Pesident Trump's leadership style could be his undoing.

I have watched with some bemusement the internal leadership dynamics of the Trump presidency and White House. Not his politics - the country voted for that. But his leadership style. In fact, I suspect that it is his personal leadership style that will prove to be the most serious challenge in his presidency. 

As a reader of biographies including many of world leaders, I am well aware that their personal quirks, often combined with very smart minds make them the leaders that they are or were. Those who know me know that I read everything I can on Winston Churchill and Franklin Roosevelt, whose leadership style combined with their personal idiosyncrasies made them the leaders that they were. Or, equally, Abraham Lincoln whose team of rivals made his presidency what it was through a tumultuous time in our history. That being said, I have some observations to make about the leadership style of President Trump that I believe could be his undoing. These issues go to the heart of great leadership.

One: The best leaders are crystal clear on their message. 

Clarity is one of the fundamental secrets of good leadership. Clarity means that one has thought through their position and will articulate that position with simplicity. When Roosevelt insisted that the only way that World War Two would end was with unconditional surrender of the Axis powers he clarified the endgame and made all other options of negotiated surrender superfluous.

When President Trump contradicts himself in his messaging he confuses the people around him, makes them look like chumps (especially when he has send them out to defend a prior position) and opens himself up for unnecessary attack. And frankly, it looks amateurish and foolish. Further, it undermines his credibility with other leaders in the world who wonder which Trump they should believe. Continually surprising your own staff will alienate them and eventually erode their trust in their leader.

Two. The best leaders ensure that there is a common narrative that is true, defensible and clear so that the team is on the same page. This is the responsibility of a leader and of his communications team. They need to talk, they need to agree on the message and not be in a position where one or the other is going to contradict their messaging. Clearly this has not been happening in the White House and Sean Spicer and staff have been left out to dry numerous times by the president they are trying hard to serve.

While Saturday Night Live has pilloried Sean Spicer nicely, at the core of Sean's challenge is a leader who loves to sow confusion at the expense of his staff. Sean became ineffective, I would argue, because of the individual he was working for and his dysfunctional leadership style. If I were Sean I would be bitter at how my leader had treated me.

Three. The best leaders support their staff in public and air their issues in private. Whatever one thinks of Jeff Sessions, he is currently being undermined directly and publically by the one who appointed him to his leadership role. Good leaders do not undermine their own staff! This week President Trump called Sessions a "beleaguered A G." Of course if he is beleaguered it is the President who has created the situation for Sessions. This is not only highly unprofessional but it is also disrespectful, counter productive and demonstrated that the "boss does not have the staff's back." 

I suspect that Sessions will choose to leave his role and I also predict that some others will choose to leave early because of their growing conviction that if this could happen to one of their team members it could just as easily happen to them. Of course, the President has also undermined others with whom he disagrees, which leads me to the next issue. 

Four, the best leaders respect differences of opinion and actively solicit alternate points of view. The reason that Lincoln's Team of Rivals worked as well as it did was that he wanted differing points of view, respected them and insisted that his team worked together. This was also true of FDR whose team members did not always like one another but who chose to work together through the issues of the depression and the war. 

This is not President Trump's modus operandi. Consider his ill advised early morning tweets. Almost all of them blast people or institutions that differ from his point of view including his own staff when he chooses (including other world leaders like the President of China, the leadership of Germany or the Mayor of London). While I believe there is huge bias in the news media against the president and all things conservative, I have come to the conclusion that "fake news" includes not only bias but anything that the President disagrees with. His issue with Sessions that has become so public is not with "fake news" but his unwillingness to allow Sessions to make a decision to recuse himself from the Russia inquiry. Ironically, Sessions is actively carrying out the President's policies even as the President undermines his authority and position.

Five. The best leaders take the blame in failure and give away the credit in success. One is hard pressed to find many evidences of this from President Trump. Failure, as a rule, is pinned on others, including members of his own staff and party while success seems to always come back to him. 

I suspect that many great leaders are narcissists and it appears that the President fits that description pretty well. Yet at the core of great leadership is a leader who has gathered a first rate team around him or her and it is because of the team (working synergistically together toward common objectives under good leadership) that the best things happen. That is why the best leaders give the majority of the credit for success to their team. And, since the "buck stops at the President's desk" he/she shields the team from responsibility for failure - at least in public. 

