LEADERSHIP & Why Relational Leaders Are the Glue to Hold a Team Together by @BobWhitesel published by @BiblicalLeader Magazine.

by Bob Whitesel D.Min., Ph.D., Biblical Leadership Magazine, 9/13/19.

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In the military, relational leaders are the men and women who lead skilled teams on critical assignments. They have an immediate, urgent and vital task to perform. They may not see where their efforts fit into the bigger picture, but they are the masters of relational leadership. They lead an intentional and personal effort to build a team of interdependent soldiers. While the key to strategic leadership is forecasting and theorizing, and the contribution of tacticians is precision and allocation, the skill of the relational leader is his or her connection with their team and the ability to think creatively, improvise, adapt and be successful.

In architecture

These are the skilled craftsmen that build a house and give it the working components. They are often knowledgeable in a certain predefined field such as electrical, heating/cooling, framing, etc., because of the complexity of the task. And, they like to see the immediate results of their hands. One relational leader told me, “I like to see immediate results from what I am doing. I do not have the patience to wait for an outcome. That is why I am a painter. I like to see the results right now from what I am doing.”

In contrast, the strategic leader may wait years to witness the culmination of a project, and thus may leap to a new idea before the first has come to fruition. The tactical leader is also patient in waiting for the project to be completed, but the tactical leader finds it rewarding to see that progress is being made and the end goal is getting nearer. However, for relational leaders, seeing immediate results in even small steps is one of the most rewarding parts of the process.

In the Church

My dad was a sergeant in the military, and initially a relational leader who led his small team of second service ushers successfully for four years. Like many relational leaders in our churches, Dad enjoyed getting the job done. I often remember how fulfilled and satisfied he was after church, where he had faithfully discharged his duties with his team.

In the change process

During the change process these are the church leaders who get things done. They often see things from the viewpoint of their task. If they are an usher, then as my dad, ushering seemed like the most important job in the church. Still my dad, like many relational leaders today, knew that the church was an organic organism of many functions and ministries (1 Corinthians 12:12; Ephesians 4:11-13). But Dad so enjoyed the task at hand, that at least for him and his giftings this was the most important job imaginable. As a result, he discharged his duties with speediness, precision, care and results.

Characteristics

Relational leaders have the knowledge, skill, relational abilities and dedication to get a job done. Once the parameters are defined and they see how their task fits into the bigger picture (they are helped in this by the tactical leader), the relational leader can accomplish almost anything. Anthropologist Margaret Mead observed, “Never doubt that a small group of committed citizens can change the world. Indeed, it is the only thing that ever has” [xxvii]. And, thus the contribution of the relational leader is critical to the change process.

Relational leaders often love their job so much that they do not see themselves “moving out” of this role in the foreseeable future [xxviii].

But, if the relational leader does not have the go-between of a tactical leader, the strategic leader’s vision may be too imprecise to motivate the relational leader. Thus, we see once again while all three types of leadership are needed, it is the glue the go-between tactical leader provides that helps the relational leader move the strategic leader’s vision forward.

This is the fourth article in a series of articles on 3-STRand Leadership. Check out the third, “What is tactical leadership?” by Bob Whitesel. Click here for footnotes.

Excerpted from Preparing for Change Reaction: How to Introduce Change in Your Church by Bob Whitesel (Indianapolis: Wesleyan Publishing House, 2007).

Photo source: istock 

Read the original article here … https://www.biblicalleadership.com/blogs/why-relational-leaders-are-the-glue-to-hold-a-team-together/

LEADERSHIP vs MANAGEMENT & Why every leader needs to have a manager and Steve Jobs’ success at Apple was because he realized it.

by Chris Matyszczyk, Inc. Magazine, 5/26/20.

Being a manager… The very word conjures a sense of keeping things together, getting by and generally making a system work.

Being a leader, on the other hand, now that’s the apogee of rockstarism.

…I’ve been bathing in a commentary, published in the Academy of Management Journal, by INSEAD’s Associate Professor of Associate Professor of Organizational Behavior, Gianpiero Petriglieri.

…Petriglieri explains how research has clearly shown the diminished impression of management:

To be a manager is to be useful, but dispensable. It is no protection against anxiety in the workplace. In many such places, in fact, wanting to be a manager is a questionable aspiration if it is one at all. It is like wanting to be a dinosaur in an age where leaders have the disruptive impact of meteorites. 

This has caused a skewing that is surely evident in the way so many organizations are run today. Says Petriglieri: 

Preach passion above competence, influence above stewardship, and soon you will find much passion for influence and little competent stewardship at the top of corporations and countries.

Too often, leadership becomes a game of self-aggrandizement, power and stock options. More troubling is the fact that the obsession with leadership has led to a sense that you must act like a leader (whatever that means) to succeed or get funded.

Somehow, says Petriglieri, we pick leaders in a hurry and managers at our leisure. In each case, we’re asking the question What Can You Do For Me?

We’re human. We’re irrational. Or, as Petriglieri puts it: 

We want evidence and excitement, data and dreams.

Yet instead of trying to find all those things in one, we separate the more rational traits from the emotional ones.

Oh, he looks and feels like a leader. Let’s pick him.

Petriglieri worries that leaders and managers are now seen as antagonistic, rather than complementary: 

Splitting leadership from management and arguing for the superior value of one, in other words, is like asking whether the brain or the heart is most important. Which one would you rather give up?

The truth, says Petriglieri, is that a balance between leadership and management is simply harder to build.

He’d like to see a different sort of organization: 

Institutions where we can get along or argue well, passion is held, reasons are heard, and managing and leading abound instead of their caricatures — the managers and leaders.

How many times do so-called leaders breeze in, make everyone feel good — for a short while — and then disappear to their next exalted position? Which all leads me to Steve Jobs. One of the greatest leaders of our time, so we’re told. Surely, then, he’d appoint another great leader to replace him.Instead, he appointed the ultimate so-called manager, Tim Cook.Perhaps Jobs appreciated that as his company got bigger and ever more global, certain skills of absolute competence were essential.It’s a vital lesson for today’s exceptionally disturbed and fractured world. Fine words and a fine image are not enough.I’ve often thought it’s more possible for managers to grow into leaders than for leaders to embrace true consequential competence.How do you think Cook’s been as a leader? Remarkably good, as well as remarkably competent, if you ask m

Read more at … https://www.inc.com/chris-matyszczyk/leader-or-manager-steve-jobs-had-definitive-answer.html

LEADERSHIP & “St. Paul’s Guide to Leading Remotely” by @BobWhitesel published by @BiblicalLeader Magazine

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Look at Paul … 

Some degree of social distancing will most likely be part of future leadership practices. This will require church leaders to develop new skills and embrace new leadership methods. But for many church staffs, volunteers and ministers leading remotely may feel awkward and unnatural. However, leading remotely is a skill found in the New Testament and the early Church. St. Paul himself provides a fascinating example about how to lead remotely through the letters he wrote to congregations he guided. Here are 12 principles drawn from his writings.

Paul’s Guide …

Be personable. Paul greeted leaders personally. This created a human connection to Paul’s remote location (and sometimes his imprisonment). Whether at the beginning of his letters (Philippians 1, etc.) or the end (Romans 16:1-16, etc.), Paul recounted his personal connection with his readers. When critique was called for, Paul even prefaced it with personal histories. In Romans 16 he spends several paragraphs thanking God for those who helped him, but then warns about those who divide the flock. In verses 17-18 he instructs, “Keep a sharp eye out for those who take bits and pieces of the teaching that you learned and then use them to make trouble. Give these people a wide berth. They have no intention of living for our Master Christ. They’re only in this for what they can get out of it, and aren’t above using pious sweet talk to dupe unsuspecting innocents” (MSG). Paul’s greetings not only provided personal salutations to exemplary followers, but also examples of ones to avoid. 

