All of us desire to be part of a great organization. Who wants mediocre or average? A great organization can be a small local church, a large ministry or anything in between. But they are characterized by five key elements.
First, they have great clarity about what they are about and they focus on that clarity with a lazer like focus. Great organizations are not scattered but highly focused. That focus allows them to go after specific results and know when they have achieved their goals. Everyone in the organization is aligned around that focus and those goals. Great organizations are not distracted by all the things they could be doing but focused on the few things they must be doing.
Second, great organizations treat their staff well. They hire the best, compensate the best they can and empower staff to use their gifts and energies to achieve the goals without micromanaging. Staff morale is a significant marker of the health of any organization.
No matter how strategic a ministry is, or how driven to meet their goals, if they do not treat staff well, develop them and have a high retention rate, one cannot claim to be a great organization. Staff culture and health is a major indicator of the true health of the organization.
I recently stayed in a hotel in Kenya where I interacted with many staff. I asked all of them how they liked working for their organization and to a person they told me how happy they were with the General Manager and the empowered atmosphere he had created. At the end of two weeks I knew that this was a great organization just from watching and interacting with the staff. Staff culture reveals the true DNA of any organization.
Third, great organizations are team led and driven. The strongest organizations have strong leaders and strong teams. Teams provide far more synergy, energy and creativity than any one leader. Further, if that leader was to be hit by the proverbial "bus" there are others who can step in and continue on. Any organization that is dependent on one key leader is unlikely to be a great organization. The creation and deployment of teams is indicative of a collegial and empowered atmosphere.
Fourth, great organizations are always developing the next generation of leaders. I believe that the test of our leadership is not simply what happens when we are leading but what happens after we leave. Did we leave the organization stronger then when we came? Did we leave behind the next generation of leaders who could take the ministry to the next level? A culture of leadership development is a sign of a great organization. In making this a priority we are committing to the long term health of the organization rather than simply short term success.
Fifth, great organizations are led by humble, intentional leaders. This applies not only to the top leadership role but all the leadership roles within the ministry. Humble leaders create a culture of dependence on God and collegial work, knowing that life is not about them. Humble leaders create opportunities for others and develop others. Humble leaders are open and approachable. Humble leaders serve others rather than use others. Pride is incompatible with Christian leadership.
Showing posts with label leadership development. Show all posts
Showing posts with label leadership development. Show all posts
Saturday, May 12, 2012
Wednesday, May 9, 2012
Leaders who need to be liked by those they lead
The greater our need to be liked by others the less personal freedom we have to be ourselves, follow God's leading and be self defining about what is important us us. It is a trap that keeps us from being us and from leading well!
I have no desire to be disliked. In fact, I believe that leaders who lead well will be respected and liked by most, probably not by all. Leading well, treating people well and creating an environment for staff to flourish all contributes to respect for a leader.
Many leaders, however, are not after respect but want to be loved and liked by those they lead. Wanting to be liked is a symptom of a lack of self worth - needing therefore to get our worth from the love of others. But for a leader, it is a trap because our desire to be liked can get in the way of our leadership.
Leaders who desire to be liked often are not able or willing to push into missional issues with their staff where results are needed but not forthcoming. It is a choice to keep a perceived friendship intact by not pressing on issues that might be considered contentious. In reality, the need to be liked is holding the leader hostage from addressing issues that need to be addressed. Ironically, they lose respect from their staff when this happens.
Leaders who desire to be liked also become hostage to the expectations of others. Self definition - the ability to state one's position, even if it is not popular is a key leadership trait. But if my desire to be liked is strong, it will be difficult for me to self define in areas where that might not be liked. I am therefore hampered from making directional calls that might "compromise" my perceived friendship with those I lead. In doing so, I actually hurt the organization I lead.
Leaders who desire to be "one of the boys or girls" do so at the risk of their leadership because one cannot be best friends with all the staff and lead well. Once a leader becomes one of the boys or girls they are identifying with their team rather than with the organizational leadership role they carry.
Here is an interesting thought. Most staff do not have a need to be best friends with their leader. They want a collegial atmosphere where issues can be discussed and decided and they want to be respected. In turn they want to respect their leader but do not have an expectation of being best friends with their leader. It is the leader's insecurities that drive the need to be liked, not the staff.
Healthy leaders are highly collegial but they keep an appropriate social distance from the staff they lead so that they are able to see beyond the "friendships" and keep the missional agenda clear. It is in leading well that they earn the respect and appreciation of they staff even if they are not the staff's best friends.
See also:
Leaders and those they lead
Transitioning staff from family to team
I have no desire to be disliked. In fact, I believe that leaders who lead well will be respected and liked by most, probably not by all. Leading well, treating people well and creating an environment for staff to flourish all contributes to respect for a leader.
Many leaders, however, are not after respect but want to be loved and liked by those they lead. Wanting to be liked is a symptom of a lack of self worth - needing therefore to get our worth from the love of others. But for a leader, it is a trap because our desire to be liked can get in the way of our leadership.
Leaders who desire to be liked often are not able or willing to push into missional issues with their staff where results are needed but not forthcoming. It is a choice to keep a perceived friendship intact by not pressing on issues that might be considered contentious. In reality, the need to be liked is holding the leader hostage from addressing issues that need to be addressed. Ironically, they lose respect from their staff when this happens.
Leaders who desire to be liked also become hostage to the expectations of others. Self definition - the ability to state one's position, even if it is not popular is a key leadership trait. But if my desire to be liked is strong, it will be difficult for me to self define in areas where that might not be liked. I am therefore hampered from making directional calls that might "compromise" my perceived friendship with those I lead. In doing so, I actually hurt the organization I lead.
Leaders who desire to be "one of the boys or girls" do so at the risk of their leadership because one cannot be best friends with all the staff and lead well. Once a leader becomes one of the boys or girls they are identifying with their team rather than with the organizational leadership role they carry.
Here is an interesting thought. Most staff do not have a need to be best friends with their leader. They want a collegial atmosphere where issues can be discussed and decided and they want to be respected. In turn they want to respect their leader but do not have an expectation of being best friends with their leader. It is the leader's insecurities that drive the need to be liked, not the staff.
Healthy leaders are highly collegial but they keep an appropriate social distance from the staff they lead so that they are able to see beyond the "friendships" and keep the missional agenda clear. It is in leading well that they earn the respect and appreciation of they staff even if they are not the staff's best friends.
See also:
Leaders and those they lead
Transitioning staff from family to team
Sunday, May 6, 2012
Pedestals are dangerous places to be and to prop up
One of the risks of Christian leadership is that others often put them on a pedestal, looking up to that leader as if they were from another species, seeing only the good stuff and none of the bad stuff. It really is a bad place to be for any number of reasons, least of which is that when the pedestal breaks it is painful for both the leaders and those who put them there.
I also know leaders who love to be on the pedestal. They like the adulation, the otherness and the position it gives them. And, it insulates them from much of the scrutiny because the more removed they are the less others are able to challenge them. You don't say honest or hard things to unapproachable people - like leaders who foster a certain elevation from others.
My advice to those who work for leaders who like the pedestal is that one does not treat them with deference, but like everyone else. They may not like it but allowing them to be treated as special only feeds the unhealthy side of their leadership. I resolved long ago that I would always be respectful but never feed the egos of unhealthy leaders.
For the rest of us who may be put on pedestals by others, I have four suggestions. First, be candid about those things you can be candid about. We have the same struggles as everyone else. Being honest about those struggles helps others understand we are not different.
Second, be approachable. The more approachable we are the more human we will be while the more unapproachable we are the more "otherness" we foster. Let people get to know you as much as possible.
Third, be real. Pretense is dishonesty while just being real about who we are is honesty. The more transparent we are, the more human we are and the less others will elevate us.
Fourth, be humble. Humility is self effacing while pride elevates self.
I have a good friend about whom people say, "He is without guile." I love that description. It is who I want to be. As such, I will not cooperate with anyone who wants to live on a pedestal or put me on one (God forbid).
I also know leaders who love to be on the pedestal. They like the adulation, the otherness and the position it gives them. And, it insulates them from much of the scrutiny because the more removed they are the less others are able to challenge them. You don't say honest or hard things to unapproachable people - like leaders who foster a certain elevation from others.
My advice to those who work for leaders who like the pedestal is that one does not treat them with deference, but like everyone else. They may not like it but allowing them to be treated as special only feeds the unhealthy side of their leadership. I resolved long ago that I would always be respectful but never feed the egos of unhealthy leaders.
For the rest of us who may be put on pedestals by others, I have four suggestions. First, be candid about those things you can be candid about. We have the same struggles as everyone else. Being honest about those struggles helps others understand we are not different.
Second, be approachable. The more approachable we are the more human we will be while the more unapproachable we are the more "otherness" we foster. Let people get to know you as much as possible.
Third, be real. Pretense is dishonesty while just being real about who we are is honesty. The more transparent we are, the more human we are and the less others will elevate us.
