7 Ways to Lose Favor with Senior Leadership

I can be pretty hard on senior leadership. Having been in such a position for over 25 years, I know the bad side of senior leadership. I’ve witnessed it and, in full candor, I’ve been it.

My goal is always to improve senior leadership for all of us, which has been a chief goal of this blog. When I’m coaching other leaders, predominately I’m coaching senior leadership.

But, what about those who are supporting senior leadership?

Any good senior leader knows he or she is nothing without the people on their team. Without people to lead there is no need for leadership. And, a huge part of good leadership is having confidence in the people on is trying to lead.

So, a good leadership question might be: What causes senior leadership to lose confidence in people they are trying to lead?

How do you lose favor with senior leadership?

Here are 7 common ways I have observed in my own leadership:

Give half-hearted devotion to the vision.

Speaking for someone in senior leadership, who feels the weight of completing the vision before us, there’s little time to waste on people who don’t share the same vision. It’s one thing not to understand it, to have questions about it, or need development. Everyone has bad days and bad seasons, but, it’s a completely different story when the person has lost passion – or never had passion – for the vision. Especially when they demonstrate it by their work.

Sometimes the best thing for the rest of the team – and the person – is for them to find a vision they can support. These are tough decisions leaders often have to encourage.

Work for a competing vision.

This one is slightly different. In the previous one, the person has lost heart. This person has plenty of heart – but, for a completely different vision. Any team will crumble under competing visions. When a team member starts competing, it’s hard to maintain the support of senior leadership.

Eventually, competing visions cause others on the team to choose sides. The division results in ineffectiveness and poor morale. Again, hard decisions may have to be made.

Always bringing surprises.

As a senior leader, there’s a surprise everyday. Something is always coming we didn’t see coming. It’s part of the job – and honestly – it keeps most leader-types energized, even when the surprise presents a new challenge. But, because they are so frequent, a healthy team helps limit them.

If someone on the team, for example, knows there is a problem brewing, and doesn’t share it with senior leadership in a timely manner, there is the potential for a bigger, more complicated challenge. It might have been avoided with prior information.

Whether in the person’s area of work or in their personal life, if there are frequent “surprises” the senior leader begins to lose confidence in the team member. The key here is good team members practice good communication. It’s paramount to a healthy team. It’s much easier to address an issue with advance knowledge. We can get through almost anything if we handle it together.

Never learning from mistakes.

Everyone makes mistakes. Good leaders actually expect them as a part of the development process. It’s easy to lose the confidence of senior leadership, however, when mistakes made never produce improvement – or when there is an attitude of indifference towards them.

Failing to follow through.

Work has to be done. And, every great idea is just an idea until someone follows through with a plan of accomplishment. This is what separates great teams from mediocre teams. When team members never complete the tasks assigned, they lose the confidence of senior leadership.

(This one deserves a sidebar. If there are more tasks assigned than possible to complete, there could be a problem on the senior leaders side. This is another post, but sometimes you have to “lead up” to help senior leadership understand this, but make sure the problem is too many tasks and not a need to develop as a task master. Make sure you’re doing all you can to get better at time-management, for example.)

Causing your loyalty or respect to be questioned.

This one will raise eyebrows, but it’s true. Obviously, this requires a vision worth following, but loyalty towards senior leadership is necessary to complete the vision. I posted recently on some of my most repeated leadership nuggets. One of them is “Don’t trip over your own humility”. Basically, I described it as don’t refuse to do the right thing because it seems self-serving. And, this is certainly the case when you expect loyalty of followers. But, mutual loyalty and respect – from leaders and team members – is necessary to carry a team forward in a healthy way.

Say one thing. Do another.

There’s no place where letting our “yes be yes and our no be no” is more important than on a healthy team. And, every good leader knows this. People-pleasers don’t earn respect on a team once they are exposed. And, yes, this does start with senior leadership, but it must be carried through at every level of the team.

