One Sign of Great Leadership: Admitting You Aren’t the One

Handshake - extraversio

Leadership is not about having all the answers.

One sign of a great leader — in my opinion — is to be bold enough to say, “I don’t have all the answers”.

Perhaps even harder, “I’m not the one to carry this task forward.”

That takes humility.

I observed the pressure some pastors and leaders place on themselves to have all the answers and to be good at everything they do. And, churches and organizations sometimes hold leaders to this level of excellence and expectation.

The fact is, however, that most of us only do a few things really well. Understanding that and being willing to admit it is an indication one is becoming a mature leader — and will actually help them be better leaders.

I love the story of King David in 1 Chronicles 28. The preceding chapters outline how David had diligently organized the kingdom, but then David humbly handed over reins to his son.

Of course, he did this at the command of God, but his speech to the people is not filled with bitterness and anger, but with encouragement and challenge to keep the vision moving forward. There are several Biblical examples of this type leadership.

I love some of the succession talk that is taking place in the church world today. I’m watching as some more mature pastors help the church figure out what’s next for the church — after their leadership. My friends William Vanderbloemen and Warren Bird have actually written a book on the subject.

But, I think this is a daily issue. Few of us are good at admitting we need help or releasing areas from our control. Again, that takes humility. I see that especially true in church leadership. (And, for those who will say the church expects it — I get that — but that’s where leadership is needed even more.)

Great leaders are willing to admit when they don’t know the answer, when they don’t have a plan for the current situation, when they need help figuring out a solution, when they are in over their head, or even — when they are no longer the right one for the job.

Even greater leaders are willing to allow and even promote and encourage others who are skilled in areas they are not and more capable of leading at the time.

Two questions:

Pastor or leader, in what area of your life do you need to humbly step aside and let another lead? It might be in the best interest of everyone if you did.

And, do you have any personal examples of where you’ve seen or are seeing a senior leader extend power to others? Share a story with us.

What to do When You’re Waiting for a Lead Position

Portrait Of Happy Businesspeople

Recently I posted “The Tension Between Staying in a Learning Position and Jumping into the Lead Position“. The point was there is a fine line between when a person is ready to be in a senior leadership role and needs to remain in a learning position. The post was to help discern that proper time to make the transition.

I know some 20-something year old youth pastors who will some day be senior pastors, for example. When’s the right time to make the jump and when should they stay in their current position? I know some entry-level managers in large organizations who could move to a higher position in a smaller organization. When should they jump? That was the idea behind the post.

It stirred quite a discussion offline.

One repeated question:

How does one manage the tension well while in a learning position until the transition to a leading position takes place?

I would first say make sure there is a tension. These suggestions are intended for those who sense they are being called to a senior leadership position — someday — but haven’t made the jump for whatever reason. They are living in the “tension”. The advice is hopefully good at any stage of life, but that’s my intent of this post.

But, also know that you’re asking the right question. Never waste a wait. God is doing something where you are — He’s working behind the scenes in ways you cannot see. So, you do your part. It’s good if you’re in that waiting position that you’re asking these type questions.

Now here are 5 suggestions:

Recruit a mentor.

Everyone needs a mentor — at every stage of life — but especially if you want to move upward in positional authority. Find someone who is in a position of responsibility at the next level you hope to eventually be and ask them to meet with you on a semi-regular basis. Don’t expect it to be often. They’re likely busy people. I’ve had mentors I met with only every few months. Others were more frequent.

Consider also, that the mentor doesn’t always have to be in the same field that you are in, just with similar level of responsibility as the next level on your radar. The same would be ideal, but not always available.

When you arrive at the meeting, don’t waste their time. Do the hard work of preparing for the meeting. Have questions prepared in advance. And, make sure you take notes. It’s helpful for review later and demonstrates how serious you are taking the advice.

Set a tentative timeline in your mind for transition.

How long do you realistically think you should attempt to be at the next level of leadership? Ask yourself probing questions, such as, “If I knew I was going to be here 3 more years — without any changes in my level of responsibility — am I going to get frustrated?” A realistic timeline is probably not 2 months, but a year certainly could be. And, so could five years be. Much of that depends on your current heart for what you’re doing now, how much you’re thinking about where you need to be next, and how much tension there is between those two. Soul search.

