5 Dangers of Explosive Growth and What to Do About It

explosive growth

I have been blessed to witness what I consider extremely fast growth in several churches since entering full-time vocational ministry. In church planting and church revitalization we have seen hundreds come to faith in Christ or reconnect with the church creating churches which have grown faster than we could anticipate. It’s been an amazing journey — a miracle of God — filled with lots of excitement.

One thing I have learned along the way is growth impacts every ministry in the church. When explosive growth is occurring it is felt by every staff member — every stretched staff member.

I have also learned there are dangers with fast growth in any organization. The fact is growth can cover over a multitude of problems. Being aware of these is critical to sustaining health — and ultimately growth — in the future.

Here are 5 dangers of explosive growth:

Masks real problems – Growth gets the attention. Everyone is excited. Momentum is high. Problems within a team or organization won’t show up immediately — but they will eventually.

Leadership poor – Not “poor leadership”. Leadership poor. When the organization is growing fast, you can never seem to afford adequate staff or train volunteers quick enough. In time you jeopardize future success because there aren’t leaders to take you to the next level.

Inadequate Systems – When current systems do not support the rate of growth you often spend too much time playing catch-up to implement adequate systems. Eventually you can become distracted from the things which helped you grow.

People feel scattered/left behind – With the rate of growth, communication is more important than ever, but people are stretched — pulled in many different directions. This often producing holes in the communication process. People forget to communicate, they make too many assumptions or there just is more information than can be easily absorbed.

Reactive rather than proactive – In a fast growing organization, “just keeping up” will be a prevailing emotion among leadership. You’ll often find yourself “making it up as you go”. With the speed of life in the organization, there never seems to be time to get ahead of the growth curve.

Well, those are some of the problems with explosive growth — which only produces a question.

What can you do about it?

Be aware – Realize that everything may not be as seems. If momentum slows, the real problems will be revealed, but the sooner you can identify these areas of weakness the less damage it will cause in creating sustainable growth. Ask lots of questions. Stay grounded in your faith. Continue to work on team development — even though it seems you don’t have time.

Recruit – It’s even more important in fast growth situations you be constantly looking for new and developing leadership. There must be an intentional effort in every area to empower people and train volunteers for leadership positions. Again, you may not feel you can pick your head up from the “real work” to recruit — but you must. Make sure someone has this as one of their key roles on the team, but it should be the responsibility of everyone.

Systematize – As much as possible, you should add structure to the organization along the way. You may never catch up with growth, but as problems are discovered it will often be a systems problem. Again, the more ahead of this issue you can be the better. Continually think strategically of what is needed to ensure you can continue to grow at the current rate. This is another area it helps to have someone specifically designated — someone who is wired to think systematically — to specialize in this vital area.

Communicate – The faster you are growing the better your communication must become. Communication is always a struggle in any organization, but healthy organizations continually analyze their approach and attempt to improve. In stressful times, communication must receive even more attention.

Planning – It’s important, even during explosive growth — maybe especially — to discipline yourself enough to plan for the future. Leaders need to be visionary enough to look for what’s coming next and attempt to get some forward-thinking goals and objectives in place. In spite of the constant demand due to growth, leaders must take time away from doing the work to evaluate and ensure operations are improved to maintain growth and momentum.

Sometimes God brings supernatural growth and during those seasons leaders should be especially aware of potential dangers. (Can you imagine the first century church adding 3,000 to their numbers in a single day?)

Have you ever been in an organization with explosive growth? What would you add to my list?

12 Killers of Good Leadership

wrecking ball

I know numerous leaders with great potential. They have all the appearance of being a good leader. But they lack one thing — or two.

In my experience, some of this self-learned the hard way, there are a few killers of good leadership.

I decided to compile a list of some of the most potent killers I’ve observed. Any one of these can squelch good leadership. It’s like a wrecking ball of potential. If not addressed, they may even prove to be fatal.

It’s not that the person can’t continue to lead, but to grow as a leader — to be successful at a higher level or for the long-term — they must address these killers.

Here are 12 killers of good leadership:

Defensiveness – Good leaders don’t wear their feelings on their shoulders. They know other’s opinions matter and aren’t afraid to be challenged. They are confident enough to absorb the wounds intended to help them grow.

