A recent Forbes online article discussed the importance of not committing to things we cannot do. Interestingly enough, material does exist that emphasizes the mentality of “fake-it-until-you-make-it,” but the article goes on to say this is not the point.

While we should always be willing to grow and improve by moving outside our comfort zone, the idea of this resolution involves those areas we know we cannot do. By way of example, if someone invites us to dinner and we know we cannot make it, but instead of saying no, we delay the inevitable by saying “maybe.” Relevant ideas of such nature abound and certainly have impact on our leadership.

As it relates to biblical teaching, learning to follow through with our commitments strengthens our credibility as leaders.

Jesus and James both taught the need to let our yes mean yes, and our no mean no. Jesus adds that anything beyond this is of evil.

How critical is it to our leadership to be a person of our word? The answer will direct the way we approach not committing to things we cannot do.

“Shine with all you have. When someone tries to blow you out, just take their oxygen and burn brighter.” Katelyn S. Irons

Jesus claimed to be the “Light of the world.” He further told His disciples, “You are the light of the world…,” concluding the thought by saying, “Let your light shine…”

There can be no doubt that Jesus planned for His followers to reflect His character, virtue, and example in a world where light is not welcome.

A common occurrence in the conflict between light and darkness is the desire to extinguish the light by those who see it shining bright. The character, virtue, and example of Jesus creates an uncomfortable environment for those who walk in darkness. Their words and actions are exposed and they are convicted by the presence of such light.

As the thought today expresses, when this happens we need to take that ability away from them and use it to burn even brighter.

This is not about “doing” certain actions, but about leading out of “being.” The light is who we are, not just what we do.

If it were possible to turn back time, what would we do differently? Now that we are mid-stride in January, resolutions are a passing thought and we are settled into the daily routine of work and family.

What would we change if we could start 2014 over? Would we do anything different if we could restart 2015?

We might change a word spoken in anger or haste. If we could just have that moment back to think before we speak.

We might choose to avoid involvement in a sinful activity. The consequences of such actions make us all wish we could make the right choice.

We might channel our energy toward a more positive attitude. With the negativity that fills the world, we need more positive encouragers.

We might correct a wrong done to a friend or foe. A chance to realize the damage caused by such actions demands we seek healing.

We are aware of the impossibility of turning back time and, in some ways, it is probably best we cannot do so. If we could, assuredly, our changes would be for a better life for everyone.

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.