Developing Kingdom Leaders – Tom Yeakley

Taking the Mystery out of Leadership

Archive for the tag “leadership thinking”

04 Aug 2014
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Foolish Leadership

It was Lorne Sanny who said, “Leaders bring vision, faith, and courage to coordinated effort.” There is a fine line between faith and foolishness and the consequences for one’s leadership can be devastating.

Leading out of foolishness has several origins. Foolish leaders lead out of presumption. They assume that since it worked before then it will work now. Or they assume that because God was with us in a similar endeavor before, then surely He will be with us in this current situation.

Foolish leadership plans and acts according to what is seen instead of what is unseen. We fix our eyes on the visible instead of trusting in the invisible God to guide and direct our leadership (see 2 Cor. 4:18). We plan according to known resources instead of seeking God’s will for us and then trusting Him to provide the resources needed to accomplish what He is asking us to do.

Foolish strategic plans do not have any faith goals or “stretch” that will require the hand of God in order to be accomplished. They look at needs and apply people to fill jobs instead of seeking to align people to best fit opportunities according to their God-given design.

Foolish leaders trust in themselves too much and want to control the outcomes of their leadership. Now control again is not bad in and of itself. But we must answer the question why do we want control. Is it to insure the best we can be for Jesus or is it so that I can insure that I look good to others or perhaps am on some kind of power trip and just want to “micro-manage” others.

Foolish leaders seek the approval of man. They want to be well thought of and liked by others. They do what is expedient for their career moves and cultivate relationships that will pay back dividends for their future.

Leaders who lead from faith can do many of the same things that a foolish leader does, so when viewed superficially they may seem similar. Leaders of faith lead out of presumption, but their presumption is that unless God intervenes and blessing then all of their leadership is of naught. They place themselves in dependent relationship to God as they lead, knowing how absolutely essential He is to their ability to lead well.

Leaders of faith also plan, but their strategies are held in an open hand letting God direct and guide them as He see fit. They plan according to faith, seeking to see what God sees for them in the time horizon they are planning for. They are not limited by what they have, for they trust Him to provide all that they need to finish the work He assigns.

Leaders of faith also want to have some control over outcomes, but this arises from a sense of stewardship of their leadership responsibility before God. They don’t micro-manage others out of a need for power or ego, but rather they set others up for success and trust them to accomplish what they have agreed to.

Finally, leaders of faith seek the approval of God, not man. Their reputation is entrusted to Him who placed them into their leadership role. Relationships are about what can be accomplished together for the glory of God, not what I can personally gain from them.

Foolish leadership or faith leadership…which one best describes yours?

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , , , ,
28 Jul 2014
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Transitioning Your Leadership

All leaders will transition their leadership. It is not a question of if, but rather when will I hand it to someone else. Having this reality in perspective from the beginning of a leadership role can be very helpful when we come to the end. As Stephen Covey reminds us, “Begin with the end in mind.” Here are some practical reminders that will help ensure that you transition your leadership well to those who come after you.
1. Be intentional about your transition – plan for it.

a. Develop a bench of potential candidates to take your role
b. Expose them to tasks and people that will prepare them to lead in your place.
c. Include them in problem solving and discussions that will stretch them and get them out of their comfort zones.

2. Make the selection for your replacement far enough in advance so that you can overlap some and coach the new leader for a period of time.

a. Don’t make this overlap too long and be sure to give the new leader lots of ‘room’ to lead and make changes.
b. Make this timeline clear from the beginning and then exit the stage.
c. Give them freedom to make whatever personnel or system changes that they see are needed. And don’t get upset when they do bring change to things that you held near and dear. You are no longer the leader!

3. Position your replacement for success by not only giving them the title or role, but also give them the authority to lead.

a. A visible ceremony where the title and authority is passed from the old leader to the new is a very helpful reminder to all that “the old has gone and the new has come.”
b. Note that when God transitioned the leadership of Israel from Moses to Joshua, there was a commissioning ceremony in front of the leadership community led by Eleazar the priest. Note too that this commissioning ceremony was God’s idea and that it was done before Moses’ death. See Numbers 27:22-23.
c. Position yourself to be a counselor and coach for a period of time. You can act as one who provides context and background, even advice (if asked for).

