Intentional

Most weeks I write articles to help you advance in your leadership. Today I want to ask you to allow me to model how you lead a church or organization to be friendlier.

• For the business that equates to more customers and more sales.
• To the non-profit organization, it results in more volunteers and higher contributions.
• In an educational setting, it results in an environment more conducive to learning and growth.
• In a church, it results in more people coming to faith in Jesus.

I preach messages in churches every week and on this occasion, I want to invite you to hear me instruct my congregation on this subject. The sermon title is “Yield to Pedestrians” and you will learn why when you view. The subject is the importance of warmly receiving guests who come to our church. If you are a leader you can learn about leadership as well as practical ways to help your church or organization. It is thirty-five minutes long but I think it is worth it. It will also help you get to know me a little better if you read my articles but we have never met. I hope you enjoy and that it will maximize your leadership.

 

Communication. If you work with a group of people in a church, non-profit, or business, you will hear repeatedly about challenges related to “communication.” Communication regarding marketing. Communication regarding the promotion of your church or organization. Communication between executives and staff members. Communication between departments. Communication with customers. The list goes on and on. I received a question recently from a staff member about improving communication between fellow staff members within the organization. I shared some thoughts in a staff meeting and believe it might be helpful to you in your work. I will share this in two parts over the next two weeks. Here is the question and four of the eight suggestions I provided:

Question: How do I get someone to see my point of view without making an immediate judgment? How do I get others to “see what I see” so that better decisions can be made?

1. Build your own credibility by attending to the quality of your own work. A person who has a reputation for a high level of productivity is more likely to get their idea across than the person who is viewed as lazy, low-energy, apathetic, or less competent. Your ideas will lack credibility if you are not doing a great job with what you have been assigned. Seek to be an all-star at your work and you can rest assured that co-workers and leaders want to hear your ideas and your point of view.
2. Build trust through strengthening relationships. I listen closely to those I trust. The same is true for you and for the person that you want to listen to your point of view. How do you build trust? It comes down to the depth of the relationship. It is important that you spend casual time getting to know your co-workers and leaders. Care about people personally and they are more inclined to hear what you have to say. Spend time purposefully building relationships with those you serve or work with in anticipation that you will want to share ideas, strategies, suggestions, and challenges. Their ear will be as large as your personal relationship is strong.
3. Give the data and empirical evidence if available. Everyone has an opinion and they are certainly entitled to it. However, that does not mean the opinion has any value. Be sure you know the facts, and when you can share objective data to support your point of view, you will increase the credibility of your suggestions and ideas.
4. For your supervisor or someone in authority, “nudge but don’t nag.” It is important to take stock of who you are dealing with. If the person you want to express your idea to is a person in authority, you can do your reputation more harm than good if you push too hard. Remember also that when you present an idea to a supervisor, and if he or she receives it, you own it. That means you have (extra) work to do. However, if you are a productive team member, that results in motivation for you rather than fear.

Stay tuned for more next week and this information will maximize your leadership.

Last week I shared four of the first eight ideas on this subject. Go to this link to read Part One of the blog [Click Here for Part One]. I received a question recently from a staff member about improving communication between fellow staff members within the organization. I shared some thoughts in a staff meeting and believe it might be helpful to you in your work… Here is the question and the other four suggestions I provided:

Question: How do I get someone to see my point of view without making an immediate judgment? How do I get others to “see what I see” so that better decisions can be made?

5. Demonstrate the highest degree of loyalty possible. This is somewhat of a no-brainer. Why would someone listen to your ideas if they cannot count on your loyalty? Here are questions for you: Are your loyal? Do they know that? Can you keep confidentialities? Are you in the organization for the long-haul? Can they count on you to give them a “heads-up” when you have information that can blindside them? Be sure you are working on the demonstration of your loyalty with the caveat; “to the degree that you can.” Integrity must always trump loyalty. Never allow loyalty to hide immorality, unethical behavior, or harmful decision making. That why I say, “to the highest degree possible.”
6. Study and understand the personality and learning styles of co-workers. The people around you receive information in different ways based on personality, learning styles, and to some degree their own culture. By culture, it can be the “work culture” that they have been engaged with over time. They may have learned or developed good habits or bad when it comes to their own listening skills. Be observant and study those around you. I once heard it said that you must first seek to understand and then to be understood.
7. Follow the Matthew 18 principle. While the Christian community should understand this concept, the principle works well with this question in any circumstance. If you are not a believer, I would encourage you to read the eighteenth chapter of the gospel of Matthew and hear Jesus’ wisdom on this subject. In summary, if a person does not hear you the next step is to take someone with you. Ideally, it is someone they respect and trust and that will give your idea or suggestion added credibility. The text is richer than the sharing of an idea but the principle is sound in any situation.
8. Pray for God to give them “ears to hear and eyes to see.” Since I lead in the Christian non-profit environment I am confident that God has a role to play in this process. I do believe in prayer and in God’s ability to change hearts and minds. Proverbs 21:1 says, “A king’s heart is like streams of water in the LORD’s hand:

