Providing Good Leadership In Times Of Change

The best leadership is principle centered, consistent, well paced, proactive, people focused.

Programs and methodologies become outdated. We tend to develop strong attachments to these things. In the forum of Christian leadership and a work that is spiritual in it’s essence we can sometimes ascribe success to the more visible things when that may not really be the reason for our success. Every person in this world sees things through a slightly skewed lens. The way we see things is the problem according to Stephen Covey. We need to learn to see past our blindness for it is truly there in each of us.

We tend to elevate certain personalities and think that we must be like them in order to succeed. This causes us to neglect our own worth – it brings personal stagnation and reduces our effectiveness. Remember God’s calling – he saw something in you as you were and the growth, development and strengthening of those particular traits is what He wants. When you can become true to these and stop being swayed or threatened by others then your success will increase.

1CO 1:26 Brothers, think of what you were when you were called. Not many of you were wise by human standards; not many were influential; not many were of noble birth. [27] But God chose the foolish things of the world to shame the wise; God chose the weak things of the world to shame the strong. [28] He chose the lowly things of this world and the despised things--and the things that are not--to nullify the things that are, [29] so that no one may boast before him. [30] It is because of him that you are in Christ Jesus, who has become for us wisdom from God--that is, our righteousness, holiness and redemption. [31] Therefore, as it is written: "Let him who boasts boast in the Lord."

Ministry is an intense personal expression of who you are.

Some of the most critical people in the church are gifted people who are not exercising those gifts. We tend to see ministry through the lens of our giftedness. The things that people are most critical of are the things that they are most gifted toward and most passionate about.

Time to stop following. More critical the longer we follow and refuse to lead.

Pastors At Risk

If I wanted to drive a manager up the wall, I would make him responsible for the success of an organization and give him no authority. I would provide him with unlear goals not commonly agreed upon by the organization. I would ask him to provide a service of an ill-defined nature, apply a body of knowledge having few absolutes and staff his organization with only volunteers. I would expect him to work ten to twelve hours a day and have his work evaluated by a committee of 300 to 500 amateurs. I would call him a minister and make him acountable to God.

from Pastors At Risk - written by a discouraged pastor.

THE QUALITIES OF SKILLFUL LEADERSHIP by Jim Rohn

If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills, and opportunities you offer as an owner, as a manger, or as a parent. I call leadership the great challenge of life.

What's important in leadership is refining your skills. All great leaders keep working on themselves until they become effective. Here are some specifics:

1) Learn to be strong but not rude. It is an extra step you must take to become a powerful, capable leader with a wide range of reach. Some people mistake rudeness for strength. It's not even a good substitute.

2) Learn to be kind but not weak. We must not mistake kindness for weakness. Kindness isn't weak. Kindness is a certain type of strength. We must be kind enough to tell somebody the truth. We must be kind enough and considerate enough to lay it on the line. We must be kind

enough to tell it like it is and not deal in delusion.

3) Learn to be bold but not a bully. It takes boldness to win the day. To build your influence, you've got to walk in front of your group. You've got to be willing to take the first arrow, tackle the first problem, discover the first sign of trouble.

4) You've got to learn to be humble, but not timid. You can't get to the high life by being timid. Some people mistake timidity for humility. Humility is almost a Godlike word. A sense of awe. A sense of wonder. An awareness of the human soul and spirit. An understanding that there is something unique about the human drama versus the rest of life. Humility is a grasp of the distance between us and the stars, yet having the feeling that we're part of the stars. So humility is a virtue; but timidity is a disease. Timidity is an affliction. It can be cured, but it is a problem.

5) Be proud but not arrogant. It takes pride to win the day. It takes pride to build your ambition. It takes pride in community. It takes pride in cause, in accomplishment. But the key to becoming a good leader is being proud without being arrogant. In fact, I believe the worst kind of arrogance is arrogance from ignorance. It's when you don't know that you don't know. Now that kind of arrogance is intolerable. If someone is smart and arrogant, we can

tolerate that. But if someone is ignorant and arrogant, that's just too much to take.

6) Develop humor without folly. That's important for a leader. In leadership, we learn that it's okay to be witty, but not silly. It's okay to be fun, but not foolish.

Lastly, deal in realities. Deal in truth. Save yourself the agony. Just accept life like it is. Life is unique. Some people call it tragic, but I'd like to think it's unique. The whole drama of life is unique. It's fascinating. And I've found that the skills that work well for one leader may not work at all for another. But the fundamental skills of leadership can be adapted to work well for just about everyone: at work, in the community, and at home.

