Effective Spiritual Leadership in the Trenches
Heads Up – This is long! I usually keep things short and simple but occasionally, I get a “Bee in my bonnet.” This is one of those occasions. I’m pretty excited about all you young leaders being raised up (old ones too) and thought I would get my licks in on you. So this is my little contribution to your “Leadership Development.” Like I said, this is long. It’s really like a booklet. So here’s a link to a PDF: Muddy Boots. And if you’d rather listen, here’s a link to the Audio Book: Muddy Boots. Also, I’m under no delusion that I have covered this topic adequately. Your comments and feedback are welcome. Lastly, If you find this helpful, please pass it on.
Introduction – Why Muddy Boots?
As a former soldier, I had the privilege of serving alongside some truly remarkable leaders. The ones who stood out to me were the ones who didn’t hesitate to join us in the field. They were the ones who left the safety and comfort of their offices in the rear to come be with us in the trenches. They were the ones who crawled into foxholes with us, ate C-Rations alongside us, and asked us questions that showed they cared about our well-being.
The leaders I admired the most were the ones with muddy boots. They were the ones who didn’t mind getting dirty, who were willing to share our hardships and dangers. They were the ones who demonstrated true leadership by example, by showing us that they were willing to be with us in the toughest times.
Unfortunately, not all leaders were able to live up to this ideal. Some came with an entourage of aides, who would spread out a folding chair for them to sit on, (heaven forbid their hind end would ever touch the dirt) open their cans of rations, and even spread their synthetic cheese on crackers for them. These leaders always wore spit-shined boots and a starched uniform, a sign that they were more concerned with appearances than with truly connecting with their troops.
I’m writing this booklet to help you remain relevant, compassionate, and flexible enough to lead the flock God has entrusted to you. A lot of spiritual leaders are so eager to get to the next rung of leadership, they skip essential skills and experiences. They completely lose touch with their people or the context they are ministering in. Or they may have fallen into the trap of “Sermon Only” discipleship. There is a huge difference between teaching and shepherding. We may call a spiritual leader we listen to once a week a “Pastor.” But I’ve found the gap between position and practice is usually pretty big. The teacher may tell people WHAT to do while leaving them with no practical model for HOW to do it. If their people lose confidence in their leadership, apathy, alienation, or downright disobedience to God sets in and now we have a grave situation. Jesus observed this as,
“They are like sheep without a shepherd.” (Matthew 9:36)
Just as it is in the military, the same is true for spiritual leadership. And while the stakes may be high in physical war, the spiritual battle we face has even greater consequences – eternity is at stake. Spiritual leaders who are in tune with their people, sharing in their hardships, and capable of making tough decisions collaboratively, will be much more effective in leading people towards a Christ-like transformation. On the other hand, if we hide behind the pulpit (or a whiteboard) and never truly engage with the challenges of real life alongside our people, we risk receiving the same condemnation that the Pharisees received from Jesus:
“They tie up heavy burdens and lay them on men’s shoulders, but they are unwilling to move them with so much as a finger.” (Matthew 23:4)
In this booklet, we will explore what it means to be a “muddy boots” leader in the spiritual realm. I’ll be referring to examples of spiritual leaders, military leaders, and my own personal experiences. We will examine the qualities that make a leader effective in the trenches and provide practical advice for those who aspire to be true servant-leaders. We’ll also look at the “dark side” of leadership and some of the mistakes leaders make. Whether you are a disciple-maker leading a handful of people or thousands, and you want to make a positive impact on those around you, this booklet is for you. Let’s dive in and explore an uncommon but effective form of leadership. We start with the most effective muddy boots leader to ever live.
Who was the Best Example of Muddy Boots Leadership? Answer: Jesus
Jesus Christ – Jesus has led the movement that has changed the world for over 2000 years. He exemplified love for God and people. He demonstrated qualities such as justice, principled living, compassion, humility, and mercy, and He made sacrifices for His followers, even giving His life to save us from our sins. He reigns as the King of an eternal kingdom, yet He never required His followers to do anything He wouldn’t do Himself. By examining His Great Commission, we can glean the key ways in which Jesus embodies Muddy Boots Leadership.
And Jesus came up and spoke to them, saying, “All authority has been given to Me in heaven and on earth. Go therefore and make disciples of all the nations, baptizing them in the name of the Father and the Son and the Holy Spirit, teaching them to observe all that I commanded you; and lo, I am with you always, even to the end of the age.” (Matthew 28:18-20 NASB95)
All Authority in Heaven and on Earth
They say that absolute power corrupts absolutely. Jesus is truly unique in that he possesses all authority in heaven and on earth, yet he remains incorruptible. Unlike other powerful figures throughout history, Jesus never abused or exploited his power for personal gain. Instead, he humbled himself by leaving his heavenly throne and becoming human and walked with us.
Despite facing the same challenges and hardships that we do, Jesus never wavered in his mission to serve and guide those around him. He used his authority to heal the sick, feed the hungry, and teach the truth about God’s justice, love and mercy. He humbled Himself in the midst of torture and murder by the very creation He came to save. Now if that is not mudding your boots I don’t know what is!
Go!
Jesus took “going” to the next level through His incredible mobility in ministry. His constant movement is staggering, but it’s not just His physical movement that’s noteworthy. As He went, He proclaimed a radical message of the kingdom that challenged the traditional religious and political structures that held people in bondage. This message was so counter-cultural that it posed a threat to the authorities of the day.
It’s worth noting, Jesus didn’t target the usual suspects for reform – politicians, religious leaders, or the wealthy. Instead, He went directly to ordinary people, like fishermen, the sick, and soldiers, as well as those on the fringes of society, like tax collectors, prostitutes, sinners, and even the demon-possessed. He engaged with humanity where we all have access on a daily basis, rather than relying on conventional methods of information distribution, like the media of the day.
Make Disciples
Consider all the possibilities of what Jesus could have done with all authority in Heaven and Earth. He could have eradicated crime, hunger, disease, and war. However, such actions would have stifled free will, failed to address the problem of sin, and most importantly, denied us the opportunity to love God and our fellow man by following the perfect example of Jesus. Instead, Jesus used His power and authority to model what it means to be created in the image of God and then commanded us to become just like Him. To be His disciple.
Imagine a world where everyone loved like Jesus – with supreme devotion to the Creator and humanity. This would be the coming of God’s kingdom and His will being done on earth as it is in Heaven. Surprisingly, Jesus chose twelve men with all their strengths and weaknesses, who followed Him as His disciples for three years, to make more disciples and to turn the world upside down… or should we say, right-side-up. Now, it is our responsibility to emulate what Jesus did as a leader who made disciples, even if it means getting our boots muddy too.
