When You’re The Pastor But Not The Leader

Funny scared man

I was talking with a 25 year old pastor recently. He is frustrated with the church where he serves. He was brought to the church because they wanted him to help the church grow again — or so the search committee convinced him — but they see him as too young to make decisions on his own.

They won’t take his suggestions, voting them down at business meetings. 

They consistently undermine his attempts to lead.

They expect him to speak each week and visit the sick, but they won’t let him make any changes he feels need to be made.

It has made for a very miserable situation and he feels helpless to do anything about it. He’s ready to quit and the situation is negatively impacting every other area of his life.

It isn’t the first time I have heard a story such as this. I hear it frequently from young leaders in churches and the business world. I didn’t want to be the one to tell him, but I didn’t want to mislead him either. The bottom line in this young pastor’s situation:

He is the pastor of the church but not the leader.

(Of course I’ll get kickback from those who want to remind me Jesus is the leader of the church. I couldn’t agree more, but He does use people to lead His work and this pastor is not the one.)

Perhaps you share this young leader’s dilemma. If no one is following your attempt to lead it could be because:

You haven’t been given authority to lead.
You haven’t assumed the responsibility you’ve been given.
No one is leading in the organization and no one wants anyone to – because that would mean change has to occur.

If this is your situation, you have a few options as I see it:

  • You can live with the power structure in place and complete the role within the authority you’ve been given. And, probably be miserable.
  • You can fight the power structure, lining up supporters, building a coalition in your corner – and be prepared to win or lose.
  • You can figure out how to “lead up” — build a consensus for leadership, confront where needed, win influence and the right to lead — even sometimes learning to lead people who don’t want to be led. (Read THIS POST on how to lead people older than you.)
  • You can leave.

Think through these options and see which feels best in your situation. Every situation is unique and this post is not an attempt to solve your problem — perhaps if anything it can help identify what the problem is in your unique circumstance. You will have to own your response to this information. Obviously, you should spend consistent time in prayer.

And let me add a few other thoughts. If you know God has you there then you must endure until He releases you. He always has a plan. But, I believe God often gives tremendous latitude in the call. Our call is to Him and to obedience. And, most likely, there are thousands of places where God could use your talents and abilities. As I read about the Apostle Paul, for example, there seemed to be more opportunities than Paul’s time would allow. I suspect the same may be true for most pastors today. The potential harvest is plentiful. 

With this in mind, I would say if you are miserable now and things are not improving you shouldn’t wait long without doing something. Life is short and many have left the ministry because of situations like this. Don’t be a casualty. Address the problem!

I would also say – and as hard as this is to hear you need to hear it – you will learn from this season. You may even learn more in this season than in a future season where everything appears wonderful and the church easily follows your leadership. Attempt to soak up wisdom now, which you will use later, rather than become bitter. You must protect your soul and the reality of your calling to Christ. 

One final thought, don’t handle a situation like this alone. Reach out to someone you trust, probably outside the church or organization; someone who has more experience in situations like this than you have. And, don’t let the stress from this destroy your family or personal health. 

Have you ever been in a situation where you were given the responsibility to lead without the power to do so? What did you do?

7 Steps to Thinking Strategically in the Moment

man thinking

Have you ever said something you wished later you hadn’t?

It was a quick response, they needed a decision now — or thought they did — so you fired off an answer. Looking back now — you might have answered differently with more information or time to process.

Happens all the time.

What the leader says can negatively impact other people or the organization. Good leaders have to learn to think strategically — even when making quick decisions.

Most leaders make hundreds of decisions a day and many of those require very little thought. If a leader is asked a question or has to make a decision where an answer has already been clearly defined, then the leader can move quickly. When the issue, however, has an undetermined solution, especially if the decision could alter the direction of the organization, impact other people or require a change in the organization’s finances, then the leader needs to learn to think strategically in the moment.

How do we make strategic decisions quickly? How can we make the best decisions in the shortest amount of time?

