Relational Intelligence E-Book

Steve Saccone

• Herausgeber: John Wiley & Sons
• Kategorie: Religion und Spiritualität
• Serie: J-B Leadership Network Series
• Sprache: Englisch

Seitenzahl: 302

Veröffentlichungsjahr: 2009

Beschreibung

An insightful and practical guide for developing relational leadership skills and engaging new paradigms of influence Relational Intelligence reveals how leaders can become smarter in the way they conduct their relationships, and as a result, catalyze their impact. This book unwraps the hidden power of a relational genius and the practical pursuits that contribute to increasing one's relational quotient (RQ). Steve Saccone offers thought-provoking and compelling pathways into understanding the synergistic effect of relational intelligence, mission, and influence. He demonstrates how critical the art of relational intelligence is for leaders who desire to better serve those they lead, as well as the organizations and communities they love. * Offers practical wisdom, engaging anecdotes, and compelling stories that show leaders how to develop relational intelligence * Delineates the essential skills that make leaders relationally intelligent * Unwraps six roles of a relational genius and how these transform our approaches to influence * Includes Foreword by Erwin Raphael McManus * A new book in the popular Leadership Network Series The author reveals how to increase one's awareness of the nuances in relational dynamics and suggests ways to help navigate relationships more intelligently and productively.

Leseprobe

Table of Contents

Title Page

Copyright Page

Leadership Network Titles

About Leadership Network

Foreword

Acknowledgements

PART 1 - The Origins of Relational Intelligence

Chapter 1 - The Human Economy

Relationships Are the Human Economy

Relationships Are the Virus of Influence

Relationships Are the Proof of God

What Is Relational Intelligence?

Measuring Relational Intelligence

Changing the Future

Chapter 2 - The Michael Scott Syndrome

An Inside Look

Work in Progress

An Unexamined Life

Seeing with New Eyes

Prescribing a New Lens

Curing the Condition

What If We Don’t?

PART 2 - The Hidden Power of a Relational Genius

What Does a Relational Genius Look Like?

Chapter 3 - The Story Collector

Dimensions Reveal Value

Secrets of the Story Collector

The Art of Good Question Asking

Facet One: Dreams

Facet Two: Life History

Facet Three: Personhood

Exploring Sacred Stories

Chapter 4 - The Energy Carrier

The Power of Energy Carriers

The Undercurrent of Energy

Energy Killers

Energy Catalysts

The Gift of Energy

Chapter 5 - The Compelling Relator

The Strength of Boredom

Reverse Boredom

Four Ways to Become a Compelling Relator

Chapter 6 - The Conversational Futurist

Evolve the Conversation

Think Before You Speak

One Ear to Heaven

New Yet Timeless Truths

Forward Progress

Interpreting the Signs

Reversing the Assumptions

Mistaken Assumptions

The Future Is Waiting for You

Chapter 7 - The Likeable Hero

Likeability 101

Any Objections?

The Genius of Likeable Heroes

Are You a Likeable Hero?

What the Signs Tell Us

The Spider-Man Way

Chapter 8 - The Disproportionate Investor

Purses with Holes

Consumers Versus Investors

Going Underground

A Few Good Men

The Gravity of Selection

Making Your Selections

Quality Versus Quantity

Chapter 9 - The Last Word

Notes

Bibliography

The Author

Index

Copyright © 2009 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-BassA Wiley Imprint989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com

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All Scripture attributions are listed in the Notes section at the end of the book.

Scripture quotations marked (NIV) are taken from the HOLY BIBLE, NEWINTERNATIONAL VERSION®. NIV®. Copyright © 1973, 1978, 1984 by International BibleSociety. Used by permission of Zondervan. All rights reserved.

Scripture quotations marked (NASB) are taken from the New American Standard Bible®, Copyright © 1960, 1962, 1963, 1968, 1971, 1972, 1973, 1975, 1977, 1995 by The Lockman Foundation. Used by permission. (www.Lockman.org)

Scripture quotations marked (TNIV) are taken from the HOLY BIBLE, TODAY’S NEW INTERNATIONAL VERSION®. TNIV®. Copyright© 2001, 2005 by International Bible Society. Used by permission of Zondervan. All rights reserved.

