Issues that put a leaders job at high risk

Leaders live with a higher level of job risk than many others. Ironically, once they achieve a leadership role they often relax rather than pay the close attention they need to critical issues that contribute to the kind of healthy leadership that leads to longevity. I have watched leaders ignore these issues and be surprised when they lost their leadership role often in less than pleasant circumstances.

The risk increases with one's leadership tenure because the demands of a growing ministry become higher and the tendency to relax and lose focus also increase. If you lead, whether a team or division or organization, think about how you are doing in the following areas which are critical to leadership longevity.

Defining clarity. The first job of a leader is to provide maximum clarity to the organization or part of the organization they lead as to what they are about. The second job is to ensure that there is full alignment around that clarity and the third job is to ensure that there are results based on that clarity. When a leader fails to continue to provide significant clarity the organization or team starts to wander and staff become restless - a dangerous symptom for a leader.

Focusing on the missional agenda of the organization. While this may seem obvious it is easy over time to slip from leading to managing the status quo. Once we stop leading toward greater effectiveness we essentially plateau the organization or part of the organization we lead. The lack of forward progress and pro-active leadership becomes an irritant to other good staff who look to their leader to provide direction and lead boldly.

Leading a healthy team. Again, this may seem obvious but all too often, leaders start to neglect the health, unity and strength of their team. This may be because they are not working with their team to drive the missional agenda forward and the team starts to wonder what their real agenda is. It is also possible that leaders start to focus on their agenda rather than the team's agenda and the team starts to feel that they are not a priority to their leader anymore. When leaders start to lose the confidence of their team they are in a dangerous place.

Dealing with critical organizational issues. There are always issues that if ignored will hurt the organization or if pursued will help the organization. Many of them can be difficult: staff who don't belong anymore; structures that don't work well; paradigms that our outdated and need to change and other threats or opportunities. 

Often, leaders tackle such issues early in their tenure but tend to move toward comfort later in their tenure - leaving critical issues untended to. This is why new leaders often need to clean up messes or issues ignored by their predecessor. When we stop being aggressive about critical organizational issues we have moved from leadership to management of the status quo.  Good staff notice and become discouraged because they want to give their time and energy to something of significance.

Ensuring that the organization delivers on its mission. I am frankly amazed at how many leaders (and their boards) do not look realistically at what they are accomplishing relative to their stated mission. Because our bottom line is not financial like the business world it is easy to gloss over substandard results. Poor results are frankly the outcome of the previous issues not being properly addressed. Eventually this catches up to a leader as boards and/or staff start to ask hard questions.

Focus and vigilance are hallmarks of good leaders. Once we lose our edge it is hard to get it back. If we lose the confidence of our core team we can no longer lead well and we are in a risky place. Leaders can relax in who they are but they cannot relax in leading well and staying energized in that role. Like the proverbial frog in the kettle, it is easy to lose our edge and not even know it until we lose key staff, the confidence of our team or of our board and we find ourselves sidelined. 

Nine overlooked but unhealthy character issues in leaders

Leaders often get a pass on character issues that are not blatantly sin but are problematic nevertheless. This is especially true of leaders who can produce results and it is not uncommon for results to trump character in our evaluation of leaders. 

The problem is that these overlooked character issues do in fact matter. Allowing them to continue is dangerous for the leader as these traits generally grow rather than diminish if not checked. It is also dangerous for the organization and in fact puts the organization at risk both of a problematic culture and the possibility that their leader will get himself/herself into trouble because of these character issues.

Supervisors, colleagues and boards all should be aware of these problematic behaviors and find ways to press into them when they see them - for everyone's sake. No matter how good someone is, these behaviors are a loss for everyone!

Never being wrong. This may mean a lack of admission, blaming others when things go wrong, spiritualizing them away or not apologizing to those for whom wrong decisions had a negative impact. Not admitting errors or bad decisions is a sign either of an insecure or prideful leader. Often the two go together.

Spiritualizing everything. This behavior is problematic on two counts. First, people usually spiritualize when something goes wrong and they don't want to take personal responsibility. Second, it is the "God card." To push back on something that God is "responsible for"  is pretty hard. Lot's of things are not spiritual. They are what they are and they are the results of decisions we have made.

Manipulative behavior. If you feel manipulated in a relationship it is probably present. This can take many forms but its design is to use you for their purposes. Manipulative behavior is really about using others for outcomes we want and is thus a violation of the free will of other people. It is wrong, violates other people and a sign of a personality disorder in the one who uses it.