Set a realistic timeline in your mind, but then don’t bind yourself to this — that’s dangerous. Life happens and ultimately God is in control, but this gives you a sense of hope and perspective. If you think you’re three years out from a transition, then you know you have three years to grow where you’re at currently. It’s not the time to be looking actively. It’s the time to excel in what you’re doing. If you know in a year you’re going to be bored to death, then you know how fast you have to respond to seek another position.

Discerning this timeline is a good talk through with a mentor or other people who know you well and believe in you.

Prepare for what’s next.

You should always be doing this. Even if you never moved to a position with more authority you should prepare for what’s next. The needs within our jobs are always changing because the people and cultures we encounter are always changing.

Learn all you can. Take notes as you observe other leaders. Read books. Attend conferences. Build your network. Don’t waste the wait.

Stay very loyal and faithful to the job you have now.

Please don’t accept any of my other suggestions without doing this one. This one should perhaps been my first suggestion. It’s that important.

Do your best work every single day in the job you are currently doing. Respect the leadership where you are now. Learn what you can from them too — even what you would do differently some day. This is what you’d hope for from people you will one day lead.

Staying loyal is only fair to the opportunity you’ve been given, but it also protects your resume. Never ruin a relationship where you are — it will only come back to hurt you later. Plus, staying faithful as you wait says a lot about your character.

Keep your eyes and ears open.

In my experience, if you’re asking these type questions, it’s only a matter of time before you’ll be looking to make the transition to a lead position. It could be years, so don’t live in the future when the present needs your attention, but opportunities are often closer than you think.

In my most recent transition, Cheryl and I had known for 2 years that God was doing something new in our life. We didn’t know what or where. We also entertained several opportunities. We listened and had conversations. We didn’t jump until it was clearer. But, when the opportunity was presented that lined with our hearts it was much easier to discern the move. Had we not been watching and listening, we might have missed a God-sized open door.

Any other questions? Thanks for the dialogue.

7 of the Most Dangerous Leadership Mindsets I’ve Observed

Businessman Slipping on Wet Floor

I’ve seen it so many times.

A leader could even be doing everything else right and one flawed mindset can overshadow — jeopardize all the good leadership principles we know.

One constantly repeated action. One trait. One habit. One mindset.

And, sadly, many times it’s not even that the person isn’t a good leader — it’s that one mindset that gets them off track. And, so I believe leaders should constantly be working on bad mindsets that keep them from being as successful as they can be.

Here are 7 of the most dangerous leadership mindsets I’ve observed.

In full disclosure, I’ve been guilty of some of these — sometimes for a season — sometimes until someone helped me discover I had a poor leadership mindset.

Allowing small details to overwhelm a view of the big picture.

There will always be details that have to be handled, but the smaller a leader is forced to think, the less he or she can focus on the larger vision ahead. I can get bogged down in minutia that wastes my energy and drains me. Sometimes it’s a systems problem that requires too much of my time and sometimes its a failure to delegate. Interestingly, I have personally found that when I’m free from the responsibility of handling as many details I’m more likely to notice the smaller things that greatly need my attention.

Seeing the glass as half-empty.

A negative leader will almost never be successful long-term, simply because people will not care to follow. Some people have this mindset all the time (and I don’t personally think leadership is their thing), but this mindset can also last for a season — especially when there are numerous setbacks around us either in our personal life or where we lead. It could also occur in times of fast change, when the complainers seem to outnumber those offering compliments. If we aren’t careful — we can let negative mindsets carry over into every other area of our life — and start to view our world that way. It’s very difficult to follow a negative-minded leader.

Not enjoying the journey.

Never taking time to celebrate. High achieving leaders can often fall into this trap. I get there at times and have to be reminded — either through personal discipline or when others speak into my life. I’m always seeing the next big opportunity ahead and striving for constant improvement. I can fail to recognize current success while continually searching for future potential. The problem is that a constant forward push isn’t sustainable long-term. It burns people out, makes them feel under appreciated, and leads to a very low team morale. People need a break — they need a plateau where they can rest, catch their breath and celebrate the victory already achieved.

Expecting more from others than you’re personally willing to give.

I once worked with a leader who had high expectations for everyone — not only in quality of work, but also in how many hours they should be working. The problem was this leader didn’t appear to have high expectations for himself. He would work just enough to bark out a few orders, but then he was gone. And, because he was mostly an absentee leader, even if he was working when he wasn’t around (and I personally knew that he was often working out of the office), no one believed he was. He created a perception of laziness. It was frustrating for everyone trying to follow. They felt used. People following a leader with this mindset mostly stay for a paycheck.

