Developing Kingdom Leaders – Tom Yeakley

Taking the Mystery out of Leadership

Archive for the category “#3 DO – What a Leader Does”

23 Nov 2015
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Leading from the Bible and Into the Bible

Once we have good momentum in evangelism, by God’s grace, we will see people coming to faith in Christ. Also, because of our sowing broadly, we will find young Christians who desire to grow up in Christ. These new believers and young, Christian “orphans” will need to be fed spiritual food to help them move towards maturity in Christ. This spiritual food is the Bible, helping them not only understand it, but apply it to their lives.

In our discipling of young Christians and as we equip disciples to become laborers for the spiritual harvest, we must remember that it is the Bible that helps them become established and equipped for every good work (2 Timothy 3:16-17). Let’s be sure that our small groups are studying the Bible and not someone’s book about a biblical topic. Let’s be sure that our follow-up plans and equipping packages are Bible centered. As we counsel and advise, let’s be sure that our counsel is full of the Word of God.

As we minister the Word of God to the hearts and minds of others we can become very “cerebral” in our approach, if we’re not careful. We can have verses for everything and every situation, ready to dispense on a moment’s notice, but it is not simply the imparting of Bible information that will bring about transformation in someone’s life. We will need to help them seek application of biblical truth for their lives.

One of our Navigator distinctives over the years has been our emphasis on personal application of the Scriptures. Let’s remember that Scripture memory is not an end in itself, that is, the quoting of verses from memory. Rather, it is the saturation of our minds with God’s Word that we may meditate on it and find application for our lives that is the desired end. We want to be changed into the image of Christ through our memory work and our Bible studies, but this will only happen as we seek to find personal application of the Word for our lives.

In our equipping of spiritual laborers we must help others ground their personal ministry in the Bible. In our evangelism training, let’s ground them in the Scriptures when presenting a credible explanation and defense of the Gospel. Let’s encourage them to have confidence in God’s ability to use His Word to win people to Himself. He will honor the use of His Word. It will accomplish His desires (Isaiah 55:8-11).

In training spiritual laborers to establish others in the faith, we must give them tools that will help them impart the Scriptures to others. They must have confidence in God and in God’s Word if they are to see spiritual generations flowing from their lives. We can help them have that confidence if we model it before them and teach them how.

Discipling and equipping others with the Word of God for a lifetime of laboring for Jesus is a vital part of our leadership mandate. The fruit bearing that results from sowing good seed in good ground is one of the great blessings we get to observe as we co-labor with God. Sow the good seed of the Word of God (Mark 4:14: 1 Peter 1:23)!

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , ,
02 Nov 2015

The Grateful Leader

The Apostle Paul in his message to the Athenians while standing in front of the Areopagus says this about God:  “…he himself gives everyone life and breath and everything else” (Acts 17:25).  Has is every struck you that all you have as a leader finds its source in God Himself?

Yes, you have accomplished some things as a leader through your wise decisions, good stewardship, faithfulness, and hard work.  But think a minute.  Who gave you the mind to be able to make decisions?  Who created an ability to discern what was good and not so good in your stewardship?  Who created within you a will that enables you to choose to be faithful?  And who created within you a desire to work and accomplish a task?  Yes, all these things, and yes, everything we are and have finds its source in Him.

Therefore, what should be our response?  It must me one of contrition for taking any credit upon ourselves, humility, and a proper perspective that truly “in him we live and move and have our being” (Acts 17:28).

How about making a gratefulness list?  What are you grateful to God for?  Express them to Him from a sincere heart of praise and thankfulness.  Can you truly thank Him for everything including those things that don’t feel or seem good or pleasant?

Here’s some things to get you started:  your relationship to Him, your spouse and family, your mind and body, your spiritual gifts, your role and influence, your opportunities for service, your friends, your team, your possessions, your experiences, and your weaknesses (see 2 Cor 12:9).

A grateful, thankful spirit is attractive.  It bleeds authenticity.  It brings proper perspective.

“Rejoice always, 17 pray continually, 18 give thanks in all circumstances; for this is God’s will for you in Christ Jesus” (1 Thessalonians 5:16-18).

Posted in #2 BE - Who a Leader Is, #3 DO - What a Leader Does and tagged , , , , , , ,
26 Oct 2015

Leading Change – 2

Overcoming complacency and the desire to maintain the status quo is key to leading change.  John Kotter in his great book titled, “Leading Change” gives us the following reminders on creating a sense of urgency for change.

PUSHING UP THE URGENCY LEVEL
“Creating a strong sense of urgency usually demands bold or even risky actions that we normally associate with good leadership.  Bold means cleaning up the balance sheet and creating a huge loss for the quarter.  Or selling corporate headquarters and moving into a building that looks more like a battle command center.  Or telling all your businesses that they have twenty-four months to become first or second in their markets, with the penalty for failure being divestiture or closure.

“Never underestimate the magnitude of the forces that reinforce complacency and that help maintain the status quo.

