If you're new here, you may want to subscribe to my RSS feed. Or you can select your feed type by clicking on the "Subscribe" button on the right. Thanks for visiting!
Okay I need your feedback. Now. Humor me, it’s easy. Scroll down to the comments section. Or click on the article title if you’re reading this on the feed or email, then scroll down to comments.
When you get there, give me your first response to this question.
Think of someone who is in a leadership position over your life – work, church, nonprofit, political. How does that leader most often make you feel?
One word answers are fine. Diatribes are fine. Rants are fine. Gushing is allowed, too. First names are OK. Give your answer, then click “submit” and come back to the top.
I’ll wait right here.
(This is me waiting.)
Okay. Back? Let’s talk. [click to continue…]
The other day I turned left out of a parking lot and started heading south on Avenue Q, between 19th and 34th Streets in Lubbock, where I live. If you’re not familiar with that stretch of road, it’s a seven-lane thoroughfare, with three lanes each heading south and north, and a turn lane. Big. Wide. Sprawling. Busy.
It was in the afternoon, around 3:00 or so. I was talking on the phone with Joel, my son. Traffic was busy enough, but not nuts. I was in the middle lane, with cars pretty much all around me – left and right, front and back. I was probably about a quarter mile from the 34th Street intersection when the strangest thing began to happen.
I went blind. [click to continue…]
The call or opportunity to lead is a call or opportunity for conflict. I doubt if I’m the first to tell you that, but if so, well, sorry. That’s certainly true on an interpersonal or team level. It’s also true organization-wide. Whether you’re leading a church or a business, a nonprofit or an institution, a state or a nation, the bigger they are, the harder they brawl. Or squall.
If your goal is to avoid conflict at all costs, let somebody else take the leadership roles, because what you’re saying is that you don’t want to influence anybody.
Assuming you’re still reading, let’s assume that the idea of conflict hasn’t scared you off – at least not yet. I have good news. Some of the greatest demonstrations of leadership in history took place when someone rose to face the challenge of seemingly impossible conflicts. So if your organization is facing competing values and visions, wise leadership can help make it stronger and more successful than ever. If it’s true that conflict is the moment of truth in any relationship (and I think it is), then the way you lead your organization to face those conflicts sets the course of the organization, sometimes for years.
It’s important to remember that the people in your organization have brains, hearts, and feelings, just as you do. Resistance to your or the organization’s direction is a way of saying you haven’t communicated the vision clearly. Or maybe you haven’t anticipated their objections or their priorities. Maybe you have yet to earn the trust of the people. Or maybe they are insecure in the roles in which you are asking them to perform.
Here are five ways to work with – not against – the members of your organization to turn conflicts into jumping off points. [click to continue…]
Perspective is important, and it’s very helpful to change it every once in a while. Just remember, a different perspective doesn’t always mean a better one.
People in certain parts of the world have their own built-in (literally) perspective changers – they live in houses with flat roofs. That includes people in the Bible.
I’m just thinking how cool it would have been to hear my mother say, “Go to your roof!” She had her own ways of changing my perspective, though. Whew!
Anyway, you can find a lot of action on the rooftops of certain biblical houses. And some lessons along the way. Here are some quick idea generators for you to learn from the perspective and example of others. [click to continue…]
You probably never knew Lillian Hearst. But she sent you a gift, and I wanted to share it with you. It won’t be necessary to send a thank-you note – just pay it forward by sharing her gift with someone else. Oh, and of course, use the gift yourself.
Lillian lived to be 92 years old. I was honored to serve for a time as her pastor. She was highly respected in our community – a “lady of the old school,” with a heart for people and a love for the Lord.
A few days after her funeral, I was visiting at the Magnolia Retirement Center, where Lillian lived. There someone told me that for as long as they had known her, up until the time of the stroke that ultimately took her life, Mrs. Hearst always had something planned to do the next day. There was always tomorrow – something to look forward to, something to prepare for, a reason to get out of bed in the morning. It sounds rather simple, but it struck me as very profound. Maybe that’s one of the reasons Mrs. Hearst lived so long.
Tomorrow. What a charming word! [click to continue…]
(The further adventures of Eugene Davis, Sophomore Christian)
“What would be s good time to come by your office?”
The voice on the other end of the phone was none other than Eugene Davis, Sophomore Christian and resident expert on all things spiritually enormous.
Normally Eugene would pop in, sort of like the Allies dropped by to pay the Germans a visit at Normandy. But this was different. It had the air of urgency. Eugene Davis was always serious and everything was important. But this was a step beyond. It was deliberate. Ruggedly precise. Appointment-worthy.
“I’m free about 3:00,” I said. ”What’s up?” (To this day I don’t like ambushes in meetings.)
“I think the Lord has given me a vision.”
“Well,” said I, ”I’ll be here. Come on by.”
Apparently I didn’t send the right signal. Didn’t catch the gravy of the situation. This was a vision. From God! [click to continue…]
If your paychecks came from Ford Motor Company in the 1970s, you lived in an ugly time. Morale was low. Sales were taking a beating. Quality was “job none.” And the company operated from an entrenched system of rules and regulations. Into that demoralized environment, Donald Peterson became Ford’s CEO in 1980.
