Five factors that can create greater employee satisfaction

Every organization says that people are their greatest asset but not all invest the effort to ensure that their work culture and practices are designed to provide employee satisfaction. In some cases, this is not even a priority which indicates that a stated value is also a neglected value. When this is the case employees become cynical and discouraged rather than loyal and engaged. In fact, the level of employee engagement is directly tied to the investment that is made to ensure that the workplace is healthy.

How do I know this? I have often interviewed numerous individuals on staff in the course of a "cultural audit" of an organization. Usually I am talking to good people who often have significant frustration in their work. What amazes me is that senior management and boards seem to have no idea of the frustrations that are articulated. This includes fortune 500 companies, non-profits, churches and other businesses. There are also plenty of examples of healthy workplaces where the staff are engaged and satisfied. What makes the difference?

While there are many factors that separate loyal and engaged employees from those who are unengaged and rather cynical, let me suggest five factors that can lead to greater employee satisfaction or in their absence, dissatisfaction.

First, there are clear expectations for all staff as to what spells success in their work. Fuzzy expectations lead to a situation where a staff member thinks they are fulfilling their job but the supervisor does not which creates frustration for the staff member and the supervisor. When review time comes around there is not an objective standard by which to evaluate the staff member's work leaving the evaluation to the subjective opinion of the supervisor.

A good question to ask each of your staff members and their supervisors is this: "Are their clear parameters for this job and objective ways to define success?" If the staff member feels that the answer is no, or fuzzy, those parameters and definitions of success need to be revisited. 

Second, each staff member has a supervisor who takes an interest in them, their work, and is committed to helping them succeed. This makes perfect sense if an organization's greatest asset is their people. In fact, if this is not the case, this stated value is not a real value. 

What this means practically is that supervisors need to be trained in how to supervise well so that staff are served well. Too often, supervisors are given responsibility to oversee staff with little or no training as to what the parameters of their job are and how success will be defined for their supervisory role. This lack of training has a huge impact on their staff who count on their supervisors to help them succeed.

A good question to ask in every organization is this: "Can supervisors articulate the parameters of their supervisory role and do they know what factors define success? Have they been trained in their supervisory role?"

Third, staff have what they need to do their job well and a supervisor who will resolve problems they cannot resolve. Few things are more discouraging to staff than to have responsibility for a task without the requisite tools to complete that task with excellence.

In one organization I worked with this frustration was articulated by the individual who was responsible for the use of facilities and reserving meeting rooms or venues for groups that needed them. What she lacked was a usable software program that would have made her job a breeze. Instead she was saddled with an antiquated program that took significantly more time.

She expressed her need to her supervisor numerous times but he resisted purchasing new software in the name of budgetary restraints (it was not really an issue). The staff member finally resigned in frustration which meant that the organization now had to find another individual to fill the responsibility and lost the valuable experience of the individual that left. It is a classic case of staff not having the tools necessary to do the job. And in the end, the organization lost.

A good question to ask every staff member is this: "Do you have the necessary tools to accomplish your job with excellence." You might be surprised by the response. 

Fourth, there is a culture of teamwork and cooperation within the staff that brings synergy and the best thinking and execution for the work at hand. The healthiest organizations have staff who work together to accomplish the mission of the enterprise. There are also work cultures where everyone does their own thing rather than working cooperatively with one another. The one who sets the cultural norm is always the leader or supervisor. 

Teamwork and cooperation does not just happen by accident. It is a culture that is intentionally created by leadership of a team, division or organization. And it is the responsibility of leadership to ensure that it is present and that staff understand the imperative of moving toward a goal together rather than separately. This may take training and dialogue but it should be an expectation of all staff. In healthy organizations you often hear the comment, "I love working with my team because we are committed to helping one another accomplish our goals." Conversely, job satisfaction of staff significantly declines when this is not the case.

A good question to ask staff is this: "Do you perceive that we work together as a team and that there is a cooperative spirit among us?" That might well spur dialogue toward a greater level of teamwork.

Fifth, staff are fairly compensated for their work. Many would wonder why this comes last rather than first. The truth is that for most employees their compensation is not the major factor in their job satisfaction as long as it is fair and equitable. Most people want to work in a healthy organization with people they appreciate over receiving a higher salary in an unhealthy organization where they don't want to come to work.

