Ministry Problems Can Produce Ministry Leaders

by: Tim Elmore

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In the past I have blogged about the idea that good things can come from bad situations, when those situations force us to do something good we normally wouldn’t do. Whether it’s laziness or lack of motivation, our intentions are better than our actions. Today, we see millions of Americans getting rid of credit card debt and saving money because of the failing economy. This is obviously something we should have been doing all along—but were forced to once we had no credit left.

Motivation is a funny thing. It is best when it comes from within—when we find a purpose to fulfill. However, most of us are motivated when there’s a need to meet. I find I am most strongly motivated when the pressure of necessity raises its ugly head. I am writing a book right now, and I am discovering once again that “deadlines are lifelines.”  When conditions become unbearable or dissatisfying—that’s when leaders step forward and do something. That’s when people discover what’s inside of them.

Charles Darrow was out of work and almost bankrupt during the Great Depression when he and his wife began to dream about what they would do if they had a million dollars. Every night they would discipline themselves to talk about the wealth they would accrue one day. Their regular little conversation turned into a game—with a board, dice, hotels and cards—a game you likely own today: the game of Monopoly. By the way, Parker Brothers bought the game from him in 1935 for a million dollars.

It was also during the Depression that Kirk Christiansen had some time on his hands and came up with his own little diversion. He was a carpenter who made ladders, but needed some extra work and cash. One day, he noticed he had lots of little pieces of wood left over once a ladder was built. He loved kids and started to let kids play with those little pieces of wood to see if there was anything marketable he could discover. It soon became clear they loved to build things with them. Those wood chips became Legos, a Danish hybrid for the words “leg godt” meaning “play well.”

During those same hard times, Alfred Butts was unemployed. Every day he’d read the New York Times, looking for work. As he did this, he realized how much he loved words—reading them, writing them and creating them. Since he had all kinds of time on his hands, he began to explore creating a game out of words. He succeeded and it put him back to work, producing the game called: Scrabble.

Do you see the common thread in the stories of Charles, Kirk and Alfred? It was the very problem they faced that ushered them into success.

I have a question for you. What problem do you face today that may become the very vehicle that enables you to succeed?  With the right perspective, a poor economy, unemployment, or boredom with far too much time on your hands could become your best friend. You just have to gain perspective, and take advantage of your situation. Your best leadership gifts may be summoned by hard times. You may just find your sweet spot when you are forced to do so.

I remember hearing a story about a frog who was hopping along a road when he fell into a large hole. He tried and tried to hop out, but was unable. As his friends came by, the frog beckoned them to go get help. Each of them ran for help, but upon their return they saw the frog hopping along the road again. He was obviously free from the confinement of the hole. When they reminded him that he couldn’t get out, he said: “Oh, you are right. I couldn’t get out. But then I heard a huge truck approaching and I realized…I had to.”

Here’s to your best gifts emerging as you face that huge truck coming at you.

What problems have you turned into opportunities?

Read more from Tim here.

Tags: Leadership Engine, Staff, Staff Development, Tim Elmore

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6 Pressures Leaders Put on Themselves – and How to Overcome Them

by: Dan Reiland

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Every leader faces pressure. How you handle that pressure matters. Do you attempt to avoid it and let it conquer you, or embrace it and use it to your advantage? In most situations, leadership pressure will increase as the church gets larger. So be careful what you pray for, you just might get it. I don’t say that with sarcasm, I say that with thoughtful sincerity to help you be prepared.

One of the most common pressures in any organization, and certainly the church, comes from finances. No matter how spiritual we make the mission (and it is fully a spiritual endeavor) we cannot escape the reality of paying the mortgage, the rising costs of staff, and never-ending demands to fund meaningful ministry. We add to that the pressure of being good stewards (wise and strategic with measurable results) of God’s money generously given by His people.

I’ve never, yes never, not even one time ever heard a church say they have too much money. I smile as I write this because I would love to hear a pastor stand on the platform and just once say: “Please, please dear people, stop giving so much money. The bank won’t take any more, we’ve given millions away, and we’ve filled all our huge safes full with cash and gold. We are now starting to bury money behind the church and to tell you the truth, the staff is getting tired of digging those big holes.” Ridiculous I know, but I’d pay good money to hear that for real!

In fact, more churches than not face a shortage of income to budget. Then we add to that the truth that God asks us to trust Him by giving even more away. The stories I could tell you of churches slashing their ministry budgets, being forced to lay-off staff and some even losing their buildings are staggering and many. But I don’t need to tell you because you know many of these stories yourself. You may be facing your own financial pressure as you read this article.