Jealousy – A good leader enjoys watching others on the team excel — even willing to help them.

Revenge – The leader that succeeds for the long-term must be forgiving; graceful — knowing that “getting even” only comes back to harm them and the organization.

Fearfulness – A good leader remains committed when no one else is and takes risks no one else will. Others will follow. It is what leaders do.

Favoritism – Good leaders don’t have favorites on the team. They reward for results not partiality.

Ungratefulness – Good leaders value people — genuinely — knowing they cannot attain success without others.

Small-mindedness – Good leaders think bigger than today. They are dreamers and idea people.

Pridefulness – Pride comes before the fall. Good leaders remain humbled by the position of authority entrusted to them.

Rigidity – There are some things to be rigid about, such as values and vision, but for most issues, the leader must be open to change. Good leaders are welcome new ideas, realizing that most everything can be improved.

Laziness – One can’t be a good leader and not be willing to work hard. In fact, the leader should be willing to be the hardest worker on the team.

Unresponsiveness – Good leaders don’t lead from behind closed doors. They are responsive to the needs and desires of those they attempt to lead. They respond to concerns and questions. They collaborate more than control. Leaders who close themselves off from those they lead will limit the places where others will follow.

Dishonesty – Since character counts highest, a good leader must be above reproach. When a leader fails, he or she must admit their mistake and work towards restoration.

A leader may struggle with one or more of these, but the goal should be to lead “killer-free”. Leader, be honest, which of these wrecking balls do you struggle with most?

What would you add to my list?

Can you think of any other killers of good leadership?

7 Statements Every Leader Needs To Use Often

Handshake - extraversio

Recently, I shared 7 questions every leader should use often. It also made me think there was a similar set of phrases leaders should consider using frequently. These are not questions, but statements.

One of the goals of a leader should be to encourage, strengthen and challenge a team to continually improve. Almost as a cheerleader rousing the crowd at a game, the leader uses his or her influence to bring out the best in others.

How do leaders do that?

One way is by the questions and statements we make as leaders. This post is an extension of that thought — this time some statements.

Here are 7 statements leaders should memorize and use often:

I believe in you.

Don’t say it if you don’t mean it. That’s not helpful. But, hopefully as a leader you are surrounding yourself with people in which you do believe. Tell them. Everyone needs to know this, but in my experience, this is even more important the newer the person is on the team.

You are an asset to this team.

Let them know they make a difference. One of the best ways to do this is by bragging on people when they do something well in front of the rest of the team. Even the most introverted person enjoys this kind of recognition.

I’ve got your back.

If you are an empowering leader — and you should be — then people are stepping out on their own, taking risks for the benefit of the organization. They need to know you support them — even when mistakes are made.

You did a great job.

If they did — tell them. Never miss an opportunity to give post-project encouragement. Celebrating wins encourages the team and more wins.

I want to help you reach your personal goals.

This could even mean the person would no longer be on your team if they did, but it protects their loyalty while they are and this type environment welcomes the highest caliber of leaders. They are willing to work with you because they know you won’t attempt to hold them back from their own goals — in fact, you will encourage them.

I respect you for _______.

Be specific. What is it that impresses you about this team member? What do they uniquely add to the team? Tell them. The power of this one is exponential.

I trust you.

This one requires more than words. You’ll have to prove it with your actions. But, when a team member feels trusted by the leader they are more willing to take risks. They will have more loyalty to the leader — trusting the leader in return. They will be more likely to overlook the days you aren’t leading quite as well.

You may not be able to use these phrases every day. You shouldn’t overuse them. They need to be genuine, heartfelt and honest. That may not even happen every week. But, as often as you can, slip a few of these into your memory bank and pull them out where appropriate. They will help you build a better team.

What phrases would you add?

5 Roadblocks of Good Leadership

Road closed

I was in a hurry to get to a meeting across town and the traffic was horrible. I decided to take a shortcut. I had been the new way only one other time, but remembered it well enough to believe it would be faster. I turned several streets to navigate through a subdivision, back on to a main road, and then through another subdivision. Just as I was about to get to the road I needed to be on the road was permanently closed to through traffic. It had apparently been closed for some time. Had I checked before attempting to go this direction, probably even long enough for Google maps to pick up on it. I essentially had to completely backtrack and get into the same traffic jam again. Only this time I was even twenty minutes later.

