A Leadership Lid You Can Never Avoid

lids

There is a huge leadership lid I have witnessed firsthand. In fact, it’s one that has crippled my leadership in years past.

At some point, most leaders will face this one. It’s not insurmountable, but until you overcome it you will stall as a leader.

Every time.

Here’s the lid you can never avoid:

Your ability to respond counterintuitively – when needed – will determine the height of leadership you can sustain or achieve.

The leader is human. There will be times The leader feels like responding one way, but can’t respond the way he or she may initially want to . The leader must lead under stress – even when the temptation is to quit, endure through criticism – even when it would be easier to cave to pressure, and overcome failure – even when they feel like one – to continue to lead. Those aren’t always natural reactions, but it’s what separates a leader from everyone else.

We can make excuses all we want, but the one who claims to be the leader must:

  • Keep standing when everyone else wants to “sit the next one out”.
  • Continue dreaming when everyone else is satisfied with status quo.
  • Remain steadfast to a vision when critics want to derail the course.
  • Display strength during times of chaos.
  • Choose to move forward when everyone else is retreating.
  • Follow through when everyone else is stalling.
  • Stay positive when everyone around is in a pity-party. 

Regardless of how the leader feels personally or how they would prefer to respond, the leader must move forward if there is any hope to moving the team forward. 

You hit your lid as a leader when you give up, give in or sell out. 

Thankfully, leaders who are followers of Christ don’t have to find this strength on our own. And, His strength is perfect when ours is gone. 

Where’s your current leadership lid? Do you need to raise it a bit higher?

I always tell our teams: We must get better if we hope to get bigger.

Stand strong! (1 Corinthians 15:58)

The Tension Between Being Available and Being Accessible as a Leader

open closed doors

The larger the church gets, or the more leadership responsibility God calls me to, the greater the tension I feel between being available and being accessible.

Leader, have you ever felt this tension?

And, I’ve learned to be effective, to protect my family and to avoid burnout I can’t always do both.

Truth be, there are too many demands on my time to always be available. Sometimes there are more requests for my time than hours in the day. Sunday is always coming. I receive dozens – some days hundreds – of emails, texts and phone calls, every single day.

I can’t always be available.

  • I must make the most effective use of my limited time.
  • I may not be the best person to meet with everyone.
  • I must spend time investing in the staff with whom I work.
  • I need to reserve ample time for Bible study, prayer, and sermon preparation.
  • I may sometimes need to refer people to someone who is more available at the time.

Some weeks, just being honest, sadly, I end up saying “No” more than I get to say “Yes”.

If time were limitless – I’d rather always be available. As with most leaders, it’s easier for me to say yes than it is to say no. I’m always more popular when I do.

But, popular isn’t a good goal. It’s seldom an effective goal.

I can’t always be available, but this shouldn’t mean I’m unreachable.

I try to always be accessible.

  • I genuinely want people to be served and to serve people.
  • I can easily be found online. (I don’t hide my contact information.)
  • I respond to all emails and return phone calls in a reasonable time – hopefully by the end of each day.
  • I hold responsiveness as a huge personal value and lead our team to do likewise.
  • I always try to help people get the help or answer they need.

I realize even this doesn’t make everyone happy. Some want me always available – to them. But, the goal of leadership is not to make everyone happy – it’s to lead people to a better reality than today. To do this, I must make effective use of my time.

I share this because there are so many pastors facing real burnout. They are struggling with effectiveness. Their family life is suffering. All because they tried to always be available, when all they needed to be was accessible.

(By the way, the church leaders in Acts 6 understood this tension. Read it again to see how they responded.)

Pastor – leader – the tension is real. But, realize you can be accessible even if you’re not always available.

Pastors, do you ever feel the tension between being accessible and being available?

7 Default Zones Every Leader Should Implement

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There are a lot of gray issues in leadership. So many times I simply don’t know what to do. I try to lead by consensus building, but even with the strongest teams there will always be decisions about which we just aren’t certain what is the best decision.

This is why I like to have some default zones in leadership. When I can’t make a decision – I know where to default.

Having a default zone when things on both sides appear equal or you are uncertain about a decision may help you make better decisions. These aren’t foolproof, as many things in leadership are not, but having a general idea which way you would “default” to in common situations which occur frequently in leadership may prove to be helpful.

If you consistently have to make the same type decisions as a leader, think through which way over time has proven to be best. This becomes your default zone.

