Spurgeon on Character by Larry J. Michael An Example of Integrity Let us aspire to saintliness of spirit and character. I am persuaded that the greatest power we can get over our fellow men is the power which comes of consecration and holiness.1

The personal characteristics of a leader bear witness to the lasting influence of that leader. Throughout his extended ministry, C. H. Spurgeon exhibited steadfastly the highest moral conduct in his personal and public life. James Douglas wrote in his biography of Spurgeon, "He was great as a man . . . great in private with God, and great in public with his fellow men."2 The man had a life-long consistency, and his influence helped to lead thousands of people to follow the Christ he loved and served.

The Issue of Character

The issue of character is debated hotly in leadership circles today. Traditionally, character has been defined as the "moral constitution of a person." Popular descriptions today are "what you are when no one is looking" or "who you are in the dark." In other words, character reveals the true substance of a person — who that person really is, day in and day out, in good times and bad times-over the course of a lifetime. Contrary to some opinions, character is not one's title, role, or position.

John Hawkins of Leadership Edge expands on that idea: "In its essence, leadership is not a position, it's a lifestyle." Those who have made the greatest mistakes are leaders who have assumed that their position was more important than their lifestyle. For some of them, the consequences have been tragic.

Presidential Fallout

A few years ago, America learned that their highest elected official had compromised moral standards and admitted sexual improprieties in the White House. While the country reeled in the wake of revelations about the president's immoral private behavior, the resulting impeachment trial and failure to convict President Clinton illustrated an amazing level of national tolerance for personal behavior by an elected official such as had never before been allowed. Certainly, past presidents have been involved in scurrilous behavior, but it was not public information at the time they were in office. The incredible amount of information about Clinton's oval office indiscretions was so offensive that many adults refused to allow their children to watch the evening news.

To the chagrin of many Christian leaders, Clinton's job rating remained relatively high throughout the grueling national ordeal. The best explanation for the nation's refusal to hold the president morally accountable was that the country was experiencing economic prosperity. In other words, as long as individuals thought that they were doing better financially, they were willing to forego making a moral judgment of the president by crediting him for their material well-being. Undoubtedly, the clear message that a self-centered populace sent to the children and youth of our nation was, "It doesn't matter whether you have high moral character as long as you're a good leader."

In a true sense, leadership in America was redefined nationally during the Clinton era to exclude the issue of character. This historical development was bound to reap devastating fallout as leaders at all levels were given the green light to emulate the lowest common denominator of moral leadership. The recent debacles of the financial collapse of huge corporations such as Enron and World.com are cases in point. The corporate officers bilked their stockholders for personal profit while issuing falsely positive financial reports. They sought to pad their own pockets when they knew that the companies were failing. This occurred in the late 1990s, at a time when national moral accountability was at an all-time low. Hopefully, these dire examples are not indicative of a pattern that will last. If they go unpunished, however, it could be the moral undoing of our nation.

Christians must never subscribe to low standards of morality among their leaders. Counter to aberrant popular notions, business leader/consultant Warren Bennis contends that character is the "essence of leadership."3 Leaders cannot lead effectively without the trust of their followers. When people see hypocrisy, they withhold their trust. When people are betrayed, they withdraw their support. Trusted leaders are consistent in their public and private behavior, they are authentic in their concern for their followers, and they are true to their word.

Spurgeon's Stellar Contrast

Given the stellar character that Spurgeon demonstrated through his life, questions about his character almost seem moot. Upon his arrival in London at the age of nineteen, Spurgeon became an instant sensation as the crowds thronged to hear him preach at the New Park Street Baptist Church. His quick rise in popularity drew the critical attention of both the secular and the religious press, who vilified him for his unconventional methods and style of preaching. He was lampooned as a country bumpkin from Essex whom the media elite considered uncouth and "vulgar." He was caricatured in many early cartoons as a charlatan seeking fame and fortune in the city. These characterizations comprised what came to be known as "the media controversy."4 People scoffed at his preaching, questioned his motives, lambasted his ego, and ridiculed his ambitions. But in all of the public debate about Spurgeon's early ministry, never was a question raised concerning immoral impropriety. In fact, as Spurgeon's ministry matured, the secular press generally came to respect him for the many moral contributions that he made through his pulpit, his church, and his notable philanthropic enterprises. Their later treatment of him was a stark contrast to their suspicions of him in the early days. No doubt, the changes occurred because Spurgeon earned their trust in demonstrating a public persona that was matched by a pattern of private behavior.
How different Spurgeon's world seems from our world today, where leering paparazzi and ravenous news reporters seem to lurk around every corner, all too eager to uncover the latest scandal that will expose another immoral leader. The secular press of our day gives little deference to anyone's office or position in its quest for a story. Rather, its insatiable appetite for the sordid and the scurrilous serves its suspect motives to satisfy the feeding frenzy of a public that demands such reporting. The end result is a "dumbing down" of the expectations of public leaders, with moral accountability becoming quickly a mere shadow of the past.

