Understanding The Power of Caged Momentum

This is huge.

In church planting, I learned an important leadership principle. I’m not sure you can learn this one without being forced into it, so learn from my experience.

Let me illustrate it with a practical example:

Launching Grace Community Church was an 18-month process from the time I agreed to obey God’s encouragement to start a new church, we met with a group of interested people in our living room, and actually held a first service. (I had resisted His encouragement to plant a church for 10 years – but that’s another post.)

I met with a dozen or so couples who would eventually serve as our core team, but we first asked them to wrestle in prayer if this was what God was calling them to do. Then we waited months before we had our first meeting or they even officially committed to the vision. After this, we made them wait nine months before we ever met as a church.

It was a difficult season of waiting, but it proved invaluable.

Waiting to implement God’s vision for excited people – people inclined towards progress – was difficult, but the result proved an important principle about human dynamics and organizational development.

That’s a fancy way of saying waiting stunk, but it worked – in an incredible way.

It taught me the principle I like to call:

The Power of Caged Momentum

So we repeated it – often intentionally.

For example, although we knew small groups would be a major part of our mission, we did “test” groups with a few people for months before we allowed the entire church to join a group. We used this time to train leaders, but it also served the purpose to generate enthusiasm among those who had to wait to get in a group.

Telling a person or a group of people to wait for something they really want to do and are excited about builds positive momentum. When we did launch groups officially we had huge numbers sign up the first day.

That’s the power of caged momentum.

Here’s another time we saw this principle work for our favor.

We didn’t launch a student ministry immediately after we launched the church. We had children’s ministries, but nothing for youth other than our weekly service. We knew if we launched something it wouldn’t be very good. (And, my sons were two of those youth.) Some participated in other youth programs. Some did things together on their own. My sons even launched their own service in our living room.

But, when we did launch we had a large, successful gathering. That student ministry today remains highly vibrant – often defying normal percentages of student service attendance compared to Sunday morning church attendance.

That’s the power of caged momentum.

This doesn’t mean you always make people wait simply to build momentum, but you shouldn’t be afraid to either. The reality is we are often quick to rush decisions. We move quickly when we have an idea. We don’t always take time to prepare for the change, bring people along, and ideally build the momentum we need before launching something new.

Since learning this principle I have intentionally used it to build momentum in our church.

Of course, there is always the balance between waiting too long you lose opportunity (which is called opportunity cost) and moving too fast you don’t build enough momentum. I can’t solve this for you in a simple post. Your situation and experience will be unique to you, but the principle here is important.

The point is this – don’t be afraid to make your church, organization or team (or even your family) wait before they get to experience something great. The power of caged momentum may even make the outcome better than you were expecting.

Have you seen this principle at work?

Do You Lead Leaders or Lead Followers?

At some point every leader must decide.

In my leadership experience there are two kinds of leaders.

There are those who are willing to lead leaders and those who will only lead followers.

Some leaders refuse to be leaders of leaders. Sadly I have witnessed many pastors who fall into “follower only” category, refusing to allow leaders to develop in the church. Their fear of losing control or power, being upstaged, or simply never learning the value of empowering others, causes them to keep laypeople from becoming leaders within the church.

This is not to say we don’t need to lead followers, because of course we do. Every leader has followers or they would be no one to lead. Some of the best workers in an organization and, certainly in the church, are those who care nothing about leadership. And, I would say, we don’t simply need leaders in the church – we need servant leaders. People who serve others expecting nothing in return are the best kinds of leaders and follow the example of Jesus.

Also true, it is hard to be a good leader until one learns to follow. At some point, however, those with the propensity towards leadership in any organization will want an opportunity to lead. This is especially true of younger generations of people.

And, when those who were once in a position of being a follower begin to lead the real leadership skills of the people in senior leadership are tested.

Leaders of leaders have to allow other people to develop in the organization. They have to give people freedom to dream and give new leaders a sense of ownership in their area of responsibility.

More so, they have to recognize and even hold as a value that as leaders develop the entire organization advances and everyone wins.

Leader of followers, on the other hand, try to keep followers from ever becoming leaders.

