Don't allow these issues to derail your great leadership

It is possible to have effective leadership skills and still undermine one's leadership. And this is not only a risk for young leaders for often for leaders that have seen significant success. 

Hubris. This should be obvious, but it isn't always! Success breeds confidence, and that confidence can cause us to overestimate our wisdom and underestimate our need for counsel. This can creep up on us over time without our realizing it until we are no longer open to the input of others, which eventually comes back to bite us.

Schedule. Good leaders are in demand. That demand can cause us to say yes too often and no too seldom. Busyness wears us down, tires our bodies and minds, and robs us of thinking time and even time with God. Schedule erosion eventually catches up to us in negative ways.

Entitlement. Successful leaders can start believing that the rules don't apply to them as to others. One of the ways this often plays out is in behaviors that they would not allow others to exhibit but which they feel they can. This may be carelessness in treating others in words or attitudes or taking staff for granted. Because they have the positional authority, they often get away with behaviors that they shouldn't, but by doing so, they lose the respect of their staff.

Laziness. Many leaders who saw success in one period of life lose their edge in another because they no longer feel the need to stay sharp, learn new skills, and understand the changing environment around them. This can result from out-of-control schedules or hubris, but whenever we stop being intentional in our development, we begin to lose our ability to lead well.

Health. I understand this and have had to become deeply intentional about addressing my health issues. When we don't, those issues often compromise our energy and our ability to carry out our leadership roles. In the second half of life, this is one that leaders must become more intentional about if they are going to go the distance.

Transformation. It is what God wants to do in our hearts, thinking, priorities (lifestyle), and relationships, and it is a lifelong process. I love the comment my brother made at my father's funeral service. "He was not a perfect man, but he kept getting better." Cooperating with the Holy Spirit to become everything God made us to be and to become more and more like Jesus is one of the prime responsibilities of leaders who model transformation for others. When we lose our intentionality here, others notice, and it sabotages our leadership.

Clarity. Lack of personal and leadership clarity leaves our staff and us without focus. No matter how brilliant one is, a lack of focus confuses those we lead. Life should be a journey toward ever greater clarity about what God wants us to do (and alternatively not do), what our priorities should be (and there should be only a few), and what the target is for our work (without which our staff will lack direction). 

Discipline. No amount of brilliance makes up for the lack of discipline in our lives. Our personal discipline reflects our understanding of God's call on our lives and our commitment to stewarding the gifts He has given for maximum impact. Lack of discipline communicates a carelessness about that stewardship. 

Jesus. Life is not about us but about Him. It is easy to forget that and focus on our things rather than His. But, whenever we take our eyes off Him, we start to sink as Peter did when He left the boat to be with Him. To the extent that we lose that focus, we hurt our leadership - and ourselves.

What sabotages your leadership? It can be one of these, or it can be other things. Being sensitive to whatever it is will allow us to go the distance.

Three questions and three disciplines that drive ministry forward

 

Workplaces are designed to keep people busy with activity, but often, that activity does not drive a meaningful missional agenda forward in a disciplined way. There are meetings without clear agendas, decisions that get made and forgotten, leaders who have their own priorities that are not necessarily connected to a larger overreaching goal, and employees who are busy with good things but not aligned and moving in the same direction.

This is especially true in the ministry or non-profit world where the disciplines related to profit are absent. It is easier to get away without discipline, alignment, and focus. Of course, that is not our desire: We desire to be mission-driven and deeply effective, so what is the key to seeing this happen?

Meaningful work, alignment, and focus always start at the organization's top. The senior team has the responsibility to set the organization’s agenda. This is not simply about mission or vision but about annual and quarterly priorities, which will help move the organization's agenda toward that mission and vision. Without this discipline of annual objectives and quarterly goals contributing to that annual objective, there is simply activity without focus.

Leaders drive meaningful agendas and progress by asking three questions and establishing three disciplines. This is both simple and profound.

Question One: What is our picture of our preferred future? Everyone has a mission or vision statement. A picture of the preferred future is a written document of one to three pages that clearly describes the end result of the organization’s work and the practices and culture of the organization itself. To move your organization toward a target, you must define the target. Once written, this picture of your preferred future should be revisited once a year to clarify and make any necessary changes.