Reputation is based upon God’s work in a life. Distance, whether physical or created by electronic mediums, can undermine credibility. When necessary, Paul defended his credentials. But he based his credibility upon how God has changed (and is changing) him, stating, “Do you think I speak this strongly in order to manipulate crowds? Or curry favor with God? Or get popular applause? If my goal was popularity, I wouldn’t bother being Christ’s slave… I’m sure that you’ve heard the story of my earlier life when I lived in the Jewish way. In those days I went all out in persecuting God’s church. I was systematically destroying it. I was so enthusiastic about the traditions of my ancestors that I advanced head and shoulders above my peers in my career. Even then God had designs on me. Why, when I was still in my mother’s womb he chose and called me out of sheer generosity! Now he has intervened and revealed his Son to me so that I might joyfully tell non-Jews about him.” (Gal. 1:10-16). Be ready to tactfully (2 Cor. 5:20) but directly (1 Tim. 1:3) point to God’s work in your life if your credibility is questioned.

Accept change, yet acknowledge how God is behind the change. Don’t shy away from accepting change, but also acknowledge how God is changing you. Paul embraced his change, recalling in Gal. 2: 7-10 (MSG), “It was soon evident that God had entrusted me with the same message to the non-Jews as Peter had been preaching to the Jews. Recognizing that my calling had been given by God, James, Peter, and John—the pillars of the church—shook hands with me and Barnabas, assigning us to a ministry to the non-Jews, while they continued to be responsible for reaching out to the Jews. The only additional thing they asked was that we remember the poor, and I was already eager to do that.”

Go deep theologically, but give them something to do with it. Don’t be afraid to give those you lead remotely something on which to theologically chew. But also make sure it’s something they can readily apply. Pauline scholar Herman Ridderbos stresses the general character of Paul’s preaching was the kingship of Jesus (1997:48). And, as a result Paul urged his readers to exemplify lifestyles that attested to living in a new realm. And knowing it might be some time before they would hear from him again, Paul literally gave them something to do. He told them to act upon what they heard, saying, “It’s the word of faith that welcomes God to go to work and set things right for us. This is the core of our preaching. Say the welcoming word to God—‘Jesus is my Master’—embracing, body and soul, God’s work of doing in us what he did in raising Jesus from the dead. That’s it. You’re not “doing” anything; you’re simply calling out to God, trusting him to do it for you. That’s salvation. With your whole being you embrace God setting things right, and then you say it, right out loud: ‘God has set everything right between him and me!’” (Romans 10:9-10, MSG).

Use stories, to help others endure the unendurable. The early church experienced an increasing loss of civil and human rights because of mounting opposition by the Roman regime. To this predicament Paul encouraged his listeners to embrace perseverance, steadfastness and in the more modern term championed by Angela Duckworth, “grit.” Paul wrote to the church at Colossae, “As you learn more and more how God works, you will learn how to do your work. We pray that you’ll have the strength to stick it out over the long haul—not the grim strength of gritting your teeth but the glory-strength God gives. It is strength that endures the unendurable and spills over into joy, thanking the Father who makes us strong enough to take part in everything bright and beautiful that he has for us” (Col. 1:10-12, MSG). And in Gal. 6:9, Paul famously intones, “So let’s not allow ourselves to get fatigued doing good. At the right time we will harvest a good crop if we don’t give up, or quit” (MSG).

Learning how God works, brings strength to endure the seemingly unendurable.

When you must correct, do so with a parent’s firm but loving touch. Paul sometimes had to pen a painful response to his critics. In 1 Cor. 4:14-16 he admonished, “I’m not writing all this as a neighborhood scold just to make you feel rotten. I’m writing as a father to you, my children. I love you and want you to grow up well, not spoiled. There are a lot of people around who can’t wait to tell you what you’ve done wrong, but there aren’t many fathers willing to take the time and effort to help you grow up. It was as Jesus helped me proclaim God’s Message to you that I became your father. I’m not, you know, asking you to do anything I’m not already doing myself…” (MSG). As we saw earlier, Paul’s critiques sometimes begin with positive salutations. But here Paul prefaces his critique by reminding his hearers of the nature of their leadership relationship, not as a boss to a hireling but as a father to a child. 

Face-to-face leadership is sometimes still required. Continuing the 1 Cor. 4 passage above Paul warns, “I know there are some among you who are so full of themselves they never listen to anyone, let alone me. They don’t think I’ll ever show up in person. But I’ll be there sooner than you think, God willing, and then we’ll see if they’re full of anything but hot air. God’s Way is not a matter of mere talk; it’s an empowered life” (1 Cor. 4:18-20, MSG). A key to critiquing remotely is to lay out clearly your intentions if remote leadership is ineffective. Face-to-face leadership may still be necessary and should be understood as an option by all parties. 

Be authentic & humble. Paul regularly acknowledged his status, as one Christ appeared to lately, but genuinely. In I Cor. 15:8-9 he recalled, “…He (Jesus) finally presented himself alive to me. It was fitting that I bring up the rear. I don’t deserve to be included in that inner circle, as you well know, having spent all those early years trying my best to stamp God’s church right out of existence” (MSG). And in Ephesians 3:7-8, he said, “This is my life work: helping people understand and respond to this Message. It came as a sheer gift to me, a real surprise, God handling all the details. When it came to presenting the Message to people who had no background in God’s way, I was the least qualified of any of the available Christians. God saw to it that I was equipped, but you can be sure that it had nothing to do with my natural abilities” (MSG)

Put others first, as exemplified by Christ. Paul knew that each leader who read or heard his letters would need to make a myriad of subsequent decisions. To guide decision-making, Paul emphasized that the arrival of Christ’s kingdom meant putting others before oneself. Paul summed this up in Phil. 2:1-7, “If you’ve gotten anything at all out of following Christ, if his love has made any difference in your life, if being in a community of the Spirit means anything to you, if you have a heart, if you care— then do me a favor: Agree with each other, love each other, be deep-spirited friends. Don’t push your way to the front; don’t sweet-talk your way to the top. Put yourself aside, and help others get ahead. Don’t be obsessed with getting your own advantage. Forget yourselves long enough to lend a helping hand. Think of yourselves the way Christ Jesus thought of himself. He had equal status with God but didn’t think so much of himself that he had to cling to the advantages of that status no matter what. Not at all. When the time came, he set aside the privileges of deity and took on the status of a slave, became human!” (MSG).

Reconciliation and transformation are pivotal in the community of the king. Christ’s death and resurrection signified the arrival of his kingdom. A new community emerged which Paul calls, the saints, the elect, the beloved, the called. Over and over he would remind his readers they must decide if they will take up God’s offer for personal kingdom life, reconciliation and letting the Holy Spirit transform them. And so, Paul’s emphasis upon conversion was not just a theoretical concept, but also a noticeable change in people. Paul famously intoned, “So from now on we regard no one from a worldly point of view. Though we once regarded Christ in this way, we do so no longer. Therefore, if anyone is in Christ, the new creation has come: The old has gone, the new is here! All this is from God, who reconciled us to himself through Christ and gave us the ministry of reconciliation: that God was reconciling the world to himself in Christ, not counting people’s sins against them. And he has committed to us the message of reconciliation. We are therefore Christ’s ambassadors, as though God were making his appeal through us. We implore you on Christ’s behalf: Be reconciled to God.” (2 Cor. 5:16-20, MSG).

Be thankful & prayerful for those you are entrusted to lead. Paul believed thankfulness must characterize every step in a Christian’s journey, saying: “And cultivate thankfulness… Let every detail in your lives—words, actions, whatever—be done in the name of the Master, Jesus, thanking God the Father every step of the way” (Colossians 3:15-17, MSG). In addition, Paul’s mentees were never far from his prayers. In Phil. 1:3-6 (MSG) he recalls that “Every time I think of you, I thank my God. And whenever I mention you in my prayers, it makes me happy. This is because you have taken part with me in spreading the good news from the first day you heard about it. God is the one who began this good work in you, and I am certain that he won’t stop before it is complete on the day that Christ Jesus returns.”

