Leadership Central

When Confrontation is Necessary

2012-02-29T14:35:00.000-05:00

I hate confrontation! I just thought that I'd get that out there right at the outset. I've never enjoyed difficult conversations; I'd much prefer to avoid them altogether. The truth is, however, that sometimes confrontation is necessary.

That being said, there is a right way and a wrong way to go about it. If you want to look at the wrong way, take a peek at how the Parliament of Canada operates - or the U.S. Congress for that matter. In both cases the issue rarely matters, what seems to matter is who can yell the loudest or score the most points with their sound bite. It's not the place to take your child to learn about civil discourse.

The wrong way is also modelled often on Facebook and other social media. The airing of public laundry seems to have become the equivalent of a pre-emptive strike for some people. It's certainly not the place to get into a confrontation - you do know you can send a private message, right? As Ravi Zacharias says, "When we start throwing dirt, we both get dirty and everybody loses ground."

So, why and how should we confront? Let's look at the why first. (Full disclosure: I'm looking at this from a Biblical perspective.)

We should confront when we firmly believe that we are doing so for the good of others. Confrontation should not be about evening the score, or putting someone in their place. That is revenge. In Romans 12:19 God says, “It is mine to avenge; I will repay.” No, confrontation ought to be done, first of all, for the good of the person being confronted. I try to assume that everyone wants to do the right thing until proven otherwise.

We should confront when coming to the aid of someone who cannot defend themselves.
There are times when we see things that need to be dealt with. Bullying is one example. When we stand by and watch someone being bullied without doing something about it, we are giving our tacit approval. One of the most powerful quotes I have read on this subject was written by Martin Niemoller, A Lutheran Pastor in Germany during World War II. He said, "When they came for the Jews, I did nothing, for I am not a Jew. When they came for the Socialists, I did nothing, for I am not a Socialist. When they came for the labor leaders, the homosexuals, the gypsies, I did nothing, for I am none of these, and when they came for me, I was alone, there was no one to stand up for me."

We should confront when it's for the common good.
There are times in leadership when we must confront because not to do so would allow the organization to be damaged. The same goes for society as a whole. There are times when we do need to speak up firmly, but respectively, and confront - when we see injustice, abuse or neglect for example.

We should confront when we are in a position of accountability to someone.
When in a position of trust we are to act accordingly. I am often asked to provide accountability for people, I take that very seriously. If I see something wrong and don't say something about it, that becomes my responsibility. Too many people are guilty of benign neglect - allowing things to slide because they don't want to step on toes.

Those are some of the whys of confrontation. Here are a few reasons why people don't confront.

Fear of being disliked.
Fear of making things worse.
Fear of rejection.
Don't know how.
Who are we to confront? We're not perfect either.

Now let's look at some suggestions on how to confront.

Deal with issues as they arise.
Don't store up issues until you're so frustrated that you can't take it anymore. Nothing is worse, as an employee for example, than thinking that everything's fine only to be blindsided with a list of things you've been doing wrong for months. If it bothers you, talk about it politely when it's fresh, then move on.

Check your attitude first.
Remember, when we confront, our goal is to fix the problem or to restore a relationship - not to destroy a person. What are your motives? If they aren't right, perhaps you need to take some time to pray about it before you have the meeting. Don't contribute to the problem; be a part of the solution.

Start on a positive note.
People are much more willing to hear you out if they know that you care about them. As someone said, "People don't care how much you know until they know how much you care."

Outline the problem.
What is the issue that is causing the problem?
How is this affecting you or others?
Why is this a problem?

Encourage a response.
Prepare yourself for an emotional response. Often people may feel shock, bitterness or resentment and may want to "vent."

Put yourself in their place.
Try to understand how they may be feeling. Restate back to them what they've told you to demonstrate that they've been heard.

Communicate the expected result.
Focus on moving forward. People of good will want to move towards a solution. Let them know that you have high expectations for them.

Put it in the past.
Don't keep bringing it up again and again unless the problem is recurring. We have all made mistakes and would appreciate it if we could just move on after correcting them.

Here are some parting thoughts on confrontation that I've learned from experience.

The longer you wait to confront, the harder it is.
It's rarely as bad as you think it is.
Aim for a better understanding; a positive change and a growing relationship.
If you truly care about people, it shows - so work on you first.
It's not about you, so don't make it about you.
You really can be nice and honest at the same time. Try it, you might like it.

Growing a Thick Skin

2012-02-27T14:38:00.000-05:00

One thing that is guaranteed, regardless of your field of leadership, you will be subject to criticism. Often it's the way that we respond to our critics that can determine whether we succeed or fail over the long term.

A lot of leaders are like the young man who's father gave him advice as he joined the military. He told him to "always get in the middle of the line and don't draw attention to yourself." That might work in the military, but it certainly won't work in leadership. The nature of the beast is that we are up front, making decisions, casting vision and being accountable. All of these things attract attention and criticism.

What are the keys to handling criticism and being healthy in leadership?

Recognize it as a normal part of the job.
You will be criticized. Don't be surprised when it happens. Not every decision you make is going to be popular with everyone. That's life. The greatest leaders were all the recipients of healthy doses of criticism. It didn't mean that they weren't good leaders, it meant they were doing something.

Look after your emotional health.
From my own experience, I have found that when I am emotionally healthy, it is much easier to take criticism in stride. Conversely, when I have allowed myself to be run down and have neglected myself emotionally, negative feedback has a much greater impact.

As leaders, we need to know ourselves. Recognize the signs that you are pushing your limits. Before you reach that point, take action.

Return to your strengths, those things that build your confidence.
Take a break if you can. Look toward the finish line, whether it be the weekend, the end of the assignment, or that much needed vacation.
Turn to your support network. Who are those trusted people that you can rely on to pick you up when times get tough?
Share the load. Delegate. We should do this all the time, but especially when we are overwhelmed, just remember to delegate, not dump.

Accept the pressure of the moment.
You are the leader. Don't run, hide or obfuscate. Face the challenge and deal with it accordingly. This is a particular challenge for those who don't like confrontation or difficult conversations but, as stated above, it comes with the territory. Face it and fix it.

Hear your critics.
Surprisingly, sometimes critics are our best friends. Winston Churchill said that “Criticism may not be agreeable, but it is necessary. It fulfils the same function as pain in the human body. It calls attention to an unhealthy state of things.” Even our worst critics can provide us with useful information. When faced with someone who is irate or concerned, here are a few hints.

Act - don't react. Don't allow someone's childish behaviour to push you into acting childish yourself. Welcome their input and give them a fair hearing. I have found Proverbs 15:1 speaks very well to this situation: "A gentle answer turns away wrath, but a harsh word stirs up anger." Show grace.
Consider the source. Is this person someone whose opinion you value? If so, be sure to listen intently. Often, however, when someone approaches a leader about an issue, it's not about the issue, it's about them. People are people, and all people have problems. Sometimes leaders make great targets for criticism because they are out front. And sometimes they are having problems with everyone and you're the only one they can come to. When criticism is completely unfounded, ignore it.
Look for the nugget of truth. We can learn from almost everyone. See and hear through the bluster and try to find something of value to take away from your meeting. Invite your critic to help you with suggestions.
Thank your critic. This is difficult to do, but helpful. A wise leader I spoke to about an issue surprised me with this statement, he said, "Thank you for feeling comfortable enough to share your concerns with me." He gained a great deal of respect from me in a tough situation.
Win them over. Handling a confrontation well can often result in a much stronger relationship. As a Christian leader, I recognize that people are not my enemies, they're in need of God's grace, as am I.

Act on what you've learned.
When your employees or volunteers care enough to speak out about an issue, it means that it matters to them. Sometimes it means that changes do actually need to be made. When this is the case, actions speak louder than words. A leader is willing to respond when they see the need gains leadership points with their followers. Those who build a wall and ignore their critics will soon find themselves isolated.

Create the proper vehicle for input.
Here's a good question, when your people see something that needs to change, how can they go about providing that suggestion? Here's one suggested method. Communicate that you are open for suggestions. Tell your people that for every issue they recognize you would like them to provide two possible solutions or alternatives. This gives them permission to participate and may provide some great ideas. It will also likely help you to avoid some not-so-pleasant encounters.

Communication problems are one of the most common problems in organizations. People want their voices to be heard. For most people, I've found that their hearts are in the right place and they really want to help. Believe in your people, value them and listen to them. People will be either your greatest asset or your greatest liability, see them as the former.

Grow through the criticism.
Don't take it personally - all leaders are criticized. You will usually find that criticism can become a great tool for your personal growth. Early in my ministry I found that I was taking a lot of heat, and it bothered me. But when I really took the time to consider what was being said, I found much of it to be true. This resulted in some major changes in my life. If I had rejected the criticism outright, as many do, I would have put a cap on my own potential.

Ask yourself, what can I learn from this? What skill do I need that can help me to do better? If you're hearing the same criticism from different sources, you should seriously consider dealing with that issue. In all of these things, having mentors you can trust to share with is invaluable. Talk to them about what you're hearing, and ask them for honest feedback. Remember, "Iron sharpens iron." Sometimes the greatest opportunities come from uncomfortable circumstances.

Related Articles:
Key Leadership Qualities - Communication
The Power of Words
Turning the Corner - How to Regain Momentum
Are You a People Person?

Turning the Corner - How to Regain Momentum

2012-02-18T18:01:00.000-05:00

Momentum is a powerful thing in any organization. When it's going your way everything is easier. It takes less effort to get more results, people are excited; there's a "buzz" in the air. When momentum is going the wrong way everything is more difficult; the lack of energy is palpable. So, how can you turn it around.

Identify the cause.
When did things begin to turn for the worse? Was it a leadership decision, a change in policy or product, or an outside occurrence? Until you know why you are in the shape you're in, changing it will be difficult.

Speak to it directly.
Leaders are often hesitant to admit when mistakes have been made or even that things aren't going well. What they don't realize is that the people in their organization already know. They're looking for honesty and integrity from their leaders. Speaking the truth can inspire confidence and trust.