4. Move on! Don’t linger, but rather trust God for what’s next!

a. We talk about the importance of finding our identity in being a servant of God and not in our leadership role or title. The test will come when we are transitioning to some other leader.
b. Do we cling to our leadership role or freely give it away to another? Do we demand a lateral or upward organizational move or can we submit to another’s leadership and follow them (even if perhaps they were your direct report previously)?

So who are those candidates that you are intentionally grooming to take your spot? Is that something that excites you or threatens / unsettles you? Kingdom leaders are givers, not takers!

Posted in #3 DO - What a Leader Does and tagged , , , , , , , , , ,
14 Jul 2014

Leading from the Promises of God – Part 1

Kingdom leadership is a leadership of faith.  While it can be said that those who don’t lead in the Kingdom also must exercise faith, their faith is founded in something other than God.  It may be experience, resources, skills or something else.  But we who lead in the Kingdom find our faith rooted in the promises of God.

Here’s a reminder from Charles Spurgeon regarding Scriptural promises/  “A promise of God may very instructively be compared to a check payable to order. It is given to the believer with the view of bestowing upon him some good thing. It is not meant that he should read it over comfortably, and then have done with it. No, he is to treat the promise as a reality, as a man treats a check. He is to take the promise, and endorse it with his own name, by personally receiving it as true. He is by faith to accept it as his own. He sets to his seal that God is true, and true as to this particular word of promise. He goes further and believes that he has the blessing in having the sure promise of it, and therefore he puts his name to it to testify to the receipt of the blessing.

“This done, he must believingly present the promise to the Lord, as a man presents a check at the counter of the bank. He must plead it by prayer, expecting to have it fulfilled. If he has come to heaven’s bank at the right date, he will receive the promised amount at once. If the date should happen to be further on, he must patiently wait till its arrival; but meanwhile he may count the promise as money, for the bank is sure to pay when the due time arrives.

“Some fail to place the endorsement of faith upon the check, and so they get nothing; others are slack in presenting it, and these also receive nothing. This is not the fault of the promise, but of those who do not act with it in a common-sense, business-like manner.”

Charles Spurgeon
Faith’s Checkbook, a collection of God’s promises for daily use

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does 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.

Posted in #4 REPRODUCE - Developing More Leaders and tagged , , , , , , , ,
16 Jun 2014
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Leading a Generation of Free Agents

“Leading a Generation of Free Agents”   by Tim Elmore

“I just had the most intriguing conversation with a local employer in Atlanta. He told me he’s at the end of his rope–and he’s about ready to see a therapist. The reason for his duress? The college graduates he recently hired. They were driving him crazy. When I inquired about what made them so challenging, he noted the following realities he faced:

*  They came in with high expectations of relational time with him in order to be mentored

*  They wanted time off to travel and participate in volunteer organizations around the world

*  They expected a raise within the first six months, just because they showed up for work on time

*  Their mother actually set an appointment to negotiate their raise for them

If you think this sounds crazy, think again. More and more, I am meeting corporate leaders who share the same basic story. This new population of Millennial generation kids (born between 1984 and 2002) are demanding a different work environment than the previous two generations. The Baby Boomers were “anti-establishment” but those rebels made up 79 million of the population. They questioned authority. Next, the Generation Xers entered the workforce. They were smaller in number and wanted to experience authentic community within their jobs. They ignored authority. Today, the Millennials (or Generation Y) come in raising the bar for everyone. Their expectations are high and they are in demand, with so many of the Baby Boomers retiring and leaving space atop the corporate ladder. These new workers will choose their authorities.

Let me give you an analogy. More than thirty years ago, the game of baseball experienced an amazing transition. Curt Flood, of the St. Louis Cardinals, ushered in the age of Free Agency. He was the first team member to successfully demand that players should have a say as to where and how long they play with a club. Following Curt Flood’s arbitration, professional players began to expect to spend some of their career as “free agents” having a choice about such things. It was a new day of privilege and power.