I’ll be honest, it is much easier to lead only followers. People will do what is requested of them. They are loyal and not usually as critical. They don’t challenge systems and traditions, processes and the way things have always been done.

As much as every organization (and church) needs loyal followers – if new leaders are not developed – if everyone remains a follower, however, not much will be done to take the organization to the next level. People will wait for existing leaders to do anything new. And, the organization (or the church) will be limited to the abilities of current leadership.

And, for those who question my often business-like tendencies (even though I have a long business background, which I believe God uses in Kingdom growth), we need only look to the example of Jesus; how He developed the disciples, sent them out, and appointed them as leaders. (Call them what you want – use another term other than leader – but they appear every bit a leader by any definition of leadership I can use.

The other side to leading only followers – when people with the propensity and desire to lead are stifled from realizing their full potential as a leader – they will eventually either leave the organization or cause problems within the organization. I have especially seen this take place in the church. The organization as a whole suffers because they are limited to the level of success which can be realized by the intimidated top leader who refuses to let other leaders develop.

If an organization (or church) allows people a chance to lead the organization’s potential for growth increases immensely.

At some point every leader has to make a decision.

Do you want to lead leaders or only lead followers?

Personally, I prefer to lead leaders.

Silence Can Be Deadly!

Especially when people are involved.

You’ve heard silence is golden – and it’s true. One of my favorite verses is Ecclesiastes 5:2. “God is in heaven and you are on earth. Let your words be few.”. James tells us to guard the tongue. I often get in less trouble when I talk less.

And, maybe this is exactly the encouragement you need from this post. Quit talking long enough to think before you speak – or before you post on Facebook! 

But, silence can also be deadly.

Especially in a team environment, in an organizational structure, or in a relational setting – anywhere people are closely involved with other people – silence can be a curse. When working on a project, implementing change, planning for the future – silence can kill you!

The point of this post is simply to remind you – people only know what they know. They often won’t know what they need to know unless you tell them.

In the process of leading people, keep people updated with what you know. Even if you don’t have all the answers, let them have the answers you do have.

When people don’t have information, they tend to invent their own scenarios.

Silence fuels rumors. They make up stories. They stretch and fabricate what the little they do know. Fear, tension, and frustrations rise. Even those who were once fully invested often become discouraged. Morale is injured and enthusiasm wanes.

And, all of these mostly emotionally-driven reactions are fueled by the unknown – by silence.

In my experience, people will be more patient if they receive adequate communication while they wait for the final details. Of course, the main thing people need to know is the why behind what you are doing – and you must keep reminding the – but they also want details of progress along the way. If you want to keep progress moving forward – break the silence and share information. Keep people informed. Communicate!

Have you experienced the pain of silence in a team, organizational, or relationship setting?

Freedom Passes – The New Math of Leadership

When I was in school I had a love-hate relationship with math.

I loved doing math – working to find an answer to a problem. In fact, I was pretty good at it. I even served on the math team for a while.

But I hated having to solve the problem with the teacher’s methods.

On tests I would do poorly if the teacher made us show our work. I could get the right answers, but I wanted to use my own methods. The years I was on the math team and did best were when I had teachers who allowed me the freedom to find answers my way.

I realize the teacher needed to make sure I wasn’t cheating and I knew how to think through a specified process, but I wanted to invent my own process.

I think there is a leadership principle here. I have seen it so many times. 

If you want to empower people – give them a freedom pass.

In fact, if your team is currently stalled – maybe you need to hand out some freedom passes.

What’s a freedom pass? It is giving your people the freedom to complete their assignments in the way which works best for them. 

Successful leaders understand organizational success involves letting people figure out their own way. If you want team members to be energized towards progress they must be empowered to develop their own strategies for attaining the goals and objectives.

You still hold team members accountable for progress, but you allow them freedom to choose the process of completion. In practical terms this could be the hours they choose to work, where they do their work, and often who they include on their individual team. 

When you allow people to script the “how” they are more motivated to complete the “what”. People need space to create. They need to have input into the process of completing the vision of the team or organization.

Give people a Freedom Pass. It’s the new math of leadership. 

