Potential

Yogi Berra, Hall of Fame baseball player and coach, once commented upon arriving late to an event: “We were lost but we were making good time!” It really doesn’t matter how fast you are moving if you are not closing in on your destination. Leaders deal with details, problems, and people day in and day out. How can you maximize your work each day to be more productive while getting home for dinner on most nights? It is not always a matter of working harder. Sometimes you need new tools to work smarter. That brings me to this question: What is your method of time-management and task-management?

 

First, if you don’t have a system that may be your problem. Second, if you have a time-management system and fail to have a task-management system, you will head in the right direction but you will be much slower in getting there. Here are five ideas to improve your task-management on workdays (I use it every day) that will help you get more done:

 

1. Make a daily “to-do” list. Don’t tune me out yet, just because that sounds too obvious. The list can be on a piece of paper, in a time-management notebook, on your computer or tablet, or in my case as part of your Microsoft Outlook dashboard. You are more likely to get things done if you write them down and check them off. You are less likely to leave something undone or to miss a deadline when a task is written down. As elementary as it seems, make a list each day. Ideally, make it at the end of the day and have it waiting for you in the morning.
2. Make your “to-do” list horizontal instead of vertical. A vertical list would be represented by everything you need to do this week…or this month. You look at 50, 60, 70 items in front of you and immediately discouragement sets in and you feel tired before you even begin. A horizontal list is different. I make a different list for every day. Again, technology makes this easier if you use it but a piece of paper will do. Instead of looking at 70 things I need to do, I look at 12 for Monday, 10 for Tuesday, 15 for Wednesday, etc. I only have 5 for Friday with built in time to catch up or knock off early if everything is up to date. [Note here: Don’t get distracted by the “number” of items I suggested. This is for illustration only. One person might have four longer tasks for the day while another has over 30 shorter ones. It all depends on what your job assignment is.] I see my list of 12 items on Monday and I knock out 8 of them by early afternoon. I feel like I’m on a roll. The horizontal list gives me momentum and I do not feel overwhelmed. However, if I get distracted and only finish 10 of 12 items by the end of the day, no problem. I saved the less urgent items for the end. I roll one over to Tuesday and another over to Thursday.
3. Begin the day with the “quick and easy items ” I have 12 things on my list. One of them will take four hours. Five of the items can all be done within an hour. I start with items each day that takes five to ten minutes or less no matter where they fit with my priorities. Within 90 minutes of each a day I feel like I am being productive because I cut deep into my list quickly. Some would argue you tackle the toughest task first and get it out of the way. You choose. You know yourself better than anyone else. Do what works best for you.
4. Take five minutes to save hours by prioritizing the list at the beginning of the day. Suppose I have 12 items on my “to-do” list. The first thing I do in the morning is to give them a You can use letters, numbers, or colors. Let me use letters as an example. I will put an “A” beside every item that must be done today before I leave my office (barring an extreme emergency). I place a “B” beside items that must be completed before the weekend, even if they do not get done today. I place a “C” beside items that can wait another week in a pinch. Here is how I proceed: First, knock down a few “quick and easy” tasks no matter how they are coded. Next, work on items that are labeled “A” and must be done today. I almost always have these done prior to lunch. Next, work hard to get all of the “B’s” done since my weekend will be interrupted if they do not get done. When I get to my C’s, I am working in a very relaxed way.
5. Build in time for interruptions. When you are working on your calendar (i.e.: time-management), do not schedule yourself “bell to bell.” Build in time for interruptions, unexpected calls, emergencies, etc. Another way to look at it: If you have an eight hour workday (which would be highly unusual for a leader), only schedule six and a half hours of meetings, ministry, or tasks on your “to-do” list. Otherwise, you will miss dinner once again.

 

I gave you a snapshot of the way I manage my tasks via a “to-do” list. People tell me I am productive, and I do tend to get a lot done. I write an article every Wednesday (like I am doing now) and check it off of my list. The article will not be released until Monday. If I had been distracted by some urgent matter, I would still have Thursday, Friday, Saturday, or Monday to write. My sermon is done for Sunday (I am a preacher), I am prepared for an Executive meeting on Thursday and Friday, and Saturday I am on schedule to hang out with the family for blessed leisure time. What is your system? You need one to maximize your leadership!