So, much for my shortcut.

It reminded me, however, of something I’ve observed in leadership. There are roadblocks in good leadership too.

I’ve witnessed many leaders, including myself at times, become distracted from leading as well as we should.

Many times it’s a natural occurrence. We aren’t feeling well physically or emotionally. Life struggles distract us and our attention to our work isn’t what we would want it to be. There is a problem with someone else on the team which must be dealt with before you can move forward. They are usually seasonal and mostly unavoidable distractions — roadblocks — every leader faces.

Everyone faces roadblocks.

It’s the roadblocks in leadership which we can avoid that tend to be most damaging. They detract from growth and destroy organizational health.If they aren’t addressed, it can set a leader back months, years, even an entire career.

As leaders, we must avoid these roadblocks as much as possible.

Here are 5 roadblocks to good leadership?

Abusing power rather than extending power

Some leaders try to control every outcome, but end up wasting the valuable talent of others on the team. They limit the team’s possibilities to those the leader is capable of personally producing. As long as a leader refuses to release authority to others there will be a roadblock in the way of the ultimate potential of the organization.

Making excuses for a weakness

These leaders never admit a fault or mistake — for themselves or the organization — even though everyone around them sees it. They hide flaws, pretend everything is “awesome”, and try to make you believe life couldn’t be better. The underlying problems of the team are never addressed or corrected. Strengths aren’t fully maximized because more energy goes to covering up places which aren’t wonderful.

Favoring popularity over progress

I’ve seen leaders who care more about people liking them than about achieving the goals of the organization. When this is the roadblock complacency and mediocrity become standards instead of excellence. Compromise is chosen over collaboration. Conflict is avoided and people will hear what they want to hear — but everyone is disappointed with the results.

Holding grudges instead of building bridges

I once worked with a leader who would never accept a challenge. Whenever he felt threatened he “blackballed” you into compliance or worked to get rid of you. These type leaders are diligent about protecting their image or reputation, so if you appear to question them they pit others on the team against you. They make it very difficult for people to know whether the leader is pleased with their efforts. Their style creates turf wars among team members as people scramble to meet the leader’s approval. Sides are chosen and the team’s abilities to effectively work together is limited.

Waiting for the perfect conditions rather than taking a risk

These leaders refuse to take steps of faith. They demand every detail be answered before a project is launched. They seldom place faith in other people because it’s too risky. This roadblock results in bored cultures and teams, slow or no growth, and eventual declines. The opportunity cost with this distraction is exponential.

I’m certain there are others. This list is only intended to get you thinking. Be honest, have you been a leader with one of these roadblocks? Again, we all throw up roadblocks at times in our leadership. We must attempt to eliminate those which cause the greatest disruption to progress. Discovering them and tearing them down may be a key to providing good leadership.

What roadblock would you add to my list?

7 Ways to Raise up Young Leaders

diverse group

I talk to pastors and leaders my age and older who want to see a new generation of leaders. They claim to love investing in younger leaders. They recognize the huge need in churches and organizations. Our future depends upon doing so.

The problem they claim is either they don’t know how or can’t seem to find them. Or they can’t seem to keep them. Frankly, some pastors I talk with are frustrated with what they see as a lack of leadership among the newer generations.

As a church planter, we hired several staff members into their first ministry position. We struck “gold” several times. I was frequently asked how we have managed to find so many talented young leaders. Much of the work God did at the church plant was done through the leadership efforts of people 10, 15, and 20 years younger than me.

Now I am pastoring an established church. I falsely assumed — because of what I’d been told — younger leaders would not want to join our efforts. They only wanted hip and cool church plants.

Not true. At all. We are once again surrounded by young leaders. Sharp young leaders.

Along the way we’ve discovered a few things.

Here are 7 ways to raise up young leaders:

Give them opportunities – That sounds simple, but it’s not. Many leaders are afraid to hand off real responsibility to leaders half their age. I understand, because I made some huge mistakes as a young leader, but at the same time, it’s how I learned — through trying, failing and trying again. Younger leaders want authority and a seat at the table now — not when they reach an expected age. They may not even be a fair expectation for them at times, but it’s a legitimate one. Is it risky? Of course, but it awesome has the potential for awesomeness to occur.

