Ten Self Management Principles that will Impact your Leadership

 

Healthy leaders have learned the art of self-management, knowing who they are how they act and react, and the model they set directly impacts those who work under their leadership. There are ten critical self-management principles that all leaders should pay attention to.

Our Attitudes

Leaders do not have the luxury of being careless with their attitudes - toward people, situations, or life. One of the jobs of a leader is to inspire others toward healthy action, encourage the staff, and maintain a positive outlook on life, even when life is not cooperating. Their attitudes impact everyone around them.

Our Emotions

All of us have emotions. Leaders learn to manage their emotions so that their emotions do not cause them trouble. Think of how angry eruptions and words spoken in the heat of emotion cause harm to people. Leaders who cannot control their emotions cause uncertainty for their staff. It has been the downfall of many otherwise bright leaders.

Our Empathy

Without empathy, leaders are not seen as caring individuals but as cold and lacking concern. Some people have a lot of natural empathy. When that is not the case, leaders must cultivate the practice of empathy. Empathy is the key to healthy relationships, and relationships are the key to leadership.

Our Self Awareness

Self-awareness is the ability to discern how we are perceived by others and how our actions, attitudes, and words impact others. Lack of self-awareness causes great misunderstanding and assumptions by others that we don't care. Leaders who are not naturally self-aware need coaching and feedback from others if they will lead successfully.

Our Focus

Focused leaders develop focused staff, while the opposite is also true. Good leaders hold themselves to a high standard of discipline in their work, including eliminating those things they should not do and focusing on the most strategic.

Our Empowerment

It is easy to control. It is harder to properly empower, but that is the key to a healthy team, and healthy leaders are rigorous in empowering others within boundaries to accomplish their work.

Our Boundaries

Boundaries are the things we do not allow in our behavior and in the behavior of others because it is hurtful to the culture we want to create. In effect, leaders set the boundaries for what is out of bounds within the organization or team.

Our Example

We lead most powerfully by example. When our stated commitments and examples are not in alignment, the result is cynicism. When they are in alignment, staff know that we are serious. Examples speak louder than words.

Our Humility

Everyone thinks they are humble, but that is the insidious nature of pride. Humility comes when we know our strengths are acutely and equally aware of our shadow side and our need for others. Humility is cultivated through time with God and a great deal of introspection.

Our Service

Few things speak louder than our commitment to serve those we lead and help them be all they can be. For leaders, life is not about us but about others and the mission that binds us together. The more we serve, the better leaders we become.

Each of these ten areas of a leader's life must be practiced intentionally for successful, healthy leadership.

A, B and C Team Members

 

Potential or current team members can be categorized as A, B, or C Team players. This is not about being a good or bad person but about being able to play well on your team.

A-team players are self-directed, highly competent, committed to the team, and hard-working. They are committed to your values and mission, require little management, and are results-oriented. A Team players have high EQs, work well with others, and have good self-awareness. They live and breathe the culture and the mission.

B-Team players are committed to the team, work hard, buy into your values and mission, are results-oriented, and have high EQ, but may require more direction. Generally, B-team players are less creative or entrepreneurial than A-team players, but given concrete direction, they will do their work diligently and faithfully.

C-Team players may or may not be competent (some are very competent and may even be  'stars'). But they have a fatal flaw that disqualifies them from serving on your team. Disqualifiers include lack of tangible results, laziness, lack of buy-in or adherence to your mission or values, low EQ that disrupts relationships on the team or elsewhere, inability to work productively as a team player, or immaturity requiring constant management. 

Let me say what many in the Christian world are unwilling to say: C Team players do not belong on our teams, no matter how 'nice' they are or how long they have been with you. To allow them to stay is to condemn the rest of the team to frustration and to compromise the organization's mission. Remember, we are using God's resources to further God's Kingdom. We are responsible to our donors, the Kingdom, and the organization's mission to ensure that we deliver on the mission.

The question one needs to ask about C-Team players is whether the fatal flaw can be dealt with so the individual can move from a C-Team player to a B-Team player. People operating at a C-Team level in terms of results are in the wrong job (wrong seat), so you may want to do some testing and try an alternate job if one is available. What is not wise is to leave an incompetent person in place. Your credibility as a leader will be legitimately tarnished with the rest of your team if you do not deal with performance issues - or other fatal flaws.