Does any of this matter? It actually does! Consider:

• The best staff will not agree to serve and may not stay when these leadership dysfunctions continue to exist. Sure there will always be people who want positions in the government but the best people may well stay away given what they see.
• These leadership dysfunctions are real downers for the staff that is working overtime to please their boss. It is demoralizing and it is leadership by fear and intimidation. In the long run it is not a healthy leadership paradigm.
• At some point trust between the leader and staff begins to erode when this leadership style is present. I have to suspect that other good leaders on the President's team are watching the issues with Jeff Sessions with great unease. 
• Senior staff do not need the chaos created by a boss who changes his story or contradicts what they have said in good faith. How, for instance, does Mr. Tillerson lead the State Department when President Trump tweets messages contradictory to what Mr. Tillerson has said or creates situations that Mr. Tillerson must clean up with other world leaders. 
• Thinking people around the world including many world leaders are watching Mr. Trump's leadership style with consternation. What should they believe? And why does it seem that he is more critical of his friends around the world than America's enemies (Russia?). 
• If senior staff come to the conclusion that the President does not listen to them they may well ask "Why then am I here?" And leave. 
• Most important of all, there are real issues that face our nation that are largely being ignored because of (I would argue) the leadership style of the President. Yes the media goes after Mr. Trump relentlessly but his style and some of the people around him feed the media beast with reason to be suspicious (unreported meetings, inaccurate or incomplete information). Whatever the organization, when there is dysfunctional leadership at the top the staff of the organization and most importantly the agenda of the organization is sabotaged. 

If your board needs help, I can help

The quality of the work of a board whether a church board or other non-profit directly influences the ability of leaders to lead and the mission to be accomplished. If you want to gauge the health of your board's work, take the test below. If all board members take it and discuss the results it will be a good conversation.

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 retreats.

Here are the links to all of my blogs on church boards.


To assess the relative health of your board, take the test here.

Work harder or work smarter. Eight tips

Almost everyone I know works hard. Most, very hard. If we put as much attention into working smarter, however, we could accomplish more and free up time for other activities. After all, there is nothing more precious for most of us than time. And as we get older we realize that time with family and friends and our own development is a higher priority than spending more time in our work.

The premise of working smarter is based on a simple truth: Not all work yields the same result. The secret is knowing what practices will give us the largest return on our effort. Those individuals who are most productive practice these disciplines.

One: They prioritize and focus their energies. They take the time each day and each week to determine what are the most important tasks to complete and resist the temptation to be sidetracked by other issues that pop up and distract from the most important. They keep the main thing the main thing, stay focused and don't confuse mere activity with results.

Two: They keep track of their main priorities. They have a written or electronic system for tracking their priorities, their obligations and their progress. It is not "all in their head" which usually means we are not paying close attention to what we need to be doing. On any given day or week we ought to be able to quickly articulate what we are working on because we are keeping track of our priorities. Some will say, "But I like to multitask." Multitasking is overrated! Often it is an excuse for not staying focused and research shows that multitasking is actually a detriment to focused work.

Three. They delegate to others those things that they don't absolutely have to do. Many of us find it hard to delegate tasks we have traditionally done. Those who work smart are quick to delegate anything they don't need to personally do to capable people so that they can concentrate on what they do best. This is part of what it means to focus and to understand the unique role that we play and then make time for that role.

Four. They use their calendar to prioritize their work. If you look at the calendar of those who work smarter you see that they have put into their calendar those activities that are the most important to accomplish. They keep those commitments and use their calendar to prioritize their work. They realize that not all activities are equal. They also recognize that they must calendar their most important activities first, before other activities crowd them out.

Five. They understand the value of time
Time is the one thing that we cannot get back. Money comes and it goes but time just goes. It is a precious commodity because it represents opportunities to invest in what is most important to us. Therefor working smarter means that we use time wisely, focusing on what is most important at work so that we have time outside of work to invest in other meaningful activities and relationships. They don't waste time.

Six. They understand the value of relationships and nurture them
Healthy relationships are the foundation of life and work. Those who work smarter actively nurture relationships around them because relationships nurture trust, cooperation and teamwork.

Seven. They evaluate their work regularly
Working smarter means that we evaluate our own work critically and often. Are we focused on the right things? Are we neglecting key areas or are we spending too much time on peripheral activities because they are easier? Where do we need to recalibrate or adjust? Asking the right questions helps us to evaluate our work and adjust where necessary.

Eight. They take regular time to think
Taking time to think deeply about what we do, why we do it and how we do it is a secret of those who work smarter rather than harder. All it takes is  the intentionally to set aside time to think! Again, how we spend our time makes a difference in how we work.

Chase the Career of Your Dreams in 2017

Guest Writer, Gloria Martinez

The year is 2017 and the time is now. You've always wanted to have the courage to go for what you want in life, but someone has always held you back. That someone is you. If you find yourself watching in envy as others move forward into the life of their dreams then this is for you. Nothing is keeping you from being the woman that you’ve always wanted to be —you just need to shake things up! Stop watching your life pass by from the sidelines and actually get in the game! Use this guide as a compass to direct you to becoming the girl of your own dreams.

Get clear on what you want
If you’re going to make any life changes, especially career related ones, then you need to take the time to figure out where exactly you want to go. Is there a dream career that you’ve been wanting to chase but you were too scared to let your family down? Do you want to leave your corporate gig and open your very own bakery? If you are having trouble narrowing down what you want ask yourself this question: What’s something you love doing so much, that you’d do it for free? Whatever you answer is your truth —your passion. When you chase your passion, you are no longer chasing a paycheck. However when you do what you love, the money will come to you anyway. So get clear on what you really want and set the intention to go after it, no matter what.