Re-affirm your commitment.
Are you here for the long haul? Do you believe in what you are doing? Leaders must ask themselves these questions and then re-affirm this to those who are following them. No-one is going to put out effort and energy when they don't know whether or not the leader is going to be there for the long haul. Let them know that you still believe and that you're commited. If not - get out.

Identify your core.
Who are those people who "have your back?" This may be a much smaller group than it used to be, but once you identify them you at least know the facts. Who are they? What skills, talents and abilities do they have? How do their skill sets match up with your current programming?

Consider a re-organization.
When I found myself in this position I realized that we were trying to operate too many programs with too few people. We made painful decisions to cut some popular programs in order to focus on those things that would move us further down the road. We made a commitment that we would only start new programs as the leadership and volunteers emerged and only if they were sustainable. This gave a sense of relief to our volunteers, some of whom were dangerously close to burnout.

Focus on your strengths.
What is it that you do well as an organization? Focusing on those things can go a long way to improving morale and confidence. If you have been struggling for a while, it can make a big difference to allow people to operate in their comfort zone; their area of expertise. This alleviates a great deal of stress and makes the work enjoyable.

Feed the fire.
When something starts to work, throw resources at it and keep it going. Success breeds success. Celebrate those successes - everyone likes a party.

Don't let it happen again.
This is easier said than done, but the easiest way to regain momentum is not to lose it in the first place. The illustration below shows the normal lifecycle of an organization. The key to moving forward and not losing momentum is making changes before you fall into decline.

Thoughts to remember:

"Success requires first expending ten units of effort to product one unit of results. Your momentum will then produce ten units of results with each unit of effort."
~ Charles J. Givens

"When you're successful, things have a momentum, and at a certain point you can't really tell whether you have created the momentum or it's creating you."
~ Annie Lennox

The Importance of Defining Success

2012-02-15T11:20:00.000-05:00

Guest post by Dr. Jeremy Stratton

You don’t start something new, you don’t take excess amounts of risk, with the idea that someday it will fail.

The reason you do your work, the reason you take on resistance, is to succeed.

What is the point of doing so much, taking on potential ridicule, quitting a stable job, risking your reputation, without success?

Part of our work is defining what success means, and most of us define it poorly.

When we dream and begin our work, we picture a form of success that looks like acclaim and recognition.

• Reaching the pinnacle of our chosen field.
• Attaining best seller status.
• Becoming wealthy through an IPO.
• Winning a grammy.
• Having 10,000 members at our church.
• Running fast enough for a gold medal.

Perhaps this is one potential definition, but if you choose this one for yourself, you are doomed to fail.

In his book, Man’s Search for Meaning, Viktor Frankl warns against the idea of pursuing success.

"Don’t aim at success – the more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side-effect of one’s dedication to a cause greater than oneself or as the by-product of one’s surrender to a person other than oneself. Happiness must happen, and the same holds for success: you have to let it happen by not caring about it."

A better definition of success? Dedication to your work. Surrender to another person through love. Surrender to a cause that is greater than yourself.

Success is found when you do a work you love. When you show up every day to do that very work, overcoming the resistance inside of you.

It is found in creating, in making something new. Something interesting.

It is having a vision for something great and then taking daily small steps in that direction.

It is believing the impossible.

It is learning from mistakes and becoming better at your craft for having “failed.”

If acclaim follows, then so be it, but don’t ever let it interfere with your true success.

This post is written by Dr. Jeremy Statton. He is an orthopedic surgeon and a writer. His blog focuses on encouraging others to live a better story with their lives. You can connect with him on Twitter.

The Power of Words

2012-02-13T18:33:00.000-05:00

"I have a dream..." Martin Luther King, Jr. uttered those famous words in 1963. (Watch full speech here). I was one year old, and am now 49. Yet they resonate, and will continue to do so, because of the powerful thoughts that they represent. Words are powerful things, and they have the potential to turn men's hearts and to alter the course of nations. With this kind of power we ought to be careful how we use them.

Words aren't always used for good, sometimes they are used for manipulation. Witness the powerful imagery that Hitler conjured with his speeches about a "thousand year reich." The world shook for years as the nation of Germany united around a madman who was good with words.

As leaders, then, this is a subject that must be thoughtfully considered. The more influential the leader, and the more challenging the times, the greater import of the choice of words. Look again to World War II as an example. Most of mainland Europe lay completely under the boot of Hitler's Nazis, and he turned his murderous attention on England. The island nation was facing the full might of the powerful German airforce - the Luftwaffe. On numerous occasions over the next few years, his voice and words rose to inspire a nation.

On June 4, 1940 he declared:

"We shall go on to the end, we shall fight in France,
we shall fight on the seas and oceans,
we shall fight with growing confidence and growing strength in the air,

we shall defend our Island, whatever the cost may be,
we shall fight on the beaches,
we shall fight on the landing grounds,
we shall fight in the fields and in the streets,
we shall fight in the hills;
we shall never surrender..."

(Read the whole speech here.)

On October 29, 1941 he famously uttered these words:

"Never give in. Never give in. Never, never, never, never -- in nothing, great or small, large or petty -- never give in, except to convictions of honour and good sense. Never yield to force. Never yield to the apparently overwhelming might of the enemy." (See more here.)

It is the power of words that can turn leaders into legends. Witness John F. Kennedy's stirring call to Americans at the time of his inauguration: "...ask not what your country can do for you - ask what you can do for your country."

As a leader, I've witnessed that the power of words is critical, not just for the world-shaking occasions described above, but for the challenges that face your organization and mine. When difficult times come, what you choose to say (or not say) can result in a renewed vision and determination or a continued loss of momentum. How do you know what to say? Here are some keys that I think need to be remembered:

Have a sense of the times.
Those who follow you need to know that you have a sense of perspective. You don't have to mouth platitudes that "everything is going to be all right," but you do need to explain the situation. The last thing that people want is their leader "fudging figures" or trying to tiptoe around reality. People already have a sense when things aren't going well. The best way to deal with that is to acknowledge that and set a course of action to change it.

Be a "dealer in hope."
Napoleon famously stated that “A leader is a dealer in hope.” This is a true statement, even if we can question Napoleon's motives. The truth is that people need to be inspired, and without hope, people will quickly abandon the fight or the cause. They need to know why they ought to continue to pay the price, and it's a question which deserves an answer.

Believe it before you say it.
No-one wants to follow a hypocrite, and nothing serves to destroy the heart of an organization more quickly than to find out that their commitment was being taken advantage of. If you do not believe in what you are doing - get off the bus, call u-haul and leave town. Let another leader emerge who has the courage of their convictions. Sharp people are very quick to sniff out a fraud or a coward. On the other hand, people long to follow a leader who they can believe in. Witness my favorite scene from Braveheart:

Think before you speak.
This speaks of preparation and intentionality. When you understand that what you say could turn the fortunes of your organization or the future of your people you'd best take your time. Focus your mind on the key thought that you want to convey. Remarkably, Martin Luther King, Jr. rarely used a manuscript, but preached from an outline, having the key thoughts committed to memory. Listening to him you have a sense that he had spent a great deal of time pondering how to express the burden that was in his heart. This, I believe is a real hallmark of great leaders: they embody their cause.

I sincerely believe that people are looking and longing for a cause that is bigger than themselves; something that is worth living for. They are looking for leaders that are able to articulate the vision in a way that they can understand. They want to know why they ought to sacrifice; why they ought to commit wholeheartedly to a cause. It is a large part of a leader's role to cast that vision with clarity - so choose your words wisely.

Related Articles:
Key Leadership Qualities - Communication
Resources: Top Ten Lists For Canadian Christian Leaders - Part II
Resources: Top Ten Lists For Canadian Christian Leaders
The Four Corners Of Great Leadership

Learn This Lesson First

2012-02-10T23:57:00.001-05:00

There are many versions of this lesson, but I'll share it the way that I heard it the first time.

There was once a wise teacher who was asked to speak with a group of professionals and business students. He decided that the best way to communicate with them was through an object lesson. Here is what he shared.

He took a large one-gallon, wide-mouthed mason jar and sat it on the table in front of him. Then he took some large rocks and began to put them in the jar, one at a time, until he could fit no more in the jar. He then looked up at his accomplished students and asked them, "What do you think? Is the jar full?" All of them said, "Yes!"

He then pulled a jar of gravel from under the table and poured it into the mason jar, shaking it as he did so that the gravel filled the cracks between the rocks. He then asked the question again, "Is the jar full?" This time some of the students said "Yes," and some said, "No."

He proceeded to pull out another jar, this one of sand, from beneath the table, and began to pour it into the mason jar, filling each crevice that was left between the gravel stones. One more time he asked, "Is it full?" This time, the response was timid, again with some saying "Yes," and some "No."

He then took a ptcher of water on the table and began to pour it into the jar, continuing until the water reached the top of the jar. As he finished pouring he said, "Now, it is full." Then he asked, "Now, what is the lesson?"

An eager student raised his hand and said, "The lesson is that no matter how busy you are, you can always find time to do something else."

The teacher shook his head and said, "No, the lesson is this, if you don't put the big rocks in first, you'll never get them in at all."

Here is a profound lesson on priorities - putting first things first. It's a lesson that has been stated in different ways by different people at different times. The greatest teacher in history, Jesus Christ, basically said it like this: "Love God first, then love people; everything else follows after these." (Matthew 22:37-39 - my paraphrase).

What is it that you are choosing to put in your jar first? What are the priorities that govern your life? Some choose success, position, money, fame or pleasure. All of us find, at some point in our lives, that none of these can provide long-term satisfaction, and certainly not anything of eternal significance.

The greatest lesson that any leader can learn is to, first, humble themself before the God of the universe. As Billy Graham said, "Wise men know when to bow." The writer of Proverbs wrote in Proverbs 9:10 - "The fear of the Lord is the beginning of wisdom." We were created for eternity, by God, for His purposes. Understanding this first can keep us from the fate of many who have climbed the ladder of success, reached the top, and found that it was leaning against the wrong building. Don't let that be said of you.

