Six areas that every leader needs to have clarity on

A critical factor in leadership development is that of coming to maximum clarity in a number of areas. This clarity frees us from the expectations of others and allows us to lead from a reliable internal compass. Unpredictable leaders or those who change direction often or who are hard to predict lack such internal clarity. As a result they create confusion for those around them as they struggle with their own issues.

Think about these areas of clarity:

One: Clarity around who God created us to be. God gave me a few specific gifts, the same with you. Being clear on how God gifted us allows us to focus in on what we are good at and find ways to say no to those things we are not good at. God designed us the way He did for a specific purpose!

Two: Clarity around how we lead. I cannot lead like you and you cannot lead like me. We can all learn from one another but ultimately we must lead out of who God made us to be. Leadership styles vary and they reflect our wiring and gifting.

Three: Clarity around who we need on our team. Because our skill set is limited we need others with requisite skills to work with us in the accomplishment of our mission. Being clear on what we bring to the table and what we need others to bring to the table is an important skill to develop. 

Four: Clarity about what drives us. For those of us in Christian ministry this is especially important. What motivates me and drives me? Is it more about me or more about God? It is easy to confuse the two and when it is about us we will often use people for our purposes rather than steward them for God's purposes. Understanding our hearts is critical for healthy leaders.

Five: Clarity over a cause worth giving our lives to. Some settle for a job while others pursue a calling. It is easy to settle into mid life with a job and rather than a calling. The best leaders always pursue a calling and never settle for a job.

Six: Clarity of being able to say no and feel good about it. This only comes when we have clarity on our calling, our gifting, our wiring and what it is that God has called us to do at this point in our lives. Until we can say no to those things we are not called to do so that we can say yes to those things we are called to do and feel good about it we don't live with adequate clarity.

Increasing our level of clarity allows us to lead with greater focus and a strong compass. 

Managing the anxiety trap

How we deal with those situations that make us anxious is both a sign of our EQ (Emotional Intelligence) and our faith in a sovereign God. 

Here is how Wikipedia defines anxiety: "Anxiety is a feeling of fear, worry and uneasiness, usually generalized and unfocused as an overreaction to a situation that is only subjectively seen as menacing. It is often accompanied by restlessness, fatigue, problems in concentration and muscular tension. Anxiety is not considered to be a normal reaction to a perceived stressor although many feel it occasionally."

What makes anxiety interesting is that it is an emotion caused by a perceived threat or issue, not one that has actually emerged. In other words it is stress caused by what might happen, not what is happening. What it can do is trigger words, actions, decisions and responses that get us in trouble - all because of what might happen.

Anxiety robs of time, energy, focus and joy. But like any emotion it can be managed and if one is in leadership must be managed since our anxiety spills over to those who are around us. From a practical standpoint anxiety is wasted energy because perceived threats are not real threats. Yes they might become real and at that time one needs to deal with them but until they do it is a waste of time to worry about them. There are innumerable bad things that can happen but they rarely do.

Anxiety is also a test of our trust in a sovereign God. If He is in control of our lives we should not focus on what might happen but on a good and loving and sovereign Father. We ought to take the advice of God through Isaiah more often: Be still and know that I am God." Only He knows if our perceived threats are real threats and we can leave any of them with Him. They are not threats to Him.

Finally anxiety is a matter of our EQ. Healthy individuals manage their emotions and this includes anxiety. They choose not to focus on what might happen but on what does happen and even then seek to control and manage their emotions so that they don't respond impulsively.

Anxiety is a trap. Don't allow yourself to get caught in it.

Looking away from the lamppost

"If you want to understand why some companies lack innovative ideas, think about the man who can't find his car keys. His friend asks him why he's looking for the keys under the lamppost when he dropped them over on the lawn. 'Because there's more light over here,' the man explains.

"For too many companies, that describes their search for new ideas, and it pretty much guarantees they won't go anywhere fast. While a company can marginally improve what it's already good at, it misses out on the breakthroughs - those eureka moments when a new concept pops up, as if from nowhere, and changes a company's fortunes forever.

"Those ideas, however, don't really come from nowhere. Instead they are typically at the edge of a company's radar screen, and sometimes a bit beyond.....In other words, they have to look away from the lamppost." (In Search of Innovation, John Bessant, Katherin Moslein,and Bettina von Stamm, The Wall Street Journal, Monday, June 22, 2009, R4.

I could not agree more with this observation. I find that ministry organizations want to improve - but they are in large part so cautious of change or major new ideas that they tweak endlessly and see very little change in outcomes. Those that look away from the lamppost and are willing to take major risks in a new way of thinking, are the ones that see the major rewards.

The organization I lead, ReachGlobal - the international mission of the EFCA has been seeking to look away from the lamppost in order to seek quantum leaps in our effectiveness. It has been a stretch for some but it is paying off. Some examples....