Regardless of difficulties, pestilence and/or persecution Paul’s leadership is a guide to how to lead God’s people in difficult, even remote, times.

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Read more at … https://www.biblicalleadership.com/blogs/st-pauls-guide-to-leading-remotely/

TRENDS & 7 Church Leadership Trends for the 2020s by @BobWhitesel published by @BiblicalLeader & @OutreachMag

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  1. Autocratic leadership will continue to be replaced by transformational leadership. Autocratic leadership occurs when a more knowledgeable “elder leader” tells or directs others what to do. Better described as “paternal leadership,” it is less attractive to millennials who have experienced leadership decisions through collaboration and over electronic mediums. Transformational leadership however occurs when a leader publicly demonstrates that he or she wants to improve and transform their own leadership style while helping people become transform their lives too. We see this latter aspect in Jesus’ leadership, when he didn’t castigate or excommunicate the leaders he was developing when they failed in their leadership (for example, Simon Peter’s fails are recorded over a dozen times, Matt 15:16, Mark 10:13, Luke 22:24, Matthew 17:24, etc.)
  2. Leaders will encourage several organizational visions built around one mission. A mission is a church’s biblically based “reason for being” according to Barna, McIntosh, and Whitesel/Hunter. Also according to these authors a vision is a specific, envisioned, future outcome. But since churches are becoming increasingly multi-ethnic, multi-cultural and multi-congregational, trying to focus on just one version won’t get enough buy-in from most congregants. Today what I label “micro-visions” create short-term wins, because they are quicker to attain and can be quickly embraced by different church subcultures. This does not mean a large number of visions. The average church today is only 75 attendees and might have just a couple of visions suitable for its size. A mega-church of several thousand, however, might have 6 to 8 visions representing different congregational cultures. For example, traditional members might envision a choir, Sunday school classes and reaching out to a senior living center nearby. The church’s millennials might have a vision for interactive sermons, online small groups and reaching out to homeless people in their communities. Churches are realizing that they are increasingly multicultural organizations and so to work together they must embrace one biblical mission with several different visions.
  3. Leaders will willingly live on less. Millennials are skeptical of leaders who proverbially “feather their own nests” with monies from the congregation. Younger generations have seen leaders become disconnected, for example when baby boomer leaders lived a much higher lifestyle than the congregants they served. Millennials are determined to change this. For example, millennial church planters are increasingly bi-vocational and many full-time millennial pastors are choosing to become bi-vocational to better connect with non-churchgoers. Living slightly under the median income of the congregation one serves (rather than slightly above it) will increasingly become the new norm.
  4. Leadership will be learned through artificial intelligence, virtual reality, online courses and even gaming. Online learning continues to be a disruptor that is making specific leadership topics available to leaders that need them quickly. Online certification programs such as ChurchLeadership.university, InterimPastor.university, etc. are making high-quality education in specific topics, available at a small fee to many people around the world.
  5. Leaders will increasingly spend more of their time with non-churchgoers and the needy, balancing their time between them and Christians. Fuller professor Donald McGavran warned of “redemption and lift,” meaning the longer a person is a Christian the more they are lifted out of the daily world of the non-churchgoer and thus increasingly insensitive to the needs of non-churchgoers. John Wesley, living 300 years earlier, recognized this too and required all leadership groups to serve the needy on a regular basis. Tomorrow’s leaders recognize that staying connected to the needs of those that don’t yet have a personal relationship with Christ is equally as important as spending time with Christians. Jesus spent time with those who needed him but did not yet believe in him, even to the chagrin of his family (Mark 3:20-34).
  6. Leaders will increasingly be about leading non-churchgoers further along their spiritual journey, not just about leading Christians. In the next decade, Christian leadership will be less and less about leading a church, but increasingly about leading non-churchgoers toward better lives and potentially a relationship with Christ. In the past, being a good church leader was mainly about helping Christians develop their skills. But emerging leaders are recognizing that leadership is equally about helping nonbelievers move closer to Christ on their belief journey. My friend and Fuller professor Richard Peace tells about witnessing to a young atheist, who afterword said that he was no longer an atheist, but now agnostic. At first Richard was discouraged, hoping to see this young man have a conversionary experience. But then Richard realized he had helped this young seeker move one step closer to understanding who Jesus is and having a personal relationship with him. Richard began to pray for that young man, having seen a movement in that man’s spiritual journey towards the ultimate experience of transformation.
  7. Respected leaders won’t be leaders of big congregations, but leaders who are growing and changing. Over the years I’ve seen a great deal of distrust develop regarding leaders of large churches, some of it earned but most of it an occupational hazzard. A natural distancing occurs in leadership (remember McGavran’s warning of “redemption and lift”) that brings about suspicion and skepticism in some of those that want to be led. Subsequently, followers in the next decade increasingly want to know that their leaders are continually learning and changing for the better. They want to watch leaders repent, adjust and rely on the Holy Spirit to improve, called sanctification (Mark 11:12-25, 2 Cor. 3:18, Phil. 3:12, etc.). The next decade’s leader will not seen as on a pedestal, but upon a journey of self discovery with the Holy Spirit at her or his guide.

Read more at … https://www.biblicalleadership.com/blogs/7-church-leadership-trends-for-the-2020s/

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LEADERSHIP & An Overview of Max DePree’s book “Leadership Is An Art”

by ViaDialogue, 9/5/2005.

Max DePree. Leadership Is An Art. Dell Trade Paperback, 1989.

… The art of leadership, as Max says, is “liberating people to do what is required of them in the most effective and humane way possible.” To do this effectively requires clear thinking about their own beliefs: They must have thought through their assumptions about human nature, the role of the organization, the measurement of performance (and the host of other issues…) (xx)

In short, the true leader is a listener. The leader listens to the ideas, needs, aspirations, and wishes of the followers and then — within the context of his or her own well-developed system of beliefs — responds to these in an appropriate fashion. That is why the leader must know his own mind. That is why leadership requires ideas. And that is what this book is: a compendium of ideas about organizational leadership. (xxi)

INTRODUCTION

The book is about the art of leadership: liberating people to do what is required of them in the most effective and humane way possible. (1)

…Charles Eames taught me the usefulness of repetition. I often repeat myself, by design, to establish something and then connect it to something else. (3)

Leadership is an art, something to be learned over time, not simply by reading books. Leadership is more tribal than scientific, more a weaving of relationships than an amassing of information, and, in that sense, I don’t know how to pin it down in every detail. (3)…

THE MILWRIGHT DIED

…it is fundamental that leaders endorse a concept of persons. This begins with an understanding of the diversity of people’s gifts and talents and skills. Understanding and accepting diversity enables us to see that each of us is needed. (39) It also helps us to understand that for many of us there is a fundamental difference between goals and rewards. (10)

WHAT IS LEADERSHIP?

The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader. (11)

“Leaders don’t inflict pain; they bear pain.” (11)

The measure of leadership is not the quality of the head, but the tone of the body. The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict? (12)

… People are the heart and spirit of all that counts. (13)

Leaders need to be concerned with the institutional value system which, after all, leads to the principles and standards that guide the practices of the people in the institution. (14)

Leaders owe a covenant to the corporation or institution, which is, after all, a group of people. Leaders owe the organization a new reference point for what caring, purposeful, committed people can be in the institutional setting. Notice I did not say what people can do — what we can do is merely a consequence of what we can be. (15)…

Leaders are obligated to provide and maintain momentum. (17)

Leaders are responsible for effectiveness. …efficiency is doing the thing right, but effectiveness is doing the right thing. …effectiveness comes about through enabling others to reach their potential… (19)

A leader must be a judge of people. For leaders choose a person, not a position. (20)

Leaders must take a role in developing, expressing, and defending civility and values. (21)

PARTICIPATIVE PREMISES

What is it most of us really want from work? …to find the most effective, most productive, most rewarding way of working together. …to know that our work process uses all of the appropriate and pertinent resources: human, physical, financial …a work process and relationships that meet our personal needs for belonging, for contributing, for meaningful work, for the opportunity to make a commitment, for the opportunity to grow and be at least reasonably in control of our own destinies. Finally we’d like someone to say “Thank you!” (23)

I believe that the most effective contemporary management process is participative management. (24) Participative management guarantees that decisions will not be arbitrary, secret, or closed to questioning. participative management is not democratic. Having a say differs from having a vote. (25)

Leaders need to foster environments and work processes within which people can develop high-quality relationships… (25)

  • Respect people.
  • Understand that what we believe precedes policy and practice. As practice is to policy, so style is to belief.
  • Agree on the rights of work.
  • Understand the respective role and relationship of contractual agreements and covenants. Volunteers do not need contracts, they need covanants.
  • Understand that relationships count more than structure.