When doing a cultural audit of an organization I often ask employees if they feel that their compensation is fair and equitable. In healthy organizations the answer is generally yes and in unhealthy organizations the answer is often no - especially in church and non-profit environments.

A word to ministries and non-profits. It matters how we compensate our staff. Our compensation reflects the value we place on them. It is sad to see non-profit employees struggle with their income because in the name of meeting the needs of others we are unwilling to meet the needs of our own staff.

When compensation is fair and equitable, staff feel valued. When not, they often feel used. Non-profits love to keep their expenses low so that they can say that a high percentage of what they raise goes into services to others. But, when they are not fair to the staff who make the services happen it is not a value but rather a focus on their mission at the expense of their greatest assets. 

A good practice is to compare your salary structure to other similar non-profits in your area to determine whether your pay structure needs renovation.

Employee satisfaction is everything to any enterprise. They are the greatest asset because without them the mission will never be accomplished. When staff are happy they are engaged, loyal and willing to do whatever it takes to accomplish the mission. Pay attention to these five areas and you will increase the satisfaction of your staff.

Emotional Intelligence and it's correlation with organizational culture.

It is a given that the Emotional Intelligence of an organization is the sum of the EQ of its members. In other words, the organization's EQ reflects the general emotional health of its people. When I ask people about the culture of their workplace, they can quickly identify the positive and the negative aspects of their organization. What they often don't realize is that they are describing the EQ of those who work there. 

In effect, the EQ of the organization (which reflects the EQ of the individuals within the organization) creates the organizational culture. There is a direct correlation between EQ and culture. So, if one is going to change the organizational culture it becomes necessary to grow the EQ of its members. 

For instance, if one has a culture that is rife with gossip, back stabbing, unhealthy competition, conflict and people taking credit when they should not or blaming others when they are to blame one has a dysfunctional culture that reflects poor Emotional Intelligence among its members. The core issue is not the culture but the people who make up that culture and their level of emotional health.

The lower the EQ of the staff, the more dysfunctional the organization is. The higher the EQ of staff, the healthier the organizational culture. And the culture almost always reflects an organization's leadership as people take their cues from leaders.

Because we don't often think of organizational culture as related to the EQ of its members, we become frustrated with our inability to deal with issues in our organizational culture. However, by teaching and coaching in EQ we can directly impact the culture of the organization in healthy ways. 

All cultures have positive and negative aspects to them. Take a moment and think about the problematic areas of the culture of your team or organization and armed with that knowledge, do some teaching and coaching in the requisite areas of EQ that are involved in the problematic areas.

For examples of the signs of good and poor EQ, click here.

10 signs you are in a legalistic church

Legalism is pervasive in the church and it robs us of the freedom and joy Jesus intended for us. It was true in the early church, see Galatians, and it is equally true today. See this insightful article and think about the church you attend.

10 signs you are in a legalistic church - a thought provoking blog by Sheila Gregoire

Leaders: the culture of your team or organization cannot be delegated

Every organization, every church, has a culture and the health of that culture is the responsibility of the senior leaders. If it is a healthy culture it is probably because leaders intentionally created it. If it is unhealthy it is probably because leadership has not made it a priority.

Sadly, many leaders do not understand how important the culture of the organization is and the impact it has on their staff and on the mission of the organization. The health of the culture impacts the joy of staff, the cooperation of staff members, longevity, loyalty and the effectiveness in accomplishing the mission. 

Great dreams and vision can be subverted by unhealthy cultures. Leaders who do not intentionally create a healthy culture and one that supports their mission ultimately fail the leadership task. In the many consults I have done with churches, non-profits and for-profits there is a significant divide between those with healthy cultures and those with dysfunctional cultures. As an outsider asking questions, staff are very forthcoming with their experience and observations regarding the organization's culture. 

When the culture is generally healthy, it is because leaders paid attention to it on a regular basis and their own behaviors reflected  that culture. When unhealthy, leaders often deflect the reasons to others, often to staff, forgetting that culture is one of those things that cannot be delegated by leaders to others. 

Where there is a healthy culture, staff love to come to work, will give more than they need to and are passionate about accomplishing the mission together. Where the culture is unhealthy the opposite occurs.