Assuming all the credit.

And, especially if the leader’s mindset thinks he or she deserves it. There is no success on a team without the efforts of others. When a leader takes all the accolades or rewards for himself, the team becomes employees of a boss rather than followers of a leader. Work becomes a job, not a career. It could be simply in the language of the leader. If “I” did it – if it was all because of “me” – “they” may soon — even if in only in their motivation — let “me” do it on my own. Shared success is paramount for a leader’s long-term success.

Never shutting down.

You can’t do it. You can’t. You may think you can always be on — do everything — be everywhere — you can’t. Superman couldn’t. Jesus didn’t. Don’t try. (Someone reading this still thinks they can — okay — you’ve been warned.) And, I have to be honest, this is one of the hardest ones for me. It usually comes when I don’t discipline myself to say no, worry too much what people think who expect me to be everywhere or haven’t released things I shouldn’t even be doing. Thankfully, I’ve matured enough that I won’t let the season go long without an intentional shut-down. (And, for me, that usually involves me getting out of town. There’s always something to do here.)

Isolating yourself from others.

The mindset that a leader can’t let others too close to them is one of the most dangerous I’ve observed. Leadership can be a lonely job. But, it shouldn’t be the job of a loner. We need people. We need accountability. We need community and those who can speak into the dark places of our hearts and lives. And, I’ve seen that with so many leadership failures — even with so many pastors. When we become islands to ourselves we are an invitation for the enemies attacks.

Those are a few dangerous leadership mindsets I’ve observed. Any you’d care to add?

10 Harsh Realities of Leadership

Rocky road ahead.

I love leadership. I feel called to it. I realize the need for good leadership,but the fact is that leadership is hard.

I meet regularly with some high-level, senior leaders to glean from them. We talk about our common challenges in attempting to lead others. One shared discovery we have made in our time together is about the perception of people who haven’t served as a senior leader have about people in that role. It’s the same one we had before we were in senior leadership. It often looks easier — and maybe even more glamorous — from the outside than it is in reality.

As a student and blogger of leadership, I want to be realistic with people who desire to be senior leaders.

Here are 10 harsh realities of leadership:

You will at times be unpopular. Every leader is at some point. Change is hard and people will agree and disagree.You open emotional wounds through change. In fact, they will often blame you for changes happening in their own life because of the change you are making as a leader.

You will have to make decisions no one else will make. That’s what leaders do. It’s what inspires people to follow. It’s what challenges the paradigms. It’s what leads us to a discovery — and hopefully even a better reality.

You have to be able to see farther than today. If you can’t, maybe leadership is not your thing. Leaders aren’t stuck in today. They are leveraging influence today for something better that may not be realized until some tomorrow.

You won’t be successful long by making excuses. You’ll make mistakes. You’ll be more likely to attract followers through your ownership of them. Humility is an admired leadership trait.

You can motivate, but you can’t mandate. Attempting to control or bully people to produce more won’t work long-term. It isn’t a sustainable technique. People will either rebel, fail to live up to potential or leave.  

You’re only as good as your team. No matter how good you are — if you’re team is lousy, so will you be as a leader. 

Your legacy will mostly be formed by the investment you made in others. Not by the great ideas you had or the success you can personally take credit for producing. People investments always last longest. 

You can’t avoid conflict indefinitely. You can run but you can’t hide. Eventually little things can become big things. Hidden and unresolved conflict eventually explodes. 

You will be misunderstood at times. You can have the best intentions, but you’ll still be misunderstood. You’ll have to continually get better at communicating, but you’ll still keep being misunderstood. It’s part of leading people who are different from you.

You can’t neglect your soul for long. If you do — you’ll crash and burn. 

Just a few of mine. Any you would share?

5 Areas I Have Micromanaged in Church Revitalization

Rural chapel

At least once a week a pastor contacts me about church revitalization. I always tell them I’m still learning, but we have seen God do some pretty amazing things in our church. Through this blog I’m trying to share some of the things I’m learning.

The primary question I receive is where I spend my time. What am I doing to lead the church to grow again?

And, I understand the question. It’s the question I’m asking other church leaders also.

