The answer is not a mystery. In a beautiful parable about His second coming, Jesus made it clear that His servants are in charge-people known not so much for their position or power, but for their attitude of true servanthood. Servants in Charge defines the roles of elders and deacons and offers practical suggestions for selecting these important leaders. And for servants who find themselves in charge, there are guidelines toward effective and fruitful ministry. Book jacket.
The time has come, Edward C. Zaragoza argues, to lay a new foundation for how we understand ordained ministry. He begins by reminding us that, on the basis of the priesthood of all believers, clergy are ministers with, rather than servants of, the congregation. Building on the horizontal nature of this relationship, he suggests that we begin to think of a friendship model of ministry. In this model the authority of the ordained arises not from the quality of their service to the congregation (a service which can too easily lead to subjugation or superiority), but from the fact that the church has set them apart to minister with and among them, carrying on their own ministry of prayer, proclamation, and teaching, in ways that enhance and facilitate the ministry of the whole people of God. In this timely and constructive theological analysis, Zaragoza offers a new paradigm for understanding the function of ordained ministry in the life of the congregation. After presenting a critique of the "servant leadership model" and explaining the risks inherent in it, the author presents a "friendship model" of ordained ministry and explains how this model arises from and takes place within the context of the whole people of God.
The definitive playbook for driving impact as a middle manager Leading from the Middle: A Playbook for Managers to Influence Up, Down, and Across the Organization delivers an insightful and practical guide for the backbone of an organization: those who have a boss and are a boss and must lead from the messy middle. Accomplished author and former P&G executive Scott Mautz walks readers through the unique challenges facing these managers, and the mindset and skillset necessary for managing up and down and influencing what happens across the organization. You’ll learn the winning mindset of the best middle managers, how to develop the most important skills necessary for managing from the middle, how to create your personal Middle Action Plan (MAP), and effectively influence: Up the chain of command, to your boss and those above them Down, to your direct reports and teams who report to you Laterally, to peers and teams you have no formal authority over Anyone in an organization who reports to someone and has someone reporting to them must lead from the middle. They are the most important group in an organization and have a unique opportunity to drive impact. Leading from the Middle explains how.
“A welcome way to spend an adventurous time in Renaissance Italy.”—Margaret Frazer As Court Engineer to the Duke of Milan, Leonardo DaVinci turns his superior mind to a variety of pursuits—from advances in painting to the invention of war machines. And with his favorite apprentice Dino to aid him, his keen intellect is perfect for sleuthing. . . . 1483. Milan, province of Lombardy. On a royal whim, Ludovico Sforza, the Duke of Milan, orders a living chess game to be enacted by members of his court. DaVinci conjures the spectacle in a single night, but his latest success turns bitter when one of the “pieces” is murdered. With even the Duke’s closest advisors suspect to treachery, DaVinci is the only man Sforza can trust to conduct the investigation. With his scrupulous eye for detail, DaVinci uncovers a vile nest of secrets—and danger—but the most surprising secret of all may be the true identity of his most talented, most trusted apprentice. . . . “Impressive . . . Vivid.”—Publishers Weekly (starred review) “Readers can expect plenty of intrigue and danger in this refreshing new series.”—Mystery Scene Magazine
Includes the decisions of the Supreme Courts of Missouri, Arkansas, Tennessee, and Texas, and Court of Appeals of Kentucky; Aug./Dec. 1886-May/Aug. 1892, Court of Appeals of Texas; Aug. 1892/Feb. 1893-Jan./Feb. 1928, Courts of Civil and Criminal Appeals of Texas; Apr./June 1896-Aug./Nov. 1907, Court of Appeals of Indian Territory; May/June 1927-Jan./Feb. 1928, Courts of Appeals of Missouri and Commission of Appeals of Texas.
Includes the decisions of the Supreme Courts of Alabama, Florida, Louisiana, and Mississippi, the Appellate Courts of Alabama and, Sept. 1928/Jan. 1929-Jan./Mar. 1941, the Courts of Appeal of Louisiana.
