Making Decisions versus Finding Solutions

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I once worked with a pastor on a leadership issue, which was causing harm to the church. The pastor wanted me to help him think through how to address the issue. It was a personnel issue – which are always the hardest.

One of the staff members was considered a lousy team player by the rest of the staff. He was lazy, divisive, and disrespectful to the senior pastor. He really didn’t add a lot of value to the team – mostly because he had checked out years earlier. He wasn’t happy, but too comfortable in his position (and pay) to go elsewhere.

I was asked to help the church find a solution to the dilemma. 

Just based on what you know so far it seems like an easy decision to make. If I were simply encouraging them to do the right thing – he needs to go, because of the flippancy he’s shown towards his work and leadership.

But, life and leadership are seldom this easy – are they?

Of course, you could almost see it coming – he was extremely popular with the people in the church. They loved him. They loved his family. They had watched his children grow up and now the children were also very popular in the church. There was hardly a family not connected to them in some way. On Sundays – and Wednesdays – there was not a more well known or more respected staff member. (Churches notoriously struggle with this type personnel issue.) 

The problem was there are 7 days in a week – not just two.

The pastor and key leadership realized a change needs to occur. He had been counseled and threatened with his job numerous times – over a course of years, but he knew he was popular. He knew there could be huge ramifications by dismissing him and, therefore, he refused to change. He was, according to the pastor, even arrogant about his job security at times. The pastor, who had been at the church less time than the other staff member – and very much still gaining the trust of the church – felt he may never recover from letting him go.

It was a reminder of an important principle in leadership.

Making a decision is often easy, but the solution can often be hard to find.

As I analyzed the situation, I saw three options on the table. One, the senior pastor could fire this staff member – and live with the consequences. Two, the pastor could quit – life is short. This situation is making his life misearable and he could simply begin again elsewhere. Or, three, the pastor could simply learn to live with the problem. Perhaps in time he will have enough trust developed to do something about the problem. 

There – easy enough, isn’t it? I had done my job – provided a clear path for a decision to be made. Pastor, choose the one which seems best to you. Make a decision. You could even draw numbers out of a hat for one if you can’t decide. (One for fire, two for quit, and three for live with it.) 

But, again, finding the solution to a problem is much more difficult than picking numbers out of a hat. Answers may appear easy, but finding a solution is a more delicate process.

Finding the solution involves making hard decisions and dealing with hard consequences. It could be either of the three easy answers, but a solution is bigger than making a decision. To be a solution it would involve the follow through, clean-up, and the working of the situation for the ultimate good of the church. This is the hard, messy, difficult work of leadership. Sometimes we hope if we talk to enough people there will be some easy answer out there, which is also the solution. This is seldom the case.

There really were only three options, in my opinion, towards finding a solution – the three I mentioned. Oh, there are tons of scenarios within each one, but ultimately it will come to one of these three. And, I didn’t feel I could make the decision for this pastor. He would have to live with the consequences. So the solution would have to be his to own.

And, I think the pastor already knew what he had to do. The question was – would he make a decision (and doing nothing is making a decision) – or would he solve the problem.

Making decisions – Easy
Finding solutions – Much more difficult.

Great leaders don’t simply make decisions – they find solutions.


7 Ways to Make Yourself Invaluable to a Team

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One of my first managers frequently reminded us no one is irreplaceable. He would use the illustration of placing your hands in a bucket and then pulling them out. The level of the water doesn’t change much when one or two hands is removed. While I agree with him on some levels – even though I’m not quite sure it’s a healthy demonstration for building team morale – I think there are ways a person can make themselves more valuable to a team.

Perhaps, even invaluable.

Here are 7 ways to make yourself invaluable to a team:

Be a chief encourager. Be one who helps people feel better about themselves and their contribution to the team. Be a cheerleader – positive-minded – willing to do whatever it takes to build upon what exists.

Support the vision and direction. Be honest about it, but be a verbal proponent of the overall objectives of the team and where things are going. Be a known team player. Have more good to say about the place than you have bad. Everything might not be wonderful – in fact many things may need changing – but, if you can’t love the people with whom you work you’ll have a hard time being seen as valuable by others.

Respect others. In the way you treat and respond to everyone on the team – be respectful. Recognize everyone is not like you. People like different things. People respond differently than you would respond. Other people’s opinions and viewpoints matter.

Give more than required. This doesn’t mean you have to work more hours. It might. But it might mean you work smarter than everyone else. Plan your day better. Be better at setting goals and objectives. Hold yourself accountable.

