7 Questions Leaders Should Use Often

what is the answer

Questions are a powerful tool for every leader. The greatest leaders I know ask lots of questions.

Whenever I consult with leaders, one of the first things I do is analyze what questions the leader is asking. You only get answers to questions you ask. The better the questions — the better the answers.

Questions can challenge. They encourage discussion. They can open the process towards discovery of solutions and better ways of doing things. Plus, questions allow other people to have an opinion other than the leader — adding huge value to organizational health.

I’ve learned over the years people often have opinions they won’t share until they are given a direct invitation to share them. I keep my door open all the time. I take pride in not being a “controlling leader”. But, it doesn’t guarantee people will share what’s on their mind. The forum has to be created for them most of the time.

Here are 7 examples of questions leaders should memorize and use often:

How can we improve as a team?

This is a practical question which, in my experience, people will enjoy answering. It can make their life better. They may have thoughts on needing more meetings — or less meetings — or better meetings. That could be valuable insight you don’t see. Even if they’ve never thought about this question it opens their mind to ways to improve. Who doesn’t need that?

Will you help me?

Everyone wants to be wanted. They want their input to be needed. I’m not talking about dumping on people, but when a leader asks this question and genuinely invites the team into the decision-making process they feel empowered.

How can I help you?

Knowing a leader is willing to help is huge. Even if they don’t need your help they appreciate knowing they are truly part of a team. And, the leader is a team player.

Do you understand what I’m saying?

This is a valuable question to follow up with after you’ve said anything, but especially when you’ve delegated a task or given someone a responsibility. Because, again, they may not ask if you don’t. Not asking this question can lead to unnecessary confusion, miscommunication and frustration.

Do you have what you need?

Giving any assignment without asking this question leaves many people unprepared and doomed for failure. Good leaders make sure the team has adequate resources to do their work.

What do you think we should do?

This question is helpful, for example, whenever there is a problem to be solved which has never been addressed before. Most likely, when the question is answered it will impact others on the team. Inviting people to help solve the issue or come to a conclusion about it gives them ownership in the solution.

What’s next for us?

This is a great brainstorming question. It forces people to dialogue about creating something new or developing something existing. It fuels momentum.

It should be noted — these questions are most helpful on healthy teams and with healthy team members. If you have an overly negative team member, for example, I wouldn’t recommend asking these questions. Or, maybe ask the “How can I help you?” one. (Even if that needs to be transitioning to another place where they can be happy.)

What I would say, however, is questions can be a way to improve the health on a team. And, sometimes even improve an unhealthy team member. It’s all in picking the right questions. And, asking them.

What questions 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

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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 I Partner with My Wife in Ministry

Cheryl and me

The following question is an actual question I received from a blog reader, but it’s representative of one I frequently receive:

Could you share or possibly write a post about your relationship with your wife and how you incorporate or make her feel a part of your ministry and relationships?

Great question. I think it is one everyone in ministry should be asking.

My wife, Cheryl, is a partner in my ministry. No doubt about it. Everyone in our church knows it. They see her as an equal part of my role within the church. In every church we’ve been she’s been widely loved and popular.

Cheryl was my partner before I was in vocational ministry. We taught Sunday school together. She has certainly been as a pastor’s wife. She’s very visible and always ready to join with me in anything we do at the church. I have joked that when I’ve left one ministry for another, they’ve usually told me I’m free to go, but I need to leave Cheryl behind.

I thought about this question of how this works for us. Some of these might work for others.

Here are 7 ways I partner with Cheryl in ministry:

I tell my church she’s my partner. – That seems obvious, but I believe it is huge. I want the church to know her value to my ministry. She’s not a silent bystander. She’s a vital part of who I am to the church. Emotionally it also encourages her if she hears me saying how much I need her beside me. (And I do.) I’m very clear with her of ways she can assist me on Sundays and during the week.

