Passing It On: Growing Your Future Leaders by Munroe Myles

Author:Munroe, Myles [Munroe, Myles]
Language: eng
Format: epub
Tags: REL071000
ISBN: 9780446558686
Publisher: FaithWords
Published: 2011-05-25T00:00:00+00:00

The Next Horizon

You may think you are too old for something new, but if you retire from an executive job at sixty-five, you could conceivably live twenty-five to thirtyfive more years. That is long enough for another career. Studies have even indicated that intellectual and physical activity will prolong life and productivity. The secret to a vibrant life is to keep renewing your life. The danger of renewing your life is that you have to start over again, and human nature resists that.

Life should never be lived out. It should be lived in. We need to keep moving to the next life intended for us. Jesus left because He had work to do in preparing a place for us and interceding on our behalf. He moved on to a new life.

Personally, I have lived three or four lives. What I am doing now, I will not be doing in the future. I do not want to keep doing just the same old things. I am preparing for change.

In 1980, I initiated an organization, and after the first ten years of growth and development, I determined that the time had come to begin mentoring and delegating responsibilities to others. Today many of the individuals I mentored are now responsible for leading, supervising, and managing the entire organization. I also have had the privilege of officially appointing a leader to oversee the entire vision with full authority and accountability to our board. This relinquishing of my positions and responsibilities was the key to my ability to expand our organization from a national to a global influence. This should be the attitude of every leader. Mentoring and succession do not result in losing a position or authority, but rather they make it possible to increase and expand your influence and impact.

Most of the work done in my organization happens while I am away. I estimate that I now spend less than twenty percent of my time with the organization every year, and yet the organization expands, grows, and runs effectively. That is a greater measure of pride for me than if I were there giving orders every day. I am content to have my leadership measured by what happens while I am not there.

If I were to die today, there would be not one hiccup in the organization because my successor is already in place. Now I am training a successor for him. In fact, a group of people is being trained to take over should the need arise. We are looking at the next generation of leaders after that and mentoring them as well.

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