7 Indicators That You’re Not Leading Anymore

Leadership is action, not position

Being in a leadership position is no guarantee we are leading. Holding the title of leader isn’t an indication one actually leads.

Leading by definition is an active term. It means we are taking people somewhere. And, even the best leaders have periods — even if ever so briefly — even if intentional — when they aren’t necessarily leading anything. Obviously, those periods shouldn’t be too long or progress and momentum eventually stalls, but leadership is an exhaustive process. It can be draining. Sometimes we need a break.

For an obvious example, I try to shut down at the end of every day and most Saturdays. I’m not leading anything — but I’m still a leader. And, I periodically stop leading for a more extended period. During those times — I’m intentionally not leading anything. There are other times, such as after we’ve accomplished a major project, where I may intentionally “rest” from leading to catch my breath and rely on our current systems and structures to maintain us.

But, again, those times should be intentional and they should be too extended. In my experience, leaders get frustrated when they aren’t leading for too long a period.

For me personally, I like to evaluate my leadership over seasons, rather than days. Typically, just for simplicity of calendar, I look at things on a quarterly basis and then on an annual basis. How/what am I going to lead this next quarter — next year? How/what did I lead last quarter — last year?

If the past review or the future planning is basically void of any intentional leadership — if all I’m doing is managing current programs and systems during that time frame — if we are in maintenance mode for too long — I know it’s time to intentionally lead something. That’s good for me personally and for the teams I lead.

How do you evaluate if you are leading or simply maintaining? One way is to look for the results of leading. What happens when you do lead? And, ask if those are occurring.

For example…

Here are 7 indicators that you’re not leading anymore:

Nothing is being changed. Leadership is about something new. Somewhere you haven’t been. That’s change. If nothing is changing — you can do that without a leader.

No paradigms are being challenged. Many times the best change is a change of mindset — a way we think. Leaders are constantly learning so they can challenge the thinking “inside the box”.

You’re not asking questions. A leader only knows what he or she knows. Nothing more. And, many times the leader is the last to know. A great part of leadership is about discovery. And, you only get answers to questions you ask.

There are competing visions. Leaders point people to a vision. A vision. Not many visions. One of the surest ways to derail progress is to have multiple visions. It divides energy and people. It confuses instead of bringing clarity. When we fail to lead competing visions arise and confusion elevates.

No one is complaining. You can’t lead anything involving worthwhile change where everyone agrees. If no one is complaining someone is settling for less than best.

People aren’t being stretched. There are never moments of confusion. Please understand. A leader should strive for clarity. But, when things are changing and challenging there will always be times of confusion. That’s when good leaders get even better at communicating, listening, vision casting, etc.

People being “happy” has become a goal. Everyone likes to be liked. Might we even say “popular”. In fact, some get into leadership for the notoriety. But, the end goal of leadership should be accomplishing a vision — not making sure everyone loves the leader. Progress hopefully makes most people happy, but when the goal begins with happiness, in my experience, no one is ever really made happy.

Leader, have you been sitting idle for too long? Is it time to lead something again?

7 Examples of Lazy Leadership Practices

feet on the desk

Laziness is a sin.

Whoever is lazy regarding his work is also a brother to the master of destruction. Proverbs 18:9

It’s also annoying. And, ineffective in leadership.

The fact is, however, that many of us have some lazy tendencies when it comes to leadership. I do at times. This is as much an inward reflecting post as an outward teaching.

Please understand, I’m not calling a leader lazy who defaults to any of these leadership practices listed. The leader may be extremely hard working, but the practice itself — I’m contending — is lazy leadership.

Here are a 7 examples of lazy leadership practices.

See if any of them apply to your leadership.

Assuming the answer without asking hard questions. Or, not asking enough questions. It’s easier just to move forward sometimes — and sometimes it’s even necessary to move quickly — but many times we just didn’t put enough energy into making the best decision. Often its because we don’t want to know or are afraid to know the real answer. That’s the lazy way of making decisions.

Not delegating. Again, I’m not saying the leader is lazy. But this part of their leadership is. It’s easier many times just to “do it myself” than to go through the process of delegating. Good delegating takes hard work. You can’t just “dump and run”. You have to help people know the vision, understand a win, and stay close enough in case they need you again. New leaders are developed, loyalty is gained, and teams are made more effective through delegation.

