Ron Edmondson » Leadership

How to Follow My Blog After Google Reader

Ron Edmondson — Tue, 21 May 2013 14:00:12 +0000

If you haven’t heard, Google Reader is going away. Quickly. It was announced a couple months ago, but it ends July 1, 2013. I was bummed, because I use Google Reader to follow most of the blogs I follow.

Many people follow this blog through Google Reader.

What to do?

Well, short answer…it’s easy. Case solved.

Sign up to have this blog emailed. Do that at the top right of my home page HERE. Just enter your email address and follow the instructions.

Feedly is a quick, couple minute transfer of your Google Reader blogs to follow them on Feedly. And, it’s free. I actually enjoy the layout better than I did Google Reader. My friend Michael Hyatt, whom you can trust much more than me on things like this, shares 7 reasons he’s using Feedly to replace Google Reader HERE.

Don’t miss the content you’ve relied upon. Act today.

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Make Sure Your Marketing Matches Your Market

Ron Edmondson — Mon, 20 May 2013 10:50:11 +0000

A friend and I went to a Reds game recently. It was a cold night for baseball. It had been raining for several days and thankfully stopped in time for the game. But, it made for a very chilly night.

It didn’t stop the stadium vendors from doing their job though. The only problem…I’m not sure their marketing matched their market.

Especially one guy.

It was almost funny. It was obvious he had a routine. A common cheer. A pitch.

“Ice cold beer….BRRRR….Ice cold beer….BRRRR…”.

It was his trademark. He would shake his head everytime he said “BRRR“…

He was good at it too. Convicting. He had the routine well rehearsed.

I got colder listening to him. Every time he did his cheer, I pulled my jacket a little tighter around my neck. I’m getting colder now, just thinking about his performance.

Now, here’s the problem. I wasn’t in the beer market anyway, but his marketing approach probably wouldn’t have motivated me if I was. I didn’t need anything to make me colder than I already was that night. I needed something to make me warmer. If it had been 90 humid degrees in the shade, he would have had a winning approach with beer drinkers. This would have been your best salesperson of the night.

But, as it appeared, he wasn’t selling much that night. Almost nothing. He even seemed discouraged. (Although now I may be reading into this because it fits the illustration.) Either way…sales were certainly down.

I wondered if it were more than the weather…if in fact part of the reason was his cheer.

Anything “BRRR…ice cold…” doesn’t grab my attention as much when I’m already cold.

I don’t know what the warm beer cheer is, but that would almost seem to have been a better one this night. Maybe even a cheer for hot chocolate.

It reminded me though of how we “market” sometimes…even in the church.

Sometimes our marketing doesn’t match our market

Okay, I’ll get pushback that the church shouldn’t market. (I love hearing from those guys.) Call it what you want, but we have a message we are trying to tell. We hopefully think about how we tell it. If you don’t then you can ignore this post and I will catch you next time. Marketing is the process of packaging a story in a way that others become interested in it. I think we attempt that every week.

Jesus seemed to share His message in a way the audience He was speaking to could more easily understand. That’s why He used parables. It seems to be why He used a lot of farming illustrations. (They were plentiful in His audience.)

I wonder if we, as a church, need to get better at telling our story…marketing our message.

So, with that in mind, here’s my advice:

Make sure your marketing matches your market.

Make sure your story-telling matches your audience.

To do that, ask yourself:

Who are the people you are trying to reach?

Who are the people with whom you want to share your message?

Who are the people needing to know what you know?

Who are the people needing to believe what you believe?

What do they think like? What are they interested in? What motivates them? What inspires them?

What do they need most? What are their greatest fears? With what do they struggle most?

How can you tell the story in a way that they hear and are motivated to respond?

Again…

Does your “marketing” match your market?

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5 Steps When You’ve Offended Someone

Ron Edmondson — Thu, 16 May 2013 10:45:09 +0000

All of us say things we wish we hadn’t said. We all offend people at times. Everyone knows what it is like to put foot in mouth.

Doing so is common, but what do we do afterwards?