Baptizing
The sinless Jesus was baptized by John the Baptist. Why? Not for repentance. He had no sin. But as He said to John, “for in this way it is fitting for us to fulfill all righteousness” (Matthew 3:11). In other words, Jesus and John weren’t doing something to cover what was wrong, they were doing what would illuminate what was right. Jesus always did what was right and right always looked like what the Father was doing (John 5:19). He was also giving us an example of humble leadership and obedience for every disciple after Him.
As Jesus started His ministry in Judea, He would Himself baptize others (John 3:22). Later, He delegated the ordinance of baptism to His disciples;
Therefore when the Lord knew that the Pharisees had heard that Jesus was making and baptizing more disciples than John (although Jesus Himself was not baptizing, but His disciples were) (John 4:1-2)
Jesus participated in, modeled, and delegated baptism. It wasn’t below Him to be baptized or baptize others. He also saw the importance of developing future leaders by delegating to His disciples this simple but profound act of obedience and symbolic initiation into the faith.
Teaching to Obey
Apparently, Jesus was a big fan of obedience. But He wasn’t the type of leader who would tell His disciples “Do as I say, not as I do.” Jesus obeyed the Father to a tee and never acted or spoke even one word outside of God’s will (John 5:19, 30; 6:38; 12:49-50). He expected His disciples to obey His commands just as He obeyed the Father’s.
Contrary to what some may believe, Jesus wasn’t on some power trip, flexing His authority to show He was the boss. Obedience to His commands is in our best interest. As the “Designer,” Jesus knows exactly what we need and what we don’t. Jesus even equated obedience with love. Obedience and love are like the two wings of an airplane. If you were flying at 30,000 feet, you’d want both wings to remain intact, right? Exactly! Similarly, obedience and love go hand in hand. Together, they form the foundation of worship. In fact, 1 John 5:3 states,
“For this is the love of God, that we keep His commandments. And His commandments are not burdensome.”
Jesus led by example and modeled what obedience in love looked like. He expected His disciples to not only obey with like-heartedness but to teach others to do the same.
I am with You
Jesus told the disciples that He would be with them until the end of the age. None of them lived that long, so by extension, this promise also belongs to us. Let’s take a moment to think about this. When your boss says they will be with you in spirit, it’s a lovely sentiment, but they’re not “really” with you. (And I’m not sure I’d want that, anyway.) But when Jesus says it, He is truly with us in Spirit, quite literally. That’s why He sent the Holy Spirit. Even if an earthly leader wanted to be with all their people, it’s just not possible. (And could you imagine trying to be with a hundred people all at once, all the time? No thank you!) Only Jesus could achieve this feat by being omnipresent.
However, before we let ourselves off the hook too quickly of being with people, let’s think about what Jesus did during His earthly ministry. He demonstrated what it looks like to be limited by time, space, and energy. But He still invested the lion share of His time in a few future leaders.
“He appointed twelve, so that they would be with Him, and that He could send them out to preach.” (Mark 3:14)
Jesus was always with people, but He spent focused time training the twelve. As disciple-makers, we need to be with people like Jesus was, especially with a few individuals whom we consider the future leaders. We should show them what it means to be a “muddy boots leader.” Besides, being with your people is, by definition, what it means to get your boots muddy.
Five Guiding Principles for Being a Muddy Boots Leader
- Stays Focused
- Stays Engaged
- Stays Relevant
- Stays Competent
- Stays Emotionally Connected
- Stays Inspiring
As I reflect on Jesus’ leadership and others, I’ve found six guiding principles for muddy boots leadership. I put the verb “stays” in front of every principle because it is so easy to be completely oblivious to the fact that you’ve “lost the bubble.” Being a muddy boots leader is like trying to balance yourself on a log, there is constant movement in order to keep from falling off. Leadership is dynamic, not static. Things are constantly changing and in order to “stay” in these principles we must reorient, recalibrate, and refocus. The older you get the harder this gets. There’s a tendency to rest on your laurels, hangout in the VFW, drink beer, and tell old war stories. But the battlefield is constantly changing. To be effective leaders, we need to stay in the fight.
Stays Focused – [Jesus] set his face to go to Jerusalem (Luke 9:51)
The Muddy Boots Leader knows where he or she is going. They may not have all the answers but they know what the “end-state” looks like. They can give clear guidance because they have a clear direction. It’s very difficult to follow someone who is lost or changing their destination every other day. Jesus called these kinds of leaders “the blind leading the blind” (Matthew 15:14). The leader with a clear vision or purpose is not only much more likely to attract followers but to actually help them arrive at the stated destination. They have a level of confidence that breeds confidence. They stay on mission and are able to motivate their people and avoid the many distractions along the way.
Stays Engaged – [Jesus said] I am with you always, to the end of the age (Matthew 28:20)
If a leader knows where he or she is going, they must stay engaged with their followers to lead them there. They are well aware of the significant challenges and opportunities facing their folks along the way. They are careful to watch and listen. They don’t just tell people what to do. They show them how to do it. They ask a lot of questions and solicit suggestions from all levels of participation. They are with their people. We’ve all experienced or at least heard about the “Ivory Tower.” A place where leadership pontificates about the tactics and strategies needed to be successful but is completely out of touch with their people on the ground. Muddy boots leaders have no such separation between them and their people (let alone reality).
Stays Relevant – [Jesus] did not need anyone to testify concerning man, for He Himself knew what was in man (John 2:25)
As muddy boots leaders stay engaged with their people, they are making decisions and giving guidance based on timely and accurate information. A lot of this good intel comes from being “with” the people they lead and having both past and current experience with similar circumstances. Leaders that don’t stay engaged are usually in the dark. Their information is outdated or even worse, wrong. They operate on assumptions and hunches. They aren’t making decisions based on what is actually happening. In the Army we used to call this “Echelons Above Reality.” The leader has no foggy idea what’s really going on. This creates a leadership paradigm that is irrelevant to the need of the hour.
Stays Competent – They were utterly astonished, saying, “[Jesus] has done all things well…” (Mark 7:37)
Staying engaged also means staying competent. Not all leadership skills and skills in general are “like riding a bike.” A lot of skills are perishable and the only way to stay current is by recent practice. There’s nothing more demoralizing than to see your leader struggling to perform the most basic skills. Muddy boots leaders can maintain a basic level of skills in order to identify with their people and continue to be a role model. They may not be the best in the church but they can hold their own. Skills like witnessing, compassion, prayer, explaining the Scriptures, accountability, etc… are essential for leaders to demonstrate proficiency not only because they are the basics of the Christian life but because they are hard to do. Do you want to motivate your people? Do the hard stuff with them.
