I’m an idea guy.

Ideas are plentiful, I know, but I tend to have more than average.

As a leader in an organization, that means I throw out a lot of ideas to those I lead.

Some of them work.

Some don’t.

One thing I’ve learned, though, is that if an idea sticks, someone else may end up using it.

If it’s a success, others may get credit for my idea.

In fact, some may never remember where the idea originated.

And that’s ok.

Part of being a leader is celebrating the success of others.

I’m not saying it’s always easy.

Our nature causes us to love the recognition.

But that’s what leaders do.

Leaders seek the progress of the organization over recognition for the leader.

Be honest, are you okay if others get credit for your idea?

People follow the leader…

Because…

One of the key aspects of being a leader is leading…

Leaders have a vision that includes other people…

Leaders are actually going somewhere…

If the goal is not bigger, further, more difficult and risky than today…

Then you don’t need a leader…

The longer I lead and manage people, the more I realize that the most important element in leading and managing people is….

Have you forgotten that principle?

Leadership is about people. It’s relational. It depends on learning how to interact with people, how to encourage them, how to have healthy conflict, how to recruit them, and how to keep them informed.

You get the idea.

That’s not new information, but the problem is that every decision a leader makes impacts people. Some make the leader popular. Other decisions make the leader unpopular. Therefore, it’s easy for many leaders to become people-pleasers, trying to make sure everyone is happy. Other leaders go to another extreme and become a controlling leader; never allowing anyone input into the leader’s life or the decision making process.

One solution for me has been to do a stakeholder analysis of the situation. When I consider the person’s interest and power or influence in the organization, it can help the way I respond in making the decision, who’s involved in that process, and help us stay focussed towards the mission, while still valuing people.

This diagram shows a typical stakeholder analysis model:

Thanks to MindTools.com for this diagram. You can ever read more about how to use this tool HERE.

If you have an individual on your team with high interest and high power, such as a passionate key leader, you may react differently to their concern over an issue than someone who has little interest in your church and never intends to be a part of the church. As an example, the one-time guest who criticizes your music program may not be the voice you listen to most, but you probably should consider the voice of an elder.

I realize some may see this process as cold or even uncaring, but actually, I see it as a paradigm by which to apply wisdom to a circumstance. Ultimately I think our goal as a leader should be to bring the best people to the table, eliminate obstacles involving people, value people, and yet protect the mission of the organization. Doing a stakeholder analysis may help with that.

What do you think?  Could this be a helpful tool?

Have you seen the need to analyze the stakeholders in making decisions?

A couple of young guys made an appointment and came to my office recently to pitch me an idea for a new ministry they hope to start. They had been told I have a passion to empower people to follow their dreams and callings. I instantly loved their heart and the new ministry, but what intrigued me was how nervous they were making the presentation. I understand, because any kind of presentation like can be nerve-racking, and we are a large church, but I’m also their pastor. It made me wonder if I had ever done anything to make them nervous about approaching me. I concluded that it was just the situation, and not our relationship, but it caused a healthy reflection for me for other areas of my leadership.

It forced me to ask how the people on our staff…the people I work with everyday…the ones I call a “team” feel about approaching me with an idea, an issue, or even a criticism or concern. That’s one reason I periodically ask our team this question as part of an annual evaluation process. (Read about that process HERE.)

In my opinion, if you are a leader, the way the people you lead approach you says much about the quality of that leadership.

Here are 7 questions to consider about the way people approach you as a leader:

• Do they feel the need to gather support from others before they approach you?
• Have they begun to expect an immediate “no” answer?
• Are they overly and obviously nervous during the approach?
• Do they lose sleep the night before talking to you?
• Do they make a dozen disclaimers before they tell you what they have to say?
• Do they only tell you part of the story?
• Do they think they have to barter with you for your support?

Granted, there will always be tension when approaching “the boss”, but one of our roles as leaders should be to level the playing field enough and build healthy relationships with the people we lead so they are comfortable approaching us when needed. It provides accountability, healthy environments, and keeps us from becoming egotistical.

Reminder: That type relationship doesn’t develop overnight or simply by telling people not to be nervous. It develops over a season where trust is earned and respect is warranted.

Are there any other questions you would add to my list?

(Don’t be afraid or nervous to add to my questions…)

Every organization and team has times where everyone is stretched, stress abounds, and even times where it seems things are going backwards for a while. During those times good leadership is more critical than ever.

In times of stress, here a 5 things a leader must respond with:

A level head - A leader must display a calmness in the midst of crisis. Trying times test a team and the leader doesn’t need to be the one causing panic.

Steadfastness – There will always be temptations to give up under stress. A leader walks by faith and keeps the team moving forward. (You can read the hard lesson I learned about this issue HERE.)

Integrity - Character is tested during stressful times. A leader must remain unquestioned in his or her integrity for the health of the team and organization.

