Being in a leadership position is no guarantee we are leading. Holding the title of leader isn’t an indication one actually leads.
Leading by definition is an active term. It means we are taking people somewhere. And, even the best leaders have periods — even if ever so briefly — even if intentional — when they aren’t necessarily leading anything. Obviously, those periods shouldn’t be too long or progress and momentum eventually stalls, but leadership is an exhaustive process. It can be draining. Sometimes we need a break.
For an obvious example, I try to shut down at the end of every day and most Saturdays. I’m not leading anything — but I’m still a leader. And, I periodically stop leading for a more extended period. During those times — I’m intentionally not leading anything. There are other times, such as after we’ve accomplished a major project, where I may intentionally “rest” from leading to catch my breath and rely on our current systems and structures to maintain us.
But, again, those times should be intentional and they should be too extended. In my experience, leaders get frustrated when they aren’t leading for too long a period.
For me personally, I like to evaluate my leadership over seasons, rather than days. Typically, just for simplicity of calendar, I look at things on a quarterly basis and then on an annual basis. How/what am I going to lead this next quarter — next year? How/what did I lead last quarter — last year?
If the past review or the future planning is basically void of any intentional leadership — if all I’m doing is managing current programs and systems during that time frame — if we are in maintenance mode for too long — I know it’s time to intentionally lead something. That’s good for me personally and for the teams I lead.
How do you evaluate if you are leading or simply maintaining? One way is to look for the results of leading. What happens when you do lead? And, ask if those are occurring.
Here are 7 indicators that you’re not leading anymore:
Nothing is being changed. Leadership is about something new. Somewhere you haven’t been. That’s change. If nothing is changing — you can do that without a leader.
No paradigms are being challenged. Many times the best change is a change of mindset — a way we think. Leaders are constantly learning so they can challenge the thinking “inside the box”.
You’re not asking questions. A leader only knows what he or she knows. Nothing more. And, many times the leader is the last to know. A great part of leadership is about discovery. And, you only get answers to questions you ask.
There are competing visions. Leaders point people to a vision. A vision. Not many visions. One of the surest ways to derail progress is to have multiple visions. It divides energy and people. It confuses instead of bringing clarity. When we fail to lead competing visions arise and confusion elevates.
No one is complaining. You can’t lead anything involving worthwhile change where everyone agrees. If no one is complaining someone is settling for less than best.
People aren’t being stretched. There are never moments of confusion. Please understand. A leader should strive for clarity. But, when things are changing and challenging there will always be times of confusion. That’s when good leaders get even better at communicating, listening, vision casting, etc.
People being “happy” has become a goal. Everyone likes to be liked. Might we even say “popular”. In fact, some get into leadership for the notoriety. But, the end goal of leadership should be accomplishing a vision — not making sure everyone loves the leader. Progress hopefully makes most people happy, but when the goal begins with happiness, in my experience, no one is ever really made happy.
Leader, have you been sitting idle for too long? Is it time to lead something again?
I’ve never used this blog for this purpose but I decided to give it a try.
We are looking for a worship leader.
The job title is actually Associate Worship Pastor at Immanuel Baptist Church.
But, who needs titles anyway? (Okay, some do)
But, this is so much more than a title. And, we are so much more than just the name of a church. We are experiencing a movement of God upon our city. And, it’s a great time to be a part of things here.
The primary role of this job — regardless of the title — is to partner with our worship pastor — who’s a really great guy (you’ll like him) — to build an incredible team — to encourage incredible worship opportunities.
This position leads in our largest gathering on Sundays — a modern, contemporary service — and has lots of other potential for leading in other areas — and participating in the life of the entire church. In fact, this position is being created because the previous associate left for a lead position, but this gives us an opportunity to reshape the position. And much of that will depend on the person who lands in the job.
Here are a few highlights of the position:
- A full-time opportunity.
- A healthy team environment. (And, hopefully continuing to get healthier. It’s kind of a value we have as a team.)
- A healthy and growing church. (We aren’t battling here. We are unified around a mission.)
- A position where you can grow and develop even more. (You should be good, but you don’t need to know it all. In fact, that wouldn’t be good if you thought you did. This is a great position to begin to develop as a leader.)