Scripture taken from The Message. Copyright 1993, 1994, 1995, 1996, 2000, 2001, 2002. Used by permission of NavPress Publishing Group.

Library of Congress Cataloging-in-Publication Data

Saccone, Steve, date.

p. cm.—(Leadership network series)

Includes bibliographical references and index.

eISBN : 978-0-470-52346-9

1. Christian leadership. 2. Interpersonal relations—Religious aspects—

Christianity. I. Title.

BV652.1.S23 2009

253—dc22 2009018598

HB Printing

Leadership Network Titles

The Blogging Church: Sharing the Story of Your Church Through Blogs, Brian Bailey and Terry Storch

Church Turned Inside Out: A Guide for Designers, Refiners, and Re-Aligners, Linda Bergquist and Allan Karr

Leading from the Second Chair: Serving Your Church, Fulfilling Your Role, and Realizing Your Dreams, Mike Bonem and Roger Patterson

The Way of Jesus: A Journey of Freedom for Pilgrims and Wanderers, Jonathan S. Campbell with Jennifer Campbell

Leading the Team-Based Church: How Pastors and Church Staffs Can Grow Together into a Powerful Fellowship of Leaders, George Cladis

Organic Church: Growing Faith Where Life Happens, Neil Cole

Off-Road Disciplines: Spiritual Adventures of Missional Leaders, Earl Creps

Reverse Mentoring: How Young Leaders Can Transform the Church and Why We Should Let Them, Earl Creps

Building a Healthy Multi-Ethnic Church: Mandate, Commitments, and Practices of a Diverse Congregation, Mark DeYmaz

Leading Congregational Change Workbook, James H. Furr, Mike Bonem, and Jim Herrington

The Tangible Kingdom: Creating Incarnational Community, Hugh Halter and Matt Smay

Leading Congregational Change: A Practical Guide for the Transformational Journey, Jim Herrington, Mike Bonem, and James H. Furr

The Leader’s Journey: Accepting the Call to Personal and Congregational Transformation, Jim Herrington, Robert Creech, and Trisha Taylor

Whole Church: Leading from Fragmentation to Engagement, Mel Lawrenz

Culture Shift: Transforming Your Church from the Inside Out, Robert Lewis and Wayne Cordeiro, with Warren Bird

Church Unique: How Missional Leaders Cast Vision, Capture Culture, and Create Movement, Will Mancini

A New Kind of Christian: A Tale of Two Friends on a Spiritual Journey, Brian D. McLaren

The Story We Find Ourselves In: Further Adventures of a New Kind of Christian, Brian D. McLaren

Missional Renaissance: Changing the Scorecard for the Church, Reggie McNeal

Practicing Greatness: 7 Disciplines of Extraordinary Spiritual Leaders, Reggie McNeal

The Present Future: Six Tough Questions for the Church, Reggie McNeal

A Work of Heart: Understanding How God Shapes Spiritual Leaders, Reggie McNeal

The Millennium Matrix: Reclaiming the Past, Reframing the Future of the Church, M. Rex Miller

Shaped by God’s Heart: The Passion and Practices of Missional Churches, Milfred Minatrea

The Missional Leader: Equipping Your Church to Reach a Changing World, Alan J. Roxburgh and Fred Romanuk

Relational Intelligence: How Leaders Can Expand Their Influence Through a New Way of Being Smart, Steve Saccone

The Ascent of a Leader: How Ordinary Relationships Develop Extraordinary Character and Influence, Bill Thrall, Bruce McNicol, and Ken McElrath

Beyond Megachurch Myths: What We Can Learn from America’s Largest Churches, Scott Thumma and Dave Travis

The Elephant in the Boardroom: Speaking the Unspoken About Pastoral Transitions, Carolyn Weese and J. Russell Crabtree

About Leadership Network

Since 1984, Leadership Network has fostered church innovation and growth by diligently pursuing its far-reaching mission statement: to identify, connect, and help high-capacity Christian leaders multiply their impact.

Although Leadership Network’s techniques adapt and change as the church faces new opportunities and challenges, the organization’s work follows a consistent and proven pattern: Leadership Network brings together entrepreneurial leaders who are focused on similar ministry initiatives. The ensuing collaboration—often across denominational lines—creates a strong base from which individual leaders can better analyze and refine their own strategies. Peer-to-peer interaction, dialogue, and sharing inevitably accelerate participants’ innovation and ideas. Leadership Network further enhances this process through developing and distributing highly targeted ministry tools and resources, including audio and video programs, special reports, e-publications, and online downloads.