Why is it that some leaders excel, solve problems, inspire people, and make a difference? The answer to that question could fill an entire book. One thing I know for certain about effective leaders is that they are students of leadership. They seek to understand the nuances that separate leaders who make an impact from the ones who simply occupy a position. Let me share some personal observations about effective leaders:

1. The know when to shut up. While I am being blunt with the first statement you can be assured that no offense is intended. This happens occasionally and I have no doubt that you have experienced it also. It happens when you have a lunch appointment or attend a meeting and quickly find out that the other person has a lot to say. He or she talks and talks and talks and you get the picture. They have been speaking four, six, eight minutes or more and you cannot get a word in edgewise. By saying “shut up,” I am not suggesting that you should not talk. I am reminding you that a discussion involves two or more people. Be sure that you listen as much as you talk whether meeting over a meal or around a conference table. Share the conversation and listen as much as you speak. That is what leaders do. Also, in larger settings, take note of the number of people present. Suppose you are in a thirty minute meeting and the leader asks everyone to weigh in on the topic. If ten of you are present, do the math. You should only take about three minutes or so. If six people take five minutes, you have bumped four others out of the conversation. One other point, you don’t always have to weigh in. I have noticed that if 100 people are present, you can count on one or two people to say something whether their comment has relevance or not.
2. They know when to speak up. In reference to the first point, do not misunderstand. The point is not that you should never talk, but that you should be more strategic and purposeful about when you do and when you don’t. Always keep this in mind; silence is consent. It is not appropriate for a leader to go into a meeting, hear a proposal or a decision, remain silent, and then complain afterwards. Speak up if you do not agree. A leader is skilled at doing this. They know how to disagree without being offensive. While they may be passionate they are also measured, seek points of agreement, seek to characterize issues in a positive tone when possible, and attack the problems rather than people. While a skilled leader knows when to shut up, they never hesitate to speak up.
3. They know when to speed up. Effective leaders do not tend to waste time. They move meetings along covering the material without wasted time. They will cancel a meeting from time to time and seek ways to communicate efficiently. Sometimes meetings can be done online, via email, or on a phone call with equal effectiveness to a live gathering. In addition, they keep things moving forward like projects, strategies, action plans, and team tasks. They serve as the engine driving the team forward by motivating, providing guidance, and ensuring accountability. If there were a pill that could be given to learn and apply “pace” in leadership, everyone would be a dynamic leader. There is no such pill. However, effective leaders are wise and know how to keep everything moving forward. They know when to speed up.
4. They know when to back up. Leaders do not like to do this. But effective leaders are good because they are willing to do things they do not like to do. That is why some people never progress in their job or ministry. They do not like to give energy or time to things they do not like to do. A skilled leader is often ahead of his or her team, company, or congregation in terms of vision, knowledge, and desire to get to where the group needs to go. However, you do not move an organization forward by frustrating people. The skilled leader knows when to back up a step or two to get everyone on board. Sometimes the way forward is to back up a little bit.

Do you want to maximize your leadership? Know when to shut up, speak up, speed up, and back up. That is a small sampling of what separates great leaders from the rest of the pack!

Leadership is an adventure that both exhilarates and exhausts. The exhilaration tends to be high on the front end and at the pinnacles of milestones accomplished along the journey. The exhaustion comes with the length of time and frustrations, let downs, and unforeseen forces and circumstances that serve like anchors to forward progress. How can you be refreshed during those seasons of exhaustion? Bob Buford, author or Half-Time: Moving from Success to Significance suggests that it is important to pause and take stock. This exercise becomes critical as you face exhaustion and discouragement in your leadership. As you take stock:

1. Make peace. Life is too short to carry grudges. Who is it that you need to be reconciled with? Reconciliation brings refreshment and renewed energy.