If you are a leader, are you paying attention to the culture you are creating? If the answer is yes, can you describe the culture you are want to see in your organization? Would the staff agree with your assessment and have you or a neutral party asked them? 

Cultural audits are not hard to do and will tell you a great deal.

5 things that get in the way of our productivity

Sometimes it is the small things that get in our way from being as productive as we could be with the time that we have. It matters because time is our most precious commodity so the more productive we are the more time away from work we have. 

Here are five simple things that can get in the way of our productivity. They are everyday issues that can be managed for better personal results.

One: Not having a plan for the day
Sounds simple but many of us head for work without thinking through the issues we will face, schedule we have or things that need to be accomplished. A twenty minute review before the day begins, or even the night before can help us prepare mentally for what needs to be accomplished that day. Even having a standard half hour to review the coming day first thing after getting to work can help remind us of what needs to completed that day. A small thing, but we forget easily.

Two: Not prioritizing our work
Not all work is created equal. In fact, some work is more important than other work but unless we take the time to prioritize and identify the most important we will often settle into the comfortable and easy - rather than doing the not so easy but most important work first. Prioritization of our energy at work separates the average from the most productive. Every day we should be able to identify what work is absolutely critical for that day, important but not critical or neither important or critical.

Three: Procrastination
Most of us are tempted to procrastinate. Some of us specialize in it - even very bright people. Procrastination is used by some to force themselves to get things done up against a deadline. However, our best work is rarely done against deadlines but when we have time to think deeply. Procrastination as a habit is really about not wanting to live with appropriate personal discipline. That will filter into other areas of life as well. Procrastination is the enemy of productivity.

Four: Constant interruptions
When someone tells me that they love to multi-task what pops into my mind is that actually they are easily bored and don't like to focus. Our minds are most productive with focus rather than multi-tasking. This is why controlling our interruptions is a healthy thing do to, especially when focusing on the most important work which usually takes the greatest concentration. Don't allow an open door policy to get in the way of your productivity. Closing the door for a period of time has many advantages.

Five: Our smart phones
It may be that our smart phones are actually making us less productive rather than more productive. The same can be said for the constant interruptions of social media, all of which distract our minds from deep work and rob us of an amazing amount of productivity. With every interruption the mind must reorganize itself to refocus on the issues we were working on. In many cases vital thoughts or insight were lost because we allowed our smart phones to distract us.

All of us are susceptible to allowing things to get in the way of our productivity. In most cases, it is our own lack of discipline that allowed our productivity to be compromised. Being aware of those issues and sensitive to them can help us become more productive.

Missions and China's current political climate

As one who grew up in Hong Kong during the cultural revolution and witnessed the awful abuses of Mao Tse-Tung, I am watching with concern the return to one man rule in China under President Xi Jinping. His smiling visage hides a level of ruthlessness that almost always accompanies “one man for life” rule. China and Russia and the failed state of Zimbabwe all demonstrate the dangers of unchecked power.

Consider:

• China is on the leading edge of facial recognition  technology and is running some pilot programs in a few cities that they hope will allow them to keep track of the movements of its population and in particular individuals who they are concerned about.
• China is punishing multi-national corporations who speak up about things China does not want in the media by shutting down their web sites, requiring executives to abjectly apologize and holding them hostage to doing things their way. In essence they are further stifling free speech.
• China has started to demand that foreign corporations accept political officers from the party on their paid staff who would have veto power over employee placement and promotions. Of course the concern of a political officer is not the well being of the company or its competitiveness but the interests of the party.
• China has been demolishing large churches in some cities under less than legal pretexts to ensure that the church knows who is in charge.
• There has been the appearance of slogans (Mao loved slogans) to the effect that people need to put their trust in Xi Jinping rather than in Jesus. Of course this puts Xi Jinping in his own evaluation as superior to Christ.
• Increasingly employment and promotions are tied to party loyalty and those who don't give the party primacy (Christians give Christ primacy) are being discriminated against, denied employment or promotions.
• Don't be fooled by the anti-corruption campaigns in China. Here is the truth. Almost all senior (and many not so senior) leaders are corrupt. When you read about a wealthy business person or political figure being charged with corruption it almost never has to do with corruption but about removing from power those individuals who are a threat to the senior leader in power. Corruption charges are simply a pretext for getting your enemies out of the way while those who bring the charges are usually as corrupt as those who are charged.
• China is making it much harder for those who are in country for mission purposes and they usually know who those individuals are. Visas for new personnel are often being denied. China is nothing if it is not pragmatic and those individuals or organizations who give them something they want are tolerated until their threat to the powers that be becomes greater than their positive contributions.
• China works very hard to block internet sites that they believe are a threat to them. These can be religious, political or simply sites that promote free speech and the candid exchange of opinions. Tech savvy young people often find a way around these efforts, however. 