Here are 7 tips for a leader to think strategically in the moment:


I think we have devalued the short, urgent, sudden prayer. (I love to pray Psalm 69:1.) I don’t think God does. I think He responds to the prayers of His people. “If any of you lacks wisdom…”, James reminds us. Getting into the practice of sentence prayers invites God’s gentleman Spirit to join you in the decision-making process. And, I’m not devaluing the human mind or experience. I think God wants us to think. But, remember, this post is addressing making quick, important decisions strategically — decisions I’ve possibly never made before. I don’t want to make those on my own.

Take notes

I always take notes while listening. This allows me to see the situation in writing while I think through a response. If I’m not certain I understand the situation, seeing my notes allows me to ask for further clarification. If I’m in my office, I have a huge painted dry-erase wall. I may diagram different scenarios of the answer. If taking notes is not an option and the answer is not definite — I always postpone the answer. This helps me avoid making major decisions on the run.

Listen intently

This is a problem for some leaders — especially busy, highly creative leaders. It’s one I struggle with personally. Many leaders (this one included) have problems with details. Accustomed to making quick and many decisions, leaders often try to solve an issue on the spot rather than have to deal with it later. This is a great approach for the issues that have a defined solution already, but if it’s committing to something that hasn’t been decided yet, it could be dangerous. I try to listen for enough details to make a wise decision, but if I know I can’t make a quick decision based on the information I have time to hear, then I delay making one.

Think “NEXT”

This is really formed by habit, but it involves training yourself to always ask the question,”How will this decision impact other people and the organization?” If I am uncertain, I know it is be best to delay deciding on the issue until I can give it adequate time for consideration. Many leaders make decisions that others have to live with because they didn’t take time to think through the best answer. Thinking “NEXT” means I am thinking of the repercussions, which will come “next” after the decision is made.

Discipline Mouth

“Keeping a tight reign” on your tongue is actually a Biblical concept. Part of spiritual and personal growth is to mature in the area of what a leader says. The more responsibility a leader receives the more critical it becomes that he or she practice discipline with their words. This is a continuous work in progress for me, but over the years I have learned to hold my tongue until I have thought through a response.

Invite input

“Without counsel plans fail, but with many advisers they succeed.” (Proverbs 15:22) One of my favorite questions is, “What would you do?” I ask the person asking for a decision from me. I ask others on our team. I’m not afraid to pause and phone a friend. I ask my wife. I ask the people who have to live with the answer. The more time we have for an answer the more people I’m likely to ask.

Value Waiting

Waiting is never a bad idea if it leads to a better decision. I realize time is of the essence in most decisions these days – especially in an organizational sense, but equally important is protecting the vision, the morale of the team or the organization’s future. Plus, I have learned by experience there is a value in caged momentum — making people wait for the best time to give the best answer. Obviously there is an opportunity cost of waiting too long. The leader should not be a bottleneck as people wait for an answer. And, the leader should empower people to make the majority of decisions. But, when the answer has huge implications the leader should not be afraid to say, “give me a few minutes (or some reasonable amount of time) to process.”

There are a few of my thoughts on thinking strategically in the moment. Leaders, the better decisions we make the better our organizations will be. Let’s be strategic.

Could this be a discipline you need to practice?

5 Suggestions of How to Add Good Structure to an Organization

Constructor sujetando un ladrillo construyendo un muro.

I think there is value in unstructured growth. We shouldn’t be afraid of growth we cannot understand. It’s messier, harder to contain, even uncomfortable at times, but it also keeps leaders energized, maintains momentum, and helps spur exponential growth.

As the organization grows – as strategy changes – additions in structure have to be added. Adding structure, however, can be a painful and disruptive process if not handled carefully. We must add structure strategically.

Too many churches are stalled because when things got messy they simply added a new rule.

The fact is structure should never be too inflexible. It should change with the organization. It should even change at times with the people who are in the organization.

How do you add good, helpful structure?

Here are 5 suggestions to add good structure to an organization:

The change should make sense with the organizational DNA.

We have to be careful altering something in a way which could disrupt the fiber, core, or root foundation of the organization. DNA is formed fast, but changed slowly – and sometimes never. It’s who an organization is and who people have come to expect it to be. It’s hard to disrupt this without disrupting future potential for growth. The structure we will add or change in church revitalization will likely look different from the structure we had in church planting. And every church and organization is unique. 

The structure added should not impede progress.

