Every organization needs good leaders and a leadership bench. Often, however, the very people we need to help us lead in the future are under our nose but we miss them because they are "leaders in the raw" whose behaviors don't look like leadership material today. In fact their behaviors today may cause one to assume that they are not potential leaders. It is counter intuitive but here are some of the traits of your future leaders that should cause you to pay attention.
They have strong opinions
All leaders do. In the case of leaders in the raw however, those opinions have not yet been tempered by diplomacy so those opinions may come off as sounding arrogant or obnoxious. Now some people are arrogant and obnoxious but often what sounds like such is actually a future leader who is yet unpolished.
They have lots of ideas
People with lots of ideas are obviously thinkers. Granted there are people with lots of ideas and no ability to carry them out but it may be that they are on to something and we should pay attention.
They question the status quo
That is what leaders naturally do. This can be threatening to us because they are questioning how we currently do what we do. There is no need to be threatened - and there is reason to pay attention even if some of their analysis may sound naive. Those who question the status quo are often leaders in the making.
They are not afraid to get in your face
Truth is, you may have to get in theirs to talk about attitude or how they express themselves. But the very fact they are willing to go head to head with you is an indication that there may be a leadership gene that does not yet know how to finesse the message.
They are passionate about what they think
Passion is a trait of a leader. They believe deeply and that belief can easily come out in less than helpful ways when they are young. I am not talking about those who are inflexible in their beliefs but those who have a passion around their opinions and actions.
They want to change the world
Those of us who have been around a while know that none of us can change the world. But we can change something in the world for the better. Those who want to change the world when they are young may not know that life is not that simple but we should pay attention to the underlying desire that is expressed.
They attract others to follow them
This is the definition of a leader (whether a good one or not - others are following). Leaders must lead and there is something about them that causes others to follow.
They have strong personalities
Yep, that is what leaders have. The strength of their personalities when young can be irritating and cause them friction with others but it is a sign that there are deeply held beliefs and passions that lie beneath the surface. Leaders are not shrinking violets after all.
The behaviors of a potential leader or leader in the raw may seem irritating, caustic, arrogant, or cynical to more mature leaders. And, indeed, that is often the case in terms of how they come across. Because they have strong personalities it is often necessary to "get in their face" and talk about how they come across, how they are perceived when they speak passionately and about behaviors that are counter productive.
None of that, however, should keep you from paying attention, developing them, giving them opportunity to lead something at an appropriate level and to mentor the underlying leadership piece toward greater health and maturity. The very behaviors you may not like today are the ones that you need in a more mature form tomorrow. If you are a leader think of your younger days and you get the drift.
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.
Tuesday, December 10, 2013
Monday, December 9, 2013
Ten things I wish more ministries understood
Having worked in the ministry arena for many years I have seen a whole spectrum of organizational health from the excellent to the ugly. I am thankful for each organization that is committed to health and focused ministry. On the flip side there are some key things that I wish every ministry understood. I list them below in no particular order.
One: Money is not the answer to everything!
Ministries, unlike business does not have to make a profit, just stay in the black. Because they rely on donation income it is easy to think that they can always get more - that the key to more ministry is more money. Actually, while funds are important, there is never an unlimited pot and it may well be that we could accomplish just as much if not more by doing what we do differently. That is how the rest of the world operates and we should as well.
Two: Size is not the determiner of success
Using the size of a ministry (or church) as the determiner of success is foolish. Large organizations can look impressive but be highly ineffective. The larger one is the more difficult it is to be nimble and flex to meet the missional agenda. I desire an effective organization, not a large organization.
Three: People matter - a lot
Staff are not tools to accomplish our mission. They are the heart of any ministry and we are stewards of their gifts. Too many leaders are so focused on their own agenda that they are willing to use staff for their ends rather than mobile staff toward common ends. There are frankly too many toxic leaders in ministries who disempower and discourage good staff.
