Igniting the Flames: Unleashing Passion in Organizational Leadership

In this episode, our panel dives deep into the second element of a healthy organization: passion. Drawing from personal experiences and insights, they explore the importance of passion in effective leadership and share practical ways to reignite the fire within an organization. From a dissatisfaction with the status quo to finding a compelling vision, listeners will discover key fire starters that can inspire and drive their own leadership journeys. Join us as we uncover the transformative power of passion in running a thriving organization.

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Transcript

My brother and I used to do Johnny Carson. Ed McMahon. And the only thing with Johnny Carson that I could do would be. I did not know that, Ed. That is fascinating. And then he would just sit on the couch and just be like, yes, sir, who are these people? Oh, my goodness. Kids today. Mike, how old are you?

32. Oh, yeah. Well, let's jump into it. Welcome to the Element R element. Here. Take two. Welcome to the Elemental Leaders Podcast, designed to help you grow more effective in your leadership. Visit us at Elemental Group dot org for more resources and free downloads. Welcome to the Elemental Leaders Podcast. My name is Paul. I'm your host. I'm here with Dave Workman and Mike Steele.

Our panel discussing the four elements of a healthy organization. So if you've been with us a little bit, you know that in our last podcast we started to unpack four different values that we believe are critical to running a healthy organization. And those values are integrity, passion, servant, hood and imagination. And in our last podcast, we talked about integrity and what does it mean to be people of integrity that lead organizations of integrity?

Today, we're going to talk about passion. So Dave and Mike, welcome you guys doing well? It's great to be here. Yeah, well, excited to talk passionately about passion today. Hopefully passionately. I see what you did there. That was brilliant. So I was thinking about this quote by Rich Stearns, who is with World Vision. And he has this now famous quote that says is my heart still breaking over the things that are breaking God's heart?

33 years ago, when I first went into youth ministry, I remember jumping into an assignment. It was a part time assignment at a church in Bellwood Park, California, and I was asked to lead a youth ministry and I remember going home and just thinking through this assignment. The thing that really got me excited was the opportunity to come alongside of students and really just influence them in the direction and the walk with Jesus that I myself had experienced, primarily because of the youth pastor that had influence in my life.

And over the first few years of doing youth ministry, it was just a really exciting time. I mean, my first youth ministry was for kids and over the course of a couple of years, we expanded that youth ministry to 12 kids. And I was just so excited that we were killing it. And then I got the opportunity to work a full time assignment and just outside of Chicago.

And I remember the time and the anticipation of getting out to that church, and I was just lit up with excitement on how to put together an organization that really just modeled this balance of purpose and passion and really going after the heart of kids for the heart of God. So here I am 30 years later and we're on this topic of passion.

Do I still have the passion that I had 33 years ago when I was so stoked about hanging out with four kids and just and just walking with them and the relationship with the Lord? What's funny, I was talking to my wife last night because we were going to record this today and I was like, What does passion look like for me?

So when we first got married, well, she knew I was passion about teaching, but she didn't realize that I used to get up at 5 a.m. to get to school. Really, really early, to get work done and get excited and get prepped for the day. That was passion. You know, I was super excited. I wanted to impact these kids.

And then halfway through my fifth year of teaching, I got a job at a church, as well as kind of working part time in a church, full time teaching. That time that I got to work slowly went up to 16, seven. Then I was just kind of getting really close to that, that bell ring and to get to work the time I needed to.

We were talking about that because at the job I work at now as an executive director, I'm getting to work really early. It's a simple thing that just telling her that, you know, I'm passionate about what I'm doing right now. Dave, you wrote the book Elemental Leaders, and in this you talk about passion. We do equate passion with the element of fire.

Why did you choose that and kind of talk us through maybe a definition of passion? I don't think I'd ever met a really successful, effective leader that didn't have a fire in their belly for something. So there was something that just drove them. It goes beyond being a type-A personality or a Heidi personality under-discussed. It goes beyond that.

It's something that you think if we don't do something about this, I'm going to go crazy. You want to see something happen and it causes you to do things beyond the norm. That word passion we actually get from the Latin word PASSO, which means to suffer. For instance, if we say someone has compassion, that prefix come means with.

