Leadership by Darryl Daniels

ministry

LE ADERSHIP darryl

ministry

daniels

leadership

curriculum

Dear students, It wasn’t until my early twenties that I realized how vital leadership is to the health of the Church. It seemed fitting that leadership should be important to a business or organization, but I didn't consider the Church to fall into those categories. The reality is, leadership dynamics are at play anywhere there are people. I am no master or sage when it comes to leadership, but I have had the opportunity to glean from, sit under, and study with some incredible leaders. If there is anything I’ve learned about leadership, it is that healthy leadership principles are relevant to the Church just as much as they are relevant to business, politics, or the military. Regardless of the industries you spend your life in, learning how to be a healthy leader will benefit you and whatever you are a part of.

The call to leadership looks different for each person. Some hear the call and run to answer it, thinking, “I was born for this!” Others hear the call to leadership and hesitate, telling themselves, “They must have the wrong number.” You may find yourself in either of those places or somewhere in between. I pray that through this journey, you’ll learn to answer the call to leadership as it corresponds to your calling as a follower of Christ.

All the best, Darryl Daniels

LEADERSHIP DEVELOPMENT Chapter 1: WH Y LEADERSHIP ���������������������������������������������������������������������������������������������� 5 Chapter 2: WHAT IS LEADERSHIP ������������������������������������������������������������������������������������� 17 Chapter 3: SELF-AWARENESS AND BLIND SPOTS �������������������������������������������������������� 33 Chapter 4: RESPONSIBILIT Y AND AGENCY ��������������������������������������������������������������������� 47 Chapter 5: PURPOSE AND VISION �������������������������������������������������������������������������������������� 61 Chapter 6: STR ATEGIC GROWTH AND GOALS ���������������������������������������������������������������� 73 Chapter 7: AUTHORIT Y DYNAMICS ���������������������������������������������������������������������������������� 85 Chapter 8: EMPOWERMENT ����������������������������������������������������������������������������������������������� 97 Chapter 9: THE 5 LEVELS OF LEADERSHIP ������������������������������������������������������������������ 109

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WHY LEADERSHIP

There’s no better way to increase your positive impact on the world and add value to others than to increase your leadership ability.

John MAXWELL, THE 5 LEVELS OF LEADERSHIP

LEADERSHIP by Darryl Daniels

LEADERSHIP MATTERS TO GOD Leadership in the Bible Throughout scripture, we find examples of leadership structures, principles, requirements, expectations - even stories that display both healthy and unhealthy leadership. If anyone ever wonders if leadership is important to God, all you have to do is turn to scripture to find the answer. God raises up new leaders to act on His behalf, evil leaders are punished for misusing their influence, and leaders in general are held to a higher standard. Leadership matters to God. 1. Examples of structured leadership in the Bible a. Exodus 18:13-27 - tiers of leadership i. This passage provides an example of a leadership structure being established when Moses was leading the Israelites out of Egypt. Following the advice of Jethro, Moses appointed leaders over groups of one thousand, one hundred, and ten, allowing those leaders to handle the issues that arose while Moses only handled the major issues. b. Acts 6:1-7 - lanes of leadership i. This passage gives us a similar example of needing to establish more leaders to carry the weight of ministry. In this passage, the apostles have seven leaders appointed so that they, the apostles, can focus on other priorities. c. Jesus’ Disciples - circles of leadership i. Jesus’ example reflects an internal structure as well. We see Jesus sending out the seventy-two disciples in Luke 10. Before that, He sends out His twelve disciples in Luke 9. And multiple times we find Jesus alone with the same three disciples - James, Peter, and John - who went on to be some of the most influential leaders in the early Church.

Leadership is a constant pattern in The Bible. When god decided to raise up a nation of his own, he didn't call upon the masses. He called out one leader - Abraham. When he wanted to deliver his people out of Egypt, he didn't guide them as a group. He raised up a leader to do it - Moses. When it came time for the people to cross into the promised land, they followed one man - Joshua… today he still calls leaders to step forward for every great work.