Be an information hub. Be well read and share what you learn. Information is king. Be the king of it. Without being obnoxious – of course.

Celebrate other people’s success. Send notes or encouragement. Brag on someone else. Tell others what you admire about them. Without being creepy – of course.

Be a good listener. Everyone loves the person they can go to and know they won’t just be heard they will be listened to. A good person to bounce ideas off of his invaluable to the team. Then keep every confidence.

What other ways do you know of to make oneself valuable to a team?

7 Tensions Every Leader Faces – Everyday

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Being a leader isn’t easy. With every decision a leader makes someone is happy – and someone is not. And, one often misunderstood reason leadership is challenging is the tension every leader feels when making decisions.

And, every leader experiences some of this tension – every single day.

In fact, learning to balance the tensions of leadership may determine the level of success a leader can sustain. If a leader leans too far one direction – their leadership effectiveness suffers.

Let me share some examples of these everyday type leadership tensions.

Here are 7 everyday tensions of every leader:

Displaying confidence without being arrogant.

People want to follow a confident leader, but pride is a repulsive trait. I feel this tension especially when I’m leading on a new team or with new people on the team. I’ve had some experience. I’ve learned a few things. I need them to understand there are reasons for them to follow my leadership, but, I can’t unpack my resume for them immediate either.

Making bold decisions while building collaboration.

I personally experience this one most every meeting we have as a team. I can almost always sense the room waiting for my opinion. And, many times I realize we won’t move forward until I weigh in to the matter. But, good leadership involves collaboration. I’m not the only voice – and many times not the smartest voice in the process. If I have the only answer no one will participate, but if I never have any answers no one will want to follow my leadership.

Showing strength while displaying compassion.

People want to follow leadership who generally care for them as individuals. Compassion for those who can’t help themselves is an attractive leadership quality. The best leaders I know have a concern for others. But, no one wants compassion to be translated as weakness. There are times a leader has to stand strong for they know is right thing – even when everyone can’t fully understand yet what they are doing or why.

Controlling energy towards a vision but allowing individuals to chart their path.

Good leaders create healthy structure which can be managed for effectiveness, but, at the same time, the best discoveries often come when people are allowed the freedom to create, explore, and “break the rules”.

Celebrating victory while not resting on current success.

Another way to say this one would be: Honoring history while pushing towards the future. And, this one is hard for me. I’m ready and wired for “next”. I like to keep moving. Sitting still is one of my hardest disciplines. I know, however, there are those on our team who can’t adequately move forward until we’ve recognized our current success. They need to celebrate. They need to reflect. And, continually balancing this tension is good for the team.

Learning from other leaders but being who you were uniquely wired to be.

I’m a huge proponent of wisdom-seeking. I think we should always have a mentor. And, usually more than one. I read. I attend conferences. I want to learn best practices and from the experiences of others. But, there’s a tension of attempting to duplicate another person’s success and being exactly who God has called me to be. God has not called me to preach like Andy Stanley – He’s called me to preach like me. He’s not called me to lead like John Maxwell – but, to lead like I would lead. This doesn’t mean I can’t learn from both of these – and can and have – but I cannot forget God has uniquely wired me – and he has uniquely wired you.

Spending time with people versus completing tasks.

This may personally be the most common tension for of the ones listed. Leadership is people. Without people – without getting to know them, earning their trust, investing in them and showing them we care – leadership will never be effective. But, I have work to do also. Sunday keeps coming, there are outside demands on my time, I have emails, phone calls, texts and visits with people who I’m not necessarily leading. I have paperwork to do. (I hate paperwork by the way!) The real work of a leader is people – and, yet the work must get done.

Tension. Leaders, do you feel it? At some level, don’t you feel it everyday.

I realize I’ve only exposed the problem, without a lot of solutions. And, honestly, your solution will be different from mine. But, I think the answer isn’t necessarily an easy to define solution for each of these tensions. It is recognizing they exist and continually seeking to live within them. And, when one side of the tension is getting more attention than the other – fighting to get back to a better balance of tensions.

Do you have another to add?

7 Actions Which Limit Leadership Success

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My heart is for leaders. I have been in leadership roles for over three decades now. I’ve led large and small teams. Through my ministry I’ve worked with hundreds of leaders. A mentor of mine always reminds me the success of whatever is being led always reflects back to leadership.