Make no excuses
When you decide to go after your dream occupation, there is no time for “what ifs” and “I cant’s”. This is where things get real and boil down to how bad you really want it. There may need to be sacrifices made on your end —maybe you’ll have spend late nights working on your craft and have to lose out on sleep. Your social life may take a nosedive for a while. Whatever it takes to get it done, by all means just do it and make no qualms about it. Sacrifices are a part of the process and excuses only keep you further away from the finish line. The true reward comes when you get to wake up and be the person you’ve dreamed about becoming for so long.

Speak it into existence
The job you want to create and the life you want to live are already there. They’re just waiting on you to acknowledge them. Visualize what it will be like everyday when you get to do what you love. What emotions does it bring about? Stay with those emotions and let them guide you toward the reality you are creating. When you picture yourself as already attaining your goals you are setting yourself up for success because it springs you into action. That feeling will give you the drive and motivation you need to make that leap toward your life of fulfillment, even on days where you feel less than motivated. Keep the vision of how your life will be vivid and current in your mind, and watch as your reality unfolds to meet your thoughts.

The year is young and your future is bright. If you see what you want clearly in your head, then it is on you to take hellbent action to make your dreams a reality. Shift into the career that feeds your passion, and the rest of your days will never feel like work. If you believe in your heart that you already have everything you need then you’re halfway there!

Ms. Martinez believes that while women have made many advancements toward “shattering the glass ceiling,” there is still much to be done. It is her aim to help increase the number of women-led businesses by educating others about the topic. See her website at WomenLed.org

Seven indicators that our ego may be getting in the way of our leadership

An overly inflated ego is a challenge for leaders who are often in their positions because they have seen success. The success that positions one for leadership can also be our subtle undoing when we allow it to feed our ego, which has a voracious and unrelenting appetite. 

Most of us like to think we are not conceited, yet that is the most fantastic conceit of all. However, we can be aware of signs that our ego (and conceit) are getting in the way of our own emotional health and leadership. Awareness can help us manage the appetite of our egos.

Being defensive or angry when we are challenged.
Defensiveness is nothing more than our ego screaming, "Don't challenge me because I am right," even when we are not. It keeps us from hearing the truth and perspective from others, leaving us with only our limited perspective. This is why the best leaders train themselves to be open to differing perspectives and cultivate a non-defensive attitude.

Being reluctant to delegate

An unwillingness to delegate is often our ego speaking: "No one can do this as well as I can." In most things, others can do things better than we can, but who wants to admit that! Healthy leaders do. In fact, they encourage others to find better ways of doing things to build better organizations. We may not realize it, but an unwillingness to delegate can indicate an unhealthy ego.

We need to always get our own way.
Why would we need to always get our own way if not because our own self-worth or conviction that we are always right reveals an overinflated and unhealthy ego? Healthy leaders desire to do the best thing to reach the desired outcome, which has nothing to do with whether it is their way or not. Unhealthy egos demand their way regardless of whether other ways might be better.

Being jealous of the success of others
Whenever we become jealous of the success of another, we should sit up and take note that we have an ego problem. Jealousy over the success of another is a sign that we believe their success somehow diminishes us! Only unhealthy and hungry egos react this way. These egos will resist hiring anyone who might outshine them in some area, and is a dangerous trait.

Taking credit for success and deflecting blame for failure.
This happens in ministry, business, politics, and everywhere there are people. We love to overinflate our abilities and underinflate our weaknesses. Accolades feed our hungry egos, and those same hungry egos don't want to admit failure, so they deflect it to others. Healthy egos share success with the team and are willing to take responsibility for failure. Healthy egos never need to be fed at the expense of others in success or failure.

A critical spirit
Critical spirits can come from a need to build ourselves up by putting others down or an attitude of superiority - both of which are connected to unhealthy egos. If we become critical, we must ask ourselves why we see a need to diminish rather than encourage others. An attitude of criticism is rarely a sign of a healthy leader, and it usually has to do more with them than with those they are critical of.

Slowing down on learning and developing
How is this related to ego? It is an assumption that we no longer need to learn new things or put it another way; we already know all that we need to know. That is a lie of our ego. The need to invest more time in learning is critical because our world is changing at an increasing rate. Humble individuals invest in learning, while proud people feel they don't need to.

Five difficult transitions leaders must make as their organization grows

Organizational growth is not without its challenges, particularly for a founding leader whose role needs to change if he/she is going to transition their organization from the entrepreneurial phase of leadership to a more mature and stable organizational environment. In fact, it is the ability and flexibility of the leader who determines whether this transition is successful or not. Below are five transitions that a leader must make but which are often difficult for them.

One: Moving from solo leadership to shared leadership.

