In the fall, I had the privilege of attending a leadership talk by Dr. Allen. I took many notes, even after learning that much of what he was saying would also be found in his then forthcoming book Turnaround. As a history student at MBTS, I was especially excited to hear that Turnaround would contain the story of MBTS. I was eager to get my hands on it, and I was already thinking of who I might gift it to. There are a number of reasons I chose MBTS, but the majority of those attractions were the product of priorities cultivated under Dr. Allen’s leadership (and certainly God’s blessing), the composition of which is well captured in this book.

Dr. Allen begins by stating, “I believe most everything you’ve learned about leadership is incorrect” (1, Introduction). Although most of the chapter topics are not particularly novel, how he handles those topics is unique – in terms of explanation, illustration, and application, but also in terms of how they relate to one another. In short, there is a strong sense of renewal and integration about his approach, which can also be seen in his noted themes of faithfulness, providence, credibility, and teamwork. Though unstated, another evident theme is his pastoral heart.

Here is an overview of the book, chapter by chapter. It is by no means comprehensive, but nevertheless captures some of the key ideas, or things that stood out to me.

(1) Context: Know who you’re leading, yourself, your EQ, your family, your team, and your constituency.

(2) Convictions: Reject ambiguity; know and embrace the importance of safeguarding confessionalism and living it out in and for your context.

(3) Mission: It’s crucial for surviving and thriving; not only does Dr. Allen state this, but he also gives the why.

(4) Vision: It’s important for unity, unified progress, and buoyancy; it’s also important to know it and make it known, in word and deed.

(5) Trustworthiness: Embody it, give it, expect it, cultivate it; in a thorough exploration, Dr. Allen explains how it is better than loyalty and how to cultivate it with numerous and excellent practical guidelines.

(6) Team: Every hire matters, and all stakeholders are part of the team; leadership is stewardship and longevity matters; consider the whole financial landscape when hiring, especially the team.

Before naming nearly twenty practical ways of cherishing one’s team, he highlights six “Cs” for building it – and character is first. With so many cherish points, I thought to highlight a small handful, but I found them all to be highly practical and, though many, essential. What I did notice, however, is that they are not just for presidents, they are for you, whoever you are, whatever you do.

(7) Accountability: “Every possession matters” (113), meaning, success is in the details (knowing them in real-time, and using them to plan, etc.).

Authority must be clearly designated, the particulars of progress must be tracked and evaluated in light of mission, and team members should be rewarded, peer accountability and resource stewardship cultivated. On the whole, accountability is a beautiful thing that honors God and leads to personal and organizational flourishing.

(8) Money: It’s necessary for mission, and it’s essential to steward it well.

With clear recognition of God’s providence, Dr. Allen highlights the importance of a forward-looking business model. Some particulars: know what’s coming in and going out, carefully build buildings and faculty; above all, honor and thank God, keep the mission in clear view, and steward in the particulars.

(9) Communicate: “To lead is to communicate, and to lead well is to communicate with excellence” (144). Communication should be clear, direct, and caring – not indulgent, but wise, knowing the best word for the moment, be it encouraging or corrective.

(10) Culture: I was thrilled to see a chapter on culture, for culture makes or breaks any organization.

That culture is, in some sense, difficult to pin down is undeniable. That Dr. Allen endeavored to capture that half of it is commendable. I think, however, culture is made out to be more mysterious that it really is or needs to be. For example, where it’s said, “A large part of an organization’s work can be orchestrated, but culture can’t be. Culture is more of a by-product than a product” (159; this idea shows up several times in the last chapter), I would ask, “Are not by-products the result of inputs, of things you can control?” I would argue yes, and swiftly and gratefully point out the many positive examples Dr. Allen sets forth in his book, including those “four keys to fostering a healthy culture” in this final chapter. By taking to heart and implementing his guidance, you are almost guaranteed to set a positive culture. It shouldn’t be coerced, to be sure, but it can be cultivated, or fostered, as he points out in several places in the final pages. On the one hand, that culture isn’t formulaic is very true; on the other hand, to discard the principle of formula altogether (which Dr. Allen does not do) is contrary to the heart of leadership. Though some of the language appears to conflict, most importantly, Dr. Allen sees and rightly emphasizes both sides of the culture coin. 

Overall, I highly recommend Turnaround for anyone who is leading people, whether in an official capacity or not. Virtually all will benefit from the wisdom contained in this book, whether you’re leading a club or a country, a family or a Fortune 500 company. The topics covered, and the clarity with which they are expounded, combine to provide a succinct guidebook for God-honoring leadership. I’ll close with a quote from the introduction, which doubles as a charge: “You have your own crucible; embrace it. Own the stage God placed you on and recommit yourself to these first principles of leadership” (4). For the glory of God and the good of all.