Development of Character

The crisis of character that we now see has occurred in both the secular realm and the religious realm. Unfortunately, more often than not, the reports of immorality among leaders are true. We have come to expect such revelations, which only feeds the cynicism of those who have come to believer that all leaders are morally compromised. We hear reports about pastors running off with their secretaries, television evangelists having indiscriminate trysts with call girls, corporate executives securing apartments to keep their lovers in a lifestyle of comfort in various cities — and, even presidents having sexual liaisons with young interns in the Oval Office.

To make the right case for character regarding leadership, one must consider the consistency of one's actions, the motives behind one's decisions, the behavior in one's relationships, the integrity of one's employment of ethical principles, and certainly one's authenticity in lifestyle. But true character cannot be evaluated properly in the span of a few years or even several decades. To judge one's character, especially as it relates to leadership, a full accurate assessment could take a lifetime. A leader might exhibit stellar character in his leadership today, but tomorrow he might fall.

Christian Vulnerability

Christian leaders are just as vulnerable as secular leaders in seeking to maintain the high moral conduct expected of them. Pastor Jack Hayford contends that a "heart quest" is what determines the consistent daily pursuit of Christlike character. "The development of leadership character takes more than the practice of external disciplines, for it involves the heart, not just habits."5 For Spurgeon, that quest began in his early childhood. Under the tutelage of a godly family, especially his grandparents, his character was influenced and developed in a way that would bring a lifetime of honor to Christ.

Stambourne, Spurgeon's godly Puritan grandfather, had a singular attraction for the young man. Under his training and tutelage, the foundation of Spurgeon's character was laid, and the seed was sown that was in later years to bring forth such an abundant harvest. His parents were blessed with seventeen olive branches to adorn their home; and with but scant means for their support, it was doubtless a great relief to them for their first-born to make, in a large measure, his grandfather's parsonage his home.6

As a young boy, Spurgeon lived for extended periods of time with his grandparents. Their moral influence made an indelible and life-long impression upon him. They taught him the importance of honesty and integrity, and modeled the example of Christian righteousness. Spurgeon took to heart what he learned from his grandparents and built upon the foundation he received in his childhood. It served as a basis for the character he developed and maintained throughout his ministry.

Character Personified

What made the difference for Spurgeon? Was he a perfect man? Did he not experience the temptations of other men? Was it easier for him than it is for leaders today because of the times in which he lived?

The Victorian era certainly was a time of high public morality in leadership. Prudish behavior was the popular icon of conduct for the elite, the educated, and the cultured. Queen Victoria set the standard that prompted her subjects to emulate her. No doubt, the moral tone that she set raised the bar for all leaders of the day. And yet, even in a time when high morality was supposedly the standard, Spurgeon was not naïve enough to ignore his own vulnerability. He was the first to admit his own sinfulness before a righteous God and a watching world. His sermons are full of the recognition of his own plight were he not transformed by the abounding grace of his Savior. Spurgeon's secret to overcoming sinful temptation was nothing less than his total submission to the rule and reign of Christ in his life. Through his unwavering commitment, strong convictions, and disciplined lifestyle, Spurgeon's character remained avowedly consistent with the faith he professed.

Above Temptation?

