I just finished reading the latest book in the Emersion series from Baker - Intuitive Leadership, by Tim Keel. Tim and I have spend a little time together over the years at various Emergent events and the like. I first met Tim in October of 2001 at The Ooze gathering in Seattle. We happen to meet up at a coffee shop just before the opening day of the conference and we hung out a bit at that time. They were just getting their new church started back then. Now, seven years later, God has done some pretty remarkable things at Jacob's Well.
For those who are used to reading books about leadership, this is not what you're thinking. The subtitle says it all: Embracing a Paradigm of Narrative, Metaphor and Chaos. Tim has spent some time with Alan Roxburgh in recent years. Alan also wrote the forward to the book. Since I have been a doctoral student mentored by Alan for the past 4+ years I can definitely see some of the influence. The truly amazing this is that Tim was intuiting many of these things before he met Alan. I needed 2 hard years with Alan before I started to get it. I knew I was completely fed up with and frustrated by the "church growth" models I had been exposed to. Natural Church Development was more of the same (to give just one example). I just never realized how embedded in a modern, corporate mentality I was until stepping into the space that my D.Min. afforded me.
What Tim does in this book is basically share his personal journey and the journey of the church that he leads. However, I suspect that many readers will be disappointed that he doesn't let us in on more of what Jacob's Well has done and is doing. This is intentional. Instead, Tim offers what he calls "postures" of intuitive leadership, like "A Posture of Learning: From Answers to Questions" or "A Posture of Surrender: From Control to Chaos." In fact, this chapter is really the gem of the book, I think, for those who are wanting to come away with something to do. The first revolution is internal. Leaders need to find ways to change they way they think about the task of church leadership. Our role is no longer devising strategic plans, getting the congregation lined up, and pursuing some ideal future. For one thing, we're discovering that there is no "ideal future." There is only the future that God is bringing to pass in your time and place.
I would highly recommend this book to any pastor who is struggling with corporate, managerial leadership styles that they've inherited. Many of the ways of being church and being in leadership that Tim describes here are the same things we are learning in Hollywood. I can affirm the truth of everything Tim says because we are beginning to live these realities as well.
I'll end with a couple of choice quotes.
We have a mounting leadership crisis in the church. We are facing a crisis of imagination, an ill-fed spiritual attention span nourished by novelty. I believe this dynamic has debilitated local churches....
We are missing prophetic leaders who are able to read the signs of the times, who listen carefully, thoughtfully, and theologically, who respond in faithful and creative ways based on an imagination baptized and engaged in a missional reading of scripture, the environment, the people God has provided in their midst - not to mention the resources at hand that God has supplied....
At it's worst, this reduced pictures of reality has drained the landscape of color and creativity under God, and imagination has been lost in favor of a very small and uniform version of life. Our churches are the religious equivalent of strip malls with the same ten massive retailers located in Anytown, USA (76-77).
How well do our organizations create spaces that allow for diverse people with varied experiences and multiple intelligences to gather in order to discern signs of life intrinsic and extrinsic to our communities? How willing are we to do the hard and long-term work of creativity and contextual engagement? Will we create systems and structures that allow for a new imagination to emerge?
The reality is that creatives walk into our communities, systems and structures all the time, and when they do, they intuit the environment we have created and know immediately whether there is space for them. Most often, they discover there is not (209).
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