Here are 7 of my leadership default zones:

In matters of hiring – default to no over yes.

If in doubt over whether the person is a good fit, I default to no. It’s not worth taking a chance when adding to the team. When I haven’t followed this one it has usually turned out to be a mistake.

If you think you shouldn’t say it – don’t.

I don’t follow my own advice here often enough, but I’ve learned if my gut is telling me to “keep a tight rein on my tongue”, it’s likely to be a Biblical conviction. The more I discipline myself in this area the more respect I garner as a leader – or the less respect I lose.

If it’s between empower or control – choose empower.

Except in cases such as vision or a moral issue, letting go of control and empowering others almost always works out better than expected. Even if the person isn’t successful, I have seen the learning curve for them and the team is huge and often some of the best discoveries for the team are made when I get out of the way. The area I control always limit us in this area.

My preference or the team’s preference – go with the team.

There are times I have to make the hard decision to stand alone, but I try to surround myself with people smarter than me. If I am clearly outnumbered, I tend to lean on the wisdom of the team. You won’t keep respect as a leader if you continually stand opposite your team and keep being proved wrong. And, if you believe in your team – prove it.

In person or by email – choose in person

By far, email is my most frequent communication tool. It has to be, just because of the sheer number of communications I have in a given week. But, when I can, especially with our staff, I choose the personal touch. Get up from the desk and walk down the hall when it is an available option. Email and text are misunderstood far too many times. And, we need personal connections to build strong teams.

Assume or ask – ask for clarification.

If you aren’t sure you understand what someone is thinking – if it doesn’t appear they understand you – rather than assume – ask. I’m continually asking my team something such as, “When you said _____, can you help me understand what you meant by that?” Misunderstanding leads to strained relationships and unhealthy teams. The best leaders I know ask the best questions.

Commit or don’t commit – Choose don’t commit.

Leaders usually have more opportunities than time can allow. I’ve learned – the hard way – no one will protect my calendar as well as me. I’ve also learned when I over commit – I become less effective, I burnout easily, and, over time, eventually I’m useless. I disappoint less people when I don’t commit on the front end.

These may not be the ones you need – you may have your own, but learning your leadership default zones may make you a better leader.

Do you have any you would add?

A Leadership Experiment – The Little Things Matter

trash pickup

In making a first impression – the little things matter.

When a visitor shows up on our church campus for the first time – the little things matter. When a parent decides to trust us with their children – the little things matter. The way we follow up with guests – the little things matter.

Most leaders and pastors believe this, but we often don’t pay attention to the little things. Over the years, even as a very non-detailed, extremely big picture person, I’ve started to notice the little things.

A number of years ago, while I was pastoring another church, I felt I needed more buy-in from them in helping to lead the church. They were a great group of people who were passionate about reaching the lost, but they had begun to neglect some of the little things to keep a church operating. I wanted to encourage them to be more observant about what needed doing.

I conducted an experiment. I placed a Sunday bulletin on the floor of the men’s bathroom, right in front of the urinal. You couldn’t “go” without stepping on it or over it.

It stayed there through two Sundays and no one picked it up or threw it away. At the following Wednesday night leadership meeting, I brought the bulletin with me. I asked, “Does anyone recognize this?” (It was before I was a big a germaphobe as I am today.) Apparently – by the look on some faces – most of the men had seen it previously.

I wasn’t trying to be cruel, but it was a tangible reminder to them about making a first impression – the little things matter – and, more importantly, they play a role in this. We were a church plant. We didn’t have a custodial staff for the building we rented. We were the custodial staff. If the bulletin was to be picked up, one of us needed to do it.

They instantly recognized every man visiting our church in the last couple weeks had probably seen the bulletin on the floor of the men’s room. We only had one urinal – and we had very good coffee. Although it was a minor thing – just a bulletin on the floor – it had the potential to leave a larger impression. Imagine if the same visitor returned the next week to find the same bulletin still on the floor. (Of course, in a church plant, by the second week you may be plugged in enough to be picking bulletins off the bathroom floor.)

I’m not saying it was brilliant. It may not even have been nice. But, the experiment made some impact. 

From this point, some of the men became more observant about the little things which needed attention. They started to take ownership in their roles as church leaders. I felt I had more participation in leading the church. 

The point of this post is we must find ways to illustrate the importance of this principle – Little things matter.  

By the way, I have always been curious if this same experiment would have worked in the women’s bathroom or would someone have picked it up?