Here are 5 Steps When You’ve Offended Someone:

Recognize that you will offend some people. – Actually, that should come before the incident. Even the most gentile-minded, peace-pursuing people are occasionally offensive. Sometimes the person on the other side of the offense has issues that make them easily offended. Sometimes we just say or do the wrong thing. It’s working to do so less often and never intentionally that should be our goal.

Pursue peace – Our goal should be to be at peace with others, as much as it depends on us. This too should be set, as a goal, before it’s needed, so you’ll respond accordingly when it is needed. Strive not to say or do things which are offensive. This often means learning to think before you speak.

Ask forgiveness and seek to rebuild trust. – Sometimes the best thing a person can do is to say they are sorry. Many times people want to pass blame, make excuses, or wait for the other person to make the first move towards reconciliation. If you know a perceived offense has occurred, put your “big boy pants” on and break the ice of forgiveness. Don’t be afraid to take the blame if it will bring peace in the end. Remember though that trust is built over time, so don’t be “offended” if it is not given to you instantly. You can release your own guilt once you’ve sought forgiveness.

Examine your life. – If you seem to consistently find yourself in situations where others feel offended by you; maybe the problem is you. Don’t be afraid to look at the “speck” in your own eye. Examine areas of your life where you are consistently offending others.

Stay true to God’s plan for your life. – While we should attempt to live at peace with everyone, we should never avoid offending people at the sacrifice of God’s plan for our life. Jesus’ best work was offensive to many. If you are being obedient to God, you will find it offends some (maybe many.) Don’t let that distract you from doing God’s will. And, don’t hide in the offense you made. Move forward.

What do you do when you’ve offended someone?

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7 Ways to Help an Introvert Engage in Meetings

Ron Edmondson — Tue, 14 May 2013 10:50:16 +0000

I am asked frequently how to engage introverts on a team in meetings. I guess because I am an introvert, and have written extensively about the subject, people assume I know how to engage someone completely different from me, but who also happens to be an introvert. We aren’t all alike…you know. Although it is a common perception that all introverts are reserved, constantly quiet, and unsocial, introverts are a diverse group, with varying degrees of introversion. My best advice for leaders about engaging people into meetings would be to consider everyone different. When it comes to meeting dynamics, everyone has something to add and does so in their own way. It takes me time to understand the team. Part of my job, if I’m leading a meeting, is to analyze the people in the room, as much as I can, before the meeting begins.

But, I understand. Many introverts don’t engage in meetings. They keep to themselves, especially in large group settings. They aren’t as easy to get to know. And, yes, I can even be that way, especially if I’m not in a leadership position where I have to force myself out of my introversion.

So, here’s my attempt to answer some of the questions about engaging introverts in meetings. Keep in mind, we aren’t all alike, even though we share the introvert characteristic, but try a few of these and see if they improve your meeting dynamics. And, just to be clear, some of these can help extroverts make better in meeting decisions too.

Here are 7 suggestions to help introverts engage more:

Give them time to respond – This is huge. Introverts typically reflect inward, so they respond only after they have thought through their answer. This is a great characteristic if used well, because it usually means their answer has already been tested in their own mind. They are likely to be some of the most valid options on the table if you give the process time to work.

Ask specific questions…ahead of time – Give them a problem and time to solve it and most introverts, if left alone, will enjoy the challenge. If you want them to brainstorm effectively, tell them exactly what you are going to brainstorm about prior to beginning.

Let them respond in writing – When I know there are numerous introverts in a group, I will usually find a way to let them put something in writing. I have even allowed them to text or email me during the meeting. It’s amazing some of the suggestions I’ve received when an introvert doesn’t have to say it aloud.

Don’t put them on the spot – If you call on them for an immediate response you might get an answer if you do, but it won’t be their best answer and it will often keep them from ever sharing again. Introverts are often not huge fans of being singled out to answer a question. They may be better prepared if you ask a question, let people respond who have instant answers (usually the extroverts), then call on the introverts later in the process.