- A position where the only lid placed upon you will be the one you set. (How involved do you want to be?)
Immanuel is a 105 year old, established, intergenerational church. We are in a period of revitalization and fast growth. Outreach Magazine has featured us as one of the fastest growing churches in America. We are staff-led church, with a very healthy team environment. It’s a great place to work. We are family friendly and enjoy doing ministry with each other. We hire for culture and chemistry fit as much as any other characteristic.
Lexington is a jewel of a city. You won’t find anyone who doesn’t enjoy living here. We excel in the entertainment and the arts, recreation, and culinary excellence. Our locally owned restaurants will keep you busy exploring the first few years you are here. The beauty of horse country surrounds us, yet we have a thriving downtown with something going on every evening. We have ice-skating downtown in the winter and water parks and minor league baseball in the summer. This is a college town – and even though UK dominates – we have a broad range of educators. We are the 6th highest per capita in people with advanced degrees. We are on the Broadway play tour and we have an award winning opera program. The symphony is here. The town has Southern charm and urban professionalism. It’s a great place to live. Read my post about Lexington HERE and watch this cool video about our city.
Interested? This is not meant to be a job posting, but more to stir interest. If you’re serious, I can send you more information.
Send me a confidential email to email@example.com
And, will you say a prayer for us in this search and as a church? We believe God is blessing us for such a time as this — and we don’t want to miss anything He has for us to do.
There are some lessons that are only learned the hard way.
One of those has to do with working with creatives.
I used to think when leading creatives, the key was to free them to create.
I’ve learned — the hard way — that freedom alone for a creative can spell disaster. Nothing gets accomplished. No one is happy.
Please understand. I’m not a creative basher.
I am actually a creative. Not an artistic creative, but an idea creative.
And, it’s true for me too. It’s the way I thought I wanted or needed to be lead. Wrong.
I’ve learned these tips the hard way, attempting to lead creatives — and attempting to lead myself.
Creatives don’t need freedom — or at least freedom alone — they need more than that.
Here are 3 things creatives need to flourish.
1. Clear lines of direction. A clear vision. The box drawn around a certain end goal or objective.
2. The freedom to draw within the lines. (There’s the freedom creatives love.) Limited micromanagement. Maximum empowerment. The freedom to fail. The freedom to dream. All within the broad — very broad — but defined boundaries.
3. Accountability along the way. Someone to check in with them periodically. Motivate them. Give them encouragement. Let them know they are making progress — that they are doing good work.
Without the lines — without the accountability — creatives don’t flourish — they flounder. Things aren’t creative. They are messy.
Creatives love freedom — but it works best sandwiched between clarity and structure.
When those 3 are combined — lines, freedom and accountability — stuff gets done — and everyone is happy.
(Or mostly everyone. If everyone is happy someone’s not leading — creatives or otherwise.)
I love being a dad. I have a lot of titles, but this is one of my favorites.
Long story short, I grew up much of my childhood without a father in the home. It left some scars, but one thing it did was make me very intentional to attempt to be a good dad. I remember as a 12 year old boy praying specifically that if God ever gave me the opportunity — I’d be the best husband and father I could possibly be.
I fall short so many times — but it’s not because I don’t try. It may be because I get distracted — but it’s not a lack of desire.
I was reflecting recently on the role of a dad. It’s different. Its unique. Its challenging.
A dad has such a powerful impact on a child — good or bad — intentional or not — by what a dad does and doesn’t do.
(Of course, mother’s do also — I can’t speak about that role as well, however. But, I know the role of dad well.)
But, oh how rewarding is being a dad! There’s possibly no higher reward when a job is done well.
Want to be a great, intentional dad?
Gift your child. Give them great gifts.
Not a better car — or another electronic device. Give them gifts that money can’t buy.
Here are 7 of the best gifts a dad can give a child:
The confidence to say, “No thank you. That’s not for me.” Dads can give a child the ability to stand for what’s right, rather than following the crowd. It’s an empowerment to be different. When everyone else is “doing it” — whatever it is — a “gifted” child has that gut emotion of not only knowing the right thing but actually have the courage to do it — regardless of peer pressure and the search for popularity. Dad’s gift this as they live a model for their child of dependence on God and an independence from having to please others. They gift this by living moral lives even among an immoral culture.
