And they awoke him, “Teacher, do you not care that we are perishing?” He woke up and rebuked the wind, and said to the sea, “Peace! Be still!” Then the wind ceased, and there was a dead calm.—Mark 4:38-39

There is something to be said about leaders and how they deal with stressful situations. Anyone can lead during times of peace, but it is trial by fire that often shows us what type of people we are. Do those who lead possess a certain grace under fire or do they carry bellows that stoke the fires of fear until they are infernos? I have seen many a leader lose control during a time of crisis, at the exact moment when people most often seek sound leadership. Here are five things a leader should understand when managing people:

1. Leaders understand that we are in the people business, which means that we are in the problem-solving business. We have a calling. People problems keep us employed. What did you expect? If you don’t like people and can’t love them despite their never-ending problems, switch to another profession.

2. Only firefighters are equipped to run into burning buildings. While some of us may think that we have an “S” painted on our chest, most of us are closer to Martha Kent than we are to a super being. A good leader has to realize his or her limitations. The limitations can be self-imposed to protect our families or they can be externally imposed through laws, policies and regulations. As leaders, especially as pastoral leaders, we have to understand when we need to dial 911 and call in the experts. A Master of Divinity degree does not mean a person is qualified to deal with mental illness, politics, finances or the law. While you may be a scholarly expert of God’s divine Word, leave the burning buildings to the folks with hoses and fire-retardant gear.

3. Good leaders have a good exit strategy. Sooner or later, every leader has to navigate through a storm. Sometimes it is our “great idea” that gets us and those we lead smack dab in the middle of the tempest in the first place. The storm isn’t the problem; it is surviving it that should be your priority. It would be wonderful if we could do a quick, “Peace be still,” like Jesus, but since most of us don’t have that kind of power, we better find the most efficient and effective strategy to navigate out of stormy weather. The best strategy is just to avoid the storm in the first place, but again we are in the people business; storms will come.

4. Don’t take yourself too seriously. A great leader never has to tell anyone they are in charge. People already know. If you have to tell people you are the leader—that you are the boss—you probably aren’t. You are probably in a position that you are underqualified to be in, and you are probably going to break something or be broken. Take note of point number two and get out before it is too late. Part of not taking yourself too seriously as a leader is being transparent. Be honest if you make a mistake. Don’t be afraid of changing your mind or stopping a process, even it if embarrasses you. Also surround yourself with men and women who are strong in the areas where you are weak and who will challenge you constantly to improve. If, as a leader, you are the smartest person in the room, you need to go to a different room, because the organization will never grow beyond your limitations.

5. Leaders should not be distracted by bright and shiny things. Let’s face it: Everyone that we lead has an important issue or cause they are dedicated to. In some cases, the people have given this cause the highest priority in their lives. But every cause is not our cause to champion as leaders. Every good thing is not a God thing; at least not if we as leaders understand our call. No matter how many critical issues, causes and matters of upmost importance come before our desk, the good Lord has only seen fit to give us 525,600 unexpandable minutes in each year to do everything that needs to be done. A wise leader has to prioritize and carefully choose those things they want to give their energy to.

As leaders our job is not to fix every problem, to martyr ourselves for every cause or to be the experts in every situation. Our job is to be aware of the big picture and equip those we serve to be their best and do their best in their appointed roles.

Glen Alexander Guyton is director of finance and convention planning for Mennonite Church USA.