I keep others from assigning her commitments. – I realize this won’t work for every church or couple, but I’ve always been clear with the leaders of the churches where I’ve pastored that Cheryl will not be assigned a specific task, unless she volunteers to do so. She often leads short-term Bible studies on times other than Sunday mornings, but I help her keep Sunday mornings free. Both of us want her available to assist me in ministry to people. Again, I realize the size of the church may make it necessary for the pastor’s spouse to be a key volunteer in some area. I’m not even recommending it necessarily, but Cheryl and I like being close to each other between services. She greets people. She shakes lots of hands and hugs lots of necks. We can tag-team with visitors, for example. She catches some and I catch others. We constantly introduce people to each other. It would be difficult to attend our church — as large as it is — and not meet one of us.

I let her work in her area of passion. – Cheryl loves to be busy. She loves greeting people, holding babies, and leading women’s Bible studies. She also loves to invest in women in our church, including some of the wives of other staff members. She does a lot of one-on-one mentoring. It fuels her. I try to assist her in our schedule to allow her the freedom to participate in the things close to her heart, realizing her ministry is equally important to mine.

I keep her informed. – I work long days, but sometime before we go to bed or in the morning, we unpack my day. It could be over dinner, on a long walk or before we turn out the lights at night. I try to make sure she’s as informed as anyone about what is going on or happening in the church. I don’t want her to have any surprises because I didn’t tell her something. At the same time, I don’t put Cheryl in the middle of a controversy. I never expect her to speak on my behalf. She’s good about saying, “You’ll have to talk with Ron” on issues which she may not have an answer or that we haven’t yet addressed together.

I seek her input. – Cheryl is my biggest sounding board of ideas in the church. I want to know her opinion. She protects me with an insight and intuition I don’t have. Especially when it comes to making people decisions, Cheryl is my most trusted adviser.

I don’t hide things from her. – I could try to protect her, but I’ve learned she will discover the truth eventually and be more hurt because I didn’t share it with her first. Even when I know it will weigh heavy on her — such as a current complaint — I know she would rather hear it from me than from someone else. (The only exception to this is that I don’t share intimate personal information about men I meet with in the church. I don’t want her to struggle when she sees some of them on Sundays. With women, this is the opposite. She may know things she doesn’t share with me. I always tell women I meet with that I have to include my wife in intimate details about her life. I have to protect my heart and marriage first.)

She shares my office — and my life. – The best way I keep Cheryl involved in my ministry is that we keep our relationship as healthy as possible. We genuinely do life together. Cheryl has access to my office, my calendar, my computer, and my wallet. She frequently comes to my office, puts things in my desk, and has freedom to everything in my “personal space”. I’ve always told my assistants and staff they can communicate anything to Cheryl they feel is pertinent. We have no secrets. She feels a part of my ministry mostly because she feels a part of my life.

Is your spouse a partner in your ministry? Tell me how that works for you.

7 Reasons I Need to Regularly Exercise as a Leader

back view of legs and shoes of young athletic man practicing running in urban background in summer fitness workout representing body care, sport training and healthy lifestyle concept

I’m a runner.

I had some knee issues for a few months that kept me from running as much as I would normally. As much as I hated missing my runs, and I tried to substitute the time with other workouts, I learned a few things about myself during the time of healing.

I was reminded, by not running as much, how valuable to me the exercise is for me personally.

I have always encouraged leaders to have a regular exercise routine. I think it’s a necessary discipline for a healthy leader. If you aren’t currently an active exerciser, I have even more practical, first hand experience to encourage you to begin.

Here are 7 reasons I need to exercise:

Forced down time – I discovered that my running time — or when I exercise — is one of the few times each day where I am not answering emails, taking phone calls, or doing something that requires mental power. Exercise forces me to be still — or — well, you know what I mean. My mind is cleared to pray more — to think more.

Physical health – I am better able to maintain my weight when I am running. I feel better. I sleep better. My blood pressure tests lower. The doctor’s office loves taking my vitals when I am in a regular exercise routine. (Due to a heavier than normal travel schedule I am actually up a few pounds — just to be transparent, but thankfully it’s a few pounds not 15 or 20.)

Mental stimulation – My best ideas come while I am running. I suppose because my body is energized and I’m free from other distractions, I’m so creative while I’m running. My biggest obstacle is figuring out how to record or remember them when I stop running. (I’ve even started to walk for a minute just to record the thought quickly.) Some of my deepest, most intimate times with God come when I’m on a long run. God seems to work in my mind during those times — probably because I’ve given Him better access to my mind.