This seems common sense to me, but I’ve learned this is not always the case. Structure should further enable the completion of the vision, not detract from it. Notice I said progress not grow with this suggestion. It could be you need some temporary structure which slows growth for a season. When I was in city leadership there was a time we needed to slow the pace of growth so we could catch up with infrastructure in the city. I can. We saw that as progress. If it slowed growth forever it would no longer be progress. An organization which never grows will eventually die – hence the following suggestion. The key is structure should consider the future potential for long-term sustainability of the organization. 

It should accommodate or encourage continued future growth.

Again, this should make sense. The problem is we don’t always ask those questions. Structure’s purpose should be to help the organization continue to grow over time. Structure should make things more efficient — not less. Enable not control. 

It should hit the center of acceptance.

Not everyone will agree with any change, but if the structure is universally opposed then it may need to be considered more closely before being implemented. This goes back to the suggestion about DNA. You shouldn’t make change based solely upon popularity – it needs a better thought process than simply what people like. Leadership is never about making people happy. But, at the same time, if you want the structure to be sustainable and helpful it must meet general acceptance – which leads to the last suggestion.  

People should understand the why.

This may be the most important. People are more likely to accept structure when they can identify the value to them and their area of responsibility — but at least the value to the overall organization. I once interviewed Zig Ziglar. He continually said, “If people understand the why they will be less opposed to the what.” I’ve learned how true this principle is over the years. We took a year to make one structural change so people could clearly understood why we were making it. Some still didn’t. Most did. And, it was a widely accepted change in our structure. 

What would you add to my list?

7 Attributes of a Wise Leader

Portrait of a senior man sitting in an armchair and thinking deeply.Shot with Canon 70-200mm f/2.8L IS USM

I write and speak a lot about leadership. I know lots of good leaders. In fact, I work with many good leaders. I hope some would even say I have days where I meet the standard – whatever the standard is.

I also write and speak a good deal about wisdom. And, I think wisdom is critical to the field of good leadership. 

A wise leader has developed certain attributes –  wisdom learned from the personal experience of success and failure and from the insight of other leaders – which sets them apart from other leaders. Wise leaders are valuable to any organization. 

But, I’ll be honest. There are few I know in leadership whom I would consider truly wise. Wise leaders have moved to a new stage in life from mostly learning from others to being looked to as a resource. People seek their input because they know they are seasoned leaders. They are investors in new generations of leaders.

I am going to list some attributes I have observed in leaders who have  wisdom. Think in your mind people you believe are “wise” leaders.

Here are 7 attributes of a wise leader:

The art of timing

The wise leader knows time is a commodity. They use sound judgement in decision-making. They have patience. They know organizations and individuals have seasons. Seasons of plenty and seasons of want. They have learned there is a right time to act and and there are times to wait.

Character Morality

The wise leader places a high value on integrity. They know ultimately everything rises and falls on the moral fiber of an individual. They’ve seen people lose everything with one bad decision. They know reputation is hard-earned and should be treated as gold.

Leads with Vision

The wise leader understands the value of a big picture. They keep an eye on something worth attaining. They continually motivate others by sharing the “Why”. They know momentum lost is hard to regain. They continually seek change which will spur energy around the vision.


The wise leader is risk-taking and intentionally encourages innovation. They have witnessed a stalled organization. They know the dreadful feeling when there is no forward progress. They have personally experienced the cost of lost opportunity. They want to engage others by keeping things moving, people dreaming and the culture exciting.

Visible Diligence

The wise leader continues in spite of adversity. They tenaciously persevere. They know reaching a goal is worth the struggles to get there. They’ve been through storms before and have scars to prove you can come through them whole. They are seen as pillars. Strength under duress. People look to them for stability.

Strategic thinkers

The wise leader realizes no dream becomes reality without proper planning. They make sure plans are in place and people know what’s expected of them. They utilize healthy systems and structures. They aren’t burdensome with rules, but they are helpful in thinking through a process to achieve the goals and objectives of the organization.

Genuinely Love People

The wise leader knows people are the key to any organizational or team success and they work to empower others. Others know they are valued and appreciated under their leadership. They are true delegators. They invest in and develop the next generation. They look past the income statement to see the balance sheet — with people as the greatest asset.