Remember that there is often a direct correlation between the accumulation of power and resistance to the church. Xi Jinping knows that Christians give ultimate allegiance to Christ rather than to the party, or more importantly, him. Thus the church and those who are committed to its growth are seen as threats and will be marginalized by those in power. This is having and will have a direct impact on mission efforts within China, both for the west and for the Chinese church.

Having said this, a few caveats are in order. China has more Christians then perhaps any other nation on earth today while at the same time being one of the largest people groups remaining to be reached. In addition, while mission efforts from the outside may be impacted by the current politics within China, it will not impact the growth of the Chinese Church no matter how hard authorities try. Even in the terrible days of the cultural revolution, the church continued to grow and it will in the years ahead.

Further, citizens of China are travelling abroad like they never have in the past which  means that they are not isolated any longer. My final caveat is that while these trends are present, the situation varies in different parts of China. What is clear to me is that what we have been used to in terms of missions in the past several decades is undergoing a fundamental shift. The next several decades will likely be significantly different than the past several decades.

If there had been no Good Friday or Easter morning

We take much for granted. As you walk through this week, consider the gift of the death and resurrection of Christ. Because if there had been no Good Friday or Easter Sunday….

You would have no church

There would be no Holy Spirit resident in our hearts

Funerals would be the final farewell

Guilt would last forever

Good News would be absent for all

Life purpose would be absent

Prayer would be futile

Reconciliation with God would be impossible

The evil one would have the final say

Evil would not be mitigated by God’s love – anywhere

There would be no New Testament

The failures of our lives could never be redeemed for a greater good

Suffering would have no meaning

Future hope would be non-existent

The One Friend we can always count on would be absent

Love motivated by Jesus would be non-existent

There would be no final justice

It would be a life without Jesus

There would be no Easter

Take time this week to reflect. Good Friday and Easter Morning are the game changers in human history - and in our own history.

The day between Good Friday and Easter morning

What do you think it was like the day after the crucifixion of Christ? Did Pilot wake up with a guilty conscience and wonder if he had done the right thing? Did the guards who had mocked Jesus and then seen Him on the cross, wonder if an innocent man had died? Did the crowds who had called for His life keep an embarrassed silence in a quiet Jerusalem? Someone was nervous for they asked the Roman garrison to post guards at His tomb. On the day after, Jesus' friends mourned, the Romans were nervous and some who had watched the execution were sure He was the Son of God.

It had to be a day like no other in Jerusalem. It had to be a day of quiet and consideration. It had to be a day of sober doubt after a day of impetuous action. I'll bet there were many disturbed consciences that day. The day between death and resurrection. A day of uncertainty and guilt. A day of hopelessness and sadness. But it was done and there was no undoing the events of the night before.

We have days like that! I have experienced whole periods of life that hang between hope and despair. Uncertainty reigns. Sadness is prevalent, maybe dominant. It is the time in between life as it was and life as it will be - but not yet knowing what will be. It is the dark night of the soul with all the questions, uncertainties and unknowns. It is those times of personal chaos when we have no idea and little hope that life will become whole again. It is the loss of hope most of all.

It is the day between Good Friday and Easter Sunday. It is real and it hurts and all of us experience it just as the disciples did, only in different ways. But there is another day coming...we know and we look forward to that day of hope. Always remember in the day of despair. The morning comes, and it comes with hope and resurrection power and salvation. In the in-between times, we need the words of Habakkuk, "Be still and know that I am God." Easter comes and so does Hope. 