Finances are a type of situational pressure. Similar to a shortage of staff, or being out of space for more people in your worship auditorium, or your parking lot is just too small. But not all pressure is situational. In fact, as difficult as these circumstances can be, there are other kinds of pressures that determine how well you will handle the common realities of local church leadership.

Let me talk about six of those pressures and offer a few practical insights to help you deal with them.

• Internal Pressure – The pressure you put on yourself. 
It’s important to exercise this kind of personal internal pressure. It’s how you get things done. This is a good and healthy thing. However, all too often leaders put too much pressure on themselves. Such as, the pressure to perform at sustained and near superhuman levels with little rest, pressure to make people happy and pressure to achieve. This is a major caution and something to pay attention to. The million-dollar question is how much is too much? It’s a fine line, but there are clues that let you know. For example, do you take a day off? Can you relax and not feel guilty? Do you have trouble walking away from your smart phone after hours? If you aren’t sure, ask a couple close friends or colleagues.

• Transferred Pressure – The pressure to assume others problems. 
I find myself unwisely falling prey to this pressure. Someone in the church, for example, tells me about a financial problem they are facing. Immediately I care, that’s normal, but then something happens inside where I begin to feel responsible to fix it. That kind of pressure, transferred pressure, is not good or healthy. Imagine if you or I actually had to carry the responsibility to solve everyone’s problems! That’s not possible! Instead it’s wise to express your genuine care, offer counsel and pray. If in that process you sense that you can help, or the Holy Spirit prompts you to take action, then do it.

• Peer Pressure – The pressure others put on you.
You remember peer pressure was in full force by Middle and High School. It’s supposed to end there, but often doesn’t. It’s not uncommon for pastors and church leaders of all kinds to wrestle with guilt laden pressure to attend every event, pray more, fast more, drive a more modest car, diet, and the list goes on. The issue at hand may be something good, like praying more. But when legalism enters the picture what was good turns to an unhealthy pressure. Let me say this bluntly. There comes a time when you must stop caring what everyone else thinks. Listen to God and your close advisors. That’s enough.

• Wasted Pressure – The pressure that results from lack of discipline. 
I call this one “wasted” pressure because of all the pressures listed it’s the most unnecessary. It’s the most avoidable. The most common form comes from procrastination. You might wait until Saturday to start your sermon, or you didn’t mail in a bill that you had for two weeks and now it’s late with penalties, or you waited until April 14th to do your taxes. So now you endure major pressure that you didn’t need to. If you instead exercise a modest amount of discipline you can avoid these pressures nearly entirely. Easy to say, I know. But it’s true. I’m just trying to help relieve your pressure!

• Personal Pressure – The pressure all families deal with. 
Unlike wasted pressure, this is one you can’t avoid. All families face pressure. If you are married, you understand. Conflict is human. If you have kids you really get it. Doing family well is hard work, but the good news is that it can be done! Pressure relief valves make a big difference. Relieving family pressure is not accomplished by avoiding your family. One of the best ways is to have more fun together. Play more! Enjoy each other! Put effort into fun – everything from playing games to family vacation!

• Temptation Pressure – The pressure to sin. 
I received an email from a friend this week about her pastor who resigned due to an “indiscretion.” It is always heartbreaking to hear this kind of news, and the truth is that none of us are exempt. We are all tempted, but we don’t have to give in. The first step is to know your weakness. Know where you are most vulnerable, then you can make a “battle plan” to not give in. I encourage you to be honest with two or three close confidants and trusted friends. Talk on a regular basis about your temptation. Sin does well in darkness, but is conquered in the light.

My purpose in writing is to stir your thoughts about the origins, sources and remedies for the pressure you face. When it’s all said and done, there is nothing like the presence of God to help you navigate these pressures. But the more you understand about these pressures, the better you can take them to God.

This article is used by permission from Dr. Dan Reiland’s free monthly e-newsletter, “The Pastor’s Coach,” available at www.INJOY.com.

Tags: Dan Reiland, Leadership Engine, Staff Development

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Recognizing Obstacles as Open Doors for Ministry Innovation and Greater Impact

by: Mac Lake

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What’s stopping you?  Are there barriers blocking the path to your dream?  What’s hindering the forward progress of your mission?  What’s deterring the realization of your vision?  And more importantly what’s your attitude about your situation?