Instead of focusing our efforts on only partnering with other Free Church movements globally (the old way) or planting new Free church movements (the old way) we now will partner with anyone who has the same theology, ethos and missional goals regardless of the denominational name over the door (the new way). That is a big shift and it has opened up numerous partnerships for us with groups that are healthy, indigenous, self supporting, interdependent and reproducing (the new goal).

We are no longer focused on what we can do by ourselves as missionaries (the old way) but rather on how we can come alongside other healthy movements and leaders, find out what their needs are and serve their needs in order for them to be as effective as possible in the planting of healthy churches (the new way). We are no longer in the drivers seat in many ways (the old way) but are now the servants of those we serve (the new way).

All of that creates another seismic shift. Because we are serving others, we do not control anything, own anything or count anything as "ours." That was the old way. The new way is giving ministry away freely, developing, empowering and releasing others in meaningful, missional ministry without needing to control, to count or own. Interestingly enough, because we are no longer perceived to be about control, ownership or counting as ours, indigenous partners are knocking on our door asking if we can work with them. They know that we will serve them but not control them.

Rather than relying on our expertise as American missionaries (the old way), we are actively inviting into our leadership ranks nationals from other cultures and nations (the new way) who bring with them expertise, knowledge, ideas and insights we could never have imagined. Sure, it rocks the boat and causes waves at times but we are far better off for taking the risk and allowing them to take us out of our comfort zone.

The point is that tweaking our ministries by looking under the lamppost will not give us the innovative ideas and leverage points that are possible if we will take larger risks for greater rewards. But to do that you have to be looking away from the lamppost not under it. Where are you looking?

Helping individuals and organizations go to the next level of effectiveness. TJ Addington can be reached at tjaddington@gmail.com.

Architects, contractors and builders

Are you an architect, contractor or builder? Understanding which role you play and then ensuring that you primarily stay in that role can make all the difference in your success.

Architects are those who design ministry philosophy, structures and who connect the dots on mission, vision, guiding principles and end results. Like architects of building projects they do a lot of thinking, dreaming of what can be and look for design options that will best leverage their ministry. Generally there is one key architect in an organization - the senior leader of the organization or of a division.

Architects then find contractors who can ensure that the vision is carried out. Contractors are team leaders who can oversee the building out of major ministry areas. They spend enough time with the architect to ensure that they understand the plan and the blueprint as their part of the building must be in sync with the plans and work of the other contractor teams. No team is independent of the other or the structure is unsound. The larger the ministry the more critical it is that team leaders spend with one another and the architect to ensure alignment and a solid ministry structure. It takes a specific skill for contractors to build great teams of builders, to stay in alignment with other contractors and to always be building in sync with the blueprint.

The vast majority of us are of course builders, working for a specific contractor (team leader) with the skill needed to build out our part of the ministry. Builders must be team players because they work with a team of specialists to accomplish a specific task. They more they understand the whole, however, the greater their ability to ensure that their part fits the whole and to make building (ministry) decisions that fit the overall blueprint.

Architects (senior leaders) get themselves into trouble when they do not design clear and coherent blueprints for the organization and work closely with their contractors (team leaders) to ensure that the plan they have is strong, aligned, feasible and can product the desired result. They also get into trouble when they move out of their architectural role to try to tell the contractors what to do or how to do their work. If you are the senior leader of an organization or division how are you doing on the architectural piece?

Contractors get into trouble when they don't understand or buy into the blueprints of the ministry. Or when they try to build their piece of the building (ministry) without regard to the other contractors and their teams. Contractors play three roles. They ensure that their ministry is in sync with the overall vision and commitments of the organization. They ensure that what they do is in sync with other ministry leaders in the organization. And they ensure that they have a quality results oriented team. If you are a contractor, how are you doing in your role?

Builders get into trouble when they don't work with other members of their team to ensure the best work possible done in the most efficient way possible. Team means everything to a builder who must work on a project in sync with others. Non team players on ministry teams hurt the whole team. They also get into trouble when they don't understand how their piece of the ministry pie fits with the other pieces so that there is a coherent whole. If you are a builder, how are you doing in your building role?

In too many ministries there is not clear architecture, there is not alignment and cooperation between ministries and playing on a unified team is not a reality. This hurts everyone. How is your team, leadership community or senior leader doing?

Oh: unless there is a whole lot of communication, cooperation and goodwill between architects builders and contractors...the process does not work. Architects, builders and contractors who don't talk to one another or listen to one another...get what they built and it is often not pretty!

God is always just on time

It is a big deal in business and industry - just on time delivery. Rather than warehouse inventory the big deal is to have inventory get to you just when you need to deliver it, not before. It saves a great deal of money and is far more efficient.

God works the same way in regard to our needs, whether in our ministries or personal lives. Often, He does not send what we need beforehand but He is never late. He is just on time!

A friend shared last week how they received a gift of $2,000 just as they needed it. Another friend whose ministry has been in real need of cash for a year and a half received one million in financing last week. Here is the interesting thing about that financing: He has been looking for it for a long time but in retrospect he said, it was a blessing it did not come prior to now because of how God used the interim period without that financing to do things that would not have happened if the money had been their earlier. God knew what he did not know and delivered what was needed at the perfect time.

