Saturday, March 26, 2011
Tuesday, March 15, 2011
leadership: it's not about us
Below is a good article by Shirley A. Mullen:
I came to leadership reluctantly. In fact, I have never thought of myself as a "leader." Having said that, for the past nine years, I have found myself in various positions of leadership, first as provost and now as a college president. I've had to learn about leadership as I go. My comments, then, are very much lessons of the road.
First, the call to leadership is often closely linked to particular communities and particular tasks. It does not just come to people who think of themselves as leaders, or to those who have taken classes in "leadership training." It behooves each of us to be prepared for moments when the needs of our communities invite us to consider stepping into leadership roles for particular seasons. Leadership is never about us, or at least it is never only about us. It is about being available when our communities' needs intersect our own journeys of preparation to meet those needs. God may well call some people to be leaders and to think of themselves as such. But the Scriptures remind us that the call to leadership is just as often a surprise to those who are being called. We think here of Moses, of Jeremiah, and of Gideon. In sort, when God calls us to lead-directly, or through our communities-we need to be listening.
Second, the call to leadership is always a call to stewardship. It is a call to care for a treasure that has been placed in our trust-but a treasure that belongs to someone else. We must be clear on the range of stakeholders involved in any situation in which we are called to lead as well as the history, the memories, and the hopes that swirl around that situation. Leaders come and go. Our call is to care for our institutions or communities for the sake of those who will need them to be effective long after we are gone.
Third, the call to leadership is always a call to increasing vulnerability. Part of the vulnerability comes from the range of people who will have expectations-often conflicting ones-about how we ought to exercise our leadership. Most of the vulnerability comes from the multiple factors that are outside our control, but factors that will affect the outcome and impact of our decisions. Furthermore, as leaders, we are vulnerable to the judgments of those outside the situation who will judge us after the fact, as if we did have full control and full knowledge of the variables in the situation. (Occasionally, based on this same principle, we will get more credit than we deserve for positive outcomes!) The call to leadership is a call to submission and humility. It is a call to give of ourselves, faithfully, to the very best of our ability, and then, as the Swedish statesman Dag Hammarskjold reminded us, to "give others the right to judge."
Fourth, the call to leadership is a call to make our entire selves available for God's use in that role. Both our strengths and our weaknesses are in his hands, and he gets to choose on any given day which are most useful for his purposes. We tend to think that God is more interested in using our strengths. But it is in our weakness that he is most able to remind us that leadership is not something that we do alone. It is always a team effort. Furthermore, it is in our weakness that we are most aware of our need for the Holy Spirit to give us wisdom, clear vision, and the courage to act out of conviction rather than expedience.
Leadership is a heady word these days. There are lots of books on how to do it successfully. Many colleges and universities offer programs in "leadership." I have seen first-year students in tears because they did not make it into the "leadership track," thinking that somehow they would then be forever shut out of any opportunities to lead. I even noted that the word leadership does not appear in my concordance. I tend to think that the Lord calls us not to "leadership" as a lifetime call, but to faithfulness in particular moments as part of the larger work of Divine Artisanship in which he works on us, even as he calls us to good works. As Paul put this in Ephesians, chapter 2, "We are his workmanship created in Christ Jesus for good works, which God has prepared beforehand, that we should walk in them." Leadership is one of those arenas through which he works on us, bringing us into conformity to the image of his Son, our Lord Jesus Christ, even as we seek to carry out the particular good works of leadership to which he occasionally calls us.
I came to leadership reluctantly. In fact, I have never thought of myself as a "leader." Having said that, for the past nine years, I have found myself in various positions of leadership, first as provost and now as a college president. I've had to learn about leadership as I go. My comments, then, are very much lessons of the road.
First, the call to leadership is often closely linked to particular communities and particular tasks. It does not just come to people who think of themselves as leaders, or to those who have taken classes in "leadership training." It behooves each of us to be prepared for moments when the needs of our communities invite us to consider stepping into leadership roles for particular seasons. Leadership is never about us, or at least it is never only about us. It is about being available when our communities' needs intersect our own journeys of preparation to meet those needs. God may well call some people to be leaders and to think of themselves as such. But the Scriptures remind us that the call to leadership is just as often a surprise to those who are being called. We think here of Moses, of Jeremiah, and of Gideon. In sort, when God calls us to lead-directly, or through our communities-we need to be listening.
