I Say This In Love…

Grumpy, pissed off, unhappy old man

“I say this in love…”

You can injure a lot of people with that term.

“I say this in love” has caused a lot of damage over the years.

In marriage…
In church relationships…
In work situations…
In families…

It can be in person or online.

It’s often the start of some of the “best” gossip — or unfair judging. Certainly some very hurtful criticism begins this way.

I’ve been the recipient of this kind of “love” and sometimes it doesn’t seem very loving to me.

Sometimes people seem to think they can say anything — in any form — without considering the consequences — as long as they begin with that phrase.

I’ve seen people preface a mean-spirited zinger of a comment with a disclaimer of love, but it’s still a mean-spirited zinger. The way you begin a conversation doesn’t remove the need to be kind, even when offering correction or extending criticism.

We should do all things in love. That’s a command. As believers, we have to learn how to critique, criticize, complain and even rebuke people — in love.

But, let’s make sure we display love all the way through our conversations.

Not just with the first five words.

In a future post, I’ll to help us think through this issue more with some hopefully helpful tips.

7 Ways to Attract First Chair Leaders to a Second Chair Position

Handshake - extraversio

I was asked a great question recently while visiting with a group of leadership students from a nearby Christian college.

How do you attract (and keep) “first chair” type leaders into a “second chair” position?

These young leaders are ambitious. They are ready to make their mark on society. Most are studying for ministerial positions within the church. I always advise young leaders, if they can, to sit under a seasoned leader for a while, learning all they can, before they venture out on their own. I had just offered this advice which prompted the question.

I realize that’s not always the advice a young, ready-to-go leader type wants to hear — and I get that, since I was one of those younger leaders. And, we learn mostly by failure, so there is something to be said for jumping out on your own, getting both feet wet (to use another cliche metaphor), and starting something new.

Many of these young leaders will be church planters, and we need them to be. We need more church planters. Still, if I was advising one of my own children, I’d give the same advice. If possible, sit under a seasoned leader first.

This group had been studying the concept of first chair and second chair leadership, so that prompted a good, obvious question.

(For some help with definition, if needed, the first chair leader usually has a title such as C.E.O., President, Senior Pastor. Second chair leaders have a title such as C.O.O., Vice President, Associate Pastor.)

How do you attract (and keep) “first chair” type leaders into a “second chair” position?

They followed that question with another equally good question.

They asked if I felt I could ever again be a second chair leader. At this point, they knew my history. I’ve been a first chair leader for well over 20 years.

My answer to the second question first.

Yes. I could be a second chair leader.

My answer to the second question. With the number 7 — of course.

Here are 7 ways to attract (and keep) first chair leaders in a second chair position:

Remove the lids – The real reason most people resist the second chair is they don’t want to be limited in how much they can achieve. The best first chair leaders are willing to get out of the way and let people around them lead — even if the second chair person’s success gains more notoriety than the first chair.

Empower individual dreams – If a second chair person feels the freedom to dream big dreams — even individual dreams — they’ll be fueled to continue in the role. They may have to be empowered to work on dreams that are even outside the vision of their current organization. Of course, they still need to meet all the requirements of a good second chair leader, so there should be loyalty to the place where they are currently serving in the second chair.

Let the leader build a team – Second chair leaders, who are qualified to be first chair leaders, need to have the freedom to build their own teams. They should be able to recruit and lead their own people. (Again, I can offer this qualifier in every point, but this is with the understanding that there is an overall vision that must be maintained, and ultimately that vision holder is the first chair leader.)

Invite their input into larger decisions – This is huge. Second chair leaders who could be first chair leaders want to play a part in the overall strategy and implementation of the organization. They have ideas. They have energy to invest in them. They want to make a difference. If you want to keep them you have to give them a seat at the lead table.

Give them a voice – This goes with the last one, but not only should they have a seat at the table, but their input should matter. Their opinion must make a difference in the overall direction of the organization. The weight of their suggestions must be valuable in making final decisions. Hyper controlling leaders will have a very hard time with this one, but it’s critical to retaining the best “first chair minded” — second chair leaders.

Don’t Micromanage – This one probably goes without saying. The best first chair leaders don’t micromanage anyone, but this is especially true if you want to attract the first chair leader types into the second chair. You certainly can and should have broad goals and objectives for them to achieve, and, again, they should be working for the same overall vision of the entire organization, but then, if you want to keep them, get out of their way and let them do their work.

