Key Leadership Qualities - Countability

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, how 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 - Endurance

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

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

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

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

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

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

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

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

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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