Dr. John C MAXWELL, THE MAXWELL LEADERSHIP BIBLE ~6~

CHAPTER 1 — Why leadership

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LEADERSHIP by Darryl Daniels

BIG PICTURE: THE CHURCH IS CALLED TO LEAD Gen 12:2 - From the time of Abraham, the people of God were marked and called out to influence the world around them. They were blessed by God and were commissioned to be a blessing to the nations around them, revealing the one true God and His goodness. By the time Jesus came to earth, the people of God had forgotten their calling, yet He reconfirmed the mission when He told His disciples to “go and make disciples of all nations”. (Matt 28:19) 1. Influence: a person or thing with the capacity or power to have an effect on someone or something.1 Leadership is influence. The Church is meant to influence the world, therefore, the Church is meant to lead the world. Partnering with God to reach the world for His kingdom is the mission of the Church, something that can only happen when the people of God are actively influencing with Kingdom purpose.

2. When the Church excels in leadership, the world benefits.

The drive for women’s rights and the abolition of slavery are examples of what happens when the Church leads well. Those monumental events in history came out of the 2nd Great Awakening, a revival movement of the Church. These are two examples of what can happen in society when the people of God rise up to lead with influence, but there is still much work to do before the Church has made “ disciples of all nations”.

3. Matthew 9:37-10:1 - making disciples = multiplying leaders.

After Jesus said “the harvest is great but the workers are few”, He gave authority to His disciples to do what He had been doing. If the Church is going to lead in a way that impacts the world, it will need more leaders - people who are willing to pick up the mantle of leadership and continue carrying the mission forward. The Church is not just an established organization but a living organism - the people. That’s you and me. If we don’t lead, the Church doesn’t lead. We are the Church; we are called to lead.

How we lead affects people’s lives and their faith… the weight of our leadership rests on our shoulders, and we need to carry it well.

Tyler REAGIN, THE LIFE-GIVING LEADER

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CHAPTER 1 — Why leadership

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LEADERSHIP by Darryl Daniels

IT'S IN OUR DESIGN: LEADERSHIP IS GOD'S IDEA Genesis 1:26-28 - “Then God said, “Let us make human beings in our image, to be like us. They will reign over the fish in the sea, the birds in the sky, the livestock, all the wild animals on the earth, and the small animals that scurry along the ground.” So God created human beings in his own image. In the image of God he created them; male and female he created them. Then God blessed them and said, “Be fruitful and multiply. Fill the earth and govern it. Reign over the fish in the sea, the birds in the sky, and all the animals that scurry along the ground.”

1. In the Image of God - “B’Tzelem Elohim” The creation account makes a large claim - that humanity was created in the image of God. The word “ image” in this passage, tzelem in Hebrew, is the same word used to describe the statues that a king would build of himself throughout his kingdom. It is the same word used for an idol that is placed in a temple to represent a god. Just as these “ images” are meant to reflect and represent a god or king, we are meant to reflect and represent the one true God on the earth. We have been created b’tzelem Elohim.

2. “Fill the earth and govern it. Reign…”

As God creates humanity in His image (tzelem), He gives the mandate for us to govern the earth and to reign over His creation. Just as a king places a statue (tzelem) of himself to represent his power, dominion, and reign in his kingdom, God places His tzelem, that is humanity, to represent Him in His creation. That means innately in our design there is the responsibility to represent God to all of creation and to each other. It also means we have been entrusted to “govern” and “reign” - to lead - in a way that is true to God’s heart - in other words, to lead b’tzelem Elohim.

3. Leading as the image of God. Jesus is the prime example and teacher of what it means to lead as a representative of God. Whenever Jesus talked about leadership, He always related it to serving, saying that even He did not come to be served but to serve and give His life for the sake of others (Mark 10:45). And in John 13:1-17, Jesus displays what true leadership looks like. Knowing that He had been given “authority over everything”, He took the place of a servant and washed His disciples’ feet as an example of how they are to be His disciples and lead b’tzelem Elohim.