Share experiences – Young leaders are open to learning from a mature leader’s successes and failures. In fact, they crave it. They enjoy hearing stories of what worked and what didn’t. This characteristic is actually one of the beauties of newer generations. The young leaders on teams I’ve led actually seek out my personal experience. They will still want the chance to learn on their own, but they are ready to glean from the wisdom of those who have gone before them — especially in the context of relationships.

Allow for failure – People of all ages will make mistakes in leadership, regardless of their years of experience. It seems magnified for younger leaders, because they are doing many things the first time — which is one reason older leaders sometimes shy away from them. An atmosphere, however, which embraces failure as a part of the growth process, invites younger leaders to take chances, risking failure and exploring possible genius discoveries.

Be open to change – More than likely, younger leaders will do things differently than the older leaders did things. They want more flexible hours, different work environments, and opportunities to work as a team. It may seem unnatural at first, but let their process take shape and you’ll have a better chance of leadership development occurring. And, us “old dogs” might “learn some new tricks”.

Set high expectations – Having different working methods shouldn’t lower standards or quality expectations. The good thing is the younger leaders, from my experience, aren’t looking for a free ride, just a seat on the bus. Hold them accountable to clearly identified goals and objectives. Let them know what a win looks like to you. Applaud them for good work and challenge them to continually improve. It’s part of their growth process.

Provide encouragement – Younger leaders need feedback. They seem to want to know how they are doing far more often than the annual review system the past afforded. They are looking to meet the approval of senior leadership and the organization. Keep them encouraged and they’ll keep aiming higher.

Give constructive feedback – Again, younger leaders appear more interested in knowing they are meeting the expectations of senior leadership, so acknowledge that fact by helping them learn as they grow. Don’t simply share “good” or “bad” feedback. Rather, with the goal of helping them grow as leaders, give them concrete and constructive reviews of their performance. Help them understand not only what they did right or wrong, but practical ways they can get better in their work and leadership abilities.

Raising up younger leaders is crucial to a growing and maintaining healthy organizations and churches. We must be intentional and diligent about investing in the next generation, understanding their differences, and working within their culture to grow new leaders.

Young leaders, what did I miss?

Mature leaders, what else are you doing?

8 Killers of Motivation — and Ultimately Killers of Momentum

mouse trap

Leaders need to remain motivated so they can help motivate their team. Leaders also need to be keenly aware of how motivated their team is at any given time.

I have found over the years that regardless of how motivated I am if the people around me are unmotivated, we aren’t going to be very successful as a team.

Which is why it may be even more important a leader learns recognize when a team is decreasing in motivation.

But, here’s the greater reason.

Momentum is often a product of motivation.

When a team loses motivation, momentum is certain to suffer loss. It’s far easier to motivate a team — in my opinion — than it is to build momentum in an organization.

So, as leaders, we must learn what destroys motivation.

Here are 8 killers of motivation and — ultimately — momentum:

Routine – When people have to repeat the same activity over and over again, in time they lose interest in it. This is especially true in a day where rapid change is all around them. Change needs to be a built-in part of the organization to keep people motivated and momentum moving forward.

Fear – When people are afraid, they often quit. They stop taking risks. They fail to give their best effort. They stop trying. Fear keeps a team from moving forward. Leaders can remove fear by welcoming mistakes, by lessening control, and by celebrating each step.

Success – A huge win or a period of success can lead to complacency. When the team feels they’ve “arrived” they may no longer feel the pressure to keep learning. Leaders who recognize this killer may want to provide new opportunities, change people’s job responsibilities, and introduce greater challenges or risks.

Lack of direction – People need to know where they are going and what a win looks like — especially according to the leader. When people are left to wonder, they lose motivation, do nothing or make up their own answers. Leaders should continually pause to make sure the team understands what they are being asked to do.

Failure– Some people can’t get past a failure and some leaders can’t accept failure as a part of building success. Failure should be used to build momentum. As one strives to recover, lessons are learned and people are made stronger and wiser, but if not viewed and addressed correctly, it leads to momentum stall.