Strategic-Thinking – Decisions are harder to make but more important during stressful times. The leader must think strategically for the organization. (Read a post about thinking strategically in the moment HERE)

Personal balance - Leaders must remain healthy personally in order to continue to lead the organization. During times of stress, the leader must continue to exercise, eat well, and be disciplined.

Leader, have you ever had to lead during especially stressful times?

Are you there now?

What would you add to my list?

As a leader, or even as a team member, we constantly have to make decisions. Great leaders understand the power of decision-making and learn to use this power wisely.

In simple terms, leaders should consider two methods of decision-making. Some decisions can be arbitrary decisions and others need to be calculated decisions. Knowing which type of decision making to use at a given time will help you be a better leader.

I know leaders who make very quick, instant decisions only to grow to regret them. (This leader being one.)

Here are 7 characteristics of each type decision-making process: (Behind each word is a definition of that word compliments of dictionary.com)

Arbitrary - based on random choice or personal whim, rather than any reason or system

• Few people affected
• Limited life to the decision
• Low cost or impact expected
• When the decision-maker is the implementer
• Requires less thought
• Has been made many times
• Only one person needed to make decision

Calculated – done with full awareness of the likely consequences; carefully planned or intended

• More people affected
• Long-term implications
• Higher cost and impact potential
• When other people are the implementers
• Requires more thought
• Has been made few times, if ever
• May require the wisdom and counsel of others

Next time you have to make a decision, consider which method you should use for the occasion.

Do you see the difference?

Have you been guilty of making a arbitrary decision when you should have made a calculated decision? Please share an example.

As the organization grows, a leader’s role begins to change.

I have a friend who leads a growing organization. The speed of the growth could easily rouse my friend’s controlling nature, but he’s a good enough leader to recognize his weakness in this area.  He knows that in order for the organization to continue to grow, he must resist the tendency to direct every decision.

How does a potential controlling leader handle a situation like this?

In my friends case, he is adding a disciplined approach to change. Last year he estimated that he made 90% of all final decisions. Through staffing changes and shifting of responsibilities, my friend set a goal to lower that percent to 40% this year and 10% next year.  While that sounds aggressive even to a lover of change like me, my friend is confident this change is needed.

I was impressed with the discipline of this leader, wondering could I be as disciplined.

What do you think?

Could you discipline yourself to make such a drastic organizational change?

Do you struggle with a control issue in your leadership?

Leadership is abuzz these days. Everyone is talking about it, yet it appears many organizations and churches are consistently looking for leadership. In my conversations with other churches, people want to know how to find, attract, and train leaders. Apparently it is far easier to call oneself a leader than it is to actually be a leader.

Perhaps we need to do a better job distinguishing what leadership actually means. Without great definitions of leadership, we almost need to talk about what makes up great leadership. I wonder if there is leadership…the kind anyone can do…and there is stellar leadership…the kind only great leaders provide.

The word stellar means: pertaining to a preeminent performer…or…outstanding or immense…

Isn’t this the kind of leadership we are seeking?  Stellar leadership?

I am still a leader in training…not sure when I’ll “get there”, but I know I’m not looking to be an average leader. I want to be a stellar leader.

With that in mind, here are 7 definitions I think we find in stellar leadership: (The words are mine, but I got the definition from dictionary.com)

Consistency - steadfast adherence to the same principles, course, form,etc

Follow-through – the act of continuing a plan, project, or the like to its completion

Respectable - worthy of respect or esteem

Truthfulness - telling the truth, especially habitually

Valor - boldness or determination in facing great danger; courage

Trustworthy - deserving of trust or confidence; dependable; reliable

Authentic - not false or copied; genuine; real

In my opinion, stellar leaders would possess ALL of these attributes.

What words/definitions would you add to my list?

Some of the best leaders on your team…

• Have yet to be recruited…

 

• Will have to be asked…

 

• Are anxious to serve…

 

• Need this in their life as much as you need them…

 

• And they may not even know it…

It’s your move…

Go get ‘em…

(Not sure where to look? Read THIS POST.)

Recently I gave our staff this exercise. This is a preference assessment. Basically, if you could only choose one option, which would you choose from the four figures shown?

So you can understand the diagram…

There are four different options…indicated by the number 1 through 4. The solid lines represent “structured” and the dashed lines represent “unstructured.” The outer square represents the organization and the inner circle represents the individual team member. A solid line indicates a desire for more structure and less flexibility in an organizational environment or in the way a member personally responds in his or her role.  A dashed line would indicate the opposite preferences. For example, a solid-lined square and a solid-lined circle, that would be an individual who prefers to be structured personally and prefers to be in a structured environment. A dash-lined square with a solid-lined circle would represent an individual preferring to be personally structured, but work within a less structured, organization.

Make sense?

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