Older leaders and their attitudes toward younger leaders

Recently I asked a successful pastor in his fifties who pastors a large church in the Midwest what leadership lessons he had learned recently. His answer was interesting and I think relevant in many situations. He said, "I am learning the need to allow younger leaders to lead, to not get in their way, and to give them the freedom to do things the way they want to do them."

I believe his answer applies to churches, missions and other ministries. It is often difficult for leaders in their latter years to release leaders in their young years because younger leaders will often approach ministry and strategy differently than those of us in our fifties (me included).

He made an interesting observation: "It is easy to try to control these young leaders but it is counterproductive." I agree. When we bring young leaders onto our teams we must release them as we release all others to use their gifts in line with their wiring to accomplish what we have asked them to accomplish. They will challenge our methodology and paradigms and they will help us become all that we can be.

Key to releasing others is a secure leader who is not threatened by other good people who may well have ideas that are better than theirs. That takes a very non defensive attitude and humility. But again, it is not about us but about God and the building of his kingdom.

If you are a leader in your fifties and sixties and have younger leaders on your staff you may want to have a candid dialogue with your younger leaders and find out how free they feel, how empowered they feel. Often we don't realize that we are not truly releasing others fully. The more we do, the stronger our ministries will be - and the better leaders we are.

A vision, a plan and a leader

Want to get something done? Three things are needed every time! A vision (what do we want to accomplish?), a plan (how are we going to do it?) and a leader (who will lead the way?). It is pretty simple but all too often good intentions fall prey to the lack of one of these three.

Think of the local church where there is no end of ministry dreams and possibilities. Three simple questions need to be asked. What is the vision of this ministry and how does it fit with the vision of the church? The desire to do something is not a vision. Vision has to do with what we want to accomplish and why.

What is your plan is question two. Vision is not a substitute for a workable, reasonable, plan for how the vision is going to be carried out. The world has many "visionaries" who have no plan and generally they don't produce much.

Who is going to lead the way? No endeavor works without a leader who will take the responsibility to ensure that what needs to happen happens and will give coordination and encouragement to the group.

It is simple but then again most effective strategies are.

Dealing with people who just don't get it

Too often in Christian circles when faced with problematic behaviors we are far less candid and defining than we need to be in trying to address them. In our desire to be "nice" and exhibit "grace" we understate the issues hoping that the staff member will "get it" and respond. Usually it does not work and in fact backfires when the behaviors continue unabated. 

Ironically it is precisely because they don't "get it" in the first place that we are having the conversation.

In addition, our "nice" approach is not fair to the one we are trying to get through to as they are not experts in subtlety. The only thing that will get their attention if one wants to help them is candid, unadulterated truth and honest feedback delivered in a way that leaves no room for interpretation. It is not about being unkind. It is about being exceedingly defining.

What do we need to be defining on?

First we need to be defining on what the problematic behaviors are with examples so that the staff member understands precisely what behaviors we are talking about. While they may not agree that the behaviors are problematic they must be clear on our assessment of them.

Second, we must be defining on how the behaviors impact others or the team negatively. 

Third, we must be defining on what we expect in the future. If we leave any doubt as to our expectations it is highly likely that there will be little if any change. After all, why go to the trouble of modifying my behavior if there is not a clear and defined expectation?

Fourth, we need to be defining as to what the consequences may be if there is not significant progress on problematic behaviors. This means that there is a clear follow up plan and that the individual knows from the start that the conversation is not over.

People who don't get it need help in getting it. As we say in Minnesota, "Minnesota nice" does not work in these situations. Directness is imperative when dealing with those who don't get subtlety. 

Unselfish Kingdom driven leadership

As I watch fellow leaders - at whatever level they lead - I am struck that there are essentially two kinds of ministry leaders: Those who are consumed by their own success and those who unselfishly give themselves away to help others be successful. I call the latter, unselfish leadership.

Unselfish or generous leaders care about helping others around them be successful. They invest time in others, mentor and befriend other leaders, pray for them, spend time with them and build genuine friendships. Contrast that with leaders how don't have time for others because they are so consumed by their own concerns.

I have watched this with both ministry and workplace leaders. I remember a lunch I had once with the leader of a significant ministry that serves other ministries. In a two hour lunch, there were no questions asked about what I did or the ministry I represented. It was all about him! I left that lunch knowing that this was a selfish and self consumed leader. Fortunately I am surrounded by both marketplace and ministry leaders who represent generous and unselfish leadership.

We live in a day of significant ministry competition - something we don't like to admit. But here is the truth: only selfish, self consumed leaders compete - at least in the ministry world. Generous and unselfish ministry leaders are not competing. Instead they will do all that they can to help others succeed.

I am committed to giving myself away to others in any way that I can. It is the antidote to selfish living and competition. It is the way of Christ. It is also the route to spiritual influence. After all, wise leaders know that the ultimate goal is not building a personal kingdom but having the greatest spiritual influence that it is possible to have. Life is not about us! It is about God.

What motivates your ministry?

For those of us who are in ministry, paid or volunteer, full time or part time, the question of our motivation is central to how we will carry our ministry out. Here is the question: Is our ministry about us or about God and the gospel?

Now, that may seem like a funny question to ask anyone who is giving their time and energy in ministry. But actually it is not. Paul makes the point that there are people who minister out of selfish motives. It was true then and it is true now.