Founders are in charge! But, as the organization grows, there must be a move to a shared leadership platform or a team at the top where the key senior leaders chart a course together. This does not mean that the senior leader does not keep some decision-making prerogatives, but it does mean that they begin to share key decisions with the key leaders whom they need to be on the same page. This is highly advantageous to the senior leader as several sharp minds are better than only one.  But it can be difficult for the senior leader who is simply used to getting their own way.

Two: Delegating responsibility and authority.

No one's span of control is indefinite, and part of leading a growing organization is the ability to delegate key responsibility and authority to trusted leaders. Delegating responsibility is usually not an issue, but being willing to delegate true authority often is. After all, the founder is the one who is used to keeping authority close to their vest, overruling others as they see fit, and making decisions on the fly when necessary. But you cannot delegate responsibility without authority in a healthy organization, and what comes with the territory when one does is that your subordinate may choose to get the job done in a different way than you would. After all, they are not you. Being willing to delegate both authority and responsibility can be a scary but necessary step a founder needs to take.

Three: Flying at a higher altitude

Since founders are used to doing many things themselves, they are comfortable being in the minutia of details as well as thinking through the larger picture. This works when an organization is small. It does not work as the organization becomes larger. Now, there are others who are responsible for many of those details, and a leader needs to get out of the way and allow others to do what they were hired to do. They, in turn, need to fly at a higher altitude and focus on those issues that they are best suited as the senior leader to focus on. 

Diving from ten thousand feet to intervene at 5,000 feet does not work in the long run as staff start to feel that they are not trusted and that their work is devalued or interfered with. But it can be very hard for founders to stay out of the way of others as they are used to being able to pop into any situation they choose to. As long as they do, however, the organization will not flourish.

Four: Meeting regularly with a senior team to drive the agenda of the organization.

In small, founder-led organizations, the founder often runs things by the seat of their pants with little organizational rhythm. After all, the goal is simply to survive and not become one of the statistics of the many who don't. As the organization grows, however, there needs to be a shift to a more mature leadership environment, and as other leaders are added, this includes a senior team that meets regularly and where the direction of the organization is determined. 

These meetings are not simply forums for the leader to tell others what they need to do (remember, there is now shared leadership). Nor is it simply a forum for each member to update the others on what they are doing (remember the words shared leadership). Rather, it is a place for the team to grapple together on short and long-term issues that will help the organization grow and be successful. Because founders are not used to these kinds of meetings, they can view them as an afterthought when, in fact, meeting regularly and having the right things on the agenda is crucial for success.

Five: Realizing that ego is the enemy

There is a book by that name, and it is well worth the read! It is easy for founders to believe that they have all wisdom - after all, it is they who got the organization to where it is today. If they believe that they are all wise, have the best ideas and wisdom, or must have the final word on all matters, they lack the personal humility to lead well, and it is likely that other good people will not stay with them. 

Ego is often the nemesis of founders. In fact, one of the functions of a senior team is to keep a leader from making foolish decisions! Humility gives a leader the ability to listen, take advice, hear things they don't want to hear, delegate authority, and keep themselves from messing it all up. The active practice of humility and recognizing the dangers of ego is perhaps the most crucial thing a leader must pay attention to - especially founders.

Growing an organization is exciting work if we are able to recognize the transitions that we must make in order for it to be successful.

Dealing with the parts of our lives and jobs that we put off because we hate doing it

For all of us, there are pieces of our lives that we don't enjoy doing. It can be in our personal lives or in our jobs. These are the things that we put off, procrastinate on, and allow to pile up, and the longer we ignore them, the more daunting it looks. Often, when we do tackle what we don't like to do, we are grossly inefficient at it. After all, we are not motivated to get it done. For those who are normally disciplined, it creates dissonance knowing that the pile of stuff accumulating in a corner of the office is unattended to.

Even when we are in our perfect job, there is a percentage of our time (20 to 40%) that requires us to attend to things that drain rather than fill us. For me, it is taking care of small details. At periods of my life, I have had administrative assistants who loved the details (a great blessing to me). At other times, I have had to do them myself. I just don't enjoy doing them, so it is easy to put them off. For some, it is phone calls; for others meetings where there might be conflict. Whatever it is, it is important to deal with it.

The key to this dilemma is to develop habits (actions done enough times so they become habitual) that help us overcome our aversion and allow us to stay on top of important details. I have several suggestions.

First, schedule regular time weekly, in a block, to deal with those things that you really don't want to do. One can get a lot done in a two to three-hour block of time. The key to this is to focus completely during that time so that one gets as much done as possible. When finished, you have the satisfaction of knowing that a great deal has been accomplished.

Second, schedule a short period of time each day for the things that need to be done immediately but which you would otherwise be tempted to put off.

Both of these should be in one's calendar, and the more often we practice it, the stronger the habit will become and the less aversion we will also have. In addition, the dissonance of undone work is no longer an issue, and our tendency to procrastinate will be lessened. It is, after all, now a habit in our weekly and daily work.

