Developing Leaders – Tom Yeakley

Taking the Mystery out of Leadership

Archive for the tag “emerging leaders”

You’re Really Not That Important!

You’re really not that important!  Really!

For many leaders, especially those that have experienced some measure of success, the temptation to promote themselves and their accomplishments is a temptation that is easy to embrace.  When young and inexperienced, it was easy to acknowledge our inabilities or weaknesses.  But with more experience and more accolades can come a subtle (sometimes not so subtle) shift.

We can begin to believe our ‘press clippings’ and pride takes root.  Initially it’s not so obvious as we seek to cover up the shifting ground within our hearts.  But, what is taking root finally bursts forth in our behavior.  We talk more and more about ourselves and take more and more credit for our accomplishments without giving at least tacit credit to others who truly did a lot of the work.  It becomes more and more about ‘me’ and less and less about the Lord.

Here’s some reminders on what the Lord has to say about self-promotion and its root – pride.

But, “Let him who boasts boast in the Lord.”  For it is not the one who commends himself who is approved, but the one whom the Lord commends.                                  2 Corinthians 10:17-18

Let another praise you, and not your own mouth;
someone else, and not your own lips.     Proverbs 27:2

What, after all, is Apollos? And what is Paul?  Only servants, through whom you came to believe—as the Lord has assigned to each his task.  I planted the seed, Apollos watered it, but God made it grow.  So neither he who plants nor he who waters is anything, but only God, who makes things grow.     1 Corinthians 3:5-7

It is not good to eat too much honey,
nor is it honorable to seek one’s own honor.     Proverbs 25:27

The greatest among you will be your servant.  For whoever exalts himself will be humbled, and whoever humbles himself will be exalted.     Matthew 23:11-12

Young men, in the same way be submissive to those who are older. All of you, clothe yourselves with humility toward one another, because,

“God opposes the proud
but gives grace to the humble.”

Humble yourselves, therefore, under God’s mighty hand, that he may lift you up in due time.     1 Peter 5:5-6   (NIV  1984)

So, how’s your heart when people praise you?  Think back on some recent conversations – how much did you talk about yourself and your accomplishments?

It was Abraham Lincoln who said, “If you want to find out what a man is to the bottom, give him power.  Any man can stand adversity–only a great man can stand prosperity.”

How’s Your Leadership Posture?

Posture  –  a particular way of dealing with or considering something; an approach or attitude

As you lead into a particular context you will want to be self-aware of your leadership posture in the context – how you will act in this situation.

There are two general types of leadership postures that you can adopt – directive or supportive.  Both are appropriate with neither being better or more valuable.  The context you are leading in will determine which of the two general postures is most appropriate for the situation.

The directive posture is often the one seen as the ‘typical’ leadership style.  It is where the leader is giving direction, making decisions, and assigning responsibilities.  They are out in front, setting the pace, and visibly rallying the people towards the goal.

The directive posture is needed when one is leading an inexperienced team who are unclear on what to do or how to do it.  This leadership posture is also necessary in a crisis environment.  You don’t want the ER doctor leading a brainstorm session with his staff when the patient is bleeding out from gunshot wounds!

The supportive posture is fitting when leading in a context where the team is more experienced.  They know what to do and how to do it; now they need to know specifically from you what their contribution will be to the whole team effort.  After delegating responsibilities, you then come alongside and help them solve problems, motivate and encourage them, all the time letting them bear the weight of their responsibility.

If a leader assumes a directive posture with a highly experienced team he or she will stifle initiative, for they soon realize that there is little room for independent action.  Instead of feeling empowered, they will feel controlled and micro-managed.  If leading a team of volunteers, they will choose to ‘vote with their feet’ and leave your leadership.  Leaders want to be empowered, not controlled.

The key is knowing which posture to adopt when.  We all have a natural, default posture.  But, if we only do what comes naturally or easy for us, we will miss bringing our best to those we lead.  Pray for discernment and self-awareness on which posture you need to assume and how to deliver it well.

How’s your posture?

