The Multiplication Challenge

1. The Multiplication Challenge: Intentional Leadership Development is Crucial for Growth

The Multiplication Challenge: how to multiply leaders at a rate that keeps pace with growth.

Growth outpaces development. The author recounts Victory Manila's rapid growth, from 37,000 to over 48,000 attendees in two years, while small group leaders remained stagnant. This imbalance created a severe leadership shortage across all church departments, highlighting that numerical growth alone does not guarantee healthy organizational development. The initial focus on a large attendance goal (75,000) was misleading, as it obscured the critical need for more leaders.

Discipleship is foundational, but not sufficient. While Victory Manila was obsessively focused on making disciples—engaging, establishing, equipping, and empowering believers—they mistakenly assumed that leaders would automatically emerge from this process. The author emphasizes that "all leaders are disciples—but not all disciples are leaders." This realization led to a crucial shift: discipleship is the vital foundation, but leadership development must be a distinct, intentional, and aggressive strategy.

Redefining success metrics. The leadership crisis forced a re-evaluation of what truly mattered. The church's goal shifted from 75,000 attendees to 5,000 small group leaders, recognizing that multiplying leaders was the key to sustainable, healthy growth. This strategic pivot acknowledged that rapid growth, while celebrated, often exposes and creates leadership voids that, if unaddressed, can overwhelm existing leaders and derail the mission. The solution lies in actively multiplying leaders at a rate that matches or exceeds organizational expansion.

2. Leadership is Serving: Cultivating a Humble Heart is Paramount

Leadership is serving. Therefore, to think like a leader means to think like a servant.

Serving, not being served. True leadership, as modeled by Jesus, is fundamentally about servanthood, not position, glory, or authority. Jesus explicitly taught, "For even the Son of Man came not to be served but to serve, and to give his life as a ransom for many." This contrasts sharply with the "celebrity pastor" mentality or the disciples' own arguments about who was greatest, where leadership was seen as a means to be honored.

Humility in action. The author illustrates this with a Starbucks barista who bent rules to serve a customer, and with Chinese pastors who humbly helped set up chairs despite leading millions. These examples underscore that a heart to serve finds a way to serve, even if it means going against convention or personal comfort. Paolo Punzalan's journey from an inexperienced children's pastor to a senior pastor of thousands exemplifies how a genuine "heart to serve" is the bedrock of great leadership.

Beyond influence. While leadership is often defined as influence, the author argues that serving should precede influence in a biblical understanding. Influence, in this context, is not an end in itself but a means to serve God and His people more effectively. Without a heart to serve, the desire to lead can become self-serving, leading to entitlement rather than genuine impact.

3. Leaders Act by Building, Leading, and Trusting Their Teams

If you want more leaders, you need to find more people who act like leaders.

Lead without a title. Leadership is demonstrated through action, not merely by position or authority. Figures like Nelson Mandela, Ninoy Aquino, and Jimmy Carter exemplified leadership long before or after holding official titles, proving that influence stems from consistent, impactful behavior. The call to leadership begins with leading oneself, then one's family, and finally, anyone who observes a worthy example.

Build and lead together. Effective leaders don't operate in isolation; they build and lead teams. The "five togethers" of Chinese pastors—stay, grow, dream, work, and lead together—highlight the power of collective effort. Biblical examples like Moses, David, Daniel, and Jesus all demonstrate the necessity of a strong team. Leaders must bring:

• Energy: Zeal and full engagement in every situation.
• Clarity: Constant communication of mission, vision, values, and roles.
• Unity: Active effort to maintain harmony, even through disagreement.

Trust is transformative. The author's experience with Jun Escosar, Ferdie Cabiling, and Robert Hern Jr. reveals that entrusting significant responsibility to young, inexperienced individuals, even when it feels risky, is a powerful catalyst for their development. This trust, rooted in belief in their potential and the Holy Spirit within them, empowers emerging leaders to step up and grow. Leadership, like discipleship, is fundamentally relational, requiring restoration and connection before assignment.

4. Wise Leaders Listen to Diverse Voices for Clarity and Unity

Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.