Extend recognition – Don’t hog the glory. (Of course, the only real glory goes to God, but don’t be afraid to celebrate their success.)

Let me be clear, as I tried to be with the leadership students, there are exceptional second chair leaders who never desire to be first chair leaders. They are awesome! I love having them on my team. In fact, I’ll be transparent enough to say that without some of them I am very ineffective as a first chair leader. You don’t want me in the first chair unless I have some good second chair people around me.

There are good first chair leaders serving in second chair positions. Keeping them is more difficult, because they are natural first chairs. There’s another blog post here on how I spot a first chair leader, but I have always had some on my team. They make me and the organization (or church) I lead even better.

Granted, some don’t even like this type discussion, especially in a ministerial context, because Jesus is in the first chair — ALWAYS — and, I totally agree with that — and to some, who don’t appreciate the concept, it my sound egotistical. I get that too. I’ve written about the church afraid of leadership previously. But, if you want to ignore the realities of organizational structures that exist in any place where two or more people are gathered, including the church, you can probably ignore this post.

If you want to attract and keep them — I hope this post helps.

Releasing an Employee for Less Obvious Offenses

Unemployment

One of the hardest decision a leader makes is to release someone from employment. I’ve only known a few very callous people who weren’t extremely bothered by having to fire someone. Making any kind of employment decision comes with the sobering reality, regardless of what the person did wrong, that the decision will likely impact others who are many times innocent in the offense.

I’ve heard good leaders say repeatedly that we should “hire slow” and “fire fast”, but that’s much easier to say than it is to do.

When the offense is clear, due proces has been given and every reasonable attempt to restore has been exhausted as a leader, we must make the right decision for the good of everyone involved. Most leaders agree with that statement. Even as hard as it is to make.

If someone is a thief
If someone consistently lies
If someone is blatantly lazy

Those aren’t easy decisions, and due process, fairness, and grace still play a part, but they are often easier to clarify what needs to happen.

One of the harder decisions for me (and other leaders I’ve spoken to), but one I’ve had to make numerous times, is when I have to release someone for less obvious offenses. They aren’t black and white issues.

Sometimes it’s not for the offense but for the integrity of the organization that is at stake when employment decisions need to be made. And, many leaders miss these, because they are more difficult to clarify. (By the way, I’m writing this in an organizational sense, but this includes churches too.)

Years ago, I had someone on my team who was a tremendous producer. One of our best. He could sell anything. In a strictly bottom line — on paper sense, he made the company money. But, it was some of the external, not as easy to define aspects of his employment that made him a poor fit for the team. (He was disrespectful, never attended meetings, bad-mouthed the company, etc.)

It was hard to lose a top performer, but there were larger issues at stake.

Here are a few examples of situations I have personally experienced or walked through with other leaders.

1. The person has lost all credibility with the team. This is could be with peers, a team he or she leads, or with volunteers (this is especially true of volunteers). At this point the energy trying to repair their relationships would be too overwhelming. Everyone else is wondering why you haven’t moved sooner to make a hard decision. Sometimes it’s best for everyone if we simply start with a clean slate.

2. The person refuses to support the overall vision. They may have the skills to be outstanding, but their attitude causes them to serve as more of a cancer to the team than an asset.

3. The person has “left the building” in terms of wanting to move on to something else, so they no longer give any heart for the job. And, everyone knows it. It’s bringing down the morale and work ethic of the rest of the team.

There are others, but hopefully you get my point. Again, hard decisions. Not always easy to define.

But, making the right decision protects the integrity of the organization, the teams involved, and, often, the ability of the team to respect your leadership.

Do you have a hard decision you need to make these days? It won’t be easy. It may even be a temporary setback for the team. But, your credibility and success as a leader may depend on the quality of decision you make.

What are your “last straws” that cause you to release someone?

7 Truths about Pastors Who Disappoint You

preacher

I wrote recently about another fallen pastor. I shared how devastated I was at the news.

I’ve been amazed at some of the rude comments I’ve received. And, I love that this is my blog and I can delete them if I want to. It’s like they never read my post about Christians being less mean online. :)

Seriously, though, some people seem to think pastors are supposed to be super humans. Sure, pastors are held more responsible in the eyes of God for how we lead in the church, but we aren’t any better –or more equipped — at living a victorious Christian life than any other Christian. It’s all grace. It’s all a work of His Spirit. Apart from Him I can do nothing. And, whenever I stop submitting my will to His will — I fail. Every time. (One guy commented that since I said something like that in my previous post that I must be hiding an affair also. What? I deleted that comment.)