What am I missing? What would you add to my list?

7 Causes of Team Idleness – and a Few Suggestions to Help

Businesswoman bored in office isolated on white

Team idleness

Team idleness is a term I use to describe when a team is failing to move forward towards its desired goals and objectives.

Team idleness does not always mean the wrong people are on the team — it could. It doesn’t always mean the team has the wrong goals and objectives or the goals and objectives are unrealistic. It could.

It simply means things have stalled. Period. The term means for a span of time there is no — or very little – forward progress for the team. Idleness. It could be a month or several months. Things aren’t desperate – yet. They’ve simply slowed.

Every team, regardless of their health, can go through times of team idleness.

I have witnessed team idleness many times in organizations with which I have been associated – in business and in the church. I can assure you most teams will deal with team idleness at various times through the life of the team.

What causes team idleness? What causes a team to stagnate?

Here are a 7 thoughts – and a few tips along the way:

No fresh ideas.

If new ideas are not coming to the table frequently the team becomes stale and progress slows. One way we address this is to periodically schedule times where the only agenda is brainstorming – dreaming – answering the question “what’s next?” Also, reading books together, attending a conference, or visiting other healthy organizations or churches can help generate new ideas.


If team members are overworked or in need of a break their energy level will slow. This has to be encouraged and allowed in the structure. For me it’s essential I discipline myself to rest frequently. I try to personally lead by example here. Shared values and shared workload help here. There should be no Lone Rangers on a healthy team.

Lost vision.

If a team loses sight of the big picture goals and objectives they can lose interest or get off course. Vision-casting is an essential task of every leader – and it needs to be done frequently. Celebrating also keeps what’s valued ever before the team.

Misplaced team members.

Again, I didn’t say wrong team members. It could be, but many times idleness is caused when a vision outgrows members of the team and other times when team members outgrow the vision. People sometimes need a reassignment of duties or a change of focus. They need new goals which further stretch them. It’s not a bad idea to occasionally shift the organizational structure and chart. 

Lack of Resources.

If there are not adequate resources to complete the task the work becomes frustrating and the team stalls. While we need to be stretched and walk by faith, it’s equally important not to push people beyond where the structure can support them long-term. Unreasonable expectations – over time – cause team members to naturally slow their individual productivity, which impacts the entire team. Leaders must make sure the team has the resources they need to do what they’ve been asked to do.

Poor training.

Sometimes people are asked to perform beyond their level of understanding. No one is helping them get to the next level and so they stall waiting for further investment into them. I have found it rare for people to voluntarily ask for more. Leaders must recognize potential in others and intentionally develop the people around them.

No accountability.

Teams idle when they stay the same for too long. Frankly, sometimes things stall because no one is pushing things to continually grow or holding people to higher standards of excellence. Growth and momentum are seldom self-produced. Change, at least good change, never comes without purposeful efforts. Leaders must become champions of new innovation and continual progress individually and for everyone on the team.

The problem with team idleness is it doesn’t stay simply at idle. You know that leaders. Idle turns to decline and often quickly. Idleness will come naturally. Our goal should be not to rest there long.

Have you served – or do you serve – on an idle team? Tell us about it.

7 Ways to Respond to a Lazy Co-Worker

Lazy person

I’ve always valued hard work and usually resented lazy workers.

There. I said it. I have a bias against laziness.  

I started working when I was 12 years old in a grocery store. I worked hard, gained the recognition of my managers, and was rewarded with all the hours I wanted to work. The store was a revolving door of workers it seemed. I worked with some much older than me who didn’t last long, because they really didn’t want to work. They wanted to sneak into the break room and have a coke or take an extraordinary amount of time taking the trash out each night.

Please understand, I’m not talking about people who protect their family time (I do that) or people who work smart so they can enjoy life. (I try to do that too.) I’m also not talking about people who honestly want to work, but can’t for legitimate health reasons. 

I’m talking about people who are lazy. People who don’t want to work. They often have a job, but give far less than their best to it. They want a paycheck, they want to eat well, but they don’t really want to earn their pay. 