Undoubtedly, Spurgeon experienced temptation. The esteem and trust that he held throughout his ministry was not earned in a day but gained over time. The reputation that Spurgeon enjoyed at the Metropolitan Tabernacle could have become tarnished easily had their pastor succumbed to many of the temptations that no doubt came his way. Because Spurgeon traveled extensively throughout his ministry, his behavior and associations were open to public speculation. But no question ever arose regarding his personal conduct in all of his many journeys. Spurgeon also could have compromised his reputation in other ways. As the entrepreneur of many enterprises — including the orphanage, almshouses, and other benevolent ministries — Spurgeon could have padded his own pockets at the expense of those organizations. But the evidence is quite clear that, instead, he gave sacrificially to fill the coffers of those groups, never profiting from them personally. As the leading pastor in London, Spurgeon could have sought to wield his influence and power over his contemporaries such as to embellish his own reputation. But, to the contrary, he was more often prone to take unpopular stands as a matter of personal conviction that proved rather costly in his associations. Observing his track record, one would find it difficult to accuse him of seeking to curry public favor or personal prestige, especially at the risk of moral compromise.

Keeping Tight Reins

As far as his ministry at the Metropolitan Tabernacle, Spurgeon kept fairly tight reins on the leadership circles of his church and its extended ministries. He selected his associates carefully, including the appointment of his own brother, James Archer Spurgeon, as his pastoral assistant. James helped to administer the ongoing activities and daily ministries of the church. With such trusted leadership around Charles, it is not surprising that no hint arose of any type of immoral scandal or unethical dealings by those who were in leadership with him. One has to believe that Spurgeon's own example of strict personal discipline, combined with the high expectations and accountability of those who assisted him in ministry, staved off the types of problems that unfortunately have become more frequent in religious organizations today.

The Model of Character

People today want to know that their leaders are credible, that they can be trusted. Members of an evangelical church want to see their pastor exhibit the personal qualities that he expounds from the pulpit — for example, that their pastor is a truthful leader who keeps his word. They want to know that he is honest in all of his dealings, pays his bills on time, doesn't cheat on his taxes, and follows through with his commitments. They want not only to see him speak about evangelism but also to know that he is an evangelist personally. They don't want just to hear preaching on tithing; they want to know that their pastor is a biblical giver. They need to know that when he challenges them to be involved in daily ministry, he, too, is doing his part. They want to see their pastor demonstrate family priorities, not just proclaim what the Bible teaches about them. They desire to hear about God's love, but they want to see their leader practice love. They need to hear about godly priorities, but they want to see their pastor demonstrate the right balance in his own lifestyle.

Uncompromising in Standards

How did Spurgeon rise to the challenge in modeling character, especially regarding leadership? He made his case for character not only in words but also in the context of his daily life. His primary focus was the preaching of the gospel and the ministries that were an extension of that calling-to lead believers in matters of the faith. Spurgeon championed the cause for authentic leaders to exhibit an uncompromising standard of moral character. He believed that the most effective leadership is by example, not by edict. The model of godliness that a Christian leader exhibits challenges others to follow Christ through the testimony of a leader's life. First Peter 2:21 says, "To this you were called, because Christ suffered for you, leaving you an example, that you should follow in his steps" (NIV). Spurgeon wrote about the inevitability of followers looking to their leaders:

I do not think that any of us would dare to say to our people, "follow me in all things." And yet their tendency is to follow the pastor. In this tendency lies influence for the holy, and a dreadful power for mischief for the careless. Many beginners take readily to an earthly model; they find it more natural to copy a godly man, whom they have seen, than to imitate the Lord Jesus whom they have not seen. I do not commend them in this; but so it is, and we must be tender toward this weakness so that it may not become the occasion of evil.7

A "Safe Example"

Spurgeon's awareness of the dependence of his followers upon his model made him extremely aware of his influence upon them. His desire was to be a "safe example" as a Christian leader: "It is a shocking state of things when good people say, 'Our minister undoes in the parlour what he has done in the pulpit; he preaches very well, but his life does not agree with his sermons' . . . God help us so to live that we may be safe examples to our flocks."8