So you suffer with someone. We talk about the passion of the Christ. That's the suffering of the Christ. And He suffered because as the writer of Hebrews says, he saw the joy that was before him. So there was an outcome that he was aiming for, that he was going for, that just drove him to do that, which was critical and necessary.

Yeah, it's an end result, is what you're talking about. Yeah. That's what drives you. Yeah. You have an outcome, you have a vision, you have something in mind that could be better than the current state of things. There are seasons in ministry, running an organization where we've lost the passion and we didn't even realize it because we were so busy.

You offer some fire starters, some ideas on how to reignite that fire, that passion in an organization as a leader. And I think it'd be great to talk through those fire starters. The first one I identified was a dissatisfaction with the status quo. That's the recognition or the the realization all of a sudden that the way things are cannot remain the same.

So when I was writing the book, actually, I came across this great article that was in Wired magazine, and it was about a documentary filmmaker named Louis Psihoyos. He and his crew do these documentaries about environmental challenges like the buying and selling of endangered species. That market is literally wiping species off the map. It's second only to the illegal drug trade.

And this film crew would go into places where they could literally be killed for being there if it was found out that they were filming anything or recording anything. It was very, very dangerous. And so the question that the person asked him in the article in the interview was, where does this come, this passion to do this thing?

And he remembered a story way back years earlier. He was going to a flea market. It's just a beautiful summer day. And music is play and it's crowded. Lots of families, kids, everything. And he noticed this truck pulling out of the market there and it had those big wide mirrors on the side. And he could tell from his vantage point it looked like it was going to hit the kids that were with their parents walking out and didn't see this.

And he yells, he said. Everyone turned around and looked at him like, Why is this strange guy screaming? He started to yell again, but he stopped because he felt self-conscious. And in that moment of hesitation, the mirrors of this truck hit these kids and they fell under the wheels of the truck and were crushed and died. Of course, it was horrifying to everyone there.

And he said all because I was to intimidate and are worried about how I would look or whatever to scream out. He started crying during this interview, just recalling that incident that happened years before. He said, If I can tell a story through documentary filmmaking about how we are destroying this planet, and if I can tell it in a beautiful way, but yet scream it out, I'll scream it out for the rest of my life.

I thought, Ooh, that's passion. And that was based on pain that he had felt. And his embarrassment of his past when he sees the world is not being how it should be. That dissatisfaction with the status quo causes him to do something to actually risk his life for that. Don't you think that's so closely aligned to. I mean, again, we're image bearers, right?

Where dissatisfaction with the status quo is hardwired in us because we know that things are not as they should be. We know that things are broken and need to be put back together. So when we see it, whether we recognize the theological implications or not, when we see it, we know that it needs to be fixed. And so we are dissatisfied with the status quo because we were made in the image of God and God in his very nature is trying to put things back together as part of this part of the gospel mission.

Wouldn't you agree? Oh, yeah. We kind of saw our church as being pretty good on the evangelism spectrum. So we had come from that tradition, from the Jesus movement, the charismatic mum, so forth. And we really cared about lost people. We had done a survey at our church at one point where 40% of the people attending the church had never been to a church before or went twice a year, Christmas and Easter.

So we felt like we were on the right track. And then we did a demographic survey of a ten mile radius of our church and found that 667,000 people lived within a ten mile radius of our church. And in that survey is a faith question. The faith question was, I'm involved in my faith. I'm somewhat involved or I have no faith involvement.

Nearly a half a million people out of that, 667,000 folks said they were either somewhat or zero faith involvement. And I'm not sure I believed all the elements because it could be anything. It could be wide open kind of faith. So I remember reading that report and then going to our staff and saying, we suck. You know, we think that we're we think we're really good at testing of reaching those people.

We have got to think differently and we've got to try. Some different methodologies are different strategies, are different tactics and partner with other people who are doing it well. If we want to do this and it was that dissatisfaction with the actual metrics that said, yeah, we're going to change things. So let me push this into bias started to paint a compelling picture of the future.

Really, it's almost another angle. How closely related is that then, obviously? Well, I think it's super related. I love the story. It's a well-known story of when the Apple Computer Company was just starting. So they're a fledgling company. Steve Jobs, in all of his weirdness, he was a genius. And so what he was recognizing there, he probably wasn't the best CEO.