Your whole attitude can be transformed when you recognize that obstacles can be open doors for innovation and greater impact.  Pause, and ask yourself a few important questions and see if you gain a new perspective.

• What’s the real problem I face?  Sometimes the perceived problem is not our real problem.  Skilled leaders learn to identify the problem behind the problem.
• Is there a field expert I know that can help me process my challenge?  If you don’t know someone personally simply ask yourself “What would __________ (known specialist) do in my situation?”  Opening your imagination this way may give you a fresh perspective.
• What are 5 options for overcoming my challenge?  Write them down and reflect on them.   Remember some of the best ideas are born out of bad ideas.
• Is there another approach God is prompting me to take?  Perhaps He allowed the obstacle in order to help you find a better direction.
• What are the hidden resources I have access to that I’ve not thought about?  This is one of my favorite questions and has helped produce solutions for me on many occasions.  Sometimes the things that are closest to us are the hardest things to see.

Don’t wait for your obstacle to be removed…God put it there to grow you as a leader and to open new doors of opportunity.

Read more from Mac here.

Tags: Innovation, Leadership Engine, Mac Lake, Staff Development

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10 Ways Ordinary People Become Good Ministry Leaders, Part 2

by: Thom Rainer

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On my blog yesterday, I looked at seemingly ordinary people who had become good or great leaders despite limitations of intellect or circumstances. Here is how I introduced that blog:

I recently compiled a list of good leaders (a few I would characterize as great leaders) who, by most definitions, are common, ordinary people. They were at the middle of their classes in grades. They really did not and do not have charismatic personalities. They had no family or demographic advantages. And none of them, to my knowledge, were outstanding in extracurricular activities.

But now they are doing very well. It’s as if a switch turned at some point in their lives. They decided that they would no longer be addicted to mediocrity. Instead, they decided they would make a difference. Yet they had few of the innate gifts associated with good or great leaders.

So I wrote down a list of more than twenty characteristics of these men and women. And, somewhat to my surprise, I noted that all them had ten characteristics in common. Though statisticians would argue that I found correlative factors, I really believe that most, if not all, of these characteristics are causative.

These leaders thus had ten common characteristics. The earlier blog post looked at the first five of them. This blog post looks at the last five characteristics of these leaders.

1. They have genuine humility. These leaders have learned humility the hard way. Growing up, they were well behind their peers academically. Most did not excel at sports or other extracurricular activities. None of them were nominated as “most likely to succeed.” In their early days in the workforce, they found themselves surrounded by more talented and smarter workers. They didn’t have to work at humility; it was thrust upon them.
2. They seek mentors. Their desire to improve, along with their humility, led them to seek mentors. Most of these mentoring relationships were informal, but they still were intentionally sought. These leaders were unashamed to admit they needed help from an outside perspective, or advice from someone who might be smarter.
3. They avoid ruts. These leaders would be the first to volunteer for an assignment in a new area. They intentionally avoided getting too comfortable in one area. As they broadened their horizons, they became more effective leaders.
4. They have a sense of humor. These overachieving leaders always take their work seriously, but they don’t take themselves too seriously. Their humor helps them to avoid stressing out when everything does not go their way. They are thus able to handle difficult situations with calm and poise. Others follow their example, and thus give credence to this happy and placid leadership style.
5. They are goal setters. At some point, I would love to see a major leadership study done on goal setting. It seems to be directly correlated to strong leadership. These “common” men and women were no different. To the person, you could ask them what their goals have been in life, and what they are now, and receive a quick and cogent answer. They would readily admit they didn’t always achieve their goals. But that was not deemed as failure. The common leaders simply reset their lives with a new set of goals.

There are countless men and women who are wonderful leaders. Among them are a large number who are not the smartest, not the most educated, not the most articulate, and not the most charismatic. That reality should give many of us great hope. We can be good leaders anyway.

Read more from Thom here.

Tags: Leadership Characteristics, Leadership Engine, Staff Development, Thom Rainer

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10 Ways Ordinary People Become Good Ministry Leaders, Part 1

by: Thom Rainer

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The literature on leadership can be discouraging. After reading multiple case studies, theories, and biographies, one can be left with the impression that good leadership is next to impossible. It is limited to those who have the attributes of Superman without the aversion to kryptonite.

