As regular readers of “Leadership Wired” know, Sir Ernest Shackleton was a great explorer who found himself and his crew in a life-or-death crisis when they had to abandon ship in the icy waters around Antarctica.
It was 1914, and Shackleton’s expedition had planned an unprecedented land crossing of the frozen continent. When the ship got stuck in the ice and sank, the crew began an unscheduled 18-month survival test. They stayed alive as they moved among the drifting ice floes until they eventually found an island, where they established a camp.
When their provisions began to run low, Shackleton and several crewmembers boarded one of their salvaged lifeboats and made a daring 800-mile voyage to a whaling station. They returned with a ship, and all 27 men survived the ordeal.
In the previous issue of “Leadership Wired,” we gleaned several lessons about crisis leadership from Shackleton’s experiences. But I purposely saved the topic of creativity so that we could look at it more closely in this issue.
There are two types of people during a crisis – those who freeze and those who focus. Shackleton might have been stranded in one of the coldest places on the planet, but his creativity never froze. Instead, it was critical to the team’s survival.
As I studied Shackleton’s experiences, three principles about leading with creativity during crisis came to mind.
1. Creative activity increases creative ability.
As you become active in creativity, you gain more creative ability. Many people would love to have creative ability, but they’ve never done creative activities. When we freeze, we stop creating. Shackleton practiced “routine” creativity, for himself and for his crew. So when problems presented themselves, he and his crew never gave up on their ability to come up with creative solutions.
2. The rulebook no longer rules.
Everybody wants to give you the rulebook. David Kelley was right when he said, “The most important thing I learned from big companies is that creativity gets stifled when everyone’s got to follow the rules.” And Thomas Edison, probably the greatest inventor ever, would tell people who visited his laboratory that, “There ain’t no rules around here! We’re trying to accomplish something.” Structure and rules serve us well, but legalism can choke our creative spirit to its death.
3. God is the Great Creator
It doesn’t make sense not to bring God – the Creator of the universe – into the creative process. No matter how much natural talent God has given us, God always can make it greater, better, bigger. That’s why I pray for creativity. And when I pray for creativity, I ask for two things – I ask God to give me an idea or give me an example.
In our fast-paced, competitive marketplace, few resources are more valuable to organizations than creativity. But during a crisis, which is when real leadership either rises or falls, creativity often finds itself swallowed by urgency. Who has time to think outside the box when the box is collapsing around you?
Shackleton, however, saw beyond the problems to the big picture. He recognized creativity’s importance in keeping him and his crew alive and functioning as a team when they had little margin for error in the bitter cold and isolation of Antarctica.
More than a skill, creativity was an attitude in his life that enabled him to find solutions to the obstacles they faced. When others would have frozen – literally as well as figuratively, in this case – Shackleton focused creatively on surviving the crisis.
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John Maxwell grew up in the 1950s in the small Midwestern city of Circleville, Ohio. John's earliest childhood memory is of knowing that he would someday be a pastor. He professed faith in Christ at the age of three, and reaffirmed that commitment when he was 13. At age 17, John began preparing for the ministry. He attended Circleville Bible College, earning his bachelor's degree in 1969. In June of that same year, he married his sweetheart, Margaret, and moved to tiny Hillham, Indiana, where he began his first pastorate.
While serving in his second church, Maxwell began to study the correlation between leadership effectiveness and ministry effectiveness. On July 4, 1976, while preaching at a service commemorating America's bicentennial, John sensed that God was calling him into a ministry to pastors. Within days after that event, pastors began to contact him, asking for his assistance in nurturing their churches. Over the next four years, on an informal basis, John helped scores of fellow pastors. Then, in 1980, he was asked to become Executive Director of Evangelism for the Wesleyan denomination.
Though his time at Wesleyan headquarters was productive, John soon realized that his deeper desire was to help pastors from numerous denominations. He knew that desire would be unfulfilled if he were to stay at denominational headquarters. As a result, in 1981 John accepted the call to return to the pastorate, this time at Skyline Wesleyan Church in the San Diego, California area. But he did so with the church's blessing to pursue his vision. The Skyline congregation allowed him to continue mentoring and assisting pastors even as he led them to new levels.
In 1985, as he continued to equip and encourage other pastors, John took the next crucial step in leadership development. He founded a new company called INJOY and created the INJOY Life Club, featuring a monthly tape for leaders. The fledging operation, established in the corner of a garage, was soon bursting at the seams. The INJOY Life Club tapes were received with great enthusiasm, and the number of subscriptions quickly increased from hundreds to thousands. Simultaneously, the demand for other resources and seminars exploded. Pastors from coast to coast were responding, and their desire for help was even greater than John had anticipated.
As the years passed, INJOY began demanding more and more of John's time. In 1995, he resigned from his position as senior pastor at Skyline following a very fruitful 14-year tenure. The church had tripled in size and its lay ministry involvement had increased ten-fold. Dr. Maxwell is in great demand today as a speaker. Through his bestselling books, audio and video resources, and major conferences, he communicates directly with more than one million people every year. He is frequently asked to speak for organizations such as Promise Keepers and Focus on the Family, but his greatest joy and desire is to help pastors become better leaders.
Because the need for leadership development knows no borders, John established EQUIP, a non-profit organization which trains leaders in urban communities, academic institutions, and within international organizations. EQUIP is also spearheading a movement which has enlisted more than one million pastoral prayer partners who covenant to pray specifically for those who shepherd God's flock.
John continues to seek new opportunities to help churches and church leaders. He knows that one thing is constant: the only hope for the world is salvation through the Lord Jesus Christ, who gives life abundantly.