Four: Commitments mean something
Our word is our bond and when we promise something we need to keep our promises. For some reason Christian leaders seem to be less concerned about keeping their promises than they should be - all in the name of pushing their mission forward. Ethics and truth matter a whole lot and say a whole lot about an organization. This even means that we pay our bills on time!
Five: Spirituality does not make up for substandard organizational practices
I know Christian organizations that are known for prayer retreats and who talk a lot about following Jesus whose organizational practices would get low marks in the real world. They pay poorly, treat staff poorly, allow toxic leaders to lead and rarely chart a consistent course. Their "spirituality" does not make up for their shoddy organizational practices. It never does. Ministries of all organizations should be committed to the highest degree of excellence.
Six: Faithfulness is not the whole picture
I have talked to many in ministry who would say that faithfulness in doing what they do is the most important thing, irregardless of the results of their work. Often they quote from John 15, where Jesus talks about Him being the vine and we the branches. They are right about the importance of faithfulness and wrong about the importance of fruit. That passage talks about "much fruit." Results matter in all arenas of life including ministry.
Seven: It is OK to transition people out of the organization who do not fit
Many ministries have a sense that they need to be life long employers to those who have been faithful staff members even after those staff member no longer make the kind of contribution they ought to make. This is both poor stewardship for the organization as well as for staff members who are no longer in their lane. Leaders who think this way do neither party any favors. Rather it is an abdication of responsibility to both.
Eight: You have to know who you are and where you are going
Organizational clarity is leadership 101. What has God called us to do; what are our non-negotiables in how we do ministry; what must we focus on day in and day out and what culture must we have in order to fulfill our mission? Many ministries have foggy clarity leading to equally foggy results. Focus matters!
Nine: Senior leaders should always be held accountable
There is a tendency in the ministry world for leaders to have very little accountability for their actions or for the results of the ministry. Yet they hold others accountable and are ultimately responsible for the ministries results. I know many outstanding ministry leaders but I also know of many who frankly don't belong in leadership because they are not stewarding the organization well or are not fulfilling their own role well (after all they have staff to carry the water for them). Accountability always starts at the top.
Ten: Governance boards should ask the hard questions
That is what governance boards do but my experience is that this is rare in the Christian arena. After all we are doing ministry and we assume the best and don't want to be seen as having a business agenda in a ministry world and we gloss over what would never be glosssed over in the secular arena. That is an abdication of the oversight role of a board. If they do not ask the hard questions which sharpen the leader and the organization who will?
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.
One: Money is not the answer to everything!
Ministries, unlike business does not have to make a profit, just stay in the black. Because they rely on donation income it is easy to think that they can always get more - that the key to more ministry is more money. Actually, while funds are important, there is never an unlimited pot and it may well be that we could accomplish just as much if not more by doing what we do differently. That is how the rest of the world operates and we should as well.
Two: Size is not the determiner of success
Using the size of a ministry (or church) as the determiner of success is foolish. Large organizations can look impressive but be highly ineffective. The larger one is the more difficult it is to be nimble and flex to meet the missional agenda. I desire an effective organization, not a large organization.
Three: People matter - a lot
Staff are not tools to accomplish our mission. They are the heart of any ministry and we are stewards of their gifts. Too many leaders are so focused on their own agenda that they are willing to use staff for their ends rather than mobile staff toward common ends. There are frankly too many toxic leaders in ministries who disempower and discourage good staff.
Four: Commitments mean something
Our word is our bond and when we promise something we need to keep our promises. For some reason Christian leaders seem to be less concerned about keeping their promises than they should be - all in the name of pushing their mission forward. Ethics and truth matter a whole lot and say a whole lot about an organization. This even means that we pay our bills on time!
Five: Spirituality does not make up for substandard organizational practices
I know Christian organizations that are known for prayer retreats and who talk a lot about following Jesus whose organizational practices would get low marks in the real world. They pay poorly, treat staff poorly, allow toxic leaders to lead and rarely chart a consistent course. Their "spirituality" does not make up for their shoddy organizational practices. It never does. Ministries of all organizations should be committed to the highest degree of excellence.
