The soft side of leadership

I spoke with a member of a large organization this week who told me that the morale of the staff was hurting. One of the factors was that the new president did not connect with the staff like the previous president. When I probed as to why that was he could not explain the difference except that it was different and it had made a difference with morale.

There may well be reasons for this. The business is a lot larger than it used to be and many employees would not know the new president. Economic realities may well dictate that he spend his time on different issues than his predecessor. Or, he may not be perceived as relational.

What I do know is that there is an important but "soft" side to leadership which is not about strategies, vision, budgets or execution. It is showing an appreciation for one's staff, being personable and approachable when with staff, and caring about the impact of decisions on people in the organization.

One leader I have watched breezes in and out of the office with a sense of importance, rarely stopping to greet those he passes and when he does he says, "I'm really busy." What he communicates is "I am really full of myself and what I'm up to is important but you are not." This is a ministry leader - a pastor - and his lack of interest in or time for staff sends a strong message to those who work for him.

Rarely does he engage staff personally, stop into their offices or invite them into his and sends a strong message that he is the leader, is busy and does important things. Behind his back his staff have a name for him and it is not one he would appreciate - but it fits well. Any leader who sends those kinds of message may have authority but is not a good leader.

It also breeds mistrust among staff because trust is only possible in the context of relationship. Certainly a high view of ourselves and the perception that we use people rather than value people breeds mistrust.

The leader I work for is never too busy to stop, talk, engage staff and to find out what is happening in their lives, no matter where they are in the organizational structure. He is widely loved, trusted and respected while the individual above is neither loved nor respected. The difference? Treating people with dignity, concern and appreciation.

Organizations, whether businesses or ministries are made up of people. It is the staff which represents the heart, the intellectual capital and the ability of the organization to deliver something of value to those outside of the organization.

Staff knows whether their leaders use them or value them. That is essentially the difference in the illustrations above. People may fear a leader because he or she uses people but they will neither respect nor love them.

One of the best things leaders can do is to pay attention to those around them and those who work for them. It will deeply impact the morale of the group and treating people with dignity, well, it is what Jesus would do - and did.

Pretense, the enemy of authenticity

The enemy of authenticity is pretense, pretending to be what we are not! It is nothing less than dishonesty which compromises our personal integrity and causes us to live with personal dissonance. 

This was the problem with the Pharisees in Jesus' day. They worked hard to "look and play the part," but that is exactly what they were, actors, playing the part, rather than authentic people of God. It is interesting to me that the only people Jesus was "hard on" were the Pharisees. He hated their hypocrisy.

There are many practices that believers are "supposed" to follow. The "rules" that govern how we live, act, talk and behave. Often we are no different from the Pharisees. We play the part even though it does not reflect the real us. And many of the rules have nothing to do with God but are as man made as those of the Pharisees.

Authenticity is one of the greatest gifts that leaders can give their teams. Authentic men and women have problems, experience spiritual highs and lows, make mistakes, need to ask forgiveness, and don't need to pretend that something is not what it really is. What you see is what you get. People can relate to that because that is real life. People cannot relate to perfection (and of course that is a lie anyway).

Authentic people don't do appearances for appearance sake. Jesus certainly didn't. In fact, he went out of his way to tweak the minds of the Pharisees by breaking stupid man made rules. Authenticity is not about legalism or "keeping the rules." It is about being serious about our followership of Christ in a real way, caring about the important matters of the heart and living in the transformational power of the Holy Spirit - the opposite of trying to keep up appearances.

Authenticity is about living honestly. Being honest with ourselves about our followership and where we come up short and honest with others. If there is one thing that turns off non-Christ followers, I think it is the lack of transparency and honesty among those who tell them that they ought to follow as well. People see through pretense.

Pretense actually breeds legalism and more pretense  After all, if my role model is someone who pretends to have it all together, I may well decide that I need to pretend to have it all together as well. And keep the silly rules that accompany such pretense.  Pretense is a prison because it is not real, cannot be sustained and requires way too much effort to keep up the pretense.

Authenticity on the other hand is freedom. What you see is what you get and I don't need to spend energy trying to look like something I am not. Funny thing is that the only people who get ticked off with authenticity are those who are putting up a pretense themselves. Authenticity puts a lie to their lack of authenticity, hiding behind legalism and false spirituality. Jesus was the greatest threat to the Pharisees - and they knew it which is why they had it in for Him.

Here is an interesting question: where in my life do I feel a need to pretend I am something I am not? Why do I have that need? Something to ponder as we live out our faith.

What you need to know when you are going to suggest major change

Before a whitewater-rafting trip, a good guide is going to sit everyone down in the calm water and tell them what to expect. The reason is simple: knowing what is in store lowers the anxiety level. At least we say to ourselves in the middle of the whitewater, our guide told us that it would be this way.

Here are some realities of negotiating change:

Most likely you will face resistance. This is normal. Don't be anxious or discouraged when your great ideas face resistance; that is simply how many people are wired.

A few loud voices will often seek to shut down the change process. This is normal too. Don't allow their voices to keep you from doing what you need to do, even if they make threats. An exception to this would be individuals who you know have great wisdom and a history of being supportive (not squeaky wheels) and who have significant 'coinage' with you and others. Not everyone's voice carries the same weight.

Some people may threaten to leave to leave your church or organization. This is normal. The more intentional you are as leaders, the more resistance you will encounter from a few because you are messing with the status quo. It is not unusual for some people to leave a church or organization when key directional decisions are made. To cave into their threats is to compromise the kingdom impact of your ministry because of a few loud voices. Don't cave!

You may have leaders who suggest that you revoke the suggested changes, even though they agreed with the need before pushback occurred. This is normal, although unfortunate. True leaders don't retreat from something they believe to be right, just because their proposed change causes waves. Whitewater is all about waves. Change is about waves. Leaders who cannot live with waves are probably in the wrong place.