The Leader and Authority

Jesus called them together and said, “You know that the rulers of the Gentiles lord it over them, and their high officials exercise authority over them.  Not so with you…    Matthew 20:25-26   (NIV  1984)

Were you to ask many people today under the age of 30 how they view authority, the overwhelming response is negative.  And with good reason.  Throughout their lives those authorities in whom they put their trust have disappointed, hurt, or taken advantage of them.  No wonder some younger leader stated, “I’m trying to learn how to lead without authority.”

Leaders must exercise authority to lead.  Leadership authority is morally neutral – it’s not good, bad, or purple.  It’s how you exercise your authority that makes it beneficial or tyrannical.

A leader has two types of authority – positional and personal.  Positional authority comes with the title or role one has.  It is vested with the responsibility of leading.  It can be used to bless others – making exceptions to rules or policies, providing resources not available to those they lead, creating tone and environment, and solving problems others can’t solve.  Negatively it can be used to dominate (lord it over), micro-manage, control, and stifle initiative of those we lead.

The second type of authority is personal authority.  It is not linked to one’s position and allows great influence in the lives of others, whether we have line responsibility for them or not.  You’ve seen this in action in groups when someone with this type of authority speaks, all turn and pay close attention.  Personal authority is given voluntarily to others based upon their perceived character (particularly wisdom and integrity) and competency in particular areas.

Personal authority allows you to speak truth to others, guide, counsel, mentor, and coach them as they trust your influence.  Negatively it can be used to manipulate others, promote yourself, or seek your purposes instead of what’s best for others.  Personal authority is the greatest authority one can have for it lasts beyond any position one may have.

Positional authority comes instantly when one assumes the title of leader.  Personal authority is built over time as one interacts with others and demonstrates Christlike character and competency.  It’s like making deposits into the personal authority bank account.  Unfortunately, one can also make major withdrawals from this account by demonstrating foolishness, poor choices, or sinful behavior.

Authority – you must have it to lead well in the Kingdom.  Don’t shy away for exercising your authority.  Just be sure that you’re using it for advancing the King’s purposes and not your own!

Creating a Platform for Influence

One of your primary functions as a leader is to develop those leaders around you, helping them grow in their capacity to contribute to the mission.  The ability to influence and help them grow is built upon the foundation of trust in the relationship that you have with them.  But, what do you do when you do not have that kind of history with them–when there is no real relationship established?

In a recent conversation with Paul Stanley, former International VP of The Navigators, we discussed how to address this challenge.  Below are some of our practical ideas on how to build this kind of relationship, especially one that is geographically distant from you, so that you can help them grow and develop.

  1.  The first step is to begin to create trust
    • Remember, the depth of your relationship will determine the impact of your influence
    • You as their leader and mentor, want to be viewed as a ‘value-added’ asset to their life and leadership
    • Mutual vulnerability will create a growing bond of trust, with you, their supervisor, initiating the self-disclosure and openness
    • Mutual confidentiality must be assured, for any ‘leakage’ will quickly destroy any trust that has been built
  1. Seek to create a sense where they know that you are in it with them – we are in it together to help them succeed
    • Join their team in spirit, becoming their fan and champion
  1. Help them see a bigger vision for their life and future contribution beyond their current role
    • Help them believe that their future destiny is more than what they can currently ‘see’
  1. Early on in the relationship, they must feel practically helped in their current responsibility
    • Identify 2 or 3 leverage points for them to focus on in the next 1-2 years that will truly help them make progress and bring change to their mission
  1. Help them clarify their responsibilities before God and the organization that they are to steward
    • Help them shape the stewardship of these responsibilities, seeking to prioritize them into what is most strategic at this time
    • Help them identify 3-4 key responsibilities to focus on for the next 1-2 years
    • Pray for them and with them over these 3-4 key responsibilities
    • Talk with them regularly about progress in these 3-4 items
  1. Help them grow in confidence as a leader
    • Affirm, encourage, advocate for, and champion them
    • Help them identify certain leadership principles that they are already doing that models good leadership
      • Ken Blanchard reminds us to, “Find somebody doing something right and tell them about it.”
  1. Help them grow in self-awareness as a leader
    • What are their personal strengths and weaknesses as a leader
    • Help them learn how to lead from their strengths and staff to their weaknesses
  1. As you supervise and mentor them, adopt the attitude of asking, not telling!
    • Lead with questions, not answers!
  1. Open the bible together and pray together on a regular basis