Stays Emotionally Connected – Jesus wept (John 11:35)
Leaders that stay engaged have the potential to demonstrate a high degree of empathy because they are aware of the circumstances of the people they’re leading. They sense fear, anger, joy, excitement, etc… in the people they are discipling and can adjust their leadership approach to meet the current needs. Attending to people’s emotional needs creates a level of trust and understanding that makes leadership influence much easier. Leaders who are emotionally distant give the impression that they don’t care for the people and just want the task done. The relationship between leader and follower becomes completely utilitarian. Daniel Goleman, author of Emotional Intelligence: Why It Can Matter More Than IQ, wisely states, “CEOs are hired for their intellect and business expertise and fired for a lack of emotional intelligence.”
Stays Inspiring – [Jesus’] disciples were filled with awe (Mark 10:32 NLT)
When we practice the first five elements, we usually see inspiration quickly follow. We’ve all seen leaders that we look up to and say, “When I grow up I want to be just like him/her!” They cause us to stretch ourselves and push toward greater levels of excellence. They are the kind of people who lead more through respect than fear. When you watch or listen to them they cause the adrenaline to pulsate in your veins. I once had a commander who could turn the most mundane task into the most meaningful thing you would ever do in life. And it wasn’t just his words. You always knew he had your best interest at heart and he believed in you. His soldiers would follow him to the gates of Hell. Interesting enough, I think if you do the first five guiding principles, you will accomplish the last. You will stay inspiring.
Biblical Role Models for the Muddy Boots Leader
Some Biblical characters provide insight into the leadership qualities and traits of some of the most influential figures in the Bible. From Moses to Priscilla and Aquila, these role models exemplify the values that are essential for a leader who wants to serve and make disciples. Let’s take a brief look at some of these remarkable individuals and the leadership qualities that make them stand out in the Bible.
Old Testament Leaders:
Moses – Moses was a faithful servant of God who led the Israelites out of slavery in Egypt. As they journeyed through the wilderness to the Promised Land, he was with them every step of the way. He endured the same hardships and discomforts they did. Having already spent 40 years on the backside of the wilderness as a shepherd, he had the perfect experience needed for the circumstances. This was even more apparent when God disciplined the Children of Israel with 40 more years wandering in the wilderness as a result of their lack of faith. He displayed immense patience and endurance when dealing with so many “stiff necked” people. And he remained obedient to God’s commands despite the many challenges he faced. He was with his people through thick and thin and earned the title of a Muddy Boots, or should we say, a Sandy Boots Leader.
Joshua – Joshua was the loyal attendant of Moses. He was with him during his most intimate times with God (Exodus 24:13, 33:11) and followed in his footsteps of faithfulness. His first real test came when he and eleven others were sent to spy out the Promised Land. He and Caleb were the only two who were ready and willing to trust God to enter the land even though the task looked daunting. Later, Joshua also received essential combat experience in defeating the Amalekites at Rephidim (Exodus 17:8–13). And when it became clear that Moses would not lead the people into the Promised Land, the LORD chose Joshua for the responsibility. His tutelage under Moses, unwavering faith, and reputation as a fierce warrior made him the obvious choice to lead the people. Joshua’s ascent from Moses’ Aide-de-camp to the Commander-in-Chief of the victorious military campaigns into the Promised Land demonstrated his Muddy Boots Leadership.
Deborah – Deborah was a judge and prophetess during the time of the Judges in Israel. The Word of the Lord came to Deborah to instruct Barak, a military leader in the Army of Israel, to attack their oppressive enemy. For some reason, Barak didn’t feel confident unless Deborah accompanied them on the campaign. She marched with the Army and they defeated the Canaanites. She displayed boldness and courage in her leadership. Ultimately God used her to provide strategic guidance and inspiration, and she played a key role in their victory against their oppressors. Her kids could have said, “My Mama wears army boots and they are muddy.”
David – David was a young shepherd, chosen by God to become the King of Israel. He first became known for his courage and confidence in the LORD having defeated the giant Goliath. Later under a paranoid King Saul he was exiled for several years even though he and others knew he was the successor to the throne. Twice David could have killed Saul but stayed his hand under the conviction of being loyal to God’s anointed. David also shared the same hardships with his men, living in caves, the wilderness, and even alienation from his own countrymen. David navigated tough leadership challenges including a proposed mutiny. Through it all, David’s faithfulness and patience earned him the right to be called a Muddy Boots Leader as King over all Israel.
Reflection Question: How did these Old Testament leaders demonstrate the six principles of muddy boots leadership?
- Stays Focused __________________________________________________________________________________________________________________________________________________________________________________________
- Stays Engaged __________________________________________________________________________________________________________________________________________________________________________________________
- Stays Relevant __________________________________________________________________________________________________________________________________________________________________________________________
- Stays Competent __________________________________________________________________________________________________________________________________________________________________________________________
- Stays Emotionally Connected
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- Stays Inspiring
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New Testament Leaders:
The Apostle John – John was known as the Apostle of Love and the disciple whom Jesus loved. In John’s writings of the Gospel of John and 1,2,3 John, love is one of the major themes. But John didn’t start off being motivated by love. He was ambitious (Mark 10:35–45), exclusionary (Luke 9:49-50), and downright revengeful (Luke 9:51-56). He watched Jesus as He loved and served them. He learned the way of loving leadership and was ultimately entrusted with caring for Jesus’ mother after His death. John was transformed over time and his writings to his fellow leaders of the church are a testimony to what he thought was most important. The key to servant leadership is love. If you want to be a muddy boots leader like John, you have to learn how to love.
The Apostle Peter – Peter was known for his courage and loyalty. But he was also often impulsive and stuck his foot in his mouth more times than not. Peter took big risks in what he said and did. And when you take big risks you’re bound to have big successes and make big blunders. Peter could be the Hero one second and a Zero the next (Matthew 16:15-23). You would think that people would be careful about writing such condemning statements about such a high profile leader of the church. Or that Peter as such a powerful leader would have his errors expunged from the Scriptures. But no, he actually illuminates them and passes on the lessons to his fellow elders (1 Peter 5:1-11). Peter walked in muddy boots, slipping and sliding and failing forward. As a follower and a leader he made a lot of mistakes but he learned from them and pressed forward.
