Often we don't realize that a tremendous amount of energy is wasted and drained from issues that we choose not to address. The failure to address known issues can steal amazing time, anxiety or joy from what should be productive ministry.
Take a staff member who is out of sync with the rest of the staff or leadership. Their lack of alignment is like a huge anchor the rest of the organization must drag along behind them. Yet we let it happen all too often.
Or consider governance that no longer fits a church's size that keeps decisions from being made in a timely fashion, requires permission from multiple sources and just makes it hard to lead. In many cases poor governance models also create confusion as to who is responsible for what leading to frustration or conflict. It is a huge an unnecessary drain on multiple people.
Unresolved conflict between key members of a team or board also create tension and an emotional drain on those involved and those who are on the fringes. So do unresolved issues that come up time and again.
Ask yourself this question. Is there something that is draining you or your ministry team or organization of time, energy or emotional health? Is there something that causes ongoing frustration and is a drag on the forward momentum? Is there an individual who is at the center of ongoing controversy or conflict?
If you can identify those frustrating drains on the energy of your ministry deal with them. It may cause short term pain but it will bring long term health. Once you deal with the issue(s) you will be amazed at the freedom you feel and the new energy you have.
Posted from Milwaukee
Saturday, May 16, 2015
Friday, May 15, 2015
Five things to remember about all emails you send.
I just saw an email that caused me to say "Oh my!" and it reminded me of the dangers that emails present. I suspect that if it could be recalled it would be but that is not possible and now it is being circulated to places and people the author probably does not desire.
Five things to remember about all emails we send:
First: Do not assume they will not be made public. The more controversial the conversation the greater the chances there are that whatever you write will find its way into the hands of others. All it takes is one click. Do not write anything that you don't want others to see and that you cannot substantiate. Our tone, our words, our attitudes and our assumptions matter in print and they can easily be wrong or badly misunderstood.
Second: Do not question the motives of others. In the first place you may well be wrong. In the main we cannot know what those motives really are. Conversations may unearth them but emails rarely will and you run the risk that you have it wrong - but now in print.
Third: Do not make accusations you cannot prove and even if you can that will not be understood by others who might read the email. Emails are not the place to make accusations. I am reluctant to do so in person let alone by email. And remember that even if you are right, those who are friends of the one you are writing to will rarely agree with you and it probably will come back to bite you. Why pick fights that you don't need to pick?
Fourth: Do not use inflammatory language. The harsher the language the tougher it is going to be to resolve whatever issue needs resolution. Inflammatory language raises the level of conflict, can be accusatory by its very nature and is unnecessary in an email. Even if everything you say is true, third parties who may see the email will inevitably take exception to you and what you wrote - and you will lose coinage.
Five: Don't make a threat by email. There may be consequences to someone's actions but rarely is it helpful to threaten them in a way that could go public, or that will be misunderstood by third parties.
If one is tempted to send an email that violates any of these five principles it is a smart practice to first wait 24 hours before sending it and second to have a colleague you trust read it. If it has implications for your organization or ministry, show it to your supervisor before sending because if it comes back to haunt you it will also haunt them.
Posted from Guatemala
Five things to remember about all emails we send:
First: Do not assume they will not be made public. The more controversial the conversation the greater the chances there are that whatever you write will find its way into the hands of others. All it takes is one click. Do not write anything that you don't want others to see and that you cannot substantiate. Our tone, our words, our attitudes and our assumptions matter in print and they can easily be wrong or badly misunderstood.
Second: Do not question the motives of others. In the first place you may well be wrong. In the main we cannot know what those motives really are. Conversations may unearth them but emails rarely will and you run the risk that you have it wrong - but now in print.
Third: Do not make accusations you cannot prove and even if you can that will not be understood by others who might read the email. Emails are not the place to make accusations. I am reluctant to do so in person let alone by email. And remember that even if you are right, those who are friends of the one you are writing to will rarely agree with you and it probably will come back to bite you. Why pick fights that you don't need to pick?
Fourth: Do not use inflammatory language. The harsher the language the tougher it is going to be to resolve whatever issue needs resolution. Inflammatory language raises the level of conflict, can be accusatory by its very nature and is unnecessary in an email. Even if everything you say is true, third parties who may see the email will inevitably take exception to you and what you wrote - and you will lose coinage.
Five: Don't make a threat by email. There may be consequences to someone's actions but rarely is it helpful to threaten them in a way that could go public, or that will be misunderstood by third parties.
If one is tempted to send an email that violates any of these five principles it is a smart practice to first wait 24 hours before sending it and second to have a colleague you trust read it. If it has implications for your organization or ministry, show it to your supervisor before sending because if it comes back to haunt you it will also haunt them.