Apathy – When a team loses their passion for the vision, be prepared to experience a decline in motivation — and eventually momentum. Leaders must consistently be casting vision. In a way, leaders become a cheerleader for the cause, encouraging others to continue a high level of enthusiasm for the vision.

Burnout – When a team or team member has no opportunity to rest, they soon lose their ability to maintain motivation. Momentum decline follows shortly behind. Good leaders learn when to push to excel and when to push to relax. This may be different for various team members, but everyone needs to pause occasionally to re-energize.

Feeling under-valued – When someone feels his or her contribution to the organization isn’t viewed as important, they lose the motivation to continually produce. Leaders must learn to be encouraging and appreciative of the people they lead.

If you see any of these at work in your organization, address them now!

The problem with all of these is that we often don’t recognize them when they are killing motivation. We fail to see them until momentum has begun to suffer. Many times this will be too late to fully recover — at least for all team members.

7 Ways to Keep a Leader on Your Team

Handshake - extraversio

One of the biggest challenges for any organization is to attract and retain leaders.

I previously posted reasons leaders tend to leave an organization. (Read that post HERE.) The goal then is to find ways to keep a leader energized to stay with the team — so I thought a companion post was appropriate.

I’m writing from the perspective of all organizations but keeping leaders should certainly be a high priority in the church.

I never want to stop someone from pursuing a better opportunity, but I don’t want to send them away because I didn’t help them stay.

The reality is that leaders get restless if they are forced to sit still for long. Good managers are comfortable maintaining progress, but a leader needs to be leading change. In fact, leaders even like a little chaos. Show a real leader a problem ready to be solved and they are energized.

Here are a few suggestions to encourage leaders to stay:

Give them a new challenge. Let them tackle something you’ve never been able to accomplish. (Even tell them you’re not certain it can be done.) Leaders love to do what others said couldn’t. Or that no one has figured out yet. Let the leader be a precursor to what’s next for the organization. Let them experiment somewhere you’ve wanted to go but haven’t tried. They may discover the next big thing for the organization.

Allow them to explore a specific area of interest to them. Leaders are attracted to environments where they can explore — especially in areas where they have a personal interest or where they want to develop.

Mentor them. Invest in them personally. This is huge for younger leaders. They crave it but don’t always know how to ask for it. This is not micromanaging. This is helping them learn valuable insight from your experience.

Give them more creative time to dream. This is huge. You might keep someone who feels they stifled if you give them more margin in how they spend their time.

Don’t exhibit fear to them. I’ve seen this so many times when a senior leader gives other leaders in the organization more responsibility. They micromanage. They ask too many questions before they’ve had a chance to prove themselves. They try to tell them how to do things. Fear is easily discerned. And, it doesn’t communicate you trust them.

Reward them. If they are doing well — let them know it. Praise them privately and publicly and compensate them fairly.

Allow him or her to help you lead/dream/plan for the organization. Include them in discussions and brainstorming in which they normally would not be included. The more they feel included the more loyal they will be.

Sure, keeping a leader on your team will be at challenge for you as a leader. You will have to stretch yourself to stretch them. But, it’s almost always worth it. As they grow, you grow, and the entire organization grows.

7 Reasons Leaders Tend to Quit Your Organization


If any organization expects to grow, they need to attract, develop and retain quality leaders.

Any argument with that statement? If so, you just like to argue. And, I get that too.

But, new growth always requires new leaders. Period.

Certainly the church needs good leaders. 

One of the highest costs an organization has is replacing leaders, so ideally once a leader is hired, you’ll want to keep them. So it’s equally important to know how to keep them. And, to know why leaders tend to leave an organization, apart from finding a better opportunity. I don’t want to stand in the way of a leader leaving to an opportunity I can’t match, but I don’t want to lose them because of something the organization did wrong.

Here are 7 reasons leaders tend to quit an organization:

They couldn’t live out their personal vision. Leaders are internally driven. They have personal visions in addition to the vision of the organization. They need opportunity to explore, find their own way, and feel they are making their own personal contribution to overall success.

They were told no too many times. Leaders have ideas they want to see implemented. If they get their hand slapped too many times they will be frustrated. And, not for long before they respond.