No matter how competent an individual is, if they don't live your values or believe in your mission, they don't belong on your team. Your culture and mission are sacred, and those who don't live both do not belong on your team. Culture is fragile and critical. Those who don't live the culture are hurting you no matter how smart and competent they are. This is evidenced in many ways, especially in how they treat others. No one who violates others should be on the team. They will destroy your team. Anyone who uses people like objects rather than appreciating them as people will help you build a healthy culture.

Before deciding whether someone is a C-Team player, ask whether they have ever been coached or mentored. And whether anyone has ever been honest with them regarding problematic issues. If not, you owe it to them to put them through a process to see if they can be retooled and brought up to a B-team level.

A and B Team folks are the heart of any good team and organization. In some higher-level jobs, you will need A-Team players. In many jobs, a solid, faithful B Team player is precisely what you need. Know that you need and work to fill positions based on that need.

One of the realities of organizations is that someone who is an A or B Team player at one phase of an organization's life can slip to a B or a C at another. Most people have a built-in "capacity ceiling" where they cease to be effective. Thus, a youth worker who was a star when she had 20 youth in her group (she could personally relate to 20) starts to slip when she has 60 (she cannot relate to 60 and is not able to build a team to help her).

It may be a case of being unable to multiply themselves to lead a larger number of people, or they have just quit growing (an all too common scenario). If coaching and mentoring do not solve the issue, you may have to move them to another seat on your bus or help them, redemptively, find a seat on another bus. What you cannot do is allow someone to function at a sub-standard level without directly impacting the rest of your team and the results of your ministry. At any stage of your ministry's life, having the right people in the right seat is critical if the ministry is going to develop to the next level of effectiveness.

Your first responsibility as a leader is to ensure the health of your organization while always acting redemptively when a change is needed. People who are not doing well are usually not in their sweet spot, and they often know it. Leaving them there is not fair to the organization and others on your team, and in the end, it is not in the best interests of the one who cannot play at the level they need to play at.

What the Gospels teach us about how we should relate to and treat others

 

I am convinced that an understanding of how Jesus related to people is critical to our own interactions - at least as believers. There are four Gospels which is maybe a sign that we were to pay attention to them.

It is intriguing that we read in John 1:14 that Jesus came full of grace and truth: in that order. My observation is that those who claim to be Christ-followers love "truth." Just read social media and listen to those who share their thoughts in social media spaces. There are plenty of our versions of the truth. I say versions because not everything we call truth is actually God's truth. But absent all too often is grace.

Unless he was speaking to the Pharisees who were serial grace killers and legalists, Jesus negotiated conversations with amazing grace. Take the woman at the well in John 4. She was an individual with a broken life, living in immorality and deeply in need of truth. Jesus engages her without judgment and with amazing grace. He acknowledges her brokenness but did so in a way that did not scare her off or shame her. 

In fact, even though he acknowledged her brokenness, she promptly went and called her village to come and meet this man. She said  “Come, see a man who told me everything I ever did. Could this be the Messiah?” They came out of the town and made their way toward him." Now she would never have done this if Jesus had not led with grace rather than a harsh truth.

Truth without grace is not Jesus yet we practice it all the time. We judge others for their sin, we say things that lack the fruit of the Holy Spirit, we treat people poorly as if we have the moral right to do so and we do it in the name of God. I suspect that when we do so we are not speaking for God, and certainly not like God. Those of us who know Jesus only know Him because He showed us grace - amazing grace and invited us to Himself.

The lack of grace and the focus on truth and our requisite judgmental attitudes is a large reason that people are not attracted to us, to our congregations, and ultimately to Jesus. He came to us full of grace and truth. People may listen to truth but generally only when that truth is full of grace. As Gandhi famously said, I like Jesus but I just don't like Christians. He did not see them as nice people.

I have been the recipient of harsh truth as well as amazing grace by others. Which of those do you think healed my heart? Which of those do you think encouraged me to look again at Jesus? I would guess that you have had the same experience. I would also guess that you can name those who treated you like Jesus did and those who didn't.

Growing up in an evangelical tradition that majored in truth at the expense of grace, I have been more and more attracted to Jesus and His example in the Gospels of speaking truth saturated with grace. Remember, He came full of grace and truth - in that order.

How are you doing in relating to others on the basis of grace before truth?

TJ Addington is the lead at Addington Consulting. We solve dysfunctional cultures and teams and help you build healthy, scalable organizations of clarity, alignment, and results. If the pain is high, you need Addington Consulting. tjaddington@gmail.com