Fourth, be humble. Humility is self effacing while pride elevates self.
I have a good friend about whom people say, "He is without guile." I love that description. It is who I want to be. As such, I will not cooperate with anyone who wants to live on a pedestal or put me on one (God forbid).
Monday, April 23, 2012
Want the loyalty of your staff? Consider these things.
Recently I wrote a blog on "The issue of staff loyalty," which had more hits than any blog in two years. Mostly because the loyalty that many leaders ask for is neither healthy or true loyalty.
Here is the question I want to pose? How do leaders develop true and healthy loyalty among their staff. The answer is deeply counter intuitive and the opposite of how many leaders seek to enforce loyalty. In fact, loyalty cannot be forced or enforced. But it can be nurtured and developed. It is done, however, in just the opposite way that unhealthy leaders seek to enforce it.
These are some of the qualities that build high loyalty among staff. They are practices of healthy leaders.
I want the very best for my staff and their development.I will help them become everything they can be and at the same time hold them with an open hand should it be time for them to leave and take on a larger challenge. When that day comes I will celebrate with them and help them make a healthy transition.
I will encourage them to be their own people, speak their own minds and engage with me and the team in robust dialogue as long as there are no personal attacks or hidden agendas. Every person at my leadership table is there for a reason and I want all their intellectual capital, ideas and thoughts. It is an open, candid, collegial atmosphere.
I will encourage disagreement and push back and will never marginalize anyone for doing so. Loyalty is not that you agree with me but that you want the very best for the organization and are willing to do whatever it takes to help us get there. Rather than trying to control thoughts (which never works), I will encourage candid discussion of the issues knowing that this is how we get to the best solution. I will always send the message, "I want your opinion."
I will keep my word and model integrity and honesty. The commitments, lifestyle and treatment of people by leaders breeds either cynicism or respect. There is no loyalty without well earned respect by leaders. Leaders model the behaviors and commitments that they require of staff.
I will stay connected with them so that they know I care about them and appreciate their work. Disconnected leaders send a message of lack of appreciation. I cannot be the best buddy of my staff (and that is not healthy) but I can stay connected, interested and engaged in what they are doing. This also means that I will give regular feedback on how they are doing and remove barriers they face so they can be as productive as possible.
I will compensate them fairly for the job they do. Taking advantage of people by not paying them well or fairly for their work breeds discontent with good reason.
I will not micromanage but empower well within understood boundaries. Empowerment is one of the most powerful keys to loyalty because it sends a message of trust, competence and the desire to allow one to use all of their gifts and creativity to accomplish the outcomes of their job. Micromanagement is deeply disempowering.
I will provide maximum clarity on what our ministry is about and how we intend to get to success. Clarity is empowering and releasing because with clarity people know what direction to go and they are released to help us get there.
I will lead from influence rather than positional authority except in those rare instances where positional authority must be used. Positional authority can be a means of control while leading from influence is a means of mentoring and empowerment. Wherever possible we want staff to make appropriate ministry decisions within the boundaries they have been given.
I will not make unilateral decisions that impact my staff without talking to them. People do not like surprises. And, senior leaders may well not have thought through all the unintended consequences of decisions made for the organization. Thus I will always consult my senior leaders prior to any major directional or policy move so that it is us making the decision, not me.
I will be candid and truthful about issues related to the organization. Staff have the right to know what challenges the organization is dealing with. Unless it is confidential, good leadership does not hide issues or spin them but shares them candidly and honestly.
I will encourage loyalty to God and to the mission of the organization rather than to me as the leader. Our mission is the strongest glue that holds us together. Loyalty to the leader is never as strong as loyalty to the mission. Leaders can disappoint and leave. Leaders who demand loyalty are leading from a narcissistic place while leaders who encourage loyalty to the mission are leading out of servant leadership.
Ironically, leaders who don't demand loyalty but serve in ways illustrated above are leaders who have the loyalty of their staff. They did not ask for it but they earned it. In fact, good leaders don't even think about developing staff loyalty to them. They simply serve their staff well.
Here is the question I want to pose? How do leaders develop true and healthy loyalty among their staff. The answer is deeply counter intuitive and the opposite of how many leaders seek to enforce loyalty. In fact, loyalty cannot be forced or enforced. But it can be nurtured and developed. It is done, however, in just the opposite way that unhealthy leaders seek to enforce it.
These are some of the qualities that build high loyalty among staff. They are practices of healthy leaders.
I want the very best for my staff and their development.I will help them become everything they can be and at the same time hold them with an open hand should it be time for them to leave and take on a larger challenge. When that day comes I will celebrate with them and help them make a healthy transition.
I will encourage them to be their own people, speak their own minds and engage with me and the team in robust dialogue as long as there are no personal attacks or hidden agendas. Every person at my leadership table is there for a reason and I want all their intellectual capital, ideas and thoughts. It is an open, candid, collegial atmosphere.
I will encourage disagreement and push back and will never marginalize anyone for doing so. Loyalty is not that you agree with me but that you want the very best for the organization and are willing to do whatever it takes to help us get there. Rather than trying to control thoughts (which never works), I will encourage candid discussion of the issues knowing that this is how we get to the best solution. I will always send the message, "I want your opinion."
I will keep my word and model integrity and honesty. The commitments, lifestyle and treatment of people by leaders breeds either cynicism or respect. There is no loyalty without well earned respect by leaders. Leaders model the behaviors and commitments that they require of staff.
I will stay connected with them so that they know I care about them and appreciate their work. Disconnected leaders send a message of lack of appreciation. I cannot be the best buddy of my staff (and that is not healthy) but I can stay connected, interested and engaged in what they are doing. This also means that I will give regular feedback on how they are doing and remove barriers they face so they can be as productive as possible.
I will compensate them fairly for the job they do. Taking advantage of people by not paying them well or fairly for their work breeds discontent with good reason.
I will not micromanage but empower well within understood boundaries. Empowerment is one of the most powerful keys to loyalty because it sends a message of trust, competence and the desire to allow one to use all of their gifts and creativity to accomplish the outcomes of their job. Micromanagement is deeply disempowering.
I will provide maximum clarity on what our ministry is about and how we intend to get to success. Clarity is empowering and releasing because with clarity people know what direction to go and they are released to help us get there.
I will lead from influence rather than positional authority except in those rare instances where positional authority must be used. Positional authority can be a means of control while leading from influence is a means of mentoring and empowerment. Wherever possible we want staff to make appropriate ministry decisions within the boundaries they have been given.
I will not make unilateral decisions that impact my staff without talking to them. People do not like surprises. And, senior leaders may well not have thought through all the unintended consequences of decisions made for the organization. Thus I will always consult my senior leaders prior to any major directional or policy move so that it is us making the decision, not me.
I will be candid and truthful about issues related to the organization. Staff have the right to know what challenges the organization is dealing with. Unless it is confidential, good leadership does not hide issues or spin them but shares them candidly and honestly.
I will encourage loyalty to God and to the mission of the organization rather than to me as the leader. Our mission is the strongest glue that holds us together. Loyalty to the leader is never as strong as loyalty to the mission. Leaders can disappoint and leave. Leaders who demand loyalty are leading from a narcissistic place while leaders who encourage loyalty to the mission are leading out of servant leadership.
Ironically, leaders who don't demand loyalty but serve in ways illustrated above are leaders who have the loyalty of their staff. They did not ask for it but they earned it. In fact, good leaders don't even think about developing staff loyalty to them. They simply serve their staff well.
Wednesday, April 18, 2012
The quiet ministry of calling out the best in others
A question to ponder. Who saw potential in you and called it out of you? Who encouraged you in your growth and quietly mentored you? Whoever it was left a legacy not only in you but in all the people you have touched.
Those who encourage and develop others are special people. Theirs is a ministry behind the scenes that gets little press but which has huge reward. It is a ministry that is other centered rather than self centered. And, it is a ministry that every one of us can have.
The story of the early church was easily dominated by one great figure - the Apostle Paul. As a theologian he defined much of its theology, as an apostle he planted key churches and as a developer of people he trained up the generation that would go after him.
Think about this, however. Behind this giant was a quiet, unassuming gentleman by the name of Barnabas who took Paul under his wing when everyone else was afraid of him. It was Barnabas who taught Paul in the early days. It was Barnabas who introduced him to the other apostles and the church. It was Barnabas who encouraged and walked alongside Paul when others did not.
So who is more important in the story of the early church: Barnabas or Paul?
Barnabas saw potential in Paul when others did not. As he did with John Mark when Paul did not. I would suggest that Barnabas had a high level of spiritual discernment along with the patience and desire to develop others. His was not a flashy ministry but a ministry in the shadows that lifted others up.
The development of others is a a humble ministry. It often goes unseen and unacknowledged - except by God. It's legacy is in the impact of those they encourage, develop and lift up. Those who see potential where others don't are like prospectors who know the vein of gold is somewhere beneath them. They have the heart of God who sees the potential in each one of us. And they have the patience to draw it out.