I guess this is why I continue to share what I believer are simple principles – but often a simple idea is powerful in practice. And, it’s easier for me to think logically in lists.

Do you want to be successful as a leader? Of course, anyone who leads has this as a goal. There are some actions which can limit you.

Here are 7 issues which limit your success as a leader:

Trying to plan every detail – Ecclesiastes says you won’t plant if you watch the wind. Risk is always necessary for meaningful success. Is there something you feel certain you need to do – or there is a passion on your heart – but, for whatever reason you’ve not taken the risk? Leadership by definition involves guiding people into an unknown.

Lack of flexibility – Things change. People change. Times change. Have a great worthy, God-honoring vision – make sure it’s grounded in truth and don’t steer from it – but realize the road to accomplish it may change many times along the way. And, changing the method – admitting the way you always led things – to be more successful is not a bad reflection on leadership. In fact, it’s a characteristic of good leadership. What changes do you currently need to encourage?

Shunning or controlling other people – You can’t do it alone. You don’t have the corner on ideas. You need help. One of the default actions of leaders is to isolate themselves and/or to control the actions of others. Many times this is out of fear, lack of trust, or sometimes even pride. But, leadership involves knowing people. It involves utilizing the knowledge, skills and talents of others – actually people better equipped to do some things than you are. Who on your team is just waiting for you to get to know them, believe in them and let them go?

Holding on to a grudge or attempting to get even – There’s no time for it. The wasted energy of an unforgiving spirit slows you down from meaningful achievement. When people feel you are placing them in the proverbial corner because of something they did or didn’t do they become defensive, bitter, or checkout from trying again. Does this sound like a healthy plan for a team? I’ve learned over the years – leaders should be willing to go first in extending grace if they want to have a healthy team atmosphere.

Worrying more than trusting by faith – The unknown brings doubt. And, leadership is full of it. There will rarely be a major decision where you a hundred percent certain it’s the right decision. When God appears silent as to the next course of action you have to go with your experience, your gut, and the wisdom of others. Faith goes without seeing. Take your pick between worry or faith – but you can’t pick both. In my journey it seems many times God has given me freedom to move and it’s my own fear which keeps me from going forward. Peace often comes through obedience.

Being stingy with your time, money or influence – The more you try to control what you hold in your hand – the stingier your heart becomes. Stingy hearts are burdened by unnecessary distractions. (The one who loved money is never satisfied with his wealth. Ecclesiastes 5:10) Why is this in a leadership post? Because leadership at it’s heart should be improving the lives of others – not just the leader’s life. The real success in leadership will ultimately be measured by how you blessed others with how you led.

Having to do things “your way” – You got into the leadership position – most likely – because you knew how to do some things. But, this doesn’t mean you don’t have to depend on the input of others. When you limit the input of others you rob the team of expanded imagination and you discourage potential leaders from rising. Success flourishes in collaboration.

Are one of these keeping you from accomplishing all you could?

7 Pitfalls of Leadership Which Can Derail a Leader

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We all know the stories of the once successful pastor or leader who flamed out too soon. It could be a moral failure or burnout, but they somewhere they got off track and had a hard time regaining traction. So sad.

In years of studying leadership, both in the business world and in ministry, I’ve seen some consistent traps which get in the way of a leader’s long-term success. I call them pitfalls.

Often, also in my experience, if we know the potential dangers we have a better chance of addressing them – and, hopefully even avoiding them.

Here are 7 pitfalls of leadership:

Pride

When a leader ever feels he or she has all the answers – watch out! Pride comes before the fall. Great leaders remain humble, knowing they didn’t get where they are on their own nor will they stay there without the help of others.

Passiveness

I don’t believe in tyranny, but a leader can equally be too “nice” or overly friendly with a team. Leadership is hard some days – okay, most days. Good leadership isn’t a popularity contest. The leader afraid to challenge will create an environment where mediocrity, chaos, and unhealthy team environment prevails – and eventually it will bite them. Leaders should be willing to address known concerns, not be afraid of healthy conflict, and challenge status quo even when it’s not the most popular thing to do.

Isolation

A leader who removes his or herself too much from people doing the actual work, who aren’t visible to their team, or who don’t bond well with them never gains significant influence. Even worse, they are more vulnerable to failing personally, as well. The enemy loves busyness, but also isolation – sin festers in absence of accountability. Plus, at every level of leadership, regardless of the size organization, the more a leader can do “hands on” work, even if only occasionally, the more “in touch” the leader will be and the more respected he or she will be by the people being led.