The servant-leader is servant first… becoming a servant-leader begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first.

Robert GREENLEAF ~10~

CHAPTER 1 — Why leadership

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LEADERSHIP by Darryl Daniels

LET’S TALK ABOUT IT Why does leadership matter? What difference does it make? Does the concept of leadership matter in the Church today?

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CHAPTER 1 — Why leadership

TIME TO REFLECT Who is a leader you look up to? What difference have they made in your life?

What does it mean to be “ b’tzelem Elohim” (in the image of God)? How does this affect the way you lead?

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LEADERSHIP by Darryl Daniels

In your understanding, what is the mission of the Church? Does it require any form of leadership to accomplish that mission? Why or why not?

What hinders the Church’s ability to lead and influence the world? What practical steps can the Church (that includes us) take to increase the ability to lead and influence?

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CHAPTER 1 — Why leadership

Some people have an easy time seeing themselves as leaders, while others find it difficult. Where do you naturally fall on the spectrum? Why?

What difference do you think it would make if every follower of Christ considered themselves to be leaders in God’s kingdom? What might the Church look like?

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LEADERSHIP by Darryl Daniels

Being a leader doesn’t always mean being positioned as one. When it comes to everyday life, the opportunity to lead often lies outside of a position. Ask God, “What does it mean for me to be a leader today?” How does it apply to different areas of your life (work, family, volunteering, etc.)?

Write down what comes to mind.

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2

WHAT IS LEADERSHIP

I define a leader as anyone who takes responsibility for finding the potential in people and processes, and who has the courage to develop that potential.

Brene BROWN

The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.

Jim ROHN

A leader is best when people barely know he exists. When his work is done, his aim fulfilled, they will say: we did it ourselves.

Lao TZU

LEADERSHIP by Darryl Daniels

THREE KEY ASPECTS OF LEADERSHIP So, what is leadership? It is something we hear about often and recognize as significant, but what is it actually? Some explanations of leadership are rather straightforward, while others seem to be complex, convoluted, or unclear. The concept has been defined by many people in different ways; though they are different, each still rings true to what leadership is. Rather than looking into all possible understandings of leadership, we’re going to dive into three key aspects of leadership that can serve as a foundation.

WHAT IS LEADERSHIP? 1. Influence a. Influence is about having an effect.

Every day we are influenced by people, situations or moments. These influences may be great or small, positive or negative. Nevertheless, they have an effect and make an impact. If influence is the ability to have an effect, it’s impossible to lead without it. i. True leadership comes from influence.

Having a position or title does not guarantee the ability to influence others. That must be developed. A leadership position only gives you the opportunity to be a leader, it does not make you one. ii. You have influence.

We don’t always know who we are influencing. In fact, it’s likely that we influence more people than we recognize. Tim Elmore reported that even the most introverted of people influence an average of 10,000 others in their lifetime. b. For better or for worse History is full of highly influential people, from Jesus of Nazareth to Adolf Hitler. But not all influential people would be considered “great leaders.” i. Be intentional with your influence.

Tyler Reagin said, “Great leadership involves stewarding or managing [our] influence over others to the best of our ability.” Whether or not you will be a great leader is determined by how you use your influence to affect others. We all have a level of influence, what we do with it is up to us. ~18~

CHAPTER 2 — What is leadership

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LEADERSHIP by Darryl Daniels

ii. Be intentional with what/who influences you.

