Developing Kingdom Leaders – Tom Yeakley

Taking the Mystery out of Leadership

Archive for the category “#4 REPRODUCE – Developing More Leaders”

09 Nov 2015

Becoming a Multiplying Leader

“Spiritual Generations.”  We’ve heard it many times. We’ve even had conferences with that title. It’s our heartbeat.

In a recent conversation with a younger staff, he asked me what I thought was unique about The Navigators’ ministry. He was trying to sort out in his mind our contribution as compared to other ministries. I answered that all ministries are about trying to help fulfill the Great Commission and expand God’s Kingdom. But that one of our unique contributions is the multiplication of spiritual laborers for the Kingdom harvest.

The objective of the Great Commission is making disciples of all the nations. But our (The Navigators) strategy to help fulfill this commission is the multiplication of spiritual laborers. A spiritual laborer is one who can do evangelism and follow up (establishing). This is someone who can make disciples of all the nations. By focusing on the need for more laborers (Matthew 9:35-38) we will make disciples and help fulfill the Great Commission, for laborers make disciples.

But even that explanation is incomplete. We are about the multiplication of spiritual laborers, not just increasing their numbers. Spiritual multiplication implies raising up laborers who will then in turn raise up other laborers, who will in turn do that to still more.  We are disciples first and then disciplemakers, who make more disciples and disciplemakers.

It is a multiplying effect, not just addition. It is one becoming 2, becoming 4, who become 8, and so on. It is exponential growth through spiritual generations. That is what we are about—spiritual multiplication through successive generations!

May God continue to lead you to men and women who will be “good seed” that will multiply 30, 60, and 100 fold!

Posted in #1 KNOW- How a Leader Thinks, #4 REPRODUCE - Developing More Leaders and tagged , , , , , , ,
05 Oct 2015

Leadership Jazz – 5

Continual personal development as a leader is essential for implementing great leadership.  Max DePree addresses this topic in his book titled, “Leadership Jazz.”

“We need to take into account not only the needs of our careers, but the “careers” of every member of our families.

“Leaders think about polishing their personal gifts.

“Leaders see a twofold opportunity—to build a life and to build a career.  And the fact is that people become leaders only by building both.

“Leaders deal in substance and the quality of life, deaf to the calls to pursue quantity and appearances.

“Good leaders know that moving up in the hierarchy does not magically confer upon them competence.  They know that being elected president, for instance, gives them the opportunity to become president.  Leaders also know that their real security lies in their personal capabilities, not in their power or position.

“A leader’s capabilities begin to be tested shortly after she arrives on the job.  Spontaneity and reflection begin to fade away amid the din of schedules leaders don’t make and commitments they don’t seek out.  Required reading begins to edge out elective reading.  More and more energy goes into resisting pressure to move in undesired directions.

“Followers adamantly demand that a leader possess a high degree of integrity when it comes to self-perception.  A combination of self-confidence and humility seems to me to be crucial.

“Organizations have a right to expect decisiveness from leaders.  Being decisive in an area of one’s strengths is not too difficult.

“Acting in the face of one’s weakness requires courage and risk.

“Am I willing to reserve time on my calendar for reflection?

“In learning to listen, have I thought about improving my ability to practice the art of silence?

“Am I prepared to think about polishing gifts as a way of dealing with time and leaving a legacy?  As the years slip by, am I learning to see through the lens of mortality?  How does this improve me today as a leader?

“What will give me joy at seventy or eighty?

“At the end of life, what will I face?  Or, more important, whom?

“Ask yourself frequently, “What truly gives meaning to my life?”

Are you continuing to develop yourself over a lifetime?  Are you continuing to be a life-long learner?

Posted in #1 KNOW- How a Leader Thinks, #4 REPRODUCE - Developing More Leaders and tagged , , , , ,
04 May 2015

Jesus’ Way of Developing Leaders

I’ve always loved the Gospel of Mark because of the action oriented narrative.   You’ll remember that Mark’s gospel begins with a one-year gap (Mark 1:13-14) between His baptism and the 18-month ministry in Galilee.  This first year of Jesus’ public ministry is only recorded in John 1-4.

