Potential

I serve in an organization that is going through a “big” transition. A beloved CEO of more than twenty-five years is retiring, and the name of the next CEO has been announced. The transition began five months ago and will not be completed until four more months have passed. I want to invite you to look over my shoulder as a model of how to assist your team if you are going through a big change. Here is the actual communication going out to our staff from me this week and it is followed by an eight-minute video that will encourage you if you find yourself in transition. I trust you will also glean from me some assistance in shepherding a staff through big changes. Here is the full email to the staff followed by the link to the video…

 

“I cannot imagine that you have not heard the news by this time. We now know the person that will be nominated to serve as the next Executive Director. Congratulations to Thomas Hammond. It is certainly good to have the answer to one big piece of the future puzzle, but some questions remain unanswered. While we know that any new leader will bring a fresh vision, new ideas, potential reorganization, and dare I say it, “change,” there is still a degree of uncertainty about the future.

Since the time that Dr. White announced his retirement, I have personally sought to provide encouragement, instruction, and to instill confidence in each of you as we look to the future. You may recall that during the June webinar I shared a brief leadership lesson I called “Why You Can Be Confident in the Future.” I believe that it is worth a second view or if you missed it, even more importantly, a first view. You can be confident in your future, not because you know the name of the next Executive Director, but because God knows you and has a plan for your life and ministry. Please take a few minutes to view this segment again.”

How is your team (staff) doing? Over the years I have had some great teams and some great seasons of ministry with people that I love and enjoy. The team I lead today is not the same one I led thirty years ago, or twenty, or ten. There have even been changes in the last five years. I also understand as the organization that I serve goes through changes in leadership that future changes are inevitable. Some of the people I love and respect the most will not make the journey. That is not necessarily a bad thing but simply a reality. For some, their future opportunities will propel them to places of great joy and success. Admittedly, others will go through painful transitions. In John Maxwell’s book, The 17 Indisputable Laws of Teamwork, he points out three reasons that some team members do not stay with their team or organization during times of change.

1. Some team members simply do not want to take the journey. They know that change is coming and either does not want to make changes, fear the forthcoming changes, disagree with the changes, or use the transition as an exit ramp to do something else. This is not a negative. The exit is positive both for the individual and the organization. It may be that you will miss them, but why would you want to work alongside anyone who does not want to be there?
2. Some team members should not take the journey. In some circumstances, an organization has very talented and competent team members who have a different vision or agenda. Their view on leadership, direction, goals, priorities, doctrine (in a Christian setting), or strategy is in such contradiction to the leadership and direction of the organization that they are like oil in the water. They simply do not mix. They are capable but likely will not continue with the current organization. Those who find themselves in such circumstances who have integrity will graciously remove themselves over the course of time, and that’s best for both them and the organization.
3. Not every team member can take the journey. Oftentimes team members get locked into a position and do enough to get by but not enough to make a great difference. They are not incompetent (though some may be) but they have lost their passion, or they have lost their effectiveness. It may be that they need a new mountain to climb. A new opportunity can be the impetus to renew their growth and to give them fruit for their labor. However, they may have disqualified themselves in the current role or organization because they allowed their growth to be stunted. Ideally, a graceful exit will be arranged but they are not likely to make the journey of change in the current organization.

Enjoy your team…and enjoy your next one too. However, don’t be taken off guard by the changes. Enjoy the seasons of stability and embrace the seasons of change. They are both a part of the journey as you seek to maximize your leadership.

A chain is no stronger than its weakest link. No doubt you have heard that analogy in the past. Every member of a team brings unique levels of experience, ability, intellect, and passion to the group. The ultimate aim is to have a team with no weak links. Ideally, everyone is growing or at least being “coached up.” Obviously, in a worst case scenario, a team member who is so weak that the team is being hindered or restricted must be removed. You are not that weak link, are you? You are growing personally, aren’t you? You are inspiring the other members to grow also, right? Here are three things that you and each team member should do to keep each link of the chain strong.

1. Each team member should have a mentor. A mentor is someone who has greater experience, stronger ability, excellent intellect, and exceptional passion who is willing to give some of their time to help others to be more effective at what they do. The mentor should have experience in the same field of responsibility, a track record of success, and a willingness to pass on his or her wisdom to others. Who is your mentor?
2. Each team member should have a personal growth plan. Growth can happen by osmosis sometimes, but it is not ordinary and less likely as you rise to higher levels of leadership. Growth comes as you read, experiment, pilot new methods and strategies, fail, collaborate, listen to others, subscribe to podcasts, attend seminars and conferences, pursue degrees, “bend the ears” of other skilled leaders, submit to accountability and self-evaluate. That is not an exhaustive list but simply examples of actions a leader or team member can take to grow. What is your plan?
3. Get out of your comfort zone. I personally am not a fan of stress, but I have learned that if I am not stressed I am not really growing. Some reading this already think that number two is not possible for them because it will put stress on their schedule. Welcome to leadership! I am not speaking here of unnecessary stress but of strategic stress. You must be stretched to grow, and you will rarely find it comfortable. It may finally become comfortable with time and experience, or it may not. I continually find myself in uncomfortable situations because I expose myself to situations that test me and make me stronger. How are you getting out of your comfort zone?