Related Articles:
The Pareto Principle
“Put God First” - The Principle of Priority
"Do It Now" - The Principle of Inertia
Book Review: "What Good Is God?"

Cool Link of the Day #6

2012-02-08T10:47:00.000-05:00

I've long been a fan of Andy Stanley's ministry at North Point Community Church in Atlanta. I've found many of their resources very helpful in my own ministry and in my leadership development. They've just created a page to put all of their on-line content on one web-page for easy access! So this easily qualifies for my Cool Link of the Day. I hope you find this as helpful as I have. Here is the link.

Resources: Top Ten Lists For Canadian Christian Leaders - Part II

2012-02-06T14:30:00.000-05:00

Last week I posted a blog showing the results of a survey of Canadian Christian leaders. This is a follow-up to that. The Leadership Centre Willow Creek Canada was intending to discover what resources Canadian leaders were using to develop their leadership skills and resource their ministries. The previous post looked at favorite books, authors and podcasts. Today's post gives the results for the most popular blogs.

Interestingly, other questions regarding social media like Facebook, Twitter, and LinkedIn didn't receive enough feedback to produce a result. The measurable scale of impact has not been there for those services as of yet. I'm going to add my own top ten for Twitter just because I've found some helpful ones. (The survey only found three that rated a mention). But before we get to that, here's the first question.

Which 3 BLOGS, Christian or secular, are currently having the most impact or relevance to your ministry?

The next question only had three results. I'll list those first and then fill out the list with my own suggestions. If you have suggestions, please feel free to leave a comment.

If applicable, what 3 TWITTER accounts do you find most relevant to your ministry?

@RickWarren
@CSLewisDaily
@PastorMark (Mark Driscoll)
@erwinmcmanus
@DailyKeller (Tim Keller)
@MichaelHyatt
@ChristianPost
@garyhaugen
@RaviZacharias
@craiggroeschel
@tdbok (Tony denBok) - Hey, it is my blog!

Let me encourage you to plug into these online resources, but to keep a balance. That can be difficult to do as we can find ourselves overwhelmed by content. It may help to set time limits daily in order to keep from getting out of synch. I hope that you find these resources helpful.

Related Articles:
Resources: Top Ten Lists For Canadian Christian Leaders
Cool Link of the Day #5
Cool Link of the Day #4
Cool Link of the Day #3
Cool Link of the Day #2!

The Pareto Principle

2012-02-03T16:44:00.000-05:00

A long, long time ago, near the beginning of my ministry, I attended a leadership conference taught by John Maxwell. I ate up the material because it related to what I was facing in my church and life at the time. I was just reminded of one of the principles that he taught as I was sitting at my desk looking at literally scores of books that I want to read.

The truth is that you can't do everything. You can't read everything. You can't listen to every podcast and you certainly can't keep everybody happy. That's where the reminder about the Pareto Principle came to my puny little mind.

The Pareto Principle (also known as the 80–20 rule, the law of the vital few, and the principle of factor sparsity) was developed by an Italian economist named Vilfredo Pareto way back in 1906. What it basically teaches is this: for many events, roughly 80% of the effects come from 20% of the causes. He observed, for example that, in 1906, 80% of the land in Italy was owned by 20% of the people. In his garden, 80% of the peas came from only 20% of the pea pods.

Frankly, I don't care about the peas and the pods or who owns what in Italy - the question for me is how can I apply this principle. Maxwell shared some great applications for my church and my life. Take a look at some of these examples and see if you have found these true in your environment:

20% of the people do 80% of the work.
20% of the people give 80% of the money.
20% of the people take 80% of the time.
20% of the people invite 80% of the visitors.
20% of the people make 80% of the decisions.
20% of the people teach 80% of the people.
20% of the time produces 80% of the results.
20% of the programs give 80% of the growth.
20% of the message gives 80% of the content.
20% of the job gives 80% of the satisfaction.

The bottom line application for all of us is this: if we devote our energy, time, and resources to the top 20% of our priorities, we’ll achieve 80% of the results we desire. This is one application of this principle that I have definitely found to be true. All of us are busy (some at things that don't matter, but that's another story). Many of us find ourselves with not enough hours in a day to accomplish all that we need to accomplish. So, obviously, choices need to be made. Here are some lessons from Pareto.

It's not how hard you work, but how smart, that counts.

I've known some very unsuccessful hard workers. They're certainly not lazy, but lazy is not the only way to be unproductive. We need to recognize those areas of responsibility that are going to move us the greatest distance toward our destination, and do them first.

Someone spoke of the "tyranny of the urgent." Without planning and evaluating, we end up constantly having to deal with things that are now "urgent," simply because we weren't paying attention. With my personality I learned a long time ago that I wasn't going to get a lot done without the use of a planner. Working hard was never an issue, working smart was.

Organize or agonize.

I say this as I'm surrounded by stacks of papers and files on my desk. I'm an "abstract random." I tend to move quickly from project to project and like to have a lot of things of the go. I can be like the talking dog in the movie "Up" who was constantly being distracted because he thought he saw a squirrel. I like squirrels, they're cute little furry animals, rodents actually that like nuts.... Sorry. The point is. I've had to learn (still learning) to organize my major projects or regret the missed deadlines.

For those with personalities like mine, this is an ongoing process. But I do find the principle holds true. I need to keep asking myself which of these projects will bring the greatest reward and refocus my energies on those.

Choose or lose.

The truth is that we are always making choices whether we want to be or not. If we do not choose to place first things first then we are choosing to place them somewhere else. When those important things are moved down on the totem pole our effectiveness drops as well. Sometimes we simply cannot do everything that is asked of us so we must choose - or lose.

Evaluate or stalemate.

Someone called it "the paralysis of analysis," the inability to make a decision. It's also been called the "ready, aim, aim, aim... syndrome." We have to set and maintain priorities if we're going to be effective in our chosen field of endeavour. How can we do that? Here are some questions to ask:

How do we determine our priorities?

Requirement: What is required of me?
Return: What gives the greatest return?
Reward: What gives me the greatest joy?

How do we maintain our priorities?

Evaluate: Where am I?
Eliminate: What am I doing that can be done by someone else?
Estimate: What is needed to accomplish my objective?

I know that I have a set amount of hours to work with in any given day and week. The question is, what am I going to do with that time? If I apply the Pareto Principle and focus on the top 20%, rather than the squirrels, chances are I'll get a lot more done. So, as far as my books are concerned, I think I'm going to figure out which 20% are going to give me 80% of what I need to know. The others look good on my shelf for the time being. By the way, if you're reading this, you're in my top 20%. : )

Related Articles:
"Do It Now" - The Principle of Inertia
“Put God First” - The Principle of Priority
Developing Great Habits
Key Leadership Qualities - Discernment
Are You Teachable?
Resources: Top Ten Lists For Canadian Christian Leaders

6 WAYS LEADERS CAN BUILD TRUST

2012-02-03T10:10:00.000-05:00

Guest post by Dr. Jeremy Statton

We have all had a boss that we did not respect. No matter how intelligent or charismatic, you knew that placing blind faith in him or her would be a mistake. You were always watching your back waiting for the sucker punch to come.

A lack of trust allows fear to become a primary motivation with your team members. They will fear your opinions. They will fear your decisions and evaluations. They will fear failure. They will fear you.

Once fear creeps in, your team members will become paralyzed.

Trust is something that has to be earned. It is something we are all told to give away slowly and to take back quickly.

Here are six ways that a leader can instill respect and trust in his team:

1. Expose yourself.
Open yourself to others. Not in a dangerous way where people can take advantage of you, but rather in a way that demonstrates honesty and humility. Your team needs to know that you are just like them. Be willing to admit your own failures. If you put up a wall around yourself, your team will too.

2. Take the hit.
When undesirable outcomes happen, we are all quick to point the finger. If your team members see that you are willing to take the blame for the good of the team, even if its not directly your fault, then they will start to let go and trust you. As leader of a team you need to accept the responsibility for both the good and the bad.

3. Build your team members up.
This is the opposite of taking the hit. Whenever it is appropriate make sure you praise your team members in front of their peers and superiors. Be sure to applaud their efforts and results. Never try to take sole credit for something good that the team did.

4. Get rid of the leash.
Allow for freedom to explore new ideas and to be creative. If people feel that you are micro-managing them, they will stop trusting you. Make room for failure and more importantly the opportunity to learn from failure.

5. Accept confrontation.
Fighting is not good, but neither is false agreement. When there is a difference of opinion, promote discussion. Explore solutions with the intent to solve problems. If disagreement never occurs, then your team is afraid of telling you the truth.

6. Find the value in each person.
We all have weaknesses, but we also have strengths. Everyone brings something different to the table. Find what is unique in each individual and use that unique strength for the good of the team.

This post is written by Dr. Jeremy Statton. He is an orthopedic surgeon and a writer. His blog focuses on encouraging others to live a better story with their lives. You can connect with him on Twitter.

Resources: Top Ten Lists For Canadian Christian Leaders

2012-02-01T14:42:00.000-05:00

Recently The Leadership Centre Willow Creek Canada conducted surveys of Canadian church leaders to find out what was impacting their ministries. I know that I'm always on the prowl for resources that can help me with my leadership so I thought I'd share in one place for you what I found in a series of Scott Cochrane's blogs.

I was pleased to find that I already use many of these resources (so I'm not completely out of touch). I also was pleased to find that there were a few that I haven't checked out yet. Links to the applicable sites are also included for your convenience. If you have some others that you've stumbled on and would like to share, please leave a comment. So here goes...

In answer to the question:
Which 3 AUTHORS, Christian or secular, are currently having the most impact or relevance to your ministry?

Tim Keller
Bill Hybels
Andy Stanley
N.T. Wright
Francis Chan
Dallas Willard
Eugene Peterson
Henri Nouwen
Brian McLaren
Patrick Lencioni
Ravi Zacharias - Wasn't on the list but I added him because it's my blog. : )

In answer to the question:
In 2011, what were the 3 most ministry-impacting BOOKS you read?

