How important is the ability to communicate to leadership?  I would have to say it depends.  If you are talking about leading your self, then not too much.  If you are talking about leading your family or a small group then more so, and if you are talking about leading a large group or organization then I would have to say it is crucial.

Starting with this premise, how does the scenario with Moses, Aaron and leading the Israelites out of Egypt work.  Were all the speeches in Exodus attributed to Moses actually made by Aaron?  Did Moses eventually get to the point where he was able to speak himself for God?

One thing is absolutely clear, someone was communicating.  The ability to communicate as a leader is more complicated than simply opening your mouth.  It takes a certain appreciation of multiple factors such as culture, gender, psychology, circumstances, history, nuance, face, etc.  It also takes an appreciation of the power of the spoken language and how a carefully crafted sentence can make all the difference.

Some leaders, especially those who exhibit leadership skills at an early age, seem to be able to intuitively integrate at least some of these factors when speaking.  They may not realize at first just what they are doing but as time goes by, and with some study, they become even more effective.  Someone who I think fits this example is John Maxwell.  He is rightly known as an excellent communicator.  Starting off with natural ability, he applied himself and became a stronger and stronger communicator. 

So, do you have to be a "natural" in order to be a good communicator.  The answer is no, but it will require effort.  Malcolm Gladwell in Outliers describes the process it takes to rise to the top in almost any area, communication included.  In a nutshell, it is simply this, practice, practice, practice.  According to Gladwell there is a direct correlation between the number of hours spent in doing and/or practice and the level of virtuosity achieved.  I think this could easily apply even to John Maxwell, who, even though a naturally gifted speaker, has literally spent thousands of hours in front of an audience of one kind or another.

For those who ever hope to lead larger groups, there needs to be a willingness to take every opportunity, and even make opportunities when possible, to speak in front of an audience.  Couple that with a sincere desire to learn the basics of communication and seek honest critique, and it won't be long before you find yourself improving and leading at a higher level.

A couple of years ago I took the "strengths finder" survey after reading the book by Marcus Buckingham.  It identified the top 5 strengths which, according to the survey, make me, me.  Buckingham's premise is that we should spend more time in the area of our strengths instead of struggling so hard to bring all of our "low" up.  Of course there are certain areas where we all have to be proficient (emotional intelligence comes immediately to mind) but overall I have found this survey and the results to be excellent indicators of how an individual will actually perform in the work environment.

It is useful for me to know my own strengths (strategic, analytical, input, learner, responsibility) so that I can better understand myself and focus on further developing these strengths.  This makes me more self-aware and more able to effectively interact in my world.  It makes me a better husband, father, worker, and leader.  I would even go so far that becoming more self-aware even makes me a better Christian.

It is also useful to know the strengths of those with whom I work.  It allows me to better position them in the "seats on the bus" for a better functioning team.  It helps me understand why some disagreements arise, and suggests ways to manage the differences.

All in all, I would have to say this is definitely a worthwhile experience and highly recommend it.

Selected thought from: IT: How Churches and Leaders can get it and Keep it, written by by Craig Groeschel

“What is it, and how can you and your ministry get—and keep—it? Combining in-your-face honesty and off-the-wall humor, this lively book helps believers understand the elements needed to obtain it.” From the book jacket.

As I read this book I was struck by how accurate this statement applied to the whole book. Craig’s style is personable and easy to read, yet full of a candid vulnerability with a focused message. IT is all about IT. That “something” that defies an explanation, yet is the hallmark of individuals and ministries which seem to be in the center of God’s will. Overall I found the content to be insightful and one of the books I’ll recommend to others – particularly pastors who are serious about revival.

My favorite chapters dealt with vision (chapters 4 and 5), innovation (chapters 7 and 8), and Outward focus (chapters 9 and 10). Honestly, the chapters on vision are as good as anything I’ve read on the subject and infused with a sense of passion and relevance which was compelling.

Here are some selected quotes:

“When a church has it, lives are changing, and everyone around knows it. The only thing constant is change, which it-soaked people seem to thrive on.” P. 29

“It is what God does through a rare combination of these qualities found in his people:

· Passion for his presence

· A deep craving to reach the lost

· Sincere integrity

· Spirit-filled faith

· Down-to-earth humility

· Brokenness? P. 31

“Ministries that have it always have a clear vision. The people know the vision, understand the vision, believe in the vision, and live the vision. The vision guides them, motivates them, and energizes them.” P. 39

“Anthony Robbins once said, ‘One reason so few of us achieve what we truly want is that we never direct our focus; we never concentrate our power. Most people dabble their way through life, never deciding to master anything in particular.’” P. 58

“Without regular reminders of why we do what we do, of how our part contributes to something wonderful, a team will lose it and simply be a bunch of people doing their own gig.” P. 77

“Warren Bennis said, ‘Innovation . . . by definition will not be accepted at first. It takes repeated attempts, endless demonstrations, monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience.’ “ p.99

“Across the board, almost every with-it church I’ve observed is virtually obsessed with reaching those who don’t know Christ. A passion to share Christ consumes them in a beautiful way.” P. 128

“ A church that has it recognizes that reaching people is not just the pastor’s job. It is everyone’s job. I can’t do it alone. You can’t do it alone. It takes all of us.” P. 134