The greater the change, the more uncomfortable you may feel. This is normal. In the middle of the whitewater it is hard to think calmly. Change produces anxiety in people, which will cause you anxiety. Stay the course, keep your anxiety low and work the process.

You will get wet. This is normal. when the boat is bucking, water comes over the sides. When equilibrium is upset, people say things that are sinful and take shots at those who caused the waves. Respond in ways that lower the tension and stay the course. If you know you'll get wet going in, you won't feel as uncomfortable when it happens.

Did you see the theme here? This is normal. so often in the midst of change, when we are getting wet and are surrounded by whitewater, we question our decisions: We are tempted to retreat; and we lose our nerve, thinking that we must have really screwed up to be where we are No! All of this is normal. Expect it and negotiate it with wisdom, patience and low anxiety.

Issues to consider when hiring new staff

One of the top leadership tasks is to hire well. Every hire impacts the entire organization in a ripple fashion. Hire well and the organization becomes healthier and more effective. Hire poorly and the organization suffers. I am a fan of the concept, "hire slow, fire fast." Being slow on the hire allows you to avoid a lot of pain later.

When hiring:

Never negotiate the critical issues

Especially when hiring, it is a temptation to overlook character issues that may be present but are overshadowed by our view of a person's competency and what they might bring to our team. This is a fatal mistake for a leader in any organization, but especially in Christian ministry where the character of our staff goes to the heart of our credibility. If there is any question on the character issue, walk away!

There are others who have great Christian character but don't have the right competencies or EQ. I am always amazed when someone who does not have the competencies or EQ is recommended for a position with the statement, "Well, they are really nice Christians and they want to work for a Christian organization."

Be clear on the Key Result Areas for the job as well as the competencies needed to fulfill the job

Job descriptions are not enough when you are looking to hire. Job descriptions describe the activities that the position entails. What you really need to focus on are the results you need to see for the activities. For all positions there ought to be three to five clearly defined results that, if fulfilled will spell success (Key Result Areas).

Once you know the results that spell success for the position you can determine the core competencies that you need for the individual to be successful. The core competencies are the non-negotiable skills that an individual must possess to successfully fulfill the Key Result Areas. Many things are negotiable in the hiring process and will be determined by the wiring and gifting of the individual. What are not negotiable are the core competencies since without these, there is no chance for the prospective hire to be successful.

Understand the principle: pay now or pay more later

The longer I lead and the more people I hire, the more convinced I am of the wisdom of thorough testing before hiring (I've paid plenty of dumb tax for not doing it enough). The reason we don't do more testing and due diligence is that it costs money or we are in such a hurry to hire, or we choose to be optimistic and hope for the best.

Here is the reality. You either pay now and spend the time and money to ensure the competence of your potential hire, or you pay dearly later when you have to endure the pain of letting someone go - often after enduring months or years of performance issues.

If they will be playing at a senior level in the organization (including churches) it pays to put individuals through the same executive testing that any good secular organization would use. This will help measure capacity, leadership skills, conflict resolution skills and EQ. Untold pain and frustration would be avoided if we would take the long-term view and spend what we need to spend before we hire to ensure the best fit.

Never make a hiring decision by yourself

Ask those who know you best and who have good discernment to interview those you are thinking of hiring. Do multiple interviews and listen to the gut reaction of those you bring into the process. Include interviewers that are both male and female to see how both react. Be wary of hiring if others you trust express cautions. They are probably seeing something you don't see (or don't want to see).

Make the 'need to know' list

When you are adding someone to your team make two lists: what you need to know about the candidate and what they need to know about you. You need to know their wiring, background, competency, character, culture fit, work style, level they can play at, passions, values and whatever else is important to you.

They need to understand your leadership style, how you do team, expectations that you and the organization have, values, mission, preferred future of the organization, the culture of your ministry, what they can or cannot expect from you as the leader and other significant issues that define who you are as an organization. Be brutally transparent so that they know the upside and downside of your organization. If your honesty scares them away, they are the wrong hire.

Have potential hires interview those who know you best

Have the candidate meet with and interview several people you currently lead who know you well so that they understand how you are wired, how you lead and what they can expect from your. Often those around us can give a better explanation of who we are and how we lead than we can ourselves.

Questions to ask yourself in the process

-Does this person have high EQ?

-Can this person play at the level that other members of this team play at?

-Does this individual have a skill that will complement the team?

-Is this person a team player?

-Will they contribute to the whole rather than simply guard their turf?

-Do they fully embrace the mission and values of the organization?

-Do the other members of the team think they will fit well?

-Do they have the expertise needed for the ministry in which they will participate?

-Do they understand the implications of joining your team and what the expectations are for them as a team member?

-What level of leadership and management support will they need from you?

-If they will lead others, does their leadership style fit the leadership culture of the organization?

Empowering pastors

One of the most disempowering issues for senior pastors are boards that want to second guess much of what they do - or require them to ask permission before they can act. Frequently, churches are permission withholding rather than permission granting and many senior pastors chafe under controlling boards. 

It need not be the case and in fact controlling boards actually slow down and hinder ministry rather than facilitate it. So how does a board empower their senior leader - and therefore their staff - and still ensure that adequate safeguards are in place for the organization?

One simple solution is for boards and their senior leader to sit down and delineate those thing that the leader must do and those things that the leader cannot do without board assent. In policy governance used by many boards these are called executive limitations - the limits put on the senior leader by the board. Aside from those limitations, the senior leader is free to act with "reasonable interpretation" and make decisions as they see fit. 