Few of us will be earth changing leaders. All of us can be life changing people who have the heart of Barnabas and who call out the best in others.
Those who encourage and develop others are special people. Theirs is a ministry behind the scenes that gets little press but which has huge reward. It is a ministry that is other centered rather than self centered. And, it is a ministry that every one of us can have.
The story of the early church was easily dominated by one great figure - the Apostle Paul. As a theologian he defined much of its theology, as an apostle he planted key churches and as a developer of people he trained up the generation that would go after him.
Think about this, however. Behind this giant was a quiet, unassuming gentleman by the name of Barnabas who took Paul under his wing when everyone else was afraid of him. It was Barnabas who taught Paul in the early days. It was Barnabas who introduced him to the other apostles and the church. It was Barnabas who encouraged and walked alongside Paul when others did not.
So who is more important in the story of the early church: Barnabas or Paul?
Barnabas saw potential in Paul when others did not. As he did with John Mark when Paul did not. I would suggest that Barnabas had a high level of spiritual discernment along with the patience and desire to develop others. His was not a flashy ministry but a ministry in the shadows that lifted others up.
The development of others is a a humble ministry. It often goes unseen and unacknowledged - except by God. It's legacy is in the impact of those they encourage, develop and lift up. Those who see potential where others don't are like prospectors who know the vein of gold is somewhere beneath them. They have the heart of God who sees the potential in each one of us. And they have the patience to draw it out.
Few of us will be earth changing leaders. All of us can be life changing people who have the heart of Barnabas and who call out the best in others.
Sunday, April 1, 2012
Dangerous and subtle false ministry gods
Ministry is a funny thing. By definition it is about serving Christ. But, just as the world has many false gods so do those in professional ministry. These gods often take the place of or get in the way of the God we are here to serve. They can creep up on us slowly but once entrenched they become agents of deceit that turn our eyes from the One we serve to ourselves because each of these false ministry gods are ultimately about us. They are not about Jesus.
The false god of success. We want ministry results but those very results when they become our obsession turn our eyes from Jesus to whatever definition of success we are measured by. The church becomes about numbers and programs and not about Jesus. We start to measure our dollars and budgets and not life transformation. Our buildings, facilities, programs, budgets, staff, technology, cutting edge strategies become our gods and lost in our drive for success is the one we serve, Jesus.
The false god of recognition. Lets be honest. Most of us like recognition and some of us crave it. And ministry is a perfect platform for it because in addition to being somebody, we have the extra benefit of being able to say we do it for Jesus which is considered noble and self sacrificing. Actually, when recognition is our god, it is self aggrandizement and selfishness hiding behind the guise of ministry. The need for recognition from others rather than the smile of Jesus is a false god and one that is dangerously seductive. Whenever our ministry begins to feed our ego we are on dangerous ground.
The false god of power. This is a common false god of those in ministry leadership. It starts innocently enough perhaps - we need to lead. That leadership, however, brings with it power and the ability to control events and people. That power can become an instrument to fuel our false god of recognition and success and it is a great platform to exercise control over others. We can easily enough hide behind our mandate to lead and all the while feed a desire to exercise power over others. Ironically, the one we lead on the behalf of, Jesus, served those He led rather than controlling them.
The false god of money. Ministry needs a certain amount of funding but that resource can easily become a god that drives us. When we start to pursue ministry funding more than we do Jesus, we substitute our resources for His power and provision. We become proud of our budgets and ability to raise funds and start to rely on our funding more than the One who is the ultimate source of all that we need. If only I had more funds we think, I could do more ministry when in reality if we had more of Jesus and His power we would see more true ministry fruit.
False gods are substitutes for Jesus whether we pursue them in the guise of ministry or in the secular arena. Those in ministry are no less susceptible to the lure of false gods than the rest of society. We simply have a different platform from which to pursue them. More importantly, however, since we do it under the guise of serving Jesus, they are perhaps even more devious and dangerous and harder for us to spot in our own lives.
The issue of our deepest motivations is one that only we and Jesus can truly know but if we fool ourselves we are chasing something other than the Jesus we think we are serving. The only antidote is staying close to Jesus, constantly staying in tune with the motivations that drive us and surrounding ourselves with people who can speak truth into our lives. And, we need to be constantly aware that we are always in danger of pursuing false gods rather than Jesus.
The false god of success. We want ministry results but those very results when they become our obsession turn our eyes from Jesus to whatever definition of success we are measured by. The church becomes about numbers and programs and not about Jesus. We start to measure our dollars and budgets and not life transformation. Our buildings, facilities, programs, budgets, staff, technology, cutting edge strategies become our gods and lost in our drive for success is the one we serve, Jesus.
The false god of recognition. Lets be honest. Most of us like recognition and some of us crave it. And ministry is a perfect platform for it because in addition to being somebody, we have the extra benefit of being able to say we do it for Jesus which is considered noble and self sacrificing. Actually, when recognition is our god, it is self aggrandizement and selfishness hiding behind the guise of ministry. The need for recognition from others rather than the smile of Jesus is a false god and one that is dangerously seductive. Whenever our ministry begins to feed our ego we are on dangerous ground.
The false god of power. This is a common false god of those in ministry leadership. It starts innocently enough perhaps - we need to lead. That leadership, however, brings with it power and the ability to control events and people. That power can become an instrument to fuel our false god of recognition and success and it is a great platform to exercise control over others. We can easily enough hide behind our mandate to lead and all the while feed a desire to exercise power over others. Ironically, the one we lead on the behalf of, Jesus, served those He led rather than controlling them.
The false god of money. Ministry needs a certain amount of funding but that resource can easily become a god that drives us. When we start to pursue ministry funding more than we do Jesus, we substitute our resources for His power and provision. We become proud of our budgets and ability to raise funds and start to rely on our funding more than the One who is the ultimate source of all that we need. If only I had more funds we think, I could do more ministry when in reality if we had more of Jesus and His power we would see more true ministry fruit.
False gods are substitutes for Jesus whether we pursue them in the guise of ministry or in the secular arena. Those in ministry are no less susceptible to the lure of false gods than the rest of society. We simply have a different platform from which to pursue them. More importantly, however, since we do it under the guise of serving Jesus, they are perhaps even more devious and dangerous and harder for us to spot in our own lives.
The issue of our deepest motivations is one that only we and Jesus can truly know but if we fool ourselves we are chasing something other than the Jesus we think we are serving. The only antidote is staying close to Jesus, constantly staying in tune with the motivations that drive us and surrounding ourselves with people who can speak truth into our lives. And, we need to be constantly aware that we are always in danger of pursuing false gods rather than Jesus.
Thursday, March 29, 2012
Best practices for training overseas
Many are engaged in training nationals overseas, something that is a high value in a world where a good theological education is out of the reach of most church leaders. How it is done, however, can make a significant difference in its long term impact.
In many cases, national pastors from the majority world will attend any training that comes their way. Because that training is often paid for or subsidized and they are hungry for information. The end result, however, is often a grocery list of seminars and training that has no coherence to it and has far less value than we might think it does. And since we train and leave we do not know how effective our time was.
Here are some best practices to consider when involved in overseas training.
1. Before you go, take a class in contextualization so that you understand how to train in a culture that is not your own. Without an understanding of cross-cultural training we often train people to do things our way which is not appropriate in their culture and simply describes a western church model which is not appropriate to them.
2. Think Biblical principles, not specific programs or strategy. Principles are timeless and cross cultures, strategies and programs often do not. Most of us are equipped to teach principles for ministry but we are not equipped to know how they apply those principles in their context.
3. Don't simply teach, create dialogue. The majority world is used to simply taking in whatever is taught to them - it is the school model they grew up in. What we need to do is to help people think, evaluate, plan and apply for their context. This only comes in dialogue.
4. Rather than one off training sessions, consider a plan to train specific groups over a period of years so that you build into a group with intentionality and can see the progress they make. Allow them to make the plan with your input.
5. Always spend a good period of time in group exercises where they are thinking through the application of your teaching to their context together. For instance, if the topic is that of making disciples, have them think about an intentional process that works in their context.
6. Find out what their concerns are. We often have an agenda for what we want to teach but don't ask the group about their concerns and challenges. We are there to serve them so it is important that we understand the issues that are critical for them.
7. Have someone with you from the local culture who can coach you on where you are communicating well and where you are losing them.
8. Watch your illustrations, metaphors and examples. Many do not translate into another culture and will not help.
9. Ensure that everything you teach is transferable to others. If it is to complex for your students to pass on it has limited effectiveness even in the group you are teaching.
10. Keep it simple. Complexity is confusing. Simplify complexity so that you communicate what is truly important.
In many cases, national pastors from the majority world will attend any training that comes their way. Because that training is often paid for or subsidized and they are hungry for information. The end result, however, is often a grocery list of seminars and training that has no coherence to it and has far less value than we might think it does. And since we train and leave we do not know how effective our time was.
