination we are blinded by our anxiety or frustration over the inability to work our plan. Again, this is one of those frequent flyer occurrences.

Imagine, however, if we exercised a little patience and not allow the scary nature of a new direction or a change in plans to distract us from seeing the new and exciting possibilities that might exist around the corner.

Life expands with the ability of each of us to demonstrate the kind of flexibility that allows us to take advantage of the opportunities when presented. May we always see the possibilities.

Statistics are what they are, and they can be manipulated to pretty much support the desire of the user. At the same time, statistics continue to provide value when collected and used correctly.

These numbers of often gathered through electronic or hardcopy surveys, phone calls, or short and long questionnaires randomly conducted at the mall.

Once the information is collected, statisticians categorize and examine the information to determine what we call statistics that describe a broader section of people within a geographical location, gender, ethnic, social, economic, or religious base. The depth of categories associated with these findings is beyond the scope of one post.

We can, however, learn valuable information that assists in the development of our influence as leaders. The results, known as statistics, can help us learn the various thoughts and ideas of people we want to reach, background influences, and hundreds of areas.

Before we write off the negative view of statistics, let us consider how these numbers can be a tool to motivate and inspire greater work for the Lord’s kingdom.

Can we remember when, as children, we took field trips? There was a feeling of excitement that we did not have class, but we also felt an elation associated with experiencing something new connected to a new place.

As adults, the idea of a field trip involves a different perspective. Interestingly, a variety of leaders understand the value of a field trip within their organization, e.g. “Undercover Bosses.”

Consider the benefits for leaders who take a field trip.

First, we find a perspective of reality among individuals involved in the work. While the 30,000 foot view is essential to leadership, a 3 foot view is also needed to get a visual that is specific to the daily activities.

Second, we learn a number of lessons critical to designing plans for change. The discussion continues about “bottom-up” or “top-down” organizational development, and it may require both. A field trip allows the top-down leaders to see a bottom-up visual of needs.

More could be said, but consider what value our leadership might bring if we took a field trip to experience a new perspective.

When we think of progress, we often express the idea as a forward and onward movement toward a specific destination.

We also consider that progress is something we are able to measure. For example, if we have a goal of teaching 50 Bible studies in 2015, we know we are making progress toward that goal if we conduct 25 of those studies by the end of June. This is how we generally determine if we are making progress or not.

The biggest challenge facing the church or any other organization is the fact we do not know if we are making progress because we think in qualifiable, rather than quantifiable terms. We have a vague idea of what we consider to be progress, but have no idea if we are really making progress or not.

Leaders have the great and needed task of establishing short- and long-term goals that enable everyone connected to the organization to see progress. Here is where enthusiasm is ignited and greater involvement ensues.

We need to get out of the rut of the status quo and take the initiative to lead from the front.

Beginning the first “full” week of the new year with a more familiar routine reminds us to reflect on the resolutions we either made or need to make. Each Monday we will look at leadership resolutions worth making and keeping.

The first resolution is to always set an example of the behavior desired in others. What standard of conduct do we want others to demonstrate in their lives at work, home, or in the church? Whatever that standard is should be modeled by us first.

The idea of expecting others to conduct themselves in ways we are unwilling to do ourselves is the greatest form of hypocrisy and a one-way ticket to losing credibility. Our conduct is all inclusive. We should never compartmentalize our lives into conduct on the job, at home, in the neighborhood, and around Christians. A disciple of Christ always displays a Christlike life 24-7-365. There is never a time we are not reflecting the image of our Savior.

As we plunge into the new year, let us all resolve to provide an example for others that is worth emulating.

“One resolution I have made, and try always to keep, is this: To rise above the little things.” John Burroughs

This thought seems appropriate for the second day of the new year. With the numerous ideas about resolutions this week, it is fitting to consider one resolution to shape all others.

Similar thoughts are often expressed by others, such as, “not sweating the small stuff” and “when life gives you lemons, make lemonade.”

Jesus emphasized this thought with a little bit of a twist when He taught us not to worry about food, drink, or clothing, but to seek first God’s kingdom and His righteousness (Mt. 6:25-33).

No matter what direction we take with these ideas, the thought of rising above the little things strengthens the character of our leadership and sharpens our focus on how we can better develop others.

The challenge is determining the difference between the big and little things. When we understand those areas that are trivial, we can implement ways to rise above them and focus on areas of greater significance. Make this the best year of your life.

As significant as it is to consider how to end a year, we also need to know how to begin a new year. The beginning of a new year is special. We like a fresh start, new opportunities, a renewed sense of hope that things will be better. Perhaps this is why New Year’s Resolutions are popular, even though the majority do not keep them.

How should we approach the beginning of a new year? Let us consider four possibilities.

1) Establish essential resolutions. These are the kind of resolutions we must keep lest others lose confidence in our leadership.

2) Set daily reminders. Any system (hardcopy or electronic) that helps us remember the necessity of keeping our resolutions strengthens the potential of fulfilling them.

3) Connect resolutions to others. When those we work closest to are involved in the same resolution, we have a support system to encourage the development and fulfillment of each one.

4) Celebrate every victory. With each step toward established goals, find a small way to celebrate the achievement with a reminder of more to come.

These are only four steps, but beneficial in beginning this new year.