In Spurgeon's day, an occasional public incident occurred in which pastors failed to lead by example. It troubled him greatly when he observed the open contradictions of a leader's "walk and talk" in his professed faith. He had very little patience with leaders who did not seem to care about the inconsistencies of their public proclamations and personal lifestyle. When a minister fell, Spurgeon believed that the person could be restored spiritually, but at the same time that person evidenced a weakness that spelled trouble. He shared with his students his belief: "Open immorality, in most cases, however deep the repentance, is a fatal sign that ministerial graces were never in the man's character."9 He believed that ministers must be on their guard lest they fall victim to sin: "Self-indulgence has slain its thousands. Let us have every passion and habit under due restraint; if we are not masters of ourselves, we are not fit to be leaders in the Church of Christ."10 He continued regarding leaders, "[W]e have need of very vigorous piety, because our danger is so much greater than that of others."11

J. C. Ryle echoes Spurgeon's sentiments: "Doctrine is useless if it is not accompanied by a holy life. It is worse than useless; it does positive harm. Something of 'the image of Christ' must be seen and observed by others in our private life, and habits, and character, and doings."

Breech of Fellowship

One example of Spurgeon's high moral standards was the subsequent rift that occurred between him and Joseph Parker over an issue that Spurgeon believed to be a compromise of Christian conduct. Parker was pastor of the City Temple, a large London church comparable to the Metropolitan Tabernacle. Parker and Spurgeon were ministerial colleagues and friends who cooperated in various evangelistic and ministerial efforts in the city for several decades. But in the latter years of Spurgeon's ministry his amicable association with Parker came into question when he discovered that Parker frequented the secular theatres of London. Spurgeon believed the theatre to be a bastion of immorality that represented the evils of the world. He could not fathom Parker's support for such worldly amusements. Parker responded to Spurgeon's criticism and castigation by writing him an open letter that was published in London newspapers. The rift was never mended before Spurgeon's death. One wonders how many of our Christian leaders today, given the level of compromise that has become the norm regarding popular forms of entertainment, would give a second thought to Spurgeon's challenge.

The Influence of Character

Oswald Sanders defined leadership as "influence," a definition that John Maxwell has popularized. The more influence a person has over others, the more they will follow his leadership. What's true in the secular world in this case is true in the Christian world as well. Christian leaders, above all, must demonstrate moral character if they expect to exert lasting influence upon their followers. People lose faith in their leaders when their morals are compromised. Spurgeon used the phrase "greatest power" to describe the influence that a leader could have over his followers: "Let us aspire to saintliness of spirit and character. I am persuaded that the greatest power we can get over our fellow-men is the power which comes of consecration and holiness."12

Moral Failure in Leadership

The greatest power or influence a leader can have over someone is through his "saintliness of spirit and character." Spurgeon believed that the closer one got to Christ and the more obedient one became to the truths revealed in God's Word, the greatest power for good existed in that person's life. The Rev. Jesse Jackson, noted religious and political leader, challenged that belief. Jackson was found to have fathered a child out of wedlock. When it became public knowledge two years later, Jackson was asked whether his moral influence had been compromised. Jackson responded that he did not think that his moral leadership had been affected. Indeed, shortly after the revelation of Jackson's immoral conduct, a seventy-one-year-old lady at the church where he attended worship declared, "We stand behind him. He is a great leader no matter what."13

Spurgeon, one suspects, would have been inclined otherwise. "When we hear of a man who has ruined his character by a surprising act of folly," he wrote, "we may surmise, as a rule, that this mischief was but one sulphurous jet from a soil charged with volcanic fire; or, to change the figure, one roaring lion from a den of wild beasts."14

Spurgeon lamented the occasions when public leaders experienced moral failure. He stated, "Alas, the open beard of reputation once shorn is hard to grow again."15 Granted, some people have admitted public moral failings and have regained some measure of their leadership. But, for the most part, a public leader who is found to have committed immoral acts never achieves the same level of trust and confidence that he once enjoyed. The opportunity for influence, for the greatest power, is diminished when character is compromised.

Unity in Character

Integral to the character issue is the word integrity. An oft-quoted statement is "Image is what people think we are; integrity is what we really are."