One of the lessons of Good Friday is that things are not always what they appear

One of the lessons of Good Friday is that what appears to be true is not always true. On this day the cosmic battle between Satan and God culminated in what Satan thought was his greatest victory. That battle had been waged from the time of the fall (Genesis 3:15) where God made it clear that one day Satan would be defeated. But on this  day, Satan knew he had won. The Son of God is on the cross, alone, abandoned even by His Father who didn't seem able to rescue Him. Thirty pieces of silver was all it had taken, the best deal ever in the history of evil.

The disciples knew it was over. Jesus' friends knew it was over. The Jewish authorities knew it was over - their problem solved, a rival gone. Not only that but for those who cared, evil had won over good and righteousness. For the followers of Christ, this was the ultimate sadness. They had expected righteousness to triumph and instead, evil had prevailed. The one who had called Himself the Son of God, dead on a bitter cross. 

Little did they know that what appeared to be the final chapter was only the beginning of a new chapter because out of the jaws of apparent defeat, Christ would not only be resurrected but in that resurrection he sealed the fate of Satan and evil and unrighteousness for all time and made it possible for the created to have a relationship with the creator. Apparent defeat was only the prelude to total victory! 

Not for one moment had the events of Good Friday been out of the control of the heavenly Father even though it looked like the Father had lost all control. He is sovereign and nothing under His control can ever be out of control. The world learned that on Easter Sunday.

Think about your own life for a moment. Where are the areas that seem to be out of control? Where does it feel like evil has won? Where are the apparent areas where you feel defeat, discouragement, sadness or pain? It is easy to see the Good Friday moments in our lives when it is clear that God has not acted and we need His help. It is harder to wait for the resurrection moments when God shows up as He always does and redeems what we thought was unredeemable - often in surprising and unique ways.

Whatever your circumstance you can be sure that Easter is coming and that things are not always what they appear to be. In the end, nothing that is in His control can ever be out of control and God always prevails. Our job is to walk by faith in the Good Friday moments of life when life is hard and hope is scarce, waiting for our Easter to arrive when He shows up and redeems our situation. The fun thing about Easter was that it was such a surprise. Invite Jesus to surprise you in your situation today.

The prophet Isaiah said it well. "He was pierced for our transgressions, He was crushed for our iniquities; the punishment that brought us peace was on Him and by his wounds we are healed. 

The Thursday before Good Friday

What would you be doing the night before your death? Jesus had a supper prepared and invited some of his most trusted friends - His disciples. And then He did an amazing thing. Laying aside his outer robe he did what no self respecting man did - unless he was a slave. He washed His disciples feet: the ultimate sign of humility.

Think about this:

He washed the feet of Judas who would betray Him.

He washed the feet of Peter who would deny Him.

He washed the feet of Thomas who would doubt his resurrection.

He washed the feet of His beloved three who would not even stay awake in the garden and pray with Him.

And then He said, you are my friends. And He prayed one of His most significant prayers: what we call the High Priestly prayer found in John 17.

Even more profound, in that prayer He prayed for us: You and Me. On the night before His death He was thinking of all those down through the ages who would believe in Him as their Lord and Savior. 

He prayed for our joy - read it!

He prayed for our protection - it is there.

He prayed for our sanctification - becoming like Him.

He prayed for our unity: That those who believe in Him would be unified.

He prayed for our ministry that we would represent Him well.

This is the love of Christ. That he would minister to the one who would betray Him, the one who would deny Him, the ones who would not stay awake with Him and each of us who follow Him whose lives have been transformed by His love.

If we were to follow His example, what would the church look like?

Are you writing promise checks you cannot cash?

It is easy to say "yes" when we know we ought to say "no." It is easy to promise delivery on promises with unrealistic deadlines. These are "promise checks" that we are unable to cash. 

Why would we say yes when we should not, or promise to reach deadlines that are unrealistic? Let me suggest that there are often three reasons. First, we want to be liked and a "yes" to a request is an unconscious response that we hope will bring affirmation. Second, if we are conflict adverse, a "yes" when we should say "no" is clearly easier. Third, some of us are just wired to help others out so it seems to be the right thing to do. However, these can quickly backfire on us when we are unable to deliver on our promises. In not delivering we produce frustration in others and guilt in ourselves and finally, with time as our most precious possession, we eat up our own time with activities that we should not be engaged in.