With Leadership Network’s assistance, today’s Christian leaders are energized, equipped, inspired, and better able to multiply their own dynamic Kingdom-building initiatives.

Launched in 1996 in conjunction with Jossey-Bass (a Wiley imprint), Leadership Network Publications present thoroughly researched and innovative concepts from leading thinkers, practitioners, and pioneering churches. The series collectively draws from a range of disciplines, with individual titles offering perspective on one or more of five primary areas:

1. Enabling effective leadership

2. Encouraging life-changing service

3. Building authentic community

4. Creating Kingdom-centered impact

5. Engaging cultural and demographic realities

For additional information on the mission or activities of Leadership Network, please contact:

Leadership Network [phone] [email protected]

Foreword

I have had the privilege of knowing Steve and his amazing wife, Cheri, for several years now, and I still remember the day we met. They both left an unforgettable impression on my life. They had been recommended by a friend who spoke of them in such glowing terms that I was certain I was being set up for disappointment. My friend was right, and I was more than pleasantly surprised. I knew right away that in a world enamored with high-powered leadership styles and in a culture addicted to style over substance, Steve may be potentially overlooked and underestimated. Steve wasn’t the proverbial diamond in the rough; he was a diamond in a world that valued glitter. He wasn’t going to grab your attention with how bright he shined; he would, however, illuminate any room with the light he brought out in others. In a strange way, Steve’s greatest gifts are the ones he brings out in those who work with him. He has over the years developed an absurd number of leaders, all of whom consider Steve a good friend. This is what I think makes Steve unique and uniquely qualified to write this book. Steve doesn’t work with bosses, peers, or subordinates—he works with friends. Regardless of his role or organizational position, relationship is the unifying core of everything he does and everyone he works with. Steve doesn’t so much lead through teams as he leads through community. And he does this with great intelligence—specifically relational intelligence.

People come from all over the world to Los Angeles to experience and observe Mosaic. They come hoping to glean a new approach to ministry or to discover what the church will look like in the future. Given only a few hours around one of our gatherings, they might leave inspired by the creativity and artistry of our community, or they might leave determined to reflect our diversity as they see the world come together across seven different locations. Only those who are careful observers will see that what really makes Mosaic possible is a deep investment in people and a profound commitment to being authentically human. It is in this context that Steve rises to the surface. The greatest compliment I could give Steve, and he fully personifies it, is that he is a “true human.”

As a leader, Steve not only brings out the best in others as leaders but also brings out their humanity. The great danger lies in becoming a better leader without becoming a better person. Wherever possible, we need to redefine what leadership really is and is not. Great leadership should and must become inseparable from nobility, honor, and virtue and never again be mutually exclusive. Neither can leadership continue down the path of using—I’m sorry, recruiting—people to fulfill the leader’s vision. Far too many leadership conversations address people as commodities to be distributed and discarded based on the leader’s own needs and desires. True leaders are as committed to helping those under their care find their unique path and purpose as they are to fulfilling their own. The basis of Steve’s philosophy is that people matter, that they are our greatest resource, and that real leadership requires relational intelligence.

In Wide Awake, I focus on eight characteristics of the person who continually lives out his or her greatest dreams. This person is identified by both a description and a hero. I close the book with what I feel is the most critical attribute needed to live our most heroic lives. The chapter is titled “Invest,” and the hero is the Romantic. “Invest” offers an observation and an opportunity. The observation is that we can never fulfill our greatest dreams without the goodwill and help of others. Simply put—we need people. The opportunity is to be that person for others. Again in simple terms—people need you. Relational Intelligence will elevate both your awareness and perceptivity in regard to both of these dynamics.

This past year we have, as a team, been practicing the art of awareness. A lifetime of exploration has left me with the discovery that there is a language we humans speak that goes far beyond words. I have spent the last four decades listening to what people are really saying. The more carefully I listened and the more closely I paid attention, the more clearly I could hear what wasn’t being said. Language has become secondary to me; communication and understanding, primary. When I was younger, I would say I could see emotions the way others see furniture. Unfortunately, many leaders see the goals clearly, but are visually impaired when it comes to people. If you’re ready to leave behind antiquated models of leadership where results rule over relationship, and to join those who are convinced that the future is waiting within the untapped potential of the people they lead, then it’s time to increase your relational intelligence. You’re going to need it.