I think the undue pressure on pastors is one of the leading causes of pastor burnout. And, ultimately complete failure. And, granted, much of this is self-induced pressure. I admit that. And, no that is not an excuse. Sin is sin. Sin is a horrible offense to a Holy God. All sin. And all have sinned. And fall short of His glory. (That was my last sermon series by the way.)

I received lots of positive feedback also, but, like us pastors often do, I couldn’t get past the few negatives to celebrate all the positives. (I wrote a blog post about this problem some pastors — and others — seem to have.)

So, it led to this post. Just some random thoughts about pastors. Especially those who disappoint you. And me. Because I’ve been disappointed by pastors too. Shoot, I’ve been disappointed in myself.

Let me share a few things you may not know about pastors. Seven things to be exact.

Because I like the number seven.

And, let me be clear. I’m not taking this lightly. Sometimes I write more light-hearted to balance the extremes of those who seem to have forgotten how to even smile. And, yes, I think we are to rejoice — find joy — even in the midst of suffering. Because I read that somewhere.

To the contrary. Times like this, when another pastor falls, always reminds me of the horribleness of sin. It always causes me to look inward again at my own life. (And, that’s never a bad thing to do — “Search me God” — as David prayed.)

But, there are some things you need to know about pastors.

7 truths about pastors who disappoint you

One person, working on behalf of self, can’t destroy the work of the Holy Spirit, working on behalf of God. Your pastor may disappoint you, but that ultimately can’t destroy the work God began in you — even through the pastor’s teaching. You may be stunned for now, but you’ll grow back stronger if you continue to surrender to His will.

Pastors — and even a local body — come and go. But the church — Christ’s body — is here to stay. God WILL protect His church.

People will deceive you — even some pastors. But God’s Word will never fail you. Ask yourself — who are you extending ultimate trust to anyway?

Pastors lead. I write about it consistently on this blog. I believe God uses people to lead his church. But ultimately they aren’t in control. God is. He WILL have the final word.

Just because we preach truth, doesn’t meant we’ve always mastered it. We are still being sanctified too. Isn’t that why we need a Savior? And, why the pastor isn’t your Savior?

Pastors are often skilled at acting like everything is okay — even when it isn’t. You’ve fooled others before — right? So has your pastor. Some pastors have this false idea that we are supposed to keep you from seeing that we are human. Almost like it was seminary trained into us. (BTW, if I was supposed to get that in seminary — I didn’t.)

A pastor is less likely to be transparent with unpredictable outcomes. If they doubt the grace you’ll extend, they’ll be less likely to share their deepest struggles. We’ve almost created a system that makes it difficult for the pastor to have failings. And, yes, again, much of this is self-induced pressure.

We need help. All pastors do. All people do. We need people who truly care. Who can accept us flaws and all. Who will love us on days we are doing everything right and days we seem to do everything wrong. People who will call a sin a sin before it reaches the magnitude that destroys other people’s lives, damages our greater witness, and hurts the Kingdom work we felt called to do. And, isn’t that a primary purpose of the church — making disciples? We need the church too.

That’s my seven. Okay eight. But, sometimes we miscount too. Even on Sundays :) We aren’t perfect. And, there. Told you. Random. But, you need to know.

So I’ll stop there for now.

How’s that for honesty?

Now, again, none of this is aimed as an excuse. It’s just for transparency.

What are other random facts about pastors others may not know?

7 “BE’s” of Effective Leadership and Management

image

One of the chief goals of this blog is to encourage better leadership. In this post, I’m including the term management. I believe the two are different functions, but both are vital to a healthy organization. Whether you lead or manage a large or small organization — or church — there are principles for being effective.

Here are 7:

Be aware – Know your team. People are individuals. They have unique expectations and they require different things from leadership. Some require more attention and some less. Use personality profiles or just get to know them over time, but learn the people you are supposed to be leading or managing.

Be open – Let them know you — as a person outside of the role as leader or manager. Be transparent enough that they can learn to trust you.

Be responsive – Don’t leave people waiting too long for a response. They’ll make up their own if you do — and it’s usually not the conclusion you want them to reach.

Be approachable – You can’t be everything to everyone, and you may not always be available, but for the people you are called to lead or manage, you need to be approachable. They need to know if there is a problem — or a concern — you will be receptive to hearing from them. I realize the larger the organization the more difficult this becomes, but build systems that allow you to hear from people at every level within the organization.