These are meant to be helpful. I work with a lot of ministry leaders who report to a senior pastor. I have never met one who didn’t want the support of the senior pastor, even if they didn’t necessarily agree with everything the pastor did. They want to be supported. When you’ve supposedly bought into the senior leadership, you want to be a team player, this is simply a gut honest look at some common ways to lose their support.

And, the same goes for senior leadership. We want people we can support, believe in, and want to work with on our team. And, every senior leader I know is trying to build such a team.

Granted, some are better at this than others. And, frankly, there are lots of senior leaders who aren’t worthy of much of the items on this list. They are difficult to follow, because they are difficult to trust. They may be incompetent, lack drive and be very controlling. Those are subjects of other posts – subjects I write about frequently. I realize if you’re in one of these situations there may be a natural push-back to a post like this. This post assumes at some point you believed in the senior leadership.

(And, if not, this too is a subject of another post, but maybe this post serves as another reminder to you it’s time for a change.)

Senior leaders, anything else you would add?

7 Indicators It’s Time for Change in Organizational Structure

I’ve been a leader in an almost 200 year old company and a new business. I’ve led in a church plant and now in an over 100 years old established church. One thing I’ve learned is there are many similarities in organizations – especially when it comes to the need for changing structure.

Healthy organizations maintain an unchanging vision long-term. One way they do so is with a willingness to change their organizational structure as needed.

When it comes to organizational structure not everything needs changing. If the structure works. Keep it. It’s comfortable. People understand it. Progress is happening.

But progress is happening is important. So is effectiveness and efficiency.

In my current context of the church, I’m always reminded how important our vision is and how people sacrifice personally to fund it. If the organizational structure is impeding the accomplishment of the vision (mission) it is prudent we make changes. Anything less is failing to be good stewards of what we’ve been entrusted and called to do.

There are times to change. It’s important leaders realize those times.

How do you know when organizational structural change is needed?

Here are 7 considerations to discern it is time:

When you continually encounter obstacles trying to move forward.

If every decision you are trying to make hits roadblocks or dead ends, it may be time to build a new road – or at least repair the potholes. When it takes layers of people and weeks or months to make a decision it may be time to change the structure of how decisions are made. People may need to be empowered more. Rules may need to be eliminated or rewritten.

When the steps to make the change is more exhausting than the value the change provides.

Change should be exhilarating. Change brings momentum. When the process to get there is so long or difficult it wears you out and you’ve got no excitement left – it may be time for some structure change.

When you can no longer attract leaders.

When people are controlled more than empowered you will attract doers but you won’t attract visionary leaders. Creative leadership will die, because genuine leaders rebel against controlling environments.

When you spend more time discussing than doing.

Granted we need to meet about some things. We need to plan, strategize and organize. I suggest we have better meetings, but even more we need action. Our visions are hungry for progress towards them. Meetings should create action. The best structures help you get busy doing not attending yet another meeting. When people feel drained by meetings it probably means you need some change in how, when and why you meet.

When the structure you have now isn’t sustainable long term.

Structure based upon people, for example, rather than progress, will eventually need changing as people change. Ask yourself will this structure work 10 years from now? If not, the time to change is now.

A perfect example of this is in my current established church context. We recognized our system of business meetings was not sustainable. Younger generations weren’t coming. As an older generation slowly grows smaller there were fewer people making decisions for the church, and some of those didn’t want change of any kind. We went from monthly meetings where 2% of the Sunday crowd attended to quarterly meetings (and we improved the quality of the meetings) where some 20% attend.

When all creativity is structured out of the system.

Sometimes the process can become so clearly defined nothing new is needed. There is no room for different ideas or opinions. No one needs them anymore. Every question is answered. When people fall into routines, they get bored, and complacency becomes the norm. Development stops. It’s time for some structural change which allows more freedom and creative expression.

