Prime The Pump

There's an old story about a traveler who hiked for many miles across the Desert Mountains. His water supply was gone, and he knew that if he didn't find water soon, he would surely die. In the distance, he noticed an abandoned cabin and hoped to find some water there. Once he made it to the cabin, he discovered an old well. Then he noticed a tin can tied to the pump, with a note inside.

The note said:

Dear stranger: This water pump is in working condition, but the pump needs to be primed in order for the water to come out. Under the white rock, I buried a jar of water, out of the sun. There’s enough water in the jar to prime the pump, but not if you drink any first. When you are finished, please fill the jar and put it back as you found it for the next stranger who comes this way.

This parable is really about giving back, or paying it forward, if you like. What kind of a leader are you?

Are you the kind of leader who thinks only in the short term, or does your vision extend beyond perhaps even your lifetime? What can we learn from this parable?

1. There are risks to take in leadership. It's not easy investing precious resources in something that can potentially give you a return. It's very tempting to look at that water and think about all of the "what ifs." What if I use this water to prime the pump and the pump still doesn't work - then I'm stuck with no water? What if this is just some cruel joke?
2. Real leadership takes faith. It takes a lot of faith to pour out water that could save your life. Sometimes leadership requires stepping out and doing something that risks our very survival, simply because it's the right thing to do.
3. Real leadership cares about those who follow after. The easiest thing to do here would be to drink deeply from the bottle, slake your thirst and then go happily on your way. But there will be another weary traveler crossing those mountains someday. Without your conscientious effort, they will more than likely perish. Someone cared enough to make provision for you; will you return the favor?

It's believed that Isaac Newton was the first to popularize the phrase: "If I have seen a little further it is by standing on the shoulders of Giants." It speaks well to the subject of leadership. Each of us in leadership have learned what we know from leaders who have gone before, whether in person, by recording or in written form. And each of us then decide what kind of leader we will become.

Many years ago I attended a conference in which John Maxwell spoke of his desire to add value to everyone he met. That thought has stuck with me through the years. Will you leave people better off than when they first met you, or will you simply take advantage of what they have to offer and move on to the next client (victim)? What difference could you make if you made a commitment to add value to every person with whom you come in contact? It seems to me a better option than leaving a legacy of very thirsty people. Don't neglect to prime the pump!

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"Evidence of a Vision"

Guest blog by Dan Reiland

"We grow by dreams. All big (individuals) are dreamers. They see things in the soft haze of a spring day, or the red fire on a long winter's evening. Some of us let those dreams die, but others nourish and protect them; nourish them through the bad days until they bring them to the sunshine and light -- which comes always to those who sincerely hope that their dreams will come true." ~ Woodrow Wilson

Some people are just "dreamers." Some people work hard and see their dreams come true. Vision starts in the heart of a leader, and like Woodrow Wilson said, it is nurtured until it becomes a reality.

William James said: "A new idea is first condemned as ridiculous and then dismissed as trivial, until finally it becomes what everybody knows." If you understand vision, you understand what James has said. It's the nature of vision. You see it first. And you were the first to say it and attempt others to help achieve it.

If you are a leader in a local church, you might be tempted to think that there are many leaders who have a vision for a vibrant local church. That's true, but only YOU have a vision for YOUR church. Whether you are the senior pastor, or a department leader or a volunteer who leads a small group, you need a vision to lead. What is your vision for the people God has entrusted you with?

In the previous edition of the Pastor's Coach, I talked about communicating a vision. In this article I'd like to discuss ways in which you can see that your vision has gained true traction. Momentum is the more popular word, but I like traction. It's a more gritty word that aptly reflects the work involved in seeing a dream come true.

I have listed "evidence" of vision that has caught traction here for you. Think about your vision and compare to these thoughts.

• A deep passion that captures people's attention.

Your vision will only burn as bright as you do. This idea is not about you "working up" something or "turning on" the hype. When this passion comes from deep within you, people will sense it. The impact is palpable. It is inescapable. You will have the people's attention. They will be excited. They'll ask questions and want to know what's next. They will be eager for more information. They will be proud of the vision and tell their friends.

• A sense of believability for a better future.
We are in an election year. I listen carefully to what presidential candidates say and I immediately have a sense of what I believe is possible, probable, doable and what I think will never happen. Your church is very similar, just on a smaller scale than our national government. And hopefully much more efficient! Faith is always involved, but the people do need to be able to "see" it with you, at least see enough to believe with you.