Pastor, feel free to try this experiment at your own home. Little things matter.

6 Steps to Finishing Well in Life and Leadership

finish line

Everyone wants to be successful in life, but the truth is many people never really achieve what they set out to accomplish. Many of us fall short of obtaining our dreams and goals. This is true in life and leadership.

After years of observing a lackluster success rate among some of the people to whom I minister and to leaders I coach, I began to examine why some people never seem to succeed.

What is it which keeps people from being achieving what they claim to want most in life?

Are there some steps which can be taken to enhance our chances of winning in this “game” of life?

If I am asked to coach someone to be a winner, these are some of the steps I will start.

Here are six steps I suggest to win in life and leadership:

Step One: Get in the right race.

Many people never achieve the success they wanted, because they entered the wrong competition. They are aiming for the wrong targets. We should ask ourselves “where do I want to go in life and what do I eventually want to accomplish?” Until we know how we want our life to end we will never know the steps to take to succeed. This is true for leaders. If you don’t have a vision for your leadership – where you’re leading people – you’re failing before you get started. Of course, I believe in life this starts with a decision to allow Christ to set your path. Proverbs 16:9 says, “In his heart a man plans his course, but the Lord determines his steps.”

Step Two: Discipline for the race.

Winning happens over time – not in an instant. The greatest athletes work hours outside the game in order to perhaps win even a single game. Victory doesn’t often happen without hard, painful work to get there. It takes diligence and consistency to be a winner. Many times victory was just around the corner, but the people gave up too soon. The best leaders I know also learn their individual skills and continue to develop them and they surround themselves with people who complement them – and cover for them in their weaknesses.

Step Three: Develop character first.

People who truly win in life spend a great amount of time on the development of themselves and others around them. Most of the successful business people and church leaders I know set aside time each week for personal development. They are frequently in the gym, reading a good book, and attending church on Sunday. They develop their mind, body and spirit. They recognize that they must be relationally, physically and spiritually healthy if they want to have success in life.

Step Four: Accept Failure

Most winners are built through brokenness. The greatest leaders have failed many times. Before inventing the light bulb, Thomas Edison failed a thousand times. Babe Ruth had 714 home runs and 1,330 strikeouts. Abraham Lincoln was said to have failed so many times, in business, in his love life, in politics but finally became one of the greatest President of the United States. People who finish well in life and leadership allow failure to be their friend not their enemy.

Step Five: Ignore unnecessary distractions.

Winners don’t give up when obstacles get in the way of achieving their goals. They find a way to work around them. They don’t waste a lot of time and energy on the wrong things. They build upon the strength of others. Life is full of disappointments and set backs, but those who finish well learn to keep pushing forward – even through the darkest days.

Step Six: Stay in the race.

If a person wants to win he or she has to stay in the race. One cannot be a quitter and still win. Many times the winner is the one with the most heart. I know some leaders who need this encouragement – and, they will need it many times in their career as a leader. Often we see the underdog team come from behind to win simply because they have more passion. If you want to be a winner – if you want to finish well – stay in the game!

Choose today to be a winner! Finish well! Don’t let your “hope to do’s” become your “wish you had’s”.

The WHAT Test – A Simple Strategy to Think Through Level of Commitment

Asian business people team drawing on white wall whiteboard with sticky notes creative real office

The WHAT Test.

Over the years, I have found numerous uses for this simple strategy of thought. The WHAT Test is an acronym of steps to force you to think through how committed everyone involved actually is to a project, relationship or goal. It doesn’t ensure success, but it can help you avoid the disappointment of not having thoroughly thought about the agreed upon direction and level of commitment before you begin.

Here’s The WHAT Test:Where

Where do you want to go? It sounds simple, but it’ serially not. Many times when one person is ready to celebrate success another thinks you’re just getting started. Talk through the end goal. What do you want to accomplish? Collectively define a win. Make sure it is very clear up front where you want to go and how you will know when you’ve “arrived” at your intended destination.

How?

How will you get there? What’s the plan? What are the steps to get us to our goal? Who is going to do what? Who’s responsible? Who’s in charge of what? What are the necessary steps involved? This is where you ensure there is a strategy in place.

Agreement

Are all parties in complete agreement with the previous two? This is critical. Don’t neglect this important step. Don’t move forward without knowing everyone is on board. Many times we agree to a vision on the front end and have reservations once the actual strategy is in place. It’s good to renew agreement before proceeding.