Leadership expert Peter Drucker reported the results of a survey of thirteen hundred senior corporate executives. The survey revealed that integrity is the human quality most necessary to business success. Seventy-one percent of the respondents put it at the top of a list of sixteen traits responsible for enhancing an executive's effectiveness. If that is true of the secular world, it should be even more so in the religious world. C. B. Hogue wrote, "Most leaders, both spiritual and secular, list integrity as essential to effectiveness. It is one of the most important-if not the most important-characteristic in the development of spiritual leadership."16

Integrity is defined as "the state of being complete, unified." A leader with integrity is "incorruptible, honest, and dependable."17 He does what he says he will do; he keeps his promises. When one has integrity, he has neither divided loyalties nor pretense. He has no duplicity or hypocrisy. As Bud Paxson writes, "Integrity speaks of persons who have integrated their inner and outer selves. They are on the inside what they appear to be on the outside."18 Such a person has nothing to hide, nothing to fear.

Spurgeon referred to it as "integrity of spirit." He viewed integrity as utterly essential in the work of the ministry:

. . . dear brethren, we must acquire certain moral faculties and habits, as well as put aside their opposites. He will never do much for God who has not integrity of spirit. If we be guided by policy, if there be any mode of action for us but that which is straightforward, we shall make shipwreck before long. Resolve, dear brethren, that you can be poor, that you can be despised, that you can lose life itself, but that you cannot be a crooked thing. For you, let the only policy be honesty.19

Vanishing Commodities

Sadly, integrity and honesty are vanishing commodities today. Personal standards are deteriorating in a world obsessed by pursuing personal gratification and looking for shortcuts to success. Spurgeon believed that ethical behavior is fundamental. He proclaimed in his sermon titled "The Broken Fence," "Dare to be singular. Resolve to keep close to Christ. Make a stern determination to permit nothing in your life, however gainful or pleasurable, if it would dishonor the name of Jesus. Be dogmatically true, obstinately holy, immovably honest, desperately kind, fixedly upright."

A leader with integrity does the right thing the right way for the right reason. He is a person of conviction. The Christian leader has consistent standards and high values that are patterned after Christ. Such a leader can be trusted. He/she has earned respect. He exercises self-discipline/self-control. John Maxwell calls this "the price tag of leadership." Engstrom and Dayton speak of the price of maintaining integrity:

It often costs a great deal to maintain integrity, to keep our commitments. Sometimes it may cost the organization a great deal to do it just because we said we would. Many times it is easier to conclude that we had better let this one slip because the extra expense involved will really stress us. When that happens, we lost some of our integrity.20

The Legacy of Character

Spurgeon warned his students, "The highest moral character must be sedulously maintained."21 The diligence to which Spurgeon applied himself to the highest moral standards gave credence to the whole spectrum of his influence as a Christian leader. The legacy he left was rich in many ways but especially regarding character. He believed that godly character was the best testimony one could leave behind. He concluded, "A good character is the best tombstone. Those who loved you, and were helped by you, will remember you when forget-me-nots are withered. Carve your name on hearts, and not on marble."

Toward that goal, each leader should pray as Spurgeon prayed:

As you would, on your bended knees, cry day and night that no moral catastrophe may occur to you, beware of the sin which leads to it, beware of the backsliding which culminates in it; for if we have not the cause, the effect will not follow. The Lord will preserve us if, day by day, we cry unto Him to cleanse our way.22