Jim Rohn

The 12 Absolutely Unbreakable Laws of Leadership by Brian Tracy

1. The law of integrity: Great business leadership is characterized by honesty, truthfulness and straight dealing with every person, under all circumstances.

2. The law of courage: The ability to make decisions and act boldly in the face of setbacks and adversity is the key to greatness in leadership.

3. The law of realism: Leaders deal with the world as it is, not as they wish it would be.

4. The law of power: Power gravitates to the person who can use it most effectively to get the desired results.

5. The Law of Ambition: Leaders have an intense desire to lead; they have a clear vision of a better future, which they are determined to realize.

6. The Law of Optimism: The true leader radiates the confidence that all difficulties can be overcome and all goals can be attained.

7. The Law of Empathy: Leaders are sensitive to and aware of the needs, feelings and motivations of their people.

8. The Law of Resilience: Leaders bounce back from the inevitable setbacks, disappointments and temporary failures experienced in the attainment of any worthwhile goal.

9. The Law of Independence: Leaders know who they are, what they believe in and they think for themselves.

10. The Law of Emotional Maturity: Leaders are calm, cool and controlled in the face of problems, difficulties and adversity.

11. The Law of Excellence: Leaders are committed to excellent performance of the business task and to continuous improvement.

12. The Law of Foresight: Leaders have the ability to predict and anticipate the future.

Common Mistakes Extraordinary Leaders Don't Make by Chris Widener

When people make a decision (either consciously or unconsciously) to follow your leadership, they do it primarily because of one of two things: Your Character or your Skills. They want to know if you are the kind of person they want to follow and if you have the skills to take them further. Yes, there are other variables but these are the bulk of the matter. This week we focus on the kind of skills that cause people to follow your leadership, specifically things that an Extraordinary Leader doesn't do!

1. Not Riding Momentum - To increase your leadership effectiveness, you want to learn to ride the momentum of the situation (the positive momentum of course!). When we begin to experience bad momentum we naturally try to stop it and that is good, but many people also have the tendency to try to stop the positive momentum as well. This comes from our basic desire to have things "under control." Unfortunately, often when we try to control the situation,

we actually stop the good that is happening. So let go of the reigns and ride the momentum!

2. Flaunting the Privilege of Leadership - Leadership has its privileges, that is for sure. And rightly so! The entrepreneur who started the company ought to be paid well and reap the rewards for the risks that he or she took. Unfortunately, human nature is still such that people can resent the success and privileges of others, even if they worked hard for them. Therefore, an extraordinary leader will not be guilty of flaunting the privileges they have because this is likely to cause a backlash and can actually harm their ability to lead. Whenever possible share the privileges and rewards of leadership and your followers will love you all the more!

3. Picking People Who Won't Threaten Them - An Extraordinary Leader will always try to pick people who are better than them! Again, human nature is such that we think, "Wait, if I hire her, she'll have me out of a job in no time." Then we pick someone of lesser quality, while our competitor hires the good one and surges ahead. No, pick the best! If they are better than you, you will grow together as a team and you will still be the leader and people will respect you for your ability to pick - and lead - a winning team!

4. Not Having a Second in Command Who Complements Them - An ordinary leader picks someone who is like them so they can feel comfortable. An Extraordinary Leader picks someone who can do all the things that he or she can't; someone who can see things in ways that he or she can't. An Extraordinary Leader needs a right hand person who can compliment their skills and style. This way the old adage is proved true - two heads are better than one!

5. Not Giving Power Away - An ordinary leader wants to do as much as they can so they can be seen as a good, hard worker. They think that they lead by example in this. An Extraordinary Leader knows that they need to empower others to do the work and make the decisions if

the organization is to grow and they are together going to make a difference. We must let others take leadership themselves, even if it means they fail at first. This way we multiply the organizational leadership and we go even further!

6. Unable or Unwilling to Make Hard Decisions - Leadership is a lot of decision making. Non-leaders don't like to make decisions because they operate from a subjective viewpoint. They aren't thinking about the overall health of the organization, they are thinking about who

will get mad or who might lose their jobs. While we want to be sensitive to these things, the Extraordinary Leader understands that sometimes hard decisions have to be made for the sake of the organization - and they make them. Then they carry them out. John Maxwell says that decisions are like crying babies: both should be carried out quickly!

