Leading Off the Map
Acts 20:17-24,32,37-38
This is week two in a preaching series based on insights from Tod Bolsinger’s book “Canoeing the Mountains: Christian Leadership in Uncharted Territory”.
The trip Lewis and Clark took across America with their Corps of Discovery team, searching for a river route that would take them to the Pacific Ocean, is the main metaphor the author uses. These explorers were well-equipped to travel by water but when the terrain changed and required mountain climbing, they were in uncharted territory. They did several key things that, taken together, enabled them to have a very successful trip. This morning we’ll consider how we as a church might use some of the same insights and strategies as we navigate through today’s rapidly changing and challenging world.
We left off at the point where Lewis saw tall “mountains continue as far as the eye could see, further than expected”. (Page 27) The team couldn’t move forward with canoes and they had no training to be mountaineers. They also had no maps for what would come next. What Lewis and Clark did next is instructive: at this unexpected point of crisis, they talked with their core team. The leaders did not pretend to know what came next. They had the humility and wisdom to admit three things: they could not travel onward using the same means that got them there; they would have to learn as they went along; and they’d keep going west no matter what.
Today’s church needs the same spirit of humility so we can admit, “We really don’t know what all we should do as we navigate through today’s world.” We do need to be open to trying new things, novel ways of being the church; and we definitely need to agree that pressing forward is our non-negotiable calling. It’s interesting to me that Lewis and Clark didn’t take a pause when they saw the intimidating mountains, convene a meeting, and clarify their mission. They were explorers - that was their identity, it’s what perpetually motivated them forward through charted, and especially uncharted, territories.
As a church we also need to be crystal-clear about our mission. The mission of the church is to make disciples of Jesus Christ, who then go out and make more disciples of Jesus - for the transformation of the world. That is my passion and priority, and the same is true for so many others. But when I, or most other Christian leaders, both clergy and laity, keep track of how we spend our time in ministry, here are the typical results: we are sanctuary-centerered, not outreach-focused. We tend faithfully to our current memberships’ needs but devote barely any time to those with faith questions or a growing interest in Christianity. We put our best energy into maintaining the church’s programs and its administration, rather than planning or participating in hands-on mission and ministry outside of our doors.
That’s what I and many others see when we pause and take an honest look at ourselves from a perspective-giving balcony. That is the reality I perceive, and I know that if I keep doing what I have been doing as a leader, we’ll all continue to live and minister as we have been, getting the same results. With that in mind, let’s turn again to the explorers and the Corps of Discovery. They were clear about their purpose; they knew their identity and could confidently say, “This is who we are and if we stop being about this, we stop being." (p. 94) They were a military expedition with a mission to fulfill, a charge to keep; their passion and purpose was to explore unknown lands as a service to others. They never drifted away from that belief; their actions were always in alignment with it.
With that grounding purpose before them, the next step this team took when they reached an impasse was to start learning all over again. They had an openness that allowed them to consider different strategies and form new partnerships. They needed horses to travel, and they would come to depend on native Shoshone people to guide them on their trails through high peaks. Along the way, as the weeks and months passed, do you think the explorers wished there were simpler solutions, some quick fix like a shortcut to their destination? Absolutely! Their journey was very hard, and it got even worse moving forward. Did the men feel anxious and even disoriented when so much around them in their environment was unfamiliar? Definitely!
But there is some very good news for us this morning. Can you guess what helped this team of explorers press forward in unity, cooperating and not resisting - besides knowing their mission? They trusted their leaders. The Corps of Discovery knew their leaders had conviction; they would stay calm, stay connected (relationally) with them, and most important of all they would stay the course. Aren’t these qualities needed in every leader? Consider leaders you’ve looked up to over the years, or from history. Do you see in them admirable convictions? Can they encounter hostile people or be in stressful situations and remain calm? Are they able to remain relationally connected and respectful despite holding different points of view? And finally, can they stay the course and complete what they started with as much energy and integrity as they had at the beginning? This world, and our churches, need good and trustworthy leaders.