Create the future, Erwin Raphael McManus

Heroes to Acknowledge

The stories of our lives are filled with dreams; some come true, and some do not. When a dream does come true, you stand in awe, wondering how exactly it all happened. For me, the book you are holding is a dream come true, and without so many significant people in my life this would never have become a reality.

In my journey through life, there are heroes who shaped who I’ve become and what I’ve accomplished. They are the characters in my story who invested in me, brought out my best, and sacrificed for reasons I don’t fully understand. But when God brings these people into your life, you treasure them, and hold them close to your heart because they are so rare. Some of these people have made immense contributions to this book, and for that I am forever grateful.

Cheri, you are without question the most remarkable hero in my life. More than anyone, you’ve made so many of my dreams become a reality—and this is certainly one of them. Writing this book (together) brought us new challenges, and through them the depth of who you are was once again displayed as the incredible person I know you to be. Willingly, you spent endless hours sharpening my thoughts and ideas, and offering yours freely (they are usually much better than mine). I have never known anyone with such an abundance of relational wisdom and ability to clearly articulate insights. Every step of the way, you immersed yourself in this writing process with unmatched devotion, diligence, and loyalty to me. You gave so much, and I cannot express in words how grateful I am for your sacrifices, generosity, and patience. Your fingerprints are on every page of this book, and I hope you know how deeply grateful I am for your endless devotion to me through this process—it goes beyond what anyone will ever know.

To other heroes in my story:

Sheryl Fullerton: Thank you for your relentless honesty, flexibility, and quality input. Your strengths helped improve my weaknesses and filled gaps that would still be in this book if not for you.

The whole crew at Jossey-Bass and Leadership Network: Thank you for risking greatly and believing in my message. I’m extremely honored to partner with you.

Erwin McManus: You are not only a great leader but also a dream catcher. You see possibilities in people and help them live out dreams they didn’t even know existed. You’ve shifted my paradigms and given me life-changing opportunities; your investment in me has been priceless. There are not enough words to express how thankful I am to you, and this book is a tribute of my gratitude.

Tina Jacobson: I’m deeply indebted to you because this book might not have happened without you. Thanks for representing me so well, and for going above and beyond. I benefited not only from all your years of experience but also from the kindness you showed me along the way.

Daniel Hill: Thank you for your persistent demand for clarity and focus, for your relational wisdom and input, and for the creative energy that emerged from our ongoing conversation through life. Your contributions were so meaningful to me, and I’m deeply grateful for them.

Gary Hill: Thanks for your energy, for shaping so much of my theological foundation, and for offering your insights on human relationships as God designed them to be.

David Haley, Michael Muniz, Scot Burbank, Jason Jaggard, Sueann Cho, and Hank Fortener: You went above and beyond to help make this book better chapter by chapter. Thanks for giving so freely and generously; your input mattered more than you know.

Joby Harris: For your creative ideas, for offering yourself so freely, and for your constant spirit of generosity.

Mom and Dad: Thank you for a lifetime of unconditional love, and for teaching me so much about relationships.

And last, words cannot capture my immense gratitude to God, the One who gives so fully and undeservingly. Writing has been an incredible privilege and an extraordinary act of grace that has filled my heart with joy and worship. Most of all: God, I pray this book honors You.

PART1

The Origins of Relational Intelligence

Human relationships are often reduced to a commodity, as if people were buying, selling, and trading them for their own good. People often value relationships for the wrong reasons. Perhaps it is because a relationship helps them feel empowered in a world where they feel powerless, or because it can help them receive a significant promotion in their field of work; sometimes relationships can be useful for people as they seek to advance their own ambition or feed their own narcissism. When we value relationships for the wrong reasons, or when there is no advantage to be gained, people quickly become disposable. But relationships must not be reduced to a commodity and must not be disposable, because they are God’s highest value and intersect the essence of what it means to be human. The way we choose to relate to one another defines the quality of our human experience and reveals what we value most. This is where the journey of relational intelligence begins.

