Finding the perfect chair

I have a fondness for comfortable leather chairs. In fact, I recently spent several months looking for the perfect leather chair for my home study. In the process I sat in many chairs in many stores, looking for the one that fit me the best. From that chair I can comfortably write this blog post.

Finding that perfect chair is a lot like finding the perfect work spot where our work responsibilities are uniquely designed to fit our passions, our skill sets and our sweet spot (those areas where we have great skill and strength). If you sit in a chair like that in your work you are a lucky individual indeed and it often does not take place until our forties and fifties when we understand ourselves more fully and have a team around us that makes it possible for various members to play to their strengths and thus, we to ours.

Our sweet spot is where we are most effective, where we are energized and where the responsibilities of our jobs are in line with our unique gifting and wiring. For me that means a job that allows me to architect the vision of an organization, mentor key leaders of the ministry, resource the ministry financially and otherwise and write. If I can spend a minimum of 60% of my time in those areas and better yet 80% of my time in those areas, I will be happy, challenged and effective. That is my perfect chair.

When less than 60% of our time is spent in areas of our sweet spot (which means that we are not that effective at them and that they drain rather than energize us) we will find ourselves fatigued and not very satisfied. If we agree that God wired us in a certain way, it then becomes imperative that we do what we can to spend as much of our time in the zone where he wired us rather than trying to do (not very effectively) those things we were not wired to do.

We usually start out our work careers doing many thing. Over the years we recognize that out of those many things we actually are best at a few things (none of us are great at more than two or three things). So our challenge is to figure out a way to get seated in a chair that has us doing primarily those things that we are really good at doing.

Some suggestions on getting there:

1. Talk to your supervisor or board about how you are wired and where you are most effective and satisfied and ask if you can dialogue about a restructuring of your job so that you are able to spend 60 to 80 percent of your time in those areas
2. If you are a ministry leader, intentionally build a staff or team around you that allows you to play to your strengths and offload to other gifted people those things they do well but you don't do well.
3. Be willing to give up things that you feel are obligations but not in your sweet spot and allow others to take them on. The fewer things we do that are focused in our sweet spots, the more effective we are.
4. Build a culture in your organization that says, to the very best of our ability we get people into their sweet spot even if it means that we annually look at job responsibilities and how we can best configure our staff for maximum effectiveness and job satisfaction. The book, Leading From The Sandbox can be of help to you in this.
5. Don't be satisfied with a chair that does not fit you. When you are uncomfortable you won't be happy or effective. If you cannot redefine within your organization you may need to look for a chair in another. Your legacy (what you leave behind) is dependent on it.

It takes time to find the perfect work chair but if you can and when you do you begin to live in the flow of everything God made you to be and it is a wonderful experience.

Investing in your staff

One of the highest callings in Christian leadership is to be in a position where one must discern the character, gifts, skills and abilities of others and direct them to a meaningful, purposeful, and fulfilling ministry. God’s call in our life is always to be in a context where we can grow in him and effectively serve him, using the gifts and talents that he has given us to serve his Kingdom communities (the Church) and be a witness to his compassion and love.

Therefore, one of the most important tasks of a leader is discerning proper placement for the service of those they lead. (I Corinthians 12). And then to mentor, develop and coach them in that spot.

Many leaders do not understand either the priority or the value of making a significant investment in their staff. From a priority standpoint, the better one's staff, and the better they are positioned for success and the better they are developed and empowered, the more missional success your ministry will achieve. Because ministry happens through people, the larger your ministry the less it will be directly impacted by you and the more it will be impacted by others. Therefore your investment in others becomes one of your most critical tasks.

From a value standpoint, staff who are invested in to help them grow, develop and work from their strengths, not only become better but they become deeply loyal to your organization.

As I have reflected on the senior level leaders in our organization who oversee many others it is my conviction that at least 25% of their time must be spent in the development, coaching, mentoring and placement of people so that they reach their full potential.

I believe that senior pastors have the same obligation with their staff, leaders and volunteers. The best ministries are those that have a huge commitment to develop and release their staff in line with the gifting God has given them.