Here are some best practices to consider when involved in overseas training.
1. Before you go, take a class in contextualization so that you understand how to train in a culture that is not your own. Without an understanding of cross-cultural training we often train people to do things our way which is not appropriate in their culture and simply describes a western church model which is not appropriate to them.
2. Think Biblical principles, not specific programs or strategy. Principles are timeless and cross cultures, strategies and programs often do not. Most of us are equipped to teach principles for ministry but we are not equipped to know how they apply those principles in their context.
3. Don't simply teach, create dialogue. The majority world is used to simply taking in whatever is taught to them - it is the school model they grew up in. What we need to do is to help people think, evaluate, plan and apply for their context. This only comes in dialogue.
4. Rather than one off training sessions, consider a plan to train specific groups over a period of years so that you build into a group with intentionality and can see the progress they make. Allow them to make the plan with your input.
5. Always spend a good period of time in group exercises where they are thinking through the application of your teaching to their context together. For instance, if the topic is that of making disciples, have them think about an intentional process that works in their context.
6. Find out what their concerns are. We often have an agenda for what we want to teach but don't ask the group about their concerns and challenges. We are there to serve them so it is important that we understand the issues that are critical for them.
7. Have someone with you from the local culture who can coach you on where you are communicating well and where you are losing them.
8. Watch your illustrations, metaphors and examples. Many do not translate into another culture and will not help.
9. Ensure that everything you teach is transferable to others. If it is to complex for your students to pass on it has limited effectiveness even in the group you are teaching.
10. Keep it simple. Complexity is confusing. Simplify complexity so that you communicate what is truly important.
Tuesday, March 27, 2012
Helping people learn: Don't tell, ask
Questions are powerful tools in helping others grow. And often underutilized. We are prone to tell others something rather than ask them something. In telling them something we give them valuable information. In asking them questions so that they come to a conclusion themselves we help them to think for themselves, the skill that will help them make good decisions themselves.
We used to do this with our kids at the dinner table. The questions would result in free flow discussions on many topics and both our sons are today deeply inquisitive of life and good thinkers. Sometimes they turned the table on us and asked why we had certain rules, making us think about the why behind the what.
I was talking to a young leader recently about question asking and he made the comment that no one has taught him how to use that skill. I encouraged him that everyone can learn the skill with practice. I also told him that one had to be OK with a bit of silence after asking a question. Be patient and eventually the other party will answer.
Questions are particularly important in helping others understand their own wiring, motivations, strengths and weaknesses. We may not even have the option of telling them these things but through questions and dialogue we can help them uncover their own makeup.
One reason that more leaders do not ask more questions and default to telling is that questions and dialogue take time. Telling is fast and easy. However, while telling is more efficient in the short run is is less effective in the long run since telling rarely helps the other party actually grow. It gives them information but does not build the skill of critical analysis - necessary for growth.
I just finished a week of dialogue with some bright leaders from around the world. Many shared the power of the week because it was based on questions and group dialogue rather than information imparting which they were used to. Several said they would be using the same method with those they oversaw or mentored.
Questions rather than telling also sends a powerful message that you care about the other party. You are implicitly saying to them that you value their perspective, that they have something to contribute to the question at hand and that it is worth exploring the issue together rather than you as the supervisor or leader simply telling them the answer. Telling communicates that you have the answer. Dialogue indicates that we can come up with the answer. There is a big difference.
We used to do this with our kids at the dinner table. The questions would result in free flow discussions on many topics and both our sons are today deeply inquisitive of life and good thinkers. Sometimes they turned the table on us and asked why we had certain rules, making us think about the why behind the what.
I was talking to a young leader recently about question asking and he made the comment that no one has taught him how to use that skill. I encouraged him that everyone can learn the skill with practice. I also told him that one had to be OK with a bit of silence after asking a question. Be patient and eventually the other party will answer.
Questions are particularly important in helping others understand their own wiring, motivations, strengths and weaknesses. We may not even have the option of telling them these things but through questions and dialogue we can help them uncover their own makeup.
One reason that more leaders do not ask more questions and default to telling is that questions and dialogue take time. Telling is fast and easy. However, while telling is more efficient in the short run is is less effective in the long run since telling rarely helps the other party actually grow. It gives them information but does not build the skill of critical analysis - necessary for growth.
I just finished a week of dialogue with some bright leaders from around the world. Many shared the power of the week because it was based on questions and group dialogue rather than information imparting which they were used to. Several said they would be using the same method with those they oversaw or mentored.
Questions rather than telling also sends a powerful message that you care about the other party. You are implicitly saying to them that you value their perspective, that they have something to contribute to the question at hand and that it is worth exploring the issue together rather than you as the supervisor or leader simply telling them the answer. Telling communicates that you have the answer. Dialogue indicates that we can come up with the answer. There is a big difference.
Friday, March 16, 2012
Eleven things your younger leaders need to learn
Those of us who lead at any level are responsible for raising up the next generation of leaders behind us. Frequently we focus on leadership skills. Just as important, if not more, however is the development of the inner life of a leader from which their leadership will emerge.
I would like to suggest that there are eleven practices or disciplines that all leaders must have in order to be effective. If we can help the next generation leaders understand and live out these practices they will be well served. If they don't get these things they will not lead well.
I would like to suggest that there are eleven practices or disciplines that all leaders must have in order to be effective. If we can help the next generation leaders understand and live out these practices they will be well served. If they don't get these things they will not lead well.
- The inner life of a leader will determine how good a leader they become. They can have all the skill in the world but if the inner life is not rock solid and continuously paid attention to they will not succeed as a spiritual leader. The hidden discipline of developing the inner life always comes before the public role of leadership.
- Personal humility is a non-negotiable for good leadership. True humility is clear about what strengths we have as well as our weaknesses and therefore our need for others. Humility serves others while pride serves self. Because spiritual leadership is other focused and Jesus centered it must come from a place of personal humility.
- Suffering and pain is a major way that God molds great leaders. It is when we are challenged that we grow and the test of a spiritual leader is whether they grow in their faith during hard times or move away from God in disillusionment. There is no way to effective leadership without the molding and forging of hard times. If you are going to lead, expect it and make the most of it.
- Leaders actively embrace spiritual transformation. God can only use people to bring others closer to Him who are themselves allowing God to transform them. Transformation of their hearts to understand and live out grace. Transformation of their minds to think like Jesus thinks. Transformation of life priorities to align our lives with His and transformation of our relationships to see people as Jesus sees them and love people as Jesus loves them.
- Our shadow side must be managed. All of us have a shadow side. It is the opposite of our strengths and it is those areas where we struggle with sin or negatively impact others. We cannot eliminate our shadow side but we can manage it by understanding it and modifying our behaviors so that they don't hurt others. Leaders who don't manage their shadow side will never lead well.
- Emotional intelligence matters and needs to be developed. Healthy EQ (Emotional Intelligence) is one of the most important traits of a leader. It allows them to understand how they are perceived by others, to differ with others while staying relationally connected, hear feedback without defensiveness and negotiate conflict in a healthy manner. Poor EQ is the number one reason that leaders fail.
- I can only lead from who God made me to be. God can use any personality style to lead and we will never be successful emulating someone else's leadership style. We can learn from others but we can only lead out of our own God given wiring. We must develop a leadership style that is consistent with our personality and wiring rather than emulate others.
- Leaders live intentional lives. Accidental living does not make for a good leader because it is a life of reaction rather than a proactive life of considered intentionality. Leaders live intentionally so that they accomplish what God wants them to accomplish personally and with others. There is a discipline to a good leader's life that is based on the important things rather than the ancillary things.
- Leaders are clear about what matters. There are many things that vie for our attention personally and organizationally. Leaders are able to identify what is truly important and not be distracted by the unimportant. They are clear themselves and help those they lead become clear. Clarity of life and mission are marks of a good leader.
- Leaders live with transparency. The more transparent a leader is about both success and failure with others the more they are followed, respected and lead from authenticity. Authentic lives, where words match action, where we don't pretend to be something we are not and are open about our strengths and weaknesses, failures and accomplishments allows others to see the real us and to lead from a place of authenticity rather than from a place of pretense.
- Leaders guard their hearts. Everything in Christian leadership comes down to the heart. When leaders don't guard their hearts (King Saul) they lose their ability to lead. When they do (David) they lead from a place of health and strength. The Psalms say that David led from integrity of heart and skillful hands. Above all else, leaders guard their hearts on a moment by moment and daily basis.
Wednesday, March 7, 2012
Growing your ministry by developing new relationships
It is counter intuitive but a key way to grow your ministry is to focus on relationships outside of your ministry and normal relational circle. Relationships are the door openers to all kinds of opportunities, help, counsel and ideas. The wider our circle of relationships the richer our lives and leadership.