Tenacity

This may be the most important one. I always ask: Are you willing to pay the price to see it through? This is almost a covenant agreement type step – and may even involve an actual covenant. Most great ideas fail – not because they weren’t great ideas – but because no one had the commitment to see them through. This can be especially true when relationships are involved. Decide on the front end all parties have a “whatever it takes” attitude. This will save you many headaches and heartaches down the road.

Obviously, each of these have multiple layers to them, but this exercise always seems to shake out some of the initial reservations which may not have been spoken and avoids some of the personal obstacles which may otherwise occur.

Let me give you a few examples of when I’ve used this:

  • Working with a couple trying to rebuild their relationship – could be after an affair or serious breach in trust has occurred.
  • Prior to attempting a difficult project or assignment.
  • Before a business partnership is formed.

At the beginning of any important venture – Take the WHAT Test

WHAT you are trying to accomplish will seem more attainable when you can easily pass the The WHAT Test.

There are dozens of applications for this simple formula, but the point is strategically thinking through these steps will help protect, build or rebuild relationships – plus help all parties avoid disappointment.

Solving a Problem is Often a Matter of Perspective – and how this principle impacts leadership

glass milk

Solving a problem is often a matter of perspective.

Some days leaders feel as though all we do is address problems other people have. It could be a personal problem, a problem with a program, someone on our team, or it could be a problem no one can even identify – we just know it’s a problem. Leaders often serve the role of problem solvers.

It’s frustrating, as a leader, when you feel you’ve done your best to address a problem, but people still have a problem. The problem – from their perspective – still exists.

Ever been there?

That’s because fixing a problem – addressing the problem – doesn’t always solve the problem – at least in the mind of others.

Solving a problem is often a matter of perspective.

I have a humorous story to illustrate this principle.

One time my family ate at a very popular chain restaurant in Chicago. I won’t tell you the name, but if I did you’ve probably heard of it. It’s a wonderful restaurant, somewhat fancy, and people often stand in line for hours to eat there. We continue to patronize the restaurant today.

Anyway, my son, who was probably 10 years old or so at the time, ordered milk. I don’t know why – who orders milk at a fancy restaurant? But, he’s always had a mind of his own. When they set the milk down on the table, my son noticed a huge fly floating in his glass of milk. He wouldn’t drink it! He can be somewhat picky about certain things – and a germaphobe – but, I didn’t blame him this time.

We called the waiter over and showed him the fly. The waiter simply grabbed a spoon off the table, scooped the fly out of the glass of milk, and tossed the fly onto an empty plate on the table and walked away, leaving us to stare at a fly half-drowning in milk on the plate in front of us.

Problem solved, right?

Seriously, this story remains funny to us today. In no way did we feel this problem was solved. It may have been fixed – there was no longer a fly in the milk, which was our only concern at the time, but the problem wasn’t solved. My son wanted a new glass of milk. I know – he’s picky. 🙂 We decided we weren’t up for an argument and instead made a funny memory together. We simply ignored it, my son drank his water, and we left feeling as though we had an unresolved problem at our table.

Our server, on the other hand, felt he had fixed our problem, so everything was good – no fly in the milk – no problem. He never apologized or addressed it again, but continued serving us.

That story – as silly as it is reminds me as a leader – just because you fix a problem from your perspective, doesn’t mean you’ve solved the problem in the eyes of those you lead.

Solving a problem is often a matter of perspective.

Understanding this principle means a few things for me:

First, as a leader, whether or not you’ve solved a problem – or even addressed it in some people’s eyes – may be based more on a person’s perspective, their personal interests or desires, and even their emotional investment at times, than it is on some measurable reality.

Second, I should keep trying to fix the problems I agree need fixing. It doesn’t mean I ignore them – I just need to be conscious of the fact I may not solve everyone’s concern with the problem. I may never make everyone happy – as hard as I may try to solve their problems. In fact, the day I make everyone happy I think my job as a leader will be complete. We won’t need leaders if everything was already fully solved. I don’t see this happening any time soon. (We call this job security.)

Finally, and more importantly, I should always attempt to understand the real problem from other person’s perspective. As much as possible, I should discover what solving the problem would even look like in their eyes. At this point, I can determine whether I can truly solve the problem to their satisfaction. This involves a leader asking good questions, repeating back what you think you’ve heard, and following up to see how you’ve progressed towards addressing their real concerns. Sometimes I’ll be able to and sometimes not, but everyone should at least know what’s considered resolution to the problem. This keeps me from spending time and resources attempting to fix a problem I can never solve.

