17.10.25
Risen from exile,
not as a conqueror,
but as heir to a covenant.
The lion walking on holy ground.
The table abounds before enemies.
I do not rush to claim a seat.
I arrive last,
I steady my hands,
bowing low as I stand unshaken
to honour the Host who summoned me.
-Lele
7.10.25
I choose Death, Lord—
and find joy in the dying.
The breaking is gentle,
Your hands are kind.
Where I end,
grace begins—
a stillness, a splendor.
In losing myself,
I meet You fully,
and it is beautiful to be nothing,
but Yours.
-Lele
10.9.25
Lord, grant me discipline
when my body tires,
Focus when my mind drifts,
And resolve when the path feels long.
Teach me to rise before dawn,
To labor when others rest,
To push further when others pause.
Let diligence be my companion,
Patience my shield,
Persistence my sword.
Give me the strength to out-work,
Not in pride, but in purpose,
To honor You in every effort,
To overcome every obstacle set before me.
Let my sweat, my hours, my quiet sacrifices
Speak louder than the boast of my opponents.
May every task done in faith,
Every effort poured with care,
Bring me closer to the victory You ordain.
-Lele
Leadership in social impact work is tested not only by regulations and strategy but by moral and relational complexity.
Faith-based principles, particularly those emphasizing service, can guide leaders through crises. Robert Greenleaf’s concept of “servant leadership” asserts that authority emerges from nurturing, protecting, and empowering others rather than from positional power.
In practice, a leader navigating a contested board decision may face pressure to prioritise ego or personal alliances. By applying a servant-leadership lens, they focus on safeguarding staff, maintaining community trust, and aligning decisions with organisational purpose. Scripture reinforces this ethos: “Whoever wants to become great among you must be your servant” (Matthew 20:26). This principle translates into everyday governance: listening actively, mediating disputes fairly, and prioritising mission over personal gain.
Examples abound in nonprofit management. During funding shortfalls, a servant leader may choose to protect staff salaries rather than discretionary perks. In programme design, they may incorporate community voices into decision-making processes. These choices demonstrate that ethical leadership is not abstract; it is manifested in concrete acts that uphold dignity, trust, and sustainability.
Learning: Complexity is inevitable in social impact work. Leaders guided by service, humility, and ethical conviction can navigate turbulence without compromising purpose, strengthening both organisational resilience and community well-being.
-Lele
Lele Muthali 