The Power of Two: Delighting in the Leadership Dance

By Danny Hunt

All of us, no matter what our situation, are affected by the dance of leadership – the interplay between leaders and followers, including those who are second in command. How well these partners ‘dance’ together exerts enormous influence over an organisation.

In 'The Power of Two', Danny Hunt reflects on one aspec

• Language: English
• Publisher: NewHope Baptist Church
• Release date: Jun 1, 2019
• ISBN: 9780646998008

Danny Hunt

Originally a secondary school teacher, Danny has served for thirty years in pastoral leadership in churches - small, medium and large, urban and rural - in New South Wales and Victoria, Australia. As well as degrees in science and theology, he has completed a doctorate with a focus on 'second chair' leadership. He is currently an associate pastor at NewHope Baptist Church in Melbourne.

Book preview

Introduction

The Leadership Dance

David … danced before the LORD with all his might.

2 Samuel 6:14

The longer I have been a leader, the more sense it has made to understand leadership as a dance. I think this metaphor can really help us in exploring the relationship between a leader and those that he or she serves.

King David’s leadership is famous for its preparation, length and strategic impact. Learning and anointed as a teenager shepherd (1 Sam 16:11,13; 17: 34–37), David had to dance around Saul for a long time before he began his 40-year reign (2 Sam 5:4). He was also a man of deep spirituality. We see this when he celebrates the delayed arrival of the Ark of the Covenant in Jerusalem and shows his delight by enthusiastically honouring God with a dance of worship. Putting aside his own importance and royal clothes, he did not consider it beneath his dignity to focus on God in this way.

Learning to dance takes intentionality. My secondary school ran dance classes in preparation for our annual socials. These were as amusing as they were frightening, as our teachers tried to teach us some traditional dances. Yet without ongoing practice, we soon lost most of the skill we thought we had. I remember in my final year, though, that it didn’t stop me making sure I had the last dance with a particular girl. Back then barn dancing and square dancing were also popular with my peers. We enjoyed how these dances made it easier to take part and mix up. It was simpler because they involved a caller helping to keep us in the right place at the right time.

Today ballroom dancing is witnessing a revival, due at least in part to the health benefits in keeping people moving. And hit movies like Strictly Ballroom and Happy Feet have only added to the recognition of the power of dancing. Now when I go to weddings or other celebrations, the range of music and ages means almost any kind of dancing is possible.

Dancing can communicate a lot about the history and culture of those involved. I will never forget as a teenager standing in the middle of a huge ceremonial sing-sing dance in the western highlands of Papua New Guinea. People had gathered to decorate themselves and take part in a very energetic and synchronised display. As well as being a visual spectacle, this dancing tells stories about their history. Over the years it has been inspiring to witness Australian Aboriginal, Fijian, Irish, Israeli and Scottish Highland dancing too, all with their own distinctive choreography. I have been at Persian gatherings where I was given little choice but to join the men in dancing.

The leadership dance can be just as complex. It is more of an art form than a science, and it is about relationships more than procedure. When people say, ‘It takes two to tango,’ they usually mean that it takes two people to make something happen. Such an outcome requires the active involvement of both parties. Not all dances involve two people, but the tango does, and the leadership dance certainly takes at least two. We get better with practice as we learn how and when it is best to lead or follow. This book is a result of such a journey.

My leadership story began most obviously at the age of seven years old when I was introduced to Junior Christian Endeavour. The structured leadership training for all of us involved preparing for weekly meetings and taking turns at leading them. I soon discovered a joy in taking part. These gatherings provided a place of acceptance and affirmation, and they led to firm relationships that had a significant impact on my life well into my young adult years.

In my last year of primary school I was elected a house captain, and it was quite a shock when I found out that my first duty was to organise a rubbish bin roster. In doing so, I learned more of what leadership is about. Around then I also began to play competitive tennis. I was often asked to be the team captain, which came with the responsibility of signing the scorecard at the end of the Saturday morning games. In such ways, I was getting used to serving