Posted from Guatemala
Thursday, May 14, 2015
When leaders stop learning they also stop leading
Leaders often inadvertently stop leading even though they think they are leading. After all they have the title and the responsibility. And authority. But, Leadership is not about those three things. It is helping the ministry move forward in clarity toward a defined goal and meet the new challenges of the day.
None of that happens without the leader continually growing personally and professionally all the time. When leaders stop learning and growing they also stop leading.
Consider:
The environment around us changes continuously and unless we respond to those changes we quickly become irrelevant in our methodology. Our theology does not change but our methods of ministry need to. Not only does our environment change but the needs of an organization change at different seasons and phases of growth. Moving through those times of transition takes new thinking and new skills that if not learned plateau the ministry.
In addition, those who report to us take their cues from us. If leaders are not always pushing forward to learn new things others probably will not either. So stagnation at the top leads to stagnation throughout the organization. This leads to the best people leaving (staff or in the church congregants) and over time it leads to decline.
What keeps leaders from growing? Often our busyness keeps us from focusing on what is most important. Thus we can live with the illusion we are leading (we are doing things) but we are not actually helping the ministry move forward but are rather managing the status quo.
I believe another reason is often laziness. It is easier to manage the status quo than to figure out what comes next and how to get there.
Finally, pride can keep us from seeking help from others. But none of us grow without the help of others. Often leaders need help to grow but do not ask or take the initiative. Pride makes us believe we are better than we are. Humility leads us to seek growth as we realize how much we don't know.
Pride, laziness and busyness all conspire to keep us from learning new things. If we are going to go the distance it is a lifelong process with great intentionality and purpose. Pursue growth and the organization will grow. When we don't we actually stop leading.
Posted from Guatemala
None of that happens without the leader continually growing personally and professionally all the time. When leaders stop learning and growing they also stop leading.
Consider:
The environment around us changes continuously and unless we respond to those changes we quickly become irrelevant in our methodology. Our theology does not change but our methods of ministry need to. Not only does our environment change but the needs of an organization change at different seasons and phases of growth. Moving through those times of transition takes new thinking and new skills that if not learned plateau the ministry.
In addition, those who report to us take their cues from us. If leaders are not always pushing forward to learn new things others probably will not either. So stagnation at the top leads to stagnation throughout the organization. This leads to the best people leaving (staff or in the church congregants) and over time it leads to decline.
What keeps leaders from growing? Often our busyness keeps us from focusing on what is most important. Thus we can live with the illusion we are leading (we are doing things) but we are not actually helping the ministry move forward but are rather managing the status quo.
I believe another reason is often laziness. It is easier to manage the status quo than to figure out what comes next and how to get there.
Finally, pride can keep us from seeking help from others. But none of us grow without the help of others. Often leaders need help to grow but do not ask or take the initiative. Pride makes us believe we are better than we are. Humility leads us to seek growth as we realize how much we don't know.
Pride, laziness and busyness all conspire to keep us from learning new things. If we are going to go the distance it is a lifelong process with great intentionality and purpose. Pursue growth and the organization will grow. When we don't we actually stop leading.
Posted from Guatemala
Tuesday, May 12, 2015
Monday, May 11, 2015
A must read for all those interested in Latin American Christianity
If you support mission efforts in Latin America or serve there I would encourage you to pick up this book which gives an excellent overview of where the church is today and how it got there. It is part of an Oxford series on Christianity and is a fascinating and helpful read.
Amazon link
Posted from Guatemala
Sunday, May 10, 2015
Why you should consider missions if you are in your second half of life
I talk to a lot of people who want more. More impact, more influence, more opportunity to make an impact for the kingdom. Many of them are in their fifties and have been there and done that. They are professionals, in the trades and in ministry and they long for more. More is something they should consider! And it may be in full time missions. Don't be shy - take a chance with Jesus and ask if this is an option for you.
Don't get me wrong. There is no first bench and second bench in the economy of Jesus. There is nothing more spiritual about full time missions than being in one's lane in their own country. God uses all of us for extraordinary things if we are available to Him.
But....there are many who long for more. And the opportunities to bring Christ to the nations is an amazing opportunity and unlike the past, mission agencies can use anyone with a skill along with good personal, emotional and relational health. It is ordinary people reaching ordinary people for extraordinary results. We live in a world that is deeply thirsty for answers to life. And, the response to the Gospel in many parts of the world is amazing. In other settings it his about planting the seeds for future response.
I can speak for ReachGlobal that we are actively looking for both leaders and staff who have a heart for the global gospel. If you email me at tim.addington@efca.org I will put you in touch with someone who can explore the options with you. Or, contact the mission that you are familiar with. At the least, explore how you can make a difference in our needy world.
Posted from Oakdale, MN
Don't get me wrong. There is no first bench and second bench in the economy of Jesus. There is nothing more spiritual about full time missions than being in one's lane in their own country. God uses all of us for extraordinary things if we are available to Him.