By putting these into policies the senior leader knows what his or her limits are and are free to make decisions consistent with the ministry vision of the church without needing to run all of those decisions by the board - a redundancy that makes for inefficient ministry. Policies that make sense in one stage of a church's life may not make sense in another and these limitations can be either relaxed or tightened depending on the need. It also clarifies which issues are management issues delegated to the senior leader and which issues are board issues so that there is no longer confusion around responsibility and authority - a common issue in church governance. 

Often in working with boards, someone will ask the question, "But what if we don't trust that our senior leader will make the right decision." The question is either about trust or about competency and if the question needs to be asked there are other issues that the board and senior leader need to work on. Often a board member is simply not willing to allow the senior leader the latitude to do their job as they want to control not empower.

It is always amusing to me to see the competencies that churches look for when hiring a senior pastor and then the lack of empowerment they give this individual who they believe matches those competencies. Pastoral work is hard enough without a board second guessing everything that one does. Clarifying what the expectations are and then giving maximum freedom outside those limitations is one of the greatest gifts a board can give their leader.

Job competency and emotional competency: which is more important?

Here is an interesting question: What makes a person competent in their job? For many of us the first answer would be that they "do their job well" referring to their professional ability. I believe, however, that professional competency is only part of the equation and that relational and emotional intelligence is just as important as professional skill.

Take a top rate accountant for instance. They may be superbly trained and incredibly accurate but if they cannot get along with their peers they will never be successful. In fact, I believe that we underestimate the impact on poor relational and emotional skills to our detriment because they impact so many others on our teams.

No matter how competent someone is in a specific skill - if they have significant relational or EQ deficits they become a real liability to the health of a team or organization. We often overlook the damage because of their skill but the truth is that a strong skill cannot make up for the negative impact of relational and EQ dishealth. 

This has two important implications. The first is that relational and EQ health must be a significant issue in the hiring process. Can they do the job is an important question. Equally important is whether they can get along with others and display healthy EQ. 

The second implication is that we need to be addressing issues of relational and EQ health on a regular basis with our staff. All of us can grow in these areas unless we have a significant personality disorder. Growth in these areas grows the health of the organization as a whole. Many individuals have never been trained in relational and EQ health. Yet it is perhaps the most significant issue in their professional and personal success.

I meet many professionally competent people. I meet fewer people whose relational and EQ health matches their professional skill. I am committed to developing both sides with our staff and certainly look at both sides when hiring.

Seven indicators of a healthy organization

Leaders are always looking for the magic bullet to differentiate their organization from others and give themselves an edge. Often, they end up chasing the wrong things. In fact, the key to a great organization is pretty simple: they focus on health. This is the opposite of a toxic workplace which is unfortunately more common than we wish.

What are the signs of a healthy organization?

One: They have great clarity about what they are about. There is no ambiguity regarding their mission, their guiding principles, what they need to focus on and what they desire to accomplish. Because of this clarity, the whole organization is on the same page and are moving in the same direction.

Two: They have a candid and trusting culture where there are no elephants (issues that cannot be discussed) and where honest dialogue is valued and expected. Unhealthy organizations shut down candid and robust dialogue as a threat. Healthy organizations encourage and expect it knowing that the only way to better solutions is honesty. This can only happen in a culture of trust which is the ground from which such honest dialogue emerges.

Three: They empower people to make necessary decisions within well defined boundaries. Controlling organizations stifle creativity and are permission withholding cultures. Healthy organizations encourage creativity and empower people as permission granting cultures. Unhealthy organizations control people through rules while healthy organizations empower people through well defined clarity (one above). Healthy organizations trust their staff while unhealthy organizations control their staff.

Four: They treat people with dignity. Great organizations are places people love to work because they value their staff and live that value in all relationships. Every organization says that their people are their most valuable asset but most organizations do not live out their stated value. Treating people with dignity means that staff are trusted, empowered, their opinions valued, failure is not fatal but a learning opportunity, and staff are regularly developed to maximize their potential. 

Five: They care about real results. Of course every organization says it cares about results but the truth is that in the ministry world very few actually have ways to measure results which means we are not truly serious! Healthy organizations have great clarity and are focused on living out that clarity for tangible results that they measure and evaluate. Healthy organizations can easily answer the question "How do you measure success?" Can yours?

Six: They constantly develop their staff. Toxic organizations use people while healthy organizations develop and grow people on a regular basis. They create a culture where emotional, relational, spiritual and skill health is both an expectation and something that is constantly growing. Healthy organizations are made up of healthy people so any focus on health must start with staff. 

Seven: They are humble. Humble organizations continue to grow because they know they have many areas where they can grow. Proud organizations actually hurt themselves by their pride. They think they have a corner on ministry and are superior to others. Great organizations take a humble posture with humble leaders and staff whose humility allows them to continually evaluate how they can do what they do better. Humility breeds a servant mentality while pride does not.

How does the organization you lead or are a part of compare to these seven indicators of health?

Leaders and managers and definitions

There is a lot of talk about leadership and some confusion about who is a leader and what it means to lead. It is easy to define organizational leadership because organizational leaders are visible, have leadership titles (president, lead pastor etc) but it is harder to define leadership at other levels or sometimes recognize that while we may not be organizational leaders many of us are in fact leaders and need to lead well. Consider these types of leadership that are critical to any organization.

Team leader: Anyone who is responsible for leading a team whether  as a paid staff member or as a volunteer is a leader. The team will only be as good as the one who helps them move toward common objectives in a healthy manner. One of the primary but often neglected responsibilities of a team leader is to ensure that what the team is doing contributes to the overall ministry objectives of the organization rather than doing their thing (one of the dysfunctions of teams).

Project leader: Those who drive strategic projects for an organization that require coordination of people, resources, teams and often outside groups or individuals. They may not have direct line authority but they use their influence to bring people together across department lines to ensure the project is successful. In some ways this requires even more skill than a team leader who has direct authority over their staff (unless they are leading volunteers).