Be consistent – Over time, the team you lead or manage needs to know you are going to be dependable. The world is changing fast. It’s hard to know who to trust these days. We certainly need to be able to trust people we are supposed to follow.

Be trustworthy – Follow through on what you say you will do. If you make a promise — keep it. If you can’t support something — say it. If you’re not going to do it — say no. Let your word be your bond. Spend time building and protecting your character. Be the quality of person you would want to follow.

Be appreciative – Recognize you can’t do it alone. Be grateful. Be rewarding. Celebrate. Love others genuinely and display it well.

What would you add? Upon which of these do you most need to improve?

Wisdom in Years — As Fast As I Could Write

wisdom road sign arrow

I met with a near 80 year old business leader recently. I’m not sharing his name. He’s not famous, but he is well-known in the region where I live. But, he’s been exceptionally successful. He’s made lots of money. And, as a result, he has tremendous influence and a very comfortable lifestyle. He’s a straight, candid talker. In spite of his success, he was exceptionally approachable and genuinely seemed to be a kind-hearted man. His benevolent activities in the community indicate that is true.

(As a side note, I’ve learned people such as this man are willing to share their wisdom if asked. They are often honored to do so.)

This man is still working hard today — hasn’t slowed down a bit — in fact, the day we met he was exploring a new business deal that will take an enormous amount of his time, but has huge potential for returns.

Knowing that I connect with community leaders — I feel that’s a large part of growing a church these days — several people suggested I meet with him. He’s very active in the region and therefore I knew he would have insight into how our church can be more involved locally. He is a believer, but does not attend my church.

I quickly knew I was in for a overload of wisdom. I couldn’t capture it quick enough. (Which is another reminder to always take a way to record notes when you have such a meeting. I’m glad I did.)

He was particularly interested in the next generation. He used the term “entitlement” several times. He feels we’ve perhaps spoiled our children too much and it is impacting who we are as a society. You’ll see those thoughts in our talk. We were surrounded by pictures of his family. I suspect he’s concerned for his children and grandchildren’s future.

I share some of his statements in our conversation without commentary — just as he shared them with me. My purpose in sharing is just to give you the opportunity I had — gleaning from a successful, self-made, community leader.

Here are some of the random notes I took away from our conversation:

A huge problem with leaders at times is the zeal axis and the wisdom axis aren’t aligned. By the time you develop your character enough (wisdom axis) you lose your zeal.

The older I get the easier I can see a bigger picture. I’ve learned a few things I wish some of our younger employees would hear.

I always try a team approach to an issue. I don’t like surprises. Worst thing in leading is a surprise. With a team approach there are fewer.

Don’t burn bridges. Just because someone disagrees with you doesn’t make them bad people. Don’t treat them that way. You may need their connection down the road.

I carve out the piece of someone I don’t like and love the rest of them. You can love them without loving that piece of them (that they may not even like themselves).

As a businessperson, I’ve had some of my best success dealing well with the least of these. Don’t consider others better than yourself and you’ll be rewarded eventually (for your humility).

There are no substitutes for hard work.

I quit hiring people who have “lifeguard” or “golf caddy” on their resume. I hire people who have worked at Wal Mart or Dairy Queen — places like that. I want to know you know how to actually work for a paycheck.

Many of the young people we hire today want all the quality of life benefits now, but they don’t want to earn it.

At what point did we become entitled to Spring Break? Or to better shoes than the mom has?

I believe every business leader owes it to their community to participate in making the community better. It makes you feel better. It helps the community, and the bonus is you actually get business out of it.

Every good thing that ever happened to me (apart from God’s grace) I earned. Every bad thing that ever happened to me (apart from God’s mercy) I earned.

You reap what you sow, generally speaking. As the old saying goes, “The harder I work the luckier I get.”

You may or may not agree with everything he said, but what stands out to you most? 

 

The Delivery Truck Principle of Leadership

Delivery Truck

When I was in business, I once owned of a small manufacturing company. Most of my time was spent in an office or on the road somewhere, but when I had time I loved to hang out in the factory, especially when delivery trucks dropped off merchandise. For me it meant that we were receiving materials, we could make something, and then — eventually — we could bill someone.

Of course, collecting from the bill was another story, but anyone who has ever owned a business and had to make a payroll knows how exciting it is to develop cash flow.

As much as I loved the opportunity, the truck’s delivery was always bittersweet though.