I recently compiled a list of good leaders (a few I would characterize as great leaders) who, by most definitions, are common, ordinary people. They were at the middle of their classes in grades. They really did not and do not have charismatic personalities. They had no family or demographic advantages. And none of them, to my knowledge, were outstanding in extracurricular activities.

But now they are doing very well. It’s as if a switch turned on at some point in their lives. They decided that they would no longer be addicted to mediocrity. Instead, they decided they would make a difference. Yet they had few of the innate gifts associated with good or great leaders.

So I wrote down a list of more than twenty characteristics of these men and women. And, somewhat to my surprise, I noted that all of them had ten characteristics in common. Though statisticians would argue that I found correlative factors, I really believe that most, if not all of these characteristics, are causative.

How then do many common people become good or great leaders? Here are the first five characteristics.

1. They determined that their integrity would be uncompromised. They did not cut corners or cheat. Though others around them were smarter, more forceful, and more creative, they never compromised in their work and lives. They saw their integrity and reputation to be priceless gifts that could not be forfeited.
2. They worked hard. Often when others around them played or wasted time, these leaders continued to work. If they had an employer, they felt like they were stealing from the company unless they gave their best efforts. If they were self-employed, they knew that other companies would eat them alive if they did not work hard.
3. They took responsibility for themselves. You will never hear these leaders blaming their employers. You will not hear them complaining because someone else in the organization was recognized or received a promotion. Stated simply, they did not blame others or circumstances. They believed that they lived in a great nation where they had multiple advantages to get ahead.
4. They were decisive. They learned that slow decision-making was poor leadership. They knew that analysis paralysis could kill an effort. Instead of living in fear of making the wrong decisions, they moved forward just as soon as they had sufficient information, not complete information. They saw smart people failing to make prompt decisions because they were enamored with more and more information and data.
5. They read a lot. While many of their peers spent dozens of hours each week watching meaningless television, these good leaders were reading books, articles, and anything they could to make them a better person and a better leader. Like the impoverished Abraham Lincoln reading books by dim candlelight, these ordinary men and women became extraordinary through their constant and continued learning, regardless of the sacrifice.

Keep in mind that I am looking at common men and women who became good, and even great, leaders. I am not talking about the smartest, the best educated, or the most articulate. These are common men and women who are now extraordinary leaders.

I’ll finish the article tomorrow with the last five. 

Read more from Thom here.

Tags: Leadership Characteristics, Leadership Engine, Staff Development, Thom Rainer

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5 Actions to Help You Overcome Struggles in Ministry Leadership

by: Michael McKinney

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Struggle is a part of any human endeavor and leadership is no different. The problem is we view struggle as a negative. But struggle is how we grow. Without them we can’t reach our full potential as leaders.

We like to think of our leaders as flawless. We like to be perceived as flawless—or at least we like people to think we have everything under control. But as Joe Badaracco has pointed out, “leadership is a struggle by flawed human beings to make some important human values real and effective in the world as it is.”

It may sound counterintuitive, but considering the benefits illuminated by Stephen Snyder in Leadership and the Art of Struggle, we should welcome it as an important element of the leadership process and our own personal development. Snyder writes that we should face struggle “head on—not hiding from it or feeling shame—because struggle is the gateway to learning and growth.” It can also help us to discover our purpose and meaning and develop the adaptive energy necessary to sustain our leadership for a lifetime.

Struggles have three defining characteristics:

Change: Every struggle is triggered by some type of change.

Tensions: Change creates a natural set of tensions.

Being out of Balance: Change and its ensuing tensions throw a leader off balance. This may happen without us even being aware of it, but acknowledgement of it is central to regaining control.

In the world we live in today, this is a common occurrence often leading to burnout unless we learn to see struggle through a different lens. Snyder recommends the following 5 actions to overcome those struggles:

1. Adopt a growth mindset. The first step in accomplishing this is through reflection—being aware of what is going on around you. Snyder’s former colleague at Microsoft, Frank Gaudette, used to say: “I reserve the right to wake up smarter every day.” A good mantra to make our own.
2. Center your mind, body and spirit. We all need some way to anchor ourselves and gain perspective that we practice daily like exercise and diet, prayer, connecting with nature, meditation, and/or journaling.
3. Build your support community. “Create a community of people whom you can connect and bond with and from whom you can seek advice and feedback.”
4. Overcome your blind spots. Blind spots by their very nature are hard to recognize. And they are frustrating because they blind us from seeing why people may be responding to us in counterproductive ways—leading us to finger pointing rather than personal responsibility. “Blind spots,” writes Snyder, “are the product of an overactive automatic mind and an underactive reflective mind.” A fairly common blind spot Snyder calls the Conflict Blind Spot. This blind spot can cause someone to interpret every interaction through a distorted lens. It reinforces the perception that the other person is wrong and we are right.
5. Recommit, pivot, or leap. When we struggle we have essentially three options. The first is to recommit and stay the course. The second is to pivot and make a course correction. And third is to leap into uncharted territory far beyond our comfort zone. Choosing the right option requires that we examine ourselves and determine which choice is most consistent with our personal values or mission statement.