Many would call project leaders managers. I prefer the word leader because while they are managing processes they are also leading people to ensure that the project is accomplished. If they don't lead well the project does not get accomplished. People don't like to be "managed" but they do want to be led.

Influence leader: These are individuals who have no direct or indirect authority over those they are working with apart from their personal influence that results from their expertise and experience in a particular area. They lead through mentoring, training and influencing others. A good example of this kind of leadership is the Global Equipping Team in ReachGlobal which trains in the areas of theology, church planting, pastoral skills among national partners globally. They are leaders in every sense of the word but they lead through their experience and expertise. 

Take that one step further. Those who look at your life and emulate your actions because you have influenced them are following your example. You are leading through the model of your life. Yes, leading.

Many people who don't think of themselves as leaders, actually lead. Where we lead we want to lead well. Organizational leadership is not a top down affair but is dependent on those who lead at every level of the organization starting with the leadership that is the responsibility of every one of us - self leadership.

Are you an institution or a movement?

Is the church or ministry you are a part of more of an institution or a movement? Look at this excellent description of the difference between the two by H.R. Neibuhr.

There are essential differences between institutions and movements: the one is conservative the other progressive; the one is more or less passive, yielding to influence from the outside, the other is active influencing rather than being influenced; the one looks to the past, the other to the future…the one is anxious, the other is prepared to take risks; the one guards boundaries, the other crosses them.

By this definition most churches and ministries are more institutional than they are missional. Most start their ministry journey with  missional energy and vision but over time move to the institutional side of the continuum. Institutional is more comfortable, demands less of us, requires us to think less and does not demand that we change much. It is a nice place to be.

And a very dangerous place to be! The cost of institutional is that we lose our ability to flex to meet current ministry challenges. We become comfortable with what is rather than with what could be. We become oblivious to the threats to our existence. We allow comfort to subvert effectiveness. We live with the allusion that all is well while in fact it is not!

How do you know where your ministry falls? Ask the following questions from the quote above. Better yet have all your staff and board members answer the questions and then compare notes.

1. Would we be considered conservative or progressive in our ministry paradigms?
2. Do we yield more to influences from the outside or do we influence our direction actively?
3. Do we look more to the past or more to the future?
4. Are we risk takers or risk adverse?
5. Are we afraid to try new things or actively look for new opportunities to pursue?
6. Where would we peg ourselves on the institutional/movement continuum?
7. Are we satisfied with where we are? If not what do we need to do about it?

All people matter to God: Check out the amazing diversity of our world.

At the start of a new year it is fitting to remember that the call of the church is to take the Gospel to every corner of our amazingly diverse and needy world. Sometimes, pictures say it better than words and in this case I believe it does. This is a three and a half  minute video from the BBC called Human Planet. Take a look and be reminded of who Jesus died for and the challenge to share that Good News in many places where it has not yet penetrated. 

As you watch, think of the words of Revelation: "After this I looked and there before me was a great multitude that no one could count, from every nation, tribe, people and language, standing before the throne and in front of the Lamb. They were wearing white robes and were holding palm branches in their hands. And they cried out in a loud voice: 'Salvation belongs to our God, who sits on the throne, and to the lamb.'"

As a mission leader, this is what gets me out of bed in the morning and fuels my energy and passion. All people matter to God.

Guard the gate to your church leadership

How well do you guard the gate in your church to determine that the right people get into leadership and the wrong people do not? Most churches have poor systems for leadership selection - and they pay a high price.

Consider this: the most powerful group in the church are those who choose who will lead. Yet, this group is rarely given any training, little guidance or leadership in choosing the best leaders for their congregation. In fact, serving on the "nominating committee" is often a kind of consolation prize for those who are not on a ballot for something else!

Not everyone, no matter how godly are qualified to serve in church leadership. The quality of our leaders will determine the quality of our ministry. If we care about Return on Mission, we will care deeply about how we choose leaders. Furthermore, it takes only one individual to significantly compromise the working of a good board team.

It is estimated that some 80% of churches in the United States have lost their way and are floundering to one degree or another. That is a direct reflection on who they have in leadership. Get the right leaders along with a strong staff and the church will flourish. Get the wrong leaders and even with the right staff and ministry is significantly compromised. Choose the wrong leaders and have a weak staff and you have the makings of trouble. Never compromise on who you put into church leadership. Their impact is huge.

The New Testament actually has much to say about who we should put into church leadership and it gives us the characteristics of healthy church leaders. Consider these:

Exhibits godly character and lifestyle
This is the most critical, non-negotiable characteristic of a church leader. We are called to lead on behalf of Jesus Christ, as shepherds accountable to the Chief Shepherd (1 Peter 5:4). Paul made it clear in First Timothy and Titus that, above all else, a leader's life must be in the process of being transformed into the likeness of Christ. Only those deeply committed to personal transformation and authenticity can lead others in that direction.

Has a deep passion for Jesus
The church is about Jesus! He is its leader. We serve as leaders under Him. Thus, only those with a passion for Him are qualified to lead His people. Those we lead will be influenced by whatever passions drive us. It is painfully obvious when church leaders are more interested in power, ego or their own agendas than in leading Christ's people where He wants them to go. Remember, few congregations rise above the spiritual level of their leaders.

Displays personal humility
Leadership in the church differs in two significant respects from how it is practiced in other arenas. First, it is a leadership of service rather than power.  As Peter wrote, "Overseers should be 'eager to serve: not lording it over those entrusted to you.'" Second, this leadership already has its agenda set by the Lord of the church. Our agenda has been set, and our leadership priorities are Christ's not our own.

Genuinely loves people
Ego-driven individuals love themselves, not others. Humble godly individuals love others as Christ loves them, and their leadership is fueled by genuine spiritual concern. The driving characteristic of God's pursuit of us has been unexplainable, powerful, unrelenting love, bathed in mercy, compassion, forgiveness and grace.