Qualified to Lead

But select capable men from all the people—men who fear God, trustworthy men who hate dishonest gain—and appoint them as officials over thousands, hundreds, fifties and tens… Moses listened to his father-in-law and did everything he said.  He chose capable men from all Israel and made them leaders of the people, officials over thousands, hundreds, fifties and tens.      Exodus 18:21; 24-25   (NIV  1984  Italics added)

Choose some wise, understanding and respected men from each of your tribes, and I will set them over you…  So I took the leading men of your tribes, wise and respected men, and appointed them to have authority over you—as commanders of thousands, of hundreds, of fifties and of tens and as tribal officials.       Deuteronomy 1:13, 15  (NIV  1984  Italics added)

In Deuteronomy we have several messages from Moses to the people of Israel before they were to cross into the Promised Land.  In these words, Moses reminds them of their history – how they arrived at this point in time.  In the first chapter he reviews the change of leadership structure that came about from the advice given to him from his father-in-law, Jethro, some forty years earlier (see Exodus 18).

Jethro saw that Moses was being worn down by the daily leadership demands of the people, and thus needed some help.  The advice given and heeded was to set up a hierarchy of leaders to help carry the leadership load and thus free Moses to focus on teaching the people the Law of God and only handling the most difficult cases.

Note the selection criteria for those who were chosen to judge the people:  capable men who feared God and were trustworthy (Jethro’s advice).  Moses’ summary forty years later was the choosing of those who were wise, understanding, and respected.

Here’s two general observations on who was considered qualified to lead.  First, they were to be capable, wise, and respected.  To determine if someone meets these criteria, they must have a track record of their leadership.  We need to be able to assess the results of their decisions and evaluate the outcomes of their choices.  We are to select based upon demonstrated, realized potential, not just potential. We are looking for proven leadership ability, not just raw potential.  Competency counts!

Secondly, they were to be men of godly character.  They were to be – men who fear God, trustworthy men who hate dishonest gain, wise, and understanding.  They were to be able to lead from a foundation of seeing their leadership as a servant and steward of God.  They must be people of integrity.  And they must have wisdom and discernment to see solutions to problems and able to discern root issues.  Character counts!

When selecting leaders for Kingdom leadership we are to choose those with both proven competency to lead and Christlike character.  Competency and character are two wings of the leadership airplane.  We need both for it to fly!

A Servant of the Lord

And Moses the servant of the LORD died there in Moab, as the LORD had said.  Deuteronomy 34:5

After these things, Joshua son of Nun, the servant of the LORD, died at the age of a hundred and ten.   Joshua 24:29

The descriptive phrase “servant of the Lord” is used of very few people in the Scriptures.  Moses was the first to have this said about him and it became synonymous with him when describing his leadership.  It is used 16 times to refer to this leader who served God in his leadership for forty years.

His successor, Joshua has the same phrase said of him and his leadership.  It is used of Joshua twice – both times in describing him after he died (Joshua 24 and Judges 2).  David also has this phrase describing him twice – found in Psalm 18 and 86.  The final people described as servants of the Lord were the prophets of God killed by the evil Jezebel in 2 Kings 9.

A slightly different phrase with similar meaning – “the Lord’s servant” – is used three times in the bible.  Once again it describes Moses in 2 Chronicles 1.  Mary describes herself as the Lord’s servant when submitting to God’s plan for her life in Luke 1.  And Paul reminds Timothy that the Lord’s servants are not to be quarrelsome in attitude or action in 2 Timothy 2.

While all of us who claim Jesus as our Savior are now servants of the King and slaves of righteous, this particular description seems to designate a special role or contribution. A servant of the Lord or one who is the Lord’s servant is one who serves in a special capacity or function.  Whether they be OT prophets, leaders of the nation of Israel, or in the NT, the mother of Jesus or one who serves in leading the people of God. There is no value difference with this description, but there does seem to be a unique description of function and/or relationship difference.

