Developing Kingdom Leaders – Tom Yeakley

Taking the Mystery out of Leadership

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

11 Jan 2016

Vision Casting

Our vision tells us where we intend to go–where to aim–and helps us keep our focus. We see this future clearly now, but as we move forward it becomes more real—more clear.

Vision statements must be far enough into the future that there is time for change. They also must be “big” enough to allow for faith and the “touch of God.” If they are too far into the future or too big they tend to be thought of as dreams or wishful thinking instead of action-producing statements that move the passions of those touched by them.

After identifying our time horizon, we begin by describing what we see in the future of our work. It is as if we are taken into the future and are able to gather the entire work together in one location and take a picture of it. We then try to describe the picture that we see in words.

To describe this future picture, we begin by saying,, “By the year 20xx, we see…”  Vision casting is describing this picture so clearly that others can see it with you and also see their part in making this picture become a reality.

One last thought. As we begin another year have you asked and answered the question, “What are you asking God to do in your work this year?” Are you praying specifically? Are you asking in faith? Or is it just another year filled with much activity and people?

I hope that you are asking a BIG GOD for BIG THINGS! Remember, “You do not have, because you do not ask God” (James 4:2 b).

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04 Jan 2016

The Power of Affirmation

A friend once reminded me that as a leader I may speak at a volume of 2, but I’m heard at a volume of 9!  This can be very damaging to others if my criticism is too harsh.  But, it can be life-giving if I use my influence for affirmation.

In the book, “The Top Ten Mistakes Leaders Make” by Hans Finzel (Victor Books), we find a section on affirmation.  It has served me well as a good reminder on this important function in my leadership.  Here is his summary points on affirmation for leaders:

Everyone thrives on affirmation and praise
Affirmation encourages and motivates people much more than financial incentives. It does more to keep people fulfilled than fortune or fame could do. He comments that Christian organizations are sometimes the worst, because there is the attitude that: “They are working for the Lord,” or “They should not look to the organization for affirmation, but to the Lord.”

Leadership has as much to do with “caring” as with getting things done
In the gospels, Jesus spent more time touching people and talking to them than in any other action. Jesus was not primarily task-oriented, even though He knew He had only three years to train twelve men to carry on the movement that would change the world. Touching wounds amid the unbearable pressure to perform tasks – that was the model of our Lord Jesus.

We wildly underestimate the power of the tiniest personal touch of kindness
It doesn’t always have to be a “big” event to affirm people. He gives an example from Tom Peters who shares about a former boss who took 15 min. (max) at the end of each day to jot a half-dozen paragraph-long notes to people who’d given him time during the day or who’d made an insightful comment during a meeting, etc.. He was dumbfounded by the number of recipients who subsequently thanked him for thanking them.

Learn to read the varying levels of affirmation your people need
Obviously, different people require different doses and different kinds of affirmation. The key seems to be that it needs to be genuine not “setting me up to get something from me later,” and not canned. (i.e. everyone gets the same affirmation letter without any personal touch).

When was the last time you intentionally affirmed someone?  Is affirmation a regular part of your leadership communication?  Have you created a ‘culture of critique’ or a ‘culture of affirmation’ around your leadership?

 

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14 Dec 2015

Leading into Ethnic Diversity

It does not take a “rocket scientist” to see that our world today is experiencing one of the greatest migrations of peoples in history.  All over the world large populations of people are leaving their homelands for the hope of a better future.  With the rapidly increasing ethnic diversity in our own country, if we don’t become more ethnically diverse, we will find ourselves marginalized with a ministry to a shrinking number of people.  The demographic sand is shifting beneath our feet!  We must adapt or die!

These changing demographics will demand new approaches, thinking, materials and a different kind of laborer.  The laborers needed to reach across these ethnic differences will have to be people who are flexible, able to adapt, and ones who are comfortable with differences.  Their watchword will be, “Not wrong, just different.”

Jesus’ disciples thought it strange that He, a Jewish rabbi, would associate with a Samaritan woman. Jesus demonstrated courage and a willingness to be misunderstood. He took risks and moved out of Jewish comfort zone to touch this one.  We will have to be and do the same as we follow Him into an increasingly ethnically diverse audience.