Is a lifelong learner
Leaders are learners. They are hungry to understand the leadership task. They are driven to lead well to become more effective. Nowhere is it more important for leaders to be lifelong learners than in the context of the local church. Healthy leaders are learners of God, of effective ministry options and methods and of leadership. Once leaders give up learning as a high value, their effective leadership days are over.

Understands and agrees with God's leadership assignment
I often ask leadership boards if they can clearly articulate their responsibilities. Invariably the answer is no, apart from generalities. It is my belief that God has given leaders specific responsibilities and every leadership board should be able to define its responsibilities.

Grapples with the future
To lead is to be out in front of others. True leadership is primarily about the future and secondarily about the present. While this may seem obvious, most leadership boards spend the majority of their time dealing with present-day rather than future issues.

Focuses on the team
Warning: Never elect or appoint to leadership an individual who cannot graciously work in a team setting - and publicly and privately support decisions that the team has made. Leadership teams require team players. Those who cannot function as a healthy member of a team will destroy the unity necessary for a leadership team to lead (remember humility). Mature, healthy leaders choose to subordinate their egos to the will of the group and deeply value the perspectives and input of others and the collective decisions of the board.

Leads willingly
Good leaders are willing leaders (remember 1 Peter 5). Willing leaders are ready to make the sacrifices necessary to lead, without inner resentment and frustration. It is a mistake to coerce individuals to serve in leadership positions. When we push people to serve before they are mature enough to handle the difficulties of leadership (such as conflict), they often have experiences that cause them to avoid future leadership.

Positively influences others
Real leaders have influence over others, whether they are in positions of leadership or not. This is the key: When considering individuals for leadership, ask the following questions: "Do they already have a positive influence over others? Do people look to them for leadership? Do they lead people closer to Christ and in positive ministry directions?"

Has an action bias
Leaders do things. They have a bias toward action and away from the status quo. They don't always know what to do but they will try things and see what sticks, what works. Leaders are never content with how things are but dream of how they could be - continually looking for ways to accomplish mission more effectively.

Is a purveyor of hope
Leaders are optimistic about the future and convey that optimism and hope to those they lead. They believe that positive things can and will happen because they understand that it is God who empowers and it is He who has promised to be with the Church until the end of the age. Pessimists are not leaders! Pessimists telegraph caution and see all the reasons why things cannot happen.

Rarely will a church rise above the personal, spiritual and missional health of its leaders. Who you select is a key either to mediocrity or to health. No one has all of these characteristics in equal measure but they are key questions to ask about those whom you put into leadership.

Five temptations leaders face

Leadership positions are a mixed blessing. For those wired to lead it is a joy to be in one's sweet spot. However, leadership brings with it a set of very real temptations that trip up CEO's, pastors, presidents and ministry leaders. Given these temptations, the first priority of every leader ought to be health: emotional, relational, spiritual, leadership and skill health. In the absence of that kind of care, there is a high likelihood that a leader will suffer one or more of the following temptations.

Isolation
Leaders find themselves in a difficult place. They higher one rises in leadership responsibility the more isolated it feels. Good leaders, while collegial and approachable are not "one of the boys," or "one of the girls." They must push the missional agenda with those they lead and while the culture may well be collegial, they are still the leader and their focus on the missional along with decisions they must make will not always leave them popular.

Leaders who are promoted from within their organization quickly realize that the relationships they had with their peers have changed. It must if one is going to lead well.

Isolation, however, is a trap because we were not made to live in isolation. Isolation breeds loneliness and loneliness breeds unhealthy habits and addictions in a desire to fill that hole of loneliness. Leaders must face that temptation squarely and intentionally foster deep, meaningful relationships with peers at their level and friendships outside their organization. Isolation is dangerous so there needs to be a strategy to counter it.

Feeding a dark side
As noted above, feeding a dark side is often the result of isolation. Long hours, loneliness, constant travel, lack of genuine friendships all leave one vulnerable to unhealthy addictions: pornography, affairs, gambling, drugs, alcohol or other risky behaviors. The unconscious justification is "I need an outlet to my hectic leadership responsibilities."

Isolation and dark sides go together. Wise leaders have a deliberate strategy for avoiding isolation and the development of healthy habits that minimize the need to feed the dark side - which is simply a way to fill some emotional, spiritual or relational hole.

Running on empty
Many leaders have bought the lie that in order for them to lead well they need to be constantly on the move, running from one important meeting to another, one city or country to another. One cannot run a sprint twenty hours a day, day after day, and not pay the price.

God did not design us to run on empty. It can feel good - after all I am so important that I have this incredibly busy schedule - my input is needed all over the place: balderdash! Busyness may feed our self importance but it is not a necessity of leadership. Wise leaders set a livable pace, building in relational time, think time, rest time, and they say no to tons of good things in order to say yes to the most important things. Run on empty long enough and your leadership will be compromised

Taking short cuts
It is amazing how many leaders run aground on the shoals of ethical issues. After all, I work so hard, I give so much of myself to the organization, I am owed something too! Above all, leaders must model the highest ethical behavior and go the extra mile to avoid any appearance of ethical short cuts.

Arrogance
Arrogance is both the end result of the first four temptations and feeds them further. Arrogance is an attitude that the rules don't belong to me, I am the one with the needed wisdom, as the leader, I am different, and this ministry or company revolves around me.

Many leaders fall to this temptation. In the end it severely compromises their ability to lead because those around them will not give themselves to an arrogant leader - if they have other options.

Leadership is a high calling and for those who lead well a most satisfying job. But we will only be good leaders to the extent that we are healthy leaders. Healthy leaders live lives of significant discipline with a great deal of self knowledge because leadership 101 is avoiding the five temptations that will unravel my leadership!