Six: Faithfulness is not the whole picture
I have talked to many in ministry who would say that faithfulness in doing what they do is the most important thing, irregardless of the results of their work. Often they quote from John 15, where Jesus talks about Him being the vine and we the branches. They are right about the importance of faithfulness and wrong about the importance of fruit. That passage talks about "much fruit." Results matter in all arenas of life including ministry.
Seven: It is OK to transition people out of the organization who do not fit
Many ministries have a sense that they need to be life long employers to those who have been faithful staff members even after those staff member no longer make the kind of contribution they ought to make. This is both poor stewardship for the organization as well as for staff members who are no longer in their lane. Leaders who think this way do neither party any favors. Rather it is an abdication of responsibility to both.
Eight: You have to know who you are and where you are going
Organizational clarity is leadership 101. What has God called us to do; what are our non-negotiables in how we do ministry; what must we focus on day in and day out and what culture must we have in order to fulfill our mission? Many ministries have foggy clarity leading to equally foggy results. Focus matters!
Nine: Senior leaders should always be held accountable
There is a tendency in the ministry world for leaders to have very little accountability for their actions or for the results of the ministry. Yet they hold others accountable and are ultimately responsible for the ministries results. I know many outstanding ministry leaders but I also know of many who frankly don't belong in leadership because they are not stewarding the organization well or are not fulfilling their own role well (after all they have staff to carry the water for them). Accountability always starts at the top.
Ten: Governance boards should ask the hard questions
That is what governance boards do but my experience is that this is rare in the Christian arena. After all we are doing ministry and we assume the best and don't want to be seen as having a business agenda in a ministry world and we gloss over what would never be glosssed over in the secular arena. That is an abdication of the oversight role of a board. If they do not ask the hard questions which sharpen the leader and the organization who will?
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.
Saturday, December 7, 2013
I want to have a voice but I am not in charge
This is a common issue, especially for staff members who are wired to lead but are not in a place of leadership yet. You see things that could be done better or opportunities that are not being exploited and you want to have a hearing. Sometimes no one is asking your opinion and other times when you have pressed in you didn't get the hearing you wanted. What do you do?
Being heard in large part depends on how, when and what we choose to address. Let's start with the how. Often when we feel passionate about something we speak equally passionately, even forcefully and with emotion. This is rarely going to get the hearing we desire as leaders don't like to be forced on an issue. In addition, the emotion behind the conversation may cause a leader to feel that one has an agenda.
Finally, the use of strong language - which leaders in the raw often use - is unlikely to garner a hearing. Leaders are usually willing to listen to a well articulated view that is shared without emotion and which is directed at the health of the team or organization. How we say what we say has a direct impact on how it is heard and responded to.
Then there is the what. It take wisdom to decide whether one should address certain issues. I remember a time when my senior leader was convinced on a course of action that I was sure would end in a disaster. While I had expertise in the area he chose not to ask me what I thought and I chose to not interject believing that he was not going to hear me anyway.
The upshot was a loss of 1 million dollars over a year's course at which time he came to me and asked me to fix the area in question and eventually lead it. Had I pressed in when I could have I would not have been heard. Eventually I was heard and had the opportunity to redesign the whole division. Even when we believe we are right, there are times that it is not worth the capital expended in addressing, especially if we perceive we will not be heard.
Which leads us to the when. Again this is a wisdom question. Leaders are busy people with many issues on their minds. While what is on our minds is important to us, it may not rise to the importance in the mind of a leader. Look for an opportunity where it is possible to have a conversation in a natural and relaxed way rather than trying to press in on an already busy mind.
In addition, no matter where we are in the organization we can model excellence in our work, probity in our conversation and wisdom in our decisions - all of which give us influence when speaking to issues.
As a young leader who wanted a voice but did not have the position, I learned the hard way on these three principles. Some I handled well and some not but keeping the how, when and what will give you a much greater voice from whatever chair you fill in the organization.
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.