One who is the Lord’s servant is one who submits to the Lord’s will for their life and seeks to please the One who is their Master.  There is an intimacy in their relationship with the Living God.  They walk closely with Him and are chosen for special contributions.

To be known as a servant of the Lord is a wonderful compliment and a great reputation to have.  To finish your race, as did Moses and Joshua, and have this description used of you in remembrance, is a great honor.

So what would be the description others use to describe you and your leadership?  Would the phrase “a servant of the Lord” or “the Lord’s servant” be on a short list?

Conflict Resolution Tips

As the sun rises in the east, so will conflicts arise in your life as you lead.  What to do when they arise makes all the difference.  Below are some very practical ideas on what to do when you have an interpersonal conflict with another.

  1.  Seek to resolve small conflicts before they become big ones!  And remember that your small issue can be a big issue for someone else.
  2. If you know there is an issue with someone, take the initiative.  Move towards them to resolve it.
  3. If you are upset-angry-frustrated, be sure that you focus the expression of those feelings on the issue and not the person.
  4. Anger is not necessarily bad.  All emotions are morally neutral.  But, it is how we express our anger-frustration that can make it sin for us.
  5. If your beginning to lose self-control and sensing an inability to express deep feelings constructively, call a ‘time out’ to allow yourself to regain control of your emotions.  But, be honest to not use this tactic as a tool to manipulate others.
  6. Taking a ’20-year look’ on issues can bring some better perspective on how important this issue really is.  Is this really something that 20 years from now is worth going to battle over now?
  7. If possible, keep the issue private and settle it privately.  The circle of those included in settling an issue is the circle of those involved-offended.
  8. Once settled, don’t bring the issue up again.  Bury it and leave it buried!
  9. Using words like, “You always….” or “You never….” will not lead to resolution of a conflict.  The accused will feel personally threatened and move into a ‘flight or fight’ response mode.  Neither response will lead to a lasting resolution of a conflict.
  10. Just because someone disagrees with you does not mean that they don’t like you as a person or a leader.  Don’t take it so personally!

If it is possible, as far as it depends on you, live at peace with everyone.              Romans 12:18   (NIV 1984)

The Need of the Hour #2

So we fix our eyes not on what is seen, but on what is unseen. For what is seen is temporary, but what is unseen is eternal.    2 Corinthians 4:18    NIV  1984

What the world needs today is a new generation of believers who will say “no” to this world’s values and live for the unseen world promised by Christ.  The reality of heaven will so impact the lives of this generation that they will not compromise or settle for anything less that than God’s best for themselves and those around them.  They will give themselves unreservedly to Christ–a generation whose watchword will be, “Anything, anywhere, anytime–for Christ!”

What will it take to find a generation of God’s people who will live for the summit of God’s best?  It will begin with individual believers who base their lives on eternal rather than temporal values.  It will take believers who are so convinced about the reality of life in heaven that this world’s pleasures will not be able to grip their lives.  It will begin with an eternal value system in the believer’s life.

Both the seen and unseen world has values.  Individuals adopt these values and life’s choices are based upon them.  This world places value on such things as youth and physical beauty, intelligence and education, the accumulation of money and physical goods, personal power and position, and self-gratification.

The world to come says that this world and its values will soon pass away.  In the world to come we will all be given new bodies that don’t age or deteriorate (1 Cor. 15:35-58), we will know even as we are known (1 Cor. 13:9-12), there will be rewards for faithful service (1 Cor. 3:5-15), and we will reign with Christ forever (2 Tim. 2:12; Rev. 22:1-5).

Those believers with an eternal value system will have a pilgrim’s mentality.  They will view this life as temporary, a brief interlude on the way to eternity forever with Jesus.  They are only passing through this world on the way to a better life.  The time given for this temporal life will be used for God’s glory, always with the eternal end in view.  Decisions in this life will reflect the reality of the eternal life we await.