7 Dangers of Leading in Isolation

I sat with a new pastor not long ago trying to hold a church together long enough to help it build again. The previous pastor left town – after a series of bad decisions – some decisions the church is still finding out about each new day.

I am happy to help the new pastor acclimate, but my greater concern was for the pastor who flamed out too early. The one who didn’t finish well. The one who left a church in a state of disarray and struggling to recover. 

And, sadly, I see it all the time. This pastor suffered from the same temptation any pastor faces. His number one problem in my opinion – he was leading in isolation.
He had no one on the inside of his life who knew him well enough to know when something was wrong and could confront him when necessary.

Leading in isolation is displayed in numerous ways to the detriment of the church or organization.

There are so many clear dangers I see in leading in isolation.

Here are 7 dangers of leading in isolation:

Moral failure

Without accountability in place many people will make bad decisions, because no one appears to be looking. We are more susceptible to temptation when we are alone.

Burnout

We are made for community. There is an energy we gain from sharing life with other people. When the leader feels he or she is alone the likelihood of burning out, emotional stress and even depression increases.

Leadership Vacuum

The leader is clueless to the real problems in the organization and is fooled into believing everything (including the leader) is wonderful.

Control Freak

The leader panics when others question him or her. He or she tries to control every decision. They don’t want to be found out for not knowing all the answers.

Limits other people

The leader in isolation fails to communicate, invest, and release, which keeps other leaders from developing on the team. And, therefore, the organization isn’t prepared when the leader does exit. 

Limits leader

The isolated leader never reaches his or her full potential as a leader, because they shut out influences, which would actually help them grow.

Limits the organization

In the end, the leader who leads in isolation keeps the organization from being all it can be. The leader sets the bar of how far an organization can go. If the leader is in isolation the organization will stifle.

Leader, are you living in isolation? Be honest.

Do you need to get out of the protective shell you’ve made for yourself?

The health and future success of your organization depends on it.

(I realize many pastors of smaller churches feel they have no option, but to lead in isolation. You feel you have no one you can truly trust in your church and you have isolated yourself, for various reasons, from others in the community. As hard as it may seem, and as great as the risk may appear, you must find a few people to share your struggles with to avoid these dangers.)

A Leadership Lid You Can Never Avoid

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

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.

7 Things I Learned about Leadership from a Poor Management Experience

Years ago I was working in retail. I was in college, but serving in a junior management for a large department store. I was responsible for ordering the basic items in my department, making sure we were always in stock with regular sellers. One of those items was a collar extender.

(I don’t know if those are even used anymore, and I never used one personally, but basically it was a metal button extender which hooked the button and extended a new button further – allowing a man to wear a shirt longer as the man grew larger by making the neck bigger. You know you wanted to know this.)

Anyway, we normally kept a couple boxes with 12 extenders in each in stock. When we had sold one box I was to order another box. They weren’t fast sellers, so it didn’t happen often. I noticed one day we were down to our last box, so I placed an order, but instead of ordering one box of 12, I incorrectly order 12 boxes of 12 – which was pretty much enough for a decade of extender sells.

I had made a mistake.

How did “management” handle the issue?

Well, I must admit, it wasn’t by using good leadership principles.

The morning after the arrival of our new case of extenders, a memo was sent to all area managers, in every department, throughout the store. It read something like this:

“From now on, all orders will need to be signed by a supervisor prior to completion.”

I was instantly frustrated, since I knew the memo was a direct response to my mistake. No one had said anything to me. I had not been reprimanded. It was never mentioned otherwise, but now we had a new policy, which affected everyone, because of my one error. (BTW, extenders retailed for $1.25 each back then.)

The new mandate slowed down the progress of everyone, because they now had to wait for approval before they could order basic needs. It was not accepted by other managers, proved to be more of an inconvenience than it was worth and soon no one practiced it at all.

What did this experience teach me?

Weak management never produces the desired result – and is never good leadership.  

How should it have been handled?

In my opinion, I should have been called aside, made aware of my mistake (to let me know they knew), and I be allowed to learn from the experience. If I continued to make the same error, which I never did again, then further action could have been taken.