This is a good time to name the difference between a manager and a leader. Managers spend their days caring for “what is”, but leaders are primarily focused on “what can be or what must be.” (Page 21) Simply being given authority or a title does not necessarily mean you’re a genuine leader. Leadership is a way of being in an organization, a family, or a church, that helps mobilize people to tackle difficult challenges and thrive. This is no easy task because most people in a given setting are hardwired to resist change; going into a future that is unknown often brings about resistance. Despite this, capable leaders will take action; they’ll embrace it with an “adventure-or-die” mindset. They’ll find the courage and develop the capacity to face a new day, a new terrain, and a new adventure.
As churches, we are corporately called to raise up such leaders and lay servants so they dare to move confidently toward what is unknown. Although the way will be demanding, we have our leader, Jesus Christ, who will help us have the courage and capacity. The resounding promise found over and over in the Bible is that “God is with us” and “nothing is impossible” for God’s beloved people and Church.
Another factor that helped the explores and the Corps of Discovery press forward - besides confidence in their leaders, and an openness to learning and adapting - was their shared life together. They were not strangers, but a team. Historian Stephen Ambrose writes, “Here you have 32 men who would become so close, so bonded that when they heard a cough at night, they knew instantly who had a cold. They could see a man’s shape in the dark and know who it was. They knew who liked salt in his meat and who didn’t. They knew who was the best shot, the fastest runner, who could get a fire going the quickest on a rainy day. Around the campfire they got to know about each other’s parents and loved ones, and each other’s hopes and dreams. They come to love each other to the point where they would’ve sold their lives gladly to save a comrade. They developed a bond, become a band of brothers, and together they were able to accomplish feats that astound us today. It was the captains who welded the Core of Discovery into a team. Indeed, a family. This was their greatest accomplishment.” (Page 70)
These are the things that helped the men face tough challenges and terrible losses. They were resilient because of their high level of trust and their willingness to be interdependent. They did far more as a cohesive unit than could ever be conceived or carried out individually. They were a highly committed community of brothers. These are some of the same qualities we need in today’s church.
I came across an interesting scientific study of people who drank and smoked heavily; others were significantly overweight. Each subject was told by their physician that it was urgent that they stop their harmful habits, or they’d soon die. What each was faced with was a clear and compelling warning that they needed to change their life or face grave consequences. The patients were closely monitored. How many patients do you think began to behave in new ways? Only 10%. The other 90% continued to do those things that harmed their bodies, and often had serious consequences for those who loved them. Author Ronald Heifetz says, “We have the technology to fix the heart, but not to change it.”
This sober assessment reminds me that history is often defined by moments. A few words spoken at a podium have turned the course of a nation, and they have started movements. Sometimes this has been for the good, but other times it has not, and has brought fear and destruction. A person sitting in protest as the world watches is a moment that can begin to topple injustices. Another person standing in defiance can be a moment that sparks an inferno that hurts many.
Moments matter. We’ve all had several moments over our lifetime when we’ve had the opportunity to make far-reaching decisions. We may have chosen to apply for college, say yes to a partner in life, or accept a job. We may have given birth to or adopted a child. We have moved loved ones into our own homes or helped others by giving or lending money to them. We all face moments when there are many options before us and what we do, or choose not to do, has a ripple effect.
As I see it, when Lewis and Clark and the Corps faced their moment they had four distinct options. They could have turned back in defeat, had a debriefing with President Jefferson, and scattered. Or they could’ve returned home and chosen to try again another year. Another option might have been to split up, half moving forward and the rest returning home. Or they could have stayed stuck in limbo, taking no action at that crossroads, each eventually heading separate ways. None of these choices were likely to lead them to the Pacific Ocean. There would have been an alternative ending.
We know what happened in that moment. The group chose to move forward; in his journal Lewis said: “we proceeded on.” That moment mattered, but so did each step after that as they walked through uncharted territory.
A route was found to the West Coast that enabled not only future commerce but also the spreading of the American people across the land. We ourselves have benefited greatly from these realities. Consider the produce we enjoy from the West Coast, like fruit, wines, and grain products. When we travel there are awe-inspiring sights in our national parks and beyond: vibrant canyons, flat deserts with flowering cacti, and lofty sequoia trees are ours to view and enjoy.
We can trace all of this back to Lewis and Clark who: 1.) were clear on their mission, 2.) were trusted as leaders by the Corps of Discovery; 3) chose to learn and adapt; and 4.) were a band of close-knit brothers. These are just some of the things that made a profound difference in their success as a team. As a church, let those who have ears to hear, hear. Amen!