The reason it is sometimes counter intuitive is that we often feel like we don't have time to develop a wide set of relationships given the busyness of our lives and the demands of leading our own ministry. However, relationships are leverage for growth in our own lives and consequently growth in our own ministries.
As a ministry leader, I intentionally take the time to develop relationships with other leaders. In doing so I am blessed by:
- Learning new things from new people
- Meeting a new circle of leaders who other leaders know
- Finding synergies where we can work together
- Gaining advocates or counsel when I need them
- Finding solutions for common issues
- Meeting people I can serve in various ways
- Enjoying the fellowship of individuals who have similar values and goals
Every new relationship widens my own world and the world of others. I am enriched and hopefully I enrich others. In fact, who I am today is directly connected to the number of people who have enriched my life and leadership. I owe many people many thanks and I would not be where I am today without those relationships.
Over the years I have grown a considerable library. Those books are my friends and I love to commune with them. But more significant is the group of friends that I have grown who in various ways contribute to my life and ministry and to whom I can contribute. It is a world wide group and each one is important to me.
Never underestimate the value of taking the time to develop relationships outside of your normal circle and from other ministries. You never know how those connections will enrich you, allow you to enrich them, open doors, provide counsel and or simply allow you or them to be connectors with others in ways that build God's kingdom. For those who say, "I don't have time," my response is that it is some of the best time you will invest.
Monday, March 5, 2012
Unleashing our lay people and overcoming the dysfunction of professional ministry
I believe that one of the five dysfunctions of the church is that of professional ministry where we hire specialists to do the work of ministry rather than to equip others to do ministry. This professionalism is even more interesting in that the movement I am a part of (the EFCA) and sister denominations came out of lay led movements in the eighteen hundreds.
The free church movement came out of an environment in Europe where the state church (non free churches) had become liberal, were not preaching the Gospel and where parishioners were not encouraged to study scripture themselves. Because they were not being fed in church, many started to meet in homes to pray, worship and study scripture resulting in the pietistic movement which brought revival to a number of countries in Europe and with that revival the planting of non-state run churches (free churches) which then spilled over to the United States. It was Europeans out of the free church movement who planted the same kind of churches here in the eighteen and nineteen hundreds.
Fundamental to this movement was the belief that lay people who had not had formal theological education were qualified to teach, preach and lead the church. One did not have to be a "theologian" in the professional sense of the word or have had formal theological education. In fact, many of these lay leaders and pastors had a greater understanding of scripture and the Christian life than their "educated" counterparts.
Today, however, it is very rare and often difficult for those in the EFCA and fellow free church movements to become ordained without a formal theological degree. The unwritten understanding is that you need to have a Bible school or seminary degree in order to pastor. And the ordination process is designed to enforce this.
As the leader of the EFCA international mission, ReachGlobal, I work in an environment that is much closer to the roots of our movement where it is informally trained leaders who lead and pastor churches internationally. Most of the world cannot afford the luxury of a formal theological education given the poverty of the majority world. That, however, does not keep them from growing churches that are often healthier from a Gospel perspective than many churches in the west with their formally educated clergy.
I am not anti theological education. I have one of the best and it has informed all my work. What I do object to is the professionalization of ministry that requires a theological degree to be in full or part time ministry or to be ordained in many of our movements. Many large churches in the west are rejecting that paradigm, training their own leaders and releasing them to preach, teach and lead in their settings.
In basically ruling out ordination for those not professionally trained we perpetuate the clergy/lay distinction and send the message that to really be effective in ministry one must have a theological education (read degree). It is a good thing this was not true in the early church. Or in the majority world.
Rather than discourage lay people from leading, teaching and preaching we ought to encourage it. It would raise the level of biblical understanding in our churches and release new ministry personnel who are either part time (bi-vocational) or full time. And why would we not encourage these very people who are gifted to plant and pastor churches themselves regardless of whether they have a formal degree or not?
Further, why ordain only people who can give the definition of obscure theological terms rather than ordain those who know the bible, can explain it well and teach it diligently? Knowing what superlapsarianism and infralapsarianism means is far less important than simply knowing good biblical theology that comes from a knowledge of the bible and can be applied to everyday life. We ought to know the biblical terms. Why should one need to know the litany of theological terms dreamed up by two thousand years of theologians in order to be effective in ministry? Or for that matter, Greek and Hebrew in order to preach well? I have a hard time believing that those would be the standards that Jesus would have for those in ministry!
Why cannot we open real ministry up to those who are trained both formally and informally and encourage both to get into ministry either full or part time? The church might actually see significant growth in the United States if we again allowed it to be a movement of lay people, not just those who are professionally trained and can get through an ordination process that is designed to weed out those who are not. I wonder how many lay people were given gifts by Jesus to lead, teach and preach that we do not unleash in meaningful ways because they are lay and not professional clergy?
The free church movement came out of an environment in Europe where the state church (non free churches) had become liberal, were not preaching the Gospel and where parishioners were not encouraged to study scripture themselves. Because they were not being fed in church, many started to meet in homes to pray, worship and study scripture resulting in the pietistic movement which brought revival to a number of countries in Europe and with that revival the planting of non-state run churches (free churches) which then spilled over to the United States. It was Europeans out of the free church movement who planted the same kind of churches here in the eighteen and nineteen hundreds.
Fundamental to this movement was the belief that lay people who had not had formal theological education were qualified to teach, preach and lead the church. One did not have to be a "theologian" in the professional sense of the word or have had formal theological education. In fact, many of these lay leaders and pastors had a greater understanding of scripture and the Christian life than their "educated" counterparts.
Today, however, it is very rare and often difficult for those in the EFCA and fellow free church movements to become ordained without a formal theological degree. The unwritten understanding is that you need to have a Bible school or seminary degree in order to pastor. And the ordination process is designed to enforce this.
As the leader of the EFCA international mission, ReachGlobal, I work in an environment that is much closer to the roots of our movement where it is informally trained leaders who lead and pastor churches internationally. Most of the world cannot afford the luxury of a formal theological education given the poverty of the majority world. That, however, does not keep them from growing churches that are often healthier from a Gospel perspective than many churches in the west with their formally educated clergy.
I am not anti theological education. I have one of the best and it has informed all my work. What I do object to is the professionalization of ministry that requires a theological degree to be in full or part time ministry or to be ordained in many of our movements. Many large churches in the west are rejecting that paradigm, training their own leaders and releasing them to preach, teach and lead in their settings.
In basically ruling out ordination for those not professionally trained we perpetuate the clergy/lay distinction and send the message that to really be effective in ministry one must have a theological education (read degree). It is a good thing this was not true in the early church. Or in the majority world.
Rather than discourage lay people from leading, teaching and preaching we ought to encourage it. It would raise the level of biblical understanding in our churches and release new ministry personnel who are either part time (bi-vocational) or full time. And why would we not encourage these very people who are gifted to plant and pastor churches themselves regardless of whether they have a formal degree or not?
Further, why ordain only people who can give the definition of obscure theological terms rather than ordain those who know the bible, can explain it well and teach it diligently? Knowing what superlapsarianism and infralapsarianism means is far less important than simply knowing good biblical theology that comes from a knowledge of the bible and can be applied to everyday life. We ought to know the biblical terms. Why should one need to know the litany of theological terms dreamed up by two thousand years of theologians in order to be effective in ministry? Or for that matter, Greek and Hebrew in order to preach well? I have a hard time believing that those would be the standards that Jesus would have for those in ministry!
Why cannot we open real ministry up to those who are trained both formally and informally and encourage both to get into ministry either full or part time? The church might actually see significant growth in the United States if we again allowed it to be a movement of lay people, not just those who are professionally trained and can get through an ordination process that is designed to weed out those who are not. I wonder how many lay people were given gifts by Jesus to lead, teach and preach that we do not unleash in meaningful ways because they are lay and not professional clergy?
Thursday, March 1, 2012
Positional and personal authority
Authority is an interesting concept. There are really two kinds of authority: positional and personal. Positional authority is based on one's position and responsibility in the workplace. Personal authority is the standing I have with others because of my behavior, values, treatment of others and morality.
What is interesting is that it is possible to have positional authority without personal authority. Here, someone above us has title and position but does not have credibility or respect in our eyes. They think they have authority but it is actually a weak authority because they lack the trust of those they lead.
This is true of leaders at all levels whose personal lives, treatment of others, competencies, attitudes, or behaviors are not worthy of respect. Those under them may cooperate because they must but it is not a cooperation or followership based on respect or trust. And a leader who does not earn the respect and trust of those they lead is a leader who cannot truly lead.
It is precisely these leaders who often make it clear to those they lead that they have positional authority over them ("I am the boss"). This is a sign of a lack of personal authority, a result of their lack of personal influence. Because they lack personal influence they are forced to use the positional authority card. Interestingly, those who must lead from primarily positional authority usually see those they lead as serving them, rather than them serving those they lead.