The largest inhibitor to this practice is that many of us did not go into ministry to develop others but to do ministry ourselves. Thus as our leadership position grows or our ministry grows we continue to do ministry rather than making the fundamental shift to a leadership role of developing our staff for their maximum success - and therefore for your maximum success!

Take a look at your calendar and ask the question, in the course of my month, how much time do I spend in the mentoring, developing and coaching of those who report to me or to my larger staff (if some report to you through others). Many of us would find that we spend very little time in that arena yet it is one of the most important things we should be doing. How are you doing?

Growing our wisdom one decision at a time

There is much written in Scripture about wisdom. We all want it, all believe we have it and certainly don't like the alternative - being a fool. The thing about wisdom is that like a tree it grows slowly, one ring at a time, one layer at a time, one decision at a time and it is the accumulative layers of right thinking and right decisions and right priorities and right behaviors that build true wisdom.

Wisdom starts with "The Fear of the Lord." There is a lot wrapped up in that simple statement but fundamentally it is the acknowledgement that God's ways for our lives are the right ways even though we are constantly challenged by our selfish hearts, the media and our society that there are "better" ways than His ways. Or to put it another way, His ways are great, as long as they don't get in the way of My ways! When they do, well, lets say it is negotiable.

Those who grow little rings of wisdom have made the decision that His ways are indeed the right ways and they consciously and intentionally align their lives to be in sync with his ways. Wisdom, then is not just how we think, it is directly connected to the life choices we make and our obedience to God. It is not just about wise decisions, but about wise living.

Wisdom is also about what we choose not to do. Proverbs is a book that contrasts two types of people. The wise and the fool! Fools choose certain paths and the wise other paths. For instance, fools do not listen to other wise people. Fools, act on their own without consulting God or others. Fools are not discerning about their advisers or actions. It is an interesting exercise to look at the ways of the fool and the ways of the wise. Avoiding the practices of the former and committing to the practices of the latter are the way of wisdom.

Wisdom then is also about discernment: the discernment to avoid certain behaviors, decisions, actions and people, and the discernment to choose certain behaviors, decisions, actions and people. Fools lack discernment while the wise specialize in discernment.

Wise people are not born that way. They have chosen to grow it one decision, one action, one behavior and one discerning choice at a time until the cumulative effect is to default to a wise and Godly choice over a foolish and selfish choice. Like the rings of a tree, it is one season at a time that eventually shows its unique and faithful character, ring after ring after ring.

It does not happen by accident! It is a choice we make. Each time we have a choice.

Embracing the discipline of thinking deeply

Good leaders are good thinkers. They have embraced the "discipline" of thinking - and it is a discipline that can be learned, sharpened and honed with time and practice.

There are others who have ambition but not the will to think deeply. Instead of thinking deeply they copy ideas of others and apply them to their ministry, hoping for the same results. Usually they don't get the same results because they did not understand the underpinnings of the strategy that came from deep strategic thought.

The more leadership responsibility one has the more one needs to set aside for thinking - away from distractions, email, and interruptions. Where you have other deeply insightful and strategic people on staff you will want to engage them in dialogue on critical issues you face. Some think best in solitude, some think best in dialogue. Either way, the intellectual capital of others plays a major role in coming to the best solutions.

As an organizational leader, I allocate about 25% of my time for thinking, analysis, considering options and dialoguing with other key individuals. Most people gravitate toward action. Leaders activate but only after a lot of deep thinking.

Leaders also practice "grey thought." Thinking grey is the ability to evaluate and consider many different options - some of them contradictory - without coming to a conclusion until one needs to. Here is an irony. Great leaders put off making decisions as long as they can so that they can do all the grey thinking possible. That way when they come to a conclusion, they have considered as many of the ramifications as possible and have a much higher wisdom and success ratio than those who make quick decisions.

Distractions are the greatest threat to deep thinking. Twitter, facebook, CNN, Fox, Sirius, the pace of life, and the obligations we have all rob us of think time. They are good if used well and unhelpful if not. Those who run too fast - even with great success - often crash. They lose their bearings that could have been saved if they had taken the time to consider and think about their ministry and their personal life. This is why my study is a haven for me, it is a place to stay grounded, think deeply and avoid distractions.