 

2. Take time. Are you taking time off each week? Are you utilizing all of your vacation time? Are you spending time with your spouse, children, grandchildren and other family members? While the temptation is to think that you are missing “work” to attend to personal time, the reality is that investing in personal time and family time makes you more productive and effective when you are “on the job.” The result is that a leader can accomplish more in less time if he or she disciplines themselves to take time for personal respite and family time. More importantly, it strengthens your family. I have often heard it said that no one on their death bed reaches up to a beloved family member and says “I wish I had spent more time at work!”

 

3. Be deliberate. Have you ever been on a retreat? A retreat is a time to reflect, grow, and evaluate away from the normal hustle and bustle of responsibilities. While you are away from your work or ministry, the intent is to recharge you for the mission and work before you. A retreat can be a week or a half day experience. When you are exhausted, do not wait on your ministry or organization to take a retreat. Take one for yourself, albeit short. That one day away can refuel your tank and get you prepared for the next steps in your work. The deliberate part is based on the fact that you do not get away to “nap all day.” You purposefully spend time away from all of the noise of a common work day to honestly assess where you are, where you need to go, and brainstorm new ideas to get there. When I say “you” I am referring to both you personally and your ministry or organization.

 

4. Go to the well. Sometimes a cold drink of water on a hot day is all that you need to make it for a couple of more hours. Go back to the well to cap off the day and you leave with a thirst that is quenched. The water that a leader needs if he or she desires to maximize his or her leadership comes from the Bible, the Word of God. If you neglect it you will thirst and grow weary. If you drink from it you will be encouraged and your energy will be renewed. I have found that the best way to do this is daily. But there is no wrong time to “go to the well.” While the word “leadership” is not found in the Bible, the concepts are sprinkled throughout. It encourages, convicts, enlightens, and inspires. It shows the pathway to a relationship to God and brings the believer into a closer relationship to God. Are you regularly “going to the well?” Those who do so are not immune to exhaustion but they do have added strength. Leaders need an “edge” and there is no better “edge” than spending time in the presence of the Creator of the universe.

 

Are you exhilarated or exhausted in your leadership? Either way, these words of wisdom can help you to maximize your leadership.

The four points are adapted from Chapter Seven of Halftime by Bob Buford.

“The most important single ingredient in the formula of success is knowing how to get along with people.” – Teddy Roosevelt

 

What is the key to being an effective leader? You will be hard pressed to narrow a list down to one particular asset. What if you could narrow it down to four? That would give you as an aspiring leader tangible areas to develop than can propel your leadership forward. The Center for Creative Leadership in Greensboro, North Carolina, studied 105 successful executives and noted these four common characteristics.

1. They took ownership of mistakes rather than blaming others.
2. They could get along with a wide variety of people.
3. They had strong interpersonal relationship skills, including sensitivity and tactfulness.
4. They were calm and confident as opposed to moody and volatile.

John Maxwell states that unsuccessful executives “tend to be too tough, abusive, sarcastic, aloof, or unpredictable. Their worst fault is being insensitive to others.” Do not be thrown off by the word “executive” here. These are men and women who have emerged into high levels of leadership and the lessons apply to all who desire to maximize their influence.

I would add a fifth item to the list for those who desire to be “spiritual leaders.”

5. They place a high priority on their personal spiritual development which results in passion for their work and compassion for people inside and outside of their organization (or congregation).

This is a good checklist from which you can self-evaluate. Of these five characteristics, where is your strength? Where are you falling short? What action(s) do you need to take to progress in the weakest area?

To revisit a quote I shared recently: “Successful leaders tend to be hard on themselves while unsuccessful people tend to be hard on others.” Evaluate yourself and commit to grow so that you can maximize your leadership!

Adapted from Chapter Seven of Developing the Leader Within You by John Maxwell.