Separate them from the most extroverted – If there are too many extroverts in the group, introverts and even more likely to shut down communication. Try putting a group of introverts together, give them plenty of time and thought provokers to stimulate conversation, then allow the process to work on their time. You may be amazed.

Give them an assignment they can control – Many introverts (this one included) can perform to task if we are put in the seat of responsibility. It could be speaking to a group or working the crowd at a banquet, but when it’s purposeful and I have an assigned responsibility, and can control how I do it, I’m more likely to perform like an extrovert.

Express genuine and specific interest in their ideas – Introverts, like all of us, love to be respected for our thoughts and ideas. If you want an introvert to share more, remind him or her how valuable they are to the team and how much their thoughts are needed. This is best done before the meeting starts.

Some of these suggestions might help with your church Sunday school or small group meetings also.

As already stated, this isn’t an exact science. We are all different. Knowing introversion, however, as I do, it’s a little easier for me to land on these points. Don’t overlook the introverts on your team as if they have nothing to add to the discussions. They do. They will simply share that information differently. They may not talk as much as some or seem to have as many opinions, but when they do, it will often be golden.

Are you introverted? What tips could you share?

You might read THIS POST and THIS POST for more posts on introversion.

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7 Ways to Offer Criticism that Actually Gets Heard

Ron Edmondson — Mon, 13 May 2013 11:00:36 +0000

I’ve written numerous posts on criticism previously. Two of the more popular are 5 Right Ways to Respond to Criticism and 5 Wrong Ways to Respond to Criticism. All of these have been written from the perspective of the leader receiving criticism.

There are times, however, where someone needs to offer criticism. In fact, the best leaders and the best organizations are made better by learning to receive, process and respond to criticism. No one particularly likes criticism, but when it is offered properly it can actually improve life for everyone. You see things others don’t see. You have experiences others don’t have. As a leader, I personally value healthy criticism, even when it is initially hard to hear.

The problem is often getting that needed criticism heard. Working with dozens of leaders each year, I can testify that much of the criticism received is never taken as seriously as it probably should be. We all know there are times someone shares criticism simply to “blow off steam”. They are angry and want to express their displeasure. Some people are only known for their criticism. Some people share criticism simply out of selfishness; considering no one else in their complaint. In my experience, when it is determined that one of these is the case, the criticism received is rarely considered as useful or valued by leaders.

How do you keep criticism that may be helpful from being drowned out by a perception that it is non-helpful criticism? That’s what this post is about. You can have the best advice for someone, but if it’s delivered poorly, it will almost never be heard.

Here are 7 ways to offer criticism that actually gets heard:

Recognize and compliment the good – My mother used to say, “You catch more flies with honey than with vinegar.” Make sure you take a bigger picture approach when offering criticism. Most likely you are criticizing something small in the overall scheme of the organization, so think of the good things that are happening or have happened in the organization. Think of the good qualities of the leader. Start there. Compliment first. Some even recommend the “sandwich approach”. You start with praise and end with praise with a little criticism in the middle.

Be specific – If you are going to criticize, at least make sure the recipient knows exactly what you are talking about. Guessing almost always leads to misunderstandings. Don’t hint at your problem or cover it over with ambiguities.

Offer suggestions for improvement – If you are thinking there is a better way, share it. If you haven’t thought of how to improve the area of your criticism, spend some time thinking about it before you criticize. When you think, do so from the perspective of the organization’s vision and the individual vision of the leader. It’s going to be hard for a leader to accept criticism that doesn’t mesh with the vision he or she feels called to achieve.

Choose words carefully – Kindness goes a long way. If the person you are offering criticism to feels you don’t even like them or support them, they are not likely to hear what you have to say. Be nice. That’s a good standard anytime, but becomes a strategic move when offering criticism. Also, don’t criticize people or make the criticism personal. Criticism will almost always be rejected if the person receiving it feels they (or the team they lead) are being attacked. Talk less about the who and more about the what.