“We don’t see these kinds of bold moves more often because people living in over-managed and under-led cultures are generally taught that such actions are not sensible.  If those executives have been associated with an organization for a long time, they might also fear that they will be blamed for creating the very problems they spotlight.  It is not a coincidence that transformations often start when a new person is placed in a key role, someone who does not have to defend his or her past actions.

“Bold moves that reduce complacency tend to increase conflict and to create anxiety, at least, at first.  If top management consists only of cautious managers, no one will push the urgency rate sufficiently high and a major transformation will never succeed.”

How’s your personal sense of urgency for bringing about change?  Is there an agreed upon sense for the need to bring significant change from those you are leading?  What needs to be addressed for you to get that sense of urgency embraced by many you are leading?

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19 Oct 2015

Leading Change

John Kotter has written a foundational book on the subject of leading organizational change titled simply, “Leading Change.”  One of the primary obstacles leaders must overcome is the sense of complacency that sees little need to change.

Here’s Kotter’s thoughts on how to overcome such complacency.

ESTABLISHING A SENSE OF URGENCY
“With urgency low, it’s difficult to put together a group with enough power and credibility to guide the effort or to convince key individuals to spend the time necessary to create and communicate a change vision.  People will find a thousand ingenious ways to withhold cooperation from a process that they sincerely think is unnecessary or wrongheaded…In this complacency-filled organization, change initiatives are dead on arrival.

SOURCES OF COMPLACENCY
“Nine reasons help explain this sort of complacency.

(1)  No highly visible crisis existed.
(2)  That meeting was taking place in a room that screamed “success.”  The subliminal message was clear; we are rich, we are winners, we must be doing something right.  So relax.  Have lunch.
(3)  The standards against which these managers measured themselves were far from high.
(4)  The organizational structure focused most people’s attention on narrow functional goals instead of broad business performance.
(5)  The various internal planning and control systems were rigged to make it easy for everyone to meet their functional goals.
(6)  Whatever performance feedback people received came almost entirely from these faulty internal systems.  Data from external stakeholders rarely went to anyone.
(7)  When enterprising young employees went out of their way to collect external performance feedback, they were often treated like lepers.
(8)  Complacency was supported by the very human tendency to deny that which we do not want to hear.  Most of us, most of the time, think we have enough challenges to keep us busy.  We are not looking for more work.  So when evidence of a big problem appears, if we can get away with ignoring the information, we often will.
(9)  Those who were relatively unaffected by complacency sources 1-8 and thus concerned about the firm’s future were often lulled back into a false sense of security by senior management’s “happy talk”.

“Big egos and arrogant cultures reinforce the nine sources of complacency. Never underestimate the magnitude of the forces that reinforce complacency and that help maintain the status quo.”

Are you seeking to lead a change process that is finding it difficult to get traction or overcome inertia?

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28 Sep 2015

Leadership Jazz – 4

How does a leader ensure good, creative work and how does a leader effectively lead creative people?  Max DePree in his work, “Leadership Jazz” reminds us of the following related principles.

“1. How does a leader approach the process for creative work?
A leader protects unusual persons from the bureaucracy and legalism so ensconced in our organizations.

“A leader works with creative people without fear.

“While respecting them, a leader is wary of incremental changes.  Don’t let small changes—perfectly good in their own right—replace true creativity and real innovation.

“A leader arranges for projects to proceed along a narrowing path.

“In the end, true innovation will never be a democratic event–it’s just too risky for group-think.  Majorities seldom vote to change.  A small group of accountable leaders together with the creative people involved must make the decision and take the risk.

“Peter Drucker once said:  ‘When you have a real innovation, don’t compromise.’

“A leader paves the way for change.

“2. What do creative people need to be fruitful in the worlds of organizations?  First they need access to (even intimacy with) senior leadership.

“Creative work needs the ethos of jazz.

“It matters a great deal how leaders give work to gifted followers.

“Creative people, like the rest of us, need constraints.

“A leader needs to give creative people license to be contrary.

“Leaders welcome the committed skeptic, who wants to be held accountable and demands a share of the risk.

“Leaders give odds to creative people that their work will get to market.

“Creative people need a fundamental level of trust from leaders.

“The work of creative people is only part of a whole; it cannot be taken in isolation.

“Finally, creative people need to work with others of equal competence.

“3. What should a leader be careful about when dealing with creative people?  First, a leader will be careful about the utilitarian self-concept so much in favor with administrators.

“Second, just as moving up in the hierarchy does not confer competence, so organizational power does not guarantee wisdom.

“Be wary of setting out to win prizes.

“Good work is the goal; recognition is a consequence.

“A last caution: Don’t fail to give credit.  People who through their unusual gifts bring change and innovation and renewal to organizations need to be identified.”

Are you leading well those creative people around you?  Are you encouraging or stifling their creativity?  Have you defined their contribution and identified their boundaries?

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , ,
21 Sep 2015

Leadership Jazz – 3

Max DePree has the following to say about leading from beliefs, values, and vision in his excellent work titled, “Leadership Jazz.”

“From a leader’s perspective, the most serious betrayal has to do with thwarting human potential, with quenching the spirit, with failing to deal equitably with each other as human beings.