Being heard in large part depends on how, when and what we choose to address. Let's start with the how. Often when we feel passionate about something we speak equally passionately, even forcefully and with emotion. This is rarely going to get the hearing we desire as leaders don't like to be forced on an issue. In addition, the emotion behind the conversation may cause a leader to feel that one has an agenda.
Finally, the use of strong language - which leaders in the raw often use - is unlikely to garner a hearing. Leaders are usually willing to listen to a well articulated view that is shared without emotion and which is directed at the health of the team or organization. How we say what we say has a direct impact on how it is heard and responded to.
Then there is the what. It take wisdom to decide whether one should address certain issues. I remember a time when my senior leader was convinced on a course of action that I was sure would end in a disaster. While I had expertise in the area he chose not to ask me what I thought and I chose to not interject believing that he was not going to hear me anyway.
The upshot was a loss of 1 million dollars over a year's course at which time he came to me and asked me to fix the area in question and eventually lead it. Had I pressed in when I could have I would not have been heard. Eventually I was heard and had the opportunity to redesign the whole division. Even when we believe we are right, there are times that it is not worth the capital expended in addressing, especially if we perceive we will not be heard.
Which leads us to the when. Again this is a wisdom question. Leaders are busy people with many issues on their minds. While what is on our minds is important to us, it may not rise to the importance in the mind of a leader. Look for an opportunity where it is possible to have a conversation in a natural and relaxed way rather than trying to press in on an already busy mind.
In addition, no matter where we are in the organization we can model excellence in our work, probity in our conversation and wisdom in our decisions - all of which give us influence when speaking to issues.
As a young leader who wanted a voice but did not have the position, I learned the hard way on these three principles. Some I handled well and some not but keeping the how, when and what will give you a much greater voice from whatever chair you fill in the organization.
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.
Friday, December 6, 2013
When leaders themselves become the barrier to effectiveness
Ministries often find themselves plateaued and unable to break through that barrier. There are many factors that can be in play but one of the common factors is the senior leader himself or herself. The larger the organization the more disciplined a leader must be if they desire to see that organization grow and become more fruitful and effective.
Leaders often lead out of a personal style without much thought to how that style impacts their organization. I was once called in to do a church consult with a church of around 500. The pastor was highly relational and a great speaker but operated by the seat of his pants in terms of management style. That frustrated his staff who didn't know where he was or what he was doing. In addition, they felt neglected as he didn't provide them with clear guidelines for what he wanted and often micromanaged or changed what they had done.
His board, made up of retired professional folks - former CEO's and corporate types were frustrated by what they perceived as a lack of organization - they were right.
When I shared the frustrations of his staff and board with the senior pastor his come back was "well that is who I am." All true. But what I told him was that if he continued to do life as he was that he would be the barrier to the growth of the church, he would lose key staff and he would face frustrations with his board. If he wanted to take the church to the next level of growth he needed to change how he led. Or, he could grow another church to the five hundred mark doing life as he currently did (although again he would frustrate his staff in the process).
My friend chose to modify his life and leadership with the help of an executive coach.
This scenario is a common one and it explains why many churches will grow steadily and then growth stops. It has met the leadership ceiling of the senior leader - and unless the senior leader changes his leadership priorities to reflect the size of the church, the church will remain plateaued. It often takes an outside coach or consultant to help a leader understand how they can modify their leadership to take the church to the next level.
There are some principles that are fairly constant in this regard.
Focus matters. The larger the church or organization the fewer things a senior leader focuses on and they are disciplined in that focus. In my role, I have focused in on only four key areas that are critical for me to do. Everything else can and is done by others. Getting the focus right and being disciplined in keeping focused is a rare but critical component.
Clarity matters. The larger the church or organization the more clarity matter because the senior leader cannot provide individual clarity to staff or volunteers. There must be organizational clarity so that everyone knows what the the boundaries are and what the missional goals are. Lack of clarity actually becomes a barrier to additional growth.