We could now build a product…

But we also had to pay for the materials…

Sometimes (okay…truthfully all the time) that would stretch our cash flow until we could ship a product, send a bill, and collect some cash.

It was through watching that process a leadership principle came to me.

Delivery Truck Principle of Leadership.

This principle points to a tension which exists in all leadership decisions. The return on investment for any opportunity doesn’t come until after the investment has been made. Sometimes that’s a long time following the initial investment.

We see that in many areas of our life. Some examples from society that come to mind:

  • New people come to a church and participate in programs, but they don’t immediately start contributing.
  • New houses are built in a community but it takes years to recover money invested in the roads, schools and emergency services to add them.
  • Hiring new employees may eliminate some stress, but it may be months before they understand the culture and their role and are able to contribute.
  • Gaining new clients for a business takes upfront marketing money, but becoming a loyal customer may take months or years — if ever.
  • Developing a new program at your church may reach more people, but may pull resources from other programs.

You could add many more examples to this random list.

The principle I’m making is simple…

With every opportunity comes a cost.

The leader must discern when the cost exceeds the return, stretches the organization beyond its current capacity, or the opportunity’s costs simply aren’t received well within the organization.

Many leaders only see the potential in the opportunity, but fail to consider the costs associated. When a wonderful-sounding idea is thrown out in a creative meeting, I can get excited with everyone, but I’m also reminded that someone will have to develop a plan and do the work.

There have been so many opportunities or ideas I have left behind because I didn’t sense our team was willing or able to assume the costs associated. (There is also a cost associated with not taking an opportunity, but I spend far more of my time on this blog addressing those types of costs.)

Deciding to grow an organization is an admirable goal. I highly encourage it. Helping leaders grow and develop will continue to be a major focus of this blog.

My point in this post is simply to remind you of this:

With every opportunity to grow, someone must be willing to count and eventually pay the costs associated with that growth.

The wise leader considers those costs along with the excitement of the opportunity.

If you wish to continue this thought process answer this question:

Is your organization better at:

Coming up with ideas

Counting the costs

Completing a plan

While this may be the subject of another post, in my experience, organizations and/or individuals tend to excel in one of these three. Understanding the importance of each of them is a key to success.

Would anyone say their organization is excellent at all three?

If I Were God — Would I Hire Me?

Application for employment

I’m not trying to be cute or clever with the title or with this post. The thought occurred to me recently.

If I were God — would I hire me?

Now granted, I’m not God. You can say a loud amen to that. And, God is not like me. Bigger amen expected.

Everyone God calls is unqualified apart from His grace. And, God calls unlikely people to do extraordinary work.

But, just for my own thought and evaluation process, my thoughts pondered this question recently.

If I were God — like if for a minute I got to make a choice concerning my employment for God — what would I choose?

Would I choose me?

Do I often complain more than I try to find solutions?

Do I fail to see the long-term gain favoring instead the momentary personal pleasure?

Do I misuse my talents or do I invest them wisely for a greater good?

Do I consistently walk by faith or am I consumed with fear?

Do I learn from my failures or am I too full of pride to be teachable?

Do I obey quickly or find a million excuses why I can’t do what I’ve been asked to do?

Do I put others’ interests ahead of my own or am I selfish towards others?

If I were God — would I hire me?

The good news is — God did hire me — and yet I answer all those questions the wrong way at times. I’m so glad God is not like me — and that I’m not God.

But, the application of my thought process — understanding the grace extended to me — I want to be a good employee. A good servant. One who hears “Well done…”

What about you?

One of the Worst Leadership Mistakes We Make as Pastors (And Leaders)

complaint

There are many leadership mistakes we make as pastors. I’m certain I make one nearly everyday.

This post is only about one mistake. One of the worst.

And, frankly, I’m as guilty of this one as anyone. I think most of us are prone to making this mistake. In any realm of leadership.

Here is one of the worst mistakes pastors make in leadership:

Pursuing the few negative voices in lieu of pursuing the majority supporters.

Have you been guilty of that mistake?

Be careful. There is a Biblical principle here.

“Do you not know that a little leaven leavens the whole lump?” (1 Corinthians 5:6)

When we place our focus on the few negatives, it injures everyone.

We cater to them.
We try to appease them.
We worry about them.
We neglect the greater good.

And, in the end, here’s the strange part I’ve seen –

We usually find out that nothing we could have done would have made them happy anyway.

Wasted energy.

And, in the process, everyone loses.