Longevity – Long days are nothing for me when I am in a healthy running discipline. It seems counter-intuitive, but I have more energy in the day — not less — when I’m exercising regularly.

Maximum effectiveness – Exercise — while it seems to take time out of my day — actually ends up being the most effective use of my time. It increases my productivity and gives me a better overall attitude towards my work (and life). It’s powerful enough — I’ve learned from experience — that on my busiest days I try to break away and exercise in the middle of the day. The fastest way for me to get out of a productivity slump is to step away from the “work” and go for a short (or long) run.

Eat with less worry – I enjoy food. A lot. People will often make a comment I must not enjoy food as much as they do because I seem to maintain my weight. The reality is they’ve never seen me eat. I don’t think you can totally ignore your diet regardless of how much you exercise. I try to be healthier in most of my choices, and I do discipline what I eat (wish I was better at how much), but I pretty much eat what I want. I’m certainly never hungry long. Running — or exercise — affords me less guilt in my diet and the occasional splurges I enjoy.

Stress reduction – I find if I’m especially stressed a good sweat gives me a calmer perspective. It’s an excellent way to decompress. It was crazy how much not running — before I found exercise which could substitute — added to me being more tense. My family noticed it. I’m certain the people who work with me did also. I know I did. I’m a nicer person to be around when I’m running regularly. It took me a while to associate the cause of additional stress on the lack of exercise, but the return to healthy routines made it clear.

I’m back to running, thankfully. In fact, I just completed a 10K with my fastest time in several years. I’m usually training for something — even if I never run another race — because it keeps me disciplined in a routine. And, I know the value. It’s been proven to me.

Do you have a regular routine of exercise? It doesn’t have to be running, but it should be something. Of course, you should always check with your doctor before you start something extreme, but I’ve never had a doctor who didn’t value some form of exercise.

If you are not regularly exercising — especially if you’re a leader — answer this question:

Considering the stress in your life, and how productive you hope to be with your life, could beginning the discipline of exercise be one of the missing ingredients?

Let me be a voice of encouragement to you. Find the exercise routine which works best for you, discipline yourself for 30-40 days, then enjoy the lifetime of benefits.

July 4th Verses of Encouragement

American Holiday

Here are a dozen verses for your Fourth of July encouragement.

Blessed is the nation whose God is the Lord. Psalm 33:12

Remind them to be submissive to rulers and authorities, to be obedient, to be ready for every good work, to speak evil of no one, to avoid quarreling, to be gentle, and to show perfect courtesy toward all people. Titus 3:1-2

For here we have no lasting city, but we seek the city that is to come. Hebrews 13:14

But our citizenship is in heaven, and from it we await a Savior, the Lord Jesus Christ, Philippians 3:20

But seek the welfare of the city where I have sent you into exile, and pray to the Lord on its behalf, for in its welfare you will find your welfare. Jeremiah 29:7

For where two or three are gathered in my name, there am I among them. Matthew 18:20

First of all, then, I urge that supplications, prayers, intercessions, and thanksgivings be made for all people, for kings and all who are in high positions, that we may lead a peaceful and quiet life, godly and dignified in every way. This is good, and it is pleasing in the sight of God our Savior. 1 Timothy 2:1-3

“You are the light of the world. A city set on a hill cannot be hidden. Nor do people light a lamp and put it under a basket, but on a stand, and it gives light to all in the house. In the same way, let your light shine before others, so that they may see your good works and give glory to your Father who is in heaven. Matthew 5:14-16

Brothers, my heart’s desire and prayer to God for them is that they may be saved. Romans 10:1

For to us a child is born, to us a son is given; and the government shall be upon his shoulder, and his name shall be called Wonderful Counselor, Mighty God, Everlasting Father, Prince of Peace. Isaiah 9:6

“Blessed is the man who trusts in the Lord, whose trust is the Lord. He is like a tree planted by water, that sends out its roots by the stream, and does not fear when heat comes, for its leaves remain green, and is not anxious in the year of drought, for it does not cease to bear fruit.” Jeremiah 17:7-8

Be exalted, O God, above the heavens! Let your glory be over all the earth! Psalm 108:5

God bless!

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

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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!