Every struggle is a chance to learn and to confront who we are and what we are becoming. Seen in that light, they are a gift. And our ability to deal with our own struggles effectively has an impact on those around us. Not only does it create a more positive environment to function in, but it provides a constructive example for others to follow.

Snyder has written an outstanding and practical book to help us to rethink the challenges and problems we face along the way. One of the best you’ll ever read on the topic.

Read more from Michael here.

Tags: Leadership Barriers, Leadership Engine, Michael McKinney, Personal Clarity

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Tracking an Emerging Role in Church Leadership: Pastor of Innovation

by: D.J. Chuang

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What may be emerging is a new role in the church: pastor of innovation. (Granted this may not become mainstream where every church would have one, since most churches have more pressing operational day-to-day needs.) I’ll do my part to keep this list updated. (Please do add to this list.)

• Bobby Gruenwald, Pastor, Innovation Leader of LifeChurch.tv
• Kenny Jahng, Pastor of Media & Innovation of Liquid Church
• Shamichael Hallman, Collierville Campus Pastor/Pastor of Innovation at New Direction Christian Church
• Edward H. Stephens III, Pastor of Innovation at Golden Gate Catherdral
• Stan Durham, Creative Innovation Pastor at Grace Fellowship
• Amanda Weaver, Innovation Pastor at Remedy Church
• Stephen Parris, Arts & Innovation Pastor of River Church [cf. prospectus]
• Chris Ryan, Executive Pastor of Innovation at Fellowship of the Woodlands [cf. Linkedin]
• Matt Arnold, Worship & Creative Pastor aka Worship & Innovation Pastor at Momentum Church
• Josh Lazar, Creative Arts Pastor aka Experience & Innovation Pastor at LifePoint Church [cf. Linkedin]
• Lucy Arellano, Director of Innovation & Creativity at Courageous Church

How much of their job is pure innovation and experimentation? Would you like to know? Me too!

There are over 30+ definitions of innovation and over 6000+ definitions of leadership. Organizations, especially organized churches in the 21st century, need more innovation and more leadership, not less. What’s worked in the past is not working as well as it used to, so we as the Church capital-C must make room to develop new ways of doing things.

Peter Drucker has said, “Any time an organization fails to change at the rate of the world around it, that organization is doomed to failure.” and ”innovation is change that creates a new level of performance” and ”All organizations require one core competency: Innovation.“

The chart below (from Leadership Network) illustrates how church innovations get adopted over time. As an experimenter, I’ve had very limited resources to experiment in developing innovations; I’m praying for more resources to do more. [disclosure: I do contract work with Leadership Network]

Rob Rynders makes a case for innovation in his denomination – Why The UMC Needs an Era of Innovation –

We need an intentional, grassroots, movement of innovators willing to put new ideas into action, fully realizing that many of those ideas will fail, but some will be successful. Even the failures will allow for immense learning, evaluation, further experimentation and adaption, ultimately leading to success. As successes and failures build, over time, we must apply those learnings from those models to other contexts and allow easy ways for others to learn, model, and adapt.

As mentioned in yesterday’s post, there are 4 levels of innovation, so not all innovation has to be risky and be revolutionary game-changers. Pastor Karl Vaters provides a helpful list for key questions to consider when preparing a church for change (and innovation) @ 10 Questions Every Innovative Small Church Pastor Needs to Ask.

Read more from DJ here.

Tags: D.J. Chuang, Innovation, Leadership Engine, Staff Leadership Roles

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6 Shifts Necessary in Leading and Mentoring the iGeneration

by: Tim Elmore

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Have you been keeping up with demographics? Almost half the world’s population is 25 and under. That’s about three billion young people. If we’re really serious about reaching the world, we must get serious about understanding and connecting with these kids. Just three years ago in America, Generation Y reached a milestone. (They are the youth born between 1984 and 2002). They’re now the largest generation in American history, passing up the Baby boomers in size, at 80 million people.