The Power of No

There is an interesting passage about Jesus in Mark 1:21-39. Jesus was in Capernaum where he healed Simon's mother-in-law, and "healed many who had various diseases. He also drove out many demons." Early the next morning Jesus went to a quiet place to pray. When Simon and his companions found Jesus, they told Him, "Everyone is looking for you!"

Jesus' response is surprising. Rather than doing what the disciples expected, and going to those looking for Him, He replied, "Let us go somewhere else - to the nearby villages - so I can preach there also." In other words, He said no to the need and expectations the disciples brought to Him because he had more important missional things He needed to do.

Jesus understood the power of "no" because He could distinguish between those things that were good and those things that were critical for His ministry. Jesus was self defining about what He needed to do rather than allowing others to define those things for him.

It should not be lost on us that Jesus said "no" to the disciples' expectation after He had spent time with His Father. Jesus was in the habit of regularly taking time to refresh His intimacy with the Father and to pray through those things He should be doing so that His priorities were in alignment with the priorities of the Father.

Most of us love to please others. It makes us feel good because in saying "yes" to others' requests they feel good about us and we feel good about ourselves. We get our cookies by pleasing others!

I once did a consultation with a senior pastor of a large church. I was there because his staff felt he did not pay enough attention to them and to building a strong team. When I probed the pastor about how he spent his time (activity), one of the things I learned was that he made all the hospital calls - in a large church! When I asked why he said, "Because it makes me feel good." At least he was honest. While his activity was 'good,' it was not focused on what his true big rocks were, which included building a strong staff team (results). His team was suffering because of his focus on the wrong activity - for him.

Yes and No are powerful words with powerful results. Saying "yes" to the right things allows us to focus our attention on those key areas that spell success for us. Saying "no" to the wrong things (nice activity that is not strategic for what God has called us to do) is equally powerful. Lots of good and nice activities seek to distract us from what is key for us. Wise people refuse to be sidetracked by the nice at the expense of the important.

Saying "no" is not easy. When I am asked to consider an opportunity, my usual answer is "I will think and pray about it and get back to you. Rarely do I agree on the spot. Often I will consult one of my trusted colleagues for a second opinion on whether the opportunity is one that is truly important. After thinking, praying and considering my schedule and priorities, I will accept or decline.

I am learning that saying "no" can be very powerful in accomplishing what God has called me to accomplish. Saying "no" allows me to say "yes" to the key missional things God has called me to do. I cannot say "yes" to those without saying "no" to other good things.

Accidental vs intentional living

All of us live somewhere on a continuum between accidental and intentional living. At the end of one year and the start of another it is worth considering where we fall on the continuum and where we desire to be.

Accidental living can be characterized by the following:

-Lives moment by moment
-Often harried
-Little advanced planning
-Does not distinguish between 'big rocks' and 'small rocks'
-Busy without well defined priorities
-Allows life to determine schedule

Intentional living can be characterized by the following:

-Lives within structure
-Seldom harried
-Significant advanced planning
-Distinguishes between critical and non-critical
-Schedule revolves around key priorities
-Mission drives schedule

Do you fall more on the accidental or the intentional side of the continuum? Are you pleased with where you are?

How intentionally we live our lives matters. From a personal perspective, the issue is whether we are using the gifts, time and opportunities Christ has given to us to the fullest advantage. We have one life to live and it goes fast. On the other side of 50, I am on the down slope of opportunity, time-wise, but have greater opportunity to influence others given my stage of life and the lessons I have learned.

I meet few individuals who want to squander their lives, yet the way they go about life does not match their desires. Lack of careful thinking about priorities and schedules, allowing others to determine them, and not living in light of the gifts and opportunities God has given us equal accidental living.

In John 15, Jesus makes it clear that fruit matters to God. The fruit of our lives is directly related to the gifting God has given us and the "work that he prepared in advance for us to do." (Ephesians 2:10). Seeing the reality of this fruit is directly related to how intentionally we live our lives in light of our God-given gifting and priorities.

Healthy leaders and teams are made up of people who refuse to settle for accidental living, out-of-control schedules, unfocused activity or the expectations of others. Rather, they are deeply thoughtful about what God has called them to accomplish, focusing strategic activity on the big rocks of their lives, all of which come out a deep sense of God's call and our stewardship of that call.

Faces

Faces

Guest Writer: Amy, A ReachGlobal misionary in Tanzania

Whenever you drive into downtown Dar and stop at a major intersection, little boys run up to your car.  They are about 10 or 12 years old, and hold a jug full of soapy water and a piece of a broken windshield wiper.  As soon as your car stops, they splash water on your windshield, "wash" the window in about 10 seconds, and then hold out their hands to be paid.

I used to get annoyed at these boys.  I really didn't need my window washed two or three times in a half hour (once at each intersection), and I didn't like that they assumed I even wanted my window washed.  I also didn't like that I am always targeted because I am white.

These boys are most likely all street boys.  Runaways from abusive homes, orphans, or cast out for one reason or another, and now literally living on the street.  Which is the life that very likely my Josiah could have been living, had circumstances turned out differently for him.  And so, a couple of years ago, when one of these boys tried to wash my windshield, all of a sudden, I saw Josiah's face there instead.

And I started to cry.  And instead of shrugging him away, I paid him.  Now I do every time.

Like every other American (and much of the world), I have been thinking and praying and mourning over the terrible tragedy of 20 lost little lives in Connecticut.  But what has struck me about the situation and how it is being presented is that this tragedy is somehow unusual for our world.

Did you know that in the past couple of weeks, 700,000 refugees have fled Congo?  That they are fleeing a militia that has been bombing and burning down their villages, raping and shooting indiscriminately?  Ironically, they are fleeing into Rwanda, country where only 10 years ago, the majority tribe massacred one million of their fellow countrymen/women/children, neighbor against neighbor, and usually with machetes?

