Developing other leaders and mentoring them is a core component of pastoring. Matt Perman (Desiring God | What’s Best Next) makes some excellent observations on the difference between “what I’m good at” and “what my strengths are” and the difference between skills and talents:
1. “What I’m Good At” vs. “What My Strengths Are”
People should make sure not to confuse “what I’m good at” with “what my strengths are.” Your strengths are what make you feel strong. If something is a strength, you are also good at it. But you can be good at something that you hate doing. That is not a strength, and shouldn’t receive your focus.
2. Know What You Enjoy
This shows more specifically what role the individual has to play in discerning his or her calling—for nobody but the individual knows what he or she really enjoys. The community is critical in identifying “misyearnings”—things you enjoy but are bad at. That then needs to be integrated with something that only the individual can asses—your own awareness of what you find most energizing.
3. Lack of Skill vs. Lack of Talent
It’s worth noting that lack of skill can often be confused for lack of talent. The community of advisers needs to keep this in mind. Talent can be defined as the innate ability that allows you to do something well. This is a basic feature of one’s personality and isn’t chosen. Skills, on the other hand, can be learned. If you have talent but lack skills, you might not be very good yet. So people might encourage you to go in another direction, but in reality you could get the skills and, combined with your talents, become very effective.
4. Talent, Skill, and Knowledge
Strength in something comes from talent, skill, and knowledge. The key to developing a strength is to add knowledge and skill where you have talent. Your talent multiplies the effect of those skills and knowledge, resulting in a much greater effect than adding them in areas where you lack talent.
Point #2 is very important, especially this part: “The community is critical in identifying ‘misyearnings’—things you enjoy but are bad at.” There is no easy way to do this. People get hurt and sometimes leave. In order to avoid this, leaders sometimes allow people to keep doing something everyone knows they’re bad at for the sake of not hurting their feelings.
Point #3 is another tricky one to manage. We often cut the line too early on people who have undeveloped talent, but it is important to allow them to development in an environment that will ensure that this development will continue. Allowing them to lead in the wrong setting too early in their development can damage their confidence and can form a strong perception in those they are leading that they are incapable and/or inept.
(HT: JT)