Second, the call to leadership is always a call to stewardship. It is a call to care for a treasure that has been placed in our trust-but a treasure that belongs to someone else. We must be clear on the range of stakeholders involved in any situation in which we are called to lead as well as the history, the memories, and the hopes that swirl around that situation. Leaders come and go. Our call is to care for our institutions or communities for the sake of those who will need them to be effective long after we are gone.
Third, the call to leadership is always a call to increasing vulnerability. Part of the vulnerability comes from the range of people who will have expectations-often conflicting ones-about how we ought to exercise our leadership. Most of the vulnerability comes from the multiple factors that are outside our control, but factors that will affect the outcome and impact of our decisions. Furthermore, as leaders, we are vulnerable to the judgments of those outside the situation who will judge us after the fact, as if we did have full control and full knowledge of the variables in the situation. (Occasionally, based on this same principle, we will get more credit than we deserve for positive outcomes!) The call to leadership is a call to submission and humility. It is a call to give of ourselves, faithfully, to the very best of our ability, and then, as the Swedish statesman Dag Hammarskjold reminded us, to "give others the right to judge."
Fourth, the call to leadership is a call to make our entire selves available for God's use in that role. Both our strengths and our weaknesses are in his hands, and he gets to choose on any given day which are most useful for his purposes. We tend to think that God is more interested in using our strengths. But it is in our weakness that he is most able to remind us that leadership is not something that we do alone. It is always a team effort. Furthermore, it is in our weakness that we are most aware of our need for the Holy Spirit to give us wisdom, clear vision, and the courage to act out of conviction rather than expedience.
Leadership is a heady word these days. There are lots of books on how to do it successfully. Many colleges and universities offer programs in "leadership." I have seen first-year students in tears because they did not make it into the "leadership track," thinking that somehow they would then be forever shut out of any opportunities to lead. I even noted that the word leadership does not appear in my concordance. I tend to think that the Lord calls us not to "leadership" as a lifetime call, but to faithfulness in particular moments as part of the larger work of Divine Artisanship in which he works on us, even as he calls us to good works. As Paul put this in Ephesians, chapter 2, "We are his workmanship created in Christ Jesus for good works, which God has prepared beforehand, that we should walk in them." Leadership is one of those arenas through which he works on us, bringing us into conformity to the image of his Son, our Lord Jesus Christ, even as we seek to carry out the particular good works of leadership to which he occasionally calls us.
Thursday, March 3, 2011
lesson on leadership by Carver T. Yu (Fuller ThM '76)
The leader of any institution must have vision: knowing where you are going, and identifying the most important thing you want to accomplish. But having vision is not enough; you also need passion to really dedicate your life to making the vision real. Without dedication and passion, you simply cannot inspire others to join you.
Partnership with others is very important in leadership. A leader has to have an openness to listen to others, and must take them seriously. A leader has to share ownership of his or her vision and be able to entrust others with the things they can do best.
Lastly, a leader must be willing to confront challenges and respond to them with honesty and integrity.
Partnership with others is very important in leadership. A leader has to have an openness to listen to others, and must take them seriously. A leader has to share ownership of his or her vision and be able to entrust others with the things they can do best.
Lastly, a leader must be willing to confront challenges and respond to them with honesty and integrity.
Saturday, February 26, 2011
Sunday, February 13, 2011
10 things that cause stress in a leader
According to Perry Noble, the following 10 beliefs and circumstances cause stress in leaders. I believe this is a good list, though in my opinion I wouldn't say these things cause stress in every leader. However, I do believe these are 10 common stress factors for many leaders and it is worthwhile to take a look at them and assess yourself.
1. I actually believe the church is MY church and not the LORD's church...and that I am in control rather than Him (cf. Matthew 16:18).
2. I do not trust the people who I delegate authority and responsibility to and actually begin to believe the lie that, "If I want something done right then I must do it myself."
3. When I know without a doubt what God has spoken to me to do...but I begin to listen to the "experts" who tell me that the very thing God has called me to do is an impossibility.