At the intersection of intelligence and relationships is a man who completely embodies the synergy of both. Jesus is that man. He was the most relationally intelligent person who ever walked this Earth. He compelled people to Himself through authentic love and compassion. He accepted people where they were at, while at the same time challenging them to grow and change. He extended grace, but also carried out justice. He related to people with confidence while simultaneously remaining humble. He knew when to challenge others and when to encourage them. On His brief journey when He walked on Earth, He never saw a single person as disposable or unworthy. He was highly relational and knew how to consistently guide people wisely and meaningfully. If we explore the relational world in the life of Jesus, and if we really absorb how He approached leadership, we discover His emphasis on the quality of relationship.

As leaders, we tend to focus more on quantity than quality, but Jesus’ approach to leadership was different. This may be most clearly seen in how He related to and invested in His twelve disciples. He never skimped on the quality, and what followed was an enormous quantity of influence, which continues to have far-reaching effects today. The longer I am in leadership, the more I learn that bigger is not always better, that faster doesn’t always get us where we want to go, and that quantity ought to be a by-product of quality rather than an end in itself.

Relational Intelligence strives to guide leaders in reprioritizing their emphasis on the quality in their relationships, and in doing so expand their ability to influence others more effectively. This doesn’t mean we should eliminate the pursuit of quantity altogether; it simply means that quality must precede quantity if we want our influence to be deeply and personally transformational for others. Who knows? Maybe applying this new way of being smart will accelerate the far-reaching effects of your impact in ways you could never imagine, while at the same time making you and me better human beings.

1

The Human Economy

Man is a knot into which relationships are tied.

—Antoine de Saint-Exupéry,Flight to Arras

Although Carly and I had been in eighth grade together, something changed when I saw her in ninth grade. When she walked into the room, it seemed that every teenage boy had his eye on the girl I thought was the prettiest one at school. But there was a big obstacle to asking her out: her beauty intimidated me.

After a couple months, I stopped allowing my fear of rejection to stifle my pursuit. I devised a scheme to ask her out that guaranteed a response of yes. It was a simple strategy, one that many others use when they’re young and infatuated (and even when they are adult men with perceived courage and strength). I decided to ask her friends if she “liked me,” while ensuring that she wouldn’t find out that I liked her. To my surprise, I discovered Carly had a little thing for me as well!

She agreed to go out with me, but for fourteen-year-olds, what is dating anyway? I wasn’t even old enough to drive. The only money I had was from my parents for taking out the trash and washing dishes. For me, dating involved seeing each other at lunch and at our lockers between classes. Of course we also talked on the phone at night, which was often filled with uncomfortable silence. But isn’t awkwardness the teenage modus operandi? I decided to move forward anyway.

Two weeks into our “dating relationship,” I took Carly on our first date. That is, I asked to see if her mom could drop her off at my house on Friday night—and she did. After she met my parents, they went into the next room and left us by ourselves. I was nervous about whether we could make conversation for two hours; after all, I was a teenage boy used to having entire conversations consisting of grunts and comments on bodily functions. But in an effort to avoid this dilemma, I had rented a romantic comedy. After the movie, I was hoping we would have only a few minutes before her mom came; although I really liked her, I didn’t know what to talk about. But I tried.

“How did you like the movie?” I asked.

“It was good. How did you like it?”

“I thought it was good too.”

That’s about the extent of the conversation.

As we sat on my couch, I wanted to connect so badly, but didn’t really know how. So I came up with a seemingly brilliant solution. I decided to take our relationship to the next level. I slowly put my arm around her and started rubbing her shoulder. Then my clammy palm grasped hers as I looked into her big brown eyes and attempted to create a meaningful moment. The next thing that came tumbling out of my mouth was, “I love you.”

Pure silence.

She just sat there looking at me with a blank stare. It was not so much the look of affection and adoration I was hoping for, but more the look of someone standing in the middle of the road about to get hit by a Mack truck. Saying, “I love you” in that moment was the verbal equivalent of someone jamming a stick into my bike spokes while going thirty miles per hour.

After what seemed like an eternity, Carly managed to get out two words, a confused “Thank you?” Of course she had no idea how to respond. What else could she say? It’s no surprise that our relationship ended shortly thereafter. In an effort to take our relationship to the next level, I had said something completely foolish, and it produced the opposite effect from what I wanted. Instead of bringing us closer, it broke us apart.