They felt unappreciated/never recognized for their abilities. This goes for all team members. People need to know that what they are offering is valued. Leaders especially want to know their contribution is recognized and valued.

They were given no voice . Leaders want input into the direction of the organization. They want a seat at the table of authority.

They were left clueless as to the future of the organization. Leaders need inside information so they feel ownership in the overall direction of the organization. They don’t like constant surprises or feeling they are always an outsider.

Their vision doesn’t match the vision of the organization. This is best discovered before the leader joins the team, but when it is discovered a leader will be very uncomfortable. Something must change. And, it will. Trust me.

They were micromanaged . Leaders don’t need managing as much as they need releasing. They more they are controlled the more they rebel.

You can allow leaders to work for the good of the organization or stifle them, discourage them and spend valuable time and effort consistently replacing them. If you want to keep leaders — them lead!

5 Common Objections to Change – And 5 Suggestions to Lead Through Them


One of the biggest — yet seemingly smallest — changes we have made in church revitalization was switching our service times. It seemed so simple yet I was pulled aside and told several times it would be the last change I made in the church. The word was the seniors — who primarily attended the later service — had made so many changes they weren’t doing this one. And they were extremely serious about it.

(Let me give a side note here to my pastor friends. Your seniors who don’t like change are usually more supportive than you think they are or will be. Granted, there are those few who are difficult, but those people come with all age groups. Good leadership can bring your seniors along — which is the point of this post.)

But, foolish as I can be, we changed the service times.

(Another side note. To all leaders. If you aren’t occasionally doing some things others call foolish — at least initially — you may not be leading.)

Frankly, I don’t believe we would be on any “fast growing church” list had we not made the change in our service times.

But, it wasn’t easy. There was plenty of resistance. We even lost a few families. Not many, but a few.

For the most part, however, it was an enormously successful change.

Part of the reason is we were methodical about addressing objections.

I’ve learned in leading change there are a few common objections to change. If you know a change is necessary, understanding why someone is objecting may help you respond accordingly.

Here are 5 common objections to change — each followed by suggestions for addressing them:

Confused -These people just don’t understand the change. They can’t get their minds around it yet. It doesn’t make sense to them. They may lack information. Often they have heard misinformation. Or they heard one point about the change and came to their own conclusion about the everything else.

Suggestion: Over communicate. When you think you’ve shared too much — share it again. And again. And in different formats. We created a brochure for a change which seemed to many to be so simple to understand. We held meetings. We placed it in the Sunday bulletin. I talked about it from stage. Many times, in my experience, once the change is explained, they become supportive or less opposed.

Conflicted – Some people object to change because they are objecting to life. It’s not about you it’s about them. They have past hurts they can’t resolve. They are injured. Maybe even by something which happened to them in the church. But, maybe something in life which has nothing to do with you or the church but your change reminds them of their pain and so they take it out on everyone else. And, you’re leading the change so you’re the target now. Frankly, some of these people can be mean. These type critics can be the most hurtful as a leader.

Suggestion: Attempt to understand them. I have learned many times they are dealing with an injury which never healed. Understanding their pain can often lead to helping them heal from something in their past. Unfortunately they usually influence others with negativity. Sometimes these people will be critics unless they are addressed directly. If you do — the change is necessary — and you can’t get them on your team you may have to simply work around them. You can’t allow their personality or emotional injury to hold you back from what you need to do as a leader.

Care – These people simply don’t think you care. They assume, for whatever reason, the changes are being made without considering their opinion or concern. They may feel this way regardless of how much you have communicated. They may feel the changes favor one particular group of people at the inconvenience of another. Whether it’s true or not it’s how they feel.

Suggestion: Spend time with them as you’re able. Or empower others to spend time with them. I have seen many times if these people are included in the decision process, and you acknowledge and attempt to understand their concerns they will come along with you. Good vision casting can alleviate some of their concerns.

Control – This objection comes simply because you stepped on someone’s power. You didn’t check with them first. This is so common in church work. I have found many times pride and selfishness is the driving force here. They don’t like feeling they’ve lost their seat at the table of authority. Frankly, this reason for criticism is probably the most frustrating to me, because there’s little you can do about it unless you’re willing to appease them.