One example where we’ve done this is empowering our staff to create their own goals and objectives. We let new people write their own job descriptions. We sign-off on what they say they want to accmplish – to make sure it lines up with overall goals – and we hold people accountable by what they say they wanted to accomplish.

When there is no longer any confusion.

This one can be harder to understand. Most peopel tend to like clarity. The problem is if everything is so carefully scripted the organization has probably become stale. It may be time for some structure change. Some of the best discoveries are found amidst chaos. I love what Andy Stanley says about “a tension to be managed, not a problem to be solved”. Good organizations have some of those.

We recently decided to take one of our largest events of the year and break it down into dozens of smaller events. Our goal was to take the energy invested in a big event and hopefully spread the energy throughout our church to better live our vision of getting more people involved. There were a lot of unanswered questions. It’s harder to manage many events than it is one. We certainly made some mistakes and learned from them, but the unanimous decision afterward is it was a good change.

Those are some of my thoughts based on experience.

Does your organization need to make some changes?

The Most Successful Organizations Empower People to Think

Without worrying about the rules...

Several years ago I had problems with my cable service. I made numerous phone calls and several trips to the company; all in an attempt to correct the problem while politely obeying what I was told to do. I realize as a pastor my community reputation is on the line and so I try to be extremely respectful in dealings with the public – even when I’m frustrated. (Actually, I am reminded it’s Biblical to guard the tongue.)

And, I was frustrated. This adventure went on for weeks with each phone call and visit ending with no solution to my problem. I was simply given another step I needed to make. One more phone call. One more visit. No solutions. 

And, yet, the most frustrating part of all – each unresolved phone call and visit ended the same way – with the service person who had not yet solved my problem, and had actually prolonged it, asking me the same question. “Is there anything else I can help you with today?”

It soon became obvious the company policy required them to ask this question at the conclusion of every service encounter. I get it. Give them a script. Help ensure uniform customer service. 

As I reflected on each conversation, however, it was apparent the customer service people had not freedom of what to say in their responses. They were trained what to say for certain situations, but couldn’t alter how they ended the conversation. How was I supposed to answer this standard closing question?

I hadn’t received any help. NONE. 

In fact, it seem I was being delayed from getting help. How could they help me with “anything else” when they hadn’t help me with anything?

I realize without some scripting most employees wouldn’t have a clue what to say, but instead of making me feel better about my situation, it only incited a negative emotion. (Which I tried – successfully for the most part – to control.)

This was a minor incident, and honestly not a deal in the story of my life, but it reminded me of an important organizational principle.

The most successful organizations empower employees the freedom to think for themselves.

They allow individuals to make the best decision – say the right things – at the moment for the setting they are in, realizing the best person to make a decision or determine what to say is the one having the conversation with the customer. In my situation, it may have been better to say something such as, “I’m sorry I couldn’t help you this time. We will continue to work to resolve your problem.”

Instead, I was recited a standard, pre-written line from a company handbook which really didn’t even apply to my situation. 

If a leader wants his or her team to make the best decisions, train them in vision, mission, overall philosophy. Teach them good customer service skills and how to ask the right questions to determine the real problem. Help them understand how to gauge customer attitudes and emotions. Then give them the right to think for themselves!

I have heard the motto of Nordstroms Department Store is to instruct employees to always make a decision which favors the customer before the company. They are never criticized for doing too much for a customer – they are more likely criticized for doing too little. Love it. 

When a person has the authority to alter the script, they are more likely to provide a positive experience for the customer.

By the way, I believe this is an important principle in the church as well. Our goal should be to help volunteers understand the vision, basic teachings and philosophies of the church – then empower them think!

Do you want to know how my cable situation was resolved? Do you like the “end of the story”?

I finally got in touch with an employee from the company I knew personally. I asked him what he would try if it were his house. He gave me a suggestion to try for myself. We went with this and the trouble was solved – in a matter of a few minutes. (And, since it was a conversation among friends, he didn’t even ask me if he could help me with anything else.) 

Leaders, does your team feel freedom to make the best decision at the time? Have you freed your people to think?