One of the things I’ve learned is that there are some things I have to micromanage.

It’s important to know I’m not a micro-management leader. It goes against everything I stand for in leadership and even how I’m wired personally. I have written extensively about the need for delegation in leadership. I’m not good with details. I have a problem focusing minutely, So, I really do control very little that happens on our team. Plus, I love the team process. I don’t like the word “I” as much as the word “we”. (Even though I’ll use “I” more than “we in this post.)

In church revitalization I’ve micromanaged a few things a bit closer than I normally would. We are leading a church to survive it’s second hundred years. That’s not easy. It’s not easy work and it’s not easy for a church to continue to thrive that long. And, I knew that — not as well as I do now — before I entered this pastoral position.

I began with a keen sense that some things were vital to our success long-term. I view it as one of my roles to see the bigger picture and make sure all of us are going in the same direction. Therefore, I have micromanaged some things. I’ve not necessarily made the decisions, but I’ve made sure I had a strong voice in the process. (Actually, some of these were just as true in my years of church planting.)

Here are 5 things I’ve micromanaged in church revitalization:

Who we add to our team. Even people I don’t directly supervise. Now, I haven’t always made the final call — I don’t do all the interviewing — but I’ve been part of recruiting, part of discerning and part of the decision process. We are shaping a culture. It’s one of change and adaptability. It’s one where everyone takes ownership. It’s one where people enjoy their work and pull together as a team. That requires a certain “fit” and staff culture. Who we add to the team from this point forward says a lot about who we will be as a staff and how well we will work together. I want to make sure everyone we add is on that same page.

How we cast vision. We knew that having a common voice as a staff was vitally important — especially in the earlier days of change — but really always. We purposely developed some common language that would serve as rallying points for the church. We had a few key areas of focus. We said the same things repeatedly. I didn’t come up with those exclusively — we developed them as a team — but I led the charge and micromanaged to keep us on that track until it began to stick as our common vision.

Where we place our greatest energies. Many times in revitalization efforts we can get distracted chasing after too many ideas. We are trying to grow again and often churches (and other organizations) will frantically move from one bad idea to another trying to find one that works. We needed some common goals and ideas and a limited focus. Again, this was especially true in the early days until we could gain trust with the people and gain buy-in for larger changes. I knew one of my roles would be to say no to some new initiatives and to slow the pace of change in some areas, while fueling that pace in other areas.

Organizational structure. As an established church, we had over 100 years of structure. Bureaucracy and process we know well. We had rules for everything. Over time, the church doesn’t stop to analyze what’s working and what isn’t. Typically we just add new layers of structure. Some of our structure, quite frankly, had become extremely burdensome and stood in the way of making progress. Some things we had on paper as “rules” we didn’t even follow. (I don’t like that either.) And, some rules we follow were simply archaic. They didn’t work or weren’t necessary. They slowed us down filling out paperwork no one was even going to read. We had duplicated processes and systems. I knew in the early days I would be a fresh set of eyes on our structure and would need to micromanage quickly before I “settled in” and became just another participant in the established process. (After we do something long enough it becomes habit and we can’t even see that it needs to be changed.)

New expenditures. As with most churches in need of revitalization, our finances had been struggling for several years. Thankfully we had good people in charges of our finances and they had held the church together through very difficult times. But, I knew to be successful long-term we had to be in the best financial condition possible. And, I knew that as the senior staff leader I had to be the primary voice for this on a day-to-day basis. Even though changes were needed (and are needed) that can be expensive, we have been extremely careful to make sure our basic financial condition is stabilized first. I don’t make economic decisions alone — and shouldn’t — but I’ve been a key driver in that process. And, we have done remarkably well financially (again thanks to tremendous finance committee and staff efforts), but we still have a ways to go.

I’ve not worried about a lot of things in church revitalization. What color carpets or wall coverings don’t excite me very much. I’ve given a few song suggestions, but I’ve not been too involved in that process. Apart from my normal responsibilities of preaching and being a pastor, these are the things I’ve concerned myself with most and that have received my best energies.

How to Identify Constructive Criticism

Man drawing a house blueprint in nature

Constructive:

“Serving a useful purpose; tending to build up.”

Criticism:

“The act of passing judgment as to the merits of anything.”

Constructive Criticism

You’ve heard the term. As a leader, I hear it all the time.