1 Cor 15:33 says, “Do not be misled: ‘Bad company corrupts good character.’” What you allow to influence you is just as important as what you do with the influence you have. Choose to be influenced by what helps you become the leader you want to be. c. Influence increases in depth and in breadth. i. John Maxwell lays out five levels of influence in his book The Five Levels of Leadership: LEVEL 5

PINNACLE Leading from Respect

People follow you because of who you are and what you represent LEVEL 4

PEOPLE DEVELOPMENT Leading from Reproduction

People follow you because of what you have done for them LEVEL 3

PRODUCTION Leading from Results

People follow you because of what you have done for the organization LEVEL 2

PERMISSION Leading from Relationships

People follow because they like you LEVEL 1

POSITION Leading from Rights

People follow because they have to

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CHAPTER 2 — What is leadership

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LEADERSHIP by Darryl Daniels

A Level 1 leader will have the least amount of influence in depth (how much their influence affects others) and in breadth (how many people are actually influenced by them). A Level 1 leader may “ lead” a lot of people, but their ability to influence them will be very limited. Those who follow a Level 1 leader will only go as far as they have to - their willingness will not go beyond what they are obligated to do.2 To be a great leader, you need influence.

The true measure of leadership is influence - nothing more, nothing less.

John MAXWELL

2. Action a. Leadership is about action.

Andy Stanley said, “Leaders challenge what is for the sake of what could be and should be.”

A leader’s primary purpose is to make something happen and bring positive results to make progress and get from “A” to “B”. This is probably the most practical aspect of leadership. Dr. Henry Cloud says leadership has five components, all of which are connected to moving toward a future goal. i. Desired Future Having a destination in mind - “B” ii. Engaging Talent Bringing the right people along to get there iii. Executing a Plan Taking action to move forward iv. Measuring and Holding People Accountable Making sure the right amount of progress is made v. Fixing What You Find Reflecting on the results and making needed changes A leader looks to the future and focuses energy on making it happen. ~22~

CHAPTER 2 — What is leadership

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LEADERSHIP by Darryl Daniels

b. Luke 13:6-7 “Then he told this parable: “A man had a fig tree growing in his vineyard, and he went to look for fruit on it but did not find any. So he said to the man who took care of the vineyard, ‘For three years now I’ve been coming to look for fruit on this fig tree and haven’t found any. Cut it down! Why should it use up the soil?” i. Positive results are the fruit of healthy leadership. Without results, a leader will struggle to have credibility. ii. Good leaders bring positive change to what they are a part of. This means keeping the big picture in mind and moving toward a unified goal. When a leader is a part of something, it gets better. c. Problem solving Problems are inevitable in leadership. Anytime you are moving from one place to the next, you should expect to encounter obstacles. If obstacles didn't exist and everything was easy, there wouldn’t be much need for a leader to be present. The truth is, leaders often arise and take action in response to a problem. i. When it comes to problems, leaders need to be solution-focused and have an action-bias. Don’t wait for someone else to solve the problem, start thinking of possible solutions. ii. Develop a mindset of possibilities, not excuses. As John Maxwell says, “Don’t think, can I? Instead think, How can I?” 3 Leadership is action, not position.

Donald H. McGANNON

3. Sacrifice a. There is a price tag to leadership.

Jesus told his followers to “count the cost” of following Him. Being a follower does cost something, but Jesus wasn’t just calling them to “ followership” but to discipleship, to leadership and to making more disciples. b. Rights and Responsibility.

As we increase in responsibility, we have to start letting go of our rights. What we were able to do before we stepped into leadership starts to change. The more we increase in our responsibility the more rights we have to let go of. ~24~

CHAPTER 2 — What is leadership

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LEADERSHIP by Darryl Daniels

RESPONSIBILITY

RIGHTS

c. The External i. Commitment - Hebrews 2:12 - Jesus was committed to His mission and willingly suffered the cost to see it through. Leadership requires the same of us.

In order to stay committed, we have to say ‘no’ to external distractions. When we say ‘yes’ to leadership we say ‘yes’ to the cost.

Commitment is seen through: • Consistency, and

• Longevity

d. The Internal i. Matt 20:25-28 - Jesus models leadership through serving. This is often referred to as “servant leadership”, and it’s just what it sounds like: serving those we lead.

Servant leadership requires:

• The willingness to be seen.

These are countered by:

• The need to be seen, or

• The willingness to be overlooked.

