Archive for the ‘Leadership’ Category

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Leadership Means Establishing Responsibility and Accountability

April 22, 2016

Responsibility and accountability. These are both spiritual formation values and leadership essentials.

One of the organizations I work with has developed a system of diffused responsibility and accountability. When there is no one person responsible for a function, that task will be undone and the function will not grow and prosper.

Think about Jesus. He made people responsible for themselves and for certain roles. His last instructions to his followers we call the “Great Commission.” He did not give the instruction to an organization. He gave it to those who follow him.

Then he told stories, such as that of the talents. The servants were given responsibility to make the most of the money the master entrusted them with. But then the master returned and held each accountable.

As a leader or part of the ruling board or committee, the essential task prior to oversight is to establish clear responsibilities and accountability. Do not put two different committees or point leaders in charge of the same thing. Now no one is accountable.

Establish point leaders for each important function that must be done. Start with the overall manager and then each functional area. There are certain things that must be done if the organization is to succeed. Assure that these are defined.

Just so in personal development. We are each responsible for our spiritual formation. No one will do it for us. We can search out guides and mentors. In the end, we are each responsible for what we did in response to Jesus’ commando–“Go into all the world and make disciples…” We are each responsible for deciding to be a follower and developing and using our gifts in the service to God and to all other people.

We cannot escape being held accountable for how well we accomplished our responsibilities in life. As Paul laid out in Romans, life in the spirit begins with faith and completes with how well we lived.

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Leadership By Delegation

April 15, 2016

What is the hardest leadership lesson to learn? Actually, more than learn (we all can memorize words and regurgitate them), what is the hardest leadership task to do?

Pause, while you think…

I’m betting on delegation.

It is for me.

I’m a get things done sort of person. Give me a task and I dive in and do it.

Even as a leader. Often I would just do the task. Until I found myself just totally swamped. Then I’d take a breather–no, literally, with Yoga breath–and gain perspective. Then say to myself, self, you could have asked someone else to to this. They’d have loved the task. You’d have been able to work on something more important to your own goals.

So, you have your trusted place where you write every idea, task, next action, request. And you process those into lists of next actions (to-do list). Oh, yes, and then you have to actually do the items, one by one.

What if you added one more thought consideration to your process? What if on every item you thought, “Can someone do this better, faster, easier than I can?”

What’s the trouble with delegating?

  • You think it’s too much trouble to explain to someone else how to do it or just exactly what you want.
  • You don’t trust someone else with the task.
  • You’re a control freak–you know who you are.
  • You think they are already too busy.

Why should you delegate?

  • You only work on items that you do best.
  • You work on items that further your goals, and by extension, your organization’s goals.
  • You will be developing the skills and value of someone else.
  • You will strengthen the team by including more people on it.
  • You will prepare for future leadership transitions.

This is hard. I know it. Been there, done that, have a T shirt. But you and your organization will become so much more effective if you do it.

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The Body As The Temple of the Soul

March 18, 2016

The apostle Paul loved sports metaphors. He often discussed training using the example of athletes.

He also talked about the body as a temple.

We need to take care of our bodies. We need to maintain the best health we can and be in the best shape we can. We’re not all going to be body builders or anything, but we can be fit within our limits, healthy within our limits.

It is hard to concentrate on prayer or study or to be of service to others if we are always tired. If our concentration is lacking due to poor nutrition. If we can’t sit up straight due to weak abs.

Check out leaders. Often they have plenty of energy and fitness.

I’ve been reading a lot lately on nutrition. Just finished a book that began as a great report and survey of science regarding how bad simple carbohydrates are for our bodies. We consume way too much sugar. High fructose corn syrup, a sugar substitute in processed foods and drinks, goes straight to fat. White flour–not good.

The author of the book warned readers in the beginning that his conclusion would be controversial. I thought, with this great science, how could that be.

Well, he left science behind. His transition was a page or so discussing the glycemic index.

That’s a measure of how fast carbs are digested. The slower, the better. Whole grains are better than processed simple carbs. He mentioned the science of this briefly. Then jumped immediately into non-science.