The gumption to follow through on commitments. Don’t you hate when someone commits to something they don’t complete? We all do. Dads have the ability to gift their child a follow through mentality. They model for them that a promise made is binding, unless providentially hindered. They do this by following through on their own commitments — to their child, their mother, and everyone else in their life. They live a life that exemplifies “my yes is yes and my no is no”. They also do this by holding their children to high standards and making sure they are held accountable for their actions.
The tenacity to continue after a failure. Years ago we had a business failure. We had put all our hopes in this business for wealth and fame. It didn’t work. In fact, God had other plans for our lives as we later learned. It took us a while to recover, however — especially me — financially and emotionally — but we did. I’ve learned failure is training ground for success. I’m convinced — in fact I know — because they’ve told me — I gifted an example to my boys that when life throws a curve, you can learn again to hit home runs.
The courage to face fears. The world is scary. Especially to a child. Dads give their children courage as they model facing risk and experiencing adventure — even when afraid. Good dads don’t hide the emotion of fear, but they model courage as they move forward in spite of fear.
The strength to overcome obstacles. It’s easier to always rescue our children. It’s easier to always make things right, open all the doors for our kids and never make them stand on their own or struggle for what they want. Good dads gift their children a freedom to explore, freedom to imagine and freedom to fall — and then the never-ending support to begin again.
The affirmation to pursue great dreams. Everyone needs someone in their corner who can affirm “You’ve got this! You can make it! Go for it!” Dads are uniquely positioned to be this gift in a child’s life.
The freedom to discover who God designed them to be. There is a freedom in knowing you are loved by God, secure in your position in the family, and released to live boldly to the glory of God. Good dads invest spiritually in the life of their child. They teach them the truths of faith and grace. Good dads seek to discover and live out who God designed them to be — and allow children to watch the process unfold. And, make no doubt about it — they are watching!
I’m not pretending any of these can’t be developed outside a dad relationship. Or that they are easy. I’m certainly not saying a mom can’t provide these things. Absolutely not. My mom did for me.
But, I’m a dad. And, I love, love, love being a dad.
And, I am saying a dad has a unique opportunity for some of these — and — it’s a special blessing for a dad — and his children — when he’s the one doing some of the gifting.
Dad, what’s the best gift you’re giving your children these days?
I’ve worked with a lot of church plants. And, I’ve been involved in two — as a planter. Every planter goes into the process hoping to see lives changed with the Gospel. Hoping to grow. Some work. Some don’t.
Why is that?
Well, of course, there are spiritual factors at work. Some sow seeds and others reap harvest. Sometimes God uses the plant in a unique way — that doesn’t produce huge numbers of attendees. And, frankly, sometimes the planter had no business planting. It was never really what they were called to do. It looked “exciting” from the outside — all the “cool” people are doing it, but God had a different plan for the planter’s life.
But, speaking specifically about strategic type of reasons a church plant doesn’t grow, I’ve observed a few things.
Here are 8 reasons a church plant may not grow.
You live by someone else’s rules. I’ve seen it so many times. A church plant has the rules of the denomination or an association and they simply don’t work where they are located. The plant doesn’t contextualize the structure to the culture and community around them. The exact same model won’t always work in two different church plants — even across town from each other. Principles are often transferable, but not necessarily practices.
You try to be like everyone else. This is similar to number one but has to do more with the planter. The planter has a vision but it’s someone else’s vision. They have a desire to look just like someone else they admire. Every plant needs it’s own vision birth by God in the heart of its own planter. The truth presented should be the same as every other church plant, but the style of deliverance will have some uniqueness to the planter.
You depend too much on outside funding. Rather than developing givers and volunteers from with inside the plant, the plant waits for the outside checks to come. The problem with outside funding is that it eventually disappears. It is rarely sustainable long-term. And, if not careful, the planter becomes dependent on these resources. Obviously there are exceptions. Some plants may never be able to fully fund themselves. But, in my experience, many times this problem exists because the planter has not discipled the people attending in the area of giving.
You build programs over relationships. This is a common problem I’ve seen too. A church planter enters an area, implements a few programs, and believes that people will naturally acclimate to those programs. And they may for a short time. But in the end programs will not sustain people. Relationships will.