Below is a short outline of some key leader development passages as found in Mark.  While this is not an exhaustive list, it does serve as a reminder of how to be more intentional about developing those leaders we have influence with.

Mark 1:14-18 –  Jesus was on the move and He recruited others to join Him in the movement; note that He recruited busy, industrious people

Mark 1:35 –  Jesus was a pacesetter/model, especially in spending time with His Father

Mark 1:36-39 –  Jesus had a plan for His ministry; He took the risk of disappointing those He was leading by saying ‘no’ to their desires for Him

Mark 3:14 –  the emerging leaders were “with Him” first and then sent out

Mark 3:16-17 –  having nicknames indicates He knew His disciples well; there was a deep, personal relationship with Him

Mark 4:10,34 –  He gave special training and development to a few; He told them “why and what”

Mark 4:35 –  Jesus took the initiative and led out by example

Mark 6:6-9 –  Jesus modeled faith and expected it of His disciples; living by faith was to be a lifestyle

Mark 6:30-31 –  He modeled for them the importance of taking time for reflective evaluation and relaxation

Mark 8:31 –  He sought to keep His disciples informed about upcoming events

Mark 9:14-16 –  Jesus protected His disciples from threats; note how He takes the argument with the teachers of the law onto Himself

Mark 10:28-31 –  Jesus was an encourager; He affirmed good behavior

Mark 11:1-3 –  He emphasized forethought, scenario planning, and training before sending them out on assignments

Mark 14:10 –  Jesus too had one of His leaders who did not do well; not all failures are reflections on the leader and their ability to train others

Reflect on these passages.  Open the bible with those you are developing.  Look carefully at the model of Jesus and how He developed leaders.  Remember to, “Lead from the Scriptures and into the Scriptures!”

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

Leader Development at West Point

Some time ago I had the privilege of visiting the US Military Academy (West Point) to learn how they develop leaders.  The following is a short summary of their development model.  Note the emphasis on spiritual and ethical leader development as part of their foundation for growing leaders.

“The West Point Experience (WPE) is the primary developmental vehicle for accomplishing the military Academy’s mission.*  There are two main ways to describe the WPE:  how the cadets experience it, and how it is organized and implemented by the Military Academy. The cadets experience growth in six primary areas: intellectual, military, physical, spiritual, ethical, and social. The three primary developmental programs are Academic, Military, and Physical.

“Three domains focus on acquisition and application of professional knowledge and expertise. These domains are Intellectual, Military, and Physical. The intellectual domain focuses on a well-grounded and wide range education. They are required and expected to think critically, and to anticipate and respond effectively to a changing world. The military domain focuses on the warrior ethos and the winning spirit. This domain trains for real combat and military context. The physical domain focuses on the physical development of the soldier.

“The spiritual domain focuses on two aspects: character is rooted in the essence of who we are as individuals, and discerning who we are, is a lifelong search for meaning. This domain has two areas it focuses on, spiritual fitness and opportunities for spiritual growth. The ethical domain focuses on linking ones spirituality to the ethical norms of their profession. The four areas focused on in this domain are the warfighter, servant of the nation, member of a profession, and leader of character. The social domain focuses on the “Do.” It is not enough to know everything needed, one needs to choose to act in the right way.

“Principles of leader-subordinate relationships are listed.
• Leaders and subordinates abide by the ethical standards of our profession
• Leaders and subordinates demonstrate mutual loyalty and teamwork
• Leaders and subordinates never gain or seek privilege at the expense of others
• Leaders and subordinates respect each others dignity and worth
• Leaders and subordinates accept responsibility for their own actions
• Leaders establish clear, attainable objectives and standards
• Leaders motivate and inspire subordinates
• Leaders enable communication
• Leaders promote self-esteem and provide constructive evaluation of duty performance, enabling improvement and development”

* United States Military Academy Mission:  To educate, train, and inspire the Corps of Cadets so that each graduate is a commissioned leader of character committed to the values of Duty, Honor, Country; professional growth throughout a career as an officer in the United States Army; and a lifetime of service to the Nation.