Sun Stand Still, Steven Furtick
Radical, David Platt
The Power of a Whisper, Bill Hybels Find book review here.
Surprised by Hope, N.T. Wright
Humilitas, John Dickson
Prodigal God, Timothy Keller
Sticky Church, Larry Osborne
Disappointment With God, Philip Yancey
Leading on Empty, Wayne Cordeiro
Simple Church, Thom Rainer and Eric Geiger
What Good is God? Philip Yancey - Again... it's my blog. See review here.

Final question:
Which 3 PODCASTS, Christian or secular, are currently having the most impact or relevance to your ministry?

These are great resources for leaders. I hope that you take some tome and check them out. Remember to do something - every day - to help yourself grow as a leader.

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Cool Link of the Day #3
"Young Leaders – Start Smart"

Key Leadership Qualities - Countability

2012-01-31T18:20:00.000-05:00

This is one those "made-up" words, coined by John Maxwell. It captures the idea of people being able to count on each other no matter what. This lesson is about what it means to be a team leader and what it means to lead with character and integrity. So, now can we be a leader who has a reputation of "countability?"

Lead Yourself First
Thomas J. Watson (former chairman of IBM), said “Nothing so conclusively proves a man’s ability to lead others, as what he does from day to day to lead himself.” If you're going to lead, you must stay out in front. This means living a disciplined life, staying abreast of best practices and constntly looking for ways to improve. If you are growing, your team members know they can rely on you to lead the way.

Demonstrate Character
This quote by J. C. Watts is particularly true today. "Character is doing the right thing when nobody's looking. There are too many people who think that the only thing that's right is to get by, and the only thing that's wrong is to get caught." It is the leader's responsibility not just to set a standard, but to model it. In fact, a leader should hold him or herself to a higher standard than others do. When we keep the bar high for ourselves, it helps others to be willing to do the same.

Know Your Team
This is about relationship. One thing we can know about people is that they want their leaders to hear them and to know who they are. If you truly care about your people they will follow you where they wouldn't follow someone else. Ask them the right questions and listen to their responses. What do you know about their families? What are they passionate about? What are their hopes and dreams? A wise leader recognizes that people are not means to an end, but are valuable in and of themselves. When you value people achieve their goals, they will believe in you and help you to achieve yours.

Model Servanthood
True leadership leads for others. Servant leaders recognize that the greatest way to build loyalty is to truly care. This is the type of leadership that was modelled by Jesus, who demonstrated His commitment to His followers by laying down His life. This is the same kind of leadership the Bible encourages men to model in their homes. This sacrificial model builds security in followers. When team members are convinced that the leader would "take a bullet" for them, they will show the same commitment to you and the team.

“Leadership is the ability to inspire others to follow you. A leader never pushes or pulls. A leader moves, and those around him fall in behind and go with him wherever he takes them because they trust him.” — Brian Cameron

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Key Leadership Qualities - Servanthood
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Key Leadership Qualities - Communication
Key Leadership Qualities - Perspective
Key Leadership Qualities - Discernment
Key Leadership Qualities - Adaptability

Key Leadership Qualities - Endurance

2012-01-30T18:57:00.000-05:00

This is one of those subjects that I find myself focusing on more and more lately. The truth is, anyone can get it right in spurts and starts, it's much more difficult to have sustainability as a leader. In leadership, particularly in ministry, it's not so much about how you start, but how you finish. This is one of the reasons why we honor men like Billy Graham and Charles Swindoll, because they're finishing well.

Let's start with some sobering statistics. In a recent article by Dr. Richard J. Krejcir it was revealed that 60% to 80% of those who enter the ministry will not still be in it 10 years later, and only a fraction will stay in it as a lifetime career. I suspect that statistics for other high pressure leadership careers would be similar. So, what can be done to buck this trend? How can we develop the endurance necessary for the long haul in our chosen field?

Choose Wisely
This is the first key to success. I've told all of my sons to find the thing that they enjoy doing the most, then learn to do it so well that people will gladly pay them to do it. I firmly believe that this is true. As far as ministry is concerned, my first question for young candidates is this: why are you wanting to do this? Biblically speaking, ministry is not a vocation, it's a calling. Again my advice to potential ministers, knowing the stress they will face, is this: if you can do anything else and be happy - do it. The reason I can say this is if they are truly called they will never be truly happy doing anything else. Regardless of your chosen field, you need to love what you're doing in order to persevere.

Commit to Growth
Successful leaders are lifelong learners. There are no exceptions. Relying on your past accomplishments will very quickly make you yesterday's man or woman. The world is changing rapidly; only those willing to keep their minds open will be willing to adapt and use new technologies, methods and systems. What have you learned lately?

Be Accountable
No-one gets to the point where they don't need accountability. The higher you go in leadership, the more this is necessary, particularly since you may have to invite it rather than have it imposed on you. A wise leader doesn't look at accountability as a threat, but rather as a friend.

Stop and Smell the Roses
Maintain a healthy balance between work and recreation. Everyone has their limits. While being a workaholic might push you to the top, that kind of pace can only be sustained so long. Take a break. Don't neglect your family; they are (or should be) your base of support.

Remember to Nurture Your Heart
The writer of the Biblical book of Proverbs wrote "Above all else, guard your heart, for everything you do flows from it." (Proverbs 4:23)
It was interesting in reading the surveys of pastors that the vast majority of those who were no longer in ministry admitted that they had neglected their personal devotional life.

What many miss is that God is interested in our work. He created us and gifted us as individuals. He knows the satisfaction that we get from a job well done because He placed that need in us. He created us for a purpose. When His purpose and ours align wonderful things happen. There's a fulfillment that takes place that few ever experience.

There was an interesting scene that took place in the movie "Chariots of Fire." (I know I'm dating myself.) In this movie, Eric Liddel, a runner, is preparing for the Olympics. He was also training to be a missionary to China. I couldn't embed the clip, but you can watch it here if you'd like. The line "He also made me fast, and when I run I feel His pleasure," has always resonated with me. I believe that this is how we ought to live our lives - doing what we do with joy because it's what God made us to do. Endurance would be a good deal less trying if we could all manage that.

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Key Leadership Qualities - Maturity

2012-01-29T15:51:00.000-05:00

Abigail Van Buren (Dear Abby) said “Maturity is: The ability to stick with a job until it's finished; The ability to do a job without being supervised; The ability to carry money without spending it; and The ability to bear an injustice without wanting to get even.” I think that she was on the right track.

Maturity in areas of leadership reveals itself often as discretion. There is a learned set of behaviours associated with it. Here are some signs of maturity in leadership.

A mature leader:
Doesn't shoot first and ask questions later.
A mature leader gathers the necessary facts and chooses the right course of action, rather than having knee-jerk reactions.

Doesn't try to be the Lone Ranger.
We need other people, especially capable, trusted advisors. A mature leader is not threatened by having other strong leaders around him or her. When they need advice, they're not too insecure to go out and get it.

Deals with subordinates with class.
I was always taught to praise in public and criticize behind closed doors. No-one wants to be shown up in front of their peers. Do it the right way. This will earn and keep the respect of your team.

Takes responsibility.
President Harry Truman had a sign on his desk that said simply: "The buck stops here." Simply put, ultimate responsibility resides with the leader. Immature leaders look for someone to blame when things go wrong. Real leaders stand up and say "This happened on my watch. I own this problem." This builds loyalty.

Chooses his battles wisely.
Someone said that if you make everything life and death, you'll be dead a lot. There are some things that are not worth fighting over. Show discretion with minor issues; focus on the majors. This encourages your team to take ownership, knowing they won't be micro-managed.

Leads by example.
The days of "do as I say; not as I do" are long gone. Hypocrites will not hold the respect of their team and will eventually pay the price. Conversely, you'll be surprised at how many people are willing to pay the price to accomplish the vision when they see the leader leading the charge.

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Key Leadership Qualities - Resourcefulness

2012-01-25T18:20:00.000-05:00

I found some great hints for this article at a blog called Lifehack, so, credit where credit is due. There's a lot to be said for having a good system and being prepared, but there are times that you just have to figure out a way to get things done. That's the subject matter for today - resourcefulness.

One of my youngest son's favorite programs is Mythbusters. It's a group of science geeks and former Hollywood stunt specialists who have a blast proving or disproving urban legends and myths. Some of their favorite projects are working on MacGyver themes. MacGyver has to be the poster boy for resourcefulness. On one show he made an explosive out of salt, sugar, and weed killer. I'm not sure if it would really work because my mother wouldn't let me try it. The point is that there needs to be a little bit of MacGyver in every leader.

Resourcefulness has been defined this way: Necessity + Creativity + Persistence = Resourcefulness. There are times in our leadership careers when we are faced with unforeseen circumstances that don't fit inside the box. What we do at those times will go a long way to determine our success or failure. So, what can we do? Here is some great advice that builds on the Lifehack article by Lorie Marrero.

Ask these questions:
Is there another way to get what I want?
Is the desired result really the best result?
Who else has information that might help me?
What is something very similar to what I need that might also work?
Who is the expert in this area?
What is one more thing I can try?
What would someone I admire do in this same situation?

Don’t reinvent the wheel
Look for a solution that someone else has already created. You'd be surprised at how many people would be glad to share. Why start from scratch when someone else may have already created it. You can learn almost anything from a book or - now - a google search. Look for affordable resources that are readily available. When you come across something you think might be helpful in the future, file it for later.

Have "Go-To" People
Who around you has faced the same situation and may already have the solution you're looking for? Who is just a couple of steps ahead of you that may have already figured this one out? Build and maintain a network of people you can call on for questions and support, and make sure you make yourself available to these same people when they need help from you. I've made it a practice of having mentors with different areas of expertise for just this kind of situation.

Be A Learner
If you are reading this article on the web, you most likely know the basics of querying your favorite search engine. However, many people do not know Boolean search techniques such as AND/OR searches and other ways of narrowing search results. Here is a great page of explanations about advanced features in Google. Even in these days of online information, don’t forget your local library and even the librarian!