Suggestion: Recognize the pain. As difficult as this type criticism is to accept, I have observed that patient, honest, transparent conversations, while remaining firm with the change, can sometimes keep these critics from working against you — even if they still don’t agree with the change. Then sometimes, you simply have to move forward without their support. And, yes they are the most difficult people to confront and can be intimidating. But, remember — you’re the leader.

Comfort – These critics, who are the most common group, simply don’t like change. It’s uncomfortable. Resistance to change will be relative to the size of the change. I hear people say they aren’t change resistant but all of us are at some level. Let me give you an example. Imagine your day off has been Saturday for the last 20 years. Suddenly your employment changes your day off to Tuesday. You now have to work Saturdays. How comfortable is that change? Don’t resonate with that example? Pick an issue where you’re currently comfortable and consider changing it. Try enough scenarios and you’ll find your level of resistance to change. That’s what most people are going through when you introduce change. They don’t know how it will feel after the change.

Suggestion: Sympathize. Change can hurt. Every change has an attached emotion. (I’ve posted on these emotions previously.) Understand the emotional response part of change. It’s normal. The only real solution to this one is to provide clear communication, cast the vision well, and be patient as people adapt. Most of these people will come along eventually.

Criticism is common in leadership and change. The only way to avoid it is to avoid change. I’m not sure that’s leadership, but that’s the only solution to be criticism-free. The fact is, the more change occurs and the more it becomes part of the culture, the less resistance there will be.

I should note, this post is not intended to help you avoid criticism, and certainly not completely dismiss it. As a leader, you must consider whether the criticism is valid, be open to other ideas and even rebuke if needed. Thinking all your ideas are great is an error in judgement and character. This post is intended to help you understand the basis of the objections. Even the best ideas will receive some.

5 Reasons Delegation Fails


I encounter many leaders who claim to want delegation to be a part of their leadership. They know the value. But they are often frustrated with the results they receive on delegated projects, so they tend to control the project — which isn’t delegation — or they do everything themselves.

Many times I hear two sides to the reason why delegation fails. A leader may feel they have done their job simply by delegating. The blame naturally shifts to the delegate who should have figured out how to do the work.

The delegate often feels overwhelmed, like they didn’t have the freedom, resources or knowledge to complete the project to the leader’s expectations.

Both sides are frustrating.

Many times the problem rests with the way a project was delegated from the beginning. There are certainly times when the delegate drops the ball and doesn’t follow through with the task, but in my experience, the failure of delegation most often rests with the leader.

Here are 5 reasons delegation fails:

A predetermined win was never clear or understood. Everyone needs to be on the same page as to what is trying to be accomplished. Further, there should be accountability in place prior to delegation. When someone receives a project, they need to be given a timeline for completion. They need a system of follow up, measures of accomplishment or benchmarks towards completion.

The leader dumped or controlled instead of delegated. I have written about this previously, but the leader retains a level of responsibility to check in periodically with the delegate’s progress. At the same time, it’s delegation. There’s a release of direct oversight which needs to take place. The delegate should feel freedom to accomplish the predetermined objective in their own way. There’s a balance and partnership in a healthy delegation process, where the leader remains close enough to assure completion, but distant enough to let people do their work.

The delegate was not properly prepared. Assuming someone knows how to do a task and can figure out their way on their own isn’t only naive it’s unfair. Questions need to be asked and information given on the front end to make sure the person has the ability to complete the task or the ability to learn along the way. This may involve the leader spending more time in the beginning phases of a task to ensure completion is attainable by the delegate. Specialized training may be needed. In fact, a failed delegation may be just the experience someone needs to do a better job next time.

Adequate resources were not in place. It’s difficult to expect someone to complete a task when the leader hasn’t given the proper tools for the job. Sometimes anxious leaders delegate a project too soon, before the team is ready, either in structure, people power or resources.

The wrong person was chosen for the task. Let’s face it. Not everyone is up to every task. Many times delegation fails because the leader picked the wrong person for the job. Selecting the best person on the front end or reassigning when an improper fit is discovered is critical to assure completion of a task.

Do you have delegated projects that didn’t get completed this past year?

Could one of these be the reason? If so, who needs to take responsibility for the failure?