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?

3 Examples of Being a Leader For a Season

I am frequently contacted when someone is debating the right time to leave a leadership position. I once wrote 10 Scenarios to Determine If It’s Time to Quit. It’s still one of my more requested blog topics. Deciding when it is time to leave a leadership position is one of the hardest decisions a leader makes.

Thankfully, there are still leaders with a sense of loyalty, who want to do the right thing, and they simply do not know how or when they should leave. If you want to see long-term success in the place where you lead, you need longer-term tenure.

We all love hearing how a church planter carried the church from infancy of a few core people in a room to the maturity of a healthy, established church. I am always impressed to hear of a long term pastorates. Some of the most successful churches have the longest serving pastors. The healthiest way, organizationally speaking, is to have one long-term leader, who goes through seasons with the organizations, who carries the vision forward over a long span of time.

But, it is not the calling of every leader. And, there’s no shame in this.

Please understand, this is not a post encouraging anyone to leave their position. It’s not a post which indicates I’m leaving mine. (Please read the last line again if you’re in my church.) But, this is a post intended to help a leader who may be struggling, feeling it’s time to move on, but can’t bring themselves to make the hard decision. I’ve spoken with pastors who feel they’ve done all they can do. They’ve prayed and prayed about it and don’t even sense God telling them they have to stay, may even feel a sense of release, but their sense of loyalty keeps them from even entertaining the idea. In the meantime, the longer they do stay the more frustrated they become and the church starts to feel it.

And, this is why I write this reminder.

Here is the reality. Some leaders are only there for a season.

A unique season. A special season, reserved for a designed purpose. It’s helpful when a leader can recognize or discern a seasonal assignment.

Here are a few examples:

Some leaders get things started

They are great starters, but often horrible maintainers. They do best when they are allowed to begin something for someone else to carry forward. I have a friend who is a serial entrepreneur. He is great at getting healthy organizations started, but lock him into somewhere for very long and he will frustrate a lot of people. Including himself.

Some leaders guide the organization through transition.

These leaders can handle the tough times. They help once successful organizations start again. They love changing things. When things “settle” they are ready for a new challenge. I have another friend who in her career has helped several businesses recover from near disaster. She moves in, takes over, rebuilds confidence in leadership, provides a sense of direction and momentum, then gradually yields control to others.

Some leaders close things out graciously.

This has to be one of the toughest assignments in leadership, but there are leaders who are especially gifted in helping things come to an end. When I was in retail, there were some store closing experts. Many times a new store was opening across town and one store, perhaps in an older, more established part of town, was closing to make room for the new. That’s never popular, but these leaders knew how to come in, evaluate, assess what could be salvaged, help the employees transition, and leave the area as painlessly as possible, so the excitement for the new would not be lost in mourning what would be gone. They were seasonal experts in leadership.

(Frankly, although this is the subject for another post – some churches needs one of these leaders.)

Granted, each of these scenarios can often find new leadership positions within the same organization, but the key understanding is they are leaders for a season. An assignment. A specific need. When the need is met the season often has to change.

If a leader does what he or she has been called to do, there is no shame in doing ONLY what the leader was called to do. Recognizing and discerning this helps leaders and the organizations they lead to be healthier.

Have you ever been the leader for a season?

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. 

5 Step Process to Take a Dream to Reality

How we took an idea to multi-site to reality.

I like to see dreams and goals become reality. In my personal experience, however, and from viewing the experiences of others, most of us have more ideas than we have reality. Figuring out how to implement our ideas is the hardest part of the process it seems.

I hope this post helps.

Allow me to share an example of how an idea can become reality in my world. I could share multiple examples of using these steps, but I decided to share one still dear to my heart and fresh in my mind. I’m sharing a real-life example of how we made an idea become reality in the church plant where I served as pastor. We went from a single campus, meeting in one high school, to a multi-site church by adding our second campus.

It started as a dream. It became a reality.

Here were the 5 steps we used.

Idea

The first step is always the idea and ideas are many for me, so at this stage I try to filter through which ones are worth pursuing. The idea for us going multi-site, at least this time, came after Easter one year. Easter Sunday was huge – bigger than we planned or expected. (God still does things like this when we leave things in His hands!) It prompted an idea in my mind. If we continued to grow towards our Easter number in the new year, which had been our trend in the church’s short history, then we would be out of room in our current high school by next Easter. This thought led to another idea. We needed to do something sooner than we would be able to build a building. This led to the idea of multi-siting our church. This was an idea we had previously explored, but decided the timing was not right. Perhaps it was this time.

But, this idea – this dream – led to the next, very necessary step.

Brainstorming

The next step is to begin thinking through this decision with others. This step is critical, in my opinion, for success. I am capable of loving my idea so much I assume (often wrongly) it has to be a word from God. If the idea has merit, in my experience, God is already raising up others with similar thoughts. In the multi-site example, this is where we organized a group of people to pray through this idea, explore the options, and look at the demographics, costs, etc. This process took several months and numerous meetings. Ideas may or may not make it out of this step, but if they survive, the chance of success is much greater.

All the brainstorming – and mostly prayer – led us to believe this was a viable option. Then step three.