Staff matters. The larger the church or organization the more critical it is to have the most competent staff possible because the senior leader does not have the time to manage key staff. This means that senior leaders must hire people more competent than themselves in their area of ministry and then delegate and trust those staff to deliver in their area. On this score there is another principle. The larger the church the fewer direct reports the senior leader has. I have three - in an organization of 550! This is not always easy for senior staff to accept but it is a critical part of the focus of senior leaders.
Results matter. The larger the church or organization the more critical it is for the senior leader to focus on results rather than activity. Everyone is busy but not everyone sees the same results. The question is whether we are focused on results or activity! They are not the same thing.
Here is the bottom line. Bright people can take an organization to a certain level on the strength of their energy, ideas, personality or gifts. But they will hit a leadership ceiling where key disciplines of leadership either are embraced or the organization will not continue to grow. That is where the hard work begins! What a leader does at that juncture will determine whether they help their organization break through the growth barrier or live at the barrier.
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.
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.
Wednesday, December 4, 2013
Living the gospel every day
So often we forget: The gospel is not only that which brought us to Jesus but it is that which sustains us on a daily basis. We have two daily needs - to preach the gospel to ourselves and to live out the gospel - every day.
What do we need to preach to ourselves daily? That the Father forgives our sin, accepts us fully, loves us unconditionally, empowers us with His Spirit and that we can rest in His presence as ones who He sees through Jesus as holy in His sight. We have no need to prove ourselves to God or to win his favor. We have His favor and all the benefits of our redemption - Ephesians 1 and 2 are a great reminder.
Why do we need to be reminded to live out the Gospel daily? Because there is no arena of life that is exempt from being lived in light of the Gospel that has changed us. Every relationship, thought, decision, relationship, interaction, conversation, choice - all of life is to be lived in light of the Gospel and the new life we have been called to in the Kingdom.
Try praying this simple prayer each morning. "Jesus, remind me constantly of your love, presence, forgiveness and empowerment. And help me today to live out the Gospel in all that I do and say and think."
How different our world would be if all of His people lived out the Gospel daily in all the circles of people and influence they have. The Gospel is meant to touch all of our life and it is meant to touch all those we come into contact with. To say it another way, we are to be Jesus to all those we come into contact with.
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.
What do we need to preach to ourselves daily? That the Father forgives our sin, accepts us fully, loves us unconditionally, empowers us with His Spirit and that we can rest in His presence as ones who He sees through Jesus as holy in His sight. We have no need to prove ourselves to God or to win his favor. We have His favor and all the benefits of our redemption - Ephesians 1 and 2 are a great reminder.
Why do we need to be reminded to live out the Gospel daily? Because there is no arena of life that is exempt from being lived in light of the Gospel that has changed us. Every relationship, thought, decision, relationship, interaction, conversation, choice - all of life is to be lived in light of the Gospel and the new life we have been called to in the Kingdom.
Try praying this simple prayer each morning. "Jesus, remind me constantly of your love, presence, forgiveness and empowerment. And help me today to live out the Gospel in all that I do and say and think."
How different our world would be if all of His people lived out the Gospel daily in all the circles of people and influence they have. The Gospel is meant to touch all of our life and it is meant to touch all those we come into contact with. To say it another way, we are to be Jesus to all those we come into contact with.
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.
Tuesday, December 3, 2013
Never Forget
Every December 4 through January 14 since 2007 I daily read the blog www.reachtj.blogspot.com as a remembrance to the hope we have in Jesus and the grace that he extends so freely to us. The blog is the account of my 42 day hospital stay from which I never should have survived - but God gave my family hope and He extended to me the grace of an extension of life for which I am eternally grateful.
The battle between life and death started on December 4 when I entered the hospital unable to breath. They quickly determined that I was in congestive heart failure and had massive pneumonia and a huge pleural effusion (a collection of fluid in the wall of the lung-like having a liter of pop stuck inside your lung wall). What they would not know for a week was that it was MRSA or Methicyllin resistant staphylococcus aureas- a "super bug" pneumonia. This would lead to septic shock, Acute Respiratory Distress Syndrome, a failed mitral valve in my heart, high fevers that required ice cooling jackets, the shutting down of some of my organs, heartbeats of 220 or higher without the ability to shock my heart back into rhythm - all this while I was in a coma and on a ventilator. On a number of occasions the doctors gathered the family to prepare them for my imminent death.