7. Trying to Have No Casualties - This may be the greatest leadership lesson I have ever learned. The Extraordinary Leader knows that any time the organization will make ground, there will be casualties. In the movie Gladiator, the lieutenant comes to tell Maximus that the troops are not fully ready for battle. Maximus sees that the other side is about to move and if they don't move first, they will lose the war. The Lieutenant begins to say, "The casualties will be too great," but Maximus finishes the lieutenant's sentence so that instead he said, "The casualties will be 'acceptable.'" I realize now that when my organization moved ahead tremendously a few years ago, the people who got in a huff about it were the casualties and that any time a group moves ahead, that will happen. We shouldn't look for or enjoy casualties, but understand they will assuredly come, and accept them. So move ahead!

Character Traits of Extraordinary Leaders by Chris Widener

When people make a decision (either consciously or unconsciously) to follow your leadership, they do it primarily because of one of two things: Your character or your skills. They want to know if you are the kind of person they want to follow and if you have the skills to take them further. Yes, there are other variables but these are the bulk of the matter. This week we will focus on the kind of character that causes people to follow your leadership.

1. Integrity. Integrity is doing what you say you will. You are trustworthy. People can rely on you. You keep your promises. The one thing that will keep most people from following you is if

they are unsure of whether you will actually take them where you say you will. Are you known as a person of integrity? If so, you will become an Extraordinary Leader!

2. Optimism. People don't want to follow someone who thinks the future is bad! They want to follow those who can see the future and let them know that there is a better place and that they can get them there! Do you see the cup as half empty? Then you are a pessimist. Do you see it as half full? Then you are an optimist. Do you see it as totally full - half air and half water? Then

you are a Super Optimist! Are you known as an optimist? If so, you will become an Extraordinary Leader!

3. Embraces Change. Leaders are the ones who will see the need for change and willingly embrace it. Followers will at first desire to stay where they are. Leaders need to see the benefits of change and communicate that to their followers. If you don't change, you won't grow! Are you known as a person who embraces change? If so, you will become an Extraordinary Leader!

4. Risk Taker. Whenever we try something new, we are taking a risk. That is part of growing though, and it is imperative. Most people are risk averse. Not the leader! They calculate the risk and what is to be gained from taking the risk. Then they communicate that to the followers and away they go to a better tomorrow! Are you known as a person who is willing to take risks? If so, you will become an Extraordinary Leader!

5. Tenacious. The tendency of the follower is to quit when the going gets tough. Two or three tries and their motto becomes "If at first you don't succeed, give up and try something else." Not the leader! They know what good lies beyond this brick wall and they will go and get it. Then they will take others with them! Are you known as a person who is tenacious? If so, you will become an Extraordinary Leader!

6. Catalytic. A leader is ultimately one who gets people going. They are able to move others out of their comfort zone and on toward the goal! They can raise the passion, enthusiasm and the ACTION of those who would follow. Are you known as a catalyst? If so, you will become an Extraordinary Leader!

7. Dedicated/Committed. Followers want people who are more devoted and committed than themselves. At the first sign of lack of commitment, followers scatter for the doors. If the leader

sees the end and is bailing out, they better get out first. Followers follow those who will stick it out because they see the importance of the task and the goal. Are you known as a person who is committed and devoted to the goal? If so, you will become an Extraordinary Leader!

Chris Widener

Seven deadly siphons.. from Gordon MacDonald

*Words without action

*Busyness without purpose

*Calenders without a Sabbath

*Relationships without mutual nourishment

*Pastoral personality without self-examination

*Natural giftedness without spiritual power

*An enormous theology without an adequate spirituality

SEVEN "HAVE-TO'S" TO ACHIEVE PERSONAL GROWTH

Quite frankly, I wish personal growth would just happen! I wish I would just get better and money would fall out of the sky. I wish my waist would get smaller even as I sit on the couch in front of a warm fire eating Breyer's Vanilla Bean ice cream. Oh, how I wish it was easy!

Okay, enough whining, enough dreaming, enough lack of reality. I have it out of my system! The reality is that it is work to grow personally. The sooner we realize that, even lovingly embrace that, the sooner we jump on the highway of success! The fact is that we "have to" do some things! As my uncle the truck driver use to say to me when I was a kid, "Wish in one hand and spit in the other - then see which one fills first." (Remember, he was a trucker, and somebody else may have been a bit more elegant, but I still remember it today, 25 years later. I recommend however that you take it at face value. It isn't a fun experiment to actually carry out!).

Without any further ado, here are the seven "have-to's" to achieve personal growth for yourself. Don't wish anymore! Get on the ball and start reaping the rewards!