The Apostle Paul – Paul went from Zero to Hero in the church. He started as the persecutor and ended up a martyr for the same Jesus he persecuted. He was the perfect example of suffering. He didn’t side step the tough stuff and in fact he went headlong into it. He was a leader of leaders. He was not satisfied with “building on someone else’s foundation.” But he went after the lost. Like Peter, he readily admitted to being a sinner but pressed forward nonetheless. We commonly think about all the disciples he made and the churches he started. But if we don’t look closely we’ll miss all the leaders he left in his wake. It’s fun to track all the people Paul raised up to be muddy boots leaders. He followed Jesus’ example to the tee and you see his people following his example too.
Priscilla and Aquila – Priscilla and Aquila were some of those leaders Paul mentored. They were a married couple who worked as tentmakers and played an influential role in the early church. Their hospitality and teaching skills played a key role in helping Apollos to understand the Gospel more fully. They are excellent role models for couples who desire to serve God together and use their skills and resources to advance His kingdom. Wherever they went, Priscilla and Aquila rolled up their sleeves, put their hands to the plow, and muddied their boots by starting a church and making disciples in their home.
Reflection Question: How did these New Testament leaders demonstrate the six principles of muddy boots leadership?
- Stays Focused __________________________________________________________________________________________________________________________________________________________________________________________
- Stays Engaged __________________________________________________________________________________________________________________________________________________________________________________________
- Stays Relevant __________________________________________________________________________________________________________________________________________________________________________________________
- Stays Competent __________________________________________________________________________________________________________________________________________________________________________________________
- Stays Emotionally Connected
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- Stays Inspiring
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More examples of muddy boots leaders
Inspires and motivates
In Band of Brothers by Stephen E. Ambrose, there are many stories about leading by example. One such story is about Major Richard Winters, who was the commander of Easy Company, 2nd Battalion, 506th Parachute Infantry Regiment, 101st Airborne Division during World War II.
As a captain during the Battle of Normandy, Winters and his men were tasked with taking out a German artillery battery that was causing significant damage to Allied troops. As they approached the battery, Winters led the charge and was the first to jump into the enemy’s foxhole. He quickly took out the enemy and disabled the artillery, allowing his men to advance and secure the area.
This act of bravery and leadership inspired his men and instilled confidence in them, as they knew they had a leader who was willing to put himself on the front line and lead by example. Winters’ leadership continued throughout the war, and his bravery and selflessness in battle inspired and motivated his men.
“I Got This!”
One of the things we do after our evangelism training in churches is actually take them out into the neighborhood, engage people, and share the gospel. It was crucial for the people to see that we were not just giving them another theoretical block of instruction on witnessing. We knew they were nervous (or downright terrified) to engage lost people by talking to strangers about Jesus. And sometimes, to make matters worse, it would be either blazing hot, ice-cold, or raining. So, in order to help them get beyond the fear and discomfort, we would take them with us to model what we had just taught them.
One day, Deb, my wife, was paired up with a huge six-foot-three bear of a man who was scared spitless. Deb is a petite five-three but bold as a lioness. She asked the guy, “You want me to go first, or you got this?” To which he nervously replied, “Uh, you go ahead.” Deb knocked on the door, was warmly greeted, and shared the gospel. Afterwards, she asked the guy with her if he needed to watch her again. He replied, “No, I got this. This is too easy!” The power of leading by example inspires and motivates.
Leading with compassion
Leaders who have experienced “blood, sweat, and tears” tend to be more empathetic with the people they’re leading. A good example is Stonewall Jackson, a Confederate general during the American Civil War. In his book “Rebel Yell”, S.C. Gwynne, describes Jackson’s compassion towards wounded soldiers:
“Jackson had a deep and abiding concern for his men, especially the wounded, and he made a point of visiting the hospitals and field stations where they were treated. He was known to have wept at the sight of their suffering, and he spent hours sitting with them, reading to them, and praying with them.”
Jackson’s kindness extended from his soldiers, to wounded enemy soldiers, children, and even his horse. The contrast between being a courageous warrior and a shepherding commander won him the respect and admiration of confederate and union soldiers alike.
Leadership is About the Head, Hands, AND the Heart
My friend had “DONE” written all over him. I had been warning about burnout for months and now her claws were deep in my friend’s body, soul, and mind. As we talked about the way back to a healthy pace and perspective, I shared my experiences with burnout having been there only two years prior. As I described my disappointment and disillusionment of having to go through the process of recovery alone (besides of course my loving wife’s support). I told my friend with no little emotion; “I’ll be darned if you have to go through this by yourself like I did!” Now that’s the strongest French word I use but I wanted to communicate my love and commitment to my friend and fellow co-laborer. I would not let him navigate the darkness alone. So we walked together for the next year and a half and he is now back in the saddle making disciples. One of the treasured statements he made during his recovery was, “I’ve slowed down so much but I’ve never been more effective in my ministry.”
Spiritual leaders who haven’t experienced the extreme ups and downs of ministry tend to underestimate the emotional toll it takes on disciple makers. It’s easy to pontificate about the theories of the amusement park, it’s another thing to ride the rollercoaster. As leaders who have been “bloodied” we know that God isn’t always interested in following our neatly scribed plans and holding to our “Big Vision” time schedules. Those of us with experience tend to speak in measured tones and are quick to empathize with those who are knee deep in the fight. We know Muddy Boots are intimately familiar with Bloody Boots. We can be more compassionate because we’ve been there and done that.
Flexible and adaptable
Having muddy boots experience, leads to flexibility and adaptability for the use of methods in different contexts and situations. Let’s look at how one general’s “on the ground experience” paid off by adapting tactics during WWII.
In his book, “The Thousand-Mile War,” Brian Garfield chronicles the Aleutian Islands campaign during World War II, the use of patrol boats in bad weather was a major concern for both General Buckner and the Navy. The Aleutian Islands are known for their harsh weather conditions, which often include high winds, heavy rain, and dense fog. These conditions made it difficult for ships and landing craft to navigate safely and land troops on the islands.
General Buckner believed that the patrol boats, which were smaller and more maneuverable than landing craft or the larger Navy ships, could be used to transport troops and supplies in bad weather when other ships and craft could not operate safely. However, the Navy was initially reluctant to use the patrol boats in these conditions because they were not designed for this kind of mission. Despite the Navy’s reservations, Buckner convinced them to use the patrol boats and they proved to be a valuable asset in the campaign.
The use of patrol boats in bad weather was a significant factor in the successful capture of the Japanese-held islands of Attu and Kiska. It demonstrated the importance of adaptability and flexibility in military operations, as well as the need to use all available resources effectively, even if they were not originally designed for a specific purpose. Buckner recognized the importance of using all available resources effectively in war and was willing to adapt his tactics to the changing conditions of the battlefield.