Posted in #1 KNOW- How a Leader Thinks, #4 REPRODUCE - Developing More Leaders and tagged , , , , , , , , ,
08 Dec 2014

How the NFL Develops Leaders – A Case Study

The following is from a Sports Illustrated article written by Jim Trotter in October 6, 2009.

“I’m forever indebted to the Patriots for what they did for me and for what they’ve allowed my family to accomplish in terms of my professional career.” [Josh McDaniels]
It is a career that was aided greatly by New England coach Bill Belichick, who gave McDaniels his first NFL job in 2001. While climbing from personnel assistant to coaching assistant to quarterbacks coach to offensive coordinator, McDaniels, now 33, absorbed many of the Belichick’s teachings and adopted many of his football principles. You can see it in how the Broncos run practice, evaluate personnel, write scouting reports, and attack opponents on offense and defense with situational football. They’re all so … so … New England-like.

Still, perhaps the most important lessons McDaniels learned came in February 2008, two weeks after the Patriots’ quest for an undefeated season ended with a 17-14 loss to the Giants in Super Bowl XLIII. When the coaches returned from a two-week break, Belichick called McDaniels into his office and handed him a five-page, typed report on what it takes to be an effective coach and have a winning organization.

“I had been talking to Bill for a few years about being a head coach, and after I didn’t do any interviews during the bye week in the ’07 playoffs he said, ‘I will help you in any way I can to get you ready for all the other things that go into the job,'” McDaniels said. “Just being around him every day was going to help me from a football standpoint because I could see what he did and how he did it. But he was saying he would help me with some of the things that you won’t really get a chance to witness or understand or become knowledgeable about until you’re in that position.

“I remember when we first came back after our break, that very first day, that very first morning, he brought me into his office and he gave me five pages, typed, of all the topics and things that he felt like I needed to be educated about to become an effective head coach. I’m thinking to myself, here he’s got 10 or 12 days where he can do whatever in the hell he wants to do — we’ve just come off a season where we were 16-0 and lost in the Super Bowl — and the very first day back he gives me this? That was kind of like my bible.”

During the 2008 season, the men met for an hour here, 30 minutes there, until they had addressed every point in the report. From there McDaniels developed 60 to 65 questions of his own that he carried into job interviews with Cleveland and Denver earlier this year.

“When you say where did the questions come from, it was Bill’s background,” McDaniels said. “He had been a head coach in Cleveland and New England, he was a coordinator in a number of different places, and he understands the salary cap, free agency, the draft, contracts, all that stuff. He gave me as much of that information as I could possibly ask for — and then he gave me a whole bunch of information that I never would have asked for. I wouldn’t trade that experience for anything.”

McDaniels had his opportunity to lead the Denver Broncos after this article was written.  He struggled to apply what he had learned and is now once again back with Belichick as the offensive coordinator.  It will be interesting to follow what happens next.

Posted in #4 REPRODUCE - Developing More Leaders and tagged , , , , , , ,
01 Dec 2014

Developing More Leaders – REPRODUCE

We continue to reflect upon a good way to organize our understanding of the complex subject of leadership.  Using the simple outline of Know – Be – Do – Reproduce we can categorize the important functions of this vast subject called leadership.  Today we will address the category of “Reproduce – Developing More Leaders.”

An essential part of your leadership is to multiply more leaders.  Yes, we must accomplish mission and task, but don’t overlook the very important task of leaving behind more leaders.  Be intentional about developing those leaders on your team to ensure the are reaching their potential for contribution.

Some leaders are so personally insecure that they avoid developing those on their team.  They see their team member’s development as a threat to their leadership, thinking, “If they reach their potential, they could take my role and then what would I do?”

The reality is that all leadership is temporary.  We lead for a while and then transition our leadership to another.  We can make this transition healthy and positive by intentionally planning our transition.  Or we can ignore it and wait until a crisis occurs and then leave the work ill-prepared for the next leader.