Experiment

At this step, you want to try out your idea before attempting to launch it. My co-pastor suggested we do this Christmas Eve. We decided to have our Christmas Eve service at the possible new location, which was another high school on the other side of town.

As it turned out, the crowd at the second location was far more than we expected, which was another good indication our idea was a good one.

On to step four.

Practice

Some people miss this step, but I think it can be a valuable one. You’ve heard the saying, “Practice makes perfect.” I’m not sure about pefection, but it certainly makes the idea better. For us, this meant we had a practice service at the new location, just for the people who had committed to be part of the launch team. We knew we were moving forward, but we wanted to be at our best when we actually launched. It helped us work out the kinks, we learned some valuable things we hadn’t thought about, and we were able to test out our idea before we invited the general public.

And, praise God from whom all blessings flow – on to the final step!

Product

This is the fun part! The launch! This is the part we all were waiting for and wanted to see come to fruition. We launched our second campus at another school. It was a long, difficult process of taking an idea to the product stage, but the deliberate steps made us better in the process.

Too many times we rush from idea to reality – or we never move from idea because reality seems too daunting. I realize this is a specific example and may not exactly work the same for your individual project, but I believe the process will help more of your dreams come true.

7 Things Which Weaken Good Leadership

There are times I’m a better leader than other times.

Sometimes this is my fault. Other times the cause is unavoidable.

If we can begin to identify what interrupts the effectiveness of our leadership, we can become better leaders. I have personally experienced some things in my own life whigh weaken my leadership. One of my goals is to consistently find ways to guard against them.

Here are 7 things whigh weaken good leadership:

Distractions

As leaders, we do our best work when we are pointing people toward worthy visions. Some would say this is precisely what leadership does. It’s easy to get distracted with things which, while they may be good, don’t help move the organization towards the vision. In fact, they delay progress towards the vision. I’ve also learned I need to be leading in my strengths and if I ever get weak in my courage to say no to some things, the quality of my yes will be far less valuable.

Lack of discipline

It matters not if there is a great vision if we don’t discipline ourselves to reach it. This includes having good plans and good goals. Good objectives. Good systems and strategies.

Ceasing to learn something new

Leading others to grow requires leaders who are growing. When I stop the creativity I feed my mind, I cease to have anything new to offer the team I’m trying to lead. Life becomes rather stale – quickly. Whether through books, other leaders or conferences, I must find ways to continue learning.

Negative influences

It’s hard to be the only positive in a room full of negatives. Sometimes as a leader I’ve felt like more cheerleader than coach. It’s one reason I surround myself with people who have a good outlook on life. I don’t want all “yes” people, but if everything is always an immediate “no” – or “I don’t like it but I have nothing better to offer” – it is draining and is only going to bring down the strength of my leadership and ultimately the rest of the team.

Fear

Risk is involved in every leadership decision. And, I meant every. Leadership is taking people to an unknown. This always involves risk. Every time. And every risk involves a certain level of fear. This is completely natural. Fear keeps leaders from moving forward when they allow the fear to dominate the decision more than the opportunity of the risk.

Pride

Pride goes before the fall. Pride destroys. Absolute pride destroys absolutely. Okay, I embellished this popular saying, but you get the point. Prideful leaders are always weakened by their pride. No one truly follows a prideful leader. They may obey. They may even be infatuated for a season. But, they don’t follow.

Complacency and contentment

Leadership involves a sense of urgency. When we lose this we lose the inner drive to lead well. We become weakened by our own loss of personal momentum.

Success

All of us love to succeed. I think attempting to is a pretty good goal. We might even plan for it – what a novel idea. Sadly, though, sometimes a little success can usher in complacency. We can begin to think we’ve figured out a system to success. Before long, we don’t think we have to be intentional anymore – maybe not even have to try as hard as we used to try. We can become weak quickly by our own delusions of grandeur.

Those are a few things which have weakened my leadership. Let’s guard against them!

Join me on a Bible Lands Cruise

Cheryl and I are leading a Bible lands cruise in the fall of this year 2017. This is a once in a lifetime kind of trip, and obviously not for everyone, but if you have interest, watch this video. We can send you a flier if you email me at ron.edmondson@gmail.com

The Lands of the Bible Cruise with Ron Edmondson (PF17 103017D) from Educational Opportunities Tours on Vimeo.

3 Simple Steps to Reproduce Church Leadership

It is called discipleship...

In every church I’ve been in, people want to reproduce leaders, but few think they know how. Sometimes we complicate things in leadership. In my opinion.

In fact, finding new leaders – in theory at least – may be one of the easier issues to solve in leadership. There are almost always leaders to be found if one is looking. The key is having a strategy of leadership reproduction in place and actually working it.

I’ve written more detailed posts on this issues. Lots of books have been written. My intent here is to be simple. Simple often works.

Here are three easy steps to reproduce leaders:

Recruit

The best leaders will almost always have to be recruited. They are already busy leading elsewhere. They don’t have huge egos that make them think they have to be leading in your organization. Be observant. Get to know people and their interests. Discover the hidden talent in your church. If someone is a leader with Boy Scouts, they have potential to lead at church. If someone leads in the workplace, they have beneficial skills for the church.