Similarly, in making disciples of Jesus, it is important to recognize the unique context of each situation and adapt our methods accordingly. This may involve using different approaches depending on the cultural, social, or religious background of the people we are trying to reach. We never violate Biblical principles but we do adapt the methods. Just as Buckner was willing to modify his plans and tactics to achieve his objectives, we too must be willing to adjust our methods to effectively share the gospel and disciple people.
Adapt, Improvise, and Overcome
I was recently discussing the challenges of ministry with a friend and colleague who relocated from Oklahoma City to New York City. He mentioned that while many of the barriers in the two cities were similar, there were significant differences that were causing a serious shift in their ministry tactics. The two significant differences were how busy people were and travel times. People in OKC were busy, but the pace in NYC was absolutely frenetic. To make matters worse, traveling in NYC takes an incredible amount of time and effort. Like most mega-metropolises, it takes an hour to travel 10 miles, and going to a meeting on a weeknight was out of the question.
Assessing the situation by actually trying to make disciples and plant churches in the city, they knew they had to adapt. They turned to technology and began to meet and train online using video conferencing. It wasn’t as good as face-to-face, but it was getting the job done. They had to adapt their methods to their new setting. The only way they could have discovered these differences was by being on the ground and participating in hands-on discipleship.
Constantly learning (even from the least)
One example of a general who included the lowest rank in decision making is General Stanley McChrystal, who served as the commander of US forces in Afghanistan from 2009 to 2010.
During his time in Afghanistan, McChrystal implemented a strategy called “counterinsurgency,” which emphasized the importance of building relationships with the local population and understanding their needs and concerns.
To implement this strategy, McChrystal recognized the importance of including soldiers at all levels in the decision-making process. He established a regular meeting called a “vulnerability assessment,” where soldiers from the lowest ranks were invited to share their observations and insights about the local population and the effectiveness of US military efforts.
McChrystal also implemented a system called “distributed operations,” which gave soldiers at the lowest levels more autonomy and decision-making power. This allowed soldiers on the ground to make decisions based on their firsthand knowledge of the local situation, rather than relying solely on directives from higher-ups. He called some of these soldiers who were given authority to act on the situation at hand “Strategic Corporals.”
By including soldiers at all levels in the decision-making process, McChrystal was able to gain a better understanding of the situation on the ground and make more effective decisions. His approach to leadership and decision making is often cited as an example of effective leadership that empowers and values the contributions of soldiers at all levels.
My son, my teacher
I invited my son to a meeting with a guy who wanted me to disciple him. I wanted to model for my son how I did initial assessments to determine whether I would take the guy on as a mentee. The meeting lasted an hour and a half and I was satisfied that the guy probably wanted something I wasn’t able to provide and we wouldn’t schedule anything on a routine basis. Then I asked my son, “So what do you think? What did you learn from that encounter?” I fully expected him to agree with my assessment and I would praise him (and myself) for being so astute. His reply absolutely shocked me. “Dad,” he said, “Did you know you guys talked for an hour and a half and never mentioned Jesus.” OUCH! You know it’s hard being corrected, but by your son? On one of your highest values? On something you should have down cold? Wow, that stung but it was so good to hear and I really was excited that my son was putting Jesus at the center of our discussions as well. As leaders we need to keep learning, even from those we least expect to teach us.
Developing a culture of competence
“How to Eat Soup with a Knife” written by John Nagl is a book that describes the challenges faced by the US military during the counterinsurgency campaigns in Vietnam and Somalia. The book provides examples of both good and poor leadership during these campaigns. One example of competent leadership from the book is the story of US Marine Corps Lieutenant Colonel John W. Ripley.
As a young leader Ripley was given the task of destroying a bridge over the Song Thu Bon River in Vietnam. The bridge was a vital link in the North Vietnamese supply line, and its destruction would have a significant impact on the enemy’s ability to resupply their troops. Despite the difficult mission, Ripley showed great courage, determination, and strategic thinking and was able to inspire his team to success.
Nagl describes Ripley’s role in destroying the bridge:
“Ripley’s heroism in single-handedly destroying the Dong Ha Bridge is one of the most compelling stories of the Vietnam War. Hanging by his arms and legs under the bridge, in full view of enemy troops, he used his bare hands to set explosives that would sever the bridge’s girders. The detonation succeeded, denying the North Vietnamese Army an important supply line across the river and earning Ripley the Navy Cross.”
Nagl later describes Ripley’s men’s response to his leadership.
“As word of his heroic act spread, his fellow Marines were in awe. They had seen firsthand the danger he faced, the courage he displayed, and the skill he used to defeat the enemy. They knew that the success of their mission was due in no small part to his leadership and bravery”
Just Another Ministry Conference?
Initially, I wasn’t very excited about attending a particular ministry conference, despite receiving an invitation. My schedule was already full and the topics being covered were familiar to me as I had studied them for the past two years. I felt like I needed practical experience instead of more theoretical training. As a result, I declined the invitation.
However, my perspective changed after I received an email outlining the prerequisites for attendance: a 40-day fast and reading the New Testament ten times in the next three months. This level of commitment and dedication impressed me, and I realized that these leaders might be serious about making a difference in their lives and the lives of others. Now I was pretty excited and decided to attend the conference.
When leaders raise the bar and demonstrate their competence not only to teach the topics but practice what they teach, it inspires those they lead to strive for excellence and follow their example.
The Dark Side
I want to take some time to describe the “Dark Side” of being a muddy boots leader or the things that might trip us up along the way. I’ve shared many positive examples but I’ve learned just as much from bad examples too. I’ve learned what “Not” to do.
Overdoing the Six Principles
Believe it or not, you can over do the six principles of Muddy Boots Leadership. As leaders we can actually miss the most important part of our role in the mission by trying too hard to do someone else’s job. Or we could get so wrapped up in getting our boots muddy we lose sight of the big picture and we never accomplish the mission. As an infantry platoon sergeant I used to tell brand new lieutenants, “If we have to fire our rifles in combat, something went terribly wrong.” It’s the privates, corporals, and squad leaders that need to do all the shooting. We need to be leading! We need to keep these principles in tension with our ultimate role of getting the job done.
Tunnel Vision – Leaders that get overly focused on one way or one goal can actually forget what the overarching objective is. This is why the US Army teaches leaders the “Commander’s Intent.” The Commander’s Intent is a concise statement that gives subordinate leaders a clear description of the end-state. I used to teach Ranger students to begin their Commander’s Intent with the statement, “If all else fails, do this…” We would use the example of a mission to secure a bridge to move troops across a river. When the company commander got to the bridge they found it heavily defended but also discovered a ford just one mile downstream from the bridge. If the Commander’s Intent is “If all else fails, find a way to cross the river.” there’s no need to waste resources and manpower attacking the bridge. If you as a spiritual leader find easier and simpler ways to make committed disciples of Jesus, by all means throw tradition (not principles) out the window. The Commander’s Intent is to make disciples!