7 Non-Negotiable Values for Teams I Lead

Leader, what do you look for when you bring a person on to your team?

More importantly perhaps, what expectations do you have for people who serve on your team?

Over the years, both of these questions have been important for me to answer. I think it’s valuable to know yourself well enough you understand the qualities in people with whom you work best. You don’t want everyone to be like you – in fact, you need people who balance you as a leader. Here I’m not talking about personality traits, opinions or ways a person prefers to complete a job. These aren’t skills. These are values – the principles we use to interact with one another on a team on a regular basis. 

Several years ago I took time to put together my own list of non-negotiables. I know the title may seem offensive – non-negotiables. Sounds harsh. But, I don’t mean it to me. It’s simply I have learned these are characteristics I almost have to have in people if we are going to work well together long-term. 

I would assume a few of these, maybe even most of them, might be non-negotiables on any healthy team. Some of them are things we may have to instill in people over time, but I’ve learned my leadership well enough to know that I’ll struggle with a team member who doesn’t equally value – or at least strive to display – each of these.

Here are 7 non negotiable values for a team I lead:

Responsiveness

It is a personal value, maybe even a pet peeve of mine, but I believe it is imperative to respond to people in a timely manner. Of course, this is a subjective value of what timely means, but it’s one the entire team soon recognizes – and not with good results – if it is absent. 

As an example, a person doesn’t have to return emails the same day (which is what I personally prefer to do), but they should return emails. When I hear from someone in our church, “I’ve sent several emails, but they never responded to me”, that’s a problem. People deserve an answer even if the answer is “I don’t know” or “I’ll have to get someone else to answer you.” 

Honesty and Openness

Teams are built on trust. You can’t have trust without honesty. And, therefore, in my opinion, without honesty it’s just a group of people, but not a team. It’s been said honesty isn’t saying everything you think. It’s being honest in everything you say. I agree with this. We can work through almost any issue if we approach it honestly. 

The fact is, I don’t like hidden issues or supressed opinions. If you feel strongly about it – if its bothering you greatly – let’s talk about it. Here’s why: Drama destroys a team and gossip is a sign of immaturity. And, frankly, I’ve got little time for either of them. If it’s important to you or the team, let’s talk about it. Let’s certainly not talk about it behind each other’s back. 

Respect

Another personal value for me is mutual respect on the team. Everyon, regardless of position, deserves respect. When making a hiring decision, because I try to find leaders, I ask myself if I would respect the person enough to follow them as my leader. If I wouldn’t, it will be hard for me to respect them as a team member. Consequently, I hope they wouldn’t join our team unless they believe they could respect my leadership. I want to respect people I lead and, therefore, I believe it’s only fair they want to respect me.

Resolved Conflict

Unresolved conflict is a cancer to the health of any team. When two people have an issue between them and they don’t work to resolve it, people begin to choose sides, grudges are developed, and a timebomb starts clicking. Passive aggression drives me nuts! Just as any family needs to do, healthy teams address issues of concern between people, they work towards resolution if possible and an attempt at mutual understanding and collaboration if not. Healthy team members extend grace and forgiveness freely to others on the team. We go home at the end of the day and start the next day at peace with one another. 

Work ethic

This one is pretty simple. To the best of your ability, realizing the best plans sometimes fail, do what you say you will do when you said you will do it. I extend lots of grace in leadership. We all make mistakes and we learn from them, but a value of mine is each person does their best efforts and pulls their share of the load. It’s one reason I need clear goals and objectives for myself and everyone on our team. Ambiguity in what’s expected leads to frustration for all of us. I protect my family time and try to create an environment which allows this to be a value for everyone on the team, but when we know where we are going and who is responsible for what – when we are at work – let’s get it done. Our mission is too important to do otherwise. 