He said someone asked a paleontologist what our first ancestors ate thousands of years ago. He said, meat. Lots of meat, and then maybe whatever plants they could pull off and eat.

Voila–the paleo diet. Supposedly this is what our genes are built to thrive on.

But, wait a minute. There’s no science in this. It ignores the science of glycemic index. It also ignores our ancestors who learned to cultivate grains, built civilizations and cities, practiced art and engineering, and lived longer and healthier lives.

Mostly in America we eat way too much. The dual problems are too much sugar (which is in everything) and too much food.

Train like an athlete. Eat lean protein, complex carbs, plenty of water (maybe some with coffee brewed in it ;-), lots of vegetables. Get plenty of appropriate exercise–walking, running, weight lifting, Yoga or Pilates, etc.

Your energy will go up. Miscellaneous health issues will disappear–although unfortunately maybe not the bigger ones. But you’ll still feel better.

Take care of the temple of the soul. It will help your spiritual discipline. It will help your leadership.

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The Power of Changing Our Minds

February 22, 2016

I was so smart. I knew the best distribution model for an electronics product  we had developed in the late 80s. It didn’t work.

Great leaders don’t always know everything and pursue the course originally set with no deviation until the end. Al Pittampalli, a management consultant, witnessed so many leaders delaying decisions through endless meetings that he concluded what was needed from leaders was single-minded consistency and pursuit of a way forward.

Then he discovered he was wrong. The best leaders today obtain constant feedback by whatever means it takes to get it. They honestly weigh the feedback, painful though it may be, and are prepared to change course if necessary to achieve the desired outcome.

His work is documented in Persuadable: How Great Leaders Change Their Minds to Change the World.

The small group is reading through the book of Acts of the Apostles. Reflect on the number of times Paul says he wants to do one thing or visit another city and then he changes his mind and goes elsewhere. New facts enter the picture, he considers them, prays about them, and is not too proud to change course and go another direction.

Pittampalli writes about a therapist who was working with an overweight, depressed teenage girl. He asked her to fill out a simple evaluation each session so he could get some feedback. The evaluations were always overwhelmingly positive, yet by the third session he could tell that they were making no progress.

He noticed that the score for “helping me achieve my goals”, although 86 out of 100, was much lower than every other score. He asked specifically about that. She said that he had ignored her goal of becoming a Miami Heat cheerleader.

Ah, breakthrough. He went back and started acknowledging her goal. No, she didn’t become a Miami Heat cheerleader. She did organize cheerleading and fund raising for the basketball team at the agency that sent her to counseling, though. A clear win for the girl.

As for me, that company went out of business before I could get enough feedback to change–even if I had wanted to. But I think I’d have gone with the flow if another avenue had opened. But we needed immediate sales. The computer board was already almost a year old when they hired me. I had about six months before the technology would need updating.

My boss didn’t understand the dynamics of the computer business almost 30 years ago. You needed updated products every six months to a year. Kind of like today. My iPhone 5s was getting pretty obsolete after 18 months. Now I have a new iPhone 6s 😉

The key to leadership, and probably to achieving your personal goals, is soliciting–yes, even demanding–feedback. And then making adjustments based on it.

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The Work of a Leader According to Paul

February 5, 2016

I have been contemplating this description of leadership that the Apostle Paul gave to the church in Ephesus (Ephesians 4:12).

Leaders are given for the equipping of the saints, for the work of the ministry, for building up the body of Christ until we all attain the unity of faith and of knowledge of the Son of God, to mature manhood, to the measure of the stature of the fullness of Christ.

We may need a little translation for our understanding for our growth as leaders.

“For the equipping of the saints.” By saints, Paul meant the people in the church–specifically believers. Very interesting thought–and it is listed first. What does that teach us about leading?

There are people we lead. Our first job is to equip them for success. We must provide training, tools, support. A key question a leader can ask of someone in the group is, “How can I help you?” I translated that in some jobs I’ve had as, “I have access to resources. Can any of those help you do your work successfully?”

“For the work of the ministry.” The group you are leading has a goal, a focus, a desired end result. We have work to do, otherwise why exist. So we are to equip others so that we can do the work that is set before us.