This same phenomena has occurred among twenty-somethings entering the job market today. They come in as though they were “free agents.” They fully expect to dictate some of the terms of their working conditions and they are liable to quit if they don’t get what they want. Over half of Generation Y’s new graduates move back to their parents home after earning their degree, and that cushion of support gives them the time to choose the job they really want…”

You are called to lead – those who are easiest are those that are just like you.  But a mature leader knows how to lead well those that are like him or her and those who are very different.  How’s your connection with the rising generation of emerging leaders?

Posted in #1 KNOW- How a Leader Thinks and tagged , , , , , , , , ,
19 May 2014

Finish What You Started!

In Hebrews 1:14 we read, “Are not all angels ministering spirits sent to serve those who will inherit salvation?”  Angels are God’s servants who are sent on various missions of service to accomplish His purposes.

In John 17:18 we find Jesus praying for those who would believe on Him in the future, “As you sent me into the world, I have sent them into the world.”  We too are people on a mission – to accomplish God’s purposes in and through us.  And of course, this compelling vision is to disciple the nations for Him (Matthew 28:18-20).  Once we have completed our God-given purpose or mission we will end our life and enter His presence.  “Now when David had served God’s purpose in his own generation, he fell asleep; he was buried with his ancestors and his body decayed.”

God is missional in His purposes.  The Bible opens with God at work in Creation and Jesus testifies that, “My Father is always at his work to this very day, and I too am working.”  Adam was created in God’s image and, “The Lord God took the man and put him in the Garden of Eden to work it and take care of it.”

As Kingdom leaders we are called to accomplish God’s purposes – to a mission or task. We are called to lead and to work.  It is God’s job to identify the mission and it is our job to join with Him in completing the work He gives us to do.

It is not enough just to begin this work or mission.  We are called to bring it to completion.  It is Jesus example that compels us, “I have brought you glory on earth by finishing the work you gave me to do.” (John 17:4).

Paul exhorts his co-laborer Archippus in Colossians 4:17:  “Tell Archippus: “See to it that you complete the ministry you have received in the Lord.”

What have you begun that is either taking longer or much more effort than what you thought it would take?  Are you weary and considering quitting?  Did not God call you to accomplish a mission or task?  His calling was not to begin and quit half-way through.  Bring it to completion!  Finish what you started!  Do it for Him!

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , , , ,
12 May 2014
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Thriving Under Poor Leadership

As I talk with other leaders, especially the younger emerging leaders, they will frequently express their frustration in the lack of good leadership that they are experiencing from their own supervisors.  They will say, “Tom, I know what good leadership is and my leader is a lousy leader!  How can I reach my potential and learn to lead well while I am stuck with this kind of leader over me?”

This experience is not uncommon.  I will often remind these young leaders that one day they too will be supervising others and then perhaps their own direct reports will be expressing frustration with them because of their leadership.  No leader is perfect.  And serving under imperfect leadership is no excuse for not growing as a leader.

Jacob served a very imperfect leader–his father-in-law, Laban.  Not only did Laban deliberately deceive Jacob into taking Leah as his first wife instead of his beloved Rachel, but he broke or changed employment contracts and agreements with Jacob.  This was all done so that Laban might prosper at the expense of Jacob.  Laban wanted to “win” and that meant the Jacob must “lose.”

But there was one over-arching factor that did not let this intentional deceit reach it’s desired end.  That factor was God Himself!  For God watched over Jacob and protected him from the evil and intentional deceit Laban planned for Jacob.  And at the end of his service, Jacob has this testimony about his period of service:  “I see that your father’s attitude toward me is not what it was before, but the God of my father has been with me.  You know that I’ve worked for your father with all my strength,yet your father has cheated me by changing my wages ten times.  However, God has not allowed him to harm me.” (Genesis 31:5-7)

Not only was Jacob protected from the evil intended by a bad leader (his own father-in-law no less), but God caused Jacob to prosper under Laban’s poor leadership.  And Jacob served under Laban for 20 years!  Not exactly a short-term of service!