Did you know that often in Africa, children suffer a fate far worse than being gunned down by a crazy person; instead they are handed a gun, forced to murder their own parents, and then conscripted into an army to kill their own neighbors and friends?

The United States will corporately mourn those 20 little lives lost on Friday, and rightly so.  But I can't help but ask, why are those little lives so much more valuable than the ones over here?  Why do people care so much about this tragedy, and barely cast a glance at Congo?  Why is anyone surprised that such an event would occur, when it has been happening in the rest of the world since Cain and Abel?

And I'm guessing it's because that people see their own children, or themselves, in the faces of those children from Connecticut.  They can imagine what it would be like to send their own little ones off to school, only to never see them again.  But they can't imagine a crazed, drug-induced militia entering their neighborhood, raping, burning, and shooting their small children, ripping open their pregnant women before handing their 10-year-old a gun and telling him to shoot his mother or die himself.

The American children have names and faces.  The African children don't.

Adopting three African children has broken my heart for other African children in ways that I never imagined, even after growing up here.  I see children here suffering and I see my children's faces instead.  I think about my children starving, alone, frightened, separated from their families by tragedy, fighting in wars.  Or even just living on the street, trying to make enough money for a meal by washing car windows.

So yes, mourn this tragedy, America.  See your children's faces in the newscasts and hug your own children tighter today.  But don't forget the millions of children and families who endure even worse things every day.  Adopt a child.  Sponsor a child.  Send money to churches in Rwanda who are helping the Congolese.

And remember that we're not celebrating Christmas because of the warm fuzzies and fun and sugar plums.   We celebrate Christmas because our world is desperately, horrifically, tragically broken and our only hope is in Jesus Christ.

A thrill of hope; a weary world rejoices.  For yonder breaks a new and glorious morn!

A very moving Christmas video

CeeLo Green - Mary did you Know

A story stranger than fiction

No story is better known. No story better captures the heart of a child - small or grown - than the one we celebrate today. No matter how many times we hear the story it never grows old, it never disappoints, never ceases to evoke deep emotions of wonder, awe and comfort. An angel’s proclamation to illiterate shepherds, a teenage unwed mother, a loyal carpenter fiancee, the evil king Herod, a cold, clear, Bethlehem night without a place to stay. A messy birth in an animal’s stall, alongside a dirty alley in the dark of night. Confused cows watching unknowing as the Son of the universe stares back unknowing at the very animals He had created eons before. A mother, a child, a carpenter, a few agitated animals and the pungent smell of manure.


This is a story so absurd that it could only have been scripted by a Divine hand. No other writer would have attempted such a script. If they had they would not have claimed it to be true: fiction maybe, but not reality. This is not how the One whose voice had echoed off of a billion galaxies would make His entrance. Without CNN and Fox News, into a hovel known affectionately today as Bethlehem but then nothing more than a tiny village on the path to Jerusalem. 

His entrance was marked not by a proclamation to kings but to astonished herdsmen sleeping with sheep. The heavens opened with ten thousand voices – not over Jerusalem the ancient capital – but over a tiny grazing field for a handful of insignificant shepherds. They would be the only witnesses of the grand entrance of a King. No other writer would have written such a script. 

No other author would have taken such a chance. For behind this story there are echoes of another story - equally incredulous. Centuries before in the vastness of eternity past – when infinity kissed infinity, The Master of Infinity spoke into being the universe in which we live - 3,000 of whose stars are visible to the careful eye, 30 billion visible from a large telescope, - the other 90% of the universe still hidden from our eyes. Its splendor an eternal testimony to the Author of the story.

Immortal, invisible, God only wise,
In light inaccessible hid from our eyes,
Most blessed, most glorious, the Ancient of Days,
Almighty, victorious, Thy great name we praise.

Great Father of glory, pure Father of light,
Thine angels adore thee, all veiling their sight;
All praise we would render: O help us to see
Tis only the splendor of light hideth Thee.
(Walter Chalmers Smith)

The Author’s heart was restless still, lonely in His perfection. A heart full of love is not easily satisfied. Transcendent goodness longed to give away infinite love. Again the Author spoke: A planet was expertly crafted. One among billions. A people wonderfully created – in the image of the Author. Free to love, free to experience the infinite goodness of the Author. Free to revel in His infinite Love. But above all free. Love cannot be forced and remain love.

We are not the sole owners of broken hearts. No heart suffered such sorrow as Infinite Love rejected. Image bearers rejected the Image Maker. The story’s characters fired the Author to write their own script. Unmatched, searing pain pierced the Author’s heart as the loved jilted the Lover. 

Chaos infiltrated beauty. A planet was hijacked and spun out of control. Poverty of spirit supplanted endless joy. Unfulfilled hearts realized the pain of lost love. Without the Author, individual story lines faltered – and failed. Sadness reigned. Darkness descended in seeming endless gloom.

Truth can be stranger than fiction. For in the pained heavens the grieving Author plotted love’s revenge. An awesome revenge that only Divinity could contrive – that only Divinity would contrive. Having lost His loved, the Lover would send His most loved to reclaim His heart’s desire. The rejected Creator would kiss the unfaithful created. Tender mercy in place of deserved destruction. An astonished heaven broke into unbelieving applause. Image bearers would be reclaimed by the Image Maker. Light would once again prevail over darkness. Brokenness would be made whole. Peace would triumph over chaos.

All was silent in the heavens on the chosen night. Angels held their corporate breath. For nine months the Son had been absent, resident in a young girls womb, coming to us not as a king but incognito, just one of thousands of children that would be born on a lonely planet that night – into the darkness that our word had become. Placenta covered the Son of the universe arriving to claim back His beloved: this time, one by one, heart by heart. Tender mercy arriving in disguise: one of us, one like us. On that night, the Author personally entered our story. 