You worry too much about structure. You’ll get there. And you need structure. But, especially in the initial days, focus more on loving a community. Then building structure. My advice, is to have some basic structure in place, but not have that structure so rigid or controlling that you can’t adapt quickly to the needs of the community. Then spend your greatest energy loving people.
You waited for them to come to you. You thought “new” would be enough. Build it they will come works in the movies. But, that doesn’t even work in established churches anymore, why would it work in church plants? The future attendees in any church are usually outside somewhere waiting to be asked. And, sometimes they don’t even know it. It’s our job to go find them.
You didn’t protect yourself and your family. We can’t count the number of church plants that never really accomplished all that they could have because the planter wasn’t healthy enough to see it through. It could be a moral failure, burnout, or a family that is falling apart under the stress of the plant. (Let me speak specifically into this one. Every planter needs mentoring, discipline and accountability. From the start. Not after the need is discovered.)
You held too tightly to your way. Church plants can recruit entrepreneurial leaders. It’s a natural attraction. Given the authority to actually lead this can be one of the most powerful benefits of the church plant. When the planter ignores this and keeps people from feeling empowered, growth is limited to the church planter’s abilities. The planter should certainly control — or maybe the word is protect — the theological foundation, but implementation of vision should be shared with others.
Those are just a few observations. As with the purpose of this blog, they are meant to be helpful. If God has called you to a church plant — plant well. I’m pulling for you.
Recently I wrote “20 Things God Might Say”. It was a popular post. All were designed to be easily tweeted with a simple copy and paste.
I thought there might be a companion post. I believe, based on Scripture, that we can trust God not to say some things — especially in these days of grace.
Here are 25 things you’ll never hear God say:
“Oh yea. I forgot about her.” #ThingsYoullNeverHearGodSay
“Well I don’t know what to do now.”
“I’m so worried.”
“I just don’t understand him.”
“Don’t call me again until you turn your life around.”
“This one’s too big for me.”
“That’ll make me love you less.”
“What did you say your name was?”
“Forgive me. I made a mistake.”
“I just need a vacation.”
“I’m so tired of being interrupted.”
“This one’s beyond me.”
“I can’t take it anymore!”
“I’m sorry, I can’t take your call right now, but if you’ll leave your name and number…”
“That little sin won’t matter.”
“I give up!”
“Since the world is changing so fast, I’m thinking about changing my ways.”
“I wish I had thought of that!”
“I need your help to make it happen.”
“I’m so confused.”
“I’m all tapped out for this month.”
“Don’t blame yourself. That one was my fault.”
“I didn’t know anything about that.”
“I’m a little behind the times.”
Any you’d add?
Succession has been a hot topic in a whole lot of church circles lately.
I visited with my friend William Vanderbloemen who just wrote a book on the subject called Next: Pastoral Succession That Works, which is a church leader’s comprehensive guidebook to understanding what you can do now to prepare for the day your church faces a leadership transition.
The church needs this book. Here’s the interview.
Ron: What is the “big idea” behind this book?
William: It really comes down to one sentence: Every pastor is an interim pastor.
Why? Because unless you plan on pastoring your church after Jesus returns, every church will have to face the reality of a leadership transition. Are you ready? Most people aren’t. Many church leaders equate succession planning to retirement planning. However, smart church leaders realize that succession planning is much more than that. We hope that this book will be a conversation starter and a guide for pastors and church boards as they look to the inevitable reality of transition.
Ron: In Next, you mention the old adage, “Everyone wants to talk about succession…until it’s their own.” Why do you think that is?
William: What we found in our research for Next is that no career ties identity to job more than the pastorate. What other job coincides with more key parts of life? Who else performs their daughter’s wedding at work? Who else buries longtime friends as part of their job? What other career ties personal spiritual formation to career performance? It is a difficult job to leave because our identity as a pastor is tied to our church, but this is why focusing on leaving a legacy through a healthy succession plan from day one in the pastorate matters so much.
Ron: You give countless real-life stories of pastoral transitions in Next. Since every succession is different, what defines a successful succession?