4. When I try to explain myself to those who don't really want an explanation...they just want to argue.
5. When I refuse to take some time to disconnect and rest, claiming that the devil never takes a day off while not understanding that the devil isn't supposed to be my example.
6. When I begin to take on the "Messiah complex" and begin to think about how much the church needs me rather than how much I actually need Christ.
7. When I worry about results more than obedience.
8. When I focus on the size of the problem rather than the size of God.
9. When I fail to share my worries and concerns and admit my mistakes to others for fear that it may make me seem weak and stupid (When...the opposite is the case, those around me actually love and respect me more when I ask for help).
10. When I become unaware of the LORD's presence every single minute of my life.
1. I actually believe the church is MY church and not the LORD's church...and that I am in control rather than Him (cf. Matthew 16:18).
2. I do not trust the people who I delegate authority and responsibility to and actually begin to believe the lie that, "If I want something done right then I must do it myself."
3. When I know without a doubt what God has spoken to me to do...but I begin to listen to the "experts" who tell me that the very thing God has called me to do is an impossibility.
4. When I try to explain myself to those who don't really want an explanation...they just want to argue.
5. When I refuse to take some time to disconnect and rest, claiming that the devil never takes a day off while not understanding that the devil isn't supposed to be my example.
6. When I begin to take on the "Messiah complex" and begin to think about how much the church needs me rather than how much I actually need Christ.
7. When I worry about results more than obedience.
8. When I focus on the size of the problem rather than the size of God.
9. When I fail to share my worries and concerns and admit my mistakes to others for fear that it may make me seem weak and stupid (When...the opposite is the case, those around me actually love and respect me more when I ask for help).
10. When I become unaware of the LORD's presence every single minute of my life.
Thursday, February 10, 2011
problems as growth points
You will no doubt face problems. Whether few or many, problems are inevitable and occasionally will be serious in leadership. Effective leaders recognize that problems they encounter are potential growth points for the individual as well as the overall group, team, company, program, organization and/or church.
Thursday, December 16, 2010
covey's two creations
This lesson comes from Stephen R. Covey's "The 7 Habits of Highly Effective People." A worthwhile read found on pages 99-100.
"Begin with the end in mind" is based on the principle that all things are created twice. There's a mental or first creation, and a physical or second creation to all things.
Take construction of a home, for example. You create it in every detail before you ever hammer the first nail into place. You try to get a very clear sense of what kind of house you want. If you want a family-centered home, you plan to put a family room where it would be a natural gathering place. You plan sliding doors and a patio for children to play outside. You work with ideas. You work with your mind until you get a clear image of what you want to build.
Then you reduce it to blueprint and develop construction plans. All of this is done before the earth is touched. If not, then in the second creation, the physical creation, you will have to make expensive changes that may double the cost of your home.
The carpenter's rule is "measure twice, cut once." You have to make sure that the blueprint, the first creation, is really what you want, that you've thought everything through. Then you put it into bricks and mortar. Each day you go to the construction shed and pull out the blueprint to get marching orders for the day. You begin with the end in mind.
For another example, look at a business. If you want to have a successful enterprise, you clearly define what you're trying to accomplish. You carefully think through the product or service you want to provide in terms of your market target, then you organize all the elements-financial, research and development, operations, marketing, personnel, physical facilities, and so on-to meet that objective. The extent to which you begin with the end in mind often determines whether or not you are able to create a successful enterprise. Most business failures begin in the first creation, with problems such as undercapitalization, misunderstanding of the market, or lack of a business plan.
The same is true with parenting. If you want to raise responsible, self-disciplined children, you have to keep that end clearly in mind as you interact with your children on a daily basis. You can't behave toward them in ways that undermine their self-discipline or self-esteem.
To varying degrees, people use this principle in many different areas of life. Before you go on a trip, you determine your destination and plan out the best route. Before you plant a garden, you plan it out in your mind, possibly on paper. You create speeches on paper before you give them, you envision the landscaping in your yard before you landscape it, you design the clothes you make before you thread the needle.