Such humility our world has never known. A stunning reversal for a world gone astray. A Heart full of love is not easily satisfied. Transcendent goodness longing to give away infinite love, arriving under cover of night in order to “shine on those living in darkness…to guide our feet into the path of peace.” (Luke 1:27).

When an author writes, each character is unique; each has his or her own storyline. We, each have a story – unique, unrepeated, singular. Each story has its own joy, its own pain, its own pathos and unmatched quality. But each shares one singular, astonishing feature. We are made in the Author’s image, and He will not rest until we have invited Him to join in our story. 

More astonishing than the script He has authored, the story we celebrate today is that He also wants to enter into your story. This is the most ancient of stories but it is also the most contemporary of stories. The Christmas story is but one chapter in the Author’s divine script. The Author is still writing. And every person who invites Him into their story becomes a separate and unique chapter in His unfinished book. And into each story He brings His light and peace. 

“For God so loved the world that He gave his one and only Son, that whoever believes in Him shall not perish but have eternal life. For God did not send His Son into the world to condemn the world, but to save the world through Him.” (John 3:16-17.)

Have you invited Him into your story?

An amazing video about God's love for us

Take five minutes and watch this video. And then pass it on. It will encourage you and is an amazing evangelistic piece: Creative and powerful.

Falling Plates 

The gift of God: Emmanuel, "God with us."

It is my favorite name for Jesus. And it encapsulates the amazing and incomprehensible gift of God to us for it literally means "God with us." 

It is fitting that Jesus arrived in the squalid confines of Bethlehem. It was the other side of the tracks - more of a slum than the cute Christmas villages we put up on our mantels. A birth in a stable is a messy affair but our hearts are messy, our lives are messy and many of the situations we face are the result of living in a fallen and messy world. The gift of Emmanuel is that He chooses to enter into our mess, whatever our situation and be with us. In the incarnation He became one of us and through the Holy Spirit daily lives with us.

Think of the worst situation you can imagine, or the one you or a close friend is going through right now and then remember, Emmanuel is with you, just as when He first entered this world in Bethlehem. Not only that but He is walking through whatever situation you have with you. God with us. As Paul said, there is nothing that can separate us from the love of God in Christ Jesus our Lord (Romans 8).

The gift of God to us was not only Jesus in the incarnation but Jesus who would for the first time live in each of His followers through the gift of the Holy Spirit. Emmanuel, God with us. It is the gift that keeps on giving, every year, every hour, all the time.

A, B and C team players

Potential or current team members can be categorized as A, B or C Team players. This is not about being a good or bad person, but about being able to play well on your team.

A team players have qualities such as being self-directed, highly competent, committed to team and hard working. They are committed to your values and mission, require little management, and are results oriented. A Team players have high EQ's, they work well with others and have good self awareness.

B Team players are committed to team, work hard, buy in to your values and mission, are results oriented, and have high EQ, but may require more direction. Generally, B team players are not as creative or entrepreneurial as A Team players, but given concrete direction, they will do their work diligently and faithfully.

C Team players may or may not be competent (some are very competent and may even by 'stars'). But they have a fatal flow that disqualifies them from serving on your team. Disqualifiers include lack of tangible results, laziness, lack of buy in or adherence to your mission or values, low EQ that disrupts relationships on the team or elsewhere, inability to work productively as a team player, or immaturity requiring constant management.

Let me say what many in the Christian world are unwilling to say: C Team players do not belong on our teams no matter how 'nice' they are or how long they have been with you. To allow them to stay is to condemn the rest of the team to frustration and to compromise the mission of the organization. Remember, we are using God's resources to further God's Kingdom. We have a responsibility to our donors, to the Kingdom and to the mission of the organization to ensure that we deliver on the mission.

The question one needs to ask about C Team players is whether the fatal flaw can be dealt with so the individual can move from a C Team player to a B Team player. It is possible that people operating at a C Team level in terms of results are in the wrong job (wrong seat) in which case you may want to do some testing and try an alternate job if one is available. What is not wise is to leave an incompetent person in place. Your credibility as a leader will be legitimately tarnished with the rest of your team if you do not deal with performance issues - or other fatal flaws.

Before you decide that someone is a C Team player, ask the question whether they have ever been coached or mentored. And, whether anyone has ever been honest with them regarding issues that are problematic. If not, you owe it to them to put them through a process to see if they can be retooled and brought up to a B Team level.

A and B Team folks are the heart of any good team and organization. In some higher-level jobs, you will need A Team players. In many jobs, a solid, faithful B Team player is exactly what you need. Know that you need and work to fill positions based on that need.

One of the realities of organizations is that someone who is an A or B Team player at one phase of an organization's life can slip to a B or a C at another. Most people have a built in "capacity ceiling" where they cease to be effective.  Thus a youth worker who was a star when she had 20 youth in her group (she could personally relate to 20) starts to slip when she has 60 (she cannot relate to 60 and is not able to build a team to help her).

It may be a case of not being able to multiply themselves so that they can lead a larger number of people or it may be they have just quit growing (an all too common scenario). If coaching and mentoring do not solve the issue, you may have to move them to another seat on your bus or help them, redemptively, find a seat on another bus. What you cannot do is allow someone to function at a sub-standard level without directly impacting the rest of your team and the results of your ministry. At any state of your ministry's life, having the right people in the right seat is critical if the ministry is going to develop to the next level of effectiveness.

Your first responsibility as a leader is to ensure the health of your organization while always acting redemptively when a change is needed. People who are not doing well are usually not in their sweet spot, and they often know it. To leave them there is not fair to the organization, to others on your team, and in the end, is not in the best interests of the one who cannot play at the level they need to play at.