Have a vested interest – It’s hard to receive criticism from people who really aren’t interested in the overall vision. For example, if you tell me you’d “never attend a church like the one I pastor in a million years”, I’m less likely to value your criticism about the music we sing. (And, that’s happened…more than once.) If it’s obvious you love the vision, you’ll be more welcomed to critique the methods by which people are trying to attain it.

Be humble enough to admit you may be wrong – You might be, right? Unless it’s a clearly spelled out Biblical principle, then it is subject to interpretation. Yours might be right or it might be wrong. The willingness to admit that fact will go a long way towards your criticism being considered and valued.

Take the personal preference test – Check your heart for why you are sharing the criticism in the first place. Before you offer the criticism, ask yourself if you are really offering this criticism for the good of everyone or if this is simply a personal preference. It’s okay either way, but be honest with yourself and others enough to admit it. In fact, if you do this test appropriately, some of the criticism you think you need to offer…you may decide you don’t need to offer after all. The less you are seen as offering criticism that only benefits you, the better the criticism you do offer will be received.

Do you want criticism to be heard? Here are 7 suggestions.

What would you add?

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Do You Lead or Control People?

Ron Edmondson — Wed, 08 May 2013 11:00:04 +0000

In my years leading in business and churches, I have known many people who claim to be leaders, but they are actually nothing more than controllers of people. There is a huge difference in leading and controlling.

In fact, the differences are almost exact opposites:

Here are some characteristics of environments that lead people:

Creativity is encouraged and mistakes are seen as part of the process
People are developed more than programs
Healthy relationships and teams are part of the DNA
Delegation thrives and people are empowered
Everyone has value on a team
People follow willingly, because they feel respected and valued
Leadership development is part of the DNA

Here are some characteristics of controlling people:

Personal growth is stifled
Creativity and independent thought is discouraged
Followers are kept as a distance from leaders
Leaders insist on their way and are never wrong
People are taken for granted
Positions and policies rule more than relationships
People are employees more than team members

Apparently, to some leaders, it appears easier to simply make people do what the leader wants them to do. By force. I’ve had bosses like that. Making people carry out your agenda simplifies things…it seems. But, that’s not really leadership.

Leadership is more of an art than that. Leading people effectively means helping people with different skills, talents and interests, even ideas and temperaments in a way that makes them feel valued and yet accomplishes the established vision and goals.

That’s not easy. That’s not even always fun. But, it certainly is truer of leadership. The fact is you can’t truly lead people and control people. The two don’t work well together.

Have you ever worked for a controller?

Be honest with yourself, are you leading people, or do you claim to be a leader, but you are really a controlling people?

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3 Challenges for the Church Planter

Ron Edmondson — Tue, 07 May 2013 11:00:17 +0000

When I’ve answered the same questions numerous times, I feel there may be a need for a post. Recently, I’ve spoken with a dozen or so church planters, or those wrestling the call, several each week, and the same issues come up every time. I want to share some thoughts based on my personal experiences planting two churches. These are usually transferable to all church pastorates, but especially planters.

Here are 3 challenges for the church planter:

Finances – I get asked if my established church will be a “strategic partner” in a church plant about once every couple of weeks. I get it. I really do. We don’t have any extra money right now, but church planting takes money. It is great if your mother church can support your budget or you get numerous churches to contribute. Don’t turn down cash. You’ll need it. Lots of it.

But, I always offer a reality check here. The money will always be tight. There will never be enough. It’s in very rare circumstances this is not true.

My strong word of encouragement is to strive to rely less on outside help and more on those God has called you to minister with in the church plant.

When we planted, both times, we challenged the people building the ministry to fund the ministry. And, it is a challenge. It means you’ll often be discipling people to give who aren’t accustomed to giving. But, you’ll need disciplined and fully invested people. If they have their money on the line they’ll do almost anything to make the plant work. As much as possible, build your ministry around the people in the room. Their generosity will often determine your ability to grow a healthy church. Plus, it’s good discipleship to build into the church’s DNA.

I know. That’s a hard word, isn’t it? But, look at it this way, the time you spend jumping through hoops for a few dollars from a denomination that often come with multiple strings attached, you can spend building maturity in your people who will support you financially.