Don’t tell anyone else about this. Keep it to yourself. I am about to let you in on a secret about effective leaders. They are “sneaky.” Before I tell you, please keep in mind the context that these are outstanding leaders who work hard, commit themselves to personal development, and get the job done. They are anything but lazy. But they are “sneaky.” Here is how:

1. They sometimes strategically go “radio silent.” Radio silence is a military term where all transmissions are ceased in order to protect details of a mission from enemy ears. What does that mean for the leader? He or she sometimes needs a brief reprieve from the continual stream of noise, demands, questions, and decisions. Therefore, without you knowing it, they will disconnect from social media, have all messages sent to voice mail, turn the phone to the off position, and/or do their work at a location other than their primary office. They will do this for a short period and you will not even know it. They create some space to think, plan, or rest, but do not fall behind because their system for conducting work is effective.

 

2. They sometimes sneak out to play. Whether they take a morning to fish, catch a weekday ball game, work in their garden, or get in a round of golf, you will not know it. They are sneaky. And their work still gets done. It doesn’t seem fair since everyone else is at work while they are playing. But context becomes important once again. You did not know they worked past 10:00pm three nights last week. They may not have gotten a day off last week. You may not have considered that they were at the office an hour or more before everyone every day last month. Effective leaders do not work only forty hours each week. They work hard until the job is done based on responsibility rather than clocks. But they are not workaholics either because that would cost their families and other valuable relationships. They will only do this occasionally. They don’t abuse it, but they are sneaky and refresh themselves occasionally by getting away for a few hours to play. Don’t begrudge them because they still get the job done.

 

3. They are smart and sneakily make themselves look even smarter. Effective leaders are smart, educated, and knowledgeable, but they don’t know everything. They surround themselves with talented team members. They are avid readers (researchers) and lifetime learners. But, everyone has limitations. They may not know everything but they know how to get to the information they need quickly. They do it through staff, through personal study, diligence in seeking information, persistence, and fortitude. They know a lot, but not as much as you think. They have brains, but more importantly have been sneaky about developing skills that make them appear even smarter.

 

Don’t tell anyone. But, being sneaky can sometimes help you to maximize your leadership!

I went to bed disappointed last night after my favored team, the Atlanta Falcons, allowed an NFL championship to slip from their grasp in the closing minutes of the game. I woke up this morning ready to take on the day without regard to who won or lost. It is a game and it is a game I love. But, I do not live or die by what happens on a football field. I did learn something about leadership, however.

The theme for the New England Patriots this year was “do your job.” The premise is to focus on your responsibility, do it with excellence, and see it through. Don’t be concerned about what others are supposed to be doing. “Do your job!” I have often stated that the greatest expertise lies in knowing how someone else should be doing their job. Whether it is a referee, a coach who makes a call we don’t agree with, a president, our boss, or a CEO, we have a tendency to mentally (and sometimes verbally) critique and pontificate on how they can do their job better. It is so easy to be an expert on someone else’s job when you have no personal responsibility or consequences for an opinion. Bill Belichick drove home to his team day in and day out to focus on their own job rather than the job or task that someone else has responsibility for.

The theme this past year that drove the Atlanta Falcons was “brotherhood.” The year started with four days of exercises that had little to do with football. Team building exercises were engaged in to bring the team members together on a personal level. The exercises and the time together engendered greater loyalty, personal connections, appreciation for teammates, and common purpose. Genuinely caring for team members or co-workers should compel team members to always give their best in the interest of the team.

These two strategies beg the question: As leaders, should we influence followers to focus on their assigned task or to expend greater energy on working together. The answer is “yes.” A skilled leader does both. You can rest assured that Coaches Quinn and Belichick promoted both levels of focus while highlighting a message for this particular season that his players needed to hear and apply. Both teams were served well and yours will be too. “Do your job” and “serve those around you (brotherhood)” and you will maximize your leadership!

I am now ready for the new season and my hope for my beloved Falcons springs eternal! Congratulations to both teams on excellent seasons.

I recently shared about how leaders seek to circumvent, minimize, and solve problems. The easiest problem to deal with is the one prevented before it even occurs. However, some crises come without warning or in spite of your best efforts to anticipate in advance. Effective leaders are problem solvers and I once read that you can judge one’s level of leadership by the size of the problems that he or she is tasked with addressing. They are effective because they recognize and utilize these three approaches to solving problems.