I call the youngest members, born since 1990: “Generation iY.” I use this term because they’ve grown up on-line, impacted by the “i” world—iTunes, iPhones, iPods, iMacs, iPads…and for many of them, life is pretty much about “I.” We’ve raised a more self-absorbed batch of kids than their earlier counterparts.

Much more than their predecessors in Generation X, young people from Generation iY seem to be acting as a generational group. In some ways, the university students I talk to in the U.S. feel they belong to each other. They’re truly connected, both via technology as well as a community across the globe. The recruiting chief at L’Oreal, Francois De Wazieres, agrees that these kids are surprisingly similar. “One thing I find to be very universal is that they have international experiences, are eager to take on the world and value their relationships…whether they are from Malaysia, India, France, Argentina, or the U.S, they wear similar clothing, have the same iPods, and mix and connect easily. Two hours after meeting, they’re probably best friends on Facebook.” This, of course, doesn’t sound bad. What’s wrong with a tight-knit demographic like this?

Some may view this generation’s size and connection as a warm, fluffy phenomenon that has no downside. I hope they are right. Unfortunately, with my ear to the ground, I am picking up some signals that could be trouble if we fail to respond well. Let me tell this story beginning with Generation iY in America.

A Rising Generation and a Retiring Generation

Our situation has even greater ramifications than the ones above. Because we have two large generations sandwiching a smaller one in between, we have a new challenge on our hands here at home. The following two lines summarize the challenge in front of us:

1. Young people (Generation Y) will be entering the marketplace in greater numbers and more quickly than we can prepare them.

2. Older people, (the Baby Boomer generation) will be retiring in greater numbers and more quickly than we can replace them.

This is one of the most crucial tests we’ll face in our lifetime. It will impact everyone and yet few seem aware of the dilemma it presents for our generation. Unless we raise the standard for kids today and help them to think and act like authentic leaders, they will not be ready for the responsibility thrust on them as they enter adulthood. Generation Y is already the fastest growing segment of the workforce, and with immigration, some social scientists say it could reach 100 million strong. While the generation of younger children is much smaller (in America, some call them “Homelanders,” as they’re born after the launch of the Department of Homeland Security), there is a swelling of teens and twenty-somethings. Here’s why our problem is amplified in America. The Baby Boomers (78 million) are aging. The first wave has already begun retiring. In fact, during the next decade, about 45% of the workforce will vanish. And they’ll continue retiring for the next eighteen years. There is a much smaller population behind them—Generation X (46 million). Just do the math and you can see there are not enough leaders within Generation X to fill the spots vacated by the Baby Boomers. Someone must fill those roles. Ready or not, our kids today will be our leaders.

So, how should we lead these young people? May I talk straight? We must master the art of mentoring them and leading them. Let me suggest six shifts we must make:

1. Don’t think CONTROL, think CONNECT.

Often our ambition as a parent or leader is to seize control. Studies show that parents who over-program their child’s schedule often breed kids who rebel as teens. Instead, wise leaders work to connect with them. Why? Because once we connect, we build a bridge of relationship that can bear the weight of truth. We earn our right to influence them.

2. Don’t think INFORM, think INTERPRET.

This is the first generation of kids that don’t need adults to get information. It’s coming at them 24/7. What they need from us is interpretation. Their knowledge has no context. We must help them make sense of all they know as they build a wise and healthy worldview.

3. Don’t think ENTERTAIN, think EQUIP.

I’ve seen parents who are consumed with entertaining their child. I know teachers who approach their classrooms the same way. A better perspective may be: how can I equip my young person for the future? If I give them relevant tools to succeed, they’ll stay engaged. Happiness is a by-product. True satisfaction comes from growth.

4. Don’t think “DO IT FOR THEM” think “HELP THEM DO IT.”

Adults have been committed to giving kids a strong self-esteem for thirty years now. According to the American Psychological Association, healthy and robust self-esteem actually comes from achievement not merely affirmation. We lead for the long-term not the short term. Sure it’s quicker to do it yourself—but it’s better to transfer a skill.

5. Don’t think IMPOSE, think EXPOSE.

When adults become scared a kid is falling behind, we tend to impose a rule or a behavior on them. While mandatory conduct is part of life, if kids feel forced to do it; they usually don’t take ownership of it; it’s your idea not theirs. Why not think “expose” instead of impose. Show them something. Give them an opportunity they can’t pass up.