Piggyback
Take an existing system or idea and improve on it. Put two things together to create something brand new. Think outside of the box.

Give Permission
A lot of leaders unwittingly create a culture of fear within their organization by criticizing what they see as crazy ideas. It reminds me of one of Walt Disney's teachers who criticized his artwork as a young child. She said, "Flowers don't have faces." He responded: "Mine do!" Who knows when the next great idea may come along looking foolish at the outset? So hold "blue sky meetings" with your staff where no-one's suggestion will be tossed out without consideration. You might be surprised at the outcome.

Pass It On
If your assistant or peers want to know some information, teach them how to look it up themselves, and show them reference books other than just the dictionary. When your team members come to a meeting with a problem, make it part of your company culture that they are expected to also show up with a proposed answer to that problem. Make sure that initiative is encouraged. We all tend to take the easy way out; we have to learn how to get creative and work for a solution. Model what it means to be a "can do" person. Find a way where there isn't one and they'll call you a pioneer.

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Key Leadership Qualities - Servanthood

2012-01-24T14:44:00.000-05:00

The following is an article I've held onto since it was originally written by Mark Earley in June of 2007. As I was looking at this subject matter I came across it again and thought I'd share it with you. Servanthood is not often talked about in leadership circles, but it is the pattern modeled by the greatest leader of all time - Jesus Christ. Remember what Max Depree said: “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” Enjoy!

The Will to Power - To Reign or to Serve?

Note: This commentary was delivered by Prison Fellowship President Mark Earley.

Power. Even the word is seductive. A love of power can separate the most resolute of Christians from the true nature of Christian leadership, which is to serve others. This truth is perhaps most graphically illustrated in the world of politics.

As Chuck Colson writes in his marvelous new book, God & Government, the everyday business of politics is power, and power can be perilous.

The history of the last fifty years has richly validated Friedrich Nietzsche's argument that man's desire to control his own destiny and to impose his will on others is the most basic human motivation. Nietzsche's prophecy that the "will to power" would fill the twentieth-century's vacuum of values has been fulfilled through Hitler, Mao and Stalin, to name only the worst tyrants.

All governments use power to hang on to power—election-year favors and pork-barrel politics are even common here in America. But in regimes where there are few moral restraints, tyrants wield power shamelessly—and often viciously.

But remember this: power corrupts, but power itself is not necessarily corrupt. God has given power to the state to be used to restrain evil and maintain order. It is the use of power, whether for personal gain or for the state's ordained function, that is really at issue.

Jesus Christ turned conventional views of power upside-down. He not only offered mankind redemption, He also washed the dusty feet of His own followers. The apostle Paul said, "My power is made perfect in weakness."

As Chuck writes in God & Government, nothing distinguishes the kingdoms of man from the kingdom of God more than their diametrically opposed views of the exercise of power. One seeks to control people; the other seeks to serve people. One promotes self; the other prostrates self. One seeks prestige and position; the other lifts up the lowly and despised.

It's crucial for Christians to understand this difference. For through this upside-down view of power, the Kingdom of God can play a special role in the affairs of the world.

When we, as citizens of the Kingdom today, practice this view of power, we're setting an example for our neighbors by modeling servanthood — and exposing the illusions worldly power creates.

This doesn't mean that Christians can't use power. In positions of leadership, especially in government institutions, the Christian can wield power in good conscience. But the Christian uses power with a different motive and in a different way: to serve, to seek the common good, and to seek justice.

Those who accept the biblical view of servant leadership treat power as a humbling delegation from God, not as a right to control others.

The challenge for the Christian in a position of influence is to follow the example of Jesus, who knelt down to wash His disciples' feet, rather than embrace Nietzsche's will to power. In doing so, the citizen of the Kingdom can offer light to a world often shrouded by the dark pretensions of power-mad tyrants.

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Key Leadership Qualities - Security

2012-01-21T17:17:00.000-05:00

Here's a quality that is not talked about often, but it's certainly evident when it's missing. Think about the insecure people for whom you've had the misfortune of working. What insecurity in leadership does for the working climate of an organization can be devastating. The opposite is also true.

When a leader is emotionally healthy, secure in who they are, and confident in their abilities, it helps to provide a stable environment for everyone else. Maxwell shares a great story about Karl, who enjoyed a good laugh at his office after he attached a sign to his door - "I'm the Boss!" The laughter was even louder when he returned from lunch and saw that someone had made an addition to his sign. Next to it was a yellow Post-it note on which someone had scribbled, "Your wife called and said she wants her sign back." Secure leaders can laugh at themselves.

What makes us insecure? There are a lot of things, really. Bad experiences, family history, negative self-image, many things can go together to cause us to be insecure. Fundamentally, I believe that insecurity primarily comes from bad thought patterns. We believe certain things about ourselves, and eventually those beliefs become so powerful that they shape our behaviour - and that can get ugly.

Insecure leaders hesitate to bring around them capable people, because they don't want to look bad. They would rather have the organization flounder, or not reach its potential, then to risk being "shown up" by a subordinate. Insecurity can also lead to self-sabotage. Self-sabotage has been described like this: "shooting yourself in the foot," "putting your foot in your mouth," or "cutting off your nose to spite your face." These phrases all refer to a desire to achieve a goal, but in the process of pursuing that goal you burn bridges to achieving another, more desirable goal. The insecure person can't get past their insecurity to see the bigger picture.

In my leadership I've seen some things that have been very common for myself and others. The first is self-talk. Self-talk is the conversation you have with yourself - the voice in your head. It's almost as though each of us has a message that plays over and over in our heads; sometimes these messages can be powerful. For example, I've spoken with many who grew up in abusive homes where the primary message they heard from adults in their lives was "You're never going to amount to anything." Even though they didn't like the message, over a period of years they gradually came to believe it.

This comes into play every time they face difficulty, opposition or even opportunity. A secure person looks at a new challenge and gets excited, believing that they can learn and grow and achieve. An insecure person sees the same challenge and thinks "Here we go again, this is going to get ugly." Rather than excitement, the emotion felt may be paralyzing fear.

How can this be changed? The Bible has some great truth on this issue. In Romans 12:2 We are told to "be transformed by the renewing of our minds." A modern way of looking at it is the computer programming term GIGO, short for "Garbage in, garbage out." What we put into our minds eventually shapes our thought patterns. If the way that you think about yourself is wrong, change it.

I recommend reading books like John Maxwell's "Be All You Can Be." As a pastor, I also believe that you will never be all that you can be until you have a proper relationship with God. Replacing the negative self-image that others have placed in your minds with the truth that you were created and are loved by a personal God has had a transforming affect on many with whom I've had the privilege of working.

Security is really about what you believe. It was Henry Ford who said, "Whether you believe you can do a thing or not, you are right." Every leader is responsible for his own thought life. No-one else can change this for you but you. Read good books, listen to good talks, be influenced by positive people and think good thoughts. You will find that the opposite of GIGO is also true. As the writer of Proverbs said, "As a man thinks in his heart, so is he." Do you want to be a good leader? Think good thoughts.

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Key Leadership Qualities - Communication

2012-01-18T17:28:00.000-05:00

Understand this first: good leaders are good communicators. Poor communication has shipwrecked many a leader and many an organization. Secondly, good communication skills can be learned. For the purposes of this article, we'll be looking at communicating in a personal setting; not public speaking. What are some keys to good communication?

Know your desired outcome:
A leader needs to know with clarity just exactly what it is that he/she is trying to accomplish during communication. Is it relationship building? Is it a meeting to point out changes that need to be made in someone's job performance? If your thinking is fuzzy going into a meeting, your results will likely be equally as unclear.

Seek first to understand, rather than be understood:
This is a key in any relationship, including employee/employer. Since leadership is influence, and people are influenced in different ways, wise leaders make it a priority to understand those they wish to lead. What are the commonalities that can be called upon to further the relationship? What are the unique challenges this person faces? What is their potential? What are their hopes, dreams and priorities? The more you understand, the easier it is to lead.

Consider Perspective:
Everyone has a point of view, and each one is unique. Consider who you are communicating with. What is their background? What is their personality? What is their agenda? Is it different from yours? Since different people respond differently to different approaches, learn to adapt your communication style accordingly.

Ask Good, Open-Ended Questions:
Remember that you're dealing with people, and everyone wants to be valued as a person. Asking open-ended questions builds rapport which builds trust.
It also shows interest. If you honestly find yourself not caring and having difficulty with the relational part of communicating, I suggest you do some homework like reading "Be A People Person" by John Maxwell. Asking open-ended questions also leads to deeper communication because it gets people talking.

The greater your responsibility, the more important communication becomes. In light of that, let's leave the final word to Martin Luther King, Jr., who managed to keep a broad-based, loosely organized group together through some of the most trying circumstances in American history. Here's what he said: "The biggest job in getting any movement off the ground is to keep together the people who form it. This task requires more than a common aim; it demands a philosophy that wins and holds the people's allegiance; and it depends upon open channels of communication between the people and their leaders."

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Key Leadership Qualities - Perspective

2012-01-16T13:24:00.000-05:00

When we speak of perspective in regards to leadership, we're usually talking about the ability to see the big picture; the larger the organization, the more important this quality becomes. It's folly to think that all of us see the world the same way. The truth is we interpret the world through our own lens, based on experience, education, and any number of other factors.

Recognizing this fact is important for those in leadership. To ignore this reality can easily result in misinterpreting the facts and making wrong decisions that can adversely affect the organization. Beyond using your own judgement, process in dicision-making is important. So, here's the question, how do we maintain a proper perspective?

Gather the right people. Who needs to be in the room for you to have as clear a picture as possible of the situation? Consultation should include those who will be the most affected by the decision to be made. It should also include those who have particular expertise in the subject being discussed. I have a number of mentors that I can call on who are gifted or skilled in different areas. Their perspective adds to my own experience.

Get the facts. Knowledge is power. There's nothing worse than making a decision only to find out later that you didn't have all of the information you needed. Sometimes it's necessary to take the time to research; this need grows with the importance of the decision. What do you need to have in front of you in order to do the right thing? Don't be guilty of failing to do your homework.