He directs it wherever He chooses.” As a believer, I am not averse to praying for God to soften someone to hear and to make them receptive to me because I believe I have great ideas! You should feel the same way if you are a leader.

Make yourself a list and consider what you would add to it so that you can maximize your leadership!

The organization that I serve currently has a team that has been assigned the responsibility of seeking the next CEO to replace a long-tenured and well-beloved leader. In addition, my home church has a team similarly assigned to seek the replacement of a well-respected pastor to lead an anchor church in our state. These are strange days for me with these events converging together but what a great time to learn more about being an effective leader.

One common discussion I have observed in both circumstances is the issue of how old the next leader should ideally be. The consensus in both is that they need someone in their thirties who has at least forty years of experience. No, that is not a mistaken sentence but you would be right if you observed that the math does not add up. When Jeff Iorg, President of Gateway Seminary, speaks of leadership, he broadly divides the journey into three stages. They are as follows;

1. The LEARNING stage at which point the leaders tends to be younger, getting educated, getting early experience, observing leadership, and growing.
2. The LEADING stage at which point opportunities emerge which gives the learned leader opportunities to apply what has been learned, to implement their unique strategic actions on their organization, to innovate, and to expand their sphere of influence.
3. The LEGACY stage at which point they have proven themselves, experienced both successes and failures, learned from a breadth of experience, and begin to leave in their wake other leaders who have been mentored and influenced by their work.

However, the stages are not strictly linear. A young leader is already beginning to establish the roots of a legacy. An experienced leader continues to learn throughout his or her life. Leadership takes place from the outset. In the scriptures, Timothy appears to balk at leadership using his youth as an excuse. Moses appears to be hesitant thinking he is too old and unskilled at public presentation skills. The Bible teaches a lesson that is relevant for all but especially for the believer. Leadership is not ultimately about your title, your level of charisma, or your age. How old are you right now? The reason I ask is that I want you to know that you are at the perfect age to be a leader…as am I. Leadership is not measured by age but by your willingness to influence, grow and lead. You can begin when young and apply it when old. That is how effective leaders maximize their leadership.

An organization is no stronger than the members or employees that make up the team. Many qualities are essential to effectiveness but not all are equal. Skills are certainly important. I also want team members who are time conscious. It is important that team members are cooperative and manageable. But there are more important skills that need to be identified and prioritized and when done will take care of many other issues. Here are four that I find to be essential to maximize the leadership of your team:

1. Attitude over Skills. This one in my estimation is the most important. Though someone may be educated, intelligent, possess degrees, and know how to do a job, a bad attitude distracts, can cause chaos, and diminishes the work of everyone present. Everyone has a bad day now and then. Some people seem to thrive on drama, negativity, and cynicism. I will not tolerate that. A person with a great attitude will work hard to develop the needed skills. A person with a bad attitude may have skills but they are toxic to all of those they work alongside. Attitude trumps skills.
2. Productivity over Punching a Clock. I recently spoke with a young leader who complained that one of his direct reports comes in later in the morning than most employees. The person being referred to also had many evening responsibilities as part of his job. I pointed out that the question was not what time his report was arriving but was the job getting done? I would rather have a hard-working go-getter with a whatever it takes attitude coming in mid-morning (again, assuming the job is getting done) than someone who punches in on time every day and darts for the door at exactly the end of the formal work day. The reality is that some people get more work done in an hour than a clock puncher gets done in two hours because of their diligence, time management skills, and applied talent. Going the extra mile is not measured by the front end but what the person does with and beyond responsibilities.
3. Initiative over Manageable. Being cooperative, manageable, and a team player is essential. The most effective team members do something above and beyond that. They take initiative. These team members think ahead, plan ahead, and do not require micro-management. They are not rebels because that does not work in the context of teamwork. What they do is understand the mission of the organization, their role, and they are in second and third gear before most people are getting started.
4. Authentic self-evaluation over Excuse Making. We all have reasons and excuses when things don’t go well. Sometimes leaders must confront team members for mistakes, errors, or deficiencies. Before you meet with this type of leader they have already self-analyzed and determined self-corrections and action plans to correct, reverse, improve, minimize damage, and circumvent in the future. They are not upset by a confrontation because they are harsh on themselves wanting to get things right and do their work with excellence.

