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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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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25 Questions to Ask in the First Interview

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

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"

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

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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