“For building up the body of Christ.” The body of Christ is the church–the organization. Our task is to strengthen and grow the organization. How? By equipping the people to focus on the work. As we focus on the work, we need unity of purpose. We need to be of one mind on the work. A strong and growing organization harbors no senseless arguing (see other writings of Paul). The leader assures that everyone know what the task of the organization is and is committed to its accomplishment.

The last part reads like Paul thought that the end result is actually the growth and maturity of the people in the group. We don’t work just to pass the time. We work on a specific task. But while working on the task, what we are really working on is ourselves. We mature and come to greater understanding.

In the end, the leader leads people to their own growth. A true leader breeds more leaders.

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Leaders-Be Real

January 29, 2016

I talked a couple of days ago about how people want their conversations about Jesus to be real. Especially younger adults want their Christian leaders to be real. They don’t want hype. Or leaders who say one thing and then do another.

Taking this discussion into a more general leadership area, people whom you are trying to lead value your being real to them.

A friend told a story about an old-line manufacturing company. It was highly structured as those companies tended to be. Built by engineers who think hierarchically and structured, the company featured separation of people according to rank. For example, there was an executive dining room, a supervisors dining room, and an employee cafeteria.

A man bought the company. He abolished the tiered dining areas. Everyone ate in the same area. The new owner would walk through at lunch time and chat with anyone. He broke the barrier.

People responded. Treat people with respect, show your real side, and they will follow your lead.

Searching the scriptures for an example, my attention suddenly focused on Paul, the apostle. This guy was a fantastic leader. We don’t usually talk about that. He’s known as an evangelist (persuasive speaker), theologian, and writer.

But he founded or shepherded several churches. His letters to Timothy offer great leadership advice.

Think about his communication to the churches that he had relationships with. He had not seen some people for years. He wrote to them. He laid it all out. He wrote about his passions, his background, his troubles, his physical ailments. He was a real person. He wasn’t a preacher who hid behind an office and administrative assistant. He didn’t get up, preach with emotion, and then go live life a different way.

With Paul, what you saw was what he was. It worked. People responded. They will for you. Try transparency, build trust, show yourself as a person.

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Leadership Through Mentoring

January 22, 2016

We think of a leader as someone who has many people reporting to them. Maybe 10 or maybe hundreds. We picture them out front of the infantry leading the charge.

Surprisingly, often a leader is someone without an official position, yet they exert influence and direction through their ideas, conversations, persistence, relationships, and character.

But we are still thinking about influencing many.

Great leaders often are also great mentors. They find someone coming along with potential and begin to nurture them. Think perhaps of Mr. Miyagi in the “Karate Kid.”

Think back in your life. People came into my life, often briefly, who guided me often without my even knowing it at the time. There was my first supervisor at Airstream, John, who put me in positions to learn. Then Jack came along. He did things for me to get me promoted into increasingly important roles, but I never realized it at the time. Awakening came later, but not too late.

Lately there has been someone where we share from our varied experiences.

When you mentor someone, it should be intentional on your part. But with full knowledge that you are not a teacher just taking knowledge from your brain and trying to enlighten the mentee. Rather, mentorship grows with a relationship. As you work together or have conversations, often it’s just a question you ask or a point you think that they should think about that works. You have to let them grow at their pace. Force does not work.

The quality of character counts for much. Paul, the apostle, described both in 1 Timothy and in Titus a good leader.

  • Not violent
  • Blameless
  • Not accused of debauchery
  • Not rebellious
  • Not arrogant
  • Not quick-tempered
  • Not greedy for gain
  • A firm grasp on the Word
  • Trustworthy

I get a picture of a strong, yet gentle, person. Quiet in demeanor. Observant of others. Passionate with being overly emotional. Intelligent and wise. Concerned for the welfare of the other before even his own.

Gosh, I’m describing myself—-I wish. Perhaps I’m describing you. If so and you do not have a younger person you’re mentoring, find one. Pray intentionally. God will provide someone.

 

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How We See Others

January 15, 2016

As a leader, how do you see your group? Not as a group, but as individuals.