 

A leader or team member like this is hard to find. I assume these qualities are marks of your work if you are reading this. If not, evaluate, change, and allow these traits to maximize your leadership.

 

Home Field advantage? Did you know that teams in all sports on all levels win more games on their home field than they do when playing on their opponent’s field? Certainly, you can win on the road and you can lose at home but the likelihood of winning and losing is affected by the location of the game. Did you know that research shows that you can give your child a “home field advantage” in their faith? It does not guarantee that they will never stray from faith but it is much less likely.

 

Over the last three months I have shared three videos designed specifically for parents but beneficial for any and all who care for teens and kids. The January video was the Driver of a Sticky Faith. I followed up in February with a second video that described The Power of First Steps. The third in March was entitled Balancing Bonding and Boundaries. These videos are based on the research conducted by Tom Crites and I to discover what keeps kids connected to church into their adult lives and published in our book, Why They Stay.

 

April is now here and I want to invite you to view the fourth video in the series. In this thirty-minute video I am speaking to parents about proven things they can do that give their children a spiritual home field advantage. You will discover the Biblical roots as well as the research that supports the principles you will learn. Trust me when I tell you that you will be encouraged as a parent, better equipped to help your children as well as other parents, and learn principles that can maximize your leadership. Here we go…

 

Robert Kaplan states that “almost without exception, successful leaders go through significant periods of time in which they feel confused, discouraged, and unsure of themselves and their decisions.” They will not likely appear confused, discouraged, or unsure in front of their followers and they shouldn’t. The followers pick up on queues from the leader and they always need to see a confident and steady hand. However, the reality for the leader is responsibility, dealing with lots of problems, critical decision making, frequent second-guessing by others, criticism if bad decisions are made, and even criticism when good decisions are made. How do they overcome those periods of uncertainty?

First, they keep focusing on both the vision and priorities. They know what they are because they helped to craft them. If he or she owns a business, they may have established them unilaterally. If one leads from the middle, he or she can quote the vision and list the priorities without exception. Both the vision and the priorities keep everything moving in the right direction even when the fog of uncertainty seems to briefly confuse and distract.

Second, they manage their time well. This skill allows them to place their greatest energy on the things that make the greatest difference. Those who are more entrepreneurial and less administrative may enlist or employ someone to keep their time well ordered. That person could be a chief of staff (by any title), an executive assistant, a gifted secretary, or an associate. A mismatch between time spent and priorities will only add to discouragement, confusion, and lack of forward progress.

Third, they give and receive feedback. They surround themselves with people they trust who can push back, disagree, and play the “devil’s advocate.” The key is “trust.” Some people disagree and criticize to undermine the leader. That is called “insubordination” and is a fire-able offense. Other people disagree and critique even more adamantly but do so in order to strengthen both the leader and organization they serve. They will state their point, argue their case, seek to influence, but the leader knows that ultimately, they are loyal and will implement the decision that the executive or key leader has the right and responsibility to make. Less confusion and doubt abounds when trust is developed and honest feedback is received.

Fourth, they make sure everyone in the organization is aligned around a common vision and priorities. It is the responsibility of the leader to communicate them, evaluate based on them, and to align everyone around them. The larger the organization, church, or business, the more difficult this task will be. Groups inside the organization will always gravitate toward “silo-ing” in their departments or ministries. The effective leader keeps his or her foot on the accelerator and leads toward total alignment always.

Fifth is the most important in the world in which I live. For those who lead a church or Christian organization, prayer, time in God’s word, and the pursuit of Godly wisdom is paramount. For those in the secular world, I personally believe you would likewise benefit greatly. In any case, you will get confused, discouraged, and unsure at times. You are not alone. Hit the reset button and renew your focus on the most important things and you will be on the way to maximizing your leadership.

Some points adapted from chapter one of Robert Kaplan’s What to Ask The Person in The Mirror.

 

“Human beings are social animals. They want to belong. They want to be part of an organization that has meaning and by extension, helps give their lives meaning.”    – Robert Steven Kaplan

 

The vision of your organization, church, or business serves to inspire, give direction, keep you on course, and assist in prioritizing and decision-making. It clearly communicates where you want the organization to be in the future years and points everyone in that direction. It differs from your purpose which is unchanging. The vision adapts and even changes over time but it should never be unclear what it is at the present. What is your vision for the group, team, or organization you lead? Does everyone know what it is? Here are several ways that leaders undermine their own vision resulting in uninspired followers, fewer followers, confusion, unclear priorities and poor decision making.