Of course, we can always put this off....

Three meaningful gifts every leader can give away to their staff

Leaders come bearing gifts to their staff. They set the culture of the organization in positive and sometimes negative ways. The best leaders create a culture of clarity, development and optimism that we can accomplish our mission. All three of these are positive gifts to the staff they lead.

The gift of clarity is helping everyone be crystal clear as to what we are about and what our focus needs to be. The more sharply we can articulate our direction and focus, the more our staff can in turn focus their work! Focused clarity within organizations is not as common as one might think because it requires an enormous effort  by leadership to clarify their mission and an equally enormous effort to keep the organization focused on that mission. However, that clarity is a great gift to staff as they know what the goal is and where their energies need to be focused.

The gift of staff development is an indication of whether leaders are generous in seeking to help staff grow and develop or selfish in simply using staff for their own purposes. Think about the various work roles you have had over the years and ask the question, "did I leave that role with greater skill and success because someone intentionally developed me or was I simply left to my own devices?" Leaders have a stewardship responsibility to help staff grow, flourish and to give them opportunity to use their gifts fully. This is a truly significant gift and staff never forget the gift.

The gift of optimism is an attitude that together we can get our job done and accomplish our mission. A leader's optimism with their staff is critical in today's uncertain and competitive marketplaces. Optimism creates momentum while pessimism creates discouragement. Optimism married to a culture of teamwork and cooperation allows organizations to see results that no one could accomplish on their own. Regardless of whether a leader feels optimistic on any certain day, they give a gift to their staff when they choose to convey a positive attitude.

Every leader can give these three gifts to their staff - if they value their staff enough to do it.

In serving our customers it is often the little things that count the most

Serving our customers is a goal that every organization would say they have. And many organizations do it very well. But we often don't realize how the small things we do or don't do directly impact customer service. In fact, some of those small things don't even seem to relate to customer service - but they do!

Let me give an example. In working with an organization that does excellent work there is a common complaint. Email's between colleagues often do not get returned in a timely manner. Some not ever. But that is an internal matter, right? Not really! What seems to be a strictly internal matter which we often think does not matter has a direct bearing on the customer because how we operate and communicate internally either allows us to serve our customer well or not.

In the case referred to above there is a customer service department that deals directly with those served to solve problems and ensure an outstanding customer experience. This often means communicating with others within the organization. When there is no response or delayed responses they end up operating in the dark as to whether issues have been addressed or not. In addition, in the absence of information it is not possible for those responsible for the customer experience to ensure that breakdowns in that experience get addressed. So what is seen by some as unimportant (answering an email in a timely fashion) is actually very important in fulfilling the mission of the organization.

In most cases, it is the small things rather than the big things that allow us to serve our customers well. What seems insignificant to us may in the end be most significant in delivering on our promises to the customer.

The absurd story of Christmas

No story is better known. No story better captures the heart of a child - small or grown - than the one we celebrate today. No matter how many times we hear the story it never grows old, it never disappoints, never ceases to evoke deep emotions of wonder, awe and comfort. An angel’s proclamation to illiterate shepherds, a teenage unwed mother, a loyal carpenter fiancee, the evil king Herod, a cold, clear, Bethlehem night without a place to stay. A messy birth in an animal’s stall, alongside a dirty alley in the dark of night. Confused cows watching unknowing as the Son of the universe stares back unknowing at the very animals He had created eons before. A mother, a child, a carpenter, a few agitated animals and the pungent smell of manure.

This is a story so absurd that it could only have been scripted by a Divine hand. No other writer would have attempted such a script. If they had they would not have claimed it to be true: fiction maybe, but not reality. This is not how the One whose voice had echoed off of a billion galaxies would make His entrance. Without CNN and Fox News, into a hovel known affectionately today as Bethlehem but then nothing more than a tiny village on the path to Jerusalem. 

His entrance was marked not by a proclamation to kings but to astonished herdsmen sleeping with sheep. The heavens opened with ten thousand voices – not over Jerusalem the ancient capital – but over a tiny grazing field for a handful of insignificant shepherds. They would be the only witnesses of the grand entrance of a King. No other writer would have written such a script. 

No other author would have taken such a chance. For behind this story there are echoes of another story - equally incredulous. Centuries before in the vastness of eternity past – when infinity kissed infinity, The Master of Infinity spoke into being the universe in which we live - 3,000 of whose stars are visible to the careful eye, 30 billion visible from a large telescope, - the other 90% of the universe still hidden from our eyes. Its splendor an eternal testimony to the Author of the story.

Immortal, invisible, God only wise,
In light inaccessible hid from our eyes,
Most blessed, most glorious, the Ancient of Days,
Almighty, victorious, Thy great name we praise.