Finally, one question: Would you rather work as a part of an outstanding group or be a part of a group of outstanding individuals? This may be the key question in thinking about the premises behind participation. (29)…

ROVING LEADERSHIP

Roving leaders are those indispensable people in our lives who are there when we need them. Roving leaders take charge, in varying degrees, in a lot of companies every day. (48)

In many organizations there are two kinds of leaders — both hierarchical leaders and roving leaders. In special situations, the hierarchical leader is obliged to identify the roving leader, then to support and follow him or her, and also to exhibit the grace that enables the roving leader to lead. (49)

Roving leadership is an issue-oriented idea. Roving leadership is the expression of the ability of hierarchical leaders to permit others to share ownership of problems — in effect, to take possession of a situation. (49)

INTIMACY

Intimacy is at the heart of competence. It has to do with understanding, with believing, and with practice. (53)

Beliefs are connected to intimacy. Beliefs come before policies or standards or practices. Practice without belief is a forlorn existence. Managers who have no beliefs but only understand methodology and quantification are modern-day eunuchs. (55)

Intimacy is betrayed by the inability of our leaders to focus and provide continuity and momentum. It is betrayed by finding complexity where simplicity ought to be. (56)

We do not grow by knowing all of the answers, but rather by living with the questions. (58)

Broadly speaking, there are two types of relationships in industry. The first and most easily understood is the contractual, …[which] covers the quid pro quo of working together. (58) Three of the key elements in the art of working together are how to deal with change, how to deal with conflict, and how to reach our potential.

A society based on the letter of the law and never reaching any higher, fails to take advantage of the full range of human possibilities. The letter of the law is too cold and formal to have a beneficial influence on society. Whenever the tissue of life is woven of legalistic relationships, this creates an atmosphere of spiritual mediocrity that paralyzes men’s noblest impulses. – Alexander Solzhenitsyn, speaking to the 1978 graduating class of Harvard College.

Covenantal relationships, on the other hand, induce freedom, not paralysis. A covenantal relationship rests on shared commitment to ideas, to issues, to values, to goals, and to management processes. Words such as love, warmth, personal chemistry are certainly pertinent. Covenantal relationships are open to influence. They fill deep needs and they enable work to have meaning and to be fulfilling. Covenantal relationships reflect unity and grace and poise. They are an expression of the sacred nature of relationships. (60)…

WHITHER CAPITALISM?

In our effort to understand the capitalist system and its future, what should we keep in mind? We should begin with a concept of persons. (63)

First, as a Christian, I believe each person is made in the image of God. (63) Second, God has given people a great diversity of gifts. (63) Third, for reasons that we may not always understand, God has provided us a population mix. … This concept of persons within the capitalist system holds important implications for everybody — Christian or not. (64)

Therefore, we reject exclusivity. We covet inclusiveness. (66)

An inclusive system requires us to be insiders. We are interdependent, really unable to be productive by ourselves. Interdependency requires lavish communications. Lavish communications and an exclusive process are contradictory.

One can define this inclusive approach in three ways.

First, there are always certain marks of being included:

  • being needed
  • being involved
  • being cared about as an individual
  • fair wages and benefits
  • having the opportunity to do one’s best (Only leaders willing to take risks can give this opportunity.)
  • having the opportunity to understand
  • having a piece of the action — productivity gains, profit sharing, ownership appreciation, seniority bonus

Second, the inclusive approach makes me think of a corporation or business or institution as a place of fulfilled potential. … Leadership is a conidtion of indebtedness. Leaders who have an inclusive attitude think of  themselves as owing, at the very least, the following:

  • space: a gift to be what I can be
  • the opportunity to serve
  • the gift of challenge: we don’t grow unless we’re tested (constraints, like facts, are enabling friends)
  • the gift of meaning: not superfluous, but worthy; not superficial, but integral; not disposable, but permanent

Finally, here is a third way to understand and define an inclusive approach. Inclusive capitalism requires something from everyone. People must respond actively to inclusiveness. Naturally, there is a cost to belonging.

  • Being faithful is more important than being successful. If we are successful in the world’s eyes but unfaithful in terms of what we believe, then we fail in our efforts at insidership.
  • Corporations can and should have a redemptive purpose. We need to weigh the pragmatic in the clarifying light of the moral. We must understand that reaching our potential is more important than reaching our goals.
  • We need to become vulnerable to each other. We owe each other the chance to reach our potential.
  • Belonging requires us to be willing and ready to risk. Risk is like change; it’s not a choice.
  • Belonging requires intimacy. Being an insider is not a spectator sport. It means adding value. It means being fully and personally accountable. It means forgoing superficiality.
  • Last, we need to be learners together. The steady process of becoming goes on in most of us throughout our lifetime. We need to be searching for maturity, openness, and sensitivity.

GIANT TALES

Giants see opportunity where others see trouble.

Giants give others the gift of space, space in both the personal and the corporate sense, space to be what one can be.

Giants catch fastballs.

Giants have special gifts.

Giants enable others to express their own gifts.

TRIBAL STORYTELLING

The penalty for failing to listen is to lose one’s history, one’s historical context, one’s binding values. (82)

Herman Miller’s stock of values is an example of the continuity I’m talking about.

  • We are a research-driven product company.
  • We intend to make a contribution to society.
  • We are dedicated to quality.
  • We must become, for all who are involved, a place of realized potential. Herman Miller population must be a reflection of God’s diversity, not of our choices. We are committed to a high sense of initiative in doing everything we can to make capitalism an inclusive system of relationships, not an exclusive structure of barriers.
  • We are committed to using responsibly our environment and our finite resources.
  • We commit voluntarily our energy and talent, as well as our financial resources, to those agencies and institutions whose purpose is the common good.
  • It is essential to us that we preserve our future economically. Profit, like breathing, is indispensable.
  • We at Herman Miller acknowledge that issues of the heart and spirit matter to each of us.
  • We are deeply committed to the Scanlon idea. [TIME]

Tribal storytellers, the tribe’s elders, must insistently work at the process of corporate renewal. They must preserve and revitalize the values of the tribe. (91)

WHO OWNS THIS PLACE?

Love is an undefinalbe term, and its manifestations are both subtle and infinite. – Robert Greenleaf, Servant Leadership.

The capitalist system cannot avoid being better off by having more employees who act as if they own the place. (100)

COMMUNICATE!

The best way to communicate the basis of a corporation’s or institution’s common bods and values is through behavior. (101)

What is good communication? What does it accomplish? It is a prerequisite for teaching and learning. It is the way people can bridge the gaps. … Communication clarifies the vision. … Good communication is not simply sending and receiving. Nor is good communication simply a mechanical exchange of data. No matter how good the communication, if no one listens all is lost. The best communication forces you to listen. (102)

Among a leader’s most trusted and familiar tools are communication skills. (104)

…muddy language usually means muddy thinking… (105)

Communication performs two functions, described by two “action-prone” words: educate and liberate.