 

1. When the key leaders neglect relationships. What does that have to do with “vision” you might ask? People will not care about the vision if they do not care about and respect the leader…. personally. Articulating a vision is a wasted concept if they cannot trust the person who is trying to lead them there. Vision is an important tool but relationships are an imperative vehicle to get you there.
2. When you fail to serve people. Every organization has customers. Businesses have vendors, clients, and shoppers. Churches have members and a community that they desire to impact. Organizations have Boards, volunteers, financial contributors, and followers. They are all customers though that may not be a term that feels right whenever you make reference to them. The term in this instance is intended to summarize those people internal and external to your organization who interact through leadership, support, or financial interactions. Treating customers poorly, by whatever language you use to describe them, will turn your vision into nothing more than a cliché on a bulletin board or a brochure.
3. When you fail to adapt and innovate. “Retro” can be fun, create sentimental feelings, and even feel comfortable as you grow older. However, it can always sabotage your vision. When those you lead are more focused on the experiences from the past than the possibilities of the future, you are destined for decline. Do not confuse this thought with maintaining focus on fundamentals and being driven by principles. On the other hand, innovation in and of itself will not make you effective. Core values are critical but stagnation is limiting at best and devastating at worst. You live in a changing world and failure to adapt to advancement makes your vision appear as irrelevant. If you don’t believe this is true, drive down to the Blockbuster Video Store in your neighborhood and ask them.
4. When you do not align all key players around the vision. Have you ever been in a tug of war? While it can be a fun competition, it is not the wisest way to experience advancement. How would it be different if both teams pulled from the same side? Do you have several departments, divisions, ministries, teams? Are they all pulling you toward a common vision or are they pulling in their own direction? If so, they are likely pulling against one another. Failure to share the vision and to keep key leaders, staff, or employees pulling in the same direction makes the vision only a dream instead of a future reality.

I assume you have a great vision and you should. Don’t make these mistakes that inadvertently get in the way of where you ultimately desire your organization to go. Avoid these and you will maximize your leadership!

 

Some portions adapted from Chapter One of Robert Kaplan’s What to Ask The Person in the Mirror.

 

I like change so long as I agree with it!

 

That line always gets a laugh when I preach or speak to a group and the subject of change arises. Change is always taking place in today’s culture and the rate of change has certainly increased. Here are four quick facts that I have learned about change.

 

1. Change is normal.
2. Change should be expected.
3. Change is an opportunity.
4. Change is a challenge that will reveal both your character and the level of your leadership ability.

 

I would add that not all changes are equal. Shifting a weekly staff meeting to an earlier starting time is not the equivalent of resource losses that result in the release of staff members from employment. Some changes such as the latter are “severe.” What do you do when your organization or church experiences severe change?

 

1. Revisit the vision and purpose of your organization or your church. Does this change affect that vision? The answer will ordinarily be “no.” Therefore, it is important for you to focus more intently on the vision and purpose and just as importantly to help others on the team to do likewise.
2. Re-communicate the vision and priorities. You will likely need to do this frequently during severe change. You may need to re-prioritize for a season or even permanently depending on the nature of the change. Everyone needs to do this but the higher up in the organization or the team the greater the responsibility. However, if you are unsure, don’t assume anything. Take the initiative to pull key team members together and clarify the priorities and then err on the side of over communication. This exercise will not resolve every challenge but will serve to increase stability during the change.
3. Be conservative with resources and aggressive with strategy. I do understand the irony of this point but both are equally important. Perhaps the change is not related to a financial crisis. Don’t let it become one by being undisciplined about resources when things get shaky. On the other hand, if you do not push forward with strategic plans to the degree that it is possible, you will lose customers or followers who may inadvertently assume you are shutting down, backing up, or that you have lost your passion and vision.
4. Take an account of your own leadership journey. Change, and more importantly severe change, will reveal a lot about you. If you want to see someone’s true character, watch how they conduct themselves when the going gets tough. The experience of change and severe change is necessary for you to develop into the leader that God intends for you to be. How will you do? Or, how are you doing? You don’t have to like the change or even agree with the change to embrace the opportunity to measure your journey, to grow in your leadership skills, and to prepare for future changes. That’s right. More changes stand in front of you and many will be severe. For the effective leader, it is an opportunity to maximize their leadership.