So he tries to talk. John Sculley, who was the CEO of PepsiCo at that time, huge, huge company. Way bigger than what Apple was in those days, just getting started. And he's trying to talk Sculley into becoming his CEO. And finally, Sculley says, you know, I'll be glad to advise you, Steve, but I don't think I can take that job.

Supposedly asked him, Hey, do you want to spend the rest of your life selling sugared water or do you want a chance to change the world? All of a sudden, that's a compelling picture of change that got Sculley and he came on. So do you do you think that and we won't ever really know, but do you think Steve Jobs just pulled that out of his back pocket?

Or do you think he sat on that for a couple of nights and thought, this is a good line and the reason why I ask is, is I wonder if there are pastors and leaders that are listening just gone. I just don't know that I'm great at communicating a compelling picture of the future. Well, whether you're good or not good at that, you have to do it one way or another.

There was an exercise that I would do with our board, and I would have them imagine that it's ten years down the road, ten years in the future, and they are writing to a friend of theirs. They're emailing or whatever the technology will be in ten years from now. But they're sending a letter to their friend about what they're excited about at their church.

What are you really excited about? And it was fascinating to see the different things that would come back as people went away for about 20 minutes and just wrote a letter to an imaginary friend about what they loved and were excited about their church. So what we would do would just kind of distill all those letters and look for themes, commonalities and places where it was like, Oh man, that would be awesome if we could be that in ten years.

And that took the pressure off the lead pastor or the CEO or whatever the organization, whatever the title is for the leader there, doing that kind of visionary thinking in a team based situation. It can be powerful. Yeah, and it was kind of a leading question and I'm glad it landed where it did, because you did offer a very practical example, because the reality is how many times as leaders have we just said, how could I communicate this in a way that really compelled people?

I mean, if you're a leader of an organization, especially if you're a founding leader, you've probably got a little bit of this in you. You must have to have gotten to this point. But that's a really super simple way to collectively. I always call it the collective imagination. I'm not really sure. So you throw it out to the team and say, Guys, let's think about this together because everybody's pretty agreeable on what it is that we're supposed to be doing and where we're going.

But to really develop a compelling language that we can all get fired up about, you're right. It does take the pressure off. I think that's fabulous. Mike looked like you had a word on that. I have a lot of words on that. It's something I would put you on the spot. There's Ari now. You're good. A couple of years ago, right during COVID, we were putting together kind of this big vision for our church, and we wanted to make it so compelling.

We were just trying to come up with things to really just grab people's attention. So one of the things we realized, we had seven kids on average in our church on a Sunday morning. I mean, you can do the math there. We had an older congregation, seven kids, wi fi aren't going to be around much longer if we don't make substantial change.

So we wanted to make it so visual and so tactile. We we were like, What would it look like if we had kids? So that was an exercise we did. We did a similar thing at our session meeting. We said, what would it sound like you'd hear more crying during a sermon? We can't wait to hear crying. We can't wait to have to paint the walls every single year and the kids wing because there's crayons and there's boogers and there's, you know, so that's good painting that picture so vividly that then when they start to see it, they're like, This is good.

I don't have to tell that parent to quiet down their kid. This is what we want, you know? So it's getting those real examples out there is super important. You just heard two examples from both Mike and from Dave on. Hey, what if it's such a great question? What if and what would it look like to talk about a provocative meeting to have with anybody in your leadership team?

Then you've got to go in the Firestarter three, Dave, and talk a little bit about that one, communicating that vision clearly. Yeah. And it's not just clearly. It's over and over and over. Over and over. Yeah, absolutely. Absolutely. Because until you're sick of hearing it, it's just starting to catch on. Yeah, you say that a lot. And I think that's.

Can you talk a little bit about that again? Well, it's absolutely critical. And part of it is we talk about what's called the innovation adoption lifecycle. So on a bell curve, you know, you have innovators at the front end and then you have early adopters and then the early majority and late majority in the laggards. And when you're pushing a vision, when you're communicating that over and over and over, you're hoping to catch the early adopters and have some early majority begin to jump on to the thing.