If you’re a leader then you’ve certainly had people offer criticism. Some even say they are just giving “constructive criticism”. Or, they believe so at the time.

Most of my pastor friends have heard, “Pastor, let me give you a little constructive criticism” — (Sometimes just as they are about to deliver the weekly message. :) )

So, what does “constructive criticism” mean?

I’m thinking we often misuse that phrase.

And, it’s not just with leaders. It’s in every phase of life. I think it’s a societal issue. It’s even on social media. We think we are offering “constructive criticism” when we update our Facebook status or Tweet about our service with an airline or a restaurant or a school system — for example. Or anywhere else we feel a need to criticize for some reason. We may not label it that way, but I’m convinced it’s what we think we are doing — offering constructive criticism.

In reality, I’ve learned that phrase — constructive criticism — is sometimes just a nice way to say, “I have a personal complaint about a personal issue, but it will make me sound less self-serving and more justified if I label it (maybe just in my mind) as constructive criticism.”

I have been thinking about that term lately. Even as I might use it personally.

First, let me be clear, I’m not down on constructive criticism. I think it’s good. And, needed.

Using that definition (serving a useful purpose; tending to build up) constructive criticism serves a place within any organization — even the church. It can, by definition, help us all.

There is a place for constructive criticism.

But, how can we make sure the criticism we offer is actually constructive?

And, what is it actually? I think that’s the bigger issue.

How do we know when it is “constructive criticism”?

And, how can we give constructive criticism to others?

By definition, here are 7 indicators of constructive criticism:

It builds up the body or organization for everyone. It’s helpful for the good of the entire vision. Everyone can benefit from constructive criticism.

It is not self-serving. It doesn’t seek a merely personal gain. Scripture makes humility an ideal, encourages unity among believers and commands us to consider others better than ourselves — even to pray for our enemies.

It offers suggestions for improvement. I’m not saying it does every time. Sometimes we just know something is wrong, but this would be an indicator the criticism is constructive (by definition).

It creates useful dialogue. Again, this may not happen every time, but if conversation can lead to the benefit of everyone, then it could be an indicator of being constructive — it helps build — construct.

It affirms others or the vision. Constructive criticism would never tear down the overarching goals and objectives of the body or organization. That would be counter to the definition. Criticism might, but not constructive criticism.

It can be realistically implemented or discussed. I’m just working with the term and definition here, so if the criticism is an impossibility — would never work — then it seems to me it isn’t “serving a useful purpose”. (Extreme example: I once had someone criticize my allowance of phones in the worship center. They thought I should be like a school teacher and take them up at the door. Okay…)

It is not overly divisive. Constructive criticism serves to build up — not tear down, so to meet the definition it must not divide people as much as it at least makes an attempt to bring people together around common values and vision. Of course, that’s not always possible. It’s near impossible to get everyone to agree on anything, but constructive criticism doesn’t seem to be the type criticism that would splinter the groups opinions or divide people extensively.

That’s my rambling thoughts on the issue. I’m all for offering better criticism. Constructive criticism.

There may be a need for non-constructive or destructive criticism sometime. Jesus cleared the temple that way. We may need to clear some things. If so, let’s deconstruct.

But, all I’m saying is — if I can attempt to constructively criticize the way some of us criticize — constructive criticism should live up its name.

What To Do When You Exceed Your Leadership Capacity

Storage full concept.

What is your leadership capacity?

Have you found it?

I use the term leadership capacity to describe a leader’s maximum potential to effectively lead others to accomplish the vision.

A leader exceeds their leadership capacity when they no longer have the ability to effectively manage or lead the organization to reach its potential. They find themselves on a regular basis not able to handle all the demands placed upon them — and it’s beginning to show in the organization.

The leader has exceeded his or her leadership capacity.

You may not know the term, or even agree with my definition of it, but I suspect if you’ve led very long at all, you have felt the sensation of being over your capacity.

Do you ever feel you are in over your head?

I met with a great businessman and leader once that admitted he was overwhelmed with what was happening around him. He felt the weight of leading. His business had grown larger and faster than he ever anticipated. There were increasing demands — not only on his time, but also on the number of decisions he was having to make on a daily basis. He went home everyday feeling he had accomplished so little — even though he was doing a lot — because there was so much that could only be done by him.

He knew he was already beyond his capacity and growing more and more concerned the business could get away from him unless he did something to increase his capacity as a leader.

