7 Ways to Lead Younger People

Smiling Asian businesswoman doing a presentation

If you want to reach the next generation then you have recruit and develop the next generation. They need your wisdom, knowledge and experience.

How you lead them, however, may challenge how you’ve ever led before.

Here are 7 ways to lead younger people:

Give them the freedom to experiment. Even when you may not agree with the idea — let them try. They may need to experience failure in order to experience their next success. That’s likely how you learned. 

Give them opportunities to grow. And help them see how they see fit in the organization’s continued growth. They want upward mobility. 

Realize the generational differences. Don’t pretend they don’t exist. They affect how we relate to people, change, and technology. Be honest when you don’t understand something they do. Ask questions. Learn from them. 

Allow flexibility. Don’t let structure control how people complete their work — allow individuality. Newer generations, for example, aren’t as tied to an office as other generations. Let them figure out their how — and often where — of work progress.

Limit generational stereotypes. The younger generation does value your wisdom. They want it. But, they are less likely to be excited about gleaning from us if we always start with “When I was your age…” In fact, avoid continually reminding them how young they are or appear.

Value their opinions. The most successful changes being made today come from this generation. Don’t dismiss their input because you don’t feel they have enough experience. They aren’t limited usually to all the reasons you think something won’t work. And, it just might this time. 

Give them a seat at the table of leadership. This is difficult for some older leaders, because you often gained your position through years of hard work. You may not feel they’ve completely “earned” it. But, younger generations want leadership opportunities now. 

To lead younger generations the bottom line is to help them achieve their goals and ideas far more than you put a damper on them. Be a people builder. 
Anything you would add?

5 Thoughts on Leadership from the Life of David

A businessman at the entrance to a maze

The best book from which to find leadership principles is the Bible. I love, for example, learning from leaders like Abraham, Moses, Joseph, Jacob, Nehemiah — and I could keep going. Of course, the greatest leader of the Bible — and life — is Jesus.

And, I love reading about King David. From his time in the wilderness and serving as king, good and bad, we learn a great deal about leadership and what is required to successfully lead by observing David.

Take for example this story. It’s one of my favorites. I’ve used this dozens of times to encourage leaders.

When David was told, “Look, the Philistines are fighting against Keilah and are looting the threshing floors,” he inquired of the LORD, saying, “Shall I go and attack these Philistines?”The LORD answered him, “Go, attack the Philistines and save Keilah. But David’s men said to him, “Here in Judah we are afraid. How much more, then, if we go to Keilah against the Philistine forces!” 1 Samuel 23:1-3

Notice David had a vision — a word from God. This was a bigger request than David and his men probably felt capable of doing. They were still a young army. This was prior to David reigning as king. He had been anointed king by God, but did not yet have the position. He was hiding from Saul. He didn’t have a king’s palace. He spent much of his time in a cave. This new assignment was scary, his army was questioning him, and the future was unknown.

Have you experienced a situation like that as a leader?

Thankfully David’s story had a happy ending: (Imagine that since God put him up to it.)

But, even with a happy ending ahead — like most of our stories — that didn’t mean victory would come without challenges.

Read some more of the story.

Once again David inquired of the LORD, and the LORD answered him, “Go down to Keilah, for I am going to give the Philistines into your hand.” So David and his men went to Keilah, fought the Philistines and carried off their livestock. He inflicted heavy losses on the Philistines and saved the people of Keilah. 1 Samuel 23:4-5

This story prompts 5 thoughts on leadership I think are appropriate for all of us:

We seldom get to rest for long – In church planting and in church revitalization — and in my years leading in the business world — I never knew seasons of rest for very long. They could be good seasons or not so good seasons, but there was always something demanding our attention. Something new was happening. There were challenges around us.

It reminds me that we must rest along the way. Don’t expect things to “slow down” so you can catch up. They won’t. You’ll have to be disciplined to decompress regularly. God even commanded it into the system. It’s called the Sabbath. And, we need it. Our souls need it.