Over Engaged – We can get in the way. Our presence can actually paralyze leaders that are afraid to mess up in front of us or annoy leaders that resent us always looking over their shoulder. There is the ministry of presence and there is the ministry of absence. Your people need to know that you’re with them but they also need to know you trust them. When I was a chaplain, I flew a flag from the antenna of my Humvee with a cross on it. The troops would tell me they liked that flag and you may be guessing wrong as to why. I drove a Command Hummer like the Battalion Commander’s. The only difference was my flag. So when they saw my vehicle they would say, “Oh, it’s just the chaplain.” In other words, the Old Man is not going to be in our hair.
Stifling Self Discovery – You probably can’t ever be too relevant but you sure can rescue leaders too soon with your knowledge and your actions. If you come off as a “Know it All” or the “Shell Answer Man” you will not only alienate those you are leading but you also rob them of the opportunity to think through things themselves. Self discovery is a huge part of developing young leaders. That’s why one of the most important tools in your leadership kitbag is the question. Jesus was the master of the question. He would even answer a question with a question. We may know the answer but we have to give the folks we are discipling the opportunity to find out for themselves (even if it means failure at times).
Experts at Demoralization – Like relevance, you probably can’t be too competent. But you can be a show off. Sometimes leaders feel the need to put their folks in a headlock with their expertise to let them know who’s the boss. You can do this physically, mentally, emotionally, and spiritually. As a chaplain I would always go to the rifle range to hang out with the soldiers. I never felt the need to advise them on marksmanship (even though I was a sniper as an enlisted guy). It was just not the kind of thing that I needed to do for my guys especially since, as a chaplain, I didn’t even carry a rifle. You can just hear the poor trooper, “I shot so poorly even the chaplain was coaching me.” Now that would be demoralizing!
Over Emotionally Connected – Commanders in the army have to make tough calls and sometimes those decisions cost people their lives. It’s a part of war. As spiritual leaders we are asking people to do some tough things as well. We have a single gal that we love like a daughter. She lived with us for two years being discipled by Deb and I. Later, we would spend the first months of the Covid Pandemic together. As you can imagine, spending all that time together we got close to her. But then it was time to head back to Egypt as a missionary. Think about that for a second. A single gal, you love like a daughter, heading to a muslim country, to share the gospel. You think we might have been a little fearful for her safety? Yeah, just a bit! But we knew the calling God had on her life and we could not afford to be over protective. We pray for her daily but we know the mission comes before our anxiousness for her.
Inspire Not Hype – Sometimes leaders are trying too hard to motivate people. I call this “selling woof tickets.” It’s the art of over hyping something. Catalysts tend to do this with their exaggerated rhetoric. Young folks may fall for this once or twice but they eventually learn to be wary of all the hot air. People can see through this stuff. They know you’re trying to whip them into a hot lather and making things out to be more than they really are. Don’t exaggerate and make sure you reveal the challenges and potential dangers as well as the benefits.
When Leaders Avoid the Mud
As an Army chaplain, my mission was to “Provide and Perform Religious Support” for my soldiers. It was my duty not only to provide religious services and education to the Protestant soldiers of my unit but also to those of other religious beliefs. I performed the ministry dictated by my theological convictions and then found someone else to cover down on the other religions represented in the unit.
During our deployment to Kuwait, the challenge of “Providing” religious support was significant because we were isolated in the middle of the desert. I had many Catholic soldiers who wanted a priest to perform services and counseling. In the first month, I was fortunate enough to appropriate an Army Chaplain from another unit who was also a Catholic Priest. He was enthusiastic about serving our soldiers, and I felt like our troops were getting what they needed. However, he redeployed back to the States after a short time, which left me with a significant gap in the religious support I could provide.
I needed to find a solution quickly, and I knew there was an Air Force Base about an hour’s drive by Humvee. So, I radioed a message to the chaplain at Ali Al Salem Air Base and set up a meeting. As I drove onto the base, it was a stark difference from the life my soldiers and I were living. The first thing I noticed is that once I left my vehicle, I never touched the sand again. There were pallets with rubber mats for walkways between the prefab buildings with showers and latrines. When I walked into the chaplain’s office, I was greeted with air conditioning, carpeted floors, coffee, and cookies. My unit had no such luxuries, just tanks, tents, and sand. They greeted me warmly and asked how they could serve. I told them I needed a Catholic Priest once every two weeks and that I would coordinate air transport by Army helicopter.
The Air Force Chaplains heartily agreed to support our soldiers, but then asked where we were located. I told them we were three kilometers from the Iraqi border and living in tents. As soon as I explained the potential danger and the living conditions, it was a hard “NO.” I drove back to our FOB (Forward Operating Base) empty-handed.
Then I remembered that there was a MEU (Marine Expeditionary Unit) operating in the Persian Gulf. They were on a ship just off the Kuwaiti coast. I got on the radio and contacted the Navy chaplain serving the Marine Corps, and sure enough, he was a Franciscan Priest. When they flew him in, we were surprised he wasn’t wearing the Marine Corps Utility Uniform, but instead, the typical Franciscan hooded brown robe with white rope and all. Now that was a sight to see getting off a helicopter in the middle of the desert! Our admiration for the Navy chaplain was sky-high, not so much for the Air Force. (I’m sure this was an isolated case and most Air Force chaplains would have jumped at a chance to serve my troops.)
Not only was there a stark difference between our living conditions with our sister services but a stark difference in leadership. Where one was unwilling to share our dangers and discomfort but the other was not only willing but went the extra mile to serve us. That, my friends, is what muddy boots leadership looks like.
When it’s All Theory
Don’t become a Theorist, always pontificating about what we should do but not doing it yourself. It’s easy to fall into this trap as a Christian leader because we hold the Teacher/Preacher in such high esteem. If you find yourself preparing to teach something you haven’t practiced in a long time, make doing it a part of your preparation. I have occasionally been asked the question about our simple Bible studies, “Where’s the meat?” To which I reply, “The meat is the application of the knowledge, not the knowledge by itself.” You want something to chew on? Apply the spiritual truths you are learning and teaching.
Another thing you can do to avoid becoming a Theorist is by not just telling but actually showing people how to do something. Model spiritual truths for the folks you’re discipling like Jesus did. How many times have disciples of Jesus been told they need to read their Bibles and pray daily and they are still not doing it? Set an appointment with them on a Saturday morning and spend time with Jesus together, showing them how you do it. But Chuck, I have a hundred people in my congregation! Pull some of your leaders aside and model how to model. Now you’re multiplying your efforts!