(I told you I’ve usually resented people like this. Can you tell? :) )

Something even more frustrating — if you are in a equal position to a lazy person, and you are not their leader and no one seems to do anything about it. You feel taken advantage of because of your hard work.

Not long ago I was stopped at a conference and asked if I saw laziness as a problem on church staffs. The questioner is in a large church where most of the staff work extremely hard, but a few barely get their work done. They are, in his opinion, lazy — and seem to get by with it. He wanted to know if this was unusual.

Of course, I assured this frustrated person, lazy people exist in every field. Wherever you find people you’ll encounter problems with people. Churches are places where people work, so some of the same problems that exist outside the church exist inside the church.

His real question, however, was “What should he do?” I shared a few thoughts and told him to read for a post to follow.

Here are 7 ways to treat lazy people:

Make sure it’s not a perception problem

Make sure you aren’t confusing a different work style with laziness. Make sure you aren’t lumping your overachiever mindset on them. People approach work differently. This is not always laziness. It could be they’ve found a way to work smarter and more efficiently. Look at the person’s performance based on results, not based on style.

Model hard work for them

This is your best offense. Some lazy people are encouraged by watching what they should be doing. Some will adapt to the environment if the environment is working hard. The completions will spur them. Certainly though, over time the lazy worker will be exposed. Then it is up to leadership to address the issue. (I know the question here — what happens if they don’t? That would be the subject of another post. This was is about co-workers.)

Pray for them to step up or leave

This sounds harsh, but if they are impacting your morale they are most likely impacting it for others. They are damaging the credibility and momentum of the organization for the rest of the team. Laziness is a sin. They need a heart change more than anything.

Don’t let them take advantage of you

You only enable them if you cover for them or do the work they were assigned to do. Lazy people seem to seek those out who will pick up their slack.

Challenge when necessary

If it’s clear a person is lazy and taking advantage of the situation, there comes a time when it’s right to challenge them. You should do so in love, but use the Matthew 18 approach — going to them first — then bringing along another if it continues. Work through the chain of command. It’s better to challenge lovingly than to let the resentment in your heart destroy your witness as you develop bitterness towards the other person. If you’re the senior leader — do your job to handle the problem.

Make sure it’s not personal to you or the organization

Could laziness be the result of something else? Could they be reacting to issues within their own life, or with a vision disagreement? That doesn’t mean they should stay or go, but it should impact the way you respond.

Help them with specific tasks

Sometimes you can help a lazy person, even if they don’t report to you, by helping them find things to do. Lazy people typically aren’t looking. If there is work to do they can do, ask them to help you or to assume responsibility for it. Structure is often the key need.

Have you ever worked with a lazy person? What did you do?

5 Reasons Your Pastor may not be Leading Well

Minority pastor set on a white background

I was talking with a concerned man recently about his church. He’s concerned the church is wasting a lot of resources and accomplishing little towards its vision to make disciples. They have a large building, a large staff, and a rich history of Kingdom-building, but the building sits empty most days of the week and there is a steady decline in baptisms and Sunday attendance. There is no momentum in the church and he’s concerned in 20 years the church will be gone. He blames it all on the leadership of the pastor.

I can confirm his concern. Statistics tell us almost 90% of churches are in decline or plateaued. I’m told it takes 30 years for a declining church to die.

I don’t know, however, if it’s completely fair to always blame the pastor. Keep in mind it could be you have a difference of opinion in regards to how the church should be led and how the pastor should be leading. Many times this is philosophical as much as anything.

Certainly, however, leadership is a critical part in the success of any organization — including the church. Let me be clear here — I believe Jesus is the head (and the leader) of the church, but God uses men and women to lead people within the church. It’s the subject of another post, but regardless of what you term it, leadership, as a concept among God’s people and the church, is exemplified throughout Scriptures.

About half of my readers are pastors. (I’ll apologize to you in advance for this post. My goal is to help pastors, not injure them more. I’m a firm believer, however, until you identify the problem you have a hard time finding a solution.) I frequently hear from staff ministers and church members concerned about the direction of their church. The number one issue churches appear to face is of leadership — specifically pastoral leadership.

In fact, many would say if the pastor isn’t leading well, the church will likely suffer at some level.

When a pastor isn’t leading the church well, there’s usually an answer as to why. I’ve listed some of them I’ve observed here.

