Published by I see it as being necessary to comment on each law as I view it. The basic theme of this book is to make the reader aware of the observable qualities of a leader, and even to offer self-examination into the possibility of becoming a leader for God. I found a format that was easy to understand and exciting enough to continue reading. Elmer Towns created a motivational tool for correcting our problems in leadership.
1. The Law of Dreams.
I believe that a true dream does not dwindle with the progress of life. If one can conceive a goal of building a church that holds a thousand members then that should not change in ten years to a church of five hundred. If I am dreaming a dream for God than never wake me up, because the dream is only kept alive by the dreamer. And when I stop dreaming then God be done with me. God gives purpose and meaning to a true dream, which is that we must develop them into plans and actions. To quote Elmer Towns “Everyone must have a dream, but you are just a dreamer unless your dreams become measurable, attainable, specific goals. Then goals must be translated into actual plans.”[1]
2. The Law of Rewards.
Human nature has remained a constant since creation. Men can always count on people looking for something that, in their eyes at least, rewards them. There are two sides to this law. One is covered fluently in chapter two, but the other was summed up as a word of caution: “You can count on people doing things that benefit them the most. Therefore, do not reward the wrong activities.”2I will attempt to elaborate at the absence of the author. This can be a potential threat to leadership if not addressed (petty problems to a major disaster). One from the books: a member our of church was highly motivated in the worship service. His whole family was praised by the church for his wonderful songs of praise and for his volunteer time. Because of such “wonderful” things the church overlooked the fact that he and his wife were becoming abusive to each other or that their 6-month older son was going blind from parental neglect. Soon after this man was “rewarded” with a deaconship, his family fell into divorce and the church lost the whole family. I often wonder what would have happened if we had rewarded him with fatherhood instead of deaconship.
3. Law of Credibility.
Credibility is a stern and harsh concept for Christians to deal with. To establish credibility one must expose himself to the harsh judgement of his brethren. It also means unlearning a moral lesson we grew up with: “It doesn’t matter who wins or loses but how you play the game.” When it comes to gaining credibility, winning is the only thing. “Winning is a part of life.”3 Christ credits victories, not loses. In my own words, the credibility of a leader must answer the following questions:
1. Do I believe I (he) can do it?
2. Do(es he) I know how to do it?
3. Is God behind me (us)?
A leader who can answer these questions confidently has credibility.
4. The Law of Communication.
I found that most of this chapter was wasted on what I consider common knowledge. It is easy to see the necessity of stressing meaning on homographs and homophones. I believe that the author gave the whole meaning of this law in two sentences: “Good leaders understand that people use words to mean different things. Therefore, they are careful to use words that their followers understand.”4 The majority of the problems faced in communication I would say are petty, yet must be managed all the same.
5. The Law of Accountability.
Through the law of accountability many ideas find their way into becoming plans. An idea is made. A person is made responsible for it. Then that person makes the plans. Accountability is where the nature of activity begins to form. It is the whole purpose of a chain of command, and if the plan fails we know where to correct the mistake. Accountability is also a way to effectively separate your wheat from the chaff. It is a good thing for a leader to positively identify their supporters.
6. The Law of Motivation.
Motivation is about making people envision the dream, sharing the goal, and getting in on the action of the plan. Motivation is a skilled tactic of persuasion needed to enlighten the numbed mind into growth. Many members do not realize the necessity for growth in the church. It is either to grow or to die. Therefore the best story of motivation in comparison to the church would be the story of a desperate mother lifting a burning, one ton truck off the ground to retrieve her baby underneath. Get motivated people!
7. The Law of Problem-Solving.
Problems are never invited yet always seem to prevail over everything else. The author encourages the reader to look positively at a problem. Never confuse this with belittling the problem. Forbid it that you may offend someone. Nevertheless, have “eyes to see the positive.”5I admit that at face value in sounds like something that Pollyanna might suggest, but when a leader appeals to that person presenting the problem with a positive gain from that problem then the problem is almost solved. Remember that God created mountains to strengthen your walking legs.
8. The Law of Decision-Making.
Decision making is often based on your confidence in your position, and when all else fails try some audacity. Although the author doesn’t break down the process by examining the types of decisions one will make, it is hidden between the lines. I will elaborate once again:
Type of decisions
1. Expectational decisions- decisions based upon what your position expects you to do.
2. Necessity- decisions upon where there is no other alternative.
3. Political- decision of self-gain, not a good practice for Christian leaders.
4. Irrational- completely off the wall.
When you face a problem, examine the type of decision that must be made and “Look to God for his wisdom through prayer and studying scripture.”6
Bibliography
Towns, Elmer, The 8 Laws of Leadership. Church Growth Institute, 1992
[1]Elmer Towns page 27
2Page 38
3Elmer Towns page 52
4Elmer Towns page 62.
5Elmer Towns page 102
6page 111.