1. Brains. That’s right. They use their brains. Here is the good news. A high I.Q. is advantageous but there is more to solving real world problems in your organization than the ability to solve a Rubik’s Cube in a short amount of time. Good problem solving takes a combination of intellect, education, training, experience, creativity, patience, assertiveness, risk, and street smarts. I am reminded of the truck that got stuck under an overpass and after several hours, the engineers were getting to the point of suggesting a major deconstruction of the bridge. That is until an uneducated farmer observed the situation and suggested that they try deflating the tires on the truck upon which it was removed within the next ten minutes. An effective leader feeds his or her intellect through life-long learning by formal (degrees) and informal (avid readers) means as well as being a student of leadership and problem-solving.
2. Teamwork. Sometimes a problem needs more brain power than one person possesses. In addition, intelligence comes in more than one form. Everybody’s brain works a little different. Some people have mechanical intelligence, while others possess verbal intelligence, or musical ability, athletic or physical skills, logic skills, emotional intelligence, and on and on it goes. The combination is different for everyone. Once you mix in education and personal experiences, the blend is unique to each individual. That is why an effective leader will get the perspective and input of team members and trusted colleagues to find solutions. The bigger the problem the more likely the team is brought into the process. The collective I.Q., experience, and wisdom of a team will almost always exceed that of even the most gifted individual leader.
3. Humility. This is the quality that separates the good leader from the great leader. Superman is a cartoon character, not a real person. Sometimes you need the help of an expert from outside of your organization. One of the most humbling experiences of my life was my inability to effectively parent a strong-willed child when she was a teenager. I had to get help and admit to myself my own shortcomings in being effective at solving the problems created by her rebellious nature. It was by the grace of God and the guidance of a skilled counselor over the course of a year that we advanced and ultimately solved a series of issues that could have been catastrophic but instead became a source of ultimate blessing and strength. Leaders are strong by nature and don’t like to admit their shortcomings. However, they place the needs of their organization, their church, or their followers ahead of their ego and do whatever it takes to get the job done. That sometimes requires the partnership of an expert from outside their circle, their staff, their church, or their organization.

I will add, in conclusion, that the inability or unwillingness of some to seek outside input or guidance is the reason that many people never maximize their leadership. Use your brain, consult with your team, but don’t be afraid to get the objective perspective of other skilled leaders from outside of your organization when you tackle the bigger problems that you face.

You have likely noticed that changing churches in North America have become commonplace for Christian families. Many of the reasons are legitimate such as relocation to a new community. Obviously a family should seek a new place to worship and serve if they are compelled to move away from a former church. Sometimes the reasons are not so legitimate, such as not liking the music. However, the point of this article is not to judge whether changing churches or the reasons are good or bad, legitimate or illegitimate. I want to address what any Christian should do before leaving any church for any reason. Here we go:

1. Have a conversation with your pastor. This is so important. I will say to pastors at this point that when this conversation occurs, you should never plead with the one who is leaving to stay. I wrote an article on this recently called “Leaders Never Beg.” I want to say to the member who is leaving that the tone of this conversation should be marked by the following characteristics; Christ-like, humble, honest, appreciative, and genuine about the reason for your departure. “We are moving to another city.” That makes sense and your pastor will want to encourage you as you prepare to move. “The Lord is leading us somewhere else.” Is that right? Be honest. If something is bothering you, your pastor needs to know. Here is why. Suppose seven families leave in the course of six months. Further, suppose that five of them leave for the same reason. The pastor may pick up on a pattern that needs to be addressed. In business, this is referred to as an exit interview. If you are departing, you need to take this initiative. Meet with your pastor personally before you leave no matter the reason for your departure. Render to all what is due them: tax to whom tax is due; custom to whom custom; fear to whom fear; honor to whom honor. [Romans 13:7 HCSB]
2. Seek reconciliation for any offense given or received. Are you upset with someone? Is someone upset with you? It happens. The church consists of people and where there are people there are opinions, personalities, decisions, mistakes, and often hurt feelings. It can happen to anyone. The Bible tells you what to do before you ever worship at another church. So if you are offering your gift on the altar, and there you remember that your brother has something against you, leave your gift there in front of the altar. First go and be reconciled with your brother, and then come and offer your gift. [Matt. 5:23-24 HCSB] You may or may not get a resolution. You may still choose to leave no matter the outcome. But you do have a responsibility according to God’s word to do all you can to leave on the right terms with those who have offended you or those whom you have offended. I will add one other note on this point: The absence of a resolution does not absolve you of your responsibility and the privilege of worship and service in the context of a local body of believers. Don’t drop out. Their errors are not God’s fault. 3. Completely fulfill ministry commitments. I have known Bible study leaders who resigned one Sunday and were gone the next. I have known deacons who left in the middle of a three year term (commitment). I have known church leaders who did not show up to fulfill obligations without making appropriate arrangements to fill the gap in their absence. Your decision to change churches does not absolve you of commitments that you made. You may mutually agree with leaders that it is best to step aside immediately or very soon, but the key here is “mutually agree.” When possible you should completely fulfill your commitment. When you cannot, you should give substantial notice and insure that your responsibilities are not left uncovered because they are “yours.” A decision to change churches on your part does not constitute an automatic release from your commitments. When you make a vow to God, don’t delay fulfilling it, because He does not delight in fools. Fulfill what you vow. Better that you do not vow than that you vow and not fulfill it. [Ecclesiastes 5:4-5 HCSB]
3. Completely fulfill pledges. Have you made a financial pledge? The key here is the word “pledge.” You are the one that made it. You are the one responsible for fulfilling it. I appreciate that my opinion on this may not sit well with some people. Forget my opinion. Here is what the scripture says: But let your word ‘yes’ be ‘yes,’ and your ‘no’ be ‘no.’ Anything more than this is from the evil one. [Matthew 5:37] When you leave do not fail to fulfill your pledges even after you leave. I will add another personal note at this point. I sometimes do not like what is happening in my church. But I never withhold the Lord’s money from ministries in my church and the missions’ support that flows from it because of the decisions of any individual, group, or leader. My money belongs to the Lord and I do not use His money as a weapon or to make a point when I am at odds with church decisions.
4. Continue to exemplify what it means to love God with all of your heart, mind, soul, and strength. Sometimes people go to a new church and back up on their level of commitment and service. Surprisingly, some people stop going to church altogether. Jesus was asked which of the commandments was most important. Do you remember the first and most important one? “Love the Lord your God with all your heart, with all your soul, and with all your mind. [Matthew 22:27] Those words from the Lord Jesus do not change when or if you decide to change churches and is certainly inconsistent with dropping out altogether. Don’t back up on your faith. Press forward with all that you’ve got. After all, Jesus is worthy of your best. Right?

You may need to change churches now or at some point down the road. Hopefully you can invest and serve through a local body of believers for years and years to come. But….if you must leave….don’t forget these five things that every Christian should do before they change churches. That will maximize your leadership!

Last week I wrote about “What every Christian should do before changing churches.” I wrote an article one year ago looking at the same issue from the perspective of how church leaders should respond to the loss of any member. Here is what I shared:

Every church experiences the loss of members. Not every loss is a bad reflection on the church or its leadership. Sometimes people move out of the community and can no longer feasibly continue to be an active participant in the former church. Sometimes people are disgruntled and quite frankly were inclined to create problems rather than resolve them. No one generally regrets the loss of trouble makers. Some people who leave have not been involved in years or never really plugged in to begin with. And then of course there is the loss of those who go on into eternity.