Our values determine our choices which result in our behavior.  Do your choices reflect an eternal or a temporal value system?

 

Managing the Work of Others

Perhaps you have heard it said, “I’m a leader, not a manager.”  This suggests that these are two distinctive people types and implying (sometimes not so subtly) that there is a value difference between the two and that leader types are better than manager types.

While there are ‘type’ or design differences, this is really a false dichotomy.  Yes, there are gifting and design differences and individual strengths, but there is no difference in individual worth or value and both functions are necessary to accomplish mission.

Leading and managing are two wings of the same airplane.  We need both to fly or the plane will crash.  The ‘plane’ in this metaphor is the mission of God and those Kingdom people assigned to accomplish it.

We lead people into an agreed upon mission or task by clearly communicating vision for the mission, setting clear directions and outcomes.  Part of this leading function is then recruiting others and assigning responsibilities and resources to those who join up with us in the mission.

But once people are in place and moving, we now must manage their work.  Note, we are managing the work of people, not the people themselves.  We lead people and manage their work, all to accomplish our agreed upon mission or task.

Another synonym for managing is supervising.  We supervise the work of people by providing accountability, feedback – both affirmation and correction, review and reward related to their work.   Supervision seeks to ensure that the work done is the best possible and those working are contributing to the best of their ability and potential.

Some of us will have God-given designs that allow us to more naturally to function in the lead mode.  Some others will be more naturally gifted in the managing or supervising function.  Both are necessary to accomplish mission.  One can’t say, “Well, I’m just a leader and I delegate the managing side of things to others.”

While you may have a strength in one, you are ultimately responsible for both functions – leading and managing.  Yes, we do seek to operate in our strengths and delegate or staff to our weaknesses.  But we seek to delegate, not abdicate!  ‘Big picture’ types must be well-informed on details, policies, finances, operations, etc.  ‘Detail’ types must be able to band people together to accomplish task.

Self-awareness of your design is the beginning of a healthy, balanced impact.  Knowing your design can help you maximize your strengths and shore up any crippling weaknesses that are preventing you from operating in your strengths.

7 Woes for Leaders – #7

Jesus launches into a scathing rebuke of the religious leaders around Him at the dinner table of a local Pharisee (see Luke 11:37-52).  This passage begins a list of seven failures that these leaders experienced.  The following continues the list of six failures that are prefaced with a dire warning, “Woe to you…”

Here’s #7  –  “Woe to you experts in the law, because you have taken away the key to knowledge.  You yourselves have not entered, and you have hindered those who were entering.”  v 52   (NIV 1984)

These leaders were accused by Jesus of hindering the personal growth and development of others by not providing opportunities for them and by not modeling it themselves.

As Kingdom leaders, we are responsible for the growth and development of those we lead.  Yes, each individual is ultimately responsible for their own maturation, but leaders can create opportunities for growth for those around them.   We can provide a ‘buffet line’ of resources to choose from for those we lead, for their own development.  We can create an environment where growth is expected and valued.

Additionally, we can model life-long learning to those around us.  One never ‘arrives’ and leaders who continue a lifetime of learning will inspire and motivate others to do the same.  Nothing is more discouraging to personal growth than having a ‘plateaued learner’ as their leader.

But, Jesus’ accusation goes a step further, for these leaders were not just passive in their poor example, but He said that they hindered others by their leadership.  It wasn’t that they themselves had not entered into the Kingdom, but they actively hindered others from doing so.

James reminds those who would be teachers, “Not many of you should presume to be teachers, my brothers, because you know that we who teach will be judged more strictly.”  James 3:1   (NIV  1984)  The author of Hebrews reminds leaders of their accountability to the Lord when he says, “Obey your leaders and submit to their authority.  They keep watch over you as men who must give an account.”  Hebrews 13:17  (NIV  1984)

Leadership and its accompanying authority carries with it a sobering reality that we will be accountable for what we did with our leadership.  Did we accomplish the mission?  Did we care well for those under our charge?  And, did we seek to develop them, maximizing their potential?

What’s new that you’ve recently learned?

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