The power of listening. The story of Golden State Warriors coach Steve Kerr, who won an NBA championship by listening to a 28-year-old assistant, underscores that great leadership often hinges on the willingness to hear diverse perspectives. Abraham Lincoln's "public-opinion baths" similarly illustrate the value of staying connected by actively listening to many voices. The Bible consistently emphasizes the importance of listening, warning against the folly and shame of those who speak before they hear.

Seven essential voices. To lead effectively, especially in complex environments, leaders must intentionally listen to a variety of voices, even those that challenge their comfort zone:

• Leaders: Mentors who speak truth in love.
• Friends: Those who dare to offer open rebuke.
• Peers: Colleagues who provide bold, creative, and uncomfortable truths, like Nathan confronting David.
• Followers: The people being led, whose ideas and suggestions can reveal critical insights, as seen in King Rehoboam's downfall when he ignored his people.
• Critics: Even when exaggerated or personal, criticism can contain valuable truths, as the apostles demonstrated by addressing the Hellenists' complaints in Acts 6.
• Your spouse: A trusted partner whose insights are often overlooked but invaluable.
• God: The ultimate voice, often heard in a "low whisper," requiring a quiet and receptive heart.

Multi-generational listening. The wisdom of Solomon, who built upon his father David's vision, contrasts with Rehoboam's folly in rejecting the counsel of older, experienced advisors. Leaders must cultivate a culture where ideas can be freely shared, and where listening is prioritized across generations. This openness fosters clarity, strengthens unity, and prevents the isolation that often leads to poor decision-making.

5. Lifelong Growth in Calling, Compassion, Communication, and Character is Essential

Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others . . . while continuing to grow yourself.

Continuous personal growth. Leadership is not a destination but a journey of continuous self-improvement. While leaders are responsible for developing others, their own growth in wisdom, skills, and character must never cease. The author cautions against the "microwave-ministry philosophy" that prioritizes rapid, often unhealthy, growth over the "slow is fast" principle of sustainable development.

Four pillars of leadership growth:

• Calling: Understanding and embracing God's unique purpose, despite personal excuses or perceived inadequacies, as seen in Moses, Gideon, and Jeremiah. The author's own call to Manila, initially through a friend's invitation, evolved into a deep compassion for students.
• Compassion: Developing a heart that genuinely cares for people, seeing beyond crowds to individuals who are "harassed and helpless." Jesus' ministry was driven by compassion, healing and feeding even when grieving. Leaders must grow in empathy, recognizing that people "don't care how much you know, until they know how much you care."
• Communication: Constantly upgrading the ability to convey God's message effectively across various platforms. This includes developing skills in:
  • Teaching and preaching: Acquired through discipline, practice, and feedback.
  • Writing and blogging: Leveraging print and digital media to reach wider audiences.
  • Social media: Adapting to new channels like Twitter and Instagram to connect with the right people.
• Character: The most foundational aspect, shaping all other areas of leadership. Paul's emphasis on humility, gentleness, patience, and love for leaders underscores its relational importance. Character is forged through suffering, trials, and testing, which expose and remove impurities, making leaders "complete, lacking in nothing."

6. The Four Leadership Multipliers: Identify, Instruct, Impart, Intern

Identification, Instruction, Impartation, Internship.

A comprehensive strategy. Victory Manila's leadership crisis revealed that organic leadership development was insufficient. They rediscovered and institutionalized a four-part strategy to intentionally multiply leaders: Identification, Instruction, Impartation, and Internship. This framework ensures that potential leaders are not only discipled but also specifically equipped for leadership roles, addressing both present and future leadership shortages.