I got to be honest with you, I’m really tired of the same old sermons dressed in different clothes that are still not transforming people into the likeness of Christ. I think the main problem is our training model. The sermon isn’t cutting it and we know it because people aren’t engaged in living out the life Jesus has commanded. We need to change our tactics. We need to quit hiding behind the pulpit (or whiteboard) and get the people out of the pews and into the fight. Sure, preach away. But then get down in the mud and “just do it” with your people.
Are you teaching things you’ve never done?
Getting in the way…of Jesus
I found that the best leaders are good followers. They understand what authority looks like and are able to trust their leader’s guidance and directives. It reminds me of Jesus’ interaction with the Centurion.
When he had entered Capernaum, a centurion came forward to him, appealing to him, “Lord, my servant is lying paralyzed at home, suffering terribly.” And he said to him, “I will come and heal him.” But the centurion replied, “Lord, I am not worthy to have you come under my roof, but only say the word, and my servant will be healed. For I too am a man under authority, with soldiers under me. And I say to one, ‘Go,’ and he goes, and to another, ‘Come,’ and he comes, and to my servant, ‘Do this,’ and he does it.” When Jesus heard this, he marveled and said to those who followed him, “Truly, I tell you, with no one in Israel have I found such faith. I tell you, many will come from east and west and recline at table with Abraham, Isaac, and Jacob in the kingdom of heaven, while the sons of the kingdom will be thrown into the outer darkness. In that place there will be weeping and gnashing of teeth.” And to the centurion Jesus said, “Go; let it be done for you as you have believed.” And the servant was healed at that very moment. (Matthew 8:5-13)
Notice the Centurion saw himself as a leader but a leader that understood followership and was willing to submit himself under Jesus’ authority. Jesus equated this understanding and obedience as “faith.” The Centurion trusted Jesus to lead him.
Now here’s the kicker for us as Christian Leaders. We need to make sure that people see their ultimate authority in Jesus. You will have influence, sure, but ultimate authority? No Way! (Besides we make for a lousy Holy Spirit) We need to keep pointing people to Jesus. I call people getting in between Jesus and His disciples a “Souler Eclipse.” They’re casting a shadow and blocking the Son’s light. (Here’s a link to more about that: A Lunar Lesson in Spiritual Leadership (Part 1))
Leading alone
Generally speaking we think of an individual leader that sets an example for others to follow. But what if the hero of the story is not just one but many. What if churches actually became a muddy boots example for other believers and even whole churches to emulate. I believe it can be done and is actually being done in many places around the world. We keep hearing stories about the radical commitment to Jesus coming from China and India and other places that have inspired us. We see that the Biblical standards for sharing the gospel, being a disciple of Jesus and making disciples is actually achievable. The church in other places and maybe even in your own neighborhood has become a corporate muddy boots leader!
Quite frankly, I think that’s what it’s going to take to move the 21st century western church out of its mediocrity and into the fiery commitment of the first. We need to rise up, raise the bar, and be the Bride that is prepared to meet the Groom. We need to show others what Christlike love looks like, what devotion to the Word of God and prayer looks like, and what looking for and loving the lost looks like. This will ultimately bring glory to God and fulfill His words that “the gates of Hell will not prevail against it.”
But in order for that to happen we will need men and women who have the vision and wear with all to create these kinds of churches that impact the whole “Army of God.” We need whole churches who have earned their stripes (and stars) by being in the trenches. They are regularly sharing the gospel. They are knee deep in the Word of God and praying like everything depends on God’s hand to move. They need to love in the toughest circumstances and the toughest people. And they need a faith in Christ that is unshakable as they march arm in arm with those God has entrusted to their pastoral care. We need churches with muddy boots.
Muddy boots leaders also have come to grips with the fact that they are not the only people (besides Jesus) that are having an influence in a person’s life. They see leadership as a more distributed influence rather than a top down hierarchy. And they know how to leverage that fact. Take Jesus and John the Baptist’s relationship. Both affirmed one anothers leadership of the people they were serving.
John the Baptist
Now a discussion arose between some of John’s disciples and a Jew over purification. And they came to John and said to him, “Rabbi, he who was with you across the Jordan, to whom you bore witness—look, he is baptizing, and all are going to him.” John answered, “A person cannot receive even one thing unless it is given him from heaven. You yourselves bear me witness, that I said, ‘I am not the Christ, but I have been sent before him.’ The one who has the bride is the bridegroom. The friend of the bridegroom, who stands and hears him, rejoices greatly at the bridegroom’s voice. Therefore this joy of mine is now complete. He must increase, but I must decrease.” (John 3:25-30)
Jesus
As these men were going away, Jesus began to speak to the crowds about John, “What did you go out into the wilderness to see? A reed shaken by the wind? But what did you go out to see? A man dressed in soft clothing? Those who wear soft clothing are in kings’ palaces! But what did you go out to see? A prophet? Yes, I tell you, and one who is more than a prophet. This is the one about whom it is written,
‘BEHOLD, I SEND MY MESSENGER AHEAD OF YOU,
WHO WILL PREPARE YOUR WAY BEFORE YOU.’
Truly I say to you, among those born of women there has not arisen anyone greater than John the Baptist! Yet the one who is least in the kingdom of heaven is greater than he. From the days of John the Baptist until now the kingdom of heaven suffers violence, and violent men take it by force. For all the prophets and the Law prophesied until John. And if you are willing to accept it, John himself is Elijah who was to come. He who has ears to hear, let him hear. (Matthew 11:7-15)
Instead of trying to “one up” each other, they affirmed each other’s contribution to the kingdom of God. This is essential for leaders to grasp. We are a body formed by many parts and having only One Head (1 Corinthians 11-12). Everyone has a unique contribution to make.
The muddy boots leader is busy equipping and promoting other leaders (Ephesians 4:11-13) to increase the workforce (Luke 10:2). In fact, these kinds of leaders are so mission minded they are setting their followers up to do even greater works than they did (John 14:12). In his book “Turn the Ship Around!” L. David Marquet, a submarine commander, describes success as watching those in his command get promoted beyond him well after he retired from the Navy. The first task is to get people to shoulder height with you. Then it’s walking with them as peers. But ultimately we want them to “out strip” us in their skills and abilities to lead the next generation. Our goal is not to be remembered but for our folks to remember the goal, reach the world for Christ.