• A largeness that creates enthusiasm.
This is not about numbers, though numbers matter. The idea of largeness is more about being bold for the sake of the Kingdom! It's the "go big or go home" idea. The vision needs to be large enough to require God in the mix or it won't work. You can see the need for balance between "believable" and large!!

Leadership is an art and crafting the vision is just as important as communicating it. There is a direct connection between the size of the vision and the level of enthusiasm. Last Christmas 12Stone® Church fed 6,000 families over the Christmas holidays. The number mattered. It is important to feed 6 families, but that would not have generated great enthusiasm. You see the point.

• A dedication that inspires sacrifice.

This is similar to passion. The difference is found in your tenacity. Passion can be big, but short term. Dedication is long term, and requires determination and resolve. Candidly, it's easy to be passionate for a short time, but to be dedicated for years, even decades, takes an uncommon leader. This will result in a dedication found in the people. Much like passion, the people will not be more dedicated than you are to the vision. The outcome is a willingness to sacrifice. The sacrifice can be seen in time, energy, and financial resources.

• Resources flowing toward the vision.
Now we really get practical! Money! Let's be candid, money follows vision. Without financial resources, no matter how godly you behave, the mission can't move forward. Many of us who are pastors don't like admitting that truth, or operating within that reality. But nonetheless, it is the way it is. Candidly, I think it's the way it should be. A worthy vision shouldn't be free, and a vision that is truly worthy will attract financial resources. No church ever has "enough" but God will supply what we need to accomplish the vision.

• An application that is transferable.
On many occasions I have traveled to churches and listened to a vision that seems like it was wrapped up in the pastor, or the pastor and a few key leaders. I don't mean this in a negative way to those pastors, but they simply were not aware. It was the pastor's dream and vision, not something that the entire congregation owned. Again, it wasn't that the pastor didn't want the people to be involved, but it was apparent that the people couldn't do what was involved, or they weren't needed except for a few tasks. One example I remember was a television ministry. There is nothing wrong with that, and I'm sure it was to reach more people for Jesus, but all it required was the pastor and a small tech team. That vision never transferred well into the hearts of the people.

• A soundness that stands up to scrutiny and the test of time.
You know the difference between fluff and something of substance. Last summer I was shopping for a new grill. Some were thin and wobbly and others were solid and stable. It was obvious which ones would last for several years and which ones would barely make it through the summer. Your vision is the same. It needs to have a biblical soundness and a solid nature that stands up to examination over time. It needs to make sense and have obvious evidence that it was well thought through. This does not suggest that you should make it complicated. In fact, sometimes making something simple, which is in reality complicated, is far more work than the reverse!

• You cannot be silenced!
When my kids were younger and they really wanted a certain toy for Christmas, there was no silencing them! Those "toys" have grown into things like an iPhone! They dream big and never give up! I love this thought. It's simple but powerful. If God has breathed a vision in you, you simply cannot and will not be silenced. That's it! Compare this to the things we want silenced like negative talk and gossip. Wow, what a difference. Don't let anyone shut you down. Keep talking your vision!

So as you reflect on these eight thoughts, how are you doing? Where are you strong? Where can you improve?


"This article is used by permission from Dr. Dan Reiland's free monthly e-newsletter, "The Pastor's Coach," available at www.INJOY.com."

Dr. Dan Reiland serves as Executive Pastor at 12Stone Church in Lawrenceville, Georgia. He previously partnered with John Maxwell for 20 years, first as Executive Pastor at Skyline Wesleyan Church in San Diego, then as Vice President of Leadership and Church Development at INJOY. He and Dr. Maxwell still enjoy partnering on a number of church related projects together.
Dan is best known as a leader with a pastor's heart, but is often described as one of the nations most innovative church thinkers. His passion is developing leaders for the local church so that the Great Commission is advanced.
As a communicator, Dan has a down-to-earth style that combines humor and strategic thinking. Each year he "coaches" many pastors and speaks to several thousand people, impacting lives and strengthening the local church.

Dan and his wife Patti live in Dacula, Georgia with their two children Mackenzie and John-Peter.

