Wednesday, March 18, 2015
Tuesday, March 17, 2015
Ten questions we ought to consider regarding the teams we lead
Chances are, if you lead others you also lead a team or teams. You are probably also on a team above you. I've been on a lot of teams over the years and they were not all created equal. Many of those teams were teams in name only. They were a group of people who were called a team but did not operate as a team. And that is the problem with teams: many are not truly teams and don't operate together in a common mission. This creates cynicism and discouragement for staff who want to be working with others toward common objectives.
I define a team as a group of missionally aligned and healthy individuals working synergistically together under good leadership toward common objectives with accountability for results.
The problem with many teams is that they lack one or more of the critical elements above which creates frustration and disempowerment for team members. One unhealthy individual can cause team chaos; without mission alignment people are doing their own thing; when members don't work together they create silos and turf wars; without good leadership there is no cohesion; when common objectives are not present lack focus and without accountability for results you don't evaluate your effectiveness.
All of these scenarios hurt your staff who want their energy and contribution to count. In fact, when teams are not healthy there is often staff fallout. There is certainly a level of cynicism and discouragement. Good leaders build good teams because it is what their staff expect, what the organization needs and what brings satisfaction to those who are on mission together.
What does this mean for me as a leader or supervisor? It means that we need to make the development of the team or teams we lead one of our highest priorities. We must remember that it is not longer about me but about us. We must provide maximum clarity to the team as to what we are about and we need to intentionally craft and nurture the team so that it is the healthiest team possible.
There are ten important questions we ought to think about when we consider the teams we lead:
I define a team as a group of missionally aligned and healthy individuals working synergistically together under good leadership toward common objectives with accountability for results.
The problem with many teams is that they lack one or more of the critical elements above which creates frustration and disempowerment for team members. One unhealthy individual can cause team chaos; without mission alignment people are doing their own thing; when members don't work together they create silos and turf wars; without good leadership there is no cohesion; when common objectives are not present lack focus and without accountability for results you don't evaluate your effectiveness.
All of these scenarios hurt your staff who want their energy and contribution to count. In fact, when teams are not healthy there is often staff fallout. There is certainly a level of cynicism and discouragement. Good leaders build good teams because it is what their staff expect, what the organization needs and what brings satisfaction to those who are on mission together.
What does this mean for me as a leader or supervisor? It means that we need to make the development of the team or teams we lead one of our highest priorities. We must remember that it is not longer about me but about us. We must provide maximum clarity to the team as to what we are about and we need to intentionally craft and nurture the team so that it is the healthiest team possible.
There are ten important questions we ought to think about when we consider the teams we lead:
- Are we clear about what we are going after?
- Do we have the right people on the team?
- How am I developing the team to grow?
- Am I keeping the main thing in front of the team at all times?
- Do I prepare and conduct meaningful team meetings?
- Am I removing barriers for team members?
- Does the team have what it needs to be successful?
- Do I appropriately engage the team in crucial conversations?
- Are team members free to share their views candidly?
- Does the team have a plan and are we together accountable for results?
Sunday, March 15, 2015
A frank and appropriate prayer from the 17th century that is applicable today
Lord, Thou knowest better than I know myself that I am growing
older and will someday be old. Keep me from the fatal habit of thinking I must
say something on every subject and on every occasion. Release me from craving
to straighten out everybody's affairs. Make me thoughtful but not moody.
Helpful, but not bossy with my vast store of wisdom--it seems a pity not to use
it all, but Thou knowest, Lord, that I want a few friends at the end...
Keep my mind free from the recital of endless details; give me wings
to get to the point swiftly. Seal my lips on my aches and pains. They are
increasing, and love of rehearsing them is becoming sweeter as the years go by.
I dare not ask for grace enough to enjoy the tales of others' pains, but help
me to endure them with patience. I dare not ask for improved memory, but for a
growing humility and a lessening cocksureness when my memory seems to clash
with the memories of others. Teach me the glorious lesson that occasionally I
may be mistaken.