To the extent to which we understand the principle of two creations and accept the responsibility for both, we act within and enlarge the borders of our Circle of Influence. To the extent to which we do not operate in harmony with this principle and take charge of the first creation, we diminish it.
This next section is key
It's a principle that all things are created twice, but not all first creations are by conscious design. In our personal lives, if we do not develop our own self-awareness and become responsible for first creations, we empower other people and circumstances outside our Circle of Influence to shape much of our lives by default. We reactively live the scripts handed to us by family, associates, other people's agendas, the pressures of circumstance-scripts from our earlier years, from our training, our conditioning.
These scripts come from people, not principles. And they rise out of our deep vulnerabilities, our deep dependency on others and our needs for acceptance and love, for belonging, for a sense of importance and worth, for a feeling that we matter.
Whether we are aware of it or not, whether we are in control of it or not, there is a first creation to every part of our lives. We are the second creation of our own proactive design, or we are the second creation of other people's agendas, of circumstances, or of past habits.
The unique human capacities of self-awareness, imagination, and conscience enable us to example first creations and make it possible for us to take charge of our own first creation, to write our own script. Put another way, Habit 1 says, "You are the creator." Habit 2 is the first creation.
"Begin with the end in mind" is based on the principle that all things are created twice. There's a mental or first creation, and a physical or second creation to all things.
Take construction of a home, for example. You create it in every detail before you ever hammer the first nail into place. You try to get a very clear sense of what kind of house you want. If you want a family-centered home, you plan to put a family room where it would be a natural gathering place. You plan sliding doors and a patio for children to play outside. You work with ideas. You work with your mind until you get a clear image of what you want to build.
Then you reduce it to blueprint and develop construction plans. All of this is done before the earth is touched. If not, then in the second creation, the physical creation, you will have to make expensive changes that may double the cost of your home.
The carpenter's rule is "measure twice, cut once." You have to make sure that the blueprint, the first creation, is really what you want, that you've thought everything through. Then you put it into bricks and mortar. Each day you go to the construction shed and pull out the blueprint to get marching orders for the day. You begin with the end in mind.
For another example, look at a business. If you want to have a successful enterprise, you clearly define what you're trying to accomplish. You carefully think through the product or service you want to provide in terms of your market target, then you organize all the elements-financial, research and development, operations, marketing, personnel, physical facilities, and so on-to meet that objective. The extent to which you begin with the end in mind often determines whether or not you are able to create a successful enterprise. Most business failures begin in the first creation, with problems such as undercapitalization, misunderstanding of the market, or lack of a business plan.
The same is true with parenting. If you want to raise responsible, self-disciplined children, you have to keep that end clearly in mind as you interact with your children on a daily basis. You can't behave toward them in ways that undermine their self-discipline or self-esteem.
To varying degrees, people use this principle in many different areas of life. Before you go on a trip, you determine your destination and plan out the best route. Before you plant a garden, you plan it out in your mind, possibly on paper. You create speeches on paper before you give them, you envision the landscaping in your yard before you landscape it, you design the clothes you make before you thread the needle.
To the extent to which we understand the principle of two creations and accept the responsibility for both, we act within and enlarge the borders of our Circle of Influence. To the extent to which we do not operate in harmony with this principle and take charge of the first creation, we diminish it.
This next section is key
It's a principle that all things are created twice, but not all first creations are by conscious design. In our personal lives, if we do not develop our own self-awareness and become responsible for first creations, we empower other people and circumstances outside our Circle of Influence to shape much of our lives by default. We reactively live the scripts handed to us by family, associates, other people's agendas, the pressures of circumstance-scripts from our earlier years, from our training, our conditioning.
These scripts come from people, not principles. And they rise out of our deep vulnerabilities, our deep dependency on others and our needs for acceptance and love, for belonging, for a sense of importance and worth, for a feeling that we matter.
Whether we are aware of it or not, whether we are in control of it or not, there is a first creation to every part of our lives. We are the second creation of our own proactive design, or we are the second creation of other people's agendas, of circumstances, or of past habits.
The unique human capacities of self-awareness, imagination, and conscience enable us to example first creations and make it possible for us to take charge of our own first creation, to write our own script. Put another way, Habit 1 says, "You are the creator." Habit 2 is the first creation.
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