A corporation’s values are its life’s blood. Without effective communication, actively practiced, without the art of scrutiny, those values will disappear in a sea of trivial memos and impertinent reports. There may be no single thing more important in our efforts to achieve meaningful work and fulfilling relationships than to learn and practice the art of communication. (108)

PINK ICE IN THE URINAL

“What is one of the most difficult things that you personally need to work on?” “The interception of entropy.” (110)

…leaders need to learn to recognize the signals of impending deterioration.

  • a tendency toward superficiality
  • a dark tension among key people
  • no longer having time for celebration and ritual
  • a growing feeling that rewards and goals are the same thing
  • when people stop telling tribal stories or cannot understand them
  • a recurring effort by some to convince others that business is, after all, quite simple (The acceptance of complexity and ambiguity and the ability to deal with them constructively are essential.)
  • when people begin to have different understandings of words like “responsibility” or “service” or “trust”
  • when problem-makers outnumber problem-solvers
  • when folks confuse heroes and celebrities
  • leaders who seek to control rather than liberate
  • when the pressures of day-to-day operations push aside our concern for vision and risk (I think you know that vision and risk can never be separated.)
  • an orientation toward the dry rules of business school rather than a value orientation that takes into account such things as contribution, spirit, excellence, beauty, and joy
  • when people speak of customers as impositions on their time rather than as opportunities to serve
  • manuals
  • a growing urge to quantify both history and one’s thoughts about the future (You may be familiar with people who take a look at a prototype and say, “In 1990 we’ll sell $6 million worth” — nothing is more devastating because then you plan either to make that happen or to avoid it.)
  • the urge to establish ratios
  • leaders who rely on structures instead of people
  • a loss of confidence in judgment, experience, and wisdom
  • a loss of grace and style and civility
  • a loss of respect for the English language

WHAT’S NEXT?

Leaders, in a special way, are liable for what happens in the future, rather than what is happening day to day. (114)

…it just is not possible for everybody to know everything and understand everything. The following is essential: We must trust one another to be accountable for our own assignments. When that kind of trust is present, it is a beautifully liberating thing. (116)

Mahatma Gandhi once wrote that there were seven sins in the world:

  1. wealth without work
  2. pleasure without conscience
  3. knowledge without character
  4. commerce without morality
  5. science without humanity
  6. worship without sacrifice
  7. politics without principle

SOME THOUGHTS FOR CEOS WHO BUILD BUILDINGS

Facilities can aspire to certain qualities as an expression of a civilization. (124)

Facilities should enable and empower people to do their best. (125)

We should make it our goal to create an environment that

  • encourages an open community and fortuitous encounter
  • welcomes all
  • is kind to the user
  • changes with grace
  • is person-scaled
  • is subservient to human activity
  • forgives mistakes in planning
  • enables this community (in the sense that an environment can) to reach continually toward its potential
  • is a contribution to the landscape as an aesthetic and human value
  • meets the needs we can perceive
  • is open to surprise
  • is comfortable with conflict
  • has flexibility, is non-precious and nonmonumental

TO MAKE ONE VICE PRESIDENT, MIX WELL…

A future leader

  • has consistent and dependable integrity
  • cherishes heterogeneity and diversity
  • searches out competence
  • is open to contrary opinion
  • communicates easily at all levels
  • understands the concept of equity and consistently advocates it
  • leads through serving
  • is vulnerable to the skills and talents of others
  • is intimate with the organization and its work
  • is able to see the broad picture (beyond his own area of focus)
  • is a spokesperson and diplomat
  • can be a tribal storyteller (an important way of transmitting our corporate culture)
  • tells why rather than how

Further observations

  • The only kind of leadership worth following is based on vision.
  • Personal character must be uppermost.
  • If we are going to ask a person to lead, can we determine ahead of time whether he or she has gaps between belief and practice, between work and family?
  • When talking about leadership, one always ends up talking about the future, about leaving a legacy, about followers. In other words, leadership intertwines the most important aspects of an organization: its people and its future. We need, therefore, to proceed very slowly and carefully.
  • When choosing officers, provide for possible failure and a graceful withdrawal. Promotion to officership should be decided in a group, with no slim majority. The process should include complete commitment and no reservations. After all, the way we move managers around, you may inherit a work team that you cannot, or will not want to lead.
  • What does the company physician say about the candidate?
  • What do the person’s peers have to say?
  • Would you seek out this person as a key resource on an important task force?

WHY SHOULD I WEEP?

Anyone in touch with reality in this world knows there are lots of reasons to weep. (135)

What do we weep over? What should we weep over?

  • superficiality
  • a lack of dignity
  • injustice, the flaws that prevents equity
  • great news!
  • tenderness
  • a word of thanks
  • separation
  • arrogance
  • betrayal of ideas, of principles, of quality
  • jargon, because it confuses rather than clarifies
  • looking at customers as interruptions
  • leaders who watch bottom lines without watching behavior
  • the inability of folks to tell the difference between heroes and celebrities
  • confusing pleasure with meaning
  • leaders who never say “Thank you
    having to work in a job where you are not free to do your best
  • good people trying to follow leaders who depend on politics and hierarchy rather than on trust and competence
  • people who are gifts to the spirit

THE MARKS OF ELEGANCE

A friend of mine described a colleague as great at running the “ninety-five-yard dash.” …serious runners think of it as a 110-yard-dash so that no one will beat you in the last few yards. That completes this idea nicely. Think beyond the whole. (143)

Elegant leaders always reach for completeness What are some of the marks of elegance? What should leaders be searching for in their efforts to liberate people of high potential?

A complete relationship needs a covenant. (144)

Intelligence and education can ascertain the facts. Wisdom can discover the truth. The life of a corporation needs both. (144)

To give one’s time doesn’t always mean giving one’s involvement. (144)

Hierarchy and equality are not mutually exclusive. Hierarchy provides connections. Equality makes hierarchy responsive and responsible. (145)

Without forgiveness there can be no real freedom to act within a group. (145)

Opportunity must always be connected to accountability. (145)

A whale is as unique as a cactus. But don’t ask a whale to survive Death Valley. We all have special gifts. Where we use them and how determines whether we actually complete something. (145)

Goals and rewards are only parts, different parts, of human activity. When rewards become our goals, we are only pursuing part of our work. Goals are to be pursued. In healthy relationships, rewards complete the process by bringing joy. Joy is an essential ingredient of leadership. Leaders are obligated to provide it. (145-6)

Read more at … https://vialogue.wordpress.com/2005/09/04/leadership-is-an-art-notes-review/

FREE WILL & How To Run an Organization With (Almost) No Rules & Avoid “Boarding School Aspects” of Leadership

Commentary by Dr. Whitesel: I’ve analyzed/advised mega-churches to micro-churches.  Among the recurring themes in healthy churches is the leader’s ability to encourage the Holy Spirit to develop in volunteers, staff and congregants.  This doesn’t mean an organization devoid of rules, but rather an environment where the Holy Spirit is encouraged to direct Christians rather than the organization directing them.

For example, I worked for an organization that dictated (but eventually only strongly urged) its employees to dress up when at work. While the outside world saw a nicely dressed and united workforce, among the employees there was almost universal contempt and disconnection with the administration.  Semler points out such policies reflect “boarding schools aspects” of leadership rather than.  Watch this insightful TED talk to understand why and then consider a more Spirit-led alternative.

Ricardo Semler, “How To Run A Company With (Almost) No Rules” (by , Forbes Magazine, 6/30/18).

  • Brazilian CEO Ricardo Semler doesn’t believe in rules. At least, he doesn’t believe companies need to impose a host of strict guidelines in order to run efficiently. In fact, he thinks employees will work better if they don’t have to report their vacation days or be told what to wear. He wants to dissolve what he calls the “boarding school aspects” of business, just to see what happens. In his TED talk, Semler dives into what a company with fewer rules would look like, and how it would affect corporate and employee success.