Spurgeon's Leadership Lessons

• Authentic leaders exhibit an uncompromising standard of moral character. It is no coincidence that Spurgeon's legacy as a Christian leader is due in large measure to the fact that he exhibited steadfastly the highest moral conduct throughout his life.
• The early development of character is crucial to the moral constitution of a leader. Under the training and tutelage of godly Puritan grandparents, the foundation of Spurgeon's character was laid, and the seed was sown that was in later years to bring forth such an abundant harvest.
• A leader demonstrates consistency in the moral conduct of his personal and public life. Throughout his extended ministry, Spurgeon's life evidenced such consistency. James Douglas wrote in his biography of Spurgeon, "He was great as a man . . . great in private with God, and great in public with his fellow men."
• The most effective moral leadership is by example, not by edict. Spurgeon championed the cause for authentic leaders to exhibit an uncompromising standard of moral character. He wrote, "God help us so to live that we may be safe examples to our flocks."
• The model of godliness exhibited by a Christian leader challenges others to follow Christ through the testimony of a leader's life. People are drawn to Christ when they see a leader live what he professes. Spurgeon was instrumental in leading thousands of people to faith through his ministry.
• The degree to which a leader is trusted will determine the degree of his influence upon his followers. Spurgeon wrote, "Let us aspire to saintliness of spirit and character. I am persuaded that the greatest power we can get over our fellow-men is the power which comes of consecration and holiness."
• Leaders will experience temptation like anyone else, but the difference lies in how they respond to such temptation. Spurgeon's secret to overcoming sinful temptations was his personal relationship to Christ. Through his unwavering commitment, strong convictions, and disciplined lifestyle, Spurgeon's character was avowedly consistent with the faith he professed.
• The responsibility of leadership demands constant vigilance regarding one's conduct. Spurgeon realized the perilous effect that immoral behavior could have on kingdom efforts: ". . . we have need of very vigorous piety, because our danger is so much greater than that of others."
• Leaders who succumb to moral failure will find it difficult to lead effectively again. Spurgeon lamented, "Alas, the open beard of reputation once shorn is hard to grow again. Open immorality, in most cases, however deep the repentance, is a fatal sign that ministerial graces were never in the man's character."
• Integrity is a core determination of true leadership. A leader with integrity does the right things the right way for the right reason. Spurgeon charged, "[D]ear brethren, we must acquire certain moral faculties and habits, as well as put aside their opposites. He will never do much for God who has not integrity of spirit."
• Self-discipline/self-control makes up "the price tag of leadership." Spurgeon took costly stands, which reflected his moral principles based on his conviction that "The highest moral character must be sedulously maintained."
• The personal characteristics of a leader bear witness to the lasting influence of that leader. Spurgeon testified, "A good character is the best tombstone. Those who loved you, and were helped by you, will remember you when forget-me-nots are withered. Carve your name on hearts, and not on marble."

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From Spurgeon on Leadership by Larry J. Michael. Kregel Publications. Copyright © 2003 by Larry J. Michael. Used by permission.

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Larry J. Michael is Pastor of First Baptist Church in Clanton, AL.

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1. C. H. Spurgeon, An All-Round Ministry (Pasadena: Pilgrim, 1973), 245.
2. Cited by Arnold Dallimore, C. H. Spurgeon (Chicago: Moody, 1984), 176.
3. Warren Bennis, "Lessons in Leadership from Superconsultant Warren Bennis," interview , Bottom Line Personal 17, no. 13 (1 July 1996): 13-14.
4. Extensive treatment is given to this early controversy in the author's unpublished doctoral dissertation, "The Effects of Controversy on the Evangelistic Ministry of C. H. Spurgeon," 107-28.
5. Jack Hayford, "The Character of a Leader," in Leaders on Leadership, ed. George Barna (Ventura, Calif.: Regal, 1997), 79.
6. James Douglas, The Prince of Preachers (London: Morgan and Scott, n.d.), chap. 4.
7. Spurgeon, An All-Round Ministry, 245.
8. Ibid., 191.
9. C. H. Spurgeon, Lectures to My Students: A Selection from Addresses Delivered to the Students of the Pastor's College, Metropolitan Tabernacle (London: Passmore and Alabaster, n.d.), 9.
10. Spurgeon, An All-Round Ministry, 46.
11. Spurgeon, Lectures to My Students, 10.
12. 12. Spurgeon, An All-Round Ministry, 245.
13. Andrew Buchanan, "Jackson Pledges to Continue Work," Associated Press article, 22 January 2001.
14. Spurgeon, An All-Round Ministry, 137.
15. Spurgeon, Lectures to My Students, 9.
16. 16. C. B. Hogue, "Spiritual Leadership," Growing Churches (spring 1995): 8.
17. Kenneth O. Gangel, Feeding and Leading (Wheaton, Ill.: Victor Books, 1989), 34.
18. Lowell "Bud" Paxson, Threading the Needle (New York: HarperCollins, 1998), 148.
19. Spurgeon, An All-Round Ministry, 48.
20. Ted W. Engstrom and Edward R. Dayton, "Integrity," Christian Leadership Letter (August 1983): 3.
21. Spurgeon, Lectures to My Students, 8.
22. Spurgeon, An All-Round Ministry, 137.

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