Loneliness

Leadership is naturally lonely. Every leader I know struggles with it at some level. If it’s not addressed, however, especially during extremely high stress periods, the leader will head towards crash and burn territory. Leaders should seek out other leaders, take risks on trusting a few people, and ask for help before it’s too late.

Boredom

I have often said boredom is one of the leading causes of marital failure. It’s true in leadership also. Leadership is about going somewhere. When things get routine for too long, the best leaders will get bored – and boredom can be dangerous. Leaders who last for the long haul are always seeking new opportunities for growth and development.

Success

Just as failure can hurt a leader, so can success. If not kept in check, success can lead to complacency. A leader can begin to think it will always be this way and eventually start taking success for granted. Disaster! These leaders are soon fighting for the success “fix” again – and often make tremendous errors in the process. Great leaders are always cognizant the success today isn’t guaranteed tomorrow – so they keep working on developing themselves, their team, and the organization.

Elitism

When a leader becomes “too good” for the people trying to follow – they stop serving a team and start managing people chasing a paycheck. They quit finding willing followers and are only surrounded by employees. Leaders, especially today, have to be authentic, real, and believable. There are always people on a team who believe they could do a better job than the leader – and, the reason they feel this way is because it’s probably true in some situations where they have more expertise. Teams are developed by mutual respect and appreciation. Great leaders never see themselves better than the people they are trying to lead. In fact, the best leaders I know purposefully surround themselves with smarter people.

What other pitfalls have you seen in leadership?

8 Characteristics of People Who Don’t Fit Well on a Team

Army Boots Stand Out in a Crowd

Have you ever heard the phrase “odd person out”?

It means you don’t fit. You don’t measure up for some reason. You are excluded. Being odd person out can hurt if for some unfair reason one is descriminated against.  

While I certainly can’t claim discrimination the way many people understand the term, I’ve been odd man out numerous times. I’ve been there because I’m pastor at times. People assume I can’t also be fun – or I would judge their activities – so there are many social events I don’t get invited to attend. I remember feeling this way as the only person from a single-parent home among my friends in high school. 

We’ve all been excluded at some point in life for some reason. 

It’s a bad thing to be “odd person out” by no choice of your own, but some people actually place themselves in the position by the decisions they make and the way they respond to others. It happens all the time in team dynamics.

Some people seem to choose to be ” odd person out”. The choices they make cause them not to fit well on a particular team.

I’ve led or worked with many teams and whether there are a few people or many on who make up the team, there can often be one who chooses to be “odd person out”. And, in fairness, it may or may not be a conscious decision they’ve made – they simply don’t fit well with the rest of the team, but they got there by some of their own decisions.

If unaddressed it can be dangerous for organizational health. Trying to build consensus or form team spirit becomes more difficult. Morale is infected by the intentional “odd person out”. Spotting this as the problem early can avoid further issues down the road.

In this post, I’ll address some ways this occurs or symptoms of the issue. I’m writing from the perspective of the one who doesn’t fit well on the team. 

Here are 8 ways to be the “odd person out” on a team:

Be resistant to every change – Whenever a new idea is presented, always be the first to say it won’t work. You don’t have to have a reason. Just oppose it.

Always be negative – about everything – See the glass half-empty. Always. There’s nothing good about this place – leader – idea – day – life.

Always have an excuse – It’s not your fault. It’s someone else’s fault. Always.

Never have the solution – It’s your job to point out problems, not to help solve them. In fact, you don’t care to build – you’re here to tear down. And, you intend to do your job well.

Hold opinions until after something isn’t working well – Make sure everyone knows you were opposed to the idea from the start. You can clearly see how things should have been done. And, you make sure everyone knows. 

Talk behind people’s back – Rather than going to the source – it stirs more drama if you talk about someone rather than to someone. Of course,  you talk behind the leader’s back too, though your usually extremely pleasant in their presence. 

Refuse to participate in any team social activities – Who needs them, right? Why would you want to hang out with people you work with? You might get to know them – and they might get to know you. 

Don’t buy into the vision – And, actually, this translates into working against the vision. You may even have a vision of your own. 

Of course, these are written with a hint of sarcasm, but these people distance themselves from others on the team by the way they respond on the team. Have you ever worked with anyone like this?

As you read the list, do you spot the “odd person out” on your team?