The early adopters are critical because they can have an influence on the later ones, so you know that you're always going to have a late majority. You know, I forget what the percentages are, maybe like 30 some percent are the early majority, 30 some percent or the late majority. And down on either end are like 15, 20% type thing.

So that just means that you have to talk about it a lot just to get to the top of the bell curve. I can remember when we were we wanted to build this place called the Healing Center, which again, was this I mean, it was a huge endeavor, a multi-million dollar multipurpose thing for taking care of under-resourced people in our city.

It was it was a big deal. And so I can remember pitching that so many times in smaller settings and smaller groups. And part of it was a testing for myself that the way I would test vision is if I could notice people's eyes kind of lighting up like, Ooh, this has something to it, there's something going on.

But I can remember pitching it and pitching it. And even at the end of a series when we did a six week series on the poor, which I really felt prompted by God to do that, you know, and I didn't want to because, you know, we all feel guilty, we all feel depressed that we're not doing enough. And I'm going to lose half the church.

But anyway, I would just remember at the end just pitching it again and saying, Can you imagine this place called the Healing Center? That would be even safer to come to than the church itself and blah, blah, blah, blah. We went out to lunch, I think it was on that weekend. This guy took us to lunch and my wife and I were sitting in a mexican restaurant and just talking.

I didn't know them that well and frankly, I didn't think we had any high rollers at the vineyard. We had attracted a lot of good people. So so, you know, we're just talking at the end of the lunch, he says, hey, tell me a little bit more about this concept of the healing center. I said, Sure. You know, and I pitched it again and he said, That just sounds like a god thing.

And he leaned across a table and said, I want to give you $1,000,000 toward this. And we were just stunned. My wife and I were just stunned. And I talked about this in a previous podcast that it's just it was just crazy. But it was only after pitching this over and over and over and then taking that check to the board and saying, I think we're on to something here, then you're pitching it again and it feels like it's got some traction.

All of a sudden you're catching the late majority in the laggards are starting to catch on so it just takes going over it and over it and over it till you're blue in the face. Let me jump to the next fire starter, which is pay attention to prop things. Now, I know that as soon as I say that, half the audience is going to be yes, let's talk about promptings.

This is my lane and the other half are going to say, okay, I'm going to go ahead and go get something to drink while you guys talk about this. So, Mike, when we talk about pay attention to promptings, what does that mean to you or have you seen that? It happens a lot between myself and our senior pastor.

We will be talking about the most random things and then something is said and we both look at each other and we're like, We're going after this. He got back from a scuba trip one time and our whole entire vision campaign for the next three years came out of just a quick talk on Sunday morning, right before he was going to preach about scuba and taking a big step off the boat into the water that took our whole vision to taking a big step out of 40 something years of decline into a church where young families would want to be at, you know, so that we can continue to change lives in our community.

So it's these little promptings that for some reason we're both attuned to them at the same time. You just feel it. It's in your belly, it's in your heart. You just can't get it out of your head. The spirits talking. Maybe a follow up question I'll ask you or Dave, either one of you. Where do promptings most often happen in the organized or the organic?

That's a good one. With my background, I would lean into the organic. For example, there was a guy in our church who was just kind of out there and he calls me one day. He says, Hey, I have two friends from Nigeria that would like to meet you. And I'm thinking, All right, and I'm here. I got that email.

Yeah, that's exactly right. That's what I thought is that $40 billion came from that's exactly what I was saying. And he said, yeah, they want to have coffee with you. And I said, okay. Part of the deal was I figured, well, they're they're looking for money, probably so. And people thought that because we had a big church, we had money we never had money.

It was always just always flowing out because that's how we thought. As a matter of fact, we lived on a two week buffer for many, many, many years. So if I had to snow weekends, I was probably going to lay someone off. It was that crazy. And that's not the way to do it. But that's just how we did it because we were so into going and giving.

So I meet with these guys and I figure what they're going to ask for money, but I don't have any money, so that's the way it is. Well, they were telling about something that they were doing back in their country in Nigeria, and they were trying to raise funds for this or that. When we were finishing the meeting, I felt like the Holy Spirit spoke to me and said, When these guys go back to Nigeria, go with them.