The first discipline is writing your picture of the preferred future. Leaders who have not defined in specific terms what their organization or ministry is about do not have a target to hit. They are like Charlie Brown, who never used a target because that way, he could hit it every time. Amusing but not fruitful.

Question Two: Once we have our picture of the preferred future in writing, what are the specific things we are committed to accomplishing this year to best move us toward that preferred future? In the absence of asking that question, many things will happen in the course of the year, but it will not be focused in a laser way on moving toward your goal. Without a target, dozens of small “moves” will not substitute for three to five organization-wide moves toward a specific goal.

Thus, the second discipline is identifying the three to five key initiatives the organization must make in any given year to move toward the preferred future. This is hard strategic work that often does not occur precisely because it is hard and because, with this work, accountability is inherent in making these commitments. This is what separates great leadership from average leadership. It is the discipline of moving the organization toward its preferred future annually with accountability.

Question Three: What are the specific “wins” that every department or leader will accomplish in the next 90 days by quarter? Large wins are made up of smaller wins, and 90-day win cycles keep staff and departments focused on moving the agenda forward. They allow you to break down large goals into bite-size goals that build on one another and make the annual “wins” possible. In this way, every department or leader identifies what they will focus on in the next 90 days. Focus is everything!

So the third discipline is that of running 90-day “win cycles” where the “scorecard” is the 90-day plan. This takes discipline and a regular rhythm of work that is calendared and built into the fabric of the organization's annual, quarterly, and monthly work. While the first few quarters may be hard, the ongoing discipline becomes easier, and the wins make it all worthwhile.

Organizational leadership is always about asking the right questions and living with the right disciplines. These three will move your leadership and your organization’s results to the next level. 

The place that resolve and focus plays in successful organizations

 

Resolve is a quality that is often in short supply, especially in ministry organizations. I define resolve as the ability to chart a course that we know to be right and to not deviate from that course. We may change our tactics regularly but resolve is the discipline of going a long way in a specific direction to reach a specific result.

Why is resolve often in short supply? First, we have not done the hard work of determining exactly where we should go and therefore when a new or better idea comes along we grab that in our effort to be successful. In fact, when leaders in many organizations lay out a new plan to their staff, many yawn, and ignore the new direction as they have become used to the flavor of the month. Charting a ministry path that will yield significant results takes a great deal of thinking, prayer, dialogue and effort. Easy answers are rarely great answers. They are often common answers when what is needed is something other than conventional wisdom.

In the absence of being sure of one's direction and having a set of values that undergird that direction, resolve is not possible. Instead, we settle for an easy solution that is easily changed when a new idea comes along.

Resolve is also in short supply because any direction or strategy you choose will elicit pushback from somewhere. That pushback may be valid if the hard directional work has not been done. But pushback will come and leaders, boards and staff often cave when faced with opposition. 

One of the most important traits of good leaders is that they have done their homework, are sure of the direction the organization needs to go and don't cave no matter how much opposition they face. This is not about hubris because a good leader runs process and has key people with them. It is about courage to do what is right in order to go where God is calling them to go. Undeterred by those who don't agree. 

Courageous leadership is willing to go where the organization needs to go and to push the organization out of the comfort zone and into more missional work. That takes resolve because there will be any number of reasons to retreat or take an easier route.

Some suggestions to those who want to grow their resolve.

• Make sure you have done your homework and understand where your organization needs to focus.
• Be prepared for pushback because organizations naturally gravitate to the comfortable.
• Have a communication strategy that is clear and allows for dialogue in order for individuals to grasp the new reality and adjust to it. Clarity matters!
• Be sure you have a guiding coalition of key individuals who can help you convince others and who will give leadership to the new direction.
• Keep the main thing the main thing. Don't be diverted from your central message and focus. Talk about it, demonstrate it and over communicate.
• Remember that people grasp new paradigms differently. Some will get it with explanation. Many will require a great deal of dialogue. Some will only get it when they see it. Be patient but keep pressing forward. Don't deviate from your central message and direction.
• Let people know that the organization is going in the direction you have committed to. This is not the flavor of the month. It is going to happen! And demonstrate that by your own actions.

Resolve sets some leaders apart from most leaders. It also sets some organizations apart from most organizations. It is a disciplined and courageous commitment to a course of action that will maximize an organizations effectiveness.