Our own spiritual development is integrally tied to the discipline of thinking. One of the reasons for the shallow discipleship of our world today is that we don't take the time to consider the implications of what God says in his word. Reading his word or listening to a message is easy. Making thoughtful application of that word to our lives is far more complex and difficult.

Those who display Biblical wisdom are people who think deeply rather than shallowly and often rather than seldom.

Essential Leadership Commitments

Those who lead others take on special responsibilities...and must hold themselves to the standards that they ask of those they lead. That is not always easy and it takes a humble vigilance because none of us do these things perfectly. But the "commitments" of leaders ought to be the norm not the exception.


Leaders keep their commitments
Our word is our bond and leaders model what it means to keep their commitments. Sometimes this means that we will not commit to something we don't know that we can deliver on. But once we have committed we do all that we can to deliver on that promise. When we don't deliver we devalue those to whom we have made a promise and we communicate that good intentions are what counts, not delivery on our promises.

Leaders model relational health
It is easy for relationships to go sideways or south. Leaders do all that they can to prevent that from happening and when it does to seek to right it. They don't hold grudges, they keep short accounts, they don't shy away from addressing relational issues and they do all that they can to live at peace with all men - as the Apostle Paul admonished. What they never do is nothing - when relationships have soured.

Leaders keep a missional focus
Ultimately our leadership is not about us but about the mission we believe in - and which our team is committed to. Many others will be distracted from missional focus by all the activity of work but leaders remain focused on the mission so that they can keep their team focused on the mission. Mission leaks easily. Leaders don't let that happen for them or for their team.

Leaders pay attention to their spiritual health
Leaders heed the admonishment of Proverbs 4:23, "Above all else, guard your heart, for it is the wellspring of life." Before all else, the condition of our hearts matter for from our hearts flow all that we are, our motives, attitudes, behaviors, words, relationships and love for the God we serve. Leaders always have time for God, for the word, for prayer and for quiet meditation. They nourish their hearts so that in the heat of leadership what emerges is what God would want to emerge.

Leaders always have a learning posture
Leaders are sure about a few things but they are always learning on the vast majority of things. A leader who knows the answer to everything is a leader only in his or her own mind! Leaders are always questioning, always learning, always thinking grey, always looking for better ways, always open to ideas and suggestions. In the end they must forge a direction with and for their team but they are by nature humble learners and always growing.

Leaders don't ask of others what they are unwilling to do themselves.
We lead by example not by edict. Before we can ask others to certain commitments they must see those commitments in us. Our asking comes out of our own commitments that are plain to all and therefore have credibility in their own right. The commander who will not lead his troops into battle is not fit to be a commander because he will not take the risk he is asking his troops to take.

Leaders care about results not just activity
Leaders are not fooled by activity nor do they allow activity of their team to pass for results. Rather they have clearly defined objectives and they are always looking for and pushing for measurable results. They help focus their teams on those particular activities that are most likely going to result in missional results.

Leaders are approachable
Leaders do not put themselves on a pedestal nor do they allow others to do so. If they want team members to be approachable, they must be approachable as well. Unapproachable leaders are really unaccountable leaders because people do not feel that they can talk to them or be heard by them. As a result they don't receive the honest feedback that every individual needs in their lives and work.

Leaders display personal humility
Leadership is a trust that we hold for a time in order to accomplish a God honoring mission. We are stewards of our leadership responsibility and we are servants of those we lead, empowering them to become all that they can be and developing them to become all that they can become. Leadership is not about us, it is about helping all of us accomplish our mission for the cause of Christ.

Many will lead some will lead well. Those who do, understand and live by the commitments of leaders.

What is your passion quotient?

What are you passionate about? Really passionate! What is it that makes you want to get out of bed in the morning and tackle the day? What is it that you want to give your life to? What activity or work gives you the greatest joy in life? Real joy!

What we are passionate about is most likely closely tied to the work that God created us to accomplish. Passion and our "sweet spot" are closely linked. And our area of passion is most likely where we are most effective.

It is possible over time to drift out of our area of passion into all kinds of work that may be important but which do not align with our passion. That drift slowly drains our energy and compromises our effectiveness. Most importantly, it moves us away from the spot that God created us for and the place that brings our hearts the greatest joy.