Limited need for oversight

I can’t stand micro-management. I don’t want to do it nor do I want it done to me. I believe in setting some goals, assigning tasks, and celebrating at the finish line. I’ll even come back and hold your hand across the line if needed, but if you don’t ask, I assume you’re still running on your own. Yes, this is frustrating for some people at times who need lots of detailed directions, and we have to work through the frustration, but one of the previous values is honesty and openness. Ask if you don’t know or understand and tell me when I’m moving too fast. I take a big picture look at everything. I want to be generally aware and interested in all we are doing as a team. I try to ask lots of questions, but don’t surprised if I am not as clued in to the details of your job as I am to mine. I’m trusting you with those. 

Participation

A personal value for me is everyone on the team feel they play a vital role in completing our vision. (I even think it’s Biblical.) We provide ownership of responsibilities, regardless of titles. I don’t want anyone sitting on the bench on a team I lead. There are plenty of innings ahead – let’s play ball. In fact, if I feel someone is hiding out in the dugout, afraid to get up to bat, I’m probably going to help them find a better position – and more coaching if needed.

So what do you think? Fair? Harsh? Reasonable? As I said at the beginning of this post, I’ve simply learned these are necessary for me in leading a team. When these are in place, most people find I’m pretty easy going, and would hopefully say I am supportive of their work. This is certainly my goal. 

Leader, have you thought through the values important for teams you lead?

I believe it will help you be a better leader, help you find people you can better work with to add to your team, and reduce frustration for everyone if they know what it takes in your eyes to create a healthy team. 

The Difference in Popularity and Trust in Leading People

It's important to know...

In leadership, its important to know the difference in popularity and trust.

I’ve seen leaders – whether pastors, politicians or in business – try to take people places, even worthy places, and believe people would follow because they are popular as a leader.

Yet people didn’t follow – because the leader hadn’t developed enough trust in the people he or she was trying to lead.

Misunderstanding this one principle can dramatically damage a leader’s performance. (This is especially true for newer leaders.)

Many leaders assume they are trusted because they are popular, but many times this is not the case. The leader may be very popular – people genuinely like the person – but this doesn’t always translate into trust. People follow closest those they trust the most.

Popularity has some importance in leadership. It is easier to follow a leader we like personally. But, popularity may be seasonal and temporary. Popularity can be altered by current successes or disappointments. Popularity can cause followers to cheer or jeer, because whether it is good or bad, popularity is mostly built on people’s emotions.

Trust is what is needed for the biggest moments in leadership. Major changes involve trust. Times of uncertainty need established trust in leadership. Long-term success requires trust.

And, trust must be earned. Trust develops with time and experience. Trust invokes a deeper level of loyalty and commitment which helps people weather the storms of life together. Trust develops roots in a relationship which grow far deeper than popularity ever could.

Leader, know the difference between popularity and trust and don’t confuse the two.

Here is something else to know. Popularity often disguises itself as trust when people appear to be agreeing with you. And it may fool you into thinking you can do anything, because you are, after all, popular. But, if you are not careful, you will cross a line of people’s level of trust and see a backlash towards your leadership.

It will make you a more effective leader – especially when it comes to leading change – when you can begin to discern when you are simply popular and when you are truly trusted.

How to Stop Being a People Pleasing Pastor or Leader

Answer to a reader's email...

After a post about people-pleasing, I received the following email:

Ron,

Have just finished your blog post “7 Casualties of a People Pleaser in Leadership“. I recognize I am a People Pleaser Pastor. How do I turn the tide on this? How do I stop? I am seeing tension mounting on the team. There is frustration on our staff and it is even spilling over to our spouses, and my vision has hit a brick wall. I really want to move away from this but I am finding it most difficult.

Signed,

One frustrated pastor

Here was my reply:

Frustrated Pastor,

I’m impressed with your boldness and honesty.