Great Father of glory, pure Father of light,
Thine angels adore thee, all veiling their sight;
All praise we would render: O help us to see
Tis only the splendor of light hideth Thee.
(Walter Chalmers Smith)

The Author’s heart had love that could not be contained. A heart full of love is not easily satisfied. Transcendent goodness longed to give away infinite love. Again the Author spoke: A planet was expertly crafted. One among billions. A people wonderfully created – in the image of the Author. Free to love, free to experience the infinite goodness of the Author. Free to revel in His infinite Love. But above all free. Love cannot be forced and remain love.

We are not the sole owners of broken hearts. No heart suffered such sorrow as Infinite Love rejected. Image bearers rejected the Image Maker. The story’s characters fired the Author to write their own script. Unmatched, searing pain pierced the Author’s heart as the loved jilted the Lover. 

Chaos infiltrated beauty. A planet was hijacked and spun out of control. Poverty of spirit supplanted endless joy. Unfulfilled hearts realized the pain of lost love. Without the Author, individual story lines faltered – and failed. Sadness reigned. Darkness descended in seeming endless gloom.

Truth can be stranger than fiction. For in the pained heavens the grieving Author plotted love’s revenge. An awesome revenge that only Divinity could contrive – that only Divinity would contrive. Having lost His loved, the Lover would send His most loved to reclaim His heart’s desire. The rejected Creator would kiss the unfaithful created. Tender mercy in place of deserved destruction. An astonished heaven broke into unbelieving applause. Image bearers would be reclaimed by the Image Maker. Light would once again prevail over darkness. Brokenness would be made whole. Peace would triumph over chaos.

All was silent in the heavens on the chosen night. Angels held their corporate breath. For nine months the Son had been absent, resident in a young girls womb, coming to us not as a king but incognito, just one of thousands of children that would be born on a lonely planet that night – into the darkness that our word had become. Placenta covered the Son of the universe arriving to claim back His beloved: this time, one by one, heart by heart. Tender mercy arriving in disguise: one of us, one like us. On that night, the Author personally entered our story. 

Such humility our world has never known. A stunning reversal for a world gone astray. A Heart full of love is not easily satisfied. Transcendent goodness longing to give away infinite love, arriving under cover of night in order to “shine on those living in darkness…to guide our feet into the path of peace.” (Luke 1:27).

When an author writes, each character is unique; each has his or her own story-line. We, each have a story – unique, unrepeated, singular. Each story has its own joy, its own pain, its own pathos and unmatched quality. But each shares one singular, astonishing feature. We are made in the Author’s image, and He will not rest until we have invited Him to join in our story. 

More astonishing than the script He has authored, the story we celebrate today is that He also wants to enter into your story. This is the most ancient of stories but it is also the most contemporary of stories. The Christmas story is but one chapter in the Author’s divine script. The Author is still writing. And every person who invites Him into their story becomes a separate and unique chapter in His unfinished book. And into each story He brings His light and peace. 

“For God so loved the world that He gave his one and only Son, that whoever believes in Him shall not perish but have eternal life. For God did not send His Son into the world to condemn the world, but to save the world through Him.” (John 3:16-17.)

Have you invited Him into your story?

Silence, Chaos, Rejoicing, Holy Awe

Silence

The heavens held their collective breath for the Son was gone. The unimaginable was unfolding. The One who had superintended creation was now ready to be born a creature. What could this mean? Majesty of heaven rejected for the poverty of a squalid earth and a people who had rejected truth too many times to count. They had traded the garden for a lie and now the creator traded majesty for obscurity. It was a silence of unbelief, awe, apprehension and wonder!

Chaos

Nativity scenes are peaceful and neat but this night in Bethlehem was anything but. The tiny town was full of travelers, the inns and taverns were full and noisy and crowed and smelly. Desperately, a man tried to find a place for his wife, swollen with child, water about to break, a place where a child could be born in dignity but it was not to be. Instead, it was the to be with the animals, hay and manure, the sounds and smells of the adjacent Inn intruding on this holy moment.

Rejoicing

The silence of heaven gave way to song and praise and rejoicing penetrating the chasm between heaven and earth so that even poor shepherds heard the choir and angelic announcement. This first musical Christmas card came not to the mighty and powerful but to the poor and powerless: A symbol of the Kingdom that was coming - good news for those who needed the same. Good news of a great joy which shall be for all people. Even us, even today! A Savior, who is Christ the Lord. Now there was silence on earth as the shepherds tried to understand the import of the news. 

Holy Awe

There was one who knew that the universe had changed and that what was was not what would be: Mary. Too young to be jaded, faith filled and and in awe of the child that lay at her breast. For she knew that He was not of this earth though she did not know the price He would pay. She remembered the angel who had visited her upon her pregnancy. Now she heard the report of the shepherds who came to visit. All the people wondered at their report but Mary, treasured up these things pondering them in her heart. She knew, not fully, but she knew! 

We know fully for we know the rest of the story. Does it move us as it moved the heavens, the angels, the shepherds, the people of Bethlehem and Mary? This is a day to consider, to rejoice and to be awed at the love that drove a rejected Savior to save the broken, the needy, each of us who have received Him in faith.