The bottom line is that this mistake drains your energy as a leader and keeps you from investing fully in people who are believe in the vision, support leadership and are ready to help you build a great church.

It’s counterproductive. At best.

Be honest with yourself.

Is your leadership of the church being dominated by a few negative voices?

That said, we should listen to negative voices. We grow that way. I have written before that I even listen to anonymous voices. I’ve written about the Right Ways and the Wrong Ways to respond to criticism. I’m not afraid of criticism. I just believe we just have to be careful that we filter them in a healthy way.

For example, when you deal with critical people, ask yourself:

  1. Are these people generally positive, supportive people — or are they negative, divisive people?
  2. Is what they are saying helpful? If you took their suggestion, would it improve the overall vision of the church?
  3. Do they represent a larger audience — or are they lone voices? You need to know if the criticism is representative or personal.The fact is some people will never be on board with the direction of the church and you can’t do anything about that. Sometimes they represent a larger audience.

Your answers should change the weight you carry and the attention you give to their complaints. And, frankly, the amount of time you allot to appeasing those complainers.

I know. Heavy post right? And, if you’ve been yielding to the few negative voices it might even sting a bit.

On the other hand, if you’re one of the negative voices — the kind who is wasting everyone’s time — well, you don’t like me much right now. I just called you out. Sorry about that.

7 Helpful Skills for Pastors Leading Growing Churches

racial diversity

I came close to titling these “essential” skills, but I knew that was unfair. God can and does work through all different types of people. But, He has appointed some to be leaders, some teachers, etc. And, I know this from my experience working with and hearing from dozens of pastors each month. There are some great pastors who admit they aren’t skilled at leading the church.

I hear it at least weekly — “I know how to teach and cafe for the people, but I’m simply not always sure how to lead.” And, yet they recognize the value in and the need for leadership. They aren’t afraid of church leadership, as I’ve written about previously.

I believe there are some helpful skills for those who want to lead a church to not only care for and disciple the people in the church now, but actually grow and be healthy at the same time — where there is momentum and unity and excitement around the vision of the Great Commission.

Here are a 7 helpful skills I’ve observed:

Networking – For definition purposes, this is “the cultivation of productive relationships”. It is the ability to bring the right people to the table to accomplish the mission and it is invaluable for any position of leadership. This is true inside and outside the church. One place where good relationships are proving helpful in the community, for example, is within school systems. With the right people, churches can make significant missional differences in their community with school relationships. Those relationships are formed through networking. And, the possibilities here are endless.

Connecting – If the church is large or small, the best leaders bring people together. When a new person comes into the church, it’s important that they be able to connect quickly to others. First, the pastor needs to meet them, but that isn’t enough to really make people feel connected to a church. Good leaders connect them to people within the church, or help create systems of connection. They value connectivity — creating healthy, life-changing relationships in the church – and see that it is a natural, but intentional part of the church’s overall mission.

Visioneering – Good leaders are able to cast a picture beyond today worthy of taking a risk to seek. They may not always have all the ideas of what’s next — they should have some — but they can rally people behind the vision.

Pioneering – To lead a church by faith, a leader has to be willing to lead into an unknown, and take the first step in that direction. People won’t follow until they know the leader is willing to go first. Momentum and change almost always starts with new — doing things differently — creating new groups, new opportunities — trying things you’ve not tried before. Pioneering leaders watch to see where God may be stirring hearts and are willing to boldly lead into the unknown.

Delegating – No one person can or should attempt to do it all. It’s not healthy, nor is it Biblical. This may, however, be the number one reason I see for pastoral burnout, frustration and lack of church growth. Good leaders learn to raise up armies of people who believe in the mission and are willing to take ownership and provide leadership to completing a specific aspect of attaining that vision.

Confronting - If you lead anything, you will face opposition. Period. Leadership involves change and change in church involves change in people. And, most people have some opposition to change. After a pastor is certain of God’s leadership, has sought input from others, cast a vision, and organized people around a plan, there will be opposition. Perhaps even organized opposition. Good leaders learn to confront in love.

Following – Ultimately, it’s all about Christ. I can’t lead people closer to Him — certainly not be more like Him — unless I’m personally growing closer to Christ. But, following also involves allowing others to speak into my life. It means I have mentors, people who hold me accountable and healthy family relationships. Good leaders have systems in place that personally keep them on track. Self leadership — and following others who are healthy — keeps a leader in it for the duration.

That’s my list. Or, at least seven on my list.

What would you add?