Giving up after the first try. No one likes to fail. Sometimes it’s easier to scrap a dream and start over rather than fight through the messiness and even embarrassment of picking up the pieces of a broken dream, but if the dream was valid the first time, it probably has some validity today.

Not investing in younger leaders. There’s the whole generational gap — differences in values, communication styles, expectations, etc. It would be easier to surround ourselves with all like-minded people, but who wins with that approach — especially long-term?

Settling for mediocre performance. It’s more difficult to push for excellence. Average results come with average efforts. It’s the hard work and the final efforts that produce the best results. But, the experience of celebrating when you’ve done your best work is always worth the extra energy.

Not explaining why. “Just do what I say” leadership saves a lot of the leader’s time. If I don’t have to explain what’s in my head — just tell people what to do — I get to do more of what I want to do. But, I’d have a bunch of pawns on my team and one disrespected, ineffective and unprotected king (leader). (And, being “king” is not a good leadership style by the way.) Continual vision casting is often the harder work, but necessary for the best results in leadership.

Avoiding conflict. No one likes conflict. Not even those of us who don’t run from it. But, you can’t lead effectively without experiencing conflict. Every decision a leader makes is subject to agreement and disagreement. It’s why we need leadership. If there was only one direction who needs a leader? To achieve best — the very best — we have to lead people beyond a simple compromise that makes everyone happy.

If you’ve been practicing lazy leadership, the best response — as to any sin — is to repent — turn away — and do the hard work of leadership. You and your team will benefit greatly.

Take a lesson from the ants, you lazybones. Learn from their ways and become wise! Proverbs 6:6

 

7 Non-Negotiable Values for Teams I Lead

teamwork concept on blackboard

Leader,

What do you look for when you bring a person on to your team?

What expectations do you have for people who serve on your team?

I think it’s important to know yourself well enough that you understand the qualities in people with whom you work best.

Several years ago I took time to put together my own list of non-negotiables. I pretty much have to have these characteristics if we are going to work well together long-term. Keep in mind, these aren’t skills. These are values — the principles we use to interact with one another on a team.

I would assume a few of these, maybe most of them, would 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, but it’s one the entire team soon recognizes — and not with good results — if it is absent.

Honesty – 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.

Respect - A personal value for me is mutual respect on the team. 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.

Openness – I don’t like hidden issues. Drama destroys a team and, frankly, I’ve got little time for it. Gossip is a sign of immaturity. 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.

Work ethic – To the best of your ability, realizing that 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 that 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 that allows that 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.

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 openness. Ask if you don’t know or understand and tell me when I’m moving too fast.

Participation – A personal value for me is that everyone on the team feel they play a vital role in completing our vision. (I even think that’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?

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.

7 False Beliefs of the Leadership Vacuum

vacuum

Many times a leader can be clueless about the real health of the organization they lead. If a leader refuses to solicit feedback, doesn’t listen to criticism or stops learning, they can begin to believe everything is under control — when in reality — things are falling apart around them.

I once watched as a church crumbled apart while the pastor thought everything was wonderful. He always had an excuse for declining numbers and never welcomed input from others. It got bad enough for the church to have to ask him to leave. It was messy. It could have been avoided, in my opinion.

And, sadly, that could be the stories of hundreds of churches and organizations.

The best leaders, however, avoid what I call the leadership vacuum.

I have heard the term leadership vacuum used to describe the need for more leaders, but I believe the biggest void may be within leaders themselves.

The leader in a leadership vacuum believes:

Everyone on the team understands me. And, I understand them.

Everyone on the team thinks like I think. We are in complete unity. I know this without asking anyone.

Everyone on the team likes me. And, they are glad I’m the leader.

My team is completely healthy. And, so am I. We don’t need to worry about that kind of thing.

I am this team. This team needs me. In fact, they couldn’t do it without me.

The organization is headed in the right direction in every area. We don’t need any changes.

Our systems and plans are flawless. Nothing can stop us now.

Granted, any or all of these may be true at a given time, but if we always assume they are is when we get into trouble as a leader. When the leader is clueless to the real problems and needs in the organization, he or she is living in the leadership vacuum. The best leaders are aware of the vacuum trap and guard against it in their leadership.

Leaders, have you ever lived in the leadership vacuum? Are you there now?

Have you followed a leader in the vacuum?

Are You a Boss or a Leader?

mean boss

Are you a boss or a leader?

I have to be honest I hate the term boss. When someone refers to me as their boss I almost feel like I’m doing something wrong as a leader.