Thoughtful individuals are always asking the question: how do I organize life so that I stay in my areas of greatest strength and how do I help my staff do the same? Sure there are responsibilities that we must do even though they are not our favorite things. But, if we are not playing to our strengths and passions 60 - 80% of the time we will suffer from diminished energy and vision.

Signs of drift from our sweet spot include boredom, restlessness, irritability, lack of energy and the absence of the joy that once drove us. Those symptoms are often indicators from our creator that we have moved away from the place He uniquely created us for.

Many choose to ignore those indicators and settle in for the duration in a place where they are not passionate - but "safe." Those who care most deeply about finishing well and making the most of the opportunity God has given never settle for "safe" or "security" but keep pressing back into the place where God created them to be.

That may mean a different job. It may mean re-negotiating your present responsibilities. It may mean a pay decrease in order to live in our sweet spot. It could mean retooling for a different occupation. It may mean greater discipline in determining one's priorities and activities.

One cannot read the gospels and not be impressed by the passion of Jesus to fulfill His father's will for his life. Paul exudes passion in each of his epistles for the work God gave him. Can you say you have that kind of passion for the work God gave you? If not, what do you need to do to rekindle that passion because our effectiveness is directly linked to our passion. The worst thing we can do is settle for less than God created us to be.

What is your passion quotient?

Six elements of successful organizational change

Many attempts at organizational change are not successful. Often they flounder because they lack one of six fundamental elements for change to be successful. If any one of these are missing, the change process is compromised.

Conviction
Major change will not happen unless leaders have an absolute and unshakable conviction that it must happen. Usually this revolves around the need for the organization to re-envision for its next run, to adapt to changing opportunities or to address a specific threat. The conviction comes from the belief that if the organization does not change it will be in trouble. Many leaders understand the need for change but lack a compelling conviction that they must help the organization move through it. It is easier to ignore the need than to address it.

Without a bedrock conviction of the need for change, it will get derailed by doubts, anxiety and push back from resistors. Conviction brings the peace of mind in moments of doubt that you are on the right track and that this needs to be done.

Courage
If change were easy it would be common. It is not either easy or common. Suggesting that major change must take place takes a great amount of courage on the part of leaders. They know that if they are rebuffed or if the change is not successful, their own job is in jeopardy. Change takes the organization through some whitewater and uncertainty and it takes courage on the part of leaders to be willing to enter those white waters.

Risk
Change means that old methodologies and ways of thinking are jettisoned for new. Often those new ways and thinking are untried and therefore there is a certain amount of calculated risk involved. Good leaders have through through the risks and unintended consequences but there is still risk. The willingness to take the necessary risks requires the conviction and courage already noted.

Process
Because change is unsettling to most people the way in which it is approached is just as important as the change itself. People need to understand the why and the how and what the future looks like and while there is white water in the process there should not be chaos. Change is a process of thinking differently and acting differently and that takes time to assimilate. 

Unmanaged change, or change that lacks proper process will likely fail because the very staff who need to live out the change are not given the time to assimilate the change. Never underestimate the need for process. If there ever is a time it is when the organization is going through change. Much of the process is a continual dialogue with leaders and staff about what you are doing, why your are doing it and how it is going for them.

New Practices
The best way to assimilate change is to commit to new practices. Change is theoretical until you actually put it into practice. Not only that, but actually doing something new channels anxiety among staff about change into productive energy and as they try out new practices they don't seem as threatening as they did when it was theory. As those new practices are being tried out, leaders should be in active dialogue with staff as to how it is going, what their frustrations are and encouraging them to keep pushing into the new. Because practices are driven by habits it will take a great deal of time for new habits to be formed - for organizations it can take years.

Resolve
People and organizations naturally seek the familiar and comfortable and thus even with new practices being tried there will be a pull back to the old ways of doing and thinking. Some of this is natural as habits are hard to break. Some of this will come from resistors who just don't want to change. This is where the organization needs to feel the resolve of its leaders that the change is going to happen, that there is no going back and that no matter what pressure is brought to bear organically or from individuals that the organization is going to push forward into a new future.

It takes a unique leader to drive organizational change and successfully see it through. These six elements are fundamental to a successful change process.