Components of the strategy:

• Identification: Recognizing potential leaders by looking for F.A.I.T.H.—Faithful, Available, Involved, Teachable, and Hungry individuals. This involves helping them discern their calling, spiritual gifts, and open doors for ministry, much like Samuel identified David or the author identified Jun Escosar and Ferdie Cabiling.
• Instruction: Providing intellectual training and knowledge transfer through various means. This includes formal classroom settings (seminaries, Bible schools), consistent Sunday sermons, diligent personal study of God's Word, and reading influential books. The goal is to inform the mind, teach critical thinking, and equip leaders with sound doctrine.
• Impartation: Shaping the heart, character, habits, and values of emerging leaders through close, personal relationships. This is "more caught than taught," transferring qualities like faith, generosity, trust, honor, compassion, and wisdom through mentorship and shared life experiences, as exemplified by Pastor C's influence on the author.
• Internship: Offering practical, on-the-job training opportunities to watch, learn, and lead alongside experienced leaders. This involves three key components:
  • Observation: Allowing young leaders to witness seasoned leaders in action.
  • Participation: Giving them actual responsibilities to gain experience.
  • Evaluation: Providing constructive feedback for growth and adjustment.

Institutionalizing intuition. This structured approach moves beyond accidental development, making the process repeatable and transferable. It acknowledges that while discipleship is the starting point, intentional leadership development is crucial for multi-generational growth and for addressing the "multiplication challenge" effectively.

7. Upholding Biblical Ethics in Ministry, Money, Morality, and Marriage is Non-Negotiable

They shall teach my people the difference between the holy and the common, and show them how to distinguish between the unclean and the clean.

Foundation of legacy. A lasting leadership legacy is built on unwavering biblical ethics, not fleeting accomplishments. The author contrasts Absalom's self-serving monument with Jesus' enduring legacy of vision, values, and mission. Leaders must develop strong ethical boundaries in four critical areas to prevent personal downfall and ensure honorable impact.

Four pillars of ethical leadership:

• Ministry Ethics: Avoiding "sheep-stealing" growth strategies and respecting other churches, as demonstrated by Rice Broocks' commitment to sending students back to their home churches. It also means upholding integrity in materials and identity, rejecting "multi-ethical" practices like plagiarism or impersonation.
• Money Ethics: Recognizing God as the ultimate source of provision, not the congregation. This involves operating with absolute integrity, adhering to both God's law and national laws, seeking wisdom from a team of advisors, and cultivating radical generosity. "Money follows ministry," and leaders must be openhanded, not hoarders.
• Moral Ethics: Adhering to high biblical standards, especially regarding sexual purity. Leaders must "flee from sexual immorality," avoiding situations that tempt them, as Joseph did with Potiphar's wife. The standard is "not even a hint of sexual immorality," reflecting the body as a temple of the Holy Spirit.
• Marriage Ethics: Upholding God's original design for marriage as between one man and one woman, for life. Jesus consistently pointed back to the Genesis pattern when addressing questions of divorce, emphasizing the heart's condition. Leaders must not allow cultural shifts to compromise ancient, divinely established boundaries.

Protection, not restriction. These ethical standards are not meant to restrict leaders but to protect them and their ministries. They serve as a safeguard against the subtle temptations that can lead to compromise, ensuring that a leader's life and legacy remain honorable in the eyes of God and man.

8. Cultivate Successors, Not Subordinates: Lead With, Not Just For, the Next Generation

I have no greater joy than to hear that my children are walking in the truth.

Vision beyond a lifetime. Leaders with a God-sized vision recognize that their mission extends beyond their own generation. Like King David, who prepared Solomon to build the temple he himself could not, effective leaders invest in successors. This involves:

• People: Galvanizing team support for the next leader.
• Preparation: Acknowledging the successor's inexperience and proactively equipping them.
• Provision: Generously providing resources and finances, rather than burdening them with debt.
• Prayer: Interceding for the successor's heart and God's favor.

Diamonds in the dirt. The analogy of diamond mining illustrates that future leaders are often "hiding in the dirt"—inexperienced, unpolished, and seemingly ordinary. The task of established leaders is to "dig and remove lots of dirt" to find these potential leaders, then clean, cut, polish, shape, and set them for their roles. This process requires patience, effort, and a belief in hidden potential.

Lead with, not over. Paul's relationship with Timothy exemplifies healthy multi-generational leadership, treating him as a "fellow worker" and spiritual "son," not a permanent subordinate. This model involves:

• Inclusion: Actively involving next-generation leaders in significant decisions and ministry.
• Trust: Entrusting them with substantial responsibilities, fostering confidence.
• Serving together: Working alongside them, modeling servanthood rather than demanding service.
• Fathering: Nurturing and guiding them, adjusting the relationship as they mature, without demanding titles or unhealthy honor.