I know the feeling. Been there and done that – and probably will again.

I appreciate any leader who can recognize this about their leadership. That realization is like an insurance policy against leadership failure.

If you are leading and you feel you are reaching your leadership capacity, consider these steps:

Recognize and admit – That’s most important. Do not be afraid to admit you are over your head. Humility is actually an attractive leadership quality.

Re-evaluate – Are you trying to do too much? Are your standards for yourself too high? Do you need to change your role in the organizational structure? Do you need to lose some of your responsibilities? Have you built too much power or too much dependence on you in the organizational structure?

Ask for help – Seek wisdom from those who have led longer than you. Find a mentor. Take a class. Join a network. One of the values of social media for me has been the insight I have learned from other leaders, but I always have a mentor in my life — usually several.

Delegate – Ask yourself what responsibility you could give away or what areas others on your team would be better able to handle. If you are a one person “team”, seek volunteers or part-time help to help you bridge the gaps between your leadership ability and the demands of the organization. (It may end up being an investment that protects everything else in which you’ve invested.)

Quit if needed – If you value the vision enough then be willing to step aside if you are no longer a good fit to lead it. This is not a sign of failure or an indication that you are a bad leader. Sometimes the organization simply grows in another direction from our passion, skills or strengths as a leader. Some people are better suited to lead at one level than another. It takes an act of bold humility to admit this.

Leaders, is your leadership capacity being stretched? What are you going to do about it?

How to Endure a Critical, Non-supportive Leader

complaint

I was talking to a younger leader recently. He is feeling under-appreciated. His boss, the senior leader, never notices the work that he is doing. Even worse, for this senior leader, crisitcism flows easily. He never misses a mistake.

I get it. That leader could be me at times. I’m bad about celebrating. I’m wired for constant improvement. It’s something I’m conscious of and work on, but it takes consistent discipline on my part.

On the other hand, the new generation of leaders were born into a system that afforded instant and constant recognition. In my days, A’s were expected in school. So we didn’t always celebrate them. If we did it was at the end of the year. These days an A on a test may get a steak dinner.

I’m not criticizing. And, I’m not making excuses. My generation enabled this generation. I am just pointing out a difference in generational expectations. So, the reality is this senior leader may not even recognize the problem this younger leader is experiencing. He doesn’t see the problems with the way he is leading.

And, I’m not saying that as an excuse. From the way this senior leader was described to me, his behavior is wrong, demeaning, and certainly not conducive to produce the most excellent team environment or one that develops leaders — in my opinion — in any generation.

But, the question from this younger leader was how to respond. For a variety of reasons, he doesn’t feel the freedom to move on to something new right now. So what does he do today?

Well, first and foremost I told this younger leader he should not get his hopes up that things might change anytime soon. They might. Maybe the leader will read the right book or some masterful blog post and a conversion experience will occur in how this leader leads. Not likely.

But, what I can say is that, in spite of the deficiency in his leadership, the senior leader probably still has something he can teach the younger leader. S0, be respectful. There will likely be other occasions in his leadership where he will have to display respect to someone even if he doesn’t agree with them. Maybe just to keep his job. Maybe even to be obedient to Scripture. (Romans 13)

The fact is the way we honor those we don’t naturally respect says a lot about our character.

But, the other thing I would say. And, I think this is huge.

You can learn good principles under bad leadership.

You can. You can learn what not to do by watching what others do wrong. Right now this young leader is developing good leadership practices by acknowledging what has injured him that he would never do to injure someone he is leading.

Take notes.

Grow. Learn.

Prepare now for how you’ll lead then.

We will always need better leaders. Be one. And, if you’re serving under a critical, non-supportive leader, you’re in a great training ground.

7 Attributes for a Pastor Wanting to do Church Revitalization

Church

I have been in church revitalization for almost 3 years in the church where I currently serve as pastor. My first church some 13 years ago was a church in need of revitalization. In between, I’ve been a part of two church plants.

Even more, I’ve worked with dozens of pastors in church revitalization and church planting. Along the way, God has blessed us with some success and I’ve tried to learn some things — and pass them along here.

For example, I’ve learned there are some commonalities among pastors who can successfully revitalize an established church.