Here are a few thoughts to get you started:

Get firm again on the vision you are trying to accomplish

It appears you have one, but people pleasing must be more important to you than accomplishing this vision. Not trying to sound harsh, but that’s the reality. We tend to do what we value most. You must begin to value the vision more than making people happy. Make sure your vision is God-honoring and God-ordained – which I’m confident it is. When you are leading a church, obviously you want to do the will of God. He gives us latitude I believe, but we want to make sure whatever we do honors Him and gives Him glory. Be confident of this.

The vision is what should hold your feet to the fire. If it detracts or doesn’t line up with the vision God has given you, you shouldn’t be as enthusiastic about it – regardless of who brings it to you. This doesn’t mean you can’t say yes to other things, but you can clearly say, “I’m sorry, but right now I’m chasing this vision God has given me.” Imagine the pressure Moses was under as a leader to please the people, but he had to hold to the vision God had given him and not cave to the pressure to always please people.

Get buy in with a team towards reaching the vision

You need a team around you committed to the same defined vision you have. Be careful who you surround yourself with here. Make sure they are people who are not self-serving, can see a bigger picture, and will protect your back should the need arise. We all need people who can and will back us up when we are tempted to give in and be a people pleaser.

When you recruit them, make sure they understand the vision and are committed to seeing it to completion. Be honest with your propensity to cave to pressure from others. Share with them your desire to complete the vision and given them permission to speak into your life when they see you pleasing people more than accomplishing the vision.

Assign responsibility and timelines

Give people real responsibility towards accomplishing the vision and measurable timelines toward achievement. This is hard for some pastors, but you have to release responsibility for decisions made. This process is vital, because it keeps tasks moving forward and therefore makes it easier and more palatable when you have to say no to other things. It’s hard to argue with success.

I often find it’s sometimes easier for someone closer to a task to say no to something new. For example, if a group wants us to start a new mission somewhere outside our focus area, the people who currently lead our mission efforts are often better at protecting the vision we’ve already set in place than I am. If I let those who lead in a specific area of ministry help make the decisions in their area, we will protect the vision more often.

Allow these same people to hold you accountable to sticking to these determined goals and objectives. You will be less likely to cave to people pressure if you know things are on track to reach the vision. I give people on my team the right to tell me when I’m veering from the vision we have before us.

Discipline yourself

The reality is, if you recognize people pleasing is a weakness in your leadership, you’ll have to discipline yourself away from it. This will take time. It probably has been a weakness for a while now, so don’t expect it to disappear immediately. When you sense you are making a decision purely to please others, give yourself a gut check. Put it in your schema. Tie a string around your finger if needed, but by practice and consistency, recall the bigger picture.

When needed, call in the trusted advisors again. Renew the passion for the vision again. Slowly, over time, you’ll find yourself better able to say no when needed so you can better realize the vision God has placed on your heart.

Those are my initial suggestions. I’m praying for you frustrated pastor, but I’m believing you can do it. God has called you to it. He will equip you accordingly as you surrender to His will.

Ron

Ever been a people pleaser? What suggestions do you have?

A Meeting No Leader Likes to Have, But Should Always Consider

A very successful business mentor of mine once gave me a vital tip about a necessary meeting all leaders should consider. Unfortunately, I have had to use his advice several times.

You don’t ever want to have this meeting. You certainly don’t want to have it very often.

But, having this meeting could avoid you having other even harder meetings than this one. And, it could turn out to be a blessing for everyone.

It’s called “The Meeting Before the Last Meeting”.

It’s a meeting you have when –

Someone who is not performing well on the team.

You’ve warned them numerous times.

They have exhausted their chances with you or with the team.

You’re at the point where you believe it would be better for them to leave the organization.

Before you release them (which is one of the hardest things a leader has to do)…

Have one more meeting.

The meeting before the last meeting.

It’s a meeting where you give grace, a final chance, and clear guidance as far as what needs to improve and by what date you expect to see results.

But, here’s the whole reason you’re having the meeting.

You make it very clear this is the meeting before the last meeting.

The meeting after this meeting will not be fun for anyone.