And I thought, Oh, well, that's interesting. I couldn't have told you where Nigeria was on a map. Honestly, I think it's near Fresno. Yeah, yeah. And so we finished it and I said and one of the guys, Hey, when you go back to Nigeria, can I go with you? And he said, What would you do? I said, I'll just carry your luggage.

He says, Oh, no, you have white hair. We respect our elders. I have to carry yours. So I'm over there for, I don't know, ten days or so I'm taking my bucket bath each day and thinking, why am I here? You know, I'm six, 7000 miles from home. And then the day before we left, we were at a meeting where the chief of the Riku Bhattarai was meeting with his district chiefs.

And this is just a whole new world to me. My stereotypes are being blown out the window. This guy who had retired from being the ambassador to Scotland for Nigeria, he had gone to Oxford University when Bill Clinton was going there. It was just crazy. We're in a building where the electricity has been out in the city of jobs for hours.

He's talking about the top five or six things he wants to accomplish for his tribe that he's now the paramount chief of, which was nearly a quarter of a million people. And the top of the list was accessible water. And he, by his hand, had dismantled a well in one of the villages that was deceased, and they had lost like 30% of their kids in just a matter of months.

I thought, Oh, this guy's an activist, man. So in that setting, I could feel my insides just vibrating and thinking, Oh, this is it. This is why I'm here. I'm here. And I felt like the Holy Spirit spoke and said exactly that part. This is why you're here. Someone here prayed and you guys are going to be the answer.

On the flight back, I take a two guys with me who were just, you know, from the church. They weren't even on staff or anything we were talking about. Could we drill a water well in that guy's village? Wouldn't that be cool? And by the time we landed, it was what if we bought a whole freakin drilling rig and shipped it there and trained a team of Nigerians to own it and to drill wells in the rural areas for free and make it a business street that could do in the city for a fee.

It took us nearly a year and took us nearly $1,000,000, but we got that thing over there and eventually they drilled over 100 water wells in the plateau State of Nigeria, which literally saved thousands of lives. It's just crazy. And that was all from a little simple, intuitive prompt that I think was from God that was just go with these guys to Nigeria, man.

I was getting chills as you were talking. In fact, I'm even looking at these fire starters and going that story alone is packed with the first three fire starters. I mean, in other words, one fire starter can be a domino for other fire starters. And this is this is what God does right? I was at Taco Bell and I was exhausted.

We had built a whole program out for a Wednesday night youth program that was going to be highly, highly community driven from an organized standpoint. We had built out the program, quote unquote. But I just there was a missing piece there, and I just did not know how to solve for it. These two guys that were from Ecuador, they were right behind me.

I didn't know who they were. And I was getting ready to order. I ordered at Taco Bell and I just felt like the Lord was saying, turn around and talk to these guys. And I was tired. I didn't want to, but I just turned around and introduced myself almost like, okay, whatever. I'll, I'll introduce myself. Long, long, long story short, those two guys ended up running a whole sports program for us at the church, and the program just erupted.

We were we were busing in kids who didn't even know God but wanted to be a part of the sports program. All because these two guys were there. They were they were students at Bethel. They came in on the soccer scholarship and they were stoked about this. I didn't even pay them. We just gave them internship credits and they just knocked it out of the park, all because I paid attention to a prompting.

I'm an attack on fire starter number five where you just did something. The idea behind that fifth firestarter of Do Something, Just Do Something is this idea that it's hard to make a stupid decision in the Kingdom of God. That's an awesome quote. Yeah, because if your heart is aimed toward heaven and the purposes of God, just do something then to advance that.

And I don't think God's like, Well, man, I really wish I would have done this other thing. But if my kids do something that they think is pleasing to me, that they want to do something that just make their dad smile, it doesn't matter to me what it is. That's a good wow, that's awesome that your church or your organization wants to see it doing something.

Not just sitting, not just being spectators. I think people really want to join something that has a cause that is making a difference. 100% change in the world for me and Scripture where that just kind of came alive to me was this this conversation we talked about the fight that Paul and Barnabas had and acts 15, but what really caused that argument was that Paul, just out of the blue, says, Hey, why don't we check up on these churches that we planted in our in our previous mission trip and they just couldn't decide who to take.

And we already talked about that, but it was just, let's go do something. It was not, oh, this is a message from God. He just wanted to check up and do something. It's out of that trip, though, that he has this crazy vision of this guy basically saying, come over here to Greece, Macedonia, come over here and help us.