It should be noted, this doesn’t mean these are bad people. Many times, I’ve learned, these people were injured in some way previously. It could have been on the job or in their personal life. They may have been passed over for a promotion or they began to feel taken advantage of in some way. They may have social disorders which need to be addressed. They may just really be negative about their own life and bring this attitude into their professional life. Often, understanding why they feel as they do can help address their performance on the team. 

I should also note, I’m not advocating always agreeing with a team. It’s okay to have different opinions, challenge the system – and even the leader. Differing viewpoints help make us all better. The key is to do so in a spirit of cooperation, not a spirit of disruption. You don’t have to be the odd person out – even if you’re different from everyone else. In fact, don’t be.

What characteristics would you add of a person who purposefully doesn’t fit on a team?

A Reminder About Future-Tense Versus Present-Tense Thinking as a Leader

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The larger role of responsibility or the higher position you hold in an organization, the more you must discipline and free yourself for future-tense thinking.

I remember explaining this concept to a senior pastor. His church had stalled. As I learned more about the church, it wasn’t surprising to me. They were doing things the same way they’ve done them for many years. Nothing had changed. The pastor was busy – some would say too busy – but, in my observation, while he was working hard, he was not working smart.

The real problem? From my perspective this leader was so caught up in putting out current fires, he didn’t have time – or hadn’t taken time – to plan for new and better fire extinguishers. He was not thinking “What’s next?” for the church. He was drowning in present-tense issues. And, because no one else with think future-tense if the leader doesn’t, nothing is being planned to be done differently in the future. More of the same will never produce change.

I took a minute to draw the diagram above on a dry erase board. The four quadrants represent the amount of time given to either future-tense or present-tense thinking. The ratios aren’t important, but what is important is understanding the concept. Notice the amount given to future-tense gets larger as the level of responsibility increases. The more the organization looks to you for leadership, the more you must be thinking future-tense.

Think of it this way. The now when you started reading this post is now the then. If you aren’t thinking forward, you’re always thinking behind.

Some will ask in this diagram about “past thinking”. It is important to consider where the organization has been, but thinking about the past should be part of reviewing for improvement and growth in the future. I review our history continually, but only so we can celebrate and build from it towards a brighter future.

Have you seen an organization stall because the leader stalls?

If this is your situations, let me suggest you read 7 Ways I Keep Looking Forward as a Leader.

7 Thoughts on Managing Conflict as a Leader

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As a leader, there are many times I feel like the mediator between opposing viewpoints. I’m steering our team towards a common, shared vision, but there are a myriad of opinions in how we accomplish the vision. This sometimes causes conflict.

Conflict is many times seen as a sign of unhealthiness on the team. I’ve learned, however, not to be afraid of conflict on a team. In fact, I think it can be healthy for the team if handled correctly. It keeps tension from building unnecessarily, simply because emotions and opinions were hidden rather than addressed. It brings new ideas to the table and welcomes input from everyone. When conflict is ignored or stifled, it makes people feel devalued and controlled.

What I’ve also learned – some through painful experience – is the way I handle conflict when it develops will go a long way towards allowing the disagreement to work for the overall good of the team.

Part of the leader’s job is to learn to better manage conflict rather than attempting to kill them.

Here are 7 thoughts for leaders managing conflict on a team:

Interfere sparingly – I try not to take sides in conflict anymore than I have to, even when I have my own opinion. If the conflict isn’t a vision issue, and it seems to be resolving on it’s own, I’ve found it is best if I allow the process to take it’s course. When the leader gets involved in conflict it takes on a new life – often unnecessarily.

Listen carefully – When I do get involved, it is vital all sides of the conflict feel heard. I have to listen to all opinions and attempt to understand their real concerns. Normally there are valid points with every opinion. It’s also important I hear not only what is said, but also what is unspoken. This requires asking questions, getting to know the members of my team (most of this happens before conflict originates), and not assuming I know what people are thinking simply by what they say. Understanding the basis of conflict and the opposing viewpoints is critical to understanding the conflict.

Communicate openly – During times of conflict, it’s even more important communication be clear and consistent. Many times, conflict is simply due to a lack of clarity or miscommunication. Information often makes conflict easier to resolve. As leader, part of my responsibility is making sure the team communicates effectively, openly and honestly.

Discern the deeper issues – Conflict develops for a number of reasons – not all of them good. Beyond miscommunication, conflict also develops over power struggles, weak leadership, or simply personality differences. Discerning the nature of the conflict and if there is a root issue (often unspoken or undefined) helps me avoid trying to solve the perceived conflict, when the real issue is something completely different.

