It was end of the summer of 1999 and I decided to take my young sons up to one of my favorite places in the world – Camp Anjigami – so they could have their first, of what has become, 16 straight Canadian fishing experiences. My three boys’ ages ranged from 7 to 4 years old. Quite young to be in the Canadian wilderness, but it’s the context where I experienced unexpected joy.
During those early trips I never fished. I spent all my time helping my young boys tie hooks and lures to their lines, net and unhook fish, and keep their lines from getting tangled. In particular, we always took a day to fish a lake where we’d catch lots of (30 to 50) Northern Pike. If you’ve never caught or seen a Northern, they are the freshwater version of a Barracuda – aggressive fish with mouths full off sharp teeth. There were times when two of my boys would hook into a Northern at the same time. It meant chaos as a couple of really mad 3 pound fish with multiple hook lures attached to them would be wildly thrashing around the bottom of our rowboat. All of which created lots of excitement but no time for me to fish.
I remember at first finding it difficult to be in Canada and not being able to fish. It’s something I absolutely love to do. But by the end of that first trip I realized that I was receiving as much joy, or even more joy, watching and helping my sons catch fish as I ever did catching fish myself.
In those early trips I went from being a fisherman to fishing coach. This meant helping my boys become fishermen in their own right. Now today, when we go on our annual trip, I can and do fish because my boys can fish as well. We have multiplied our fishing capacity from 1 to 3 to 4.
I now know this is what leaders do; they multiply themselves and their efforts by developing others even at the sacrifice of doing what they love. And, as I’ve discovered, the reward is great; it’s the unexpected joy of seeing the people you lead being able to do what you do and becoming what you are – a person capable of developing others.
I had an English professor who would tell me “if you can’t express your thoughts in writing it’s because you don’t know your subject well enough”. Taking this maxim to another level – you can’t teach about a subject unless you’ve mastered it.
This wherein lies one of the reasons I always teach at conferences or other venues anytime the opportunity arises, as I did this week at the Christian Camp and Conference Association National Conference. Because when I teach I benefit at least as much as those I’m teaching and usually much more.
But this wasn’t always the case. Earlier in my career I avoided teaching, or did it begrudgingly, because I believed it took focus off from my “real” work and worse, it wouldn’t benefit my team or organization. But over the last number of years I’ve discovered how wrong this perspective was.
What I now know is teaching:
- Is the purest form of multiplying leadership (Leadership25) because it spreads what you know and have learned to and through others.
- Forces me to think through the what, why and how of the material I’m teaching.
- Provides an opportunity to assess how well I and/or our team is doing with the subject area. In other words when I teach I want to be able to say that we’re doing (or at least attempting to do) what I’m teaching.
- Can and should be used to help sharpen my own skills and those of our team.
- Reflects well on SpringHill.
So next time the opportunity to teach at a conference or other venue comes your way, remember you and your team will benefit at least as much as those who sit in on your workshop, and most likely, you’ll benefit much more.
Leaders multiply. They do more than just add. Adding is a good thing. Contributing to a team’s efforts is always positive. But leaders multiply a team’s efforts and results. And obviously leaders do not subtract, if you subtract from a team or organization then you’re something else, but you’re not a leader.
Multiplication is the distinctive characteristic of leaders. It’s what sets them apart from those who do not lead. What does it mean to multiply? It’s when a person leads a team to produce an outcome beyond the simple accumulated results (addition) of the efforts of individual team members. Leaders multiply their team’s collective efforts and achieve extraordinary, and unexpected, results.
And to be clear, I believe multiplying leadership isn’t just for people in formal leadership positions. Instead any person, in any role, who is part of a purpose centered group like a family, community, school, or church can be a multiplying leader. As a matter I’m convinced it should always be our goal to be a multiplier in every situation we’re in.
This idea of multiplying leadership isn’t new. As a matter of fact, Jesus talks about it in the parable of the talents found in the Gospel of Matthew, chapter 25. In this parable the Master entrusted his four stewards with His money while He was away. Three stewards multiplied the Master’s money so the Master said to them – “well done good and faithful servant”. This parable harkens us back to the very first assignment God gave His people – “be fruitful, multiply and fill the earth” (Genesis 1:28).
This is why I see multiplication as the distinguishing quality, the sure sign of effective leadership. It’s also why I’ve given this blog a new address – Leadership25 – a direct reminder of Jesus’ parable and His expectation that all of us can and should be multipliers, leaders making a positive difference in the lives of others and in the world.
The day will come when I will no longer be the President of SpringHill. It’s one of the few things in life I’m 100% sure of. I may not know the circumstances surrounding that last day – when it’ll be or by whose choice will it come – mine, the board’s or God’s. But not knowing these things doesn’t impact what I do know for sure – one day I will no longer be in this job. So there’s no excuse for not doing my part to make sure SpringHill is ready for that inevitable day.
Up to this point I always believed my responsibility was to inform our board of a handful of viable replacements, either on staff or within the SpringHill community, that were available just in case I got hit by a truck.
But my understanding of this responsibility has changed. Recently I talked with a leader I deeply respect about his perspective on preparing for that certain day. What he told me turned my understanding of my responsibility upside down.
He said his job isn’t to replace himself but to multiply himself.
As I’ve reflected on his words I realized he’s right – leaders never invest for a one to one return, they invest for a compounding yield, to see their efforts multiply.
- impacts the effectiveness of an organization today; replacement only matters in the future
- aligns with growth, replacement with maintenance
- is a sign of health; replacement is a sign of sickness and death
So my assignment is now clear – work every day to multiply myself as a leader, by developing and raising up new and future leaders who can help lead SpringHill today. If I do this then SpringHill, as a natural consequence, will also be prepared for that inevitable day – when I’m no longer here.