6. Don’t think PROTECT, think PREPARE.

Adults paranoid about the safety of our kids. Sadly, in our obsession over safety, we’ve failed to prepare them for adulthood. Instead of fearing for them, it’s better to recall your entrance into adulthood and discuss what you learned that helped you succeed. The greatest gift a parent can give their child is the ability to get along without them.

7. Don’t think LECTURE, think LAB.

When young people do wrong, we’re predisposed to lecture them. While it’s a quick way to transmit an idea, it’s not the best way to transform a life. We must create experiences from which we can process truths—like science class—a lab with a lecture. They’re not looking for a sage on the stage with a lecture but a guide on the side with an experience.

Read the full story here.

Read more from Tim here.

Tags: Generational differences, Leadership Engine, Staff Development, Tim Elmore

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12 Questions to Help New Leaders Thrive in a New Ministry Position

by: Bill Blankschaen

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Congratulations! You made it! You’re the new leader. Now what?

I know you’re supposed to always look like you know what you’re doing but — truth be told — new leaders often don’t even know where to start. They drift around for a month or so, smiling a lot, ordering new stationery while they act as if they’ve got it covered.

I came across this all-too-familiar scenario recently while coaching a young executive at a non-profit. He had been moved unexpectedly to a new division after achieving some success in another department. The move caught him by surprise, but he threw himself into it with all the energy he could find.

When we first met, I asked the young executive what questions he had. He sheepishly shrugged his shoulders and admitted, “I’m not even sure what questions I should be asking.”

I suspect he’s not alone. As I thought back over times when I’ve tackled a new leadership position, I remembered the same uncertainty. I also recalled 12 questions I asked or — knowing what I know now — wish I had asked.

It’s an impartial list, of course, but these 12 questions should help any new leader prepare to thrive in a new position.

1. Who are the key influencers on your new team? It shouldn’t take long to figure out who everyone already respects and follows. They can make or break you. By applying the 80/20 principle, plan to invest a disproportionate amount of time with these key influencers to gain their buy-in before getting too far into your new digs. If you don’t, you might not stay long.

2. What exactly is expected of you? The last few times I’ve started a new position, I took the time to unpack the job description in great detail. I ended up with an outline of my duties that filled 8-10 pages, typed, single-spaced. I only reviewed my outline annually after that, but the process of breaking it all down can help you be sure you’re not missing anything that might surprise you later.

3. What exactly are you expected to do? This question from John Maxwell is one you need to ask of your supervisor. I’m amazed at how often it isn’t asked, only assumed — until later when performance evaluations are due. Too late. Better to ask specifically up front to help you know what you are personally expected to do and what you can delegate to others.

4. How will your success be measured? I am again surprised by how few leaders, especially in ministry and non-profits, ever ask this question. Most of us thrive when we know the standards being used to evaluate us and become paranoid or even resentful when we find out after the fact that we didn’t measure up. Get clarity by asking clearly.

5. How are you perceived by your new team? Our own self-image seldom matches reality. Just because you think you’re awesome, doesn’t mean anyone else on your new team does — or cares about your previous success. In some cases, you might even detect resistance to your arrival because of your success elsewhere.

6. Are you talking enough? Silence speaks. When we choose to say nothing, we’re still saying something. We’ve simply surrendered control of the message. Your team will fill in the silence by reaching into their own insecurities. And that can’t be good. The absence of intentional communication is communication.

7. Have you enlisted a coach or mentor to guide you? Let’s face it. You’re in uncharted waters. Your new position requires insight and wisdom you just don’t have yet. If it doesn’t, you’re probably not in the right position. Recruit a coach — or several — who have been there, done that. They can save you a lot of pain.

8. Are you ready to pay the price to grow? Every learning curve requires a high initial investment of time and energy — but the payoff can be huge. That’s just part of the deal. But the curve is also the place to grow like nowhere else. The greatest potential for the most explosive personal growth is found only in the curve. Prepare to lean into it. Just for a little while.

9. Are you protecting what empowers you? As you tackle the curve, the leadership process will drain you quickly if you don’t protect what energizes you. It might be family time, physical exercise, spiritual growth — whatever it is for you, fiercely defend it or you’ll burn out before your team is done with the donuts you bought them.