I didn’t know a name for what happened, but the fact is, I didn’t have any relational intelligence. I tried to create a meaningful moment without doing the work of cultivating the relationship. I attempted to force something that the relationship wasn’t ready for. My motives were selfish, and my awareness of her emotions and own desires was not even considered. Not to mention that my approach was awkward, insensitive, and foolish.

My lack of relational intelligence in that moment reflects a bigger reality that has a profound impact on leadership, for better or worse. As leaders, our capacity for relational intelligence can be the cause of both our failures and our successes. One mistake can do enough damage to dissolve a relationship. In one instant, we can destroy what’s taken years to build. If you have experienced what it feels like to be the victim of someone else’s lack of relational intelligence, you know exactly what I mean. For instance, instead of trying to resolve conflict appropriately, maybe someone verbally attacks you, and as a result your relationship implodes. Or maybe someone makes you believe that he or she is trustworthy, but then violates that trust and wounds you deeply with harsh or inappropriate words. Or maybe you follow someone’s leadership because you believed in the person, but when you needed him most he abandons you and leaves you to fend for yourself, thus breaking up your relationship. In contrast, a person with a high level of relational intelligence knows how to resolve conflict in a healthy manner that fosters the strength of a relationship rather than breaking it down; she earns your trust and is able to sustain it by being a person of integrity and love, and she appreciates your faithfulness to her and in turn is faithful to you when you need her.

As leaders, our capacity for relational intelligence can be the cause of both our failures and our successes.

As leaders, our intentions are often sincere in wanting to help people move forward, or take a team or group to the next level. But sometimes we don’t know exactly how to accomplish our goal. We want to create meaningful moments, but we sometimes end up saying or doing the wrong thing, even when our intentions are good and sincere. As we push people to make progress and pursue a greater purpose, sometimes we find that we’re too impatient to do the work of cultivating the relationship that will help them succeed. As leaders, we can sometimes see relationships as simply a means to an end, and this inevitably short-circuits the process needed to apply and implement relational intelligence in our everyday lives and leadership.

What if cultivating smarter relationships became a more integral part of how we approach leading others? What if we focus on the quality of our relationships, which sometimes can be the harder way, but trust that this is also the better way? What if we learn how to create meaningful moments more effectively with others by engaging relational dynamics differently than we have previously done, building trust and credibility that lasts? Our ability to forge healthy relationships is increasingly critical to our leadership effectiveness. In the past, authority and credibility were built on status, power, or position, but in today’s world it’s built on relationship and trust. To be relationally intelligent, we must shift from a positional authority mind-set to the crucial leadership mind-set of relational authority. If we want to move forward in expanding our influence, we must ensure that the foundation of relational intelligence is built. And then we’ll be on our way toward cultivating a new way of being smart.

Relationships Are the Human Economy

When we hear the word economy, we think in terms of finances. The way economics breaks down involves how we spend, invest, and give away our money. But a lot of people would admit that they don’t spend adequate time and attention improving the way they handle their finances, which affects their financial intelligence. Whether we neglect or expand our efforts in this arena, we all influence the global economy in some way. And just as the global economy is all about money, the human economy is all about relationships.

Relationships have a direct correlation to the quality of our lives. Unfortunately, many of us often give less-than-optimal effort, focus, and intentionality to maximizing how we spend, invest, and give in our relationships. Wouldn’t life be different, and better, if people avoided spending years in the same relationally dysfunctional cycles—at home, at work, or as leaders? What would change if people paid closer attention to how they spend, invest, and give in their relational sphere? What if people kept striving to improve their interaction with others so the quality of their lives would be enhanced and their influence would be expanded?

Because the human economy revolves around relationships, how we choose to spend, invest, and give our lives is of primary importance. Relationships define what it means to be human, which makes them both complicated and fragile. They are the most challenging and complex arena of our lives. They can create enormous amounts of pain, but they can also be the source of indescribable joy. Without relationships, human beings experience loneliness, emptiness, and despair, but when relationships are a present and active part of daily life they give a sense of belonging, fulfillment, and hope. They’re critical to our personal well-being and the wholeness of our emotional world, and they even affect our physical health. Relationships are the context from which we find meaning and discover what lasting contributions we can make in the lives of others. Our day-today human interactions will determine the quality of our lives more than the tasks or work we do, whether it’s in our careers, in leadership, or in any other arena of life. We cannot overestimate the profound effect relationships have on our lives.