Do you see them as hard working, dedicated, intelligent people? Or as lazy, slothful, needing constant supervision people?

I had a job once where I could get more done working from home than coming to the office. My boss said, “Well, as long as you’re working.” I thought, “Sheesh, no one puts out more work than I do, and he makes that comment.”

This phrase just popped up in my reading, “Your perception of me is a reflection of you.”

If you are looking at the team you are leading as a bunch of people you can’t trust to do their work. Maybe the problem really is you. Maybe you know that you’d like to slack off and are suspicious of others who might.

There was a story about a man traveling the back roads of the Midwest in the early 20th Century. He came across a farmer. He stopped and asked, “What sort of people live around here?”

“Well, what sort of people lived where you are from?”

“They were a lying, thieving bunch of people.”

“Well, I guess you’ll find people here about the same.”

A second traveler came by later and stopped. Asked the same question. The farmer asked what sort of people there were where he was from. “Honest, hardworking, trustworthy people,” came the response.

“Well, I guess you’ll find the people around here to be about the same.”

It is a great story pointing out that our perceptions are often colored by our emotions, thoughts, and opinions. We see what we want to see.

When I’ve dealt with people as a leader, whether as a parent or manager, I always just have this expectation, usually unstated but clear by insinuation, that people will live up to being what they were meant to be. I expect the best for other people.

When you deal with others, how do you view them? If the results are not forthcoming, perhaps a good look in a mirror is in order. Change your attitude toward others and watch how their attitude changes.

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Great Leaders Have Great Interpersonal Skills

January 8, 2016

We were at a dinner. It was a special dinner with several courses each paired with a wine. The idea was to teach a little about wine and also sell the wines, of course.

It was a group experience. Most of us came as couples, not as a large group. We entered the room to discover it was set up with several long tables. We were going to share a table with six people whom we did not know.

The man adjacent to my wife was an owner of a local company. He was personable. Asked a lot of questions of my wife and the other people. Seemed genuinely interested in the other people’s lives.

My wife has been to many business dinners with me by now and has met many business owners or ranking executives. She comes from a working class background, so it was initially all new to her.

After the dinner on the drive home, she said, “Men like him are always interested in other people. They make others feel at ease. They are interested in others.”

An astute observation.

Recently while reading on leadership, I ran across this observation, “Great leaders have great interpersonal skills. They care for their people. As a leader, you need to know how to listen quietly and hear what people are really saying, by asking questions and being open to the truth. When challenges come, it’s especially important to open up and show you care.”

I’m watching a friend start a new business. He really cares about all the people he has hired for the team. He guides those who need a little help. He encourages each one. It’s a joy to watch.

No matter where you are called to be a leader, this is a great role model. Leadership isn’t all about me. It’s really all about them. How can I help them? How can I nurture them? How much do I care?

 

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Leadership: What Do You Look For In People

December 11, 2015

When you are building a team for your business or task at church or for community service, what do you look for? A warm body? Particular skills? Relatives?

There has been a consistent theme to my reading and conversations this week. It has been around people.

Andy Stanley says that you should look for who before what. Look for good and talented people first. Then figure out what to put them to work at.

Google looks for curiosity.

An interview I heard on the radio with the head designer at Go Pro talked about learners. When asked about her own learning, she said it’s the people she hires. They are learners. When they learn something new, they want to teach it.

Chuck Price, leader at Campus Crusade and a friend, says to hire character. You can teach skills. You can’t teach character.

When I’ve hired or brought people into  teams, I look for a basic skill set. I want people who can teach me something. I’ve learned the hard way to not hire people with agendas. Especially when that comes with weak character.

Family and friends? Be careful.

Personality also counts. It depends a little on how customer-facing they will be. But still, they must fit in with the team. Avoid people who are negative, arrogant, or, on the other hand, weak and timid.

Hiring is a major decision. It’s game changing. Make a wrong hire and you can destroy an organization, business, or committee.

Take is seriously. Make it first priority when you have to hire or are building a team.

I like the philosophy of these characteristics: Character, Curiosity, Learner.

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