Watch more at … https://www.forbes.com/sites/christinecomaford/2018/06/30/7-ted-talks-that-will-inspire-you-to-be-a-better-leader

LEADERSHIP & Inspiring Presidential Quotes on Leadership for #PresidentsDay

by Marissa Levin, the founder and CEO of “Successful Culture,” and author of “Built to Scale: How Top Companies Create Breakthrough Growth Through Exceptional Advisory Boards,” Inc. Magazine, 3/19/18.

On Mindset:

“If you see ten troubles coming down the road, you can be sure that nine will run into the ditch before they reach you.” ~Calvin Coolidge

“Pessimism never won any battle.” ~Dwight D. Eisenhower

“Efforts and courage are not enough without purpose and direction.” ~John F. Kennedy

“What counts is not necessarily the size of the dog in the fight; it’s the size of the fight in the dog.” ~Dwight D. Eisenhower

“Always bear in mind that your own resolution to succeed is more important than any other one thing.” ~Abraham Lincoln

On Community & Circles of Influence:

“Associate yourself with men of good quality if you esteem your own reputation; for ’tis better to be alone than in bad company.” ~George Washington

“Never waste a minute thinking about people you don’t like.” ~Dwight D. Eisenhower

“If your actions inspire others to dream more, learn more, do more, and become more, then you are a leader.” ~John Quincy Adams

On Persistence & Resilience:

“Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Persistence and determination alone are omnipotent.” ~Calvin Coolidge

“In every battle there comes a time when both sides consider themselves beaten, then he who continues the attack wins.” ~General Ulysses S. Grant

“In the time of darkest defeat, victory may be nearest.” ~William McKinley…

“The harder the conflict, the greater the triumph.” ~George Washington

On Ethics & Taking a Stand:

“An honorable defeat is better than a dishonorable victory;” ~Millard Fillmore…

“Unswerving loyalty to duty, constant devotion to truth, and a clear conscience will overcome every discouragement and surely lead the way to usefulness and high achievement.” ~Grover Cleveland

“Nearly all men can stand adversity, but if you want to test a man’s character, give him power” ~Abraham Lincoln

“Life is never easy. There is work to be done and obligations to be met – obligations to truth, to justice, and to liberty.” ~John F. Kennedy

Read more at … https://www.inc.com/marissa-levin/22-presidential-quotes-on-most-important-aspects-of-great-leadership.html

LEADERSHIP & The Dark Side of Leadership: What it is and how to overcome it.

Commentary by Prof. B.: In my leadership classes students read Peter Northouse’s classic “Introduction to leadership.” In that textbook Northouse reminds us that not all leadership is good. He suggests there is a the dark side of leadership which he describes as, “the destructive side of leadership where a leader uses his or her influence or power for personal ends.”

Here is the way Northouse introduces this concept:

QUOTE Northouse Dark Side of Leadership.jpg

Peter G. Northouse, Introduction to Leadership: Concepts and Practice (New York: Sage Publications. Kindle Edition, 2011) p. 9.

In response to his statement one student said, “we allow for horrible men and women throughout history to be considered ‘great’ leaders.  We usually equate ‘agreeable outcomes’ with ‘great leadership.’ The big question then is: was Hitler a great leader?  That sounds like a landmine in a conversation…”

Though it is a landmine in a conversation, it must be addressed. One place I do this in my courses is in (e.g. in Alexander Hill’s writing) the importance of ethical practices and altruistic objectives in moral leadership.

In addition, a helpful book on this topic was written by a colleague of mine and his doctor of ministry student. It is titled: Overcoming the Dark Side of Leadership: How to Become an Effective Leader by Confronting Potential Failures by Gary McIntosh and Samuel Rima (Grand Rapids, MI: Baker Books, 2007). In this book Macintosh and Riva not only explore moral and ethical failures but also theological failure. They point out it is due to egoism subtly influencing our altruism. And they give ways to stay focused on God’s altruistic purposes.

Here are the five steps they suggest to overcoming your leadership darkside,:

1) Acknowledge your dark side

2) Examine your past

3) Resist the poison of expectations

4) Practice progressive self-knowledge

5) understand your identity in Christ

For more insights (and tools to displace the lure of our ego) see their helpful book: Overcoming the Dark Side of Leadership: How to Become an Effective Leader by Confronting Potential Failures

MANAGEMENT & Leadership: The difference according to Harvard prof. John Kotter

Commentary by Dr. Whitesel. The following is a helpful synopsis on this relationship penned by one of my LEAD 600 students:

John Kotter (2012, p. 71) includes six characteristics or “-abilities” for an effective vision. It is to be

  • Imaginable: Conveys a picture of what the future will look like.
  • Desirable: Appeals to the long-term interests of employees, customers, stockholders, and others who have a stake in the enterprise
  • Feasible: Comprises realistic, attainable goals.
  • Focused: Is clear enough to provide guidance in decision making
  • Flexible: Is general enough to allow individual initiative and alternative responses in light of changing conditions
  • Communicable: Is easy to communicate; can be successfully explained within five minutes

Kotter (2012) also notes that a vision is only one element in a larger system that includes strategies, plans, and budgets (p. 70). I like how he diagrams it (p. 71):

ViewAttachment?fileId=52654

This may be a good framework to use for anchoring vision in the context of our Leadership and Management Growth plans.

Grace & Peace, Larry

Kotter, J. (2012). Leading Change. [Kindle DX eBook version]. Retrieved from www.amazon.com

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LEADERSHIP & “It is about vision, but management is about solving problems”

by Bob Whitesel D.Min., Ph.D., 9/22/17.

I ask my students the difference between leadership and management. Here are some quotes I’ve used to describe my thinking:

“Leadership can be more prestigious, more exciting and more visionary.  But management, that’s about solving problems”

 

“Management is what’s missing in our ministry leaders.”

 

“If you get kicked out of a church, it’s usually not because of bad theology or even poor leadership … but because of bad management.”

“Leadership is about vision, but management is about solving problems.”

LEADERSHIP & If God has given you leadership ability, take the responsibility seriously.

“If God has given you leadership ability, take the responsibility seriously.”

– Romans‬ ‭12:8‬ ‭NLT‬‬.  Read more at … http://bible.com/116/rom.12.8.nlt

LEADERSHIP & Ministry at the Speed of Trust

Commentary by Dr. Whitesel: In these three short videos, Steven M.R. Covey explains how trust is built upon three elements: engagement, change and multiplier. Watch these videos to understand how to expand a foundation of trust.

Watch the videos here … http://www.speedoftrust.com/

EQ & How Emotional Intelligence Is Defined & How It Became a Key Leadership Skill

by Andrea Ovans, Harvard Business Review, 4/28/15.

…The term was coined in 1990 in a research paper by two psychology professors, John D. Mayer of UNH and Peter Salovey of Yale. Some years later, Mayer defined it in HBR this way:

From a scientific (rather than a popular) standpoint, emotional intelligence is the ability to accurately perceive your own and others’ emotions; to understand the signals that emotions send about relationships; and to manage your own and others’ emotions. It doesn’t necessarily include the qualities (like optimism, initiative, and self-confidence) that some popular definitions ascribe to it.

It took almost a decade after the term was coined for Rutgers psychologist Daniel Goleman to establish the importance of emotional intelligence to business leadership. In 1998, in what has become one of HBR’s most enduring articles, “What Makes a Leader,” he states unequivocally:

The most effective leaders are all alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but…they are the entry-level requirements for executive positions. My research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still won’t make a great leader.