Next steps are scary – If they weren’t people wouldn’t need a leader. Next steps involve risk, require faith, and the future is an unknown. If David had not been obedient his “team” would have easily sat this one out — ignoring the command of God.

Leaders lead – That’s what leaders do. They take people where they need to go, maybe even where they want to go, and sometimes where they are hesitant, afraid or may not yet be prepared to go. People don’t need a leader to stay where they are currently. We could manage that.

As a leader I have to be obedient, even when the demands are bigger than I think our team can handle — bigger than I as a leader know how to lead. That’s what leaders do. We chart the way — even when the way isn’t neat, tidy, and clearly defined.

Big visions require faith – God doesn’t call us to that which is easy. He would receive no glory in us doing things we can naturally do — and seriously — what kind of a dream is it if it’s easily accomplished? Surely the God who can do immeasurably more than we can ask or imagine would want us to dream bigger than that which is easily attained.

Victory won’t come unless we move forward – You can’t realize the rewards of a God-given vision until you take the required actions. Standing still is safer, but it doesn’t bring the satisfaction of a well-executed, bold move of faith. And, leaders must be willing to take the first step.

What are you being called to these days that is bigger than you?

7 Reasons You May Not be Achieving Your Dreams

image

Recently I posted 7 steps to achieve your dreams. I love helping people attain their God-given visions. 

It occurred to me that there may be an additional post needed.

The fact is that more people will look back on their life and wish they had done more with their life than they did.

I heard someone once say something like, “If you’re not careful, your “hope to do’s” will become your “wish I had’s”. I have many of those areas in my life. I want the next phase of my life to be different.

Here are 7 reasons you may not be achieving your dreams:

You have no dreams – You may have some but you’ve never recorded them. You never set some tangible goals that get you closer to your dreams. Only then can you analyze them and organize them into reachable and attainable dreams.

You have no plan – A dream without a plan is just a dream. A dream with a plan is an avenue to success. You can’t “work the plan” if you never wrote one.

You need accountability – We were designed for relationships. Sometimes knowing someone is going to hold you accountable is enough incentive to follow through. Give a few people the freedom to challenge you to work the plan.

You are afraid to share the load – If you are trying alone for fear of sharing your dream, you’ll also have no one with whom you can really share the victory. Sharing the load builds synergy, makes a stronger effort, and keeps your ego from sidelining your progress.

You’ve given up – You may have had a set back and now you’re afraid to try again. Successful dreamers are willing to get up after a fall, knowing they will be stronger and better equipped the next time.

You aren’t willing to take a risk – Fear can sometimes be a powerful motivator, but most of the time it’s one of our biggest stumbling block. Some of the best moments of your life are hidden in your fears. Risk-taking and dreaming go hand-in-hand. If the dream requires no risk, it isn’t much of a dream.

You never got started – Every road to success begins with one step. If you don’t start, you’ll certainly never finish. What step do you need to take?

Are any of these your reason for not achieving your dreams? What would you add to my list?

Be sure to read 7 Steps to Achieving Your Dreams

5 Tips For Leading Strong-Willed People

Stubborn donkey

Have you ever tried to lead someone who didn’t want to be led?

The same children that were labeled “strong-willed” by their parents often grow up to be strong-willed adults. Perhaps you know one. Perhaps you are one.

(I know one personally — me!)

But, have you ever tried to lead one?

It’s not easy.

In fact, I’m convinced many strong-willed people end up leading just because they couldn’t be led — and yet they probably didn’t need to lead. But, no one ever learned to lead them.

And, I’m not sure I am an expert. But, I have some ideas — since I’m speaking to my own kind.

Here are 5 tips for leading strong-willed people:

Give clear expectations

Everyone responds best when they know what is expected of them. That is especially true of those with strong opinions of their own — shall I say — those of us more stubborn people. If you have a definite idea of how something needs to be done and you leave it as an undefined gray area — we will redefine things our way. Keep this in mind with strong-willed people: Rules should be few and make sense or they’ll likely be resisted or broken more often.