While the loss of some members can simply be a reflection of the normal course of life, like the death of a senior saint, losses can also be detrimental. What happens when the number of people leaving are outpacing the number of new people being reached? What about those that have been lost because of failure on the part of the current leadership to provide ministry in times of need? How about those who drift away because of hurt, whether real or perceived, because of broken or damaged relationships? You can easily overlook losses when the church is growing. But should you? If you ignore the losses of members, you are missing an opportunity for personal growth and a pathway to more effective leadership and ministry. I want to propose that five things should always be true when a family or member leaves your church:

1. A leader of the church engages in a conversation with every member or head of family who leaves to determine the bottom line for why they are departing.
2. In the event that someone has been wronged, or perceives they have been wronged, the leadership proactively seeks reconciliation, not based on whether they will return or not, but based on biblical responsibility.
3. Someone in the church has responsibility for tracking who engaged in the conversation, when it happened, what the bottom line reasoning for the departure was, and documents any response from the church when and if applicable.
4. Every three to four months (minimum), the pastor along with key leaders examines the documentation to determine if there are identifiable patterns. For example: Six of nine families left because of concerns or problems related to the preschool ministry. That is a pattern. Some action is needed to prevent other families from the same experiences. Another example: Three of the twelve families that left in the last few months were put off by the political comments of a Bible Study leader. All three couples were in the same group. Is there a problem here? Maybe and maybe not, but it is worth considering.

Some people seem to live disgruntled lives and cannot be satisfied. Others are looking to be served rather than to serve and move from church to church. But, when you lose committed members who have not left the community, you would do well to ask the hard questions. Really, it is not the questions that are hard. It is the answers! They can hurt, but they can also prompt us to improve.  One more proposal if you want to take it all the way.

5. In spite of the fact that the church is losing someone, and if the departure is determined and inevitable, they should graciously and proactively help the departing members find another church. That is a kingdom mindset that is rarely found in churches. I don’t want to lose anyone but I would rather one of my members find a new place to serve, worship, and thrive, than to see them disconnect. That would certainly be a reflection of their immaturity, but the fact is that our church was given the task of bringing them into maturity. Therefore, I want them in church. If not mine, then yours.

Gaining momentum is the desire of the leader. It occurs when progress toward the mission and objective of the organization moves forward. It is the point when hard work and diligence begin to pay off. Sometimes more is accomplished with less investment because the energy has been generated and more team members and stakeholders are carrying the load. Everyone seems to be pulling in the same direction. Progress. Wins. Success. Celebration. Overcoming. Breaking through barriers. Momentum.

However, some leaders have an unhealthy habit of throwing out anchors that rob the church, organization, or business of potential momentum. The aptitude and the attitude of the team members is critical. Be careful not to sabotage the attitude of team members. Here is how it happens:

1. When you belittle someone. Everyone likes to laugh. Jokes and pranks can be a lot of fun. That is, unless you are on the receiving end. You are not in High School anymore. You cannot motivate people by failing to show respect. Sarcastic, cutting, and critical comments equate to removing the fuel from the tank of the very person you need as a partner to get you to your destination. Criticism should not be avoided, but it should be far outweighed by frequent words of appreciation and encouragement. Talk people up. That is what effective leaders do.
2. When you manipulate someone. No one likes to be used or to feel used. People value transparency well above one’s ability to be cunning. The golden rule should always apply. Treat others as you desire to be treated. If you do not want people “using you” to their own ends, then do not be guilty of manipulating and using others for your own designs. The aim is to partner with your team members and followers seeking the best possible outcome for all and not simply for yourself.
3. When you are insensitive. One of your greatest assets are the people you work alongside and serve day in and day out. Being sensitive does not compel you to be “mushy” or “touchy-feely.” Be an active listener. Show genuine interest in people and their ideas. Acknowledge both accomplishments and personal losses that people experience. Demonstrate that you genuinely care and people will follow you. A leader has to be tough, but that does not mean you have to be tough to be around.
4. When you discourage personal growth. An effective leader is intentional about developing other leaders. He or she encourages the advancement and growth of those that work under their leadership. Determining to be a leader of leaders (that you enlist and develop) will bear more fruit than being a leader of followers. You may have noticed that effective football coaches continually lose their assistant coaches to new head coaching positions. That loss is actually a compliment to their leadership. When you provide an environment for people to grow and advance, you will lose talented members. However, that type of leadership continually draws new members onto the team or into the organization. Never stand in the way of growth opportunities for your team. John Maxwell stated it this way: “If you grow, we all benefit!”

Adapted from Chapter Seven of Developing The Leader Within You by John Maxwell.