Marriage – Men and women are different and will react differently to the move and to the stress of planting. I’ve found it can be an excellent balance if the two are in sync with each other and communicating well. You should both be equally called, but your initial enthusiasm may not be the same.

One thing I’ve noticed, and cautioned many planters, is that the wife’s emotions may (probably will) respond differently. I’ve always found Cheryl to be slower to acclimate emotionally to the new place of service. She can know it is where we are supposed to be. Her faith is often even stronger than mine. But, her heart is more likely to be tender longer towards the place we left. I have to be careful not to assume she’s as excited everyday as I am.

I’ve observed many planters, especially those with young children, while they are experiencing the thrill of a new calling, their spouse is changing diapers during the day. If the planter isn’t careful, totally unintentionally, he will appear to over-emphasize his role and diminish the wife’s role. (That could be vice-versa depending on the roles in the plant.) This can happen just in language or the things you celebrate each day. Don’t get so distracted by the plant that you aren’t equally excited when your 18 month old learns a new trick.

It is important to remember each spouse’s role is equal in importance and value in the process of planting.

Location – I talk with so many who feel they are called to church planting, but can’t discern where they are supposed to plant. Many are looking for a location. A specific address. The exact right building, in a certain city, on the right side of town. I get that too. You want to know where God wants you to be.

Unless you have clear direction or clear indication not to go somewhere, my advise is simply to plant where you land. Seek opportunities that appear to be open doors, pray for clarity, but if God doesn’t intervene or interrupt, plant. Plant where you land, where you see a great need, where your heart seems to take you. You can follow your gut if you’re following Jesus.

I learned this principle in a very practical way. At one point, I felt my “calling” was to plant a church in New York City. Cheryl and I love the city. We had heard the great need. (The need is great.) We visited the city to pray. I walked the streets of the upper West Side of Manhattan and talked with God. I said, “God, if you want me to plant a church here, give me an overwhelming love for these people.” In a rare time of hearing clearly from God, I sensed God say, “Ron, (I love that He knows my name) as long as you have a heart for me you will have a heart for people; wherever you are.” I believe God released me to plant…plant where there are people who need to be reached.

I think God may call you to an exact location. He may even give you a clear address. He may have one exact building in mind. But, many times, He may give you some latitude in your selection. Certainly in the precise location within your city. People seem to need Jesus everywhere I go.

We actually switched sides of town this way. In both plants. An opportunity for meeting space came available that we didn’t expect. With this previous “New York” encouragement from God, as a planter, I felt freed to follow opportunities as they came rather than wait for God to write something in the sky. We moved quickly. It changed our focus area, some of the church demographics, but both have proved to be definite wise moves in the years that followed.

Are these helpful?

What challenges would you offer in church planting?

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7 Leadership Paradigms Needed for Church Growth

Ron Edmondson — Mon, 06 May 2013 10:40:29 +0000

I speak with churches everyday who want to grow again, but nothing they do seems to work. Many say it’s a vision problem, but I disagree. The church may not be living it, but we have the clearest, best defined vision of anyone. (We are to make disciples.) The obvious problem to me of these church is they aren’t really doing anything new. They do the same things they’ve always done, maybe tweaking some minor aspect, but for all practical purposes, it’s the same.

But, honestly, that’s not the primary reason for a lack of growth, in my opinion. I have learned that if you want to have an culture susceptible and open to growth, there are some common paradigms necessary. You have to think certain ways. In most every situation, an absence of certain actions or mindsets on the part of leaders keeps the church from moving forward.

What are some of those paradigms?

Here are 7 paradigms needed for church growth:

Lead with leaders – Of course you need followers too, but most people are looking for leadership, especially about things about which they don’t know. In any group you’ll have a few who are ready to move forward with the changes needed and a few who are opposed to any change you bring. The rest of the people are looking for leadership. Lead with those who are ready to move in a positive direction.