Conclusion – Muddy boots leadership and vision – Abram’s Charter
In the latter stages of the Vietnam War and the late 1970s, the United States Army experienced significant turmoil. Various issues, such as a lack of discipline, disrespect for authority, low morale, and poor unit cohesion, reached an unprecedented high. Drug and alcohol abuse was rampant. Sexually transmitted diseases were prevalent among soldiers. And racially charged fights occurred frequently. Commanders struggled to maintain control and address the numerous disciplinary problems, leaving little time for essential training. In short the Army was a trainwreck and in need of a complete overhaul.
In 1974, General Creighton W. Abrams had a vision for change. He issued a directive to establish the Ranger Battalion as a model infantry unit. His vision was to create a force that would serve as an inspiration and role model for the rest of the Army, setting the standard for excellence in training, tactics, and combat readiness. These were to be the muddy boots leaders that would eventually impact the rest of the Army. The Ranger Battalion was to be an elite unit composed of highly motivated and skilled soldiers, trained in the art of warfare, and capable of operating in any environment and under any circumstances. General Abrams’ charter to form the Ranger Battalion was a bold initiative that changed the way the Army approached training and operations and by the late 1980s influenced every soldier in the U.S. Army.
To achieve his goal, General Abrams handpicked the best officers and enlisted personnel from across the Army to form the Ranger Battalion. The initial group of soldiers underwent a rigorous selection process that tested their physical and mental capabilities, as well as their commitment to the Army and its mission. The selected officers and soldiers underwent an intensive training program that covered a wide range of military skills, including marksmanship, hand-to-hand combat, navigation, survival techniques and many others.
The training program was designed to push the soldiers to their limits, both physically and mentally. They were subjected to long hours of grueling physical training, often in extreme weather and terrain. They were also trained in the use of the latest weapons and equipment. The goal of the training program was to create soldiers who were not only physically fit and highly skilled but also mentally tough and able to perform under pressure.
The Rangers were deployed to various locations around the world to carry out missions that required the highest level of skill, discipline, and professionalism. They were often called upon to carry out high-risk missions, such as rescuing hostages, securing airfields, and conducting strategic reconnaissance. The Rangers quickly established a reputation as a force to be reckoned with, capable of operating in any environment and under any circumstances.
The success of the Rangers did not go unnoticed, and it soon became clear that the unit was having a positive influence on the rest of the Army. Soon every single soldier was singing, “I want to be an Airborne Ranger…” during their morning runs in Basic and Advanced training. And whether they really wanted to or not, they continued singing the reframe when they got to their units.
Through the Ranger’s example it became unacceptable across the Army to call a Sergeant “Sarge” which had been popular since before WWII. It became a symbol of disrespect and would no longer be tolerated. The Rangers enforced the Army standard of standing at the ridgid position of attention when addressing an officer or parade rest when addressing a Non-Commissioned Officer (a Sergeant). The Ranger Battalions were reinvigorating a high standard of military bearing that had long been lost.
Units begin to increase expectations in training by making it more challenging by instituting five mile runs, twelve mile road marches, all weather training, reverse cycle training at night, and whole battalion runs in formation together as a result of the Ranger’s influence. And although not every unit desired or was capable of doing the kind of training the Rangers routinely executed, the net effect on the Army significantly increased combat readiness.
Esprit-de-corps improved Army wide as well. The Rangers instituted the word “Hooah.” It was our enthusiastic response to any orders or instructions. By the late 80s every soldier was responding to their superiors with a resounding “HOOAH!” (Whether they meant it or not). As Rangers, every morning before physical training we were required to recite the Ranger Creed. Soon other special units like the parachute riggers had a creed. By 2003 every soldier was required to know and recite the Soldier’s Creed. The Ranger Battalions had a unit coin with Ranger insignia stamped on it. The coin was to be carried at all times, whether in uniform or civilian attire to authenticate a sense of belonging and pride in the unit. By the early 90s, almost every unit in the Army had their own unique coin.
The Ranger’s even influence the general appearance and grooming of most of the soldiers. All Rangers were required to cut their hair extremely short, bald sides and no more than two inches on the top. By the late 80’s it was very popular for male regular Army soldiers to be sporting the Rangers’ “High & Tight” haircut. (Note: SPEC OPS units now sport long hair and beards to “blend in” with the indigenous population.) At the time the Army wore standard OD (olive drab) permanent press fatigues. The only units that routinely wore camouflage fatigues were Special Forces and Rangers (Airborne units occasionally wore “Cammies” when on various missions). By the early 80s every soldier was wearing the camouflage BDUs (Battle Dress Uniform).
In 1990 Saddam Hussian decided to invade Kuwait. He picked the absolute worst time in American history to mess with the US Army. In just 42 days General Schwarzkopf absolutely rolled up the fifth largest army in the world with the brillant aid of all sister services, Air Force, Navy, and Marine Corps. Had the Army remained in its dismal condition from the mid 70s, this would have never been possible. General Abrams’ vision to create a model infantry unit that would influence the whole institution had become a reality. The Ranger Battalions had sent their muddy boots leaders all over the Army. The training, tactics, and high standards of the Ranger Battalion had infected other units, and eventually the Ranger ethos of excellence and professionalism was impacting every soldier. This may have been transparent to many in the Army at the time but for those of us who knew Abram’s Charter and lived it, it was abundantly evident and awesome to be a part of.
In 2001 General Abrams’ vision was fully realized when Army Chief of Staff, General Eric Shinseki, unwittingly decided to make the black beret the standard headgear for all soldiers, citing the importance of instilling a sense of pride and unity across the Army. The decision was controversial with most Rangers because at the time the black beret belonged to the Rangers and them alone. But the Rangers’ feeling aside, it was supremely evident to anyone who was familiar with “Abrams’ Charter” that this was the “icing on the cake.” To be sure, the Rangers were not the sole reason for the Army’s huge turn-around but they were a major muddy boots contributor. General Abrams was a great catalyst for getting the Army back into condition to fight the Nation’s wars.
Could you and your church be a catalyst to make these kinds of significant changes in Christendom?
The choice is ours
Now we are armed and dangerous! We have a chance to be on the attack rather than defense or even worse just lick our wounds in the MASH. We have the opportunity to lead the people of God from the front and say “follow me” like Jesus and Paul did. (Matthew 4:19. 1 Corinthians 11:1) We can show them what to do and not just tell them what to do. We can turn pure theory into dynamic flexible applications to advance the kingdom of God in our little realm without violating the Biblical principles of disciple making. We can penetrate deep into lostness rather than just trade sheep. Our churches can inspire others to raise the bar and be the kind of disciples that actually obey the commands of Jesus. Will you get your boots muddy?
ToBeLikeJesus 