It will be the last meeting – the very last one. The working relationship would be terminated at this point.

According to my friend, the meeting before the last meeting usually produces one of two results rather quickly.

A tremendous turnaround. And, you’ve secured a valuable team member.

Or a confirmation the last meeting is the right decision. Then it’s time to move.

A couple things should be noted. First, you don’t always need the meeting before the last meeting. There are times it is very clear what needs to be done. The person isn’t a good fit, they have lost all energy for the mission, or they have gone so far they can’t recover in their current position. The meeting before the last meeting is for those people you believe have capability within the organization if they would pull themselves together and perform to their full potential.

Second, you have to have the fortitude to follow through if there isn’t improvement in performance. There is only one meeting before the last meeting. This is the hard part of leading.

No leader enjoys replacing good people. With the right person, and handled carefully, this can actually be a very affirming meeting which produces tremendous results.

7 of the Most Dangerous Leadership Mindsets I’ve Observed

I’ve seen it so many times.

A leader could be doing everything else right and one flawed mindset can overshadow – jeopardize all the good leadership principles we know.

One constantly repeated action. One trait. One habit. One mindset.

And, sadly, many times it’s not even the person isn’t a good leader – it’s one mindset gets them off track. And, so I believe leaders should constantly be working on bad mindsets which keep them from being as successful as they can be.

Here are 7 of the most dangerous leadership mindsets I’ve observed.

In full disclosure, I’ve been guilty of some of these – sometimes for a season – sometimes until someone helped me discover I had a poor leadership mindset.

Allowing small details to overwhelm a view of the big picture.

There will always be details, which have to be handled, but the smaller a leader is forced to think, the less he or she can focus on the larger vision ahead. I can get bogged down in minutia which wastes my energy and drains me. Sometimes it’s a systems problem that requires too much of my time and sometimes its a failure to delegate. Interestingly, I have personally found, when I’m free from the responsibility of handling as many details, I’m more likely to notice the smaller things which greatly need my attention.

Seeing the glass as half-empty.

A negative leader will almost never be successful long-term, simply because people will not care to follow. Some people have this mindset all the time (and I don’t personally think leadership is their thing), but this mindset can also last for a season – especially when there are numerous setbacks around us either in our personal life or where we lead. It could also occur in times of fast change, when the complainers seem to outnumber those offering compliments. If we aren’t careful – we can let negative mindsets carry over into every other area of our life – and start to view our world this way. It’s very difficult to follow a negative-minded leader.

Not enjoying the journey.

Never taking time to celebrate will eventually derail good leadership. High achieving leaders can often fall into this trap. I get there at times and have to be reminded – either through personal discipline or when others speak into my life. I’m always seeing the next big opportunity ahead and striving for constant improvement. I can fail to recognize current success while continually searching for future potential. The problem is a constant forward push isn’t sustainable long-term. It burns people out, makes them feel under appreciated, and leads to a very low team morale. People need a break – they need a plateau where they can rest, catch their breath and celebrate the victory already achieved.

Expecting more from others than you’re personally willing to give.

I once worked with a leader who had high expectations for everyone – not only in quality of work, but also in how many hours they should be working. The problem was this leader didn’t appear to have high expectations for himself. He would work just enough to bark out a few orders, but then he was gone. And, because he was mostly an absentee leader, even if he was working when he wasn’t around (and I personally knew he was often working out of the office), no one believed he was. He created a perception of laziness. It was frustrating for everyone trying to follow. They felt used. People following a leader with this mindset mostly stay for a paycheck.

Assuming all the credit.

And, this is especially true if the leader’s mindset thinks he or she deserves it. There is no success on a team without the efforts of others. When a leader takes all the accolades or rewards for himself, the team becomes employees of a boss rather than followers of a leader. Work becomes a job, not a career. It could be simply in the language of the leader. If “I” did it – if it was all because of “me” – “they” may soon, even if in only in their motivation – let “me” do it on my own. Shared success is paramount for a leader’s long-term success.