But....there are many who long for more. And the opportunities to bring Christ to the nations is an amazing opportunity and unlike the past, mission agencies can use anyone with a skill along with good personal, emotional and relational health. It is ordinary people reaching ordinary people for extraordinary results. We live in a world that is deeply thirsty for answers to life. And, the response to the Gospel in many parts of the world is amazing. In other settings it his about planting the seeds for future response.
I can speak for ReachGlobal that we are actively looking for both leaders and staff who have a heart for the global gospel. If you email me at tim.addington@efca.org I will put you in touch with someone who can explore the options with you. Or, contact the mission that you are familiar with. At the least, explore how you can make a difference in our needy world.
Posted from Oakdale, MN
Saturday, May 9, 2015
Managing anxiety in our leadership roles and saving us from ourselves
On a regular basis, leaders are confronted with situations that cause anxiety. How we learn (and it is learned) to handle that anxiety is one of the key factors in how well we will lead over the long haul. Those who don't handle anxiety well will sabotage their leadership either through emotional responses that are inappropriate or through inner turmoil that eats at their gut - and often both. It is one of the reasons some very bright people choose not to lead. When someone says, "It's not worth the hassle," what they are often saying is that "I don't have the tools to manage the anxiety that comes with leadership."
Anxiety is the uncertainty that comes from any number of situations leaders face. It can be conflict within the team that needs to be resolved, actions or words of a team member that we assume are disloyal to us, seemingly dumb things that someone may have done or situations we just don't know how to confront. I can think of a long list of people and situations that caused me anxiety as a leader, especially as a young leader. That anxiety, however, must be managed if we are to act with discernment and wisdom rather than with an emotional, angry or knee-jerk response.
How do we manage our emotions in these situations and save ourselves from ourselves? Here are some suggestions:
One: Don't act precipitously. Acting out of our initial response will usually exacerbate the situation rather than resolve it.
Two: Manage your anxiety - it is wasted energy. I often simply visualize a drawer in my mind where I place those things causing me anxiety and lock it until it is time to deal with the issue.
Three: Don't assume you have all the facts. This is why time is on your side. Often when acting out of emotion we are also acting out of factual ignorance. Getting the whole story often puts things into perspective.
Four: Don't assume ill motives. When we get all the facts we often discover that the motives of others were not poor whether what they did was wise or not.
Five: Consult with a trusted colleague to get a different perspective on the issue and ensure that you are taking a wise course to address it.
Six: Think through how you want to approach the issue with the individual(s) involved for the most positive outcome. This takes time. Don't address it until you have a plan for your approach.
Seven: Have a conversation with the individual(s) involved. A conversation is different than an attack. Often in talking the situation out we come to understanding and mutually agreeable solutions.
Eight: Consider what everyone can learn from the situation. In other words, assigning blame is often not as healthy as just seeing what lessons can be learned moving forward.
Nine: It goes without saying for Christian leaders that asking for God's wisdom in the situation is critical.
Posted from Oakdale, MN
For more help in understanding emotions in leadership, my new book Deep Influence deals with this in greater depth.
Anxiety is the uncertainty that comes from any number of situations leaders face. It can be conflict within the team that needs to be resolved, actions or words of a team member that we assume are disloyal to us, seemingly dumb things that someone may have done or situations we just don't know how to confront. I can think of a long list of people and situations that caused me anxiety as a leader, especially as a young leader. That anxiety, however, must be managed if we are to act with discernment and wisdom rather than with an emotional, angry or knee-jerk response.
How do we manage our emotions in these situations and save ourselves from ourselves? Here are some suggestions:
One: Don't act precipitously. Acting out of our initial response will usually exacerbate the situation rather than resolve it.
Two: Manage your anxiety - it is wasted energy. I often simply visualize a drawer in my mind where I place those things causing me anxiety and lock it until it is time to deal with the issue.
Three: Don't assume you have all the facts. This is why time is on your side. Often when acting out of emotion we are also acting out of factual ignorance. Getting the whole story often puts things into perspective.
Four: Don't assume ill motives. When we get all the facts we often discover that the motives of others were not poor whether what they did was wise or not.
Five: Consult with a trusted colleague to get a different perspective on the issue and ensure that you are taking a wise course to address it.
Six: Think through how you want to approach the issue with the individual(s) involved for the most positive outcome. This takes time. Don't address it until you have a plan for your approach.
Seven: Have a conversation with the individual(s) involved. A conversation is different than an attack. Often in talking the situation out we come to understanding and mutually agreeable solutions.
Eight: Consider what everyone can learn from the situation. In other words, assigning blame is often not as healthy as just seeing what lessons can be learned moving forward.
Nine: It goes without saying for Christian leaders that asking for God's wisdom in the situation is critical.
Posted from Oakdale, MN
For more help in understanding emotions in leadership, my new book Deep Influence deals with this in greater depth.
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