Give freedom within the boundaries

Once the guidelines and expectations are established, allow people to express themselves freely within them. That’s important for all of us, but especially for strong-willed people. Strong-willed people need to know they can make some decisions — that they have freedom to explore on their own.

Be consistent

Strong willed people need boundaries, but they will test them. They want to know the limits of their freedom. Keep in mind they are head-strong. We’ve even labeled them — strong-willed. They aren’t the rule followers on the team. Make sure the rules you have — and again there shouldn’t be too many — are consistent in application. If it’s worth making a rule — make sure it’s worth implementing.

Pick your battles.

This is huge. Strong-willed people can be the backbone of a team. They can loyal, dogmatic, and tenacious — all for the benefit of the vision. What leader doesn’t want that? But, those same qualities can be where the problems start also. Don’t cross a strong-willed person over issues of little importance to the overall vision of the organization. If you back them in a corner they will usually fight back.

Respect their opinions and individualities

Strong-willed people ultimately want to be heard (as all people do). They aren’t weird because they sometimes seem immovable. But, they do resist leadership most when their voice is silenced. Learn what matters to them and give credence to their opinions — you’ll find a loyal teammate.

Be honest: Are you strong-willed? How do you like to be led?

3 Results of Controlling Leadership

controlling leader

One of my pet peeves in leadership is the controlling leader. Because of that, I have written extensively on the subject on this blog.

Controlling leaders are in every type of organization — including the church. Some of my ministerial friends who have encountered this would say especially in the church. It could be a pastor, a committee chairperson, or a deacon who glories in their own power.

And, sometimes, just being fair, leaders control because they believe they are doing what’s best for the organization. Not every controlling leader, in my opinion, is controlling from a power trip. Granted, some are, but many just naively believe if they don’t control things will fall apart in the organization.

I recently worked with a church where I witnessed a controlling leader firsthand. Talking to members of the staff it reminded me of the main reason I’m so opposed to controlling leaders — because it is counter-productive to creating organizational health. And I love healthy organizations.

But, I would even go so far as to say controlling leadership violates some important Biblical principles — especially in the church. The Body is not comprised of one — but many ones — who work together to build the ONE local church. To do it any other way tramples on a lot of truth.

In terms of organizational health, there are some common disruptions from controlling leadership.

Here are 3 results of controlling leadership:

Leaders leave – You can’t keep a real leader when you control them — at least not for long. I find that especially true among the younger set of leaders entering the work world. Leaders need room to breathe, explore and take risks. Controlling leadership stifles creativity. A genuine leader will soon look for a place they can grow.

Followers stay – The flip side is equally true. You can keep those who follow the rules many times under controlling leadership. They will stay because of loyalty, or a sense of responsibility, or just because they don’t realize there is any other kind of leadership. But their fear of venturing out on their own keeps them under the leader’s control. And, most often their work life is unfulfilled and they are often miserable.

Organizations stall – The real detriment of controlling leadership is that it always limits the organization to the strengths, dreams and abilities of the controlling leader. One person — one leader — can only control so much — so many people or tasks. It’s one reason we see churches plateau and a business’s growth stagnate.

Dear leader, take it from a leader who has to discipline himself not to control — controlling leadership simply doesn’t work.

Have you learned that principle, perhaps the hard way?

Have you worked for a controlling leader?

5 Examples of Leading Outside the Norm

Yellow chair in the middle of several purple chairs

Leadership is so much different today than when I first started leading over 30 years ago. To lead today we must learn to think outside the once considered normal lines of leadership.

Much has been written about the informal aspects of leadership being as important as the formal aspects of leadership. In addition to a set of systems and structures — for a leader to be successful today — leaders must engage a team. We must build team spirit. Energize. Motivate. Engage. Even sympathize. Those have always been important, but these days they may trump some of our policies and procedures.

In informal leadership environments, the way a leader leads is often more important than the knowledge or management abilities of the leader. Again, that may have always been important, but now it is critical.

Here are 5 examples of how a successful leader must lead in today’s environment:

Adapting leadership to followers individual needs and expectations.