This raises the question of which kind of authority is the most powerful. Without a doubt it is personal authority where people listen, respect, follow and cooperate based on who we are rather than position or titles we have. It is a life that has authority based on its authenticity, care for others, moral fiber and consistency. There are many who have personal authority but not positional authority. Personal authority is all about the influence one has with others and it can be very powerful indeed.
Through personal authority, anyone in any position in an organization can have significant influence. In fact, in many cases, people who are not in positions of positional authority have more influence than those who are.
Healthy leaders lead from personal authority first and positional authority second. They are truly servants of those they lead which gives them huge credibility. Their lives and commitments give them influence with others and the respect of others.
All of us can develop personal authority and influence regardless of the position we hold or the titles we have. In fact, in healthy organizations only those who have personal authority are put in roles of positional authority.
TJ Addington of Addington Consulting has a passion to help individuals and organizations maximize their impact and go to the next level of effectiveness in both the for profit and non profit sectors. He can be reached at tjaddington@gmail.com
Sunday, February 26, 2012
Retaining great staff and dealing with their leaving
The quality of the staff we lead is everything in terms of the success of the organization. Two questions regularly present themselves with great staff. How do we retain them and how do we deal with them should they choose to leave.
I believe that one of our primary responsibilities with staff is to help them develop all the God given potential they have. This means mentoring and coaching, giving them opportunities to grow, ensuring that they are in their "lane" and are using all of their potential. I regularly ask my key staff, "what is your happiness factor?" I am looking for a number on a scale of 1 to 10 and if it is a seven or less I will ask follow up questions to clarify what it is that is causing them to be lower than I would want on the scale.
This can open up conversations about personal or home issues, or issues on the job: boredom, needing a new challenge, needing a larger platter, desiring to go to the next level and so on. It gives me the opportunity to evaluate options with an individual to re-motivate and sometimes reposition.
But developing staff comes with another price. When we do the right thing, we may actually develop them out of the organization when their growth leaves them ready for a greater challenge. Perhaps a challenge that we cannot offer. This is where our commitment to wanting our staff to use all their gifts in the greatest possible way meets the real world.
Selfishly we desire that they stay. Unselfishly we must hold them with an open hand - they are not ours - but God's and ultimately we must want what is best for them and be willing to trust them and the Holy Spirit to sort that out. I actually ask my staff members to let me know if they are looking at something else. Some do and some don't but if they do, it allows me to explore their reasons for thinking of leaving, to affirm their gifts, explore options but most of all communicate that we want the best for them and if that is leaving us we will bless them and help them in the process. It can be personally painful but I am convinced that it is the Jesus attitude and that in blessing them, we do the Jesus thing.
We are stewards of our staff on a temporary basis. I desire former staff to look back at their experience with ReachGlobal and say, they cared for me, they developed me, they encouraged me and they held me with an open hand. If they can say that, I am a happy leader.
This is about a spirit of generosity. Selfish leaders want to control staff. Unselfish and generous leaders want the very best for staff and are willing to trust them and the Holy Spirit's leading when it is time to leave.
This is about a spirit of generosity. Selfish leaders want to control staff. Unselfish and generous leaders want the very best for staff and are willing to trust them and the Holy Spirit's leading when it is time to leave.
Saturday, February 25, 2012
When I need to grow my EQ
Healthy emotional intelligence is one of the most critical factors in healthy relationships, leadership and marriages. There is a simple way that we can regularly increase our health in this area. It is watching for when we get into trouble with our emotions, reactions, actions or words (all EQ issues) and taking the time to analyze what got us into trouble and what we will do next time to avoid the reactions that troubled us.
Recently I suggested something to my spouse that did not go over very well (not the first time). Obviously my approach was not helpful even if I thought the subject was relevant. But, knowing that I did not successfully communicate, and having thought through the conversation, I will work on a different tact next time. There is no use paying the same dumb tax twice.
All of us have people, situations or topics that trigger emotions in us and often reactions that we wish afterwards had been different. The good news is that those triggers are signals to us that we need to pay attention to whatever it was that triggered the reaction, ask why we responded the way we did and then come up with a game plan to handle the situation next time.
This is all about managing our shadow side. Managing our emotions and reactions so that they work for us and not against us.
Emotional triggers are normal. Mature individuals, however, learn to pay attention to them and work to modify those reactions so they do not embarrass themselves, cause additional relational disconnect or respond with the same lack of EQ that the other individual probably used in triggering their emotions.
Each time we experience a reaction on our part that we don't like, it is an opportunity to grow in our ability to handle that situation next time. Usually the more nonreactive we become, learning to manage our outward emotions, the less likely we are to either escalate the situation or say or do something we will later regret.
For leaders, this is especially important because unregulated emotion and reactions can cause serious loss of trust to a leader. The more we pay attention to needed areas of EQ growth the better off we are.
Sunday, February 19, 2012
One of the greatest hiring mistakes in ministry
Too often we don't think about it, ask if they can do it or put it in a job description. We have a need, create a position, fill it and never address the most important question.
Can this individual multiply themselves by raising up others to do what they do? It is the "develop, empower and release" commitment and ability of your staff. If they cannot do it, or don't do it or won't do it and are in ministry positions, your ministry is not scaled for growth and one either plateaus or must hire additional staff as one grows.
And it violates a basic Scriptural principle that those in full time ministry are primarily there to raise up others for ministry - Ephesians 4:12.
The development of people is one of the highest responsibilities of every individual in full time ministry but it usually does not even show up on a job description. Nor, on annual reviews (where they are done).
What would happen if 20% of your staff's time were spent in developing others? You would, over time, gain new staff, whether volunteer, or part time because you made the investment.
Why do we wonder why we don't have enough volunteers for our ministries? Often it is because we didn't make the investment in them. We did not develop (mentor and train), empower (give real responsibility) and release (let them fly on their own).
When we make real investments in people, serious investments, the return is huge. It is what Jesus did with His disciples and what Paul did with the likes of Timothy and Titus. They multiplied themselves in real ways.
Can this individual multiply themselves by raising up others to do what they do? It is the "develop, empower and release" commitment and ability of your staff. If they cannot do it, or don't do it or won't do it and are in ministry positions, your ministry is not scaled for growth and one either plateaus or must hire additional staff as one grows.
And it violates a basic Scriptural principle that those in full time ministry are primarily there to raise up others for ministry - Ephesians 4:12.
The development of people is one of the highest responsibilities of every individual in full time ministry but it usually does not even show up on a job description. Nor, on annual reviews (where they are done).
What would happen if 20% of your staff's time were spent in developing others? You would, over time, gain new staff, whether volunteer, or part time because you made the investment.
Why do we wonder why we don't have enough volunteers for our ministries? Often it is because we didn't make the investment in them. We did not develop (mentor and train), empower (give real responsibility) and release (let them fly on their own).
When we make real investments in people, serious investments, the return is huge. It is what Jesus did with His disciples and what Paul did with the likes of Timothy and Titus. They multiplied themselves in real ways.
Thursday, February 9, 2012
Church board self assessment: Fifteen Questions
If you are a church board member, how would you rate the quality of your board's work? As one who consults with church boards I am encouraged by the concern of many board members to raise the bar when it comes to the leadership and governance of their board. For many boards there is still much to do and for all boards, honest self evaluation is a critical factor in leading at a higher level.
Here are some basic questions that can help a board rate its current work and look for areas where they can do better. What I suggest is that each board member answers these questions with one of three colors: Red, yellow or green.
Red means that the board is not performing well at all in an area. Yellow means that improvements could be made. Green means that things are going well. Remember, you are looking for areas where you can improve so yellow and red are not bad colors in themselves. What you do with the yellows and reds is the critical question. Visual management is helpful so I would actually encourage you to use colors in answering these questions.
These fifteen questions should spark some good, candid and robust dialogue among board members. Be honest, listen to one another and ask the hard questions of yourselves so that you can go to the next level.
1. Our board meetings start and end on time and there is always a clearly defined agenda. Red/Yellow/Green
2. Our board is able to engage in robust dialogue around any issue as long as there are no personal attacks or hidden agendas. There are no elephants we cannot discuss. Red/Yellow/Green
3. We have a written board covenant that defines how we operate together and we keep that covenant. Red/Yellow/Green
4. We spend more time thinking about the future than we spend on current issues. Red/Yellow/Green
5. We delegate management to staff and stay focused on the big rocks of direction and health. Red/Yellow/Green
6. We insist that our staff operate with a clear annual ministry plan. Red/Yellow/Green
7. Our senior pastor has a clear annual plan which forms the basis of an annual review. Red/Yellow/Green
8. Our board itself has an annual plan in how they will grow in their leadership and governance. Red/Yellow/Green
9. Our board has a clear job description as to its responsibilities and role and all new board members are clearly trained in those responsibilities. Red/Yellow/Green
10. Our board has a clear picture of what they desire the church to become and has clearly articulated this vision to the congregation. Red/Yellow/Green
11. We candidly evaluates the health of the church based on that clearly articulated vision. Red/Yellow/Green
12. We do not ignore real issues that exist on staff or in the congregation because of conflict or issue avoidance. Red/Yellow/Green
13. The leadership structures of our church are designed to help leaders lead easily and make decisions quickly. Red/Yellow/Green
14. We regularly spend time in concerted prayer for the ministry and needs of the congregation. Red/Yellow/Green
15. We guard the gate of leadership so that we get the best leaders who are wired to lead and to keep the spiritual temperature of the church high. Red/Yellow/Green
I can be contacted at tjaddington@gmail.com or 612.868.0487. I look forward to talking to and working with those who desire to raise the level of their board's effectiveness.