Trump, Clinton, truth, Jesus and grace

One cannot read any social media these days without being inundated by information on the upcoming election, the demonization of one candidate or the other, charges, counter charges and some pretty hot feelings about what a Christian should do in the upcoming election.

There are Christ followers who believe they cannot vote for either candidate. There are others who insist that you cannot be an evangelical and vote for Trump. And there are those who say you cannot be a true evangelical and vote for Clinton. Enter theologians with PhD's who have proven to us their case (on both sides). They in turn have been vilified for taking the wrong side in this interesting election, which ever side they have taken.

A few observations.

Neither side respects women. Trump may lack tact and may well be guilty of what he has been painted as (per his own words). On the other hand if the unborn are truly human (and I believe they are) Clinton is certainly not respecting the right of those "girls" or "boys" to live. Both sides have lied significantly and both deny the obvious. Politics today is dirty - and any reading of American history even back to our founding father's shows that this is nothing new. Further, much of our politics is driven by our own fears - whatever they are: immigration; supreme court choices; character of our elected leaders (they have rarely if ever been saints); the economy; and whatever else our fears are. All of this has polarized the nation and Christ followers as well - sadly. My final observation is that Jesus does not carry a card of the independent party, the Republicans or the Democrats. He is above our party squabbles and He has His own concerns that are not directly mirrored by any political party.

Paul made a significant statement when he wrote that we see through a glass darkly. I certainly do on many issues. I think each of you do as well. Our truth on issues not clearly delineated in Scriptures is always partial truth. It is why on even theology, God fearing individuals can have differing interpretations. Convictions are great and I respect them. But in the political arena there is a lot of grey given the observations above. I can share my convictions and the reasons for them with others but I cannot expect all to agree with me if we see through a glass darkly.

Members of my own extended family most of whom love and follow Jesus will vote on different sides of this election for valid reasons. It would be wrong for me to judge their choice if they are doing so out of their own conscience. It is equally wrong for us to allow politics to divide us in the church. There are valid reasons to vote for both candidates even from the perspective of a Christ follower. And there are reasons for those who choose not to vote for any candidate in this election. Civic duty notwithstanding.

This is not the first election - and will not be the last where people believe that the fate of the nation is at stake. We hear that every four years. And the gospel is not dependent on who gets in the supreme court. Besides, if you notice, those who do get in often don't vote the way the president who chose them thought they would. And last I heard, Jesus stands above nations and rulers and accomplishes His will since He is sovereign and is bringing history to His intended conclusion. Daniel in the Old Testament fully understood that as he represented one of the most pagan kings of the ancient world.

So my commitment is to pray for the nation, for the candidates (and God is quite capable of using either one for his purposes) and to give others grace in their convictions knowing that I see things through a glass darkly and will until the vision is fully cleared in the presence of the God of complete truth and righteousness. Jesus expects grace from His people toward one another and toward those who don't follow Him. When we lack grace we are not representing Him no matter which candidate we intend to vote for (or none at all). Grace matters!

Five ways for leaders to overcome their fear of organizational change

Let's face it: organizational change is uncomfortable, and it is one of the reasons that it does not happen often enough, even when there is clear evidence that without it, our organization will not go to the next level of effectiveness. In the many years that I served as an organizational leader, I had to personally deal with this uncomfortableness. In my years of consulting, I have watched leaders struggle with the implications of necessary change because of its impact on them and the comfort of the status quo.

Organizations that remain static today quickly find their effectiveness eroding. Changes in the marketplace, the size of the organization, the need to break through growth barriers, or the necessity of trying new strategies all require change, and the first barrier that must be overcome is the reluctance of leaders to embrace it.

Why would organizational leaders not embrace change that can help their organization become better and more effective? Change is uncomfortable! It means that we must move from comfort to discomfort. It means potential changes to our "turf" and how we are used to doing things. It can impact reporting relationships and, therefore, the "politics" of the organization (and all organizations have politics). It requires us to think about our work differently and often more strategically. All of these factors make change uncomfortable, and unless leaders are able to overcome their discomfort, they can be the barrier to organizational growth and effectiveness.

How, then, do we overcome our discomfort to change? It really goes into how we think about our work and about change. 

First, it is OK to admit that change is simply hard. Often, we resist change as leaders by arguing that it is not needed rather than just admitting that it makes us uncomfortable. Any major change needs to be prefaced by the fact that it will make us uncomfortable.

Second, we need to remember that our work is not about us but about the mission of the organization. If change is required to better fulfill our mission (and it will be), we embrace it because our commitment is not to our personal comfort but to the fulfillment of the mission of the organization. To resist change because of our own discomfort is to see our work as about us rather than about the mission we are committed to.