In the case of the milk, if the waiter had asked, “Do you want a new glass or should I just scoop the fly out?”” – he would have learned how to move from fixing the problem to solving the problem from our perspective. And, though we did still tip him (because we are people of grace), his tip would have been considerably larger.

Have you ever tried to fix a problem but still experienced upset people?

Be Mean About Your Vision – An Interview with Shawn Lovejoy

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Be Mean About the Vision – This is the title of my friend Shawn Lovejoy‘s newest book. Shawn is a pastor, leader’s leader, and current CEO of Courage to Lead. He truly is a friend to pastor’s. I got the opportunity to lead with Shawn at a conference last year as he unpacked some of this material with ministry leaders. What good stuff! I knew I wanted my readers to hear more about Shawn’s book – so here’s an interview with Shawn about Be Mean.

1. Most people might think a leader should be compassionate. Why would a leader ever want to “be mean”?

When I talk about being mean about the vision, I’m not giving leaders permission to be mean leaders. There are already too many of those! On the contrary, being mean about the vision is not about being mean to people or being a mean leader. In fact, it’s exactly the opposite.

If you look up the word mean in the dictionary, you’ll see several definitions. One of them says that to be mean is “to be offensive, selfish, or unaccommodating.”1 That’s the definition most of us think of first; but that’s not even the most common use of the word mean. The other definition of the word mean is “to have an intended purpose.”2 In this instance, the word mean has to do with intent. We’ll say, “I didn’t mean that,” or “I meant that as a compliment,” or “What I meant to say was . . . ” This is how we use the word most often. And that’s what “being mean” is all about.

Being “mean” about the vision is being intentional about the vision. It’s being clear about and consistent with the vision. It’s purposefully protecting the vision over time.
However, when you’re mean about the vision, you will also protect it at all costs. You won’t allow what I call “vision hijackers”—people who want to derail the vision—to steer things off course.

Thus, a small element of the other kind of meanness may be sometimes needed to preserve and protect what really matters: the vision!

2. Why do you think vision is so important for a church or organization?

The book of Proverbs says that “without a vision, people perish.” That word vision, however is directly translated “revelation.” In other words, I believe it’s our Creator that reveals His vision for our lives and the organizations we lead. So if God reveals a direction for my life, that’s simply the most important event that could happen in my life! Once that vision is revealed, I must pursue it. I must be willing to sacrifice to follow it. I must stay true to it. If God reveals His vision for me and the organization I lead, and I give up on it because of fatigue, disappointment, or discouragement, I have ceased to live the purpose for which I was created. When that happens, our organization also ceases to exist for the purpose for which it was created. I think that’s a big deal, don’t you?

3. In the book, you mention the term “vision hijackers” What do you mean by that?

I don’t know how you were raised, but I was told never to pick up hitchhikers. That may sound mean, because after all, hitchhikers obviously need a ride. Why not stop to pick them up?

Simply because, historically, hitchhikers have often become hijackers. They’ve knocked the driver in the head, seized the wheel of the car, and taken both car and driver someplace against their will! Well, hijacking happens in organizations every day. The leader gets knocked out of the driver’s seat, and the vehicle is taken somewhere else against the leader’s will. It doesn’t happen overnight. It happens over weeks, months, and years of indecisiveness and lack of action or correction by the leader.

Either consciously or unconsciously, vision hitchhikers often become vision hijackers. If we don’t wake up and seize the wheel, we will end up miles away from our original destination. We’ve must learn to recognize potential vision hijackers and then have the courage to deal with them!

4. So how does a leader respond to a potential vision hijacker?

First of all, we must be careful in our selection of new leaders. We must ensure that every new leader understands and embraces the vision. We must also be willing to confront vision drift and/or vision violations. We should never REACT to vision violations, but we should always RESPOND. Vision issues will never go away on their own. The Bible says that “a little yeast works its way through a whole batch of dough.” Vision issues will always go from bad to worse if the leader does not address them. This requires much courage on the behalf of the leaders in the organization. As leaders, we should be willing to confront issues, and even people, more quickly. Being mean about the vision requires many courageous conversations.