It is easy to say "yes" in the moment and to regret that "yes" in the longer term. Every promise has a price tag attached that will require our time and attention. When we say yes to the wrong things we will create issues for ourselves and others. Most of us have done it and most of us have later regretted it. There are also people around us who may use our propensity to say "yes" to offload responsibilities they have.

How can we avoid this trap, especially when we feel we need to answer in the heat of the moment? My first suggestion is to develop a standard answer that gives you time to evaluate the request. Saying, "Let me think about that and I will get back to you," gives you necessary time to think through the request before you make a promise.

Then there are some questions we need to ask ourselves:

• If I agree to the request, do I have the time to fulfill it in the time frame requested?
• Is this request something that I am truly responsible for or is it really someone else's responsibility? 
• Am I trying to feel good, make others feel good toward me or am I simply avoiding the conflict that might come if I say "no." In other words what are my motivations to agree or disagree to the request?
• Will my "yes" create negative a impact for me with my time or energy, those around me like my family when I need to spend extra time working or will my "yes" take me away from more important work that I am responsible for?
• Is the request consistent with my priorities or will it detract from things that are more important in my life and work?

Asking these questions will often bring us to conclude that we should either decline the request - or modify the timetable. Of course that raises the question for the conflict adverse as to how they will communicate that back to the one asking for your time and attention.

One does not need to give all the reasons that you decline a request. The more you share, the more insecure you will come across and some people will take advantage of that. A simple answer like, "I appreciate the request but as I have thought about it I realize that I am full up at the moment and need to decline" will suffice. In most cases you don't need to justify your answer. Just be straightforward with your answer.

As hard as it is for some of us to say those words, it is deeply liberating when you realize that you did not add time and energy to your already busy life and you did not write a promise check that you cannot cash.

5 marks of a good consultant

It is normal for a business, non-profit or ministry to need a consultant from time to time. However, there is often a built in bias against "another" consultant based on prior (less than satisfying) experiences. In addition, there may be staff who resist bringing in an outsider due to their own insecurities and fear of change. Often they will say, "We have our own staff who can figure this out." The truth is that their staff might be able to help another organization figure it out but we are often blind to issues within our own organization. 

Finally, the right consultant can say things that if articulated by staff could create conflict within the organization. However, as a neutral outsider who has not have a "dog in the fight" the consultant can ask questions, press into issues and even suggest alternatives that would not be heard from someone on the inside. In addition, a consultant can comment on staff members who may no longer fit the role that they are in.

The challenge of course is to find the "right" consultant who will help the organization address the gaps that may be keeping it from reaching its full potential. They have the ability to understand the moving parts (like the Rubik cube) and get the right pieces in place for  a solution. I believe that the marks of the best consultant are as follows:

1. They have a successful track record to helping organizations understand the issues they are facing and to articulate those issues with simplicity and clarity. The way to find that out of course is to talk to other organizations they have worked with. Good consultants don't complicate issues that may already be complicated but are able to synthesize and simplify issues that need to be addressed. Remember that the core issues may not be the ones that convinced you an outside consultant was necessary as presenting issues are not always the real issues but rather manifestations of something more fundamental.

2. They have the ability to be independent in their thinking. This is especially important as staff will frequently lobby consultants to take their position or their solution. The best consultants gather data from as many individuals as they can, examine the issues and while empathizing with those they talk to keep an open mind until they are able to identify the real issues and make recommendations to the organization.

In one situation where I was asked to deal with a difficult conflictual situation within a congregation, one of the elders asked a prior client if I could be objective. Then answer was, "Oh, he will be objective but you might not like his objectivity." The elder was willing to trust me based on prior work I had done and while I did not deliver the solution he would have wanted he told me some time later that he would have made the same recommendations if he were in my shoes.

A good consultant is willing to speak truth to those in leadership with diplomacy but full candor. This requires not only objectivity but courage as some may not like the candor.

3. They don't come in assuming that the presenting issues are the real or core issues that need to be addressed. Frequently, presenting issues merely mask deeper and more important issues with staff, leaders, organizational structures or strategy. The best consultants don't assume that what is presented on the front end will be the core issues they address but wait to understand how the interconnected parts fit together.