With over thirty years of working with boards I am available to help your board be the best they can be. Whether remotely using technology or in person, together we can make substantial strides toward healthier and more missional board work.
As the author of High Impact Church Boards I have worked with thousands of board members to ensure that the right people end up on an organizations board, that the board is intentional in its work and that the culture of the leadership system is empowering rather than controlling. Cost is kept to a minimum by using technology like Go To Meeting, or I can join you in person for governance training or retreat.
I can be contacted at tjaddington@gmail.com or 612.868.0487. I look forward to talking to and working with those who desire to raise the level of their board's effectiveness.
Sunday, January 15, 2012
Second half influence
For those who care about influence for the gospel, life is divided into two parts. Our own influence through our life and work and in the second half of life, our intentional mentoring of the next generation of influencers who will carry the baton to the next generation. It is Paul and Timothy and 2 Timothy 2:2.
A wonderful example is John R W Stott whose world wide influence in my parents generation is tough to beat. Yet for many years prior to his death his primary focus was that of raising up the next generation of Christian leaders. He intentionally multiplied himself by giving himself away and focused less on his personal impact on society and more on the impact that the next generation would make. In doing so his legacy and influence live on in a powerful way.
This requires a Kingdom heart that is focused not on one's own accolades but on empowering others who will will multiply one's Kingdom influence. It is about the Kingdom, not us. It is about leaving a living legacy in the lives we have influenced who will carry on our work when we are gone. I suspect that there will be many behind the scenes who will receive greater rewards in heaven than many big names whose focus was on their own ministry and legacy rather than on leaving a living legacy through others.
This applies to wives who mentor the next generation of wives, husbands who mentor and raise up the next generation of Godly husbands, Christian leaders who invest themselves in the next generation of leaders ... anyone who is investing their lives in passing the baton to others who may actually have far more influence than we ever did.
For Christian leaders, I am convinced that their success is best measured not by what happened while they were in leadership but by what happens when they are gone! Was there stewardship of the ministry about them or the ministry? If the latter they invested significant time and effort into the lives of the next generation of leaders. If the former, they often did not.
If you are post fifty, who are you investing in? Who are you raising up to take your place behind you? That investment may well be your greatest influence and legacy as you multiply yourself in the lives of others. It is a quiet, behind the scenes work that will seldom be seen but its impact can be profound. It is in giving ourselves away that we have our greatest impact.
A wonderful example is John R W Stott whose world wide influence in my parents generation is tough to beat. Yet for many years prior to his death his primary focus was that of raising up the next generation of Christian leaders. He intentionally multiplied himself by giving himself away and focused less on his personal impact on society and more on the impact that the next generation would make. In doing so his legacy and influence live on in a powerful way.
This requires a Kingdom heart that is focused not on one's own accolades but on empowering others who will will multiply one's Kingdom influence. It is about the Kingdom, not us. It is about leaving a living legacy in the lives we have influenced who will carry on our work when we are gone. I suspect that there will be many behind the scenes who will receive greater rewards in heaven than many big names whose focus was on their own ministry and legacy rather than on leaving a living legacy through others.
This applies to wives who mentor the next generation of wives, husbands who mentor and raise up the next generation of Godly husbands, Christian leaders who invest themselves in the next generation of leaders ... anyone who is investing their lives in passing the baton to others who may actually have far more influence than we ever did.
For Christian leaders, I am convinced that their success is best measured not by what happened while they were in leadership but by what happens when they are gone! Was there stewardship of the ministry about them or the ministry? If the latter they invested significant time and effort into the lives of the next generation of leaders. If the former, they often did not.
If you are post fifty, who are you investing in? Who are you raising up to take your place behind you? That investment may well be your greatest influence and legacy as you multiply yourself in the lives of others. It is a quiet, behind the scenes work that will seldom be seen but its impact can be profound. It is in giving ourselves away that we have our greatest impact.
Thursday, January 5, 2012
Those who lead set the pace!
Leaders set the standards in their ministries, team leaders for their teams, parents for their children, volunteers for those they oversee, church leaders for their congregations. All of us who lead anything set the culture, ethos, attitudes and standards for others on our team. And most all of us do lead something or someone!
Don't underestimate the importance of this responsibility! Both the health and dishealth of families, teams and organizations can often (not always) be traced back to the example set by its leaders. Think about these areas that directly impact the health of a team.
Attitude toward leadership and authority. When leaders display cynicism toward those they are accountable to, their attitudes are picked up by those they lead who often develop similar attitudes. When leaders are respectful of those who lead them, others will be as well. Pastors, for instance who are critical of their boards breed the same attitude in their staff while those who are supportive and respectful communicate a healthy attitude. Our attitude toward authority is easily read by those we lead.
Words matter. Our choice of words, our use of them, whether they are critical or constructive, kind or harsh, respectful or disrespectful communicate a great deal to those we lead. Careless words reflect careless thinking and often careless relationships. Our words, according to Jesus, also reflect the state of our hearts. There is much in Scripture about gossip, slander, harsh and unkind words, anger and nonconstructive talk. The vocabulary, content and attitudes of our conversation and communication convey a standard for those we influence and lead.
Behavior communicates. I am often amazed at the behaviors of leaders in the ministry arena: uncontrolled anger, defensiveness, inability to disagree in an agreeable way, yelling, threats, lack of approachability. Often I see behaviors in ministry that would be grounds for discipline or termination in the business world. Certainly such behaviors are contrary to the attitude, teaching and modeling of Christ. One of the marks of leaders in the church is that they are "self controlled" - the ability to monitor and control our emotions and behaviors - especially those that are unhealthy and get us into trouble. Our behaviors set the tone for a healthy or unhealthy environment. Jesus is our model and example.
Relational health. All ministry is based on relationships and the health of the relationships of leaders again sets the tone for the kinds of relationships others will develop. Relational health includes the ability to be self defined and accept differing views, to stay connected with people we may disagree with, to seek the best for others and to genuinely care for them. Relational dishealth includes marginalizing those who disagree with us, being threatened by strong leaders, lack of openness to the feedback of others (defensiveness), or the inability to work collaboratively. Relational health on teams is almost always a reflection of the relational health of leaders. Jesus never used or abused people. He saw each one as people made in the image of God and treated them in that light.
Standards for behaviors, attitudes, words, and relationships are not set by policies. They are ultimately set by the example of leaders. No policy is more powerful than the example of leaders. No leaders can hold staff responsible for behaviors that they themselves do not adhere to. On those rare occasions when I have had to talk to a staff member about one of these issues, I will ask the question: "Have I ever treated you this way?" My point is twofold: first that you have not seen me behave this way toward you and I am your leader and second, I have the moral authority to keep the bar high if I do so for myself. It is my responsibility as a leader. And yours.
Don't underestimate the importance of this responsibility! Both the health and dishealth of families, teams and organizations can often (not always) be traced back to the example set by its leaders. Think about these areas that directly impact the health of a team.
Attitude toward leadership and authority. When leaders display cynicism toward those they are accountable to, their attitudes are picked up by those they lead who often develop similar attitudes. When leaders are respectful of those who lead them, others will be as well. Pastors, for instance who are critical of their boards breed the same attitude in their staff while those who are supportive and respectful communicate a healthy attitude. Our attitude toward authority is easily read by those we lead.
Words matter. Our choice of words, our use of them, whether they are critical or constructive, kind or harsh, respectful or disrespectful communicate a great deal to those we lead. Careless words reflect careless thinking and often careless relationships. Our words, according to Jesus, also reflect the state of our hearts. There is much in Scripture about gossip, slander, harsh and unkind words, anger and nonconstructive talk. The vocabulary, content and attitudes of our conversation and communication convey a standard for those we influence and lead.
Behavior communicates. I am often amazed at the behaviors of leaders in the ministry arena: uncontrolled anger, defensiveness, inability to disagree in an agreeable way, yelling, threats, lack of approachability. Often I see behaviors in ministry that would be grounds for discipline or termination in the business world. Certainly such behaviors are contrary to the attitude, teaching and modeling of Christ. One of the marks of leaders in the church is that they are "self controlled" - the ability to monitor and control our emotions and behaviors - especially those that are unhealthy and get us into trouble. Our behaviors set the tone for a healthy or unhealthy environment. Jesus is our model and example.