5 reasons the pastor may not be leading well:


I don’t mean this one to be cruel, but you only know what you know. Most pastors don’t learn everything we need to lead a church in seminary or any other school, for that matter. Many pastors never developed leadership skills prior to being assigned a position of leadership within the church, so much of pastoring becomes on-the-job training. Because much of a pastor’s job involves people, the realm of possibilities a pastor might encounter are as wide as the differences are in people.

The solution for this reason is training, mentoring, and growing by experience. The church should be understanding and supportive of opportunities for the pastor to learn from others and the pastor needs to be humble enough to admit the need for further training. This requires great humility on the part of the pastor to allow input into their leadership.


Many times the pastor simply doesn’t see what you see — or for that matter, value you what you value. I’ve learned I’m often the last to know of a problem within my church. If there’s an issue in preschool ministry, for example, if someone doesn’t tell me about it, I won’t know about it. I don’t have preschoolers anymore, and most of the time, while I’m preaching preschool ministry is in full function. Now I value preschoolers, so I would want to know if there is a problem in that area. There may be other areas of ministry that the pastor doesn’t spend time thinking about, because it isn’t an area he’s passionate about. This doesn’t make the ministry wrong, or unimportant, but it simply may not have the pastor’s first attention. Many times the thing you think the pastor should be addressing is on the list of the things of which the pastor isn’t aware there is a problem or simply hasn’t been considering that area as an issue of importance.

The pastor needs to learn the art — and again humility — of asking questions to see what areas are struggling and what’s important to people in the church. The church needs to find ways to share information more readily with the pastor, without arguing and complaining — because that’s not the Biblical way.


In a survey of pastors who read my blog a few years ago, 77% said they were presently or had been in a burnout situation. Burnout is when you aren’t healthy enough to function at full capacity. When a pastor is facing burnout, leadership will suffer. The pastor needs to be diligent in remaining healthy physically, spiritually, mentally and relationally, and needs to seek help when any of those areas begin to slip beyond the normal stress of life.

Pastors need to learn how to recognize the signs of burnout and address them early, before they significantly impact their leadership. The church needs to be mindful of the amount of demands placed on the pastor, consider the needs of the pastor’s family, and build a structure that invests in and protects the pastor. One of the best things a church can do is give the pastor significant enough downtime to recover from the demands of ministry. That need will vary based on the level of demands placed on the church, pastor and pastor’s family at the time.


I hear from pastors weekly who feel they are handcuffed to tired, worn out, traditions that keep them from accomplishing their God-given vision for the church. Many times the restraints placed against a pastor prevent effective leadership. A pastor is restricted when there are too many unnecessary rules, the committee system is cumbersome and inefficient, or when the demands of the church on the pastor are unrealistic. Pastors and churches are often threatened by power hungry people and extreme resistance to any change.

If the pastor is expected to lead, then latitude and freedom to lead needs to be afforded without the constant fear of retribution. Church members should ask the question, if the church expects the pastor to lead, does the structure of the church allow the pastor to lead the church? If not, then the church will either need to adapt the structure or lower the expectations placed on the pastor’s leadership.


Let’s be honest. Some pastors confuse a call to a position for a mandate of dictatorship. Jesus is the head of the church. God allows men and women of God to lead in His church, but some pastors assume more control than has been afforded to them. If a pastor is not careful, pride will take over and humility will be absent. When this is the case, people naturally resist leadership, stir controversy, and resist change.

The pastor needs to build an accountability structure of people who have been given the authority to speak into their life. As for the church’s role, I believe this type issue is handled best with one or a few people approaching the pastor first, rather than making it a Sunday afternoon, “sit around the table and bash the pastor” event. If the pastor is struggling with arrogance, however, it needs to be addressed as it is not honoring to God and could be the “pride before the fall”.

I realize I’ve just scratched the surface on each of these — and possibly offended a few of my pastor friends, even with a sincere heart to help. I’m happy to dialogue about them more in the comments.

What are some other reasons pastors don’t lead well?

7 Ways to Maintain Respect as a Leader


People follow people they trust. They trust people they respect.