4. They will walk with the organization to solve the problems they identify. It is one thing to say "Here are your problems." It is another to say "Here are your problems and these are my suggestions for resolving them." The best consultants say, "Here are your problems from my perspective (with the data to back up their observations), these are the solutions I would recommend and I am here to help you implement those solutions." 

The ability to help an organization implement solutions is critical because often the "outside voice" of one who has no role in the organization is necessary to resolve the issues and help the organization move on. This is a coaching, truth telling and diplomatic role (especially when it is necessary to make some personnel changes) that give those in authority the data and insight they need in order to walk through the necessary change process. Even seasoned leaders often need coaching in the change process. 

5. They have healthy Emotional Intelligence. Why is this so important? It is because resolving issues always involves some kind of change and change impacts people and people must be persuaded that a certain course of action is in their best interest. This is often the toughest part for a consultant. I have always maintained that understanding the issues is about 10% of the challenge while the other 90% is helping to manage the change process because people are involved at every point. All of that takes good relational and emotional intelligence to understand others and help persuade them that making these changes will allow them be more successful as an organization. 

All of these marks can be ascertained by dialogue with a potential consultant as well as talking to those they have served in the past. This is a unique skill set that sets the best consultants apart from the rest. 

Investing in direct reports is a critical factor of a leader's success

Leaders have conversations all the time. It is what they do but not all conversations are equally important. Some conversations are far more important than others.

I am a firm believer that the most important conversations a leader has on an ongoing basis is with members of their team. These may be monthly meetings or as needed when issues arise. These are not random conversations but revolve around some carefully considered thoughts that are customized for each direct report.

The purpose of these conversations is to ensure alignment, think together regarding strategy, ensure results, and encourage the personal growth of senior team members. All four of these topics are critical for senior team members to pay attention to and the one who can ensure that is their supervisor/leader. This is also the way that a leader develops alignment through regular interaction with their key staff.

In order for these conversations to be meaningful a leader must become an exegete of their direct reports. What are their strengths? Where do they need to grow? What critical skill sets are they missing? What areas of their performance need to be reevaluated? And then, most importantly, how can I open a conversation about one or more of these issues to help my team member grow and develop? And, how can I convey my desire to help the team member grow in the areas where growth is needed?

This underscores the necessity of actively cultivating relationships with those we supervise. Relationship builds trust which in turn allows a supervisor to raise issues without being met with significant pushback or defensiveness. Over time such conversations become part of the fabric of the relationship and the leadership culture a supervisor brings to their team. The more we invest in our reports, the better our team will be.

Core issues every leader needs to pay attention to

Almost all leaders struggle with some core issues related to their leadership. Maturing in our leadership role requires us to resolve these core issues and manage them – if we cannot fully deal with them.

The first is the need to be loved and accepted. This is a universal need of course, but leaders who need to be loved and accepted by those they lead set themselves up to fail. Good leadership is about calling others to something higher than themselves. That will mean creating discontent in the status quo which will inevitably mean that leaders will not always be popular or loved. In addition, a need to be loved by those we lead makes it difficult to push into areas of needed growth by our subordinates. Fear of being unpopular will keep me from pushing into difficult subjects and difficult issues.

Remember, there are many ways to fulfill our need for love and acceptance: God, spouse, family, friends, and even our dog. But for a leader, while being loved by those we lead is a perk it is not always going to happen. Counterintuitively, respect comes to a leader when they have been willing to call the organization to a higher purpose, often against the grain of the status quo.

A second and critical issue all leaders must deal with is to train our minds and emotions to not take issues personally. We need to see issues as separate from us and allow free discussion regarding those issues without taking it personally. In fact, the warning signal that we are taking it personally is that we become defensive – which means that we have made the issue about us and thus feel a need to defend our position. Once we have made the issue about us, if we don’t get our way, we lose and none of us like to lose.

What usually loses when we make issues personal is the mission we are going after. If we can learn that the mission is not about us and to depersonalize differences of ideas and strategies, we will be able to invite the best of people’s thinking and remain free from defensiveness. Any time we are feeling defensive we have allowed the issue to be about us rather than the mission.

And then there is the issue of pride: thinking that my views are the best and my answers better than those of others. The problem with pride is that it becomes a filter through which we see life and leadership and the filter is faulty. It keeps us from hearing the truth when others share it, fools us into thinking that we are right when we are not and prevents our own growth and development.