Exaggeration. This is usually about ministry results or it may also be about ministry possibilities or plans. Exaggeration is dishonesty whether through overly optimistic thinking or wanting to paint a picture so good that it violates truth. It is salesmanship over the top rather than truthful and factual and it goes to the heart of what it means to speak truth and to avoid untruths.

Information withholding. This is actually a form of control and manipulation. As a leader, if I withhold information that could and should be known by others I have power that they don't have. It is very effective and very unhealthy. Some leaders will share information that makes them or their cause look good but carefully withhold information that would do the opposite. It is a dishonest, manipulative and self serving behavior.

Unwillingness to listen. This behavior conveys an arrogance that I have the answers, I know the direction, I don't need you and you have little to contribute to my thinking. Eventually this behavior and attitude will contribute to problems if not a train wreck. Those who will not listen carefully to others are displaying a dangerous autonomy.

Anger if crossed. This is both a sign of self importance and entitlement - how dare you disagree with me - and well as manipulative - this is what happens when you cross me. Autonomous people don't like to be challenged and autonomous people are dangerous in leadership. Anger shuts down alternative views and robust dialogue.

For or against mentality. This behavior rewards those who agree with and push the agenda of the leader and punishes those who disagree or speak candidly. Those who agree are insiders while those who disagree find themselves outsiders. Like, anger, this behavior shuts down alternate views and robust and healthy dialogue. 

It is not uncommon for those with this behavior to reward their inner circle with gifts, compliments and praise while being critical and cool toward the outsiders. Again, this is manipulative behavior designed to allow the leader to get his/her way and accomplish their agenda. They have the skill of making insiders feel very good and outsiders very bad - even abandoned.

Self importance. All of this is about an inflated self importance and the assumption that "I am the one who can make this ministry flourish." Without me it will fail or be much less than it is with me. Self importance must elevate self and to do that it must also devalue others and their contribution. When it becomes about the leader, healthy team is impossible.

These behaviors are antithetical to the leadership style and teaching of Jesus. They are also destructive to team and devaluing of others. When we choose to overlook them we end up hurting the ministry we represent and the staff who are impacted. 

Grace Magnets

Want to be a magnet of grace like Jesus? Consider these attitudes!

• Yes I will forgive you
• I am so sorry for what you are walking through. How can I help?
• I accept you for who you are including your brokenness.
• I want the best for you.
• I will tell you the truth but always with grace - like Jesus.
• There is no sin that is not redeemable. Will you let me walk you toward Jesus and wholeness?
• You can tell me anything about yourself and I will still love you and accept you.
• You are important. There are no little people with God. Others may not feel you are important but I do.
• I will not judge you for choices you make even though they are not the choices I might make. 
• I will not play the Holy Spirit in your life but will point you to Jesus and Scripture.
• If I need to confront you I will do it with humility and grace knowing how broken I am.
• I will be transparent with you about my own life and struggles.
• I will choose to love you even if you betray me.
• I want you to see Jesus in me.
• I will be there for you in times of difficulty and trouble.
• If you are one of the "least of these," I will treat you like one of the "greatest of these."

"The Word became flesh and made his dwelling among us. We have seen his glory, the glory of the one and only Son, who came from the Father, full of grace and truth (John 1:14)."

Grace busters

While there is a great deal of talk about grace in the church there is often a remarkable lack of it among Christians. Amazing grace does describe the posture of Jesus toward us. It often does not describe the posture of believers toward one another. 

Think about these grace busters:

• Gossip
• unforgiveness
• Conditional acceptance
• Exclusion of certain people
• Lack of empathy
• Critical spirits
• Legalism
• Harsh words
• Judging motives
• Impatience with spiritual progress in others
• Spiritual masks that hide inner brokenness
• Judgmentalism
• Lack of acceptance

Grace is one of the most powerful magnets of people to Jesus and thus to Him through us. When it is present it is truly amazing grace. When it is absent it is a spiritual repellent. Let's be people who reflect he amazing grace of Jesus - who saved a wretch like us.

The upside of crisis situations

I don't relish dealing with crises. As an organizational leader, however, I must do so from time to time and as a ministry consultant it is not unusual to be asked to help ministries in crisis. One of the things I have learned in the process is that while all crises must be managed and many are painful, if handled well there are also positive opportunities. My advice to other leaders is never to miss the opportunities inherent in crisis. Let me explain.

When I think of crises I am thinking of a broad variety of issues with significantly impact an organization. It can be financial, the death of a key leader, the failure of a leader, a bad choice by a leader that impacts staff or partners or constituency, mass resignations over morale issues, major discontent on staff or other situations that force leaders to go into damage control to deal with a significant crisis. All of us in leadership can point to crises we have had to deal with: the list can be long.