5. In the book you talk about “a vision worth dying for.” Doesn’t that seem a bit drastic?

Yeah, I guess it could at first. But this is precisely why I believe vision is so important. The moment we communicate a vision, it’s going to be questioned. It’s going to challenged. It’s going to be attacked. Accomplishing a God­­given vision is the most glorious and yet difficult pursuit we could ever have. People will attempt to derail it or even hijack it. I believe that only when we believe that God has revealed something peculiar and amazing to us that we are able to fight through all of the difficulties to see the vision fulfilled. Make no mistake, we will have to die to accomplish the vision…at least parts of us will! We will have to give up to go up. We will have to make tough calls and have conversations we don’t want to have. We will have to watch friends come and go. We will pay a high price. But accomplishing a God given vision is worth all of that!

Thanks Shawn! Don’t miss this book!

7 Times Leadership is at Its Best – A Delicate Tension

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In my opinion, there are times when my leadership is better than others. I call them seasons. Seasons come a seasons go. Obviously, I would love for all of our seasons to be wonderful, but I have learned this isn’t realistic.

What I have observed is when leadership is at it’s best there is a delicate tension in place.

Let me share a few examples to describe what I mean.

Here are 7 times leadership is at its best when:

People follow willingly, not under coercion or force.

You aren’t leading unless people are following. We can find examples of people who did exactly what someone told them – yet, it wasn’t done willingly. The best leadership has willing participants – personally energized towards the vision.

People can keep up, but are still being stretched.

There is nothing worse than a leader who is too far ahead of the people he or she is trying to lead. Have you ever tried to follow someone in a car? Some people are good at leading you – some aren’t. But, the best leadership is always taking you somewhere you haven’t been before – stretching you towards something new. It’s a delicate tension between two extremes.

People feel valued, while being challenged to continually improve.

This is a tough one for me. I’m wired for improvement. I’m a development guy. I’m seldom completely satisfied – especially with my own efforts. So, I want to continually challenge people to get better – for their good no the good of the team. But, you can only push so much. Ephesians 6 gives this warning to fathers of children. Sometimes as leaders we can push too hard – and frustrate the people we are trying to lead.

People are assigned to their specific passion, but readily do what needs to be done.

I learned this in church planting. We needed people just to do what needed to be done. We didn’t have enough people to “specialize”. And, yet we also learned people are less likely to burnout and more likely to be passionate for their work if the work fits within who they are and how they are uniquely wired.

People have a clearly defined vision, but have freedom to invent and dream along the way.

This one is especially true for creative people. They need clear boundaries – clear instructions – they need to know what a win looks like. But, they also need freedom within those boundaries to create – to explore – to dream – and to fail.

People have real responsibility and authority, but don’t feel abandoned.

Delegation is a key to good leadership, but healthy delegation does not dump and run. There are adequate resources, feedback and accountability. People feel free to do their work without someone looking over their shoulder, but they know help is always nearby if needed.

People take time to rest and celebrate, but aren’t allowed to sit still for long.

Sitting leads to complacency, boredom and eventually stagnation. And, speaking candidly, it drives me crazy. We can’t sit still for long when there is so much which needs to be done. But, the tension is we need to celebrate. And, we definitely need to rest. The celebration and rest – done well – should fuel the other. As leaders we must protect both extremes.

Do you see the tension? It’s real. And, if you’re a leader you live these tensions everyday. Praying with you!

What would you add?

7 Ways I’ve Made Leadership Easy – And Learned to Make a Rhyme Along the Way

easy street

Leadership is easy. Seriously. All these years I’ve tried to complicate things. It’s really more simple than I imagined.

Once I discovered how easy leadership could be – my life even began to rhyme more.

See what I mean.

Here are 7 ways I’ve made leadership easy:

I’m no longer taking people where they don’t want to go.
Choosing instead to leave things status quo.

No more do I challenge worn out ways.
I’m simply embracing the good ole’ days.

I cave into critics, giving them the win.
I roll over easily – with a passive-aggressive grin.

I keep my voice silent, on issues which could divide.
Rather than build consensus, I pretend to enjoy the ride.

Popularity is my primary goal of the day.
Following the crowd or what the masses say.

I’ve quit pursuing my God-given dream.
These days I allow mediocrity to stifle the team.

I’ve stopped stretching people with new goals.
I’m simply ignoring the organizational holes.

See. I’ve discovered easy leadership. And, it rhymes, too. What more could people want?

Can you add a rhyme or two?

That is – if you can make leadership easy like I do.