Here’s some practical reminders about developing the leaders on your team.

  1. You don’t personally have to do the development of your team members, just lead your team in their development
  2. Be intentional about your team’s development as a whole and as individual members
  3. Model intentional, individual leader development for your team; set the pace
  4. Make leader development fun and interesting, not a duty!
  5. Make sure that the Scriptures are central in your team’s leader development
  6. Reading a book or and article on leadership together as a team and then discussing how it might be applied in your context is an easy way to lead your team in development
  7. Bring in outside resources (people and tools) to help your team grow and develop
  8. Development is a part of your regular team meetings, but can become a focus for an extended team retreat
  9. Have your team members set 6-month personal development goals related to their development as a leader and then hold them accountable for them
  10. Remember to keep this question before your team – “Development for what?”  Their personal leader development and the development of your team is to help you all accomplish your God-given mission or task.

Are you being intentional about your personal leader development?  Are you leading your team in development?

 

Posted in #4 REPRODUCE - Developing More Leaders and tagged , , , , , , ,
03 Nov 2014
2 Comments

Organizing Your Leadership Thinking

Leadership is a complex and challenging subject to grasp the whole of the topic.  All one has to do is to look at the shelves of leadership books in the local bookstore to see that few are attempting to address the entire subject.  They each take a slice of broad subject, dissecting their particular piece of interest, but failing to address where this fits within the whole.

Some time ago in a brainstorm session with a colleague we attempted to address the subject of leadership as a whole, breaking the topic down into its major components.  After much thought and debate we came to these four big categories as a way to think about the subject of leadership.

Leadership Outline

  • Leadership Thinking – KNOW
  • The Leader – BE
  • Leading – DO
  • Developing Other Leaders – REPRODUCE

The US Military Academy has some of three of these components in their outline of the subject as described in the book, The West Point Way of Leadership.  Their outline of Know, Be, and Do is a great developmental model for general leader development.  But as Kingdom leaders we must add one additional topic – Reproduce.

By looking at the perfect Kingdom leader, Jesus, we now see the complete outline of the subject of leadership and leader development.  Jesus spent a great deal of His leadership developing the next generation of leaders who would carry on the movement after He was gone.  It is the responsibility of Kingdom leaders to develop more leaders.

As you think about your own development as a leader you will want to focus on these four general areas of leader development.  As you think about developing other leaders you will also want to think about these four areas.

When mentoring another leader often their felt need is for leadership skill development.  Perhaps the main reason for this felt need is the fact that new leadership responsibility often comes with deadlines.  Thus the pressure to grow in a previously unknown skill to meet our deadline.  That’s why the bookshelves are full of ‘how-to’ leadership topics, for the authors are often addressing the felt needs of the readers.

While leadership skills are important, we must not neglect the other three areas of a leader’s development.  We can have wonderful leadership skills, for example, but no character to support them and end up with tyrants or dictators.  All four areas are necessary for good leaders and leadership.

How’s your thinking about leadership?  Can you point to the gospels and identify where Jesus demonstrated these four areas of leadership?  Can you also see where He addressed these same areas as He developed The Twelve?

Posted in #1 KNOW- How a Leader Thinks, #4 REPRODUCE - Developing More Leaders and tagged , , , , , , , , , ,
27 Oct 2014

Self-Development for Leaders

Alan Andrews, former US President of The Navigators put together a helpful outline for some how-to’s in self-development.  Here’s his thoughts with my additions in brackets.

HOW TO DEVELOP YOURSELF IN A GIVEN AREA
by  Alan Andrews

A.   Identify your areas of need.

B.   Prioritize areas of need.

C.   Make self-development an integral part of your lifestyle.

D.   Plan self-development over six-month blocks.

E.   Identify the key area of self-development that the Spirit of God is indicating to you.

F.   Pray constantly that God would enlighten your mind and heart.

G.   Delegate research to interested individuals.  [This assumes that you have an executive assistant or someone working with you than is available to do this research.]

