William and Catherine Booth, the founders of The Salvation Army, served on the frontline of ministry in England in the 1800s. They were surrounded by excessive amounts of disease, poverty, famine, child prostitution, addiction, and abuse of laborers. They were an amazing couple who leaned into this complex and messy culture rather than retreat from it. And they made A LOT of enemies along the way. In the last sermon William Booth preached shortly before his death, he said this:
“When women weep as they do now, I’ll fight; while little children go hungry as they do now, I’ll fight; while men go to prison, in and out, I’ll fight; while there yet remains one dark soul without the light of God, I’ll fight – I’ll fight to the very end!”
Our current times are so different from nineteenth-century England, but some things do not change, including the necessity of fighting for a worthy vision. As leaders, we still have challenges that face us, needs that surround us, and opportunities before us. So, what does it mean to “fight,” and why should we do it? While there are plenty of bad examples of “fighting” these days, there are also good reasons to stand up for meaningful vision and values, just like the Booths did in the 1800s. Their “fight” was not with fists and guns but rather with persuasion and motivation. Here are four great reasons to “fight” for a compelling vision.
1. The mission of your organization demands it.
It is not hard to find an organization that possesses a powerful mission, one that results in saved lives, medical innovations, meaningful products, or healed relationships, to name a few. But it is also not hard to find examples of such organizations drifting from their mission in ways that ultimately take them far off course. Drifting off course is natural over time. New leaders, board members, or donors may intentionally or unintentionally contribute to this. If an organization has a compelling mission, leaders must resist this tendency to coast off course and fight to protect the mission.
2. Your personal values require it.
Many years ago, I worked for a church where I saw warning signs emerging. I wasn’t the only one, others saw it too. At first, it was gradual and veiled. But I felt like the direction of the church leadership conflicted with my personal leadership values, and I realized it was time to make a change. I was friends with and highly respected a number of the leaders and also loved the church and its people, so I thought it was important to document my decision in writing rather than leave without an explanation as to why. I viewed that letter as my elementary and perhaps feeble attempt at “fighting” for the values I felt were important while trying not to cause division among the people. While the letter did not result in any change, the four points in it did end up being true when a leadership crisis emerged years later. If you become known for always advocating for your values, you will likely become an annoyance. However, if you never advocate for them, you will likely compromise who you are as a leader, losing the respect of others and even losing respect for yourself.
3. The lives of others depend upon it.
“Fighting” on behalf of those who cannot defend themselves is not only noble, it is also what God calls upon us to do. I was recently talking with someone who was involved with a group helping people escape from Afghanistan, where they would likely face torture or death. Fighting to protect those who cannot protect themselves often requires extraordinary courage, since there is a lot at stake, and exceptional wisdom, because it is like navigating a minefield at night.
4. Your personal health necessitates it.
Over my years of coaching and consulting, I have helped a number of leaders address the question everyone will eventually face: “How do you know when it is time to leave your job?” Some people quit far too early rather than showing grit and building their endurance muscles. However, one standard I have used to help people think about when to leave is addressing the question: “Is it becoming highly toxic physically, emotionally, or spiritually to you and/or your family?” In karate and boxing, avoiding getting punched is as much a form of “fighting” as is hitting back!
So, what vision should you be fighting for?
Contact us to learn how our consultants can assist you in helping your organization expand its vision.
Jay Desko is the CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.