Prioritize your time – You can’t do everything or be everywhere. Let me say that again. You can’t do everything or be everywhere. That doesn’t ignore the expectation placed on you as a leader, but it does recognize your limitations. By the way, the quickest way to burnout and ineffectiveness is to ignore this one.

Never waste energy – When something is working, put fuel into it. All cylinders go. That makes sense, right? Momentum feeds momentum. Yes, in keeping the previous one that means you’ll have to ignore a few things to do the very best things. But, usually the most energy will be in a few key places at a time. Never fail to capitalize on those important moments in time.

Embrace change – You have to live in the tension of change if you want to experience growth. Change is never popular with everyone, but when you resist it, you are resisting the opportunity to grow. More of the same may be comfortable, but it seldom produces the excitement necessary for growth.

Make hard decisions – Don’t be naive. Growth brings change. Change brings momentum. And as exciting as that can be not everyone will be excited about it. If you are going to achieve the vision you’ll have to be willing to stand the test of time. That won’t be easy. With some decisions you make you’ll be choosing who buys into the vision and who doesn’t. Be willing to make the hard decisions and you’ll keep the church open to idea of growth.

Build healthy teams – You can’t do it alone. You can probably control a church that’s not growing. You can control people who don’t think for themselves. But, if you want to grow, especially grow long-term, you’ll need to surround yourself with healthy people who build a healthy team environment.

Refuel often – I find the more we are growing and the more change is occurring, the more I have to get away and gain perspective. Renew. Recharge. Sometimes even re-engage. I can’t lead for growth if I’m drowning in the demands of the present.

I don’t know that this is an exclusive list, but this is a good start. Which are you missing?

What would you add?

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4 Questions with Brad Lomenick about “The Catalyst Leader”

Ron Edmondson — Fri, 03 May 2013 10:40:27 +0000

I have loved working with Catalyst over the last few years. Love what they are doing. Love how they are impacting the church by helping us think and lead bigger and better. Probably none of us realize the impact Catalyst has had on the Kingdom in the past decade or so. Catalyst is lead by an impressive guy. Brad Lomenick is a leader’s leader. He’s sharp, connected, and passionate about what he feels called to do.

Brad recently released The Catalyst Leader, a book only he could write. It’s a reflection on leadership from the perspective of where he sits, interacting with some of the more prominent Christian leaders of our day, but also with thousands of younger church leaders in our country. In the past 10 years of leading Catalyst, he’s learned a few things. Regardless of your time in ministry, this will be a helpful book.

Recently I asked Brad four questions about the book:

What is the Catalyst Leader about?

The Catalyst Leader lays out the eight essentials for becoming a change maker. The traits that I believe one must develop in order to become a change maker, and ultimately a Catalyst Leader. I hope this book will provide practical leadership answers for a new generation of aspiring leaders who are looking for answers and solutions, and not just leadership theory. It’s a practical guide for leading now, and leading well, serving as a leadership handbook for the next generation of leaders in our country. The book presents the key essentials that I believe will define our generation’s ability to influence over the next 20-25 years, laying out what it means to be a Catalyst in this generation. The Catalyst Leader is packed with a combination of candid interviews with thought leaders, research with the core leadership community, and overall leadership best practices. A rising generation of leaders need to be equipped for the task of leadership.

Why write this book now?