The incident helped shape some of my leadership.

I should also point out these same managers who taught me this lesson from a negative impact it had on me also taught me many, many positive lessons in leadership and management. I’m drawing from this one, because it was such a valuable learning for me, but I don’t at all mean to devalue their other investment in me as a young leader. 

Here are 7 things I learned about leadership from a poor management experience:

Never send an email (today’s memo) to correct an action.

Address the person. Be relational. Do the hard work of confronting the real problem – even if it involves people. It’s the right thing to do.

Never over-react to a minor issue.

This was not a major expense to the company. Seriously, had they addressed it to me directly – I would have probably volunteered to buy the excess collar extenders rather than see a needless policy implemented. It ended up costing more in opportunity costs as needless work was placed on others, since they added another layer to the ordering process. 

Never make a policy to correct a single error.

Policies should be few and effective. When you use a policy to address broad issues when it’s really a singular issue you burden people with needless bureaucracy, which only stalls efficiency and frustrates people. This is never good leadership.

Never single someone out publicly who hasn’t been talked to privately.

Do I need to explain this one? Seriously. This pretty much goes back to the Golden Rule. Don’t do to others what you wouldn’t want done to you.

Never punish everyone for the mistake of one.

This is so unfair. It builds resentment among people who should consider themselves a team. It pits people against each other.

Never act like it’s not a big deal if you think it’s a big deal.

When my managers talked to me during this incident they acted like everything was wonderful. I recall one even joked with me when I came to work the day the “memo” was released. I felt very betrayed.

Never be so weak as a leader you fail to address the real issue, or the real problem, even if the real problem is a person.

This could be a major determinant of whether someone is really a leader or not. Leaders don’t shy away from the hard conversations. They realize these are necessary for the health of the organization and the individuals involved.

I am certain I have repeated each of these myself at times, but the experience truly did shape my leadership and management practices. The best thing this experience did for me was give me a principle I have used and often shared with other leaders:

If you need to slap a hand, bring a ruler and show up in person.

To use another word – LEAD.  

By the way, if you ever need a collar extender I know where you might can find one.

(In complete transparency, it’s been over 30 years and I don’t remember all the specific details of this incident. But, I know the basics of this story are true and it shaped me greatly. Most leadership principles are born this way.)

7 Suggestions for Leaving a Job Properly

One of the most common questions I receive from others in ministry is about discerning whether to leave a ministry position. I’ve written about this subject a number of times, because I know all of us deal with it at some point in our journey.

You might read THIS POST or THIS POST for more of my thoughts on this question.

The question which should follow close behind, but I rarely receive, is how to actually leave a position well. I am grateful when I receive it.

Here’s one I received not long ago. I’ve omitted a few details to protect the identity, but you can get the intent of the question.

I am writing you seeking counsel regarding a significantly large decision my wife and I need to make about our continued service at a local church. The church is in turmoil and my wife and I feel released from our commitment here. Leaving is probably the best option, but how do I know for sure and how do I leave “properly”?

Good question. It’s honorable to want to leave well – and, it’s the right thing to do.

Leaving is never easy, but many times, even in the worst situations, it can be done in a way which doesn’t further disrupt the church.

Obviously, as with the previous posts, you need to discern first if you definitely feel released to leave and then if you are leaving. It may not be worth putting the energy into deciding how to leave until you decide that you are. But, if God is releasing you or sending you elsewhere, I think discerning how to leave is equally important.

Here are 7 suggestions for leaving “properly”:

Make it a decision of prayer and conviction.

The more you can remove your personality or personal comfort from the process, the more likely you will be able to convince people you are leaving on good terms and you are following God’s will and not your own. (I realize I set this up as a pre-determined, and as I mentioned previously, it may be God has released you to make the decision. I find this true many times. Your first step, in my opinion, is to make sure you aren’t violating something God has told you to do or not to do.)

Have critical, initial conversations.

Before you even announce – maybe before you even solidify you’re leaving, I suggest you discuss with and seek wisdom from one or two people you trust – preferably people who know you and the church. You’ll need a sounding board to help you confirm your decision, but also to help determine the timing and approach of your exit. They will almost always see things you can’t see.