I’m not advocating you don’t screen them, but I’m not thinking they’re going to preach the first week either. How much of a litmus test is needed for the parking ministry? Yet, you need leaders there too. It’s the first place a visitor makes an impression about your church. If they can lead a little league baseball team, you think they can be e chief parking lot cheerleader? I think so.

Develop

You will need to acclimate people to your organization. Train them to know your church culture. Make sure they know what you are seeking for the position. Give them some freedom to create their own way, but most likely they’ll want your help getting started. The best way is usually by apprenticeship. Partner them with other leaders. Help them find examples in other churches of ministries that are working well. Answer their questions. Be intentional to make sure they feel prepared.

Release

Let them lead. You’ve asked them to lead. You’ve trained them. Now get out of the way and let them lead. They’ll make mistakes. They won’t always do it your way. That’s okay – they’re leading. (Despite the picture with this post – which is funny don’t you think?) 

You aren’t trying to produce leaders just like you. You are trying to produce disciples. They follow Christ, not you, so don’t be surprised when they come up with new – even better ideas. Follow up with them as needed, but let them be a leader. The best leaders won’t last long if you’re looking over their shoulder too closely. (This is probably the biggest mistake I see churches make in reproducing leaders. They control too closely.)

Now I realize none of these steps are necessarily easy, but I’m confident if you’re doing each of them well you’ll be reproducing more leaders. And, isn’t that what your church needs?

You may want to read 10 Steps in Having a Leader Replacement Culture.

How does your church reproduce leadership?

7 Ways Introversion Works Well for Me as a Senior Leader

As a pastor too...

I remember several years ago reading an article, which suggested the majority of senior leaders think extroversion is necessary to be an effective as a senior leader. Obviously – and hopeful I am correct – I disagree. And, I think we’ve come a long way in our thinking. Thankfully.

In fact, I see benefits in being an introverted senior leader.

I also know people who can’t believe I can pastor a large church and be introverted. I’ve written before about the false assumptions of introverts. Introverts can be just as caring, loving and “shepherding” as extroverts. It’s a personality trait, not a heart monitor.

But, again, I see benefits in being a lead pastor and an introvert.

Here are 7 ways introversion works well for me as a senior leader:

I think first and speak later.

I don’t stick my foot in my mouth very many times. I’m not saying extroverts do, but I am saying that as an introverts I tend to choose my words very carefully. One characteristic of the personality is we don’t speak quickly. We choose our words more intentionally. Understand, I do say things I regret, but it doesn’t happen often.

I’m less likely to struggle with the loneliness of leadership.

This is a real leadership emotion, and I certainly have it some, but I’m very comfortable being alone in a room to my thoughts. Long runs by myself are energizing to me. I know many extroverted leaders who can get very lonely – and some days for them are very difficult, especially when they are in the midst of harder leadership decisions.

I create intentional moments.

My introversion forces me to be very intentional about my time interacting with others. I say continually to introverted leaders – introversion should never be a crutch or an excuse for not engaging with people. Leadership is a relational process for all of us. But, my relational time is very focused. I tend to make the most of my time. A calendar is one of my essential leadership tools. Sunday mornings I’m the most extroverted person in our church building. It’s strategic, intentional, and I enjoy it – because I truly love people – even though it is draining.

It’s easy to concentrate on the big picture.

You’ll seldom find me chit-chatting. It’s not that I don’t have casual conversations – I certainly do when I’m connecting with people – but communication for me is usually very purposeful. As a result, I tend to be able to be very big picture oriented. Very strategic in my thinking. I step back and observe everything often. I’m a deep thinker. Those are traits especially strong with most introverts. That has proven to be very profitable for my leadership and the teams I lead.

Processed randomness.

People often wonder if I know how to have fun. “Pastor you seem so serious” or “What do you do for fun?” I hear comments like this frequently. Those are usually people who only see me when I’m working and don’t know me very well. And, I do work hard, but I can sometimes be seen as the class clown too – by those who get to know me. Some of this comes through online. But when those times occur, they are usually intentional times. My work is caught up, I have done all the things I have to get done, and I’m ready to “come out and play”. This quality can be in extroverts or introverts, but for me as an introvert, they are more intentional moments than spontaneous.

I network intentionally.

I recognize the value of every conversation I have. So, I have lots of conversations. Every Sunday is a gold mine of networking opportunities. Plus, I meet dozens of people every week in the community where I serve. I enjoy meeting people knowing that people are my purpose – and I love people – I really do. More than this, I love how God wants to develop and grow people, and I see my role in that as a teacher. People are the reason for everything I do.

I tend to listen well.

People on my team usually have a very good chance of having their voice heard, because in any meeting setting, I don’t feel the need to be the one always talking. My introversion allows me to be quiet, sit back, listen, and reflect and offer input when and where most needed.

Sure there are struggles with being an introvert at times, but I have found it to be a blessing in my leadership. It is who I am – it is NOT a curse. Much of that has to do with how I manage my introversion in an often very extroverted world.

How does introversion make you an effective leader?