Ask the right questions. This is about interpretation. Facts may be facts, but they can sometimes be open to interpretation. What do they mean? If you have trendlines moving up or down, the question is why? What are the factors influencing those trends? Are they internal or external? What do you hope to achieve with this decision? What are the benefits? Is the risk worth the reward? Create your own list of questions, who, what, where, when, why and how?

Perspective is really gained by all of these things and more. At the end of the day, it can be developed, but it seems to be another one of those innate gifts. The leader with perspective is able to see the effect of a decision, not just on a department, but on an entire organization. They're also able to see those effects from a long-term, rather than a short-term view. This type of leader is especially valuable because they see what others don't, and that is a huge advantage.

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Key Leadership Qualities - Discernment

2012-01-11T12:34:00.000-05:00

This is the second of ten articles on leadership qualities based on the last chapter of John Maxwell's book, "The 360-Degree Leader." This quality is Discernment-Understanding The Real Issues.

Discernment is the ability to grasp, comprehend, and evaluate clearly. It means we can see the true nature of things; it allows us to distinguish between what is real and what is imitation. This is one of those intangible qualities that cannot be taught, but can be developed and improved upon over time.

As a leadership quality, there are very few that could be considered more valuable than discernment and, as Stephen Covey writes, "Discernment is often far more accurate than either observation or measurement." So, in what ways is discernment valuable?

Discernment helps you see beyond the facts. This is particularly helpful in the hiring process. How often have we sat across from people who were great interviewees, seemingly the perfect employee, only to find out later that it was all smoke and mirrors? If you have found yourself on the wrong end of these encounters, consider having a more gifted colleague sit in with you for their perspective.

Discernment can help sort out the best from the rest. There are times when we have to choose from a number of good options. These often result in the "paralysis of analysis," when we find ourselves stuck in a rut going back and forth between options. Discernment often can cut through the clutter to find the intangibles that result in the right choice.

Discernment can keep you from making the big mistake. Sometimes the best decisions we make are "none of the above." People with discernment will often speak of times when they just got that "check in their spirit" or "feeling in their gut" that caused them to back away from what would have been a bad decision.

As a Christian pastor I've had to rely often on God to help me in my decision making processes. Learning to hear that "still, small voice" has helped me often when big decisions have to be made. For me, I try never to make a decision of any consequence without first making it a matter of prayer. Understanding that, since discernment is usually about making the right decisions, what are some other ways we can help ensure that we do that?

Remember that there is "safety in the multitude of counselors" (Proverbs 11:14). I have a number of mentors that I can consult on different issues I may be facing. Their combined wisdom can save me from a world of hurt.

Try to avoid "snap" decisions. There are some decisions that obviously need to be made quickly, but, more often than not, nothing is lost in giving ourselves time to process. Sleeping on it will even allow your subconscious mind to perhaps give rise to questions or concerns you wouldn't have otherwise considered.

Ask the right questions. Will making this decision keep you aligned with the values and the vision of your organization? Who will be adversely affected by this decision? Are there personal issues which could impact your decision-making ability? Is this the right time?

Own the decision. Once you have made up your mind, move on. Take full responsibility for what you've decided, good or bad. If things don't work out, be sure to review the process to see what you've missed and so that you don't repeat the mistake. As John Powell has said: "The only real mistake is the one from which we learn nothing."

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Key Leadership Qualities - Adaptability

2012-01-05T08:17:00.000-05:00

I decided to expand upon some ideas presented in John Maxwell's book "The 360-Degree Leader." In the last chapter of the book he writes about the value of a 360 Degree leader. There are a number of qualities which Maxwell suggests these type of leaders have in common. Over the next few days I'm going to do a posting on each of them The first is this: Adaptability - Quickly Adjusts to Change.

It was Bill Gates who wrote: "In three years every product my company makes will be obsolete. The only question is whether we will make it obsolete or someone else will." It's a lesson that Jim Balsillie from RIM of Blackberry fame has been slow to pick up on. While other companies are trotting out new innovations that are wowing consumers, RIM is losing market share (and stock value) as they take their time. It's not that RIM is doing anything wrong - in fact, they may recover - it's just that they are giving the perception that they can't change fast enough.

It really doesn't matter in which field you find yourself, if you are unable to adapt in a rapidly changing competitive environment, you will be left behind. Conversely, adaptability is the ability to change (or be changed) to fit changed circumstances. Let's look at some truths about change that each of us should know.

Change is inevitable. Someone has said that the only constant is change. That is certainly true in the business world. Charles Duell, Commissioner of the U.S. patent office in 1899, famously said "everything that can be invented has been invented." Not so much. Recognizing that change is inevitable should change our perspective and our attitude.

A perspective that recognizes this truth allows us to prepare for the unforeseen and to avoid the success trap of resting on our laurels after victory. It keeps us pushing for a better way and investing in the future. An attitude that sees change as inevitable embraces it as a friend and enables us to become change agents, rather than victims. As Dwight Eisenhower said, "Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of the future to run over him."

Early adapters usually win. I qualify this with a "usually" because there is a danger on the cutting edge. Pushing for change too soon can result in mistakes and failure. Failing to adapt quickly can also be fatal, however. Author Eric Hoffer made this profound statement: "In times of profound change, the learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists." The key is to always be learning. Change is rarely about one idea; it is often about a convergence of ideas into a workable one. Succesful organizations will foster an atmosphere of creativity and embrace change.

People react to change differently. As Maxwell states in "The 360-Degree Leader," there are early adapters, middle adapters and late adapters. Early adapters "get it" quickly. They'll run with a new idea and see the value in it before most will. Middle adapters will grasp it once they have time to process it, while late adapters will sometimes only accept it once they realize it's inevitable.

The key truth to take from all of this is the need for personal growth. I've met many people who believe that once they got the certificate, the office or the job that they had arrived. It doesn't take long until realities and circumstances change and, unless adjustments are made, they're left behind. If we're not careful, we can end up like the unfortunate ones who are "beautifully equipped to deal with a world that no longer exists."

How would you rate yourself on your adaptability? If you think this is a weakness, try something new. Take a course, read a book outside of your field, find a new mentor. We'll give the final word to Helen Keller: "Avoiding danger is no safer in the long run than outright exposure. Life is either a daring adventure, or nothing."

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The Four Corners Of Great Leadership

2011-12-15T15:43:00.000-05:00

Here's a link to a great article by Tim Sanders called "The Four Corners Of Great Leadership". I hope you find it helpful.

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25 Questions to Ask in the First Interview

2011-11-30T11:09:00.000-05:00

I ran across this article by one of my favorite bloggers, Michael Hyatt, and thought it would be a good one to pass along. This is not my material, but his. I hope it helps.

25 Questions to Ask in the First Interview
by Michael Hyatt

I have a list of questions that I use during my first interview with a candidate. It has evolved over time, as I have gained more experience. I don’t ask every question in every interview; rather I keep it on my lap as a reference.

Humble
1. How do you feel about this opportunity?
2. What work experiences have you had that prepare you to be successful in this position?
3. What do you see as your three greatest strengths?
4. What do you think is your biggest weakness?
5. How do you learn best? How would you describe your learning style?
6. You’ve obviously accomplished a great deal. To what do you attribute that success?
7. We all make mistakes. When you discover that you have made one, how do you handle it?

Honest
8. Do you think that telling a “white lie” is ever justified “for the greater good”?
9. If things go wrong with a project, what obligation if any do you feel compelled to share with your boss?
10. If someone else has wronged you in some way, how do you deal with the situation?
11. Can you tell me about a recent situation where you had to share bad news with someone? How did you handle it?
12. Have you ever been in a situation where you had to make good on a commitment that you wished you hadn’t made?

Hungry
13. Are you satisfied with what you have accomplished in your life so far?
14. Where do you see yourself in three years?
15. What are your biggest personal goals? career goals?
16. Would you consider yourself a reader? What kinds of things do you like to read?
17. What was the last book you have read? What are you reading now?
18. How do you make sure that you follow-up on your assignments? Do you have a system?
19. How do you typically prepare for meetings?

Smart
20. How well did you do in school? If you had to do it over again, how would you have done it differently?
21. What do you wish they had taught you in school that they didn’t?
22. Do you consider yourself a smart person? If so, why?
23. What’s your general approach to problem-solving?
24. How would you describe your learning style?
25. What are some of your interests outside of work?

For the original post, go here.

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Don't Celebrate Until It's Time

2011-11-29T14:42:00.001-05:00

Here's a great article by Scott Cochrane of The Leadership Centre, Willow Creek Canada. It's about avoiding the dangers of celebrating too soon. There are some great points in here for you leaders, as well as some great video for you sports fans. Click here to read it.

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"Young Leaders – Start Smart"

2011-11-10T16:01:00.002-05:00

It's been a while since I posted something - and I loved this piece I just read. So, here's a great article by Dan Reiland. Dan was one of John Maxwell's key staffers at Skyline Wesleyan Church in San Diego. He has a lot to say about leadership development, particularly in a church environment. This piece is specifically designed for those starting out in ministry, but any leader can find some takeaways here. Enjoy.

by Dan Reiland

Are you heading to your first church? Maybe your second? You probably feel a combination of passion and uncertainty. How you start out in your church matters greatly.

Olympic coaches and runners have taught us that how a sprinter comes out of the blocks is a significant factor in how well he or she runs the race. The same is true for a leader in a local church. If you get off on the wrong angle, or wrong foot – it may be a difficult race at best.

There is no one formula that fits every person, but there are guidelines that can help you get out of the blocks strong, swift and sure-footed. The guidelines offered here work best based on the assumption that you have prayerfully chosen the right church.

• Transition from leading person to leader.
Some young leaders I talk to consider their first church the fifth year of college – and their real education! Just saying. When you make the transition from preparation, (from college or an internship or whatever it might have been), to your church, there are several adjustments to be made.