This is where trust and faith in God's eternal and sovereign plan plays into our lives and ministries. He knows what we don't know. He has promised to supply our needs but tells us not to worry about "tomorrow." The tomorrows belong to Him, not to us. And He knows which tomorrow is the tomorrow when our needs will be met perfectly. And He shows up - just on time.

He also knows when to not answer our prayers - at the time - because in not doing so He knows that we will find breakthroughs that we would not have found otherwise. When North Coast Church in Vista was in a relocation process they were held up for several years by a lawsuit from neighbors who did not want them building on their property. The church kept growing however, and they were forced to look for alternative ways of doing ministry. So was born the multiple venue system of worship which has allowed North Coast to grow to over 7,000 before the move and has influenced churches all over the United States and beyond. What they saw as a hassle (a lawsuit) was actually a blessing that blessed thousands of churches across the country.

God is always on time. But it is always His time rather than our time. And because we are in a hurry when He is not we are constantly encouraged grow in faith. As we grow in faith we become more comfortable to live in His time zone rather than in ours.

God asks us to pray for our daily needs. And then to trust Him for His provision, which will show up at His perfect time - not ours. But His time is indeed perfect.

Three questions every leader should ask - in this order

Every leader should be able to answer three questions regarding the team or organization they lead. They are not always easy questions to answer but they will spell the difference between success or non-success in their leadership.

One: Am I absolutely clear on what the outcome of our ministry needs to be? Why start with this question? Because the target drives the next two questions and without clarity on the goal one is simply doing nice things not focused work.

Two: Do we know what activities best support the results we are after? Not all activity is equally effective. The work of a team or organization should be specifically designed to reach the stated goals. Often they are not. So simple but often ignored. How does the activity you have support the goal you are after? And is it the best activity (strategy) to achieve what you are after? Are you satisfied with the answer?

Three: Do I have the right people in the right seat in order to focus on the strategies need to achieve the intended result? This is a hard one because we get stuck in our organizational paradigms and often don't realize that either we are not structured to get the result we want or that we don't have the right people to do so. That requires some hard decisions.

We often start at the beginning when often we need to start at the end (what are we after) and then back up to (what will get us to what we are after) and finally to evaluate whether we have the right people positioned in the right way to get us there.

TJ Addington of Addington Consulting has a passion to help individuals and organizations maximize their impact and go to the next level of effectiveness. He can be reached at tjaddington@gmail.com.

Is your staff more family or more team?

I am working with a church that is in a common spot. Their staff is more like a family than a team and they need to make the transition from family to team.

Staff as family has an upside and downside. The upside of course is that there are loving and caring relationships - which should characterize any healthy staff. But there is a downside when staff see themselves as family. There is often a reluctance to push into issues together that need to be addressed for fear of stepping on the toes of "family members." In other words, collegiality becomes a higher value than robust dialogue or honest feedback.

The issue of results and accountability for results often suffers in this environment. As a family member, I am unlikely to try to hold my brothers and sisters accountable for results which means that staff as family has very loose accountability and often, staff members who are unproductive are not challenged for years even though everyone is aware of the lack of productivity. Even leadership is hard in "staff as family" because in a family system consensus rather than leadership is the key factor with family members uneasy about creating waves or stepping into leadership.

I come from a large family and know the delicacy of family relationships and where one might or might not go or might or might not say. In the same way when staff is family there are clear limits on where staff go with one another, even if it means elephants in the room that everyone knows are there.

Staff as family is often "nice" but not very missional. Families exist as families, not as missional teams. Staff as a healthy team is a whole other matter. It is collegial for sure but it is also deeply missional.

I would describe a healthy team as a group of missionally aligned and healthy individuals working strategically together under good leadership toward common objectives, with accountability for results.

Healthy teams are about alignment of the whole organization around a passionately held common mission. They are synergistic in harnessing the various gifts on the team and focus on the bottom line, which is delivering on the mission - achieving actual results. They are egalitarian in culture where robust dialogue is encouraged and they are led by healthy leaders who love to empower and release team members to do their thing. The ethos is characterized by a commitment to results, good emotional intelligence among members and meaningful meetings.

Think about the contrast between a culture of "family" and a culture of "team." The first reminds me of "Minnesota nice" where only nice things are said and truth often gets lost in the shuffle. The other is deeply missional and synergistic around a mission one is passionate about under good leadership.

The transition from family to team is not always easy. A new set of rules need to be learned. Relationships need to be renegotiated around mission rather than "best friends." Some make the transition well - usually those who are committed to real results and missional effectiveness. Some never make the transition because it imposes a whole new work ethic and level of personal discipline.

In fact, your best players will be frustrated with staff as family precisely because it lacks the missional focus, synergy, discipline, focus on results and leadership. They will flourish, however, in staff as team if it is a healthy team with the right players.

If you are on staff, which paradigm describes your staff: family or team?