1. You have to know what it is that you want. Wanting personal growth isn't enough. Do you want more money? How much? Do you want to lose weight? How much? Do you want a spouse? Who? Do you want to travel? Where? Do you want more freedom in your professional life? What would that look

like? Clearly define in your mind what it is that you want! Once you do...

2. You have to decide that you really want it. Do you really want it? That is the place to start, really, because I have realized working with people that many of them really don't want what they think they want once I talk them through all of the issues. Is this what you really want or is it a dream you have to escape something else? For example, do you really want to quit your job and start your own company? Do you want the risk of reputation? The risk of capital loss? Do you want to work from six in the morning until nine at night, seven days a week for the next two to three years? Do you really want it? Yes? Proceed...

3. You have to be willing to sacrifice to get it. What will you give up to get personal growth? I know what I have to give up to be able to fit into size 32 pants - mud pie! Now, you may not think that is so bad, but you don't know how much I love mud pie! I know that it is a sacrifice for me to get to the gym every day of the week (okay, I usually take two Sunday afternoons a month off). I know how much I write the check out for each month to belong to the gym - it would feed a small army. This is sacrifice, all of it. What are you willing to sacrifice to get personal growth in your life? Are you willing? Then proceed...

4. You have to be willing to be criticized. Surprisingly, the average person doesn't like the average achiever. Why? Because they make the average person feel, well, average. They resent that the achiever makes choices they don't make, even though they could too. And they secretly resent that the achiever benefits from rewards that they don't. It seems odd, but working with thousands of people over the years I have seen enough jealousy and envy to fill every seat in the Rose Bowl. Can you handle that to various degrees? Then see number five...

5. You have to decide you want it more than other pleasures. What is more pleasurable: Ice cream every night or a proper weight? What is more pleasurable: Sitting on the couch or pounding away on a treadmill? What is more pleasurable: Spending your money on the things you want right now or saving for later? What is more pleasurable: Getting off at five every night or working endlessly on the weekends? What is more pleasurable: Reading a favorite novel or a technical book? What is more pleasurable: Four weeks of vacation or one? You get the point. In order to grow personally or professionally, there will have to be a desire to work hard in spite of the pleasures that call your name. And if you work it right, in the end there will be plenty of time to reward yourself with the pleasures of accomplishment. Do you want it more that other pleasures? Really? Then let's move on...

6. You have to take a long-term approach. Why do most people fail to accomplish their personal growth goals? Because they take a short-term approach. They know what to do. They do it for a week or a month, then they quit. Every January the gym gets so busy. Then February rolls around and I have no problem getting on the machines! In order to accomplish your personal growth goals, you absolutely, positively must view it as a long-term goal. For example,

when most people want to lose weight, what do they do? They change their diet until they lose it. Then what? They change it back and gain the weight back. Instead, they ought to say, I am changing the way I eat for the rest of my life and slowly but surely my weight will take care of itself. And it does! Are you capable of seeing your personal goals in the long-term? Well then you are ready for number seven...

7. You have to diligently, methodically, and relentlessly work at it. Every day, every week, every year. The more you put into it, the more you get out of it. I was on a conference call with Zig Ziglar last night and he made an incredible revelation. For 25 years he has read for three hours a day! No wonder he oozes information! That is diligence. That is methodical. That is relentless! Can you do the same for yourself in the area you want to grow in? Certainly! But will you, that is the question. If you do, you will achieve any dream you set forth for yourself! You can achieve personal growth! It is entirely possible for you to live your dreams! Put the above to work and you will see them unfold before your very eyes! Just remember, it won't just happen to you, you "have-to" do some things!

Chris Widener

LEADERSHIP QUIZ FOR COURAGE AND CHANGE by Sheila Murray Bethel

In the 21st century our leadership talents will be constantly tested and challenged. Whether you are leading at work, in the community or at home, the courage to explore your attitudes and aptitudes will be one of your most influential qualities. Courage and change go hand in hand when it comes to increasing your effectiveness as a leader,

As you review these ten statements ask yourself, "Where do I need to change, grow and stretch to reach my full capacity?"

1. The courage to seek the truth. I am willing to seek out unpleasant truths, even when they may conflict with things I have a great investment in, or when the truth may threaten my physical, intellectual, or emotional security. I recognize that my personal freedom depends on my ability to seek and find truth.

2. The courage to lead an ethical life. In a cynical, sometimes dissolute world, I realize that it takes courage to be ethical. I resist the temptation to be less than

ethical, even when "everyone is doing it." I regard honest people as heroes, not fools.