But think about this:

Crisis situations can be a great clarifier. More than once in my long tenure with the EFCA we have faced major financial crises. Some because we overspent and had not controled budgets, other times because of the economy. Every time, however, we have been forced to ask the question, what is really important to us? What is central and core to our mission? What are we doing that is ancillary and needs to be set aside in order to focus on the core. These are not easy situations because they impact wonderful people but they are necessary conversations for ministries to have on a periodic basis.

Crisis situations can build greater trust between leaders and staff and constituencies. 
When crisis happens, the one thing staff and others often do not expect is that their leaders will be open, transparent and honest with them. There is so much spin in our world that we are not used to being trusted with the truth. Leaders who choose to tell the truth about the situation gain great trust from staff. Candid answers go a long ways in building greater trust.

Crisis situations allow you to refocus and change paradigms.
Change is often difficult when there is a perception that all is going well. In a crisis, everyone knows that this is not the case and it is often possible to make changes and to refocus with the crisis as the presenting reason. 

Crisis often flushes out other issues that need to be addressed.
Take for example, a financial crisis. The presenting issue is that there is a shortage of funds. But there may be other issues involved that you can and must now look at including: Are we focused on the right things; are there areas we could be consolidating for savings; do we have a clearly defined mission that causes our constituency to support us well; do we have staff who are under performing? Thus the presenting issue simply brings to the surface other issues that need addressing.

Crisis tests the mettle of leaders in a good way.
The test of leadership is not what happens when all is well but when it seemingly comes apart. Do they fact he issues squarely and honestly? Do they tell the truth or spin? Do they take corrective actions with courage? Do they convey hope or despair? Everyone reads their leadership carefully in crisis and watches their reactions and actions with equal care. 

Crisis builds faith and can unify.
If handled well, crisis can be a faith builder and unifier as leadership pulls the organization together to pray and to work with them to resolve hard issues. Here is a principle: healthy organizations unite in crisis while unhealthy organizations come apart. The difference is in the culture that exists and the kind of leadership the organization has. Our staff and constituency are our best help in crisis situations in a healthy organization. If disunity occurs, it is simply an indication that there are deeper underlying health issues that need to be addressed.

Never waste a crisis!

I am so very thanful

Dear Father:

I have so much to be thankful for this year. Every perfect gift comes from you. You are the source of my hope, the ever present help in trouble, the One who has walked with me through every joy and sorrow I have experienced. You are my rock, my salvation, my savior, my hope, my forgiver and everything I have. You are the great I am!

I thank you my family - all of them and how they enrich my life and challenge me.

I thank you for my Christian family who walk through life with me - fellow pilgrims on the journey.

I thank you for my friends for life who know me for who I am and still love me deeply. Examples of You and Your love.

I thank you for the friends I have seen leave this earth this year who I will one day see again with You. They are examples to me and were Jesus to me.

I thank you for meeting the needs I have. My daily bread is your gift. All that I have is from You and is Your provision.

I thank you for being with me through difficult times. The pain is often real but your presence is even more real.

I thank you for hope. Hope for tomorrow, next week, next month and next year and hope for eternity with You.

I thank you for the incarnation so that I can know you through Jesus in so real a way. Your visitation to this earth changed my life forever.

I thank you for grace and forgiveness. I need it so very much every day and You are always there and always faithful.

On this Thanksgiving day I simply thank You. You are my greatest gift on every day. 

Church vision must go beyond the Senior Pastor

I met recently with the leaders of a church who have just lost their senior pastor. They had three questions for me they wanted to discuss with the group. "Who are we?; "What do we do?" and "Where are we going?" in light of their Senior Pastor's leaving.

I told them that two of the three questions were easy because they as a leadership group along with their former pastor has clearly identified who they were and where they were headed with a sandbox! In other words, they had done the hard work of getting to clarity about God's call on their congregation and the fact that their senior pastor had left had not changed the equation. In fact, they had what any potential senior pastor would want to know - who are you and where are you headed? The question of what do we do now (in the interim) was the only issue they needed to discuss.

The direction of a church should not be dependent on who the senior leader is. They certainly have huge influence in charting it but every church has a DNA and a unique call from God which it must figure out and pursue. Leaders who do the hard work of identifying what God's call is on their congregation are not left directionless when a senior leadership transition takes place. It is the lack of such clarity that causes congregations to take huge swings in direction when leadership transitions take place.

Something to think about if you are a church leader!