As a leader, one of your most valuable and needed assets is the respect of the people you are trying to lead. If a leader is respected, people will follow him or her almost anywhere.   If a leader looses respect it becomes very difficult to regain respect.

Often a new leader is given respect because of his or her position as a leader, but respect can be quickly lost due to performance. Many times it’s the seemingly small things which cause the most damage to a leader’s reputation and damages respect.

I have found with a few simple (some not so simple) acts help protect the respect a leader enjoys.

Here are 7 ways to maintain respect as a leader:

Be responsive. Return phone calls and emails promptly. Be accessible to real people. You may not always be available, but you can create systems where people are genuinely valued and heard.

Be consistent. Do what you say you will do. Let your yes be yes and your no be no. Don’t tell people what they want to hear, but speak grace and truth in all circumstances. Let people learn to trust you are a person of your word and can be depended upon based on what you say.

Have high character. Act with integrity. Be honest. Protect your moral credibility. Be transparent and open to challenge. Allow a few people to know the real you and speak into the dark places of your life.

Be fair to everyone. Don’t be too harsh. Don’t be too soft. Treat everyone with respect. Genuinely love people. (People know when you do or don’t.)

Keep growing. Learn continually and encourage growth in yourself and others. Ask questions. Be teachable. Read. Observe. Glean from others and experience.

Have good work ethic. I personally think leaders should work as hard or harder than others on their team. But, having a good work ethic doesn’t mean over-working either. It’s working smart and setting a good example for others to follow.

Be courageous. Make hard decisions. Don’t shy away from conflict. Know who you are in Christ and live boldly the calling God places on your life. Live with the aim to finish well — in spite of the obstacles you encounter.

Maintaining respect is a matter of acting in a respectable way. How are you doing? You may want to ask the ones you are supposed to be leading.

What would you add to my list?

10 Characteristics of Good Leadership – an Expanded and Revised Version

Multiethnic business team outdoor

When I first wrote about the characteristics of good leadership almost 6 years ago. At the time I had been a leader for well over 20 years and had studied the field o leadership academically. My blog was fairly new but growing.

These were designed to be informative, but honestly, even more, they served as a checklist reminder of sorts for my own attempts at good leadership.

Since then my blog influence has grown, I’ve moved from a church planter to a church revitalizer, and I’ve learned so much more. Still, when I look over these characteristics, I stand behind then. I’ve tweaked them a bit for readability purposes. (Every time I read my writings again I see something which could be improved.)

Here are 10 characteristics of good leadership:

1. Recognizes the value in other people, so continually invests in others – Good leaders see a large part of their role as developing people and new leaders. Leadership development takes place in an organization as leaders begin to share their experiences, both positive and negative, with others.

2. Shares information – There is a tendency of some leaders to hold information, because information is power. A good leader uses this to the team’s advantage knowing the more information the team has collectively the stronger the team.

3. Has above average character – There are no perfect people, but for a leader to be considered good, in my opinion, they must have a character which is unquestioned within the organization. Their integrity and transparency is paramount. Leadership always draws criticism, so a leader may not be able to get everyone to believe in him or her, but the people who know the leader best should trust the leader’s character most.

4. Uses their influence for the good of others – Good leaders are as interested in making a positive difference in people’s lives as they are in creating a healthy profit margin or accomplishing a strategy. In fact, people-building is a large part of the strategy. This doesn’t mean that balance sheets and income statements aren’t important, in fact they are important for the success of an organization (even non-profits – even churches), but a good leader doesn’t separate a desire for helping others from the desire for financial health. And, good leaders find ways to leverage financial health to strengthen the well-being of others.

5. Skillful, competent and professional– Good leaders are talented or knowledgeable about their field and can be depended on for their follow through. You don’t question whether a good leader is going to be able to complete a task. They may not be the smartest in the room, but if they don’t know how to do something, they will find someone who does and they aren’t afraid to ask or empower others. They will ensure a job they have committed to do is done the best it can be done. This also means they don’t commit to more than they can reasonably accomplish. They know the power of “No!”

6. Not afraid for others to succeed (even greater than their own success) – Good leaders realize some followers will outgrow the leader’s ability to develop them any further. Good leaders, however, aren’t threatened by another’s success. They are willing to celebrate as those around them succeed — even help them get there.