The article then goes on to introduce five components of emotional intelligence that allow individuals to recognize, connect with, and learn from their own and other people’s mental states:

  • Self-awareness
  • Self-regulation
  • Motivation (defined as “a passion for work that goes beyond money and status”)
  • Empathy for others
  • Social skills, such as proficiency in managing relationships and building networks

Read more at … https://hbr.org/2015/04/how-emotional-intelligence-became-a-key-leadership-skill

LEADERSHIP & A Definition by Peter Northouse

pp. 6-7.
Northouse Leadership Defined Theory 6th ed p. 6 copy
(page 7)
Northouse Leadership Defined Theory 6th ed p. 7 copy

LEADERSHIP TRAITS & Research Offers Alternative List of the 12 Qualities of Effective Leaders

Proven management surveys yield new list of 12 keys to ministerial effectiveness.

by Bob Whitesel, Strategies for Today’s Leader Magazine.

Recently there has been a proliferation of books purporting to help distinguish between highly effective church leaders from those who are less effective. However, most of these books are based on anecdotal observations. In other words, one, two or even a dozen illustrative examples are given to support a certain list of effective leadership skills. While this type of research is helpful, the reader may wonder if it stands up to quantitative verification.

A study by Robert Herman, professor of organizational behavior at the University of Missouri, Kansas City, and Martin Butler, professor at Nazarene Bible College in Colorado Springs, looks at the qualities that characterize effective religious leaders (Butler and Herman 1999). Working with leaders, pastors and laypersons within the Church of the Nazarene, Herman and Butler’s research exposed twelve (12) characteristics of effective church leaders.

The study employed two popular leadership questionnaires and a lesser known ministry orientated version. The Managerial Practices Survey (MPS) is well known with strong reliability and validity (Yukl 1990). A second survey, the Leader Behavior Questionnaire (LBQ) is likewise broadly utilized and reliable (Sashkin and Burke 1990). The third is a lesser known survey titled the Ministerial Effectiveness Inventory (MEI) (Malony and Majovsky 1986). It is fairly short adaptation of the “Profiles in Ministry” survey developed by the Association of Theological Schools.

Their research revealed that effective leaders are:

(1) Managers. Sample question: “This minister checks work progress against plans to see if it works.”

(2) Problem solvers. Sample question: “This minister handles church-related problems and crises in a confident and decisive manner.”

(3) Planner. Sample question: “This minister plans in detail how to accomplish a task or project.”

(4) Delegator. Sample question: “The minister presents a policy or strategy in general terms and then asks you to determine specific action steps for implementing it.”

(5) Inspirer. Sample question: “This minister develops enthusiasm for a task or project by appealing to your pride in accomplishing a challenging task or doing something never before done.”

(6) Change agent. Sample question: “This person has been able to help this church adapt to changing conditions.”

(7) Shepherd. Sample question: “This persons shows that he/she really cares about people.”

(8) Communicator. Sample question covers the ability of the leader to clearly state directions and views.

(9) Multi-tasker. Sample question: “This minister uses a style of leadership that is flexible and responsible.”

(10) Student. Sample question: “The minister demonstrates a style of lifelong learning through continual education, research, and study.”

(11) Servant. Sample question: “The minister does not frighten people off with his/her dominating, superior attitude.

(12) A person of integrity. Sample question: “The minister’s lifestyle does not involve illicit sexual activity and/or gambling.”

REALITY IN ACTION: Ministers can be taught to be better planners, delegators, change agents, multitaskers and problem solves. Thus, lay leaders will want to encourage their clergy to read books, attend seminars and peruse periodicals that deal with strengthening these characteristics.

Ministers should also look for mentors who exemplify the above stated characteristics. A good question for a minister to ask him or herself is “who do I know with the following characteristics…?” and then ask oneself the questions stated above. Remember, care for individuals (the shepherding skill), the servant motif, and personal integrity are usually not learned in seminars or books, but by observation and tutorship.

Seminary and ministerial training programs will also want to take into consideration how they are fostering the above skills. And pastoral search committees may also wish to ask some of the above questions to their prospective candidates, or better yet the candidate’s former lay leaders.

Butler and Herman have done the church a great service by clearly delineating some of the key attributes of ministerial effectiveness. By considering these research generated skills we can better asses our leadership development and sharpen our ministerial skills.

Quotes from the above article:

“Often one, two or even a dozen illustrative examples are given to support a certain list of effective leadership skills. While this type of research is helpful, the reader may wonder if it stands up to quantitative verification.”

“Working with leaders, pastors and laypersons within the Church of the Nazarene, Herman and Butler’s research exposed twelve (12) characteristics of effective church leaders.”

“A good question for a minister to ask him or herself is ‘who do I know with the following characteristics…?’ and then ask oneself some of these representative questions.”

D. Martin Butler and Robert D. Herman, “Effective Ministerial Leadership,” Journal of Nonprofit Management and Leadership (1999), 9:229-239.

Download the article here: ARTICLE ©Whitesel STRATEGIES Research Offers Alternative List of the 12 Traits of Effective Leaders

©Bob Whitesel, “Research to Reality: Research Offers Alternative List of the 12 Traits of Effective Leaders,” Strategies for Today’s Leader Magazine (Corunna, IN: The Church Growth Center, 2001), p. 38.

 

SERVANT LEADERSHIP & New Managers Need a Philosophy About How They’ll Lead

(an excerpt) The idea of “servant leadership” is a great place for new managers to start. Robert Greenleaf coined the term 35 years ago, but the concept is still vital and empowering. Granted, “servant” doesn’t sound nearly as powerful as “boss,” but it has the potential to deliver far more of what most of us are really after: influence. The reason is simple. When you have a servant mentality, it’s not about you. Removing self-interest and personal glory from your motivation on the job is the single most important thing you can do to inspire trust. When you focus first on the success of your organization and your team, it comes through clearly. You ask more questions, listen more carefully, and actively value others’ needs and contributions. The result is more thoughtful, balanced decisions. People who become known for inclusiveness and smart decisions tend to develop influence far more consistently than those who believe they have all the answers.

Servant leadership is most powerful when applied to managing employees. The first step in embracing this mindset is to stop thinking that your employees work for you. Instead, hold onto the idea that they work for the organization and for themselves. Your role as servant is to facilitate the relationship between each employee and the organization. Ask yourself, “What will it take for this employee to be successful in this relationship?” And, “What does the organization need to provide in order to hold up its end of the bargain?” When these questions drive your thinking, you advance both parties’ interests. (The same principles apply to managing products, supply chains, and customer relationships, but we’ll keep our focus on employees here.)

Does servant leadership prohibit telling people what to do or correcting their behavior? On the contrary, it means that you must do these things to facilitate an individual’s success within the organization. The key is that your mind is in “servant mode” when you perform the daily tasks of management.

Read more at …,https://hbr.org/2015/09/new-managers-need-a-philosophy-about-how-theyll-lead

LEADERSHIP & How the Navy SEALs Reward Excellence, Not Competence

Commentary by Dr. Whitesel: This Harvard Business Review article has many good insights from a former Navy SEALs instructor. One of the key insights is to reward “excellence” not “competence.” In many organizations today being competent will get you a promotion, but only excellence will do so in the Navy SEALs.


How the Navy SEALs Train for Leadership Excellence
by Michael Schrage! Harvard Business Review, MAY 28, 2015.

Produce Excellence, Not “Above Average”

The first describes where Webb simply would not professionally go. “Being very good wasn’t good enough,” Webb declared. “Training programs shouldn’t be designed to deliver competence; they must be dedicated to producing excellence. Serious organizations don’t aspire to be comfortably above average.” “I honestly don’t even want to focus on good or competent,” Webb wrote, “it’s not in my nature and I don’t want to be part of any team or organization that is willing to set this standard. ‘Aim high, miss high,’ and you can quote me on that.”

In other words, training divorced from excellence is mere compliance. It is more “box ticking” than human capital investment. Is “above average” training really worth the time, energy and expense? A kaizen—continuous improvement—ethos is one thing. But customer service and leadership training that only enhances rather than transforms capabilities and skills doesn’t buy very much.

Read more at … https://hbr.org/2015/05/how-the-navy-seals-train-for-leadership-excellence?sf12580724=1

LEADERSHIP & Do you struggle with leading? If so, start small (the Jethro Principle as a tactic)

by Bob Whitesel D.Min., Ph.D., 8/21/15.