H.   Try to obtain a mentor in a particular area of development.

I.   Use the Bible as your primary source and authority.  [Kingdom leaders need a biblical leadership grid from which to operate and evaluate other leadership input.]

1.  Identify the number of times key words are used
2.  List the verses in order of appearance in Scripture, writing out each passage
3.  Identify key verses and passages
4.  Outline key verses and passages
5.  List key observations
6.  Cross-reference to other passages [to develop depth]
7.  Do word studies to discover various word meanings [be sure to study words in the original languages]
8.  Read outside material on the subject  —  both secular and Christian
9.   Check with  your mentor [for suggestions on resources or help in your development]
10.  Review your study asking new questions
11.   State your overall conclusions

J. Draw on resources of experts, churches and other organizations.

K. Keep your development always in line with the aim of your calling.

L. Don’t strive to master everything you read. Read to generally identify crucial points in your overall purpose.

M. Develop a consistent pattern of thought.

1. Concept first
2. Content second
3. Personal application third (tell them what you thought, not what you’re thinking)
4. Apply cautiously on an organizational basis

N. If experience does not vindicate your study, go back to the drawing board.  [Be humble enough to admit you were wrong; and today always acknowledge that this is what you understand at this stage of your development.]

O. Once your development has the confirmation of experience, of your co-laborers and of the peace of God, then begin to package your material for communication purposes.

P. Exercise leadership in the area of development.

1. Oversight
2. Shepherd
3. Develop

Q. Always add or change information as the Lord gives new insight. [Be a life-long learner.]

R. Always maintain balance of communicating your convictions and keeping a humble, open mind to other points of view.  There is still plenty of room to grow.

Are you being intentional about your own development as a leader.  Just because you are gaining experience does not necessarily translate into you becoming a better leader.

Posted in #1 KNOW- How a Leader Thinks, #4 REPRODUCE - Developing More Leaders and tagged , , , , , , , ,
07 Jul 2014

Mentoring Others for Their Development

6 Reminders for Helping Others Create Goals and Development Plans

As we think of helping others create their personal goals and development plans, one of the first thoughts that should enter our minds is this:  What’s the purpose of this exercise?  Remembering the adage – always begin with the end in mind – we are instructed to ask ourselves, “What’s the desired outcome of these plans?”  Once that’s clearly defined, then the actual plans themselves are more easily identified.

The more specific the outcomes articulated, the more specific the plans can be to help accomplish them.  For example, a poor outcome would be, “to grow in Christlike character.”  Not that this is a bad overall objective, but a better outcome might look like, “to grow in Christlike humility.”  Note the sharper focus.  Now the plans on how to actually work intentionally on growing in humility will naturally flow out of this outcome.

A second reminder on setting goals and plans is that they must have a specified time period (time horizon) for their accomplishment.  In the collegiate context, we normally think in terms of semesters or summer breaks.  In the marketplace we think more along the lines of fiscal years or calendar years.  Knowing the time frame for accomplishing the goals again makes it easier to determine what realistically can be accomplished during the time allotted.

A third reminder is that as we help others in setting these goals, the outcomes must be agreed upon from the beginning of the time period.  If we do not have agreement on the outcomes, then, when it comes time for evaluation or feedback related to accomplishment, we will have major problems.  There should be no surprises on what was expected because from the beginning both parties agreed upon what the desired outcomes were.  Now we can objectively look at the facts of what really got accomplished during the time determined.  Did we hit the mark, overshoot, or undershoot?

A fourth reminder is to help others set realistic goals.  Many of us have over-zealous ambitions (ideas) on what we think we can get done in a given time period.  We too often shoot for the moon and barely hit the ceiling!   Helping others create goals and objectives that are realistic, allowing some margin for obstacles and unexpected challenges along the way, is part of the art of leadership.  Some may have to be challenged to stretch a little more than they are comfortable with, perhaps fearing failure more than stepping out in faith.  Again, the art of helping them put more stretch, growth, faith, etc. in their goals is an art, not a science.