Relational health. All ministry is based on relationships and the health of the relationships of leaders again sets the tone for the kinds of relationships others will develop. Relational health includes the ability to be self defined and accept differing views, to stay connected with people we may disagree with, to seek the best for others and to genuinely care for them. Relational dishealth includes marginalizing those who disagree with us, being threatened by strong leaders, lack of openness to the feedback of others (defensiveness), or the inability to work collaboratively. Relational health on teams is almost always a reflection of the relational health of leaders. Jesus never used or abused people. He saw each one as people made in the image of God and treated them in that light.
Standards for behaviors, attitudes, words, and relationships are not set by policies. They are ultimately set by the example of leaders. No policy is more powerful than the example of leaders. No leaders can hold staff responsible for behaviors that they themselves do not adhere to. On those rare occasions when I have had to talk to a staff member about one of these issues, I will ask the question: "Have I ever treated you this way?" My point is twofold: first that you have not seen me behave this way toward you and I am your leader and second, I have the moral authority to keep the bar high if I do so for myself. It is my responsibility as a leader. And yours.
Tuesday, December 27, 2011
Seven practices of leader learners
The task of leading becomes ever more challenging given the forces and pace of change. In addition, our busyness as leaders gets in the way of our ability to process, think and reflect on the key issues our organizations face now and in the future. There are, however, seven practices of leader learners that can change the very nature of our leadership. I use the term leader learners deliberately. Not all leaders are learners and not all learners are leaders but leaders who are also learners have a powerful combination.
1. Read widely. Anyone looking at my library would say that it is eclectic: biographies, science, psychology, theology, fiction, classics and the new. Wide reading expands our minds to think bigger thoughts, to prompt new ideas and to give us a rich knowledge base from which to draw life, leadership and practical skills. Reading beyond our expertise area is particularly enriching.
2. Ask questions. We are surrounded by people who do interesting things. Regardless of their occupation or expertise, asking a lot of questions expands our own thinking. What is their strategy, what informs their decisions, why did they do what they did, what is the biggest dumb tax they have paid and what are they learning presently? Learn from others.
3. Think deeply. A friend tells me the story of Bill Gates at a resort in Hawaii where he just sat, rocking back and forth for most of a day - thinking. Thinking deeply is a lost art because we have far too many distractions that vie for our attention. Taking the time to think deeply over issues that matter yields insights that are had no other way.
4. Think differently. Common wisdom is very common and often not wisdom. Question everything! Why do we do what we do the way we do it? Are their "game changers" that would take us to a whole new level rather than a small tweak? Look for contrarian thinkers who give you advice that you might not even agree with but which causes you to consider. Innovators are people who are always asking the why question. They can be irritating but they are also the people who leapfrog others because they think differently.
5. Hang with innovators and creative folks. I am not the most creative guy in the world but I know a lot of people who are and the more time I spend with them the more creatively I think. I especially love time with young creative leaders who see life through a different lens than I do at 55. I need them to stay young!
6. Pray for wisdom and insight. They Holy Spirit has intelligence about what we do that we don't! Ask Him for insight and wisdom and expect that He will talk back. I am convinced that the best ideas I have had did not come from me but came from Him. Ask and you shall receive!
7. Whiteboard monthly. Take just one big rock a month, get the right people into a room and have a whiteboard session around that issue. You will be surprised what the combined intelligence will yield compared to you alone. So simple, but it takes time. I rarely tackle an issue alone. I want the multiplication factor of bright folks and their combined intelligence for the best solution.
The common denominator of these seven practices is time and intentionality. Of course that is what it takes to be a leader learner.
1. Read widely. Anyone looking at my library would say that it is eclectic: biographies, science, psychology, theology, fiction, classics and the new. Wide reading expands our minds to think bigger thoughts, to prompt new ideas and to give us a rich knowledge base from which to draw life, leadership and practical skills. Reading beyond our expertise area is particularly enriching.
2. Ask questions. We are surrounded by people who do interesting things. Regardless of their occupation or expertise, asking a lot of questions expands our own thinking. What is their strategy, what informs their decisions, why did they do what they did, what is the biggest dumb tax they have paid and what are they learning presently? Learn from others.
3. Think deeply. A friend tells me the story of Bill Gates at a resort in Hawaii where he just sat, rocking back and forth for most of a day - thinking. Thinking deeply is a lost art because we have far too many distractions that vie for our attention. Taking the time to think deeply over issues that matter yields insights that are had no other way.
4. Think differently. Common wisdom is very common and often not wisdom. Question everything! Why do we do what we do the way we do it? Are their "game changers" that would take us to a whole new level rather than a small tweak? Look for contrarian thinkers who give you advice that you might not even agree with but which causes you to consider. Innovators are people who are always asking the why question. They can be irritating but they are also the people who leapfrog others because they think differently.
5. Hang with innovators and creative folks. I am not the most creative guy in the world but I know a lot of people who are and the more time I spend with them the more creatively I think. I especially love time with young creative leaders who see life through a different lens than I do at 55. I need them to stay young!
6. Pray for wisdom and insight. They Holy Spirit has intelligence about what we do that we don't! Ask Him for insight and wisdom and expect that He will talk back. I am convinced that the best ideas I have had did not come from me but came from Him. Ask and you shall receive!
7. Whiteboard monthly. Take just one big rock a month, get the right people into a room and have a whiteboard session around that issue. You will be surprised what the combined intelligence will yield compared to you alone. So simple, but it takes time. I rarely tackle an issue alone. I want the multiplication factor of bright folks and their combined intelligence for the best solution.
The common denominator of these seven practices is time and intentionality. Of course that is what it takes to be a leader learner.
Friday, November 25, 2011
Don't leave home without it!
No, it is not a credit card! It is a set of personal values that we have thought deeply about and are committed to and which inform all that we do - everyday.
Either we determine a set of non-negotiables or guiding principles for our lives or we allow the prevailing values of our world to set them for us. Those values are the messages that we hear constantly from the media and from our fellow pilgrims, some good and some deeply flawed. The best values come from a deep understanding of God and His call on our lives. Defining them for ourselves gives us an internal compass that lived out daily keeps us focused, molds our character and commitments and influences those around us. They set the tone for our lives.
Recently one of my fellow ministry leaders shared his personal and leadership values with me that reflect the kind of thinking all of us should do. These are so ingrained in his life and thinking that they are the grid through which he does life and leadership. They are his true north!
Either we determine a set of non-negotiables or guiding principles for our lives or we allow the prevailing values of our world to set them for us. Those values are the messages that we hear constantly from the media and from our fellow pilgrims, some good and some deeply flawed. The best values come from a deep understanding of God and His call on our lives. Defining them for ourselves gives us an internal compass that lived out daily keeps us focused, molds our character and commitments and influences those around us. They set the tone for our lives.
Recently one of my fellow ministry leaders shared his personal and leadership values with me that reflect the kind of thinking all of us should do. These are so ingrained in his life and thinking that they are the grid through which he does life and leadership. They are his true north!
Four Key Personal Values
I value total devotion to
God; my chief aim is "to love
God and enjoy Him forever."
(Phil.
1:21: Paul)
I value the truth;
facing the truth about myself and, by God's grace, intercepting potential fatal
flaws that might destroy my integrity.
(Psalm
51: David)
I value right priorities; being
a godly husband, father, and friend.
(Proverbs
5:18-22, 18:22)
I value learning; maintaining
a learning posture in all of life.
(Exodus
33:13: Moses)
Six Key Leadership Values
I value humility; being
led by God before attempting to lead others.
(John
21:15-19: Peter)
I value mentoring; having
men and women in my life to help shape my vision, values, and lifestyle as a
leader. (Acts 9:27-28, 11:25-26:
Barnabas)
I value leadership
selection; that leaders are both born and made.
(I Ti
1:18-19, 4:7-8, 11-12, II Ti 2:2-3, 3:14-15: Timothy)
I value leadership
development; the development of emerging leaders having great importance in
my life and in the extension of the Kingdom.
(Exodus
17:9-14, Numbers 13, Deut. 1:38, 31:1-18: Joshua)
I value authenticity; pursuing
honest and transparent relationships with the people I lead and who lead me.
(I
Samuel 18:1-4, 20:1-42, 23:16-18: Jonathan)
I value perseverance;
pressing on to finish well as a leader.
(Hebrews
12:2, II Ti 4:1-8: Paul)
"Keep
your eyes on Jesus, who both began and finished this race we're in. Study how
he did it. Because he never lost sight
of where he was headed - that exhilarating finish in and with God - he could
put up with anything along the way:
cross, shame, whatever."
(Hebrews 12:2, The
Message)
The more deeply we think about who God has called us to be and what is important to us the closer we will get to that goal. Leaders will also find that those they lead will take their cues about what matters from them. Thus their commitments, well defined and well lived out influence not only their lives but the lives of those they lead. All of us influence others but first we need to clarify our own values! As you think about the new year coming up, consider clarifying your values or guiding principles if you have not done so.
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