The most crucial of these adjustments is a change of mind-set from one that focuses largely on moving (growing) yourself from point A to B, (graduation), to moving an entire congregation from point A to point B. It's a huge difference. The transition is from being a leading person (one who does things well) to being a leader of persons (one who leads others to do things well.) A leading person may excel in what they do personally, but has no track record in leading others to excel together. It's a gigantic transition from being a good student to a good leader. Don't let it overwhelm you. Just knowing you need to make the shift is half the battle!

• Learn as much as you can as fast as you can.
Learn the history of the church. The past will give you great insight about to how to lead into the future. Spend time getting to know the leaders. Find their heart and learn what they think. Ask about the strengths and weaknesses of the church, but not like a consultant conducting a survey, ask like a parent who cares about their kids.

Still on learning, but from a different angle, I encourage you to find a mentor or two. Very specifically, find a pastor whose church attendance is just one step above yours. For example, if your church averages about 200, find a mentor who leads a church of 400. You want to learn what he knows!! Find a church as close to yours as you can. There is no secret to proximity. It's only for practical reasons. If you need to travel a couple hours to find one, then get your Starbucks on and start driving.

• Gather some change before you make change.
Change will always cost you as a leader, so you need "change in your pocket" before you make changes. This comes by earning trust, building strong relationships, and getting some wins under your belt. The good news is that the church will loan you some change upon your arrival. If you spend it well they will give you more. If you spend it unwisely, they will charge you interest that will kill you.

One young pastor used his borrowed change to announce from the platform on his first Sunday, without discussing this with anyone, that the choir would no longer be wearing robes. He said it was about time they caught up with the 21st Century. He didn't last long.

Another and wiser pastor, a United Methodist in Georgia, not a week on the job, saw that his church of 200 plus desperately needed a win. It was a plateaued church with little money and even less hope. They really wanted new choir robes but couldn't afford them. The pastor knew that choir robes had little to do with the success of the church in the big picture but was wise enough to know they needed a win. He told the congregation that God was big enough to provide the money for the choir robes – $2400. He stood beside the pulpit and lovingly challenged the people to give. He took a risk and God blessed. Over $2500 came in and you never saw such a pumped and enthused church. They thought, "If we can do that" what could we really do? The pastor gained serious "change in his pockets" that morning!

• Be yourself.
People like you best when you are yourself. Not everyone will like you, but people like you best when you are genuinely you. When you are yourself people can connect with you. When they connect with you they can trust you. When they trust you they will follow you. It's not easy, but it is that simple. Just be you.

Relationships are always important, but especially in the first three to six months. Invest time with the people, not to be their pal but their leader and friend. Let people get to know you as you get to know them. Don't try to make everyone happy and don't lose sleep worrying about what everyone thinks. Remember that while you lay awake at night thinking about it, they are snoring. Find the key leaders and care about what they think, but remain true to yourself.

• Develop leaders. This is obviously a much larger topic than a paragraph or so can cover in one article. But I can at least make the point. If you want your ministry to be larger than you, you must develop leaders to help you realize the largest possible Kingdom impact. It's not about numbers and size, it's about impact. I don't care if your church is 100, 1,000 or 10,000 as long as it's growing and people's lives are being changed. You need more leaders to help you do that.

If you are already doing leadership development, great! Skip this paragraph. If you are new at it, let's get started in a simple doable pattern. Here it is. Gather up a small group of leaders. They can be paid staff, volunteer or a combination. It's OK to have rookie leaders with potential and veteran leaders if they want to grow. Pick a great leadership book and meet twice a month to learn leadership together. Hit a chapter or two each time and focus on two things: 1. What are you learning? 2. How are you applying it? That's it! The key is simplicity and consistency. Leadership development is a lifelong commitment not an event. Stay at it. Leadership development can get much more involved than what I just said, but those two things work very well. Just keep doing it and you'll expand your process naturally.

If you'd like several good book suggestions to develop leaders with go to my blog at http://danreiland.com/ and click on the "books" button.

• Chase God.
This may be the most obvious of all, but curiously it gets left out more often than you might think. Young leaders are so eager to lead, build and succeed that it's easy to crowd out that which really matters. Don't get me wrong. I applaud the zeal, energy and hard work. But God is the one who adds the favor, blessing and true power to make anything of eternal value happen.

The two things that will keep your heart hot for God are prayer and evangelism. Stay close to God and never lose a heart for people who are far from God.

Yes, you and I could make this list longer. But if you make it much longer you'll get lost in the list. The idea is just to get started on the right foot. Start smart and the rest will come in time.

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Guard Your Heart

2011-10-31T08:30:00.001-04:00

I've been off for a while but found this great blog post by Michael Hyatt I thought you'd enjoy - particularly if you're in pastoral leadership. Have a great day!

http://michaelhyatt.com/the-four-disciplines-of-the-heart.html

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Cool Link of the Day #5

2011-09-19T11:56:00.000-04:00

The First Step You Must Take To Get Your Book Published

This is a link to a blog post by Michael Hyatt, of Thomas Nelson Publishing. There are a lot of people who would like to write a book but who have no idea how to go about it. Here's a link to an article that can maybe help you get started. I hope that it's beneficial to you.

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Cool Link of the Day #3

Cool Link of the Day #4

2011-09-16T16:03:00.000-04:00

Here's another great link that I came across. This one is designed specifically for pastors, but any Christian leader will find helpful information here. It's from Catalyst. "Catalyst is a powerful gathering of young leaders, a movement of influencers and world changers who love Jesus, see things differently, and feel a burden for our generation. We seek to learn, worship, and create together with a momentous energy passionately pursuing God. We are Catalysts... Kingdom ambassadors, change agents, influencers, and cultural architects seeking to change our churches, communities, and cultures for God."

The following link is to the Catalyst Leadership Journal. It is a digital magazine with videos, interviews and articles that can help Christian leaders move to the next level. I hope you enjoy.

Are You Teachable?

2011-09-15T16:33:00.000-04:00

As a leader for many years, and one who has been responsible for filling both staff and volunteer positions, I’ve had to think long and hard about the qualities to look for in a candidate. As I’m interviewing people, one of the biggest things that I’m looking for is teachability.

Everyone, of course, must first pass the Character test – are there flaws in this person’s character that will eventually cause them to self-destruct? They also must pass the Competency test – if hired, does this person have the skills necessary to fill the role they are being asked to fill? Beyond those two obvious ones – and competency can be acquired – one that I believe strongly in is the Capacity for Change test. In other words, is this person teachable? Can they learn?

Let me explain why I have placed this criteria right near the top of my list. If I know anything about leadership it is this: good leaders are life-long learners. So here’s the question: how can we be sure that we are continuing to learn? What does it mean to be teachable?

1. Being teachable is more about attitude than aptitude.

Many years ago the Carnegie Institute analyzed the records of ten thousand people and concluded that 15 percent of success is due to technical training. The other 85 percent is due to personality, and the primary personality trait identified by the research is attitude.

While having a lot of talent is helpful, I’d much rather have someone with a teachable spirit than a Mensa member who already thinks they know everything. The reason for this is obvious: no-one knows everything. A potent combination is the person with great talent who is also teachable.

We see examples of this in virtually every major sport. Young phenoms arrive on the professional scene having dominated everyone in their age group throughout their life. But once they reach a certain level, they find themselves competing head-to-head with others with similar track records. Those who go on to have successful, even spectacular, careers, are those who continue to apply themselves to learning new skills and techniques, and who embrace the discipline necessary to take their game to the next level.

If this is a weakness for you, John Maxwell, in his book Developing The Leader Within You recommends two things to help change your attitude: First, say the right words, read the right books, listen to the right lessons, be with the right people, do the right things and pray the right prayer.

The second was to do number one every day, not just once or only when you feel like it, and watch your life change for the better.

2. Being teachable is more about humility than ability.

This may seem like the same thing at first blush, but it’s not. Humility is all about recognizing that we can learn from anyone; it’s the understanding that there is much that we don’t understand.

John Haggai, author the outstanding book Lead On wrote that: “The man who knows everything, learns nothing, and so it is a humble attitude that sets the stage for the knowledge and know-how that lead to success.” It’s the humble person who realizes that we learn more when we listen than when we talk.

When Harry Truman was thrust into the presidency after the death of Franklin Roosevelt, a friend took him aside: “From here on out, you’re going to have lots of people around you. They’ll try to put up a wall around you and cut off any ideas but theirs. They’ll tell you what a great man you are, Harry. But you and I both know you ain’t.” There’s an important lesson here – we all have a lot to learn.

3. Being teachable is more about the future than today.

As Mahatma Gandhi said, “The difference between what we do and what we are capable of doing would solve most of the world’s problems.” This speaks of potential. The person who is not teachable is placing a hard cap on their own potential. They are denying themselves a preferable future because, being unwilling to learn, they will be unable to change.

All of the good leaders that I know have a personal growth plan. They’ve actually sat down and looked at what they are doing to develop their leadership abilities in order to be better tomorrow than they are today. Benjamin Franklin said, “By improving yourself, the world is made better. Be not afraid of growing too slowly. Be afraid only of standing still. Forget your mistakes, but remember what they taught you.”

I believe that we have an obligation to our Creator to make the most of what He has given us. In the church it’s called stewardship. The question for all of us is this: what are we doing today to make us better tomorrow? Make a determination that you will begin today to make positive change. Here are a few suggestions:

Read. Many years ago I made a commitment to read from a wide variety of points of view in order to be relevant when I spoke. I read numerous newspapers and magazines as well as books ranging from biographies to novels, works of history, leadership, politics and theology. This helps to keep my mind active.

Listen. When I’m traveling by myself I’ll carry CD’s on Leadership from a wide variety of speakers. There are any number of downloadable podcasts out there as well that are well worth the time and effort. Also, make it a habit of listening to those around you. Cultivate an attitude that asks, “what can I learn from this person?”

Attend Conferences. I have made it a habit to attend at least one major leadership conference yearly in order to stay fresh. At this writing, I’m looking forward to The Leadership Summit in two weeks time. I find that the wide variety of speakers and ideas helps me to think creatively and challenges my assumptions.