The trip Lewis and Clark took across America with their Corps of Discovery team, searching for a river route that would take them to the Pacific Ocean, is the main metaphor the author uses. These explorers were well-equipped to travel by water but when the terrain changed and required mountain climbing, they were in uncharted territory. They did several key things that, taken together, enabled them to have a very successful trip. This morning we’ll consider how we as a church might use some of the same insights and strategies as we navigate through today’s rapidly changing and challenging world.
We left off at the point where Lewis saw tall “mountains continue as far as the eye could see, further than expected”. (Page 27) The team couldn’t move forward with canoes and they had no training to be mountaineers. They also had no maps for what would come next. What Lewis and Clark did next is instructive: at this unexpected point of crisis, they talked with their core team. The leaders did not pretend to know what came next. They had the humility and wisdom to admit three things: they could not travel onward using the same means that got them there; they would have to learn as they went along; and they’d keep going west no matter what.
Today’s church needs the same spirit of humility so we can admit, “We really don’t know what all we should do as we navigate through today’s world.” We do need to be open to trying new things, novel ways of being the church; and we definitely need to agree that pressing forward is our non-negotiable calling. It’s interesting to me that Lewis and Clark didn’t take a pause when they saw the intimidating mountains, convene a meeting, and clarify their mission. They were explorers - that was their identity, it’s what perpetually motivated them forward through charted, and especially uncharted, territories.
As a church we also need to be crystal-clear about our mission. The mission of the church is to make disciples of Jesus Christ, who then go out and make more disciples of Jesus - for the transformation of the world. That is my passion and priority, and the same is true for so many others. But when I, or most other Christian leaders, both clergy and laity, keep track of how we spend our time in ministry, here are the typical results: we are sanctuary-centerered, not outreach-focused. We tend faithfully to our current memberships’ needs but devote barely any time to those with faith questions or a growing interest in Christianity. We put our best energy into maintaining the church’s programs and its administration, rather than planning or participating in hands-on mission and ministry outside of our doors.
That’s what I and many others see when we pause and take an honest look at ourselves from a perspective-giving balcony. That is the reality I perceive, and I know that if I keep doing what I have been doing as a leader, we’ll all continue to live and minister as we have been, getting the same results. With that in mind, let’s turn again to the explorers and the Corps of Discovery. They were clear about their purpose; they knew their identity and could confidently say, “This is who we are and if we stop being about this, we stop being." (p. 94) They were a military expedition with a mission to fulfill, a charge to keep; their passion and purpose was to explore unknown lands as a service to others. They never drifted away from that belief; their actions were always in alignment with it.
With that grounding purpose before them, the next step this team took when they reached an impasse was to start learning all over again. They had an openness that allowed them to consider different strategies and form new partnerships. They needed horses to travel, and they would come to depend on native Shoshone people to guide them on their trails through high peaks. Along the way, as the weeks and months passed, do you think the explorers wished there were simpler solutions, some quick fix like a shortcut to their destination? Absolutely! Their journey was very hard, and it got even worse moving forward. Did the men feel anxious and even disoriented when so much around them in their environment was unfamiliar? Definitely!
But there is some very good news for us this morning. Can you guess what helped this team of explorers press forward in unity, cooperating and not resisting - besides knowing their mission? They trusted their leaders. The Corps of Discovery knew their leaders had conviction; they would stay calm, stay connected (relationally) with them, and most important of all they would stay the course. Aren’t these qualities needed in every leader? Consider leaders you’ve looked up to over the years, or from history. Do you see in them admirable convictions? Can they encounter hostile people or be in stressful situations and remain calm? Are they able to remain relationally connected and respectful despite holding different points of view? And finally, can they stay the course and complete what they started with as much energy and integrity as they had at the beginning? This world, and our churches, need good and trustworthy leaders.
This is a good time to name the difference between a manager and a leader. Managers spend their days caring for “what is”, but leaders are primarily focused on “what can be or what must be.” (Page 21) Simply being given authority or a title does not necessarily mean you’re a genuine leader. Leadership is a way of being in an organization, a family, or a church, that helps mobilize people to tackle difficult challenges and thrive. This is no easy task because most people in a given setting are hardwired to resist change; going into a future that is unknown often brings about resistance. Despite this, capable leaders will take action; they’ll embrace it with an “adventure-or-die” mindset. They’ll find the courage and develop the capacity to face a new day, a new terrain, and a new adventure.