No more cookie-cutter leadership is allowed. Leaders must be wiling to individualize their leadership based on the current setting, economy and individualism of team members. We must know our teams uniquely and lead according to a person’s individual strengths and abilities.

Raising new leaders.

Those on the team with the propensity or desire to lead, must be given opportunity to help lead the organization. That’s not an option. Not only is this good for the organization by creating future leaders, it is key to keeping the best people on the team.

Balancing kindness or friendship with authority.

John Maxwell’s axiom “people don’t care how much you know until they know how much you care” has never been more true. People follow leaders they can trust. They follow leaders who believe in them and will invest in them. While leaders sometimes must make difficult and unpopular decisions, authoritarian leadership is not well received by today’s workforce.

Giving others ownership in the vision.

People want and need to be stockholders — knowing they are making a difference with their work. To do that means they must have ownership in the vision and decision-making. Allowing a team to help shape the agenda helps assure their heart buys into completing the mission of the organization.

Creating for the greater good.

Great leaders think beyond themselves. Even beyond their own team or the vision, goals and objectives of the organization. Today’s leaders must understand they play a part in a more global sense. We are much more connected these days through social media and online instant connections. The way an organization treats it’s employees, the environment and customers is considered important — and if it’s not done well — the world will know about it quickly.

Finding the right balance between a formal style of leadership where everything is clearly spelled out for people to follow and an informal style where a team helps to shape the course of action is critical to an organization’s success. In many ways, after 30 plus years of leadership, I’m from an “old school”. I’m still learning – and re-learning.

But, I know this. Leaders today must continually strive to find that balance.

10 Problems with Doing the Best You Know How To Do

Confused charming woman holding up her hands

Years ago in a company I owned, there was a young man who worked for me who had tremendous potential. I believed in him so much that I personally invested in him and paid special attention to him. I thought his future with our company was worth the extra time. Sadly, he never measured up to my expectations and we ended up having to part ways.

Every time I would meet with him to “encourage” him, he would say the same thing.

I’m doing the best I know how to do.”

I have come to realize over the years that this response was actually his primary problem. He was doing the best he KNEW HOW to do.

But, here’s the reality I know:

The best you know how to do is never the best you can do!

It’s not. I wish I was, because that would make things much easier. But, there’s so much more. That’s just an excuse. And excuses never get you where you say you want to go.

Here are 10 problems when you do the best you know how to do:

  • You leave out a critical thinking…
  • You quit learning new things…
  • You fail to be stretched…
  • You never develop personally…
  • You quit asking questions…
  • You resist change…
  • You dismiss new ideas…
  • You stop growing in your field of expertise…
  • You never become an expert…
  • You fail to allow God to work through you…

There is a huge difference in doing the best you know how to do and doing the best YOU CAN DO. The best you can do is to continue to get better. The times you are being stretched beyond what you know how to do may prove to be the best times of your personal development.

Never settle for the best you know how to do. It seldom will take you to the places you really want to go!

Here’s a challenge question: What are you currently doing to produce future personal growth? 

4 Tasks of the Senior Leader

Senior leader

One reason leadership can make a person feel isolated is the weight of responsibility on the one who claims to be the senior leader in an organization. Whether in the business world, in non-profits or in churches, there are some things that happen in any organization that senior leaders help determine — whether intentional or not. In each of these cases, inactivity determines them just as much as activity.

The weight of that responsibility can be overwhelming at times, but it’s unavoidable to a point. It comes with the position.

Successful senior leaders are cognizant of their input in them and place intentional energy towards them.

Here are 4 Tasks of the Senior Leader:

Vision – The senior leader  is the ordained caretaker of the organization’s vision. The vision may be predetermined by a board, or in the church’s sense, obviously by Jesus, but all leaders place his or her spin on implementing the vision. At the end of the day the senior leader is held responsible for seeing that the organization’s vision is attained. And, inactivity towards this will — as stated — also determine the vision — at least the perceived vision — by the organization.