And that ends up being his trip to Greece, which was phenomenal. No other Jesus follower had ever gone that far. It was a remarkable, remarkable thing, all because at the beginning of the whole thing, he just thought, let's do something, okay? Let's talk about fire starter six. They're six fire starters. First one, dissatisfaction with the status quo. Second one, I'm painting a compelling picture of the future.

Third one, communicating the vision clearly. And over and over and over and over and over again. Firestarter number four Pay attention to promptings. Firestarter Number five, do something. The six fire Firestarter is celebrating success. One of the things that we love to do is tell stories, because as you tell stories, successful stories, marriages, getting back together, here's where your money is going around the world.

There is a there's an invitation in the celebration. Celebrating success is such a critical fire starter. Some leaders who are more activist and maybe visionary or whatever, they just want to move, move, move, move, move. And the problem with those leaders oftentimes is they don't stop to celebrate the success they have because there's already another mountain to take.

There's already another hill to climb. There's already something else. Celebrating this success all of a sudden brings the whole organization around them. Wow, we did it. And it it creates this team dynamic that's powerful. Together, we did this thing. And if a leader is smart, they'll tell those success stories 100%. I mean, if you want to go from being a singular vision caster to a collective group of vision carriers, I don't know any other way to do it well than to just celebrate like crazy.

This last assignment that I was in over the last eight years down in Miami, it was the first church that I had been a part of in 25 years, where during our staff meeting we would say, Hey, seven people gave their hearts to the Lord. And it was so refreshing. All the churches I've been involved with in the past were amazing churches and fantastic experience.

But this was a first church that actually celebrated new life in Christ. And so it went from our our senior pastor who was very passionate about it being the vision caster to just a collective of staff that were vision carriers. And then ultimately it just got press down into the organization. So exactly to your point, if you want to be a singular vision carrier, don't tell stories.

But if you want to spread throughout your organization, tell stories left and right. Yeah, storytelling is in everything. And once you start hearing other people tell stories and relating it back to your vision, that's when you know something's caught fire. Yeah. And they. And they don't have to be necessarily like big, big success stories. Because I remember during one capital campaign where we were asking people to just hear from God what it is that you're supposed to do.

We're not looking for equal giving. We're looking for equal sacrifice. And I remember getting this email from a woman who said, hey, I want to tell you about my friend Kelly. Kelly, who was attending the church. She had, I think, five kids. Two of them were special needs kids. And five years before her husband died of a heart attack right in front of her, I think, when she was holding her new baby.

Now, here she is, a single mom, five kids just trying to make her mortgage payment or rent or whatever it was. It was just a really challenging time, as you can imagine. Kelly asked her so, well, what are you doing about this campaign? You feel like God's told you to do something or whatever? And she said, I don't know.

Our finances are tight too. Then Kelly said that she had prayed and she was going to sell a piece of jewelry that her late husband, Dan had given her. It turns out it was a piece that was really sentimental to her. And so she sold that and gave it towards this this thing, this project that we were doing.

And I remember getting this email from this woman telling me about Kelly and just sitting at my desk and weeping and thinking, Father, this is phenomenal. This is the widow with two mites. You know, the two coins that she drops in. And Jesus said, that means more than anything. And so I read that email with their permission to the whole church.

The church just lit up because that was a success story for that woman that was powerful. As the person who sent me this email said, What is her legacy? Her legacy is not the jewelry, but that people's lives will be changed because of what she did. That's her legacy for finding a treasure that is priceless to her. That's a success story and that's worth telling.

You know, I'm hoping that as a result of this conversation, whoever is on the other end of this conversation, listening, you've got a few ideas. Your heart is beating just a little bit faster. But our heart at the Elemental Group is to see you on fire. Whatever your context is, whatever your tradition is. We just want to see people on fire in their faith.

But this is the second element in our four part series. Next episode, we're going to talk about what does it mean to have a culture of servant hood? But we hope you're encouraged. We love you. Guys were cheering for you all along the way and we'll see you next episode. Take care, guys. You've been listening to the elemental Leaders podcast.

Visit us at Elemental Group dot org for more great resources.