Because I believe we are at a crossroads of leadership in the US, and ultimately around the world. In fact, I believe we have a leadership crisis in our country. And based on the research we did in partnership with The Barna Group for the book, the survey and data would validate that assumption. We currently have a dearth of leadership in our country. In general, we trust our leaders less today than we have in the past. There is a lot at stake. And it’s time for a new generation of leaders to rise up and take charge. Catalyst has gathered leaders for 13 years now. We wanted to create a leadership guide, the “ultimate” handbook on influence. It’s our turn to lead now, but we have to make sure we are leading well. I want to see leaders all over the world take their leadership and influence to a whole new level. Lots of great leaders have created great leadership resources, but most of them aren’t peers to me or my generation. We wanted to create a community driven resource that would be a practical guide for leading over the next 20-30 years. I’m passionate about raising up great leaders, and I’ve devoted much of my life to convening and equipping leaders of all ages and stages in life who want to grow in their leadership abilities. And I’ve written the Catalyst Leader to empower you to lead better, and lead longer. Perhaps never before have so many young leaders been poised and positioned for influence. Scores of twenty and thirty somethings are running companies, nonprofits, churches, and social innovation projects. They don’t have 10-15 years to figure things out anymore; they need to be equipped and prepared for the journey now. Many leaders today have platforms that exceed their wisdom, experience and maturity. These leaders need the tools and know how for getting it right. I hope The Catalyst Leader is a resource for them to do just that. A roadmap for our generation to lead well. Our tribe and community of Catalyst leaders are in need of practical and relevant help in regards to their leadership and influence. We currently are dealing with a demise of leadership mentoring in our culture, especially in organizational life, and I want to truly help leaders lead well.

Talk about the 8 Essentials. A catalyst leader must be the following:

Called by God to leadership and willing to seek his will
Authentic and humble, becoming influential rather than impressive
Passionate about God, committed to developing a heart for the creator
Capable and determined, working harder than anyone on the team
Courageous when the time comes to take a leap
Principled in every decision made, unwilling to compromise for convenience
Hopeful despite challenges, believing God can do what we cannot
Collaborative, drawing on the strength of others and sharing praise

Living and leading by these essentials provides both spiritual and practical avenues to developing the qualities essential to leaders hoping to build a passionate, effective team that will last. This is not a book of theories. It is not a bragging autobiography from one successful boss. It is an honest and authentic examination of what you must be and do in order to empower and lead others to success and righteousness.

Who do you hope to impact with, “The Catalyst Leader?”

All leaders, but specifically those in the first half of their vocation life. I’m writing specifically to the called-but-not-yet-equipped leader. Young leaders (primarily in their 20’s and 30’s) who are called and passionate hopefuls who want to change the world but are unequipped, and need tools and a roadmap for how to get that done. I want to help me. I’m in the same boat as leaders I’m writing this book for. I am a called but not yet equipped leader. I desire to be a true change maker, and ultimately a Catalyst leader, but I know I fall short constantly. So I’ve written this book really for me and my peers, and ultimately my generation. This book is for anyone that leads, but the strike zone is a 35 yr old senior manager, church planter or senior pastor, innovator or entrepreneur. Take Jim, who runs a 2 million dollar small business with 20 employees. He needs someone to help him Lead well now. He’s trying to figure out how to lead with courage, to be a collaborator. Take my friend Shawn, who leads a thriving social innovation company. He’s grown from 5 employees to 50 in the past year, and wrestling with how best to manage his staff of 20 somethings. Take Hannah, a 23 year old recent college graduate who is struggling with trying to figure out what God has called her to. Take my friend James, leading a growing church in downtown Chicago, has board members who are difficult to manage and tension between his older staff and younger more progressive and innovative staff.

Thanks Brad for your time and for writing a most helpful book for the church today.

Buy the book HERE NOW.

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Danger: A Team Without a Leader…

Ron Edmondson — Thu, 02 May 2013 10:50:49 +0000

I’ve seen many leaders make this mistake. They believe in teams, so they create a bunch of them. They charge them with carrying out a mission…an assigned task…part of a great vision.

But, the team doesn’t work. Nothing gets accomplished. There is no forward movement.

Why? They had a great team.

But, they didn’t have a leader.

I believe in teams.

I even love the word.

TEAM

It sounds cooperative. Energy-building. Inclusive.

Create great teams. I think you should.

But, make no mistake about it…every team need a leader.

Teams are great, but at some point in time, a leader needs to stand up. And lead.

An organizational team without a leader is like an athletic team without a coach.

Would you recommend that for your favorite sports team?

Of course not.

Lead by teams. But, make sure every team has a leader.

Make it a point to never appoint or release a team to do work…until you make sure a leader is chosen.

Have you seen a leaderless team flounder?

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