Amazingly God gave my wife, Mary Ann, hope two days into this ordeal. Two days later was the day that I told her I believed I was going to die. It was the day that they would put me on a ventilator from which I should not have woken up alive. It was the day that I could barely breath as I felt I was drowning in my own fluids. But two days before that day as she sat by me bed she asked Jesus, "How should I pray?" And God replied in an audible voice (to her), "It will be very close, but T.J. will live." A voice of hope when there was no human hope. A voice of hope that she clung to during the next weeks of a life and death struggle. When the doctors gently told the family there was no hope she stood on the hope God had given her. She was a rock of faith as were my sons Jon and Chip who walked through the dark days with her and became men in the process. I owe a deep debt of gratitude to the love and perseverance of Mary Ann, Jon and Chip!
Our family experienced amazing grace during and after those days. Our prayer partners came to pray and love on the family. Friends gathered around and sheltered them in their love. And time and again, God gave His grace when it was needed. One night as my youngest sister was standing by my bed angry with God tired and discouraged, she felt a hand on her shoulder. Immediately she knew that it was going to be OK whether I lived or I died. She turned to see who was there but there was no one. She knew she had been touched by God or an angelic being. On another day, a nurse came in tears to Mary Ann and said through tears, "I was just in T.J.'s room and God gave me a vision of him alive and well!"
People often ask me what I remember from my coma. Only one thing. I knew that my lungs were ruined but that God had a set of perfectly healthy lungs for me. That was the Spirit's encouragement to me when I was deeply sick and unable to process what was going on. Another blessing!
Most of all we were blessed through the thousands who prayed for God to do something miraculous and extraordinary. It is the faith and prayers of thousands around the world whom God answered in His sovereignty in choosing to heal my broken heart, clear my lungs, defeat MRSA, septic shock, cool the fevers until the day I walked out of the hospital on January 14, a product of His grace.
God gives us hope in all situations and His grace is with us always. Think back to the situations you have been in where He has shown you His hope and His grace and never forget. Never forget! It is His grace that sustains us day to day, it is His hope that walks with us through the dark nights of the soul that we all experience. Someone asked me, "How do you remember?" One of the ways I remember is to read the blog put up for me daily from December 4 to January 14. It is a month of remembrance for me. I will follow that practice until I see Jesus face to face and can thank Him in person.
I am a walking billboard of God's hope and grace. So are you. Never forget. Always live in thanks for His hope and grace.
http://www.reachtj.blogspot.com/
Monday, December 2, 2013
When elephants fight the grass gets trampled
Divided congregations almost always reflect split boards and/or staff. Fractures in leadership will spill over into the church body. It may take time, but it will happen. And it can be from dysfunction among staff or boards.
In one situation where I provided counsel, a large church exploded when the senior staff's fractures became public. It was hidden for years, but when it finally came into the light, sides were taken, offenses were taken on, and the result was a competing church started, others leaving in discouragement and what will be years of healing ahead. When elephants fight, the grass gets trampled.
It is no different when there is ongoing tension between the senior pastor and the board, and it can be the fault of either party. Those tensions do not go unnoticed in the congregation because people can read attitudes, words spoken, and words not spoken. Given enough time, those divides become more extensive and more challenging to heal, and eventually, the conflict escalates, and who gets hurt in the process? Members of the congregation who had nothing to do with the issues, who have little context for what happened but who got trampled in the process. When elephants fight, the grass gets trampled.
This is why it is so critical in the local church to have unity, clarity, alignment, and healthy relationships between leaders. It does not mean that they cannot disagree, but it does mean that they know how to disagree agreeably and guard the spiritual climate of the congregation. When leaders fight, someone gets hurt. It is also essential to have a board and staff covenant that spells out how members work together in health rather than dishealth.
Don't allow the grass to be trampled in your church!
Subscribe to:
Comments (Atom)