A student once mentioned that he, like many students I suspect, lacked confidence in his ability to lead.  I want to share his words here (anonymously) as an end-of-week thought and encouragement.   Here is what he said:

“I really lack confidence in myself and that is something that keeps me help back. I do not see myself as having the abilities or skill set to be a leader. That is something that I really have had to work on. I am much better follower and also good at working on my own. My wife would say that I work best when I am by myself, but this is also something that is very negative in my life. I tend then to overwhelm myself and not let myself get help from others…. How do I get past what I cannot do and see what I can do? I only have so much time and money to work with. My funds are extremely limited and working full-time outside hurts what I can do to work with the church and take the teens to the next level. Any advice?”

He shared a very important question (that many of us probably have).  The key may be in several areas.

He said, “I really lack confidence in myself and that is something that keeps me help back. I do not see myself as having the abilities or skill set to be a leader. That is something that I really have had to work on. I am much better follower and also good at working on my own.”

Yet, when God calls someone to be a leader, that call is by definition to “lead” others into doing what the leader is doing.  Thus, leaders do not do everything themselves.  Instead we follow Jesus’ example and look for “potential” leaders (less than a half-dozen) that we can disciple.  We then ask them to lead a group of 10-12 others.  This is sometimes referred to as the “Jethro Principle” which Jethro shared with Abraham (see Exodus 4:1-15).  Though you begin small with just a cadre of leaders, you all can see how this quickly expands exponentially.

And so, leadership by the very principles means “leading” others.  And, we do this by empowering a small group to do what we are doing, not trying to do everything ourselves but encouraging them to then empower a small group of their own.

Yet over the years I have noticed that everyone has a different number of people to which they can (and should) be delegating (probably based upon their “traits”).  I’ve found that the higher up the ladder you go in leadership the fewer people to whom you can usually delegate effectively (but usually no one should delegate to more than 12 people – and Jethro would suggest not more than 10).

So, I would say if anyone is shy or uncertain about their leadership ability, that they start small.  You could start by looking for emerging leaders who show an ability and a passion to lead.  Then you could take them under your wing, coaching and delegating to them to do what you are doing.  Giving them a task to do helps them see discipleship means service.  Then they will start to develop into “managers,” who will learn from you as a leader and will use this knowledge to serve others.

As Abraham discovered you must start small … with just a handful of people.  And, it is by delegating and coaching (i.e. mentoring) a dozen or less others, and then asking them to impact a dozen or so other lives, that discipleship occurs that is more personal, productive … and expansive (remember how Abraham would eventually lead many).

So let us remember not to be intimidated by the task before us (like Moses was once).  Rather, if we follow Jethro’s advice and start with a small group of 10-12, and they then each disciple another 10-12, your will have emerging … but exponential impact.

LEADERSHIP CASE STUDY & C Student Becomes Successful CSI Detective: A True Story

by Bob Whitesel D.Min., Ph.D., 10/21/15.

My leadership students study Northouse’s 5-elements of leadership.  If you would like to know more click on this article: LEADERSHIP & The 5 Recurring Elements in Leadership (according to Northouse.)

As a result of studying Northouse’s classic model of leadership inputs, my students sometimes remark that by looking at their traits, abilities, skills, behaviors, relationships and influence processes they have discovered their leadership is wonderfully more complex that it seemed at the onset.  One of my previous students got a smile out of me when he noticed this 😉

And so, I thought I would pass it along to you his comment and attach a short story about my childhood friend.  If you are one of my students reading this, there is need to respond in the discussion forum (unless you want to).  This is just my way to help sum up this week’s very good investigation into conceptualizing leadership.

The student said,

“When I skimmed this chapter I actually thought the trait approach was going to be explained differently. It lists certain traits that leaders have, and it describes these traits as innate. I think the idea of a ‘born’ or ‘natural’ leader came from this approach.”

The student was right, trait leadership explains inherited qualities that help us lead.  But as this student was noticing, people who say “she is a natural-born leader,” are really over simplifying the complexity of leadership.

In addition, many times people have traits that others do not recognize as leadership traits, when actually almost all traits can become leadership traits.  Since my students shared with me their traits, I thought I would share a short story about my leadership traits, and the opposite traits of one of my childhood friends.

I was born with a high energy level due to excessive blood sugar cycles. This makes me very productive, but also I have to be careful I don’t deplete these sugars.  Therefore, I have long periods of intense concentration (one is going on right now 🙂 but I also have to be careful to have an energy bar nearby or else I can become fatigued an hour or two before meals or bedtime.

My best friend growing up had a more constant level of blood sugar and thus often operated at a slow, yet dogged, pace to get things done.  He rarely made a deadline.  I was sometimes asked in school to help him get his assignments completed on time. But, it never worked out for he just operated at a slower (and for him natural) pace.  As an adult, I became a professor, where my energy could keep a class interested during three or four hours of lecture.

But he became a CSI investigator working for the federal government.  He is a successful crime investigator, heading a team that slowly analyzes the many pieces of the crime-scene puzzle.  I guess we both discovered jobs that worked well with our “natural-born” leadership traits.

Thanks Northouse for reminding us of this.
 Northouse, P. G. (2012). Introduction to leadership: Concepts and practice. Thousand Oaks, CA: Sage Publications.

LEADERSHIP & The 5 Recurring Elements in Leadership (according to Northouse.)

by Bob Whitesel, D.Min., Ph.D., 8/15/15.

My students read the classic book on leadership by Northouse, P. G. (2012). Introduction to leadership: Concepts and practice. Thousand Oaks, CA: Sage Publications.  In this book there are dozens of ways (or theories) to look at leadership.

Sometimes students wonder if  there “are any over-all or generally recurring elements in a leader?”

The answer is yes:

1-2)    things leaders are born with (abilities/skills)
3-4)    and things they develop (skills/behaviors)
5)     through collaboration (relationships).

Let me explain why Northouse sees this.  

Northouse sees running through the multiple theories of leadership, five (5) recurring qualities.  In “Introduction to Leadership: Concepts and Practices” (Los Angeles: Sage, 2012:2-6) he explains how all leadership theories are really just looking at leadership as a pentagon of five sides.  He thus weaves together five qualities of all leadership theories: traits, abilities, skills, behaviors and relationships.  Here is my synopsis (with an example):

1. Trait: inherent qualities you are born with (2012:2-3), i.e. high energy and a quick mind.

2. Ability: natural capacity (ibid.), i.e. being naturally good at public speaking

3. Skill: a developed competency (ibid.), i.e. ability to put together a seminar

4. Behavior: what a leaders does with traits, abilities and skills (2012:2-6), i.e. creates popular speaking engagements.

5. Relationships: requires collaboration, i.e. organizes a speaking tour.

Thus, the trait-ability-skill-behavior-relationship pentagon describes how (in all theories) leaders lead by things they are born with (abilities/skills) and things they develop (skills/behaviors) through collaboration (relationships).

Each week I give my students a followup question.

It requires a response and will add significantly to their understanding (and their grade 🙂  So, if you are a student and reading tjhis, make sure you answer the weekly followup questions.  Here is the first.

A.  Describe some leadership quality you were born with and/or comes naturally: _________________________________

B.  Describe how you have expanded it: _________________________________________

C.  Using this foundation, how do you collaborate with others to use these qualities? ____________________________________

I’ll start.

A. Describe some leadership quality you were born and/or comes naturally: high energy, enjoy reading and/or analyzing something.

B. Describe how you have expanded it: I spend a lot of time reading and researching about church growth and change.

C. Using this foundation, how do you collaborate with others to lead: I created a consulting firm to meet with church leaders and work with them through my analysis of their church.

Now, if you are a student share your response in the course forum.  I am looking forward to good insights.  Or if you are reading this wiki- for the resources, this makes a good exercise for your Sunday School class or small group.