10. Are you leaving a margin for what you don’t know? As Catalyst CEO Brad Lomenick put it in his recent post Make Time for Margins, “Margin in our lives overall creates options. Options to pursue dreams, think, pray, relax, meditate, process, grow and ultimately live life more fully.” Expect the unexpected. Plan for it. And be happier because of it.

11. Where are you going? Simple question — or at least we’d like to think it should be. But do you know your mission and can you share it easily? Is it simple enough for your team to spread and repeat it. As Andy Stanley asked at Catalyst Atlanta last fall, does everyone on your team know what a win is?

12. How will my team know that I care? The tried adage is also true — people don’t care how much you know until they know how much you care. Be intentional about showing them your heart. It’s especially easy for new leaders to focus instead on efficiency as a measure of success. Better to take a page from the order of Disney’s guest service priorities: safety, courtesy, show, and then efficiency. Let people be your bottom line.

What questions would you suggest new leaders ask when starting a new position?

Read more from Bill here.

Tags: Bill Blankschaen, Leadership Engine, Staff, Staff Development

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Improving the Ineffective Leader: Moving from Bad to Good

by: Sam Rainer III

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Leadership literature is chock-full of ways in which an average leader can become great. We all believe we’re good. Greatness is just a book, a conference, or a degree away. Indeed, I believe run-of-the-mill leaders can become better with training. A desire to learn, self-awareness, and a solid work ethic go a long way.

Some leaders, however, are just bad. They don’t lead well. Poor decisions are normative.

I believe most pastors want to lead their congregations in a way honoring to God. I believe most pastors care about their flocks. And God uses different types of leaders in different contexts. A rural setting, for example, requires a different type of leader than an urban setting. One is not superior over the other simply because of contextual expertise. But not all leaders—or shepherds for that matter—are great. And some pastors are poor examples of leadership, even if they really do care.

Years of practice entrench bad habits.

At some point, enough imbedded weaknesses transform an otherwise mediocre leader into a bad leader. Sometimes bad leadership is caused by context or position. The church leader is a poor match for the church, ministry focus, or setting. What makes a good senior pastor does not make a good middle school pastor. What makes a good worship pastor does not make a good children’s pastor. While environment and position influence bad leadership, not every case of poor leadership can be blamed on a mismatch. Some leaders are just outliers on the wrong side of the bell curve.

There are two types of bad leaders: the inept and the unethical.

Prominent malicious leaders tend to make the news. Unfortunately, scandals and scoundrels abound. But another category of bad leaders involves those who do not intentionally lead people astray. They are not malicious, just incapable. I’ve written previously on what makes a pastor a bad boss. These leaders desire to make ethical decisions, but they are oblivious as to how their decisions affect others. They shoot from the hip and trigger collateral damage.

The focus of this post is improving the ineffective rather than redeeming the unethical. What are some ways in which bad leaders can become better? A recent study sheds light on behaviors helping a leader transition from bad to good.

• They shared their knowledge. One of the main drivers of poor leadership is poor interpersonal skills. Many people get promoted because of their expertise in a specific area, but leadership is more than technical knowledge. Bad leaders are stingy with knowledge. Bad pastors can guard theological and methodological black boxes. Good leaders use their knowledge to develop others.
• They raised the bar of expectations. Expecting little of your church or staff is usually a reflection of low personal expectations. Raise the bar of personal expectations and improvements are bound to occur in the people around you.
• They shifted from a discouraging posture to an encouraging posture. Bad church leaders become better when they stop focusing on why something can’t be done and rather focus on how something can be done.
• They worked at becoming proactive change agents instead of reactive change agents. If all you do is put out fires, then you’re not seeing the forest for the trees. Little flare-ups always exist. Bad leaders reactively move from one to the next. Good leaders proactively discern the dangerous fires with the potential to affect everyone.
• They began to encourage cooperation rather than competition. Bad leaders divide people, creating opposing camps. Bad pastors use theological nuances as a wedge. Bad church leaders pit style preferences of one group against another. Good church leaders are bridge builders, demonstrating how different people can cooperate rather than compete.

Bad church leaders fail in many areas, but average leaders have weaknesses in specific areas.

Good, bad, or ugly—we can all improve our leadership. And the best pastors recognize continual improvement is the only option for leadership. While only a work of God can redeem unethical pastors, I believe every incompetent pastor can become a good leader. Bad leaders are not locked into poor decisions. Greatness is a noble goal, but good is an achievable step.

Read more from Sam here.

Tags: Leadership Engine, Sam Rainer, Staff, Staff Development

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