3. The courage to be involved. Apathy and indifference can be more devastating than any natural or man-made disasters. Despite occasional compassion fatigue, I remain committed to making a difference and getting others involved. I refuse to look the other way.

4. The courage to reject cynicism. Cynicism is a comforting and protective refuge, but one I resist vigilantly. I know that trust and optimism, essential to a

productive life, are impossible if I give in to the cowardice of cynicism.

5. The courage to assume responsibility. I alone am responsible for my actions, whether they lead to success or failure. I refuse to waste time on making excuses, harboring unrealistic hopes, or placing blame. I am willing to share responsibility and accountability with others, and back them up 100 percent if things go wrong.

6.The courage to lead at home. I know that my home and family are my most powerful legacy for the future. I mentor my children, giving them equal love and discipline. I'm there 100 percent for my partner. I honor my parents and older relatives, even if advanced age, ill health, or different values make communication seem difficult and unrewarding. I live each day with my family and won't think, tomorrow I'll have more time.

7. The courage to persist. I have the courage to delay gratification, to endure the long haul, and to make sacrifices when necessary. I frequently visualize the next few years and anticipate the results of my actions. I summon the inner resources to stay on track by keeping my eye on this big picture.

8. The courage to serve. In an ego-driven, success-driven society, I have the courage to put myself second. I realize that the loftiest leader is the one who serves others best. My job, no matter what the description or title, is to provide satisfaction, solve problems, fill needs, and find answers in a way that enhances and empowers those around me.

9. The courage to lead. Few people are willing to stand for something, or even to clarify what they would stand for if they could. Others criticize without offering solutions, but I concentrate on what I stand for, on solutions and goals, and on how I can motivate others to action. I'm not content to wait for someone else to take charge and point a direction.

10. The courage to follow. Unlike leaders of image, a leader of substance knows when and how to follow willingly. I have learned the benefits of being a good follower, of welcoming the ideas and contributions of others without feeling that my position or integrity has been challenged. By sharing power, I increase my own personal and professional power, and make myself aware of the challenges that others face every day.

Having the courage of your convictions will help you boldly meet today's challenges. Believing in your physical, emotional, intellectual, and spiritual standards and values enables you to apply your resources and creative energy when faced with problems. Eleanor Roosevelt said, "You must do the thing you cannot do," General George C. Patton said that courage is "fear holding on another minute." Examining your courage and making changes as you grow in your leadership capacity is the example that enables others to have the courage to follow.

We need help in keeping our beliefs sharp and accurate and intact. We don't trust ourselves-our emotions seduce us into infidelities.We know that we are launched on a difficult and a dangerous act of faith, and that there are strong influences intent on diluting or destroying it. We want you to help us: be our pastor, a minister of word and sacrament, in the middle of this world's life. Minister with word and sacrament to us in all the different parts and stages of our lives- in our work and play, with our children and our parents, at birth and death, in our celebrations and sorrows, on those days when morning breaks over us in a wash of sunshine, and those other days that are all drizzle: This isn't the only task in the life of faith, but it is your task. We will find someone else to do the other

important and essential tasks. This is yours: word and sacra-ment.

"One more thing: we are going to ordain you to this ministry and we want your vow that you will stick to it. This is not a temporary job assignment but a way of life that we need lived out in our community. We know that you are launched on the same difficult belief venture in the same dangerous world as we are. We know that your emotions are as fickle as ours, and that your mind can play the same tricks on you as ours. That is why we are going to ordain you and why we are going to exact a vow from you. We know that there are going to be days and months, maybe even years, when we won't feel like we are believing anything and won't want to hear it from you. And we know that there will be days and weeks and maybe even years when you won't feel like saying it. It doesn't matter. Do it. You are ordained to this ministry, vowed to it. There may be times when we ocme to you as a committee or delegation and demand that you tell us something else than what we are telling you now. Promise right now that you won't give in to what we demand of you. You are not the minister of our changing desires, or our time-conditioned un-derstanding of our needs, or our secularized hopes for some-thing better. With these vows of ordination we are lashing you fast to the mast of word and sacrament so that you will be unable to respond to the siren voices. There are a lot of other things to be done in the wrecked world and we are going to be doing at least some of them, but if we don't know the basic terms with which we are working, the foundational realities

with which we are dealing-God, kingdom, gospel- we are going to end up living futile, fantasy lives. Your task is to keep telling the basic story, representing the presence of the Spirit, insisting on the priority of God, speaking the biblical words of command and promise and invitation."

That, or something very much like that, is what I under-stand the church to say to the people whom it ordains to be its pastors.