Forgive me for making me think I’m the boss.

There are so many differences in a boss and a leader. If only in connotation.

A boss seems to have all the answers — even if they really don’t.
A leader solicits input to arrive at the right answer.

A boss tells.
A leader asks.

A boss can be intimidating — if only by title.
A leader should be encouraging — even if in a time of correction.

A boss dictates.
A leader delegates.

A boss demands.
A leader inspires.

A boss controls systems.
A leader spurs ideas.

A boss manages policies.
A leader enables change.

People follow a leader willingly. You have to pay someone — or force them — to follow a boss.

By connotation there is really only one boss.

In fairness, there are times I have to be the boss. Even the “bad guy” boss — at least in other people’s perception.

But I much prefer to be a leader.

And in any healthy organization there will be many leaders.

Do you work for a boss or do you serve with a leader?

Be honest.

5 Times You May Need to Micromanage Your Team

Leader and big red arrow

I prefer to be a macro-manager. I like to lead leaders. That means I try to cast the vision for a team and get out of the way, releasing each team member to do his or her work in their own individual way.

There are times, however, where more micro-management may be needed by senior leadership. More coaching, encouraging or correction may be needed for a season.

Here are 5 times to consider some micromanagement:

When a team member is new to the organization. They need to learn your culture and way of doing things. They don’t know. This doesn’t mean you don’t allow them to invent, dream and discover, but they also need to know how decisions are made, the unwritten rules, and the internal workings of the environment. It will serve everyone well and they’ll last longer on the team if these are learned early in their tenure.

When a team or team leader has been severely crippled by injury or stress. I’ve had a few times where a member of our team just wasn’t mentally or emotionally capable of making the right decisions. It could be what they were dealing with in their personal life or with the stress of their work, but I had to step in and help them more than I normally would for a season to help them succeed.

When in a state of uncertainty, transition or change. I once had a strong leader quit abruptly from his position. His team was devastated. I quickly realized they had relied too much on his leadership and were now lost without him. It required more of my time initially until we could raise up new leadership and better empower everyone on the team.

When tackling a new objective, critical to the organization. This is especially true when, as the senior leader, I’m the architect of the idea. They need more of my time to make sure things are going the way I envisioned them to go. That doesn’t mean the outcome will look exactly like I planned, but in the initial start, the team can waste time and resources trying to figure me out without my input, rather than doing productive work.

When a team member is underperforming in relation to others. As a leader, I feel it is part of my role to help people perform at their highest level possible. Sometimes that requires coaching, sometimes instruction, and sometimes even discipline. Part of being a leader is recognizing potential in people and helping them realize that potential within the organization. For a season, to help someone get on track for success on our team, (or even to discover they aren’t a fit for our team) I have to manage closer than I normally prefer.

I obviously wrote this in the context of an organization and not specific to the church, but these principles equally apply in the church. The important thing is that the end goals and objectives need to be reached, so at certain critical times a leader must step in and ensure the vision is being accomplished.

Are there other times you revert to micromanagement?

Good leaders sometimes allow a little chaos and confusion to prevail: Here’s Why?

Teamwork crossword

I was in a meeting recently and someone defined a leader as one who provides answers and direction to a team. 

I understood their concept. I disagreed with the application. 

In fact, I have a different theory.

Good leaders sometimes allow a little chaos and confusion to prevail…

In fact…

It can be best for everyone.

It often provides the best discoveries.

It promotes buy in.

It fuels creativity.

It fosters teamwork.

As the team wrestles together for answers great discoveries are made — about the team and the individuals on the team. 

If the leader always has everything clearly defined — is always ready with an answer — then why does he or she need a team?

The 4th “C” of Adding Healthy Team Members

Handshake and teamwork

There is a fourth “C” to finding good team members.

I have discovered it the hard way.

You’ve possibly heard of the 3 C’s of finding the best team members. I think Bill Hybels is often credited with them. I agree with all three.

Character
Competence
Chemistry

Bill Hybels is a genius leader. I agree with all of them.

But, I believe there is a fourth “C”.

It may be semantics. Some may say it’s covered in chemistry. But, I think it’s unique.

The fourth “C for me is Culture.”

That’s right.

Culture

I’ve hired people I like personally — we had good chemistry — they were even friends — but we found out we didn’t belong on the same team. We see things differently. Our culture preference is different.