Wise leaders, therefore cultivate trusted relationships where they can get honest feedback, cultivate an open atmosphere on their team where all ideas can be put on the table and cultivate introspection to ensure that they are developing humility over pride.

All three of these core issues for leaders need to be paid attention to all the time. Being able to manage them brings freedom, growth and allows us to lead from a healthier place.

The civility of a people is reflected in their discourse

If the civility of a people is reflected in their discourse we are in deep trouble. When a lack of civility becomes a way of life in the most public way possible through social media it is clear that there is no sense of shame anymore. From personal attacks to the foulest of language our public discourse has degenerated significantly in recent years.

As a reader of history it should be noted that there have been other periods when public discourse left a great deal to be desired. Ulysses S. Grant, for instance was dogged most of his career by outright lies regarding a supposed drinking problem he had. There has been fake news around for a long time as well as the denigration of others (to someone else's benefit) as a means of making us feel well by comparison. 

That being said, the level of discourse among a people is an indicator of the health or lack of health within a society. For instance, the crude language that was used by Nazi Germany to describe their enemies is a good example - or the hate group rhetoric of white supremacists in our own nation. In the past election, the name calling from the front was embarrassing along with the twitter wars that are increasingly crude and malicious - going not to the ideas that others espouse but to the personhood of men and women made in God's Image. 

This last point is an important one. Free societies have fought for the right to debate ideas, strategy and philosophy. That is what elections are to be about. However, when we move from a debate regarding ideas to the willful destruction of the character and/or personhood of another we cross a line that cannot bring positive results.

Politically, it moves discussion from philosophy to often non provable accusations regarding character. Morally, it moves into sketchy territory as it assumes motives that we cannot know. Theologically, it is often a trashing of others made in the Image of God. There is simply no good outcome to a descent into uncivil discourse! Lack of civility breeds attitudes that all too often move from hateful words into hateful actions - both of which seem to be trends in our world today.

All of us should be aware of our own discourse and its consequences. Words cannot be taken back and sometimes, they are not necessary to be said at all. But if said, civility is always a better choice than lack of it.

Three things to be aware of in leadership transitions

There are three things every leader who resigns or retires needs to be aware of. It is true in the for profit, nonprofit, political and ministry world. I have experienced all three and watched it play out in politics, business and ministry every day.  It is well to be aware of these issues because they are not going to feel fair, and often are not but they are reality in a world that needs scapegoats.

First, no matter how well you led, in most cases, the one who takes your place will blame you for all that they can as they chart their new course. I was amused when one of my successors took some cheap shots about my leadership style after I left (to my face). Amused because he had served on my senior leadership team for some time and had never expressed his concerns to me until I was finished and then I was fair game. Equally amused, because when he is gone, his successor is probably going to do the same to him and some who have subsequently left have already done so! Unfortunately, this is the human condition and it will happen when you leave to some extent or another. We lead and serve for a time and when we are gone, others will criticize us to attain their own ends. Witness the transition in Washington DC when a new President comes to office!

Second, many things will change from how you did things to how the new leader will do things. This is natural but not always comfortable. If we have done our job well, the general philosophy of the organization will be embedded and remain stable but the details as to how these are are carried out will change. A highly empowering leader can be followed by a highly controlling leader (or vice versa) which can be a challenge for those who make the transition. The reality is that we served our time and carried out our leadership responsibilities in the best way we knew how. What happens next is not our responsibility and our former colleagues will make their own judgements relative to the new leadership philosophy.

Third, former leaders are just that – former leaders and need to move on to their next assignment. All of us learn lessons, good and bad as leaders. Wise leaders take the time to reflect on those lessons as they transition to a new role. The best thing we can do as former leaders is to focus on our new assignment, whatever that is and leave the old (for us) behind. We will answer for the stewardship of our leadership and others will answer for theirs. For those who operate out of a faith perspective this means that we leave the results of our leadership to God and move on, confident in God’s evaluation rather than in our own or the judgement of others. This last point is very important. We will often feel as if the evaluation of our successor is not fair. But we can rest assured that God's evaluation of our stewardship is totally fair. 

Transitions are not easy but the come to each of us who lead. How we dealt with our leadership assignment is important, and how we deal with our leadership transition is equally important.