Those motives may be prestige, having a large church, being the best, pulling down a decent salary, being a leader, looking for respect, or any number of personal issues that drive us. I am convinced that there are an inordinate number of people in ministry who have deep personal needs and seek to fill those needs through ministry. Ministries either breed narcissism or attract it, I am not sure which but there are a lot of folks in ministry who have a need to "be someone."

This can be true of laypeople or full time workers. When motivations are not pure, when we are trying to fill personal needs through ministry we often end up hurting people and the ministry we serve. If it is about me, we have a problem.

I love meeting pastors in the majority (poor world) because they have little or nothing to gain by being in ministry. Unlike those in the minority (wealthy) world, they cannot pull down a decent salary, they are marginalized in society and often pay a heavy price personally for what they do. They are motivated solely by the desire to please God and share the gospel.

True motivation for ministry is that of humbly serving our God, and being passionate about the sharing of the gospel - period. If that is my motivation:

• I won't care who gets the credit


• I won't need the limelight


• I will be willing to give ministry away


• I will serve rather than want to be served


• I will partner with others


• I will empower others


• I will equip others


• I won't be enamored by the indicators of success that others are enamored by


• I won't need to get my own way


• I will lift others 
  

Our motivation affects our actions. Take a moment and reflect on your motivations in ministry today. Is it about you or is it about God and the gospel? Really!

Are you an individual producer or organizational leader?

For those who lead organizations, whether churches or other ministries there is a crucial piece of information that is needed when hiring or placing individuals in ministry spots. That is understanding the distinction between an organizational leader - one who leads others - and an individual producer.

Organizational leaders are people who are wired to lead through other people. They are gifted in mobilizing healthy teams of people to tackle ministry opportunities. They work through the team, lead through the team and accomplish the ministry responsibilities they have through team. They love to mobilize, empower and develop other individuals.

Individual producers on the other hand are wired to have ministry impact through their own ministry initiatives. They need hands on ministry impact, like to develop things themselves, minister themselves, and do ministry themselves rather than leading through other people.

Why is an understanding of this distinction important? If you put an individual producer in the leadership of a team they will not develop their team or lead through their team but because of their wiring will revert to doing things themselves. This will result in weak team because the team is not the focus of an individual producers attention - personal ministry is. Team is secondary to an individual producer. Their attention is on what they can personally do.

This distinction is all about wiring - not about capacity or brightness. There are many exceedingly bright individual producers. They are simply not wired to lead others and putting them in that position produces frustration for them and often for those they lead. This is often a challenge for pastors, many of whom are really individual producers by wiring but find themselves needing to lead a team as the ministry grows.

People are either wired as individual producers or organizational leaders. The key is understanding the wiring of good people so that those who are wired for hands on ministry are not taken out of their wiring to lead through others. On the other hand, organizational leaders love to lead through others and will make their team the focus of their efforts.

Think about yourself - which are you really wired for? Think about your supervisor - which are they wired for?

All of T.J. Addington's books including his latest, Deep Influence,  are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.

Ten indicators of unhealthy teams

Unhealthy teams cause a high degree of frustration for team members. The following indicators - if true of the staff or team you serve on would indicate that you serve on an unhealthy team:

There is low trust among members
Low trust is usually generated by an unhealthy leader who does not create a culture of trust and transparency within the team. Mistrust of one another, questioning of motives, or a culture of fear (fear of doing something wrong or crossing one's leader) are symptoms of low trust.

You don't really like to be with team members
This is a logical outcome of a culture of mistrust. Closed doors, secretive meetings, lack of cooperation and are indicative of a culture of mistrust and in this ethos, staff members do not bond.

There is weak missional leadership
There is not a strong missional emphasis by the team leader and therefore the missional glue that holds the team together and motivates its efforts is absent.

Candid and transparent dialogue is discouraged
Unhealthy teams know that certain topics are off limits and that transparency will get them into trouble. Team members keep their real opinions to themselves rather than run the risk of getting into trouble by being truly honest.

There is ambiguity regarding roles
There is not a clear delineation of what individuals are responsible for. Rather, than clarity, supervisors simply tell their reports what to do and that agenda may change on the whim of the supervisor. Staff is never entirely clear about what their responsibility is.

Team member are not empowered to use their ideas, creativity and gifts in accomplishing their jobs
Rather, their supervisor wants them to do their job as he/she would do it. Supervisors regularly step in and change what has been done, are critical work or micromanage their team members.

There is not a mentor/coach paradigm of supervision
Rather than serving as a mentor/coach whose objective is to bring out the very best in their team members, supervisors tell staff what they need to do, do not regularly meet with staff to help them grow and tend to be critical rather than a cheerleader.

Your leader lacks self confidence and self assurance
Threatened leaders make for a workplace of fear and intimidation because their lack of confidence and assurance often causes them to be hard on those around them rather than release those around them.

There is a low degree of collaboration
Team members "keep their heads down" and do their own thing rather than enthusiastically working with one another and guarding one another's back.

There is a culture that discourages innovation
Especially if the innovation is not the idea of the leader, who needs to drive each part of the ministry. Staff members are not released to dream, innovate and try new things.

If your team has five or more of these characteristics, you serve on an unhealthy team.

Team resources include The Five Dysfunctions of a Team, Patrick Lencioni and Leading from the Sandbox: Develop, Empower and Release High Impact Ministry Team, T.J. Addington