Third, we need to be willing to embrace uncertainty as to how the change will impact us. Here is another fact: There is uncertainty in change, and until we get through the whitewater to the calm water on the other side, we will need to live with uncertainty. But also recognize that our fears are rarely founded in reality: they are simply fears of the unknown that change brings. True leadership is about the ability to negotiate needed change for the good of the organization, not to guard our own comfort. Even when we try to understand the consequences of necessary change (which we should do), there will be implications that we do not foresee.

Fourth, as leaders, we need to understand that change is good for us. It requires us to sharpen our thinking, our strategies, our assumptions, and our ability to adapt to a changing world. Usually, our resistance to change is about us, while our willingness to embrace it is about the effectiveness of our work and the mission of the organization. Dealing with organizational change makes us better and sharper leaders.

Fifth, we need to think of change as innovation. That is what it is: innovation to increase our effectiveness. No company survives for long without innovation. If I view organizational change as a nuisance, I will resist it. If I see it as an innovation that will help the organization do what it does better, I will more willingly embrace it. Innovation is always an ongoing process in any organization.

Notice that all of these five principles are about how we think about our work and our role as leaders. If we can change the way we think about change, that change will become easier.

How the internal quality of our organization impacts it bottom line results

I have had the opportunity on two occasions recently to interview the senior staff of business organizations. They were unusual in that they both had amazingly healthy cultures. Staff had collegial and cooperative relationships, they were focused on their mission, were innovative and were delivering results and serving customers in competitive markets. I gave them high marks for the engagement of their staff, their culture of results and the quality of their strategies. In both cases, the businesses were growing and their potential for the future was bright.

So why was I there? Because in both organizations there was a recognition that as well as they were doing, there were internal issues that if resolved could allow them to go to the next level of growth. These leaders recognized that the internal quality of their organizations had a direct impact on their bottom line results.

Think about this. In a flat world, everyone has essentially the same access to information. But that does not mean that all can deliver the same results. To the extent that we allow internal processes or culture to get in the way of what we do we compromise our effectiveness. So paying attention to the internal culture, relationships, processes and the inherent disconnects within the organization becomes a key component of ongoing success.

In my experience, there are three key factors that ought to be paid close attention to.

One: Relationships that are askew. When relationships between staff are strained cooperation, communication and innovation suffers. Solving relational disconnects impacts the whole organization as well as the ability to be all that the organization can be.

Two: Processes that could be more efficient. In the competitive environments we all work in this is a huge factor. Ironically, it is often in our times of success and growth that we ignore this factor because we don't have the time to focus internally with the work we are doing externally. Yet, focusing on our internal processes is the key to future growth and effectiveness. The goal of efficient processes is to drive wasted time, energy and money from the system and foster cooperation and efficiencies that will give us a competitive edge.

Three: The quality of our services or products. In a recent conversation, I discovered that service calls needed to be done on about one third of installations from a well known and successful home product supplier. Driving down such time consuming service calls would obviously make a difference to the bottom line as well as to customer satisfaction.

The key to all of this is developing a system for ongoing analysis of the internal culture, relationships and processes of an organization whether they be in the for profit or non-profit sectors. This presupposes that there is as much attention paid to the internal quality of our organizations as there is to the services we provide to external customers. The first directly impacts the second.

The consequences of leaving poor leaders in place

I have been following the saga of a friend who works for a global company. She is very good at what she does, outperforms her peers and produces results that have cause more senior managers in the organization to take notice and cheer her on. There is one manager, however, who does not and it is her supervisor.

The MO of the supervisor is one we have all probably seen at one time or another. He loves to blame when things don't go well. He has been known to be less than honest. He has a history of berating his staff. When staff need help he often does not come through and rarely on time when he does. One can leave conversations with him feeling belittled and denigrated. My friend has experienced all of these behaviors.

Here is the interesting thing. Everyone seems to know of this individual's behaviors. Fellow staff do and warn one another. More senior staff members have indicated to my friend that they know her manager can be difficult and tell her to let them know if she needs anything, effectively telling her to work around the system when the manager misbehaves. It seems to be common knowledge that this manager does not produce, does not build team, divides rather than unifies teams, is consistently defensive and difficult to work for. Yet, no one seems to be willing to do anything about it except to acknowledge it quietly behind the scenes.

I have seen this scenario played out too often in both for profit and non-profit organizations. Even in places where the vast majority of leadership is healthy and caring. What puzzles me is that there are consequences to allowing poor managers/leaders to stay in place. Those consequences include:

• Poor morale
• People who decide to leave and work elsewhere
• Cynicism among staff
• Loss of respect for other more senior staff who know and do nothing
• The need to negotiate around the very person who is charged with serving their staff
• Division among staff who are played against one another in an atmosphere of mistrust
• Significant loss of teamwork, common mission and morale
• Loss of missionality where staff start to look out for their own interests rather than the mission of the team

The bottom line is that scenarios like this hurt everyone - the entire organization. It is a violation of the pact that organizations make with their staff and eventually it causes loss of good people and effectiveness. If your organization has examples like this, deal with it for the sake of everyone involved.