7. Serve others expecting nothing in return – Good leaders have a heart of service. They truly love and value people and want to help others for the good of the one being helped, not necessarily for personal gain.

8. Continue to learn – Good leaders are always learning and implementing those learnings into the betterment of the organization. That could be through reading, conferences, web-based learnings, or through other leaders, but also through people who report to the leader.

9. Accessible, approachable, and accountable to others – Good leaders don’t isolate themselves from people regardless of the amount of responsibility or power he or she attains. Good leaders willingly seek the input of other people into their professional and personal lives. They desire to know people, not just be known by people.

10. Visionary – thinks beyond today – Good leaders are always thinking “What’s next?” It is a common question asked by good leaders, knowing someone must continually challenge the boundaries and encourage change. They spur growth and strategic thinking so the organization can remain healthy, vibrant and sustainable.

These are in no particular order. You may say some are more important than others but as soon as I prioritize them we can start to marginalized the higher numbers. They are all important in my opinion. 

What would you add to my list?

5 Tips for the Leader When Conflict Develops on a Team

team conflict

As a leader, one of your primary roles is developing and maintaining the health of the team. What do you do when team members aren’t getting along with each other?  How should you handle conflict on a team?

In my post 10 Tips for Handling Conflict, I primarily address team members individually working together to address conflict. The question I receive is: What happens when conflict escalates to the point where a leader’s input is needed?

First, I would say the leader being involved should be rare. Very rare. Most problems need to be handled individually. If it’s occurring frequently you may have the wrong people on the team or a bigger issue to address.

Here are 5 suggestions:

Don’t ignore

Conflict never goes away on it’s own. It usually only gets worse with time. In fact, conflict is a necessary aspect of a healthy team, so to avoid it keeps the team from discovering the best answers to issues and allows unhealthy tension to remain. I like to give conflict some time to work itself out among team members, but not long enough to disrupt the team’s progress or jeopardize the health of the team. When the team starts choosing team member’s sides of an issue and the conflict begins to be disruptive I know it’s time for me to address it as the leader.

Protect the vision

The vision of the organization or team should be the common ground for everyone on the team and it’s my role as leader to protect it. In times of conflict, I want to make sure everyone is still committed to that vision. I realize that some conflict develops naturally, just because of differing goals, objectives, and personalities. The leader must balance the bigger picture objectives. (Read THIS POST for more on that subject.) If the conflict involves a support of the vision or is disruptive to accomplishing the vision then addressing it becomes more serious. If the vision is fully supported, then conflict can be addressed among the individuals involved.

Talk it out

Once it is obvious issue is not resolving, as difficult as it may be, I like to bring the individuals in conflict together to discuss the matter of conflict. Make sure the conflict is clearly identified. Often there were simple misunderstandings that need clarity or viewpoints that a team member feels the need to express. At this point, don’t make the mistake of being too nice as a leader. (Read THIS POST about that subject.) Again, healthy teams and relationships involve healthy conflict and when it isn’t resolved or addressed it remains a stumbling block to the future health of the team. For this step, I like all parties to be in the same room when the conflict is discussed. Addressing an issue separately opens the door for misunderstandings and choosing sides and many times the discussion brings communication to the issue which helps solve the conflict.

Establish mutual respect

Sometimes team members have to agree to disagree if it’s not a disagreement at the vision level. The leader, at times, may have to serve as a third party mediator and should remain neutral in issues of conflict in order to maintain organizational health and keep the organization on track towards attaining it’s vision. The bottom line for me is that team members in conflict must be willing to respect each other and continue to work together, even if there isn’t complete agreement on an issue. Ask the question, “Can we move forward without this affecting the team?”

Move forward

After the issue has been addressed, the vision is secure, and mutual respect is established among team members, the leader needs to make sure the team moves forward from the conflict. There are times, especially in key leadership roles, where people can’t push past an issue and continue to work together, but most of the time conflict can make the team better, as team members learn to work together towards a common vision in spite of disagreements.

Leader, what would you add to my list?

How do you handle conflict on your team?

Have you seen times where conflict produced healthy results?

Have you seen conflict destroy a team?