Values – The senior leader must carry out, protect, or shape the culture of the organization. Much of the character of the organization will be determined or maintained by the way this person leads and lives his or her life. This is so true in the life of a church. The moral integrity of a church will seldom be greater than the pastor’s personal moral integrity.

Victories– Senior leaders determine what matters to an organization. He or she ultimately defines a win by setting end goals primarily by what is most celebrated, acknowledged or rewarded. An organization cannot do everything and this individual’s leadership determines priorities, initiatives and major objectives to be accomplished. Senior pastors are one of the single greatest influences of what a church does well by the intentionality — or lack thereof — towards the things it labels a victory.

Velocity –The Senior leader sets the speed by which the organization will operate. The lead person is in the role of balancing present tasks and future opportunities. His or her individual pace and expectations of others determines how fast the organization functions, changes, adapts, and responds. The lead pastor also sets the pace — fast or slow — of the church in accomplishing her mission.

Most organizations will have a governing body — board of directors, stakeholders or elders — to oversee the organization, hire the senior pastor or CEO and hold title to the organization, but it is ultimately the person in that role who daily carries out these four functions. A senior leader can delegate, form a great team environment, seek wise counsel, or even shirk his or her responsibility, but to fulfill the role of the senior leader effectively there are some responsibilities that rest solely with this position. 

Whether or not the senior leader consciously recognizes his or her role in accomplishing these tasks, by sheer position he or she is determining the way the organization performs in these four areas.

Are you a senior leader in your organization? Do you feel the weight of these responsibilities? Do you understand your important role in setting these four principles of the organization?

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?

4 Steps to Rebuild Trust

couple in distress

I wrote a blog post on winning back the heart of a wife several years ago. (Read it HERE.) The post was written in reponse to the dozens of times I had given the same advice to men who had hurt their wives in some severe way…mostly affair type situations…where it seems the wives heart has left the relationship.

When men find themselves in this type situation they feel hopeless. When the marriage begins to unravel around them…when the wife is ready to quit…even when it was the man’s fault…he often is finally broken and willing to do whatever it takes, but doesn’t know what to do.

That post has been Googled thousands of times. It is obviously a needed subject. As a result of that post, I have heard from dozens of other men and women (mostly men) who have done something dumb and want to win back their spouse’s trust. (Some of them even still comment on the previous post.)

Building on that original post, I want to address how to regain trust in general. This is advice I would give to any relational setting. It could be a marriage, a family, friend or even a business relationship. Regaining trust is difficult…just being candid…but the process usually follows a similar path.

Here are 4 steps to rebuild trust in a relationship:

Ask forgiveness – If you did wrong…apologize. If your aren’t sure…apologize. Even if you don’t think you were completely in the wrong, the other person may…a sincere apology is a great place to start. Being humble enough to admit fault is a trust-building characteristic. (Some are experts at saying “I’m sorry”, but it stops at that. That’s not enough to rebuild trust…keep reading.)

Do the right things – Whatever you did to offend the relationship. Stop. Stop now. Quit. Never again. Get help if you need to, but you have to do the right thing to counteract the wrong things. You may need to learn how and don’t be afraid to ask the person you offended or get professional help. Relationships are too important not to take them this seriously. Do the right things.

Keep doing the right things – Over and over again. Trust builds over time and experience of doing things which are trustworthy. This will require discipline on your part, and may not even be received well at first, but doing the right things is still the right thing to do. A mature response to life is to do the right thing even when wrong is easier or even expected.

Be patient – Trust always takes longer than the one seeking to rebuild trust thinks it should. Always. Trust has to work through emotions that have been severely injured. That doesn’t happen in an instant unless God intervenes. Most of the time He seems to let them heal naturally. Be patient with that process. It’s worth it. (By the way, this appears to be the hardest step for people from whom I hear.)

Now I realize the obvious next question. What happens if the offended party doesn’t reciprocate? That’s probably the subject of another post, such as 7 Things Forgiveness is Not, but know this: You are not responsible for the actions of another. You are responsible for your actions. And, attempting to rebuild trust is the right thing to do.

Any testimonies of how long it took someone to rebuild trust? Share and help others.