Give as much lead time as possible.

The sooner you begin preparing people for your eventual exit, the easier your exit will be accepted by people when you do leave. Help cross train for your area. Identify key leaders who could fill in for an interim. You don’t even have to share all this information, but be thinking ahead of time who those people might be. Start making lists of things you do that others may not know. Think in terms of “if I’m not here, then…” and write some of that stuff down to share when you leave.

Develop a plan.

With counsel and prayer, put together a plan of how and when you intend to proceed. You’ll need to decide who to contact personally before the big announcement, when to contact them, and how to tell the church. This will likely be different for every church, but it’s critical there be a plan.

Be classy.

Regardless of why you’re leaving, don’t throw punches on the way out. There’s never a win and often a lasting negative when a person lashes out in the final days of their involvement with a church. Any credibility gained can be quickly lost based on the way the person handles their exit.

Protect your emotions.

It is likely to be hard leaving, even if things are miserable at the time. Chances are you’ve invested your heart in this church. You started with vision and enthusiasm. You felt a call to go there. Regardless of why you are leaving or what you are going to do next, it won’t be easy walking away from something you have loved. Know there will be an emotional process involved. As soon as you give notice, people will begin responding. People may say things untentionally on the way out which hurt you – because they are dealing with their own emotions. Also, work to protect spouses and children – as they will have emotions of leaving also.

Don’t end when you walk out the door.

This is huge. Be available to further assist them as needed in the months after you leave – even to “train” your replacement. It may not be welcomed or needed. And, if you’re leaving injured it may hurt, but genuinely offering is the graceful way to exit and the right thing to do.

What would you add about leaving properly?

Balancing the Big Deals Within an Organization – A Senior Leader Challenge

I’ll never forget the first time I found out a staff member was disappointed because he didn’t think I supported his ministry. I had said no to a budget item for his ministry, because we needed to do something in another ministry. I felt horrible. I knew personally I valued his ministry – and him – but my actions had led him to believe otherwise.

I learned a couple of things from this experience. First, I needed to communicate the “why” behind my decisions better. Second, there are some things we do as senior leaders others on the team can’t understand – and we shouldn’t expect them to.

As a leader, I have to consistently remind myself one person’s big deal may not be another person’s big deal.

Those in finance naturally believe their ministry is critical to the success of the church, which may lead them to think attention should be given to finances above everything else. It’s their big deal.

Those in small group ministry naturally believe their ministry is most critical to the success of the church, which may lead them to think attention should be given to small group ministry above everything else. It’s their big deal.

Those in worship planning naturally believe their ministry is most critical to the success of the church, which may lead them to think attention should be given to worship planning above everything else. It’s their big deal.

Those in children’s ministry naturally believe their ministry is most critical to the success of the church, which may lead them to think attention should be given to children’s ministry above everything else. It’s their big deal.

You get the point. 

Of course, the ultimate “big deal” is the vision of the organization. As a church, our big deal – our vision – is to “lead people to Jesus and nurture them in their faith“. While everyone on our team agrees with this vision, they are also rightfully passionate about – and actively involved in – their specific role in accomplishing the vision. I wouldn’t want it any other way. I want them owning their individual ministry and doing everything they can to see it prosper. But, at times this specially focused passion for their role can cloud their ability to see the needs of other ministries.

Of course, all ministries have equal importance in accomplishing the vision – therefore, part of a leader’s job is balancing all the “big deals” towards one combined BIG DEAL – the shared vision. We can’t spend all our energy, time, and resources in one particular ministry, as important as it is to the success of the church.

Frankly, finding balance between these competing big deals has always been difficult for me, and at times one ministry does require greater attention than others. The key learning for me is I must continually recognize the individual contribution each ministry brings to our overall success, while always keeping the big picture in my mind of what we are trying to accomplish. I can’t allow one ministry to cloud my perspective of other ministries.

It’s a unique role of senior leaders others on the team may not always understand – or even appreciate. And, we shouldn’t expect them to.

Leaders, do you share this dilemma? How do you balance the big deals within your organization?