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Creating Positive Change

Change - one of the most feared words in some organizations and the defining ethos of others. As we lead, it's also one of the prerequisite skill sets: the ability to navigate change successfully. That being said, I find the following quote from Lyle Schaller particularly insightful.

"Anyone seriously interested in planning social change would be well advised to recognize two facts of life. First, despite the claims of any, relatively little is known about change. Second, much of what is known will not work."

Now that we have that disclaimer out of the way, let's look at some keys to bringing about successful change in an organization.

• Be willing to change yourself.

If we are going to lead change, we must first model the adaptability required for change. There are some leaders who resist change in their own lives, yet expect others to be enthusiastic about it. Here's the how-to on personal change.

1. Admit the need to change.
2. Assume responsibility for that change.
3. Evaluate - why am I the way I am?
4. What can I do about it? Set personal goals. Find a mentor.
5. Start today.
6. Celebrate when you get there.

If you are comfortable with change, your people will be much more likely to follow.

• Lead for the benefit of the people.

People know when they matter and when they don't. In order to be a change agent that lasts, you must first win the hearts of your people. See The Levels of Leadership and remember, "People don't care how much you know until they know how much you care." If people don't believe that you have their best interests at heart, they will not follow and will resist change.

John Maxwell uses an illustration where coins represent influence. When you are brought in to your new position you are given a certain amount of coins, which represent influence. When you make a good decision, an people recognize it, they give you more coins. When you blow it, you give some back. The wise leader recognizes whether they have enough coin to attempt a specific change. The more coin they have collected, the greater risk they can take. But be careful, when you run out of coin it's time to call U-haul.

• Create an environment where change is normal.

Begin small, but make positive changes. It's generally best, at least at first, to add rather than subtract. Give more options. This can demonstrate why the change you propose is better than its predecessor. Get some wins under your belt. As seen in the example above, this allows you to move to more substantive changes that will move your organization forward. You will find that as the organization moves forward, change becomes easier. It's much easier to steer a ship when it is moving; it's impossible when it's standing still. John Maxwell gives some very helpful tips for creating a climate for change in his book Developing The Leader Within You.

1. The leader must develop a trust with people.
2. The leader must make personal changes before asking others to change.
3. Good leaders understand the history of the organization.
4. Place influencers in leadership positions.
5. Check the "change in your pocket."
6. Good leadsers solicit the support of influencers before the change is made public.
7. Develop a meeting agenda that will assist change.
8. Encourage the influencers to influence others informally.
9. Show the people how the change will benefit them.
10. Give the people ownership of the change. 

• Be a vision caster.

People want to know why a change is taking place. They want to be convinced that this is a good thing and will benefit them and the organization before they commit. A skilled vision caster will paint a picture of a preferable future. Remember the Pareto Principle (20/80). Invest your time in influencing the 20% of your people who can help you influence the rest. If your top 20% aren't with you, wait, or be prepared for a long battle and likely failure.

So share your vision. Why is this a good idea? Remember that the goal is to move the organization forward and to improve the lives of your people. As Max Depree said, "In the end, it is important to remember that we cannot become what we need to be by remaining what we are."

• Make incremental changes when necessary.

Sometimes major changes are necessary; and sometimes major changes in direction will result in many people being thrown overboard. The more established the organization, generally speaking, the more gradula th changes need to be made. In a quote from the church world, Pastor Ron Stewart says that "Every church will turn 180 degrees in 10 degree increments."

• Celebrate the victories.

Find creative ways to have a party when a change has been successful. This will help to create an environment where change is seen in a more favorable light and will likely make the next one easier. Make heroes of the successful change agents in your organization if that is a value you want duplicated. Remember that "what gets rewarded gets done."

Quotes on change:

• "The leaders in any organization must be the environmental change agents." - John Maxwell
• "Great change dominates the world, and unless we move with change we will become its victims." - Robert F. Kennedy
• "If you want to make enemies, try to change something." - Woodrow Wilson  
• "The foolish and the dead alone never change their opinions." - James Russell Lowell
• "If your horse is dead, for goodness sake - dismount." - Eddy Ketchursid
• "It's the most unhappy people who most fear change." - Mignon Mclaughlin

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The Importance of Defining Success

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.

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The Power of Words

"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.

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The Four Corners Of Great Leadership 

The Four Corners Of Great Leadership

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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