Never shutting down.

You can’t do it. You can’t. You may think you can always be on – do everything – be everywhere – but, you can’t. Superman couldn’t. Jesus didn’t. Don’t try. (Someone reading this still thinks they can – okay – you’ve been warned.) And, I have to be honest, this is one of the hardest ones for me. It usually comes when I don’t discipline myself to say no, worry too much what people think – especially the ones who expect me to be everywhere or think I should know everything which happens in our church. Thankfully, I’ve matured enough I won’t let the season go long without an intentional shut-down. (And, for me, this usually involves me getting out of town. As a potential workaholic, there’s always something to do as long as I’m here.)

Isolating yourself from others.

The mindset which thinks a leader can’t let others too close to them is one of the most dangerous I’ve observed. Leadership can be a lonely job. But, it shouldn’t be the job of a loner. We need people. We need accountability. We need community and those who can speak into the dark places of our hearts and lives. And, I’ve seen with so many leadership failures – even with so many pastors. When we become islands to ourselves we are an invitation for the enemy’s attacks.

Those are a few dangerous leadership mindsets I’ve observed. Any you’d care to add?

Silence Can Be Deadly!

Especially when people are involved.

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

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

But, silence can also be deadly.

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

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

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

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

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

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

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

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

5 Ways to Increase Productivity

Hint: They involve you!

I see part of my role as a senior leader as a developer of other leaders. In church terms, as much as I am called to make disciples, I am called to disciple disciple-makers.

I take this role seriously. I am consistently thinking how I can encourage people around me to be better at what they do. Several years ago, with another staff, someone who once worked with me mentioned my intentionality in developing leaders on his blog. (Read his post HERE.) Thanks, Adam – miss you, buddy!

Here’s my theory on the subject.

Many leaders limit their capacity as a leader, because they try to do too much on their own. Rather than develop people, they control people. Rather than growing the organization, they only grow their personal workload. In the end, under this type scenario, everyone loses. The leader burns out, potential leaders are never developed, and the organization fails to be all it could be.

If you want to increase productivity as a leader, you have to think bigger than what you can do. In fact, I would say, you have to change your title roles.

To increase productivity and get better as a leader:

Change from being a manager of people to being a leader of people.

Don’t just manage current systems. Lead people to greater realities than they can imagine today. Don’t rule by policies. Free people to explore, create, and imagine. (And, in turn perhaps even make a ton of mistakes.)

Change from being a doer of tasks to being an encourager of doers.

Make it your ambition to encourage people everyday. Be a people builder. I find my best energies are spent away from my desk and in the halls or other offices. When I invest in others everything grows around me.

Change from being a list keeper to being a chief supporter of list keepers.

I love lists! I live by them. But, you can’t be a great senior leader and only manage your own. This would be the easy way – but the least productive way. Instead, you should help people develop their own lists – their dreams – the things they want to accomplish. Encourage. Empower. Celebrate.

Change from completer of tasks to being an investor in people who complete tasks.

Again, my best time is away from my desk. Like anyone I can get very tied to my desk, my email, and my own tasks. I have learned I can spend a little more time investing in people and the results return exponentially.

Change from being an implementer to being an enabler for people to implement.

The less “hands on” I am the more our team seems to get done. When I try to help I often get in the way. This doesn’t mean I do nothing. I often take orders from people on our team as to what I should do. It does mean, though, I try very hard not to get in their way.

These are not a play on words. They are intended to be a change in perspective. And, again, please understand, these are also not an excuse to do nothing. The attempt is working smarter. It’s making an intentional decision to develop others.

It boils down to believing in the purpose and power of delegating, learning how to delegate properly, and actually letting go. For more on delegating, see HERE and the related posts.

If you are struggling to complete all required of you as a leader, in my experience, it will almost always have more to do with how well you do in this area of your leadership. And, for those who are wondering, this is regardless of whether your team is paid or volunteer.