One of my close pastor friends leads so much differently than I lead. He’s a good leader. He leads a healthy church, but his style is different. It creates a different culture.

I hope he would say the same for me. I strive to be a good leader. I attempt to lead a healthy church. But, I’m different. It creates a different culture.

Some people will fit better under the culture my friend’s leadership creates. Some people will fit better under the culture my leadership creates.

That’s not even to mention the cultural individuality of the churches we both lead that have existed long before either of us became pastors. Or the unique settings and community of the churches.

Culture matters.

And, so what’s the purpose of this post?

Hopefully the application of this speaks for itself, but just to be clear.

When you hire — consider character, competence and chemistry.

But also consider culture. Is it a good fit?

When you consider where to work — consider character, competence and chemistry.

But also consider culture. Is it a good fit?

In a future post, I’ll try to consider some ways to discern the culture and help others do the same.

5 Ways a Leader Responds at the Outset of a Crisis

wonderful life bank scare

How do you respond when crisis comes to the team you lead?

I love the leadership displayed during a scene in “It’s a Wonderful Life” where George Bailey is about to leave for his honeymoon and panic struck the Building and Loan. As the president, he was forced to avert his plan, go back and save the company. He kept the Building and Loan open with a couple of dollars to spare. It was a tense moment. Everything they had worked for was at risk, but the crisis was solved — at least until the next crisis came.

That’s the kind of time I’m referring to as a leader.

How do you respond?

There have been several times where it appeared everything was a loss on the team I was leading. I’ve experienced it in planning a single project, as well as with the entire company felt in jeopardy when I was a small business owner.

Crisis.

At the outset of a crisis, how should the leader respond?

I must admit, I haven’t always handled these times as well as George Bailey, but experience has taught me a few things.

Here are 5 ways to respond at the outset of a crisis:

Slow down – The general tendency is to speed up, but “haste makes waste”. You need to move quickly, and sometimes you have to put out some initial flames, but as much as you can, slow down long enough to think before you react.

Don’t panic – You may indeed be in a panic on the inside, but your outer composure as a leader will set the thermostat of your team. The team’s emotions will almost always be an exaggerated version of the leader’s emotions. If you appear hopeless, the teams emotions will appear even more hopeless.

Get a plan – After you’ve addressed the most pressing needs — brought more of a sense of calm to the team — back away long enough to create a plan of recovery. It could be the best exit plan you can develop, but either way you need a plan. In crisis mode, this sometimes seems like a waste of time. The thought is that if the ship is sinking, you just need to bail water. In my experience, however, getting a plan in place makes the difference in the quality of your leadership through the crisis.

Navigate carefully – Once a plan is in place, you need to become an implementer of the plan. You’re the coach, cheerleader, captain of the ship at this point. You keep the team on task towards the end goal.

Help the team recover – After the dust settles from the crisis, the leader’s job isn’t complete until you help the team recover. That involves learning from what happened, making readjustments as needed, and helping the team begin again. In the best scenarios, this thought process begins to happen even during the crisis mode, giving the team some hope of better days to come.

We all hope to avoid those days of crisis on the team, but it helps to have a paradigm of how we should respond if or when they ever come.

Any thoughts you would add from your experience?

One Simple, But HUGE Way to Better Empower a Team

Elegant leader

Leader, let me share one of the best things you can do to better empower your team.

And, in full disclosure, I’m the worst at this, but it’s something I’m striving to do better.

You want to fully empower your team?

Here’s what you do:

Release them from responsibility.

Whenever you can…

Often as leaders we handle a lot of information. Sometimes we do that with our team. Sometimes we dispense a lot of new ideas. If we are growing and learning personally, the team is often where we process our thoughts.

If it’s not their responsibility — let them know it’s not.

It sounds simple — but it’s huge.

You see, the team is always wondering.

What is the leader thinking here — as it relates to me?

What do you want me to do with that new idea?

How do you want me to help?

What’s my role going to be in this?

Are you going to hold me accountable for this?

Do you expect something from me here?

As leaders, we often process and present a lot of ideas, but sometimes we are just “thinking.” Sometimes we aren’t assigning anything — we are just exploring.

The more we can release the people trying to follow us the more they can focus on things for which they are being held accountable. And, the more willing they will be to process new ideas with us.

Just tell them what you expect — or don’t expect. Say the words, “You are not responsible for this.” “I don’t expect anything from you on this.” “This is just for information.” And, mean it.

Sounds simple. It’s huge.