Beyond passing the baton. Instead of a "pass the baton" mentality, which implies the older generation exits the race, leaders should create "more lanes and more batons." This allows multiple generations to run and lead together, leveraging the strengths of both seasoned and emerging leaders, and ensuring continuous growth and impact.

9. Grow Homegrown Leaders: Birth, Train, and Lead Your Own, Don't Just Hire

When Abram heard that his kinsman had been taken captive, he led forth his trained men, born in his house, 318 of them, and went in pursuit as far as Dan.

The power of homegrown talent. The author recounts instances where megachurches sought to hire Victory pastors, but his confidence in his "homegrown" leaders stemmed from their deep relational roots and commitment beyond a paycheck. Jesus' parable of the "good shepherd" versus the "hired hand" highlights that true leaders are driven by care for the people, not just financial gain. Homegrown leaders, "birthed" and nurtured within the ministry, possess an intrinsic loyalty and understanding that hired talent often lacks.

Lessons from Abraham's household. Abraham's 318 "trained men, born in his house" provide a blueprint for developing homegrown leaders:

• Birth them: Focus on evangelism and making disciples from scratch, rather than attracting members from other churches. The most committed leaders are often those who found Christ and grew within the community.
• Train them: Begin equipping and empowering individuals immediately after conversion, without waiting for perceived maturity. Any training, even informal, is better than none, and consistent effort improves the training process over time.
• Lead them: Provide clear leadership and direction, as potential leaders are willing to follow. Strong leadership ensures that birthed and trained individuals are effectively mobilized for the mission.

Leadership is family. The concept of "homegrown" emphasizes the relational, family-like nature of leadership development. Jesus, Paul, James, and Peter all used familial terms like "brother," "father," and "son" to describe their discipleship and leadership relationships. This signifies a deep, sacrificial connection that goes beyond organizational structures or titles.

Potential over perfection. The story of the Jade Cabbage, a priceless artifact carved from a flawed piece of jade, illustrates that healthy leadership development focuses on potential, not problems. Leaders must be willing to "get their hands dirty" to find, clean, cut, polish, and set the "diamonds in the rough" that are already present within their community, transforming ordinary individuals into extraordinary leaders.

10. Build Platforms for Others, Not Monuments to Yourself

The ultimate test of a person’s leadership is the health of the organization when the organizer is gone.

The legacy of self-absorption. Absalom's monument, a massive stone pillar built because he felt he had "no son to keep my name in remembrance," serves as a stark warning against leadership arrogance and insecurity. Leaders who refuse to honor their fathers, forgive their brothers, or trust their sons often end up building monuments to themselves—whether literal structures or self-promoting ministries. King Saul's monument similarly reflected his insecurity, leading to destructive actions.

Deflecting over-honor. Modern leaders, especially those in influential positions, must actively resist the temptation of "celebrity hero worship." The author recounts a megachurch pastor whose name adorned every building, a stark contrast to Paul and Barnabas, who tore their garments when people tried to worship them. Healthy leaders deflect honor to God and their team, confessing their humanity and reminding themselves, "I am not the Messiah."

Platforms for the next generation. The true measure of a leader's legacy is not what they build for themselves, but the health and continuity of the organization after they are gone. This means actively building "platforms" for others to lead, rather than creating "prisons" of self-focus and control. A platform empowers the next generation to:

• Lead: Take on significant responsibilities.
• Innovate: Bring fresh ideas and approaches.
• Multiply: Continue the mission with renewed vigor.

A multi-generational account. The Genesis narrative, structured around "accounts of" different generations, highlights God's multi-generational plan. Leaders are called to be part of this ongoing story, not its culmination. By focusing on identifying, instructing, imparting, and interning the next generation, leaders ensure that the mission continues to advance, leaving a legacy of empowered people rather than self-aggrandizing monuments.

Last updated: November 19, 2025