Relationships define what it means to be human.

Once I was facing a major life decision where the relational connection superseded all other factors in my decision-making process. Upon graduating with my master’s degree, I began looking for a job. I found one of great interest in Seattle, and the organization flew me in for an interview. On paper, the job had everything I wanted: it was in a city where Cheri and I both desired to live, a job with an impressive and friendly staff of potential coworkers, a salary much higher than I expected (not to mention a significant spending budget), and then there was a large office they offered to design in any way I wanted. After seven years of school (college and graduate school), including a three-year internship that I actually paid the organization to be part of, this job was looking pretty good.

However, there was one critical missing component. I was unable to establish a relational connection with the person who would ultimately be my boss. It wasn’t that he did anything wrong or that he treated me poorly, but after walking away from our interactions with him, Cheri and I felt that there was no potential for the strong relationship that I would need if I were to follow his vision. Although he offered me the job, and although it was a difficult decision in part because it had so many great opportunities I was looking for, I turned it down simply because there was a lack of relational connection.

Shortly afterward, and in direct contrast to that experience, I met the man who is now my boss. Cheri and I were living in Chicago when we met Erwin McManus through our mutual friend Greg. He graciously agreed to meet with us and talk about the possibilities of how we could be a part of Mosaic, the spiritual community he led in Los Angeles. From the moment we met him, we felt an immediate connection with him. That connection continued to grow stronger over the next few hours as we talked and dreamed together about the future. Erwin had made it clear before we met, and even during our meeting, that Mosaic didn’t hire people who were not already an integral part of the Mosaic community in Los Angeles. Therefore it wasn’t a meeting that was going to result in obtaining a job, but this didn’t ultimately dissuade me from my decision. Thanks to the strong relationship established that evening, a job opportunity wasn’t even part of my decision-making process. That night, Cheri and I were compelled to the decision to move from Chicago to Los Angeles so that we could become part of this amazing spiritual community, as volunteers. We chose to figure out the rest of the details along the way. Mosaic did hire me later, but after many months of serving and building strong relationships. Today, I have the honor of still working on staff at Mosaic, and it all traces back to establishing a strong relational connection.

In contrast to the first job interview, this option offered nothing initially I was looking for in terms of my career, and there was certainly not any kind of financial benefit. But we had met a leader we believed in, who had a vision we were compelled to support. I wasn’t offered a job, but this leader did take the time to meet with me, invest in me, and inspire me. The relationship we established was the much more important thing that persuaded us. Cheri and I made a huge life decision, not based on money, a career opportunity, or the easiest road, but rather on something much less tangible though much more powerful: a relationship. People will ultimately be disappointed with wealth, status, and success alone, but people will thrive and be influenced by the substance and profound nature of their relationships.

It’s hard to find anything that matters more than relationships. To understand the full gravity of the power and significance of relationships, we have to look at the origin and source of them. Relationships didn’t begin as a human initiative, but instead as a divine one flowing from the center of who God is. God didn’t create human beings because He somehow needed us; rather, He created human beings as relational because He exists as a relational being. His desire for us is to enjoy the kind of community that He experiences within Himself. God is not a lonely being searching to find community, because He has community within Himself (Father, Son, and Spirit). Although I cannot comprehend this mystery of how God exists in this capacity, I do know that human beings have been created in His image and likeness, which involves being created as relational beings. What matters most to God is relationships, and that’s why they are the foundation of the human economy.

Relationships Are the Virus of Influence

The next foundational element of relational intelligence involves the dynamics of influence, which compares to how viruses infect our immune system. A virus is an infectious agent that reproduces or grows only when it has a host cell or carrier. It can be a bad thing or a good thing. A vaccination can be good when it is a virus injected into our bloodstream to strengthen our immune system. But a bad virus is one that is harmful and breaks down the immune system, making us more vulnerable to disease and illness. When it comes to relational intelligence, we as human beings are all carriers, or host cells. We carry the virus of influence, which is called relationship.

We carry the virus of influence, which is called relationship.