William: I encourage church leaders to first ask themselves, “What would success look like three years after the hand-off from the outgoing pastor to the successor pastor?” Even if you’re part of an appointment system where you have no say in the person who will follow you, you still have a huge influence in how you end, how well the church is prepared for a successor, and what path and direction the church’s momentum will be moving toward when the successor arrives. For pastors who have no idea where to start with succession planning, chapter 2 of the book includes “The Ten Commandments of Succession Planning” which walks pastors through ten steps that they can do today to prepare for succession.
Ron: As the Baby Boomers near retirement, perhaps more pastors will be thinking about succession planning now than ever. What advice would you give outgoing pastors?
William: Great question! But before answering it, I’d love to point out one golden rule of succession planning: It’s never too early to start. I would be thrilled if pastors in their 30’s bought this book and began planning now. When I was a young pastor, John Maxwell told me, “William, spend your younger years creating options for your later years.” I believe that more than ever now.
But onto your question….Too often pastors stay at a church not because they’re thriving but because they don’t have anything else to put their passion into. Having a plan for how you will spend your energy after you leave your church is crucial to a healthy succession. Chapter 4 of Next helps pastors frame when it’s time to move on from your present place of service, but the more fundamental issue is figuring out what you should do next in God’s big picture for your life.
Ron: You and your co-author Warren Bird from Leadership Network did hundreds of interviews for the research on the book. What was the most surprising trend you found?
William: There are a whole lot of surprises that we found, but two trends come to mind: I was shocked to see the average ages of the pastors of the largest churches in the country. There are some great infographics and tables in the book with that sort of information. Seeing it laid out in one spot convinced me that succession planning is a looming crisis for the church.
Secondly, I never realized how much of a good succession rises and falls on the outgoing pastor’s spouse. There are a number of great stories in the book that highlight this. Smart churches will pay attention to that dynamic and find ways to address it as they face transitions.
This is a topic that I think about myself as a pastor and leader. I encourage every pastor to order Next and start thinking and talking about succession on a regular basis.
Here is a guest post from Jeremy Kingsley. Jeremy is a Best-selling author and Keynote speaker. He has been featured on CNBC, ABC, CBS, FOX, FOX BUSINESS, WALL STREET JOURNAL and many more large media outlets. Learn more at JeremyKingsley.com
Coming Soon to a Workplace Near You: Generation Z
The generation that by most definitions we call the Millennials are becoming well established in the workforce. They’ve paved the way for their elders to become more accustomed to tattoos, more appreciative of diversity, and less insistent on spending office hours in an actual office. So now it’s time to start preparing for the next round—the young people being dubbed “Generation Z.”
Following the most common definition of Gen Zers as being born after 1996 means they’re still in school, for the most part, but they’ll be arriving as part-time workers and interns before we know it, and it’s not too soon to start building some insight.
Even more than the Millennials, Gen Zers are, to use Mark Prensky’s term, digital natives who have grown up in a world of technology. If you’re old enough, you may remember joking about how a three or four-year-old helped you troubleshoot your network connections. These are those kids. They can’t remember a world without high-speed Internet, social media, iPads, smartphones, and they’re completely comfortable interacting, learning, and working online.
Partly because of technology, Gen Zers are born multitaskers. It may drive you crazy that they’re looking at something on their phone while you’re talking to them, but from their perspective it’s not rude but sensible to use the leftover parts of their brain on other tasks. Expect the line between company and personal time, already blurred by the Millennials, to become even more obscured.
Technology also means they’re comfortable in global diversity. They’re growing up with people, food, and entertainment derived from around the world. Where older people may be comforted by homogeneity, Gen Zers are mistrustful of its limits.
Again building on a trend begun by earlier generations, Gen Z is socially and environmentally aware. They’re attracted to organizations with initiatives in place for diversity, employee volunteerism and service, and environmental sustainability.
Finally, they’re entrepreneurial and flexible. They’ve grown up in a world where technology radically changed the way we live and do business, and the old familiar structures of the workplace are history as far as they’re concerned. They’re looking for innovation and independence.
Each new generation brings its own set of challenges and opportunities for growth. Whether you’re 25 or 85, whether you’ll be encountering Generation Z as employees, consumers, or clients, it’s your ability to bring together their new ideas with your own experience and hard-earned wisdom that will keep you on top and ready for Generation Z and whatever comes after Z.