I once asked Pastor Mark Corts about his family. “I’ve never known such a group of overachievers. Your brother Tom is the president of Samford University; Paul is president of Wingate University. John Corts is the executive who runs the Billy Graham Evangelistic Association. And you pastor one of the greatest Southern Baptist Churches in the country.” (That would be Calvary Baptist in Winston-Salem. If you know these institutions, you will recognize that this conversation happened a few years back. Mark is in Heaven now, and his brothers have retired.)
Mark said, “And our sister is a missionary; don’t leave her out.”
I said, “You had to have incredible parents. Tell me about them. What did they do to bring this about?”
As I recall, Mark Corts said, “They were simple, salt-of-the-earth people. They gave us responsibilities and expected us to meet them. In our teens, we all held part-time jobs. They simply expected us to do well.”
That probably was not the dramatic answer I was expecting. Surely, I had thought, the parents had a plan for raising bright high-achieving children. I could just see a sermon series or at least some great illustrations resulting from the insights from this son of such illustrious parents. But that’s all I got.
Reflecting on that conversation, I realize now that Mr. and Mrs. Corts were doing something that was indeed every bit as dramatic as I had hoped: they were bringing up their children to be effective leaders. They did that by assigning them responsibilities that increased in size and scope as they grew, and by holding them accountable.
“Why Should Anyone Be Led By You?” is the title of a book by Rob Goffee and Gareth Jones. They wanted to know why leaders were in such short supply, particularly since every strata of this society claims to place a high premium on leadership.
The writers came up with two answers. First, organizations say they want leaders but structure themselves so as to destroy budding leadership and to discourage initiative. They reward blind obedience and promote those who know how to play the corporate game.
The second reason there are so few leaders is that we simply do not know much about leadership and how to produce it.
We will grant the second point, but I’d like to comment on the first, that organizations and businesses often stifle leadership.