“Beliefs and values are the footings on which we build answers to the questions, “Who matters?” and “What matters?”  The promises we make as leaders must resonate with our beliefs and values.

“It behooves us, then, to find our voices.  Leaders must speak to followers; we must let them know where and how we stand on the important issues.

“Vision is the basis for the best kind of leadership.  A vision exists somewhere when teams succeed.  Instinctively, most of us follow a leader who has real vision and who can transform that vision into a meaningful and hopeful strategy.

“Another fragile facet of a leader’s character is what I call an eagerness for the fray. The best leaders I know are always anxious to get to the job at hand, to do what they are there to do.

“Real preparation consists of hard work and wandering in the desert, of much feedback, much forgiveness, and of the yeast of failure.

“Moving up in the hierarchy does not confer competence.

“The only appropriate response to a promotion is ‘Good grief, have I got a lot to learn now!’

“Success tends to breed arrogance, complacency, and isolation.  Success can close a mind faster than prejudice.”

A leader’s communication, both verbal and written, will focus those around them on various issues.  Pick and choose your communication topics to ensure that your influence is focused on those issues that are most strategic and important for the mission at this time.

What are you communicating about?  What are your followers focusing on as a result of your communications?

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14 Sep 2015
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Leadership Jazz – 2

Max DePree in his great leadership book, “Leadership Jazz” has some excellent thoughts regarding a leader’s promises.

“Though I’m still learning things about being a leader, I can tell you at least two requirements of such a position:  The need to give one’s witness as a leader—to make your promises to the people who allow you to lead; and the necessity of carrying out your promises.

“Followers can’t afford leaders who make casual promises.  Someone is likely to take them seriously.

“For no leader has the luxury of making a promise in a vacuum.

“A leader who backs away from her promises under duress irreparably damages the organization and plants the seeds of suspicion among her followers.

“The best leaders promise only what’s worth defending.

“It’s important to understand that leadership is a posture of indebtedness.  The process of leading is the process of fulfilling commitments made both to persons and to the organization.

“Knowing what not to do is fully as important as knowing what to do.

“Remember to think of followers as volunteers.  Remember, too, that the goals of the organization are best met when the goals of people in the organization are met at the same time.

“Here are several questions that leaders should expect to hear.  The answers to these questions, you see, are some of the promises leaders will make.

  • What may I expect from you?
  • Can I achieve my own goals by following you?
  • Will I reach my potential by working with you?
  • Can I entrust my future to you?
  • Have you bothered to prepare yourself for leadership?
  • Are you ready to be ruthlessly honest?
  • Do you have the self-confidence and trust to let me do my job?
  • What do you believe?”

If you are a verbal processor you can unintentionally make promises that you never intended.  As a leader your words carry extra weight and your thoughts expressed are assumed to be decisions.  You did not intend your words as final, just talking and thinking aloud, but others remember and will quote you in the future.  Beware of communicating what to you are just thoughts in a process but others hear as final decisions.

Are you a faithful leader?  Are you faithful to your word?  Can you be counted on to do what you say you will do?

Posted in #2 BE - Who a Leader Is, #3 DO - What a Leader Does and tagged , , , , , , ,
07 Sep 2015

Leadership Jazz

Max DePree has a second leadership classic titled, “Leadership Jazz.”  Here are some of his thoughts on the subject of faithfulness in the section, “Finding Your Voice.”

“Let me suggest five criteria as a way to start thinking about faithfulness.

  • Accountability for others, especially those on the edges of life and not yet experienced in the ways of the world, is one of the great directions leaders receive from the prophet Amos.  Amos tells us that leaders should encourage and sustain those on the bottom rung first and then turn to those on the top.
  • Integrity in all things precedes all else.
  • The servanthood of leadership needs to be felt, understood, believed, and practiced if we’re to be faithful.
  • There is a great misconception in organizations:  That a manager must be either in control or not in control.  The legitimate alternative is the practice of equity.
  • Leaders have to be vulnerable, have to offer others the opportunity to do their best.  Leaders become vulnerable by sharing with others the marvelous gift of being personally accountable.

“One becomes a leader, I believe, through doing the work of a leader.  It’s often difficult and painful and sometimes even unrewarding, and it’s work.”

Are you becoming a faithful leader?

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , , , ,
31 Aug 2015

Taking Time Away

I’m seeking to model leading from an overflow of my own walk with the Lord.  In doing so I’m taking time away from the routines of leadership in order to refresh my soul and body.

What fills your tank?  When was the last time you had an intentional break from your routine responsibilities?  Are you leading from an overflow or is your tank near empty?

Don’t think you need a break?  Ask your spouse?  🙂

 

Posted in #3 DO - What a Leader Does and tagged , , , ,
24 Aug 2015

Balance and Margin

As leaders we must be living and leading from an overflow with plenty ‘in the tank’ from which to influence others.  This means that we take regular times away for refreshment and refilling the ‘tank.’

Even Jesus reminded the Twelve to, “Come away by yourselves to a secluded place and rest a while.” [For there were many people coming and going, and they did not even have time to eat.]” (Mark 6:31).

I’m taking a break for restoration and refreshment.

How about you?

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