Expose yourself to successful leaders. The internet is making our world ever smaller. We all can easily avail ourselves of the best resources from the best people. But also, as a pastor, I enjoy visiting great churches. When I’m on vacation, I try to arrange plans so that I can visit churches that are doing great things. It helps to broaden my mind and change my opinion of what’s possible.

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Cool Link of the Day #3

2011-09-01T09:21:00.000-04:00

Here's an excellent article for all of you busy people out there. Included in this article is a link to a free e-book by Michael Hyatt called "Creating Your Personal Life Plan." If you find yourself running around with too much to do and too little time to do it in, this might be what you're looking for. I hope you enjoy it.

Creating Your Personal Life Plan

Cool Link of the Day #2!

2011-08-28T22:17:00.000-04:00

I found this link while surfing the web today. It has some nice resources for Christian leaders, including a free on-line assessment of your leadership style. You'll find a lot of helpful things here for leadership development.

Cool Link of the Day!

Leadership Sites You Should Bookmark

Cool Link of the Day!

2011-08-26T19:42:00.000-04:00

Every once in a while I come across something that is worth sharing. This one is from Michael Hyatt, Chairman of Nelson Publishers. I hope you enjoy.

iMentor Steve Jobs

View more presentations from Coach Bay

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Leadership Conferences

2011-08-24T22:05:00.000-04:00

Over the years I've had the opportunity to attend numerous Leadership Conferences as the result of a commitment I made a long time ago. If you're going to become a better leader, it means exposing yourself to good leaders and ideas. One of the best ways of making that happen is to attend a Leadership Conference where you can have a feast for a weekend and then snack on the leftovers for years to come.

My favorite conference is the Leadership Summit hosted by the Willow Creek Association and featuring Willow Creek pastor, Bill Hybels. As a delegate to the Summit I've had opportunity to learn from luminaries like Jack Welch, Jim Collins, Colin Powell, Erwin McManus and many others. They also feature young up-and-coming entrepeneurial leaders like Blake Mycoskie of TOMS Shoes and Chip and Dan Heath. Inspirational young leaders are also featured, like Christine Caine - fighting to end human trafficking, Bono and Jessica Jackley and the KIVA Story - working to end poverty.

There are, of course, many good conferences out there. I'm going to share some links to the most recommended conferences that I've heard about; I'd appreciate it if you'd share your favorite conference experience with the rest of us. For those of you from Clearview Community Church, I'll be attending the Canadian version of the Leadership Summit at the end of September. If you're interested in attending, let me know.

The Global Leadership Summit

The Orange Conference

The Catalyst Conference

Levels of Leadership

2011-08-23T18:30:00.000-04:00

This is from John Maxwell's classic lesson called "The 5 Levels of Leadership." I first heard this lesson over twenty years ago and have used the material often myself. It's good common-sense information.

Below is a quick summary:

Level 1: The Position Level - Rights. People follow you because they have to. Many aspire to have a title, not recognizing that this is the lowest level of leadership. We've all worked for bosses who weren't good leaders. We follow them only to the extent that our job description demands. Move from this level as quickly as possible.

Level 2: The Permission Level - Relationships. People follow you because they want to. At this stage you are actually leading. People like you, so they will follow you beyond their job description. They will do what you ask not because they must, but because they want to.

Level 3: The Production Level - Results. At this level people will follow you because of what you have done for the organization. You have demonstrated that you are good at what you do and that you are able to generate results. At this level people believe in your abilities and will allow you more leeway.

Level 4: People Development - Reproduction. You reach this level with people when you've made a difference in their lives. They are willing to follow you because of what you've done for them. At this level you've demonstrated not just your ability, but that you care, and followers at this level want to be like you.

Level 5: Pinnacle - Respect. When I first heard John Maxwell teach this, he called Level 5 Personhood; those who attained this were legends. It was reserved for people who had built life-long legacies of effective leadership - people like Billy Graham. Those who have reached this level are sought after by other leaders because they have proven themselves. They represent excellence and integrity.

There are a whole series of lessons that can be taught based upon the 5 Levels of Leadership. John has recently written a book on this subject. I have not read it as yet, but I will soon. These lessons are highly recommended for anyone in leadership, and especially for those who are developing other leaders. Below is a link to the book.

Turning Points

2011-08-22T14:58:00.000-04:00

I was reading my friend Dewayne Hamby's blog about the impact a recent message by Andy Stanley had on him, and it got me thinking. What are the moments that I remember that had a profound impact on my life? There have been a few of them, but one immediately leapt to mind - first a little background.

I began my pastoral ministry at a very young age, and have learned many of my life-lessons the hard way - by experience. By 25 I had already pastored two churches, assisted at another and was starting out as a Youth Pastor in Jacksonville, Florida. Like many young people starting out, I believed that I had all of the answers - or at least a lot of them. I was of the opinion that the reason I didn't have more success in my ministry was a lack of opportunity, or resources, or the right people around me, or... You get the picture. My Senior Pastor in Florida signed us up for a Pastor's Conference (I believe in Birmingham, AL) featuring John Maxwell as the keynote speaker. At the time, John was already a household name in the area of leadership development.

John began to speak, and I believe I had a front-row seat. It was one of those times when it felt as though John (and God through him) was speaking directly to me. I don't remember all of the details, as this was 23-24 years ago now. But what I do remember has had a lasting impact on me.

John spoke about personal responsibility and about being honest with ourselves. One of the quotes that I remember is this: "Your problem is not the problem, you are. Face it and fix it." He was talking about pastors who spend two years at a church and then, all of a sudden, hear God "calling" them to move on. Then two years later the cycle repeats itself, and so on, and so on... He went on to say that the reason for this cycle is that most pastors enjoy a "honeymoon" period at a new church, and once three years were up, the problems they faced could no longer be blamed on their predecessor. I have to admit, this was one of those "ouch" moments for me. I thought back over my few years in ministry and realized that there was a lot of truth to what he was saying.

I made a number of commitments as a result of that conference. One of them was a commitment to develop my leadership abilities, another prominent theme of the conference. From that one commitment has followed many lessons learned that have radically changed my life and ministry. I have made it a part of my life to attend at least one leadership conference a year and read leadership material on a regular basis. Another commitment was to not run from my problems but to face them head on and with grace. This has lead to two long-term pastorates, both of which have been extremely rewarding.

It's amazing the difference that one lesson can make. I am eternally grateful to John for his influence from a distance. Thanks from the guy in the front row.

Where's A Good Mentor?

2011-08-21T23:54:00.000-04:00

I've had a number of people express to me their need for a mentor and ask me how they go about finding one. Because I value the art of mentoring so highly, I wanted to address this. Generally, where a few are asking, many are feeling the need. Let me begin with some general principles that I've picked up over the years.

Everyone needs mentoring.
Asking for a mentor is not an admission of failure or weakness, it is an expression of a willingness to learn. Someone stated that "the self-taught man has a fool for a teacher." Each of us has room to grow and mature in various aspects of our lives. Mentors can be a great benefit to help us grow.

Mentors aren't perfect.
If you're looking for the complete package, the person who has the right answer to every question, you'll be looking for a long time. The reality is that each of us has strengths and weaknesses.

You may want more that one mentor.
Different people have different strengths. You may look to one individual to help you in a certain area of your life, say finances for example. You may choose another mentor for advice in helping you with your relationships. You also may actually outgrow a mentor. In that case, maintain the friendship but find someone else who can take you to the next level. A wise mentor will see this coming and perhaps even recommend someone else.

When you choose a mentor, reach up.
What I mean is this: the point of mentoring is to help you improve. Reach out of your circle. Aspire to a better place than you are today. Look for the best possible mentor and take a risk. Which leads to the next point.

Ask.
When I was making the transition from my previous church to Clearview Community, I had to attend some orientation meetings for my new denomination. The sessions were lead by the then District Superintendent, Bill Morrow. Bill and I had crossed paths a few times. He had a background in counselling and had been a successful pastor and leader for years. One of his sessions was on mentoring. At the end of the session he said that while he heard a lot of people talking about needing a mentor, he did not see a lot of people asking. So, I asked.

That was 15 years ago, and since that time Bill moved on to be the General Superintendent of the PAOC and is now the President of Masters College and Seminary. I have met with him over the years - usually when I've been in a crisis of decision or needing advice on how to face a ministry challenge. He has always been there when needed and has often referred me to someone who could help me in a specific way... But I had to ask.

How does one find a good mentor?
Firstly, if you're a Christian, pray that God would guide you to the right individual(s). Another key is to ask the right questions. What exactly is it that you're looking for help with? Identify that need. Is it with life in general? Is it with developing your spiritual life? Is it leadership? Is it in family life?

Once you've asked the right questions, look around you for someone you admire in that particular area. Make sure that they share the values you feel are important. Do you honestly feel that they have something they could teach you and are you willing to listen?

Buy them a coffee or an ice capp and ask them. Talk about how you see this working and how often and ask them if they're interested. Don't set anything in stone until you've given enough time for both of you to determine that it's something you want to pursue. Think about what you bring to the table. Perhaps that means buying them lunch once a month or at least expressing your appreciation.

Finally, look around you for someone into whom you could pour yourself. We ought to be reaching up to those who can teach us, but also reaching down to those who are now where we were. I believe that this is true ministry. It is a picture of Biblical community that is uniquely powerful and attractive. We can teach people from a distance, but we impact them up close. Let's grow together.

Filter Bubbles - Don't Get Stuck

2011-08-21T23:38:00.000-04:00

The 8 Nations of Innovation - Rick Warren

2011-08-21T23:10:00.000-04:00

Welcome!

2011-08-20T22:47:00.000-04:00

Welcome to Leadership Central! I decided to launch this blog to create a place where developing leaders can find development tools and information to help with their personal growth.

As this page becomes fully functional there will be a section for leadership quotes; favorite leadership sites; the best leadership conferences; new leaders to watch out for; the best leadership resources, etc... If you navigate along the top bars you will find the permanent pages. There will also be regular blog postings on leadership which will be posted on this spot.

I would love to have your feedback. As a leader, what is it that you are looking for?