Monitor the impact – As I said, conflict in and of itself is not bad, but part of my job is making sure conflict on a team doesn’t begin to harm rather than promote health of the team and it’s members. When individuals begin to attack each other personally, act in anger, form sides within the team, or distract from progress, it’s time for the leader to interfere.

Protect the Vision – Ultimately, my job as a leader is to maintain the integrity of the vision. Conflict can enhance or interfere with attaining the vision. My job is to continually direct the team’s attention back to our purpose. I have found, also through experience, the more aligned we are around a shared, common vision, the less we conflict and the more healthy the team operates together. We can even overlook minor disagreements, because we are energized towards the overall objective.

Don’t be afraid of conflict on a team. Good leaders learn to manage it for the eventual good of the team.

A Leadership Pet Peeve About The People Doing the Work

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I must admit I have a good number of pet peeves in leadership. Leadership is hard. But, there are some principals in leadership, which simply need to be adhered to for good leadership.

Let me share a story as an illustration of one of my pet peeves.

Years ago, I had a boss tell me who to place on my team. He told me how to conduct sales meetings with my department. He told me what each person’s assignments would be. And, he told me how to conduct the meeting – going as far as to write out my agenda.

He wasn’t going to be at the meeting. He didn’t actually know the people on my team. He was holding me accountable for results in sales, but yet he continually gave me the script for how to do my job. I had to turn in reports, which indicated I had followed his agenda.

I hated it. I felt so controlled. My team, with whom I was very open and honest, were frustrated. And, when I could, I secretly altered things and scripted my own way. Maybe it was rebellion – okay, it was rebellion, but, I never thought he was practicing good leadership. And, I experienced direct results in employee morale.

Here’s the pet peeve, which developed from this experience.

If you aren’t going to be doing the actual work, don’t script how it’s done.

As a leader, you can share what you want accomplished. That’s vision-casting.

You can set reasonable boundaries. This actually helps fuel creativity.

You can share your thoughts and ideas. It’s helpful. You probably have good ones.

You can monitor progress. This is your responsibility.

You can even hold people accountable for progress. It ensures completion.

But the people who are actually doing the work

The ones carrying out the plans – Getting their hands dirty –

Should determine how the actual work gets completed.

There, I feel better.

Any questions?

The Tension Between Being Available and Being Accessible as a Leader

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The larger the church gets, or the more leadership responsibility God calls me to, the greater the tension I feel between being available and being accessible.

Leader, have you ever felt this tension?

And, I’ve learned to be effective, to protect my family and to avoid burnout I can’t always do both.

Truth be, there are too many demands on my time to always be available. Sometimes there are more requests for my time than hours in the day. Sunday is always coming. I receive dozens – some days hundreds – of emails, texts and phone calls, every single day.

I can’t always be available.

  • I must make the most effective use of my limited time.
  • I may not be the best person to meet with everyone.
  • I must spend time investing in the staff with whom I work.
  • I need to reserve ample time for Bible study, prayer, and sermon preparation.
  • I may sometimes need to refer people to someone who is more available at the time.

Some weeks, just being honest, sadly, I end up saying “No” more than I get to say “Yes”.

If time were limitless – I’d rather always be available. As with most leaders, it’s easier for me to say yes than it is to say no. I’m always more popular when I do.

But, popular isn’t a good goal. It’s seldom an effective goal.

I can’t always be available, but this shouldn’t mean I’m unreachable.

I try to always be accessible.

  • I genuinely want people to be served and to serve people.
  • I can easily be found online. (I don’t hide my contact information.)
  • I respond to all emails and return phone calls in a reasonable time – hopefully by the end of each day.
  • I hold responsiveness as a huge personal value and lead our team to do likewise.
  • I always try to help people get the help or answer they need.

I realize even this doesn’t make everyone happy. Some want me always available – to them. But, the goal of leadership is not to make everyone happy – it’s to lead people to a better reality than today. To do this, I must make effective use of my time.

I share this because there are so many pastors facing real burnout. They are struggling with effectiveness. Their family life is suffering. All because they tried to always be available, when all they needed to be was accessible.

(By the way, the church leaders in Acts 6 understood this tension. Read it again to see how they responded.)

Pastor – leader – the tension is real. But, realize you can be accessible even if you’re not always available.

Pastors, do you ever feel the tension between being accessible and being available?