By Adrian Pyle
For use in councils/boards of schools who value or connect to the characteristics of the Uniting Church (or are just exploring them). It may take you about five minutes to read aloud at the start of a meeting. There is a video version of this reflection located at the bottom of this page.
Why this reflection?
Board agendas are usually full, and the pace of discussion can be brisk. That efficiency has its place. But if every meeting is only about getting through business, something important is missed. These reflections aren’t about adding more work; they’re about opening a small window for perspective. A reminder that governance is also about the spirit in which we lead, not just the tasks we complete.
What’s the story this month (one that many Uniting Church communities of faith are hearing)?
The Biblical reading Luke 18:9–14 tells of two people at prayer. One speaks with confidence about his good deeds, sure of his standing. The other, weighed down by his own failings, can barely lift his eyes. Jesus says it is the second who goes home right with God, accepted, rather than dismissed. The point isn’t to dismiss the other persons’ discipline or integrity—he fasted and gave generously, both commendable practices in his religious context. But the story highlights the danger of letting those good habits slip into self-righteousness. The story invites us to ask whether we sometimes confuse our track record with genuine humility. It reminds us that real humility bends outward toward justice, mercy, and the widening of community—rather than inward toward pride in our own virtue.
Where else this idea shows up
The call to humility in leadership is echoed widely.
- In Islam, taqwa is an inner vigilance—keeping ego in check, cultivating attentiveness to God and others without boasting.
- In Aboriginal and Torres Strait Islander wisdom, leadership is validated by listening and accountability to community. The loudest voice isn’t always the trusted one.
- In contemporary management studies, Jim Collins’ ‘Level 5 leaders’ are described as those who blend fierce resolve with deep humility. They don’t need the spotlight, they focus on the mission and lift others up.
Across traditions, real authority is measured not by self-congratulation, but by the quiet posture of service.
What this might mean for school boards
It’s regular and expected for boards to highlight their achievements—strategic plans delivered, buildings completed, reputations enhanced. We don’t need to criticise that impulse, and those achievements can be good things. But if they become the main story we tell ourselves, we risk missing blind spots. Humility in governance means being ready to say: we don’t know everything, we’ve made mistakes, and we’re still learning. That posture creates space for honesty, trust, and better decisions.
Two Uniting Church characteristics resonate here
- Addressing difficult topics with courage – Naming limits and failures isn’t weakness. It may be the first step toward wiser, more credible leadership.
- Listening and collaborative decision-making – Humility shifts us from defending our record to hearing the voices and experiences we might otherwise overlook.
These characteristics remind us that a board’s strength isn’t only in confidence, but also in its willingness to be taught.
A few questions to sit with. Not for immediate answers, but perhaps to let hover around the edges of this meeting
- What do we claim as evidence of being a ‘good board’, and how might those claims blind us?
- Where could we admit uncertainty more openly, and what might open up if we did?
- Does our culture of decision-making reward humility, or silent self-assurance?
Watch the full reflection in video format here