This will not be easy.  Change is never easy.  All people are most comfortable with those who are like us.  But Jesus modeled an incarnational model where he adapted and adjusted to humankind in order to fulfill the will of His Father.  We can do no less because we are called to imitate Him.

May God use you to plant good seed that will multiply many times over in the lives of those who are ethnically different from you.  May He give you wisdom to lead into increasingly ethnically diverse contexts that demand a willingness to leave the old behind and embrace the new, for His glory!

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

Common Bonds in Leadership

A leader who looks with vision into the future sees by faith those who God will give us to influence.  It is essential that these people are unified and aligned around a common purpose or mission. They must also have common bonds around their devotion to Jesus, the hope that the Gospel is truly the power of God to change lives, and that they are personally called to help fulfill the Great Commission.

Remember that unity of purpose and conviction does not mean uniformity. We will be diverse in our applications of these commonalities, but we will be united in our similar convictions. Yes, there are many more things that we will have in common other than these three things, but as we grow and expand into the future that God has for us, these three bonds will have to remain strong.

By “devotion to Christ” I mean our commitment to Jesus above all else in life. This is manifested in a  willingness to put Him first in all areas of our lives–a willingness to sacrifice for Him. It also is seen in a willingness to take risks for Jesus’ sake. As we move into many new ventures of faith, God will ask us to live with some uncertainty and ambiguity for a while. We can do this because we are confident He has led us and our devotion to Him overcomes our feelings of unease.

A second common bond is our “hope in the Gospel.” We believe that the Gospel can and does change lives and that it is the power of God at work in those who believe. With all of the crying needs of this hurting world, we believe that the primary need is spiritual and that need is met through responding to the Good News. Therefore, we must seek to share the Gospel with those that don’t know Him.

As we seek to bring the Gospel, we believe that we will see fruit (in our respective seasons) as we faithfully scatter the spiritual seed. We sow expectantly, trusting that God will bring forth growth as we faithfully labor. But whether we sow or reap, we believe in the hope of the Gospel for those around us.

Our third common bond of unity is the “Great Commission.” We must always remember that the Great Commandment to love God is of higher priority than the Great Commission. But it is our passion for helping to fulfill the Great Commission by multiplying the number of spiritual laborers that also binds us together. We plan, organize, and lead out in our respective spheres with the desire to see people reached, discipled, and equipped to become spiritual laborers. These spiritual laborers will be raised up and then sent to the nations to do more of the same.

The scope of the Great Commission is “all the nations.” Acts 1:8 reminds us that the progression is to begin at our own “Jerusalem.” But our local ministry is always done in the bigger context of seeking to impact the world for Christ!

Posted in #3 DO - What a Leader Does, #4 REPRODUCE - Developing More Leaders and tagged , , , , , , ,
30 Nov 2015

Leading with Love

Jesus said in John 13:34-35, “A new command I give you: Love one another. As I have loved you, so you must love one another. By this all men will know that you are my disciples, if you love one another.” The one outstanding character quality for Kingdom leaders is that we are known as men and women who love Jesus and one another.

We are to know Him intimately, trust Him explicitly, and are growing in our love for Him with each passing day. This knowledge of God and His love is not just cerebral, but a real-life experience. We are experiencing His love and it is expressed in our lives and in how we relate to others.

Leaders who lead with love are helping others to experience the love of God and become followers of Him. These people have a commitment to multiplying their lives in the lives of others. They want to reproduce Jesus in the lives of as many as possible and thus help make disciples of all the nations. They are not satisfied with spiritually adding, they want to multiply the number of spiritual laborers for the harvest fields of the world.

If we are to see this become a reality it must begin with us today. We will only reproduce who we are. An Indonesian proverb states, “The coconut doesn’t fall far from the tree.”

Here are some questions for you to consider:

1) Are you truly experiencing the love of Jesus in your own life? Is this love growing?
2) Are you manifesting God’s love in your relationships with your family and friends?
3) Are those in your ministry falling in love with Jesus and seeking to live lives that are pleasing to Him?
4) Are those in your ministry understanding the vision of spiritual multiplication?

This will take a commitment, a decision to love, even when others do things that are not lovable. This kind of love is more than a feeling; it is an act of the will. May we all model the great and wonderful love of God to one another first and then to the world.

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

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

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