The strange paradox of leading

From Dan Allender’s Leading with a Limp:

To the degree that you face and name and deal with your failures as a leader, to that same extent you will create an environment conducive to growing and retaining productive and committed colleagues…

This is the strange paradox of leading: to the degree you attempt to hide or dissemble your weaknesses, the more you will need to control those you lead, the more insecure you will become, and the more rigidity you will impose – prompting the ultimate departure of your best people. The dark spiral of spin control inevitably leads to people’s cynicism and distrust. So do yourself a favor and don’t go there. Prepare now to admit to your staff that you are the organization’s chief sinner.

…What I’m calling you to, however, is far more than the mere acknowledgement of your shortcomings. I’m suggesting an outright dismantling of them – in the open and in front of those you lead.

Reminds me a little of Tim Keller’s words:

My dear friends, most churches make the mistake of selecting as leaders the confident, the competent, and the successful. But what you most need in a leader is someone who has been broken by the knowledge of his or her sin, and even greater knowledge of Jesus’ costly grace. The number one leaders in every church ought to be the people who repent the most fully without excuses, because you don’t need any now; the most easily without bitterness; the most publicly and the most joyfully. They know their standing isn’t based on their performance.