Keep me reasonably sweet; I do not want to be a sour old
person--some of them are so hard to live with and each one a crowning work of
the devil. Give me the ability to see good things in unexpected places, and
talents in unexpected people. And, give me, O Lord, the grace to tell them so.
Amen.
Posted originally by Joni and Friends
Saturday, March 14, 2015
Friday, March 13, 2015
Closed ministry systems that are deeply dysfunctional
I spoke recently with a ministry leader who had resigned from his church staff position (a large church) because of the dysfunctional culture that he sensed. Having left the "system," he now realizes that it was a great deal more dysfunctional than he thought, and he is so glad to be out of it. When we are in a "closed" system that is dysfunctional or toxic, we may sense that not all is right, but it is when we get out that we realize how dysfunctional it was. This applies to staff systems as well as whole congregations where there is significant dishealth. Such dysfunction can be part of the historic DNA of the church, a dysfunctional board, a dysfunctional leader, or a "church boss" who wields unhealthy power and has a personal agenda.
What are some of the signs of a closed and dysfunctional ministry system?
One: There is great pressure for people to think in similar ways and not to have independent voices. In closed systems, independent opinions that go against the "group think" are a threat and are not valued. Often, independent thinkers in ministries are either labeled as troublemakers or spiritually immature. Certainly, it is not safe to disagree significantly.
Two: Questions to the status quo are seen as disloyalty. This is especially true for senior leaders who are insecure and do not like their paradigms or opinions to be questioned. As long as one keeps the party line you are "in." If you ask hard questions, you are marginalized.
Three: Candid dialogue is not allowed. Usually, it is the senior leader who sets the tone here. In closed systems, candid dialogue is a threat rather than a valued part of the culture. The reason is that such dialogue will inevitably challenge the standard line.
Four: In closed systems, senior leaders often protect themselves from accountability or questions. They hide behind a spiritual veil that sounds good but keeps people from getting too close. And they surround themselves with people who will agree with them and those who don't usually don't stay: either because they know how dysfunctional it is or they are marginalized or let go.
Five: When independent voices appear or when someone steps out of the prevailing culture, there is great pressure put on them to get in line and conform to standard opinions. It is a family system thing, and any threat to the prevailing culture brings pressure for conformity. This is why, in dysfunctional staff situations and congregations, independent thinkers often leave. They see the system for what it is and know it is not healthy.
Six: The most telling moment for those who get out of such systems is how free they feel once they are out of it. And even though they knew it was not healthy, they realized once out how unhealthy it was. Those who leave are also a threat to those who stay, who, at some level, feel that those leaving are not loyal. They have violated the family system.
If any of these characteristics are true of your staff or the ministry you are in, consider the possibility that you are caught in a closed and dysfunctional system.
What are some of the signs of a closed and dysfunctional ministry system?
One: There is great pressure for people to think in similar ways and not to have independent voices. In closed systems, independent opinions that go against the "group think" are a threat and are not valued. Often, independent thinkers in ministries are either labeled as troublemakers or spiritually immature. Certainly, it is not safe to disagree significantly.
Two: Questions to the status quo are seen as disloyalty. This is especially true for senior leaders who are insecure and do not like their paradigms or opinions to be questioned. As long as one keeps the party line you are "in." If you ask hard questions, you are marginalized.
Three: Candid dialogue is not allowed. Usually, it is the senior leader who sets the tone here. In closed systems, candid dialogue is a threat rather than a valued part of the culture. The reason is that such dialogue will inevitably challenge the standard line.
Four: In closed systems, senior leaders often protect themselves from accountability or questions. They hide behind a spiritual veil that sounds good but keeps people from getting too close. And they surround themselves with people who will agree with them and those who don't usually don't stay: either because they know how dysfunctional it is or they are marginalized or let go.
Five: When independent voices appear or when someone steps out of the prevailing culture, there is great pressure put on them to get in line and conform to standard opinions. It is a family system thing, and any threat to the prevailing culture brings pressure for conformity. This is why, in dysfunctional staff situations and congregations, independent thinkers often leave. They see the system for what it is and know it is not healthy.