Don’t be the weakest link. Don’t be a weak link at all. Commit to continue your growth and you will be on your way to maximizing your leadership!

“There’s only one thing more contagious than a good attitude – and that’s a bad attitude.”

                                                                             John Maxwell

I just got off the phone with a key leader in a large organization. He was reflecting on a team within his organization and expressed how each individual, though good-natured, were the worst gripers and complainers whenever they got together. I have experienced the same thing on some teams in some organizations. My first job out of college was as a teacher of Social Studies in a Junior High School. The teacher in the room next to mine was constantly complaining about everything and criticizing every person. Even as a twenty-one-year-old young man, my mind always wondered…why don’t they find another job! I am so glad I had the wisdom, even as a young man, not to allow their attitude to rub off on me.

I have always elevated the value of “attitudes” both personally and as a leader. How do you identify the seeds of a bad attitude? Here are a few examples.

1. An inability to admit wrongdoing. Everyone makes mistakes and the person who cannot acknowledge their mistakes has the wrong attitude…. whether they will admit it or not.
2. Failing to forgive. People hold grudges assuming they are doing harm to the other party when in reality they are primarily poisoning their own spirit.
3. Petty Jealousy. When people succeed, do well, are promoted, or win, they should be celebrated and applauded. The person who cannot celebrate has a real attitude problem.
4. Self-Centeredness. When an individual believes that the world revolves around them they are displaying a level of immaturity that will only hinder those around them and the mission of the organization.
5. A critical spirit. Criticism is not a gift or an asset. While there is a place for evaluation and critique there is no place for constant criticism. Be the solution and not the problem or the person who only focuses on the problems.
6. Failure to share credit. While individuals can accomplish much, most significant accomplishments in an organization are the result of many team members working together.

Your attitude matters more than your actual competence. A person with a good attitude can be “coached up” and develop enough skills to get the job done in most cases. A person with competence who possesses a bad attitude can be like cancer to the whole organization. Put several people together and they can totally sabotage the mission. Don’t have a bad attitude. It is a choice. Don’t tolerate bad attitudes if you are in leadership. Failure to address inappropriate attitudes will prevent you from maximizing your leadership.

Some portions adapted from chapter eight of The 17 Indisputable Laws of Leadership by John C. Maxwell.

 

Five generations. That is how many distinct generations are living in North America today. If you travel back to previous centuries, you would find three generations providing leadership at any given time. However, with the advance in technology, the speed of change, and longer life-spans, you are now living among five generations.

• The Greatest Generation (those who fought and won WW II) represented by those 73+.
• Baby Boomers represented by those age 54-72.
• Generation X represented by those age 38-53.
• The Millennials represented by those age 24-37.
• Generation Z represented by those age 8-23.

Brad Szollose is the author of a book called Liquid Leadership: Multi-Generational Ideas That Are Changing the Way We Run Things. It is a worthy read and he shares seven laws to follow if you desire to be effective at leading cross-generational.

1. A Liquid Leader places people first.
2. A Liquid Leader cultivates an environment where it is free and safe, to tell the truth.
3. A Liquid Leader nurtures a creative culture.
4. A Liquid Leader supports the reinvention of the organization.
5. A Liquid Leader leads by example.
6. A Liquid Leader takes responsibility.
7. A Liquid Leader leaves a lasting legacy.

Szollose has written an entire book illustrating and instructing based on those seven laws and I recommend the book to you. However, there is wisdom in simply viewing the list and assessing your own leadership based on what you see. Today, more than ever, it is important that you develop leadership skills that help you to be effective cross-generational. Consider his list and self-assess yourself in order to maximize your leadership.

A great golfer. Bowler. Tennis player. Boxer.  These athletes stand out because of their ability to carry almost all of the load on the road to success. They certainly have others who support them, prepare them, and coach them, but their success comes down to their personal ability to compete on their own. An effective leader understands that their success will not happen in a vacuum and they must effectively work with a team. Leadership is definitely a team sport.

The best of leaders tend to do these things well because of the team aspect related to their effectiveness:

1. They are good at recruiting people to serve on their team. Perhaps you have heard of Kirby Smart? Nick Saban? They are great coaches with a track record of success. While they know the “X’s” and “O’s” of football, their success is largely connected to their ability to recruit talent. For the effective leader, recruitment involves seeking out both those who are talented and those who have potential. The life of Jesus is a great example of the latter in that he enlisted men for their potential and poured his life into them. The result: They changed the world.
2. They are purposeful in delegating. Delegation accomplishes these two things at the very least.  First, it frees the leader up to focus on those tasks that make the most difference.  Second, it allows those who have been enlisted to grow in their experience. Delegation is a necessity and it is also a skill. Learn when and what to delegate and you will be able to move your mission forward.
3. They coach those they have enlisted.  I will refer you to last week’s article [Click Here]  to reinforce the point. Once you delegate you must train (if necessary) and evaluate.  Set your team members up for success, not failure, by giving them clear instructions, and the tools or training needed to accomplish the task(s) that are delegated.  If you can do this you will maximize your leadership!

 

Portions adapted from Chapter 4 of What to Ask the Person in the Mirror. by Robert S. Kaplan

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.