Peterson showed up tossing words around like “teamwork” and “upward communication.” But words mean nothing to entrenched bureaucracies. So Peterson tried something radical – he left his office. He would walk into the offices of designers and ask simple questions like:
- Do you like these cars?
- Do you feel proud of them?
- Would you park one in your driveway?
I think you can guess the answer he received.
Your job, Peterson said, is to come up with the cars you think will sell – cars you can be proud of. The results were stunning and quick, by auto industry standards. The first significant product was the 1983 Thunderbird, followed quickly by the wildly successful Taurus, which became the best-selling midsized car in America.
That was just for starters. During the 1980s, Ford reversed its dismal previous performance to record then-record-breaking profits. Peterson was chosen by his fellow CEOs as the nation’s most effective leader, surpassing even Lee Iacocca.
What made the difference? Donald Peterson was a Side-by-Side Leader. In the words of Robert Richardson and Katherine Thayer, “Peterson didn’t accomplish all this by sitting behind a desk and telling people what he wanted done. He rolled up his shirt sleeves and jumped in. He provided a direction and goal and then participated in making them reality.”
Your Worst Skydiving Fear
Imagine you are an inexperienced skydiver. You’ve been on a few jumps, but still think of yourself as a rookie. It’s a beautiful day for flying and jumping out of airplanes, so up you go. You reach the point where it’s time to pull the ripcord, and it malfunctions. To your horror, so does the backup chute.
Suddenly it’s not such a good day for jumping out of airplanes. [click to continue…]
Does your team have what it takes to go the distance?
Something happens when people get together to forge a team. Unfortunately, that “something” isn’t always what you’re looking for. See if you recognize any of these teams from your experience:
Team Fritter. Talk about potential. It seems as though whenever they’re on the ropes, somehow the miraculous happens and they live to see another day. On the other hand, every time it seems they have the chance for that big breakthrough they flounder. Never fully realizing their potential, they choke every time they get ahead.
Team Glitter. This bunch has success written all over it. Smart, good-looking, and well-liked, things came fast and easy for Team Glitter. Too fast. And too easy. Before you know it, what appears to shimmer is anything but gold. And the team comes caving in under the load of its own scandal(s), greed, and dishonesty.
Team Bitter. Another story of lost potential, this team doesn’t have an integrity problem. It has an anger problem. A big anger problem. Sucked in by jealousy and dispirited by feelings of rejection or failure, this team sabotages its own enormous potential by holding onto the bitterness, anger, or mistrust. [click to continue…]
In the previous post, we explored the idea of Life Shapers – the people who help make you more than you naturally would be in specific areas. Some people influence you to be stronger, wiser, funnier or more committed to excellence. Others may influence you to be fearful, suspicious, negative, or angry – all by the ways they interact with you.
This may explain why you’re drawn to the friends you have. Maybe you like them, or maybe you like the person you are when you’re with them.
It may also suggest some people you need to avoid. What your Mama (and the Bible) told you about bad company rings true in many cases. But I’m not just talking about party animals or thieves. If they constantly leave you feeling shamed, rejected, angry or afraid, maybe it’s time to choose a new set of influences.
Quoting from the last post…
You are who you are largely because of the people who believe in you, have you in their hearts, and expect the best (or worst) from you. This may be a good time to say “thank you” to the ones who are building you up, and “good-bye” to the ones who tear you down.
And for those who still answer when you call or read what you write, maybe it’s time to wise up – and rise up – to the life-shaper you can be.
Bringing Out the Best in Others
Do you realize the potential you have to be a life shaper? You are just as much a potential influence on others as they are on you. And while your nonverbal communication is still much stronger, there are some intentional things you can do to bring out the best in others. [click to continue…]
Make a list of the most important qualities needed for effective leadership, and let me hazard a guess as to what won’t be on it: Conversation.
Oh, I’m sure you’ll mention communication, but in most people’s imagination, this refers to the ability to move a crowd with speeches, lead a meeting with clarity, and/or write powerfully. And let me hasten to say, I’m for all three of those.
In each of these, a position holder is talking to people in other positions. And that has its place. But the best leaders have a secret weapon that “primes the pump” of their influence: they know how to engage their constituents in ongoing, life-shaping, direction-setting conversations.
They disarm by listening differently.
They empower by asking questions out of sincere curiosity.
They enflame the imagination by telling stories – theirs or somebody else’s.
They forge “joint ventures of the heart” by demonstrating understanding and an ability to be influenced themselves.
And they mobilize by sharing their vision interpersonally, with passion.
And all of this can be done in a few minutes at a time, standing at the water cooler, waiting for the “real” meeting to start, or riding on a bus to the company picnic. [click to continue…]
Okay I need your feedback. Now. Humor me, it’s easy. Scroll down to the comments section. Or click on the article title if you’re reading this on the feed or email, then scroll down to comments.