Fifth, whatever goals or plans we finally settle on, remember that, “Man plans his ways, but God directs his steps.”  Plans and goals are simply tools to help us live more fruitful and obedient lives as we follow Christ.  They are not to master us, but rather serve us as we live day-to-day.  We must be careful that we don’t become slaves to our plans.  Plans are great servants, but poor masters!

Finally, remember to follow through on a period of feedback when the time period is finished.  As a mentor, it does not help the development of others if I don’t review with them their accomplishments after the time period is up.  This review should be one of overall affirmation, with few surprises.  Any shortfalls should have been highlighted along the way, not waiting until the end of the time to communicate dissatisfaction or failure.  If the goals were specific enough to begin with, then the outcomes should be self-evident.  In the case of shortfalls, we’ll need to discuss the “whys” and how to avoid them in the future, as well as lessons learned through the experience.

Creating goals and development plans are helpful for living focused and fruitful lives for the King.  Develop the habit and seek to help others do the same.  You’ll be amazed at how much more you can accomplish for His glory!

Posted in #4 REPRODUCE - Developing More Leaders and tagged , , , , , , , ,
23 Jun 2014

Mentoring Gen Y Emerging Leaders

The following was a list of suggestions sent to me by Jamie and Darci Kidd, themselves emerging leaders in the Millennial generation (Gen Y).  If you are being asked to lead or mentor members of this generation you would do well to pay attention to these suggestions.

  1. Don’t come across as if you have it all together.  This platform doesn’t work with today’s younger leaders.  They know that you are more mature, more experienced, and have more knowledge.  Still, the attitude of being the “expert” just isn’t appealing.
  1. Be transparent.  Be real.  Share how you are still on the journey.  Share what the Lord is teaching you today, this week, this month, over the past six months.  It is not just your weaknesses or failures, either.  The key is they want to see that you are still learning as well.  That you are a fellow-journey-er.  That you are still in process.
  1. Be his/her fan when they share new ideas (unless it’s way off the wall).  Then help them bring it about or at least keep up with them on how it is coming – “How’s that idea coming along?”  The tendency for older mentors is that they come back with a response like, “Oh, we tried that a few years ago.  It didn’t work.  I don’t think it will work now.”  This really de-motivates the younger leader.  It is better to believe in them and help them make a go of it, even if they fail, than to kill the idea up front.  Ask them for their ideas about things.
  1. Don’t ever give up on them. Just about everyone has had a significant older person (dad, mom, coach, teacher) give up on him or her.  Be willing to walk with them through the dark phases of their growth and maturing.  There are many who won’t fit the “profile” of the leader with the “right stuff.”  They may ask difficult or controversial questions.  Stick with them.  With the number of broken homes today, many of the younger leaders are saying/asking, “My dad gave up on me.  Will you do the same?”  They view the relationship not so much as a teacher/student but more as a dad/son or mom/daughter.
  1. It’s good for the older person to initiate a meeting as well.  This communicates value.  Have an idea of why you want to meet with them.  By saying, “The reason I wanted to meet with you is that I’m thinking of exploring this topic and was wondering if you would be interested in joining me in that?” you are inviting them into your adventure of exploration.  This way, you can learn from each other.  This helps close the generation gap.
  1. Get beyond the formalized meetings (meeting at the coffee shop, for example) at some point.  Get them into your world – family, sports, hobbies, travel, etc.
  1. Young men today are part of a passive culture.  This is not just an issue of temperament.  Many young men don’t have dads who are good role-models for them.  Their dads are either absent or passive themselves.  The best way to help them with this is to put them in leadership opportunities and coach them through it.  Being entrusted with real responsibility and with others is empowering.  God made all men to be leaders of one sort or another.  It’s in them.  Help bring it out.

How’s your understanding and mentoring of the rising generation of emerging leaders from Gen Y?  Don’t let the seeming distance or dissonance discourage you from initiating a mentoring relationship that will launch a young leader into a lifetime of influence.

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