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| Investing in people can take many forms, but the important thing is that we do make the effort to invest in others. |
Two company executives were discussing the considerable cost
of training and developing people within their organization. The chief
financial officer asked, “What happens if we invest in people, and they leave?”
The CEO looked the CFO in the eyes, paused and then replied,
“What happens if we don’t invest in people – and they stay?”
This principle holds true not only for the business world,
but also for every facet of life and society. On a football or basketball team,
for example, the head coach invests considerable time, energy and experience in
developing his assistant coaches. One by one they leave, accepting head
coaching jobs of their own. Some might even become coaches for competing teams.
Was it worth the coach’s investment in them?
A pastor invests hours every week meeting with several
individuals, helping them to learn what a relationship with Jesus Christ really
means and then to grow in their faith. Some move into lay leadership positions
at the church, but others move to other churches. Did the pastor squander time
investing in those taking their learning and spiritual gifts to other
congregations?
Parents spend much of their adult lives investing in their
children – caring for them from diapers through driver’s licenses and college. Not
to mention the financial investment. What if the children move to other parts
of the country, become consumed by careers and family pressures, and rarely
communicate? Was the parenting investment worthwhile?
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| Investing in others doesn't have to be complicated. It can just be "hanging out." |
Similar scenarios could be described for mentors, teachers,
executive coaches and many other people involved in the growth and development
of others.
On TV, we often see commercials about financial investments
– how to increase your savings for the future, especially if retirement is approaching.
I’ve concluded there is no greater investment than to share one’s time, energy
and experience with other people, regardless of whether results feel like
“success.” It’s far better to invest in people and lose some of them, than not
to invest and be stuck with people operating far below their potential and
capabilities.
The Bible can be described in many ways, including the
narrative about people investing in others over a span of thousands of years,
all in the name of the God they worshipped and served. Abraham invested in
Isaac; Jacob invested in his sons; and Moses invested in Joshua. There were
Naomi and Ruth, Elijah and Elisha, Samuel and David.
Jesus invested in a handful of ragtag disciples, none of
whom would have been voted “most likely to succeed” in their high school
yearbook. Yet when He departed from the earth, they were entrusted with
carrying on His mission. One of them, Judas Iscariot, failed the course
terribly. Barnabas invested in Paul and John Mark, and Paul invested in
Timothy, Silas and others. The apostle had failures along the way, too, including
a guy named Demas.
Just before He ascended to heaven, Jesus charged His
followers, “Therefore go and make
disciples of all nations…teaching them to observe everything I have commanded
you” (Matthew 28:19). And Paul instructed young Timothy, “And the things you have heard me say in the
presence of many witnesses entrust to reliable men who will also be qualified
to teach others” (2 Timothy 2:2).
In Leaders Legacy, the non-profit I work for, we believe the
true mark of a leader is not what occurs while he’s in charge, but what happens
after he’s gone. Does the work continue and grow, or does it stagnate or die?
A dedicated leader that invests in and develops people in
his or her company or organization will leave an enduring legacy, whether those
individuals stay with the enterprise and assume greater responsibilities or
leave for key leadership roles at other places.
By contrast, poor leaders are those whose enterprises
crumble to pieces when they are removed from the picture, much like a house of
cards. Their legacy, because of selfishness, pride, and an unwillingness to
invest in others, perhaps for fear they might surpass them, is one of failure and
futility.
We might not be CEOs or presidents of huge corporations, owners
of our own businesses, or even pastors of prominent churches. But we each have
a significant sphere of influence – our children, close friends, peers at work,
people in organizations where we volunteer. Maybe you’ve benefited from
someone investing in you.