Six: The most telling moment for those who get out of such systems is how free they feel once they are out of it. And even though they knew it was not healthy, they realized once out how unhealthy it was. Those who leave are also a threat to those who stay, who, at some level, feel that those leaving are not loyal. They have violated the family system.
If any of these characteristics are true of your staff or the ministry you are in, consider the possibility that you are caught in a closed and dysfunctional system.
Thursday, March 12, 2015
"I’ve loved Addington’s work for years, because it addresses the questions that keep me up at night as a leader."
"Awhile back, T.J. sought input on the manuscript of his now-released Deep Influence to fellow leaders in the EFCA (like me). What follows are some of the gems I gleaned (a combination of direct quotations and personalized applications)." - Jeff Cagwin
See Jeff Cagwin's take aways
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.
See Jeff Cagwin's take aways
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.
The expectation trap for leaders
Those who lead inherit expectations from their team or organization. Some of those expectations are critical: Building healthy teams; serving one's staff; removing barriers; clarifying what is important and so on. As I wrote recently all supervisors and leaders have an unwritten contract with those they lead around these key issues.
Then there are what I call false or unrealistic expectations that simply come from history (what the previous leader did), personal preferences (this is what my leader should do) or my personal version of what a leader is and does. This is one of the primary issues pastors face because there are as many expectations of what a pastor should be and do as their are members of the congregation. It is these unrealistic or false expectations that cause issues for leaders unless they are personally clear as to what is important to them.
The expectations of others are a trap because no leader can ever fulfill all the expectations that others have, nor should they. There are simply too many. Leaders must be clear about what is important to them in leading well rather than trying to fulfill the expectations of others. Furthermore those expectations (other than the critical obligations every leader has) are often distractions to good leadership rather than contributors to the mission.
If we are driven to please others by meeting their expectations we are more concerned that people like us than that we lead well and people respect us. There is a big difference between the two. The best leaders have great conviction as to what their priorities are and it does not include meeting all the expectations of others.
There is another issue at play. The expectations of others usually come from how they would live or lead. But they are not us. "But our last pastor...." is not an uncommon phrase. Bless them for how they did what they did but we are not them. It is why in our organization while there are some non negotiable expectations of leaders, how they do what they do is highly flexible. Leaders are individuals with their unique gifting, personalities and even quirks (yes we all have them). This is why I write in Deep Influence that we must lead from who God made us to be.
When we get caught in trying to meet the unrealistic or false expectations of others we inevitably get out of our best lane and it hurts our leadership. Ironically in trying to meet the expectations of others we often end up hurting our staff because we are no longer leading out of who we are or focused on the clarity that we ought to have.
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.
Then there are what I call false or unrealistic expectations that simply come from history (what the previous leader did), personal preferences (this is what my leader should do) or my personal version of what a leader is and does. This is one of the primary issues pastors face because there are as many expectations of what a pastor should be and do as their are members of the congregation. It is these unrealistic or false expectations that cause issues for leaders unless they are personally clear as to what is important to them.
The expectations of others are a trap because no leader can ever fulfill all the expectations that others have, nor should they. There are simply too many. Leaders must be clear about what is important to them in leading well rather than trying to fulfill the expectations of others. Furthermore those expectations (other than the critical obligations every leader has) are often distractions to good leadership rather than contributors to the mission.
If we are driven to please others by meeting their expectations we are more concerned that people like us than that we lead well and people respect us. There is a big difference between the two. The best leaders have great conviction as to what their priorities are and it does not include meeting all the expectations of others.
There is another issue at play. The expectations of others usually come from how they would live or lead. But they are not us. "But our last pastor...." is not an uncommon phrase. Bless them for how they did what they did but we are not them. It is why in our organization while there are some non negotiable expectations of leaders, how they do what they do is highly flexible. Leaders are individuals with their unique gifting, personalities and even quirks (yes we all have them). This is why I write in Deep Influence that we must lead from who God made us to be.
When we get caught in trying to meet the unrealistic or false expectations of others we inevitably get out of our best lane and it hurts our leadership. Ironically in trying to meet the expectations of others we often end up hurting our staff because we are no longer leading out of who we are or focused on the clarity that we ought to have.
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.
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