Here are 7 attributes of pastors who do church revitalization:

Calling. I don’t recommend church revitalization to anyone unless they have a clear calling from God. I believe God often gives tremendous latitude in allowing us to choose where we serve, but church revitalization appears to be a unique calling — one I’d be certain God has called you to do. Honestly, it’s the same for church planters, but, in my experience, it’s easier to plant a church. Starting completely over is usually easier than trying to revive an established church that has been in decline. (That’s just my opinion, but it’s based on experience.) And we need lots of church plants. I don’t have statistics to back it up, but there has to be more Kingdom money in established, but declining churches than the total invested in recent years in church planting. We need church revitalization — if for no other reason to be good stewards of Kingdom resources.

Supportive spouse. As in church planting — or any ministry — if you’re married, the spouse plays a huge role. But, to be honest, in church revitalization, Cheryl’s part has been one of the hardest parts for me personally. I have the greatest pastor’s wife. She genuinely loves people. There are days, however, when people with no filter chose my wife as a punching bag for their frustration with me. It happens almost every time we announce a change. (I’ve made it very clear that is not an acceptable response, and it’s gotten better with time, but it still occasionally happens.) But, that never happened in church planting. And, might not happen as often if we left everything alone and didn’t try to revitalize. The bottom line though is that Cheryl felt we were being called to this. In fact, she sensed it before I did. (She almost always does when it comes to matters of faith.)

Love of history and tradition. The key here is that you’re in revitalization. It’s not demolition. You’re leading a church to rediscover their past. If they don’t have a past worth rediscovering — then demolition might be a better option. Give. up and go plant a church. But, revitalization will involve celebrating some of the great moments from history. Along the way, there will be traditions worth maintaining. They are culture — DNA — and they work towards the mission they just need new energy behind them.

Entrepreneurial spirit. I’ve heard those who love “new” say they’d get bored in revitalization. Not! In addition to loving what’s old, it helps greatly to love all things new. And, this attribute and the last one are rare as a combination. It’s unusual to love history and tradition and have an entrepreneurial spirit. You can’t leave things exactly as you found them and expect the church to revive. Revitalization involves change. The heart of a planter, if they can live with the other attributes needed, works well in church revitalization.

Patience. It won’t be easy and you will not be able to move as fast as you can in church planting. The delicate balance between preserving DNA while encouraging change will be challenging at times. To be successful, you’ll need to honor the past while you push towards the future. That takes patience. (And, frankly you’ll have more somedays than others.)

Visionary. A church revitalization pastor receives a call and then grasps a God-given vision for what could be. It’s a strong enough vision to provide the tenacity to see it to fruition and to be able to cast in a powerful enough way where people are willing to follow.

Resilience. Dictionary.com defines resilience as “the power or ability to return to the original position after being stretched.” Yea, that. No, doubt you’ll be stretched as a church revitalizing pastor. And that also requires perseverance. Dictionary.com defines perseverance as “steady persistence in a course of action”. And, yea, that too. You’ll have set backs. There will be days you think you’re making progress only to realize people are upset about the color of the carpet. Through it all, you’ll have to keep going to be successful. And, if God called you to it then you will be.

My goal is not to scare you away from church revitalization. We need some who will take up the calling. My goal is for you to be prepared — and ultimately — to be successful.

Effective Leaders Use a Rifle Approach More than a Shotgun

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I talk to so many leaders who get so frustrated because they never seem to accomplish as much as they set out to do. Most of the time the reason is a fairly simple one.

They used the wrong approach to the work.

Many times as leaders we try to accomplish too many tasks in one day. We don’t create a realistic checklist — just an overwhelming mass of things we “need” to do.

It makes us feel ineffective in all our tasks.

I call that the shotgun approach.

It’s running from task to task to task to task. At the end of the day you’ve done a lot of things, but none of them very well.

And, all of us have some days like that. They’re sometimes unavoidable.

But, here’s my leadership suggestion. As much as possible — and doing otherwise should be the exception, not the rule…

Use the rifle approach.

The rifle approach is to carefully plan a realistic list of activities each day. It’s having specific objectives, and ranking them from the most important to the least important.

Then it’s as simple as checking off each item as you work through the list, accomplishing as many as you feasibly can per day.

And, you leave most everyday with a sense of accomplishment. (That’s sounds good, doesn’t it?)

You will be surprised how much more you can accomplish when you use the rifle approach to planning instead of the shotgun approach.

Sometimes we make leading harder than it has to be.