As churches, we are corporately called to raise up such leaders and lay servants so they dare to move confidently toward what is unknown. Although the way will be demanding, we have our leader, Jesus Christ, who will help us have the courage and capacity. The resounding promise found over and over in the Bible is that “God is with us” and “nothing is impossible” for God’s beloved people and Church.
Another factor that helped the explores and the Corps of Discovery press forward - besides confidence in their leaders, and an openness to learning and adapting - was their shared life together. They were not strangers, but a team. Historian Stephen Ambrose writes, “Here you have 32 men who would become so close, so bonded that when they heard a cough at night, they knew instantly who had a cold. They could see a man’s shape in the dark and know who it was. They knew who liked salt in his meat and who didn’t. They knew who was the best shot, the fastest runner, who could get a fire going the quickest on a rainy day. Around the campfire they got to know about each other’s parents and loved ones, and each other’s hopes and dreams. They come to love each other to the point where they would’ve sold their lives gladly to save a comrade. They developed a bond, become a band of brothers, and together they were able to accomplish feats that astound us today. It was the captains who welded the Core of Discovery into a team. Indeed, a family. This was their greatest accomplishment.” (Page 70)
These are the things that helped the men face tough challenges and terrible losses. They were resilient because of their high level of trust and their willingness to be interdependent. They did far more as a cohesive unit than could ever be conceived or carried out individually. They were a highly committed community of brothers. These are some of the same qualities we need in today’s church.
I came across an interesting scientific study of people who drank and smoked heavily; others were significantly overweight. Each subject was told by their physician that it was urgent that they stop their harmful habits, or they’d soon die. What each was faced with was a clear and compelling warning that they needed to change their life or face grave consequences. The patients were closely monitored. How many patients do you think began to behave in new ways? Only 10%. The other 90% continued to do those things that harmed their bodies, and often had serious consequences for those who loved them. Author Ronald Heifetz says, “We have the technology to fix the heart, but not to change it.”
This sober assessment reminds me that history is often defined by moments. A few words spoken at a podium have turned the course of a nation, and they have started movements. Sometimes this has been for the good, but other times it has not, and has brought fear and destruction. A person sitting in protest as the world watches is a moment that can begin to topple injustices. Another person standing in defiance can be a moment that sparks an inferno that hurts many.
Moments matter. We’ve all had several moments over our lifetime when we’ve had the opportunity to make far-reaching decisions. We may have chosen to apply for college, say yes to a partner in life, or accept a job. We may have given birth to or adopted a child. We have moved loved ones into our own homes or helped others by giving or lending money to them. We all face moments when there are many options before us and what we do, or choose not to do, has a ripple effect.
As I see it, when Lewis and Clark and the Corps faced their moment they had four distinct options. They could have turned back in defeat, had a debriefing with President Jefferson, and scattered. Or they could’ve returned home and chosen to try again another year. Another option might have been to split up, half moving forward and the rest returning home. Or they could have stayed stuck in limbo, taking no action at that crossroads, each eventually heading separate ways. None of these choices were likely to lead them to the Pacific Ocean. There would have been an alternative ending.
We know what happened in that moment. The group chose to move forward; in his journal Lewis said: “we proceeded on.” That moment mattered, but so did each step after that as they walked through uncharted territory.
A route was found to the West Coast that enabled not only future commerce but also the spreading of the American people across the land. We ourselves have benefited greatly from these realities. Consider the produce we enjoy from the West Coast, like fruit, wines, and grain products. When we travel there are awe-inspiring sights in our national parks and beyond: vibrant canyons, flat deserts with flowering cacti, and lofty sequoia trees are ours to view and enjoy.
We can trace all of this back to Lewis and Clark who: 1.) were clear on their mission, 2.) were trusted as leaders by the Corps of Discovery; 3) chose to learn and adapt; and 4.) were a band of close-knit brothers. These are just some of the things that made a profound difference in their success as a team. As a church, let those who have ears to hear, hear. Amen!