So what can we learn from Jacob’s example (and other examples like Joseph and Daniel)?  God is bigger than any leader over you and He will not allow that leader to frustrate or hinder the plans He has for you.  You need not worry that you won’t develop or reach your potential as a leader due to poor leadership over you.  In fact, God can and will use this leader and their leadership to build you up and make you prosper, even if they intend to harm you.  He is able and He will do it!

Don’t seek to flee or run out from under poor leaders.  Trust God and submit to them.  Be wise as a serpent and harmless as a dove (study Jabob’s example of how he served under Laban).  And watch God do “above and beyond what you can ask or imagine.”

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , , , ,
05 May 2014
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What Generals Do

One of the challenges faced by leaders is to determine what they, and only they, can and must do.  And once this is identified, how to stay focused on this and not be diverted into the daily “leadership whiteout” of responding to the demands of others.

Gen. Freddie Franks, commander of VII Corps in Desert Storm, provides some good advice for leaders on what they should focus on.  Tom Clancy recorded this advice in his book, “Into the Storm: A Study in Command” (page 637).

Responsibilities of Generals

“I believe generals get to focus on and solve big problems in peace and war.  They must know details and occasionally dip into those, but essentially they must figure out the few deciding issues or battles for their times and conditions and focus their energies on those.  These are what I called points of main effort.  They cannot be many.  You have to decide what they are, and make them stick.

  • Generals must have an imagination that lets them visualize what needs to be.  They must synthesize to create a whole when others cannot see, and then communicate that whole with so much clarity and so much conviction that others will see it, too, and follow it.  That is command.  That is leadership at the senior levels.
  •  Generals decide where to be bold and where not to be bold.
  • They must be strong and decisive, yet they must also keep their ego from clouding their judgments.  Instead, they must use that ego to stick to doing what is right, even in the face of adversity.
  • Generals decide where to intervene and where not to intervene.
  • They decide where to tolerate imperfection and where not to tolerate imperfection.
  • They must be intensely competitive.  They must hate to lose.
  • They need to demand a climate of dignity and respect, and to know that to lead is also to serve.  They can do a lot of good for individuals every day.
  • They must continue to grow.  They must not be complacent.
  • If they can, they should rest easy in the saddle and have a sense of humor.  Smile once in a while.
  • If generals can remember “Don’t worry, General, we trust you,” and do their best to fulfill that trust, they will have done their duty.”

Have you thought through what you and only you must do as the leader?  Have you made the difficult decisions to say no to many other things in order to stay focused on what you and only you must do?

Posted in #1 KNOW- How a Leader Thinks, #3 DO - What a Leader Does and tagged , , , , , ,
28 Apr 2014

Casting Vision

Once our desired future state is clear, it is the leader’s job to communicate this vision so that others can ‘see’ it along with them.  Tom Clancy’s book, “Into the Storm: A Study in Command” (page 504) provides a great illustration of vision casting by a leader.  Gen. Freddie Franks was leading the VII Corps in Desert Storm and in the midst of the fog of war it became apparent that the final outcome was not clear.  Gen. Franks provides that needed clarity as described below.

“But I’ve been around tired troops, and these troops were tired…though clearly not down.  They were running on fumes now, but they wanted to finish it.  I could imagine what the troops who had fought all night felt like.

“As I looked at the map, a piece of blue representing the Persian Gulf was just visible at the far eastern map sheet.  It caught my attention.

“Attack east,” I told them.  “Go for the blue on the map.  That is what is bringing the ships to take us home when this is over.  Go for that.  Here!” I said, banging on the map.  Not too military, but I wanted them—as clearly tired as they were—to have something to seize on to propel them forward another twenty-four hours.  As Greg Fontenot was to tell me later, my remark “Go for the blue on the map” got all the way to the battalion commanders, and maybe further.”

How’s your vision?  Is it clear?  Can you communicate it clearly and simply to others?  Where is the “blue on your map?”  Go for the blue on the map!

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

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