• The need to be overlooked

ii. Confidence is found in sacrificing our insecurity. Insecurity turns our attention inward, to ourselves, and keeps us from focusing on those we lead. In order to step into servant leadership, we must take our eyes off ourselves and onto those we lead.

The long hours, the hardships, the crushing stress, the unfair criticism, the staunch resistance, the misunderstanding that we may have to endure along the way are not unique to spiritual leadership. They're the price every leader pays, no matter what the arena.

Larry OSBORNE ~26~

CHAPTER 2 — What is leadership

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LEADERSHIP by Darryl Daniels

LET'S TALK ABOUT IT Influence, action, sacrifice - how important are these? What difference do they actually make?

What dangers come when one of these aspects of leadership are overemphasized? How can you avoid doing that as you lead?

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CHAPTER 2 — What is leadership

TIME TO REFLECT Read Ezekiel 34:2-6. What does this passage tell us about leadership?

What is one aspect of leadership that wasn’t touched on today that may be important to leadership?

Why is it important? What difference does it make?

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LEADERSHIP by Darryl Daniels

Everyone has influence. Think about situations or people you are currently influencing. Are you having a positive or negative impact? What are some ways you can be more intentional with the influence you do have?

Why would a leader want to increase their influence with those they lead? What are some healthy ways you could increase your influence with people you lead?

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CHAPTER 2 — What is leadership

How does confidence affect someone’s ability to lead? How have you seen this play out in a positive or negative way?

What are you willing and unwilling to sacrifice as you journey in leadership? willing to sacrifice:

not willing to sacrifice:

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LEADERSHIP by Darryl Daniels

Read John 13:1-17, asking God to reveal what servant leadership looks like and requires - write what comes to mind. How can you apply this to your area of influence?

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3

SELF-AWARENESS AND BLIND SPOTS

A leader needs to know his strengths as a carpenter knows his tools, or as a physician knows the instruments at her disposal. what great leaders have in common is that each truly knows his or her strengths - and can call on the right strength at the right time.

Dr. Don CLIFTON

Great leaders last because they lead themselves first.

Andy STANLEY

LEADERSHIP by Darryl Daniels

SELF-AWARENESS The effectiveness of your leadership is limited by how well you can lead yourself. Andy Stanley said “ leading yourself well isn’t essential for being a ‘ leader’, but it is essential for being a leader worth following.” In order to lead yourself well, you first need to know yourself well. If you can identify where you are, you can move forward more effectively.

1. Self-Awareness a. What is it? i. Self-awareness: conscious knowledge of one’s own character, feelings, motives, and desires.4 b. Why is it important? i. Gives you the ability to know how you can specifically contribute to what you are a part of and harness your God-given strengths. ii. Disqualifies judgments of comparison and allows you to focus on being “you” and letting others be “them”. iii. Once you understand what is unique to you, you can better appreciate the uniqueness of others. Leading others well is about identifying, appreciating, and drawing out their unique gifts. iv. When someone lacks self-awareness, they tend to waste energy, blame others, and struggle to be fulfilled. A leader needs to maximize energy, understand their responsibility, and lead from a place of fulfillment. c. In Emotional Intelligence 2.0, Travis Bradberry and Jean Greaves say people with high self-awareness have remarkable clarity on: i. What they do well ii. What motivates and satisfies them iii. Which people and situations push their buttons Growing in each of these areas is essential for growth as a leader. To increase effectiveness as a leader you need to increase your self-awareness.

The more we understand the beauty and the blemishes [of ourselves], the better we are able to achieve our full potential.

Travis BR ADBERRY and Jean GREAVES ~34~

CHAPTER 3 — Self-awareness and blind spots

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LEADERSHIP by Darryl Daniels

2. Blind Spots When learning how to drive, you discover the importance of being aware of your blind spots - the places where you can not easily see unless you take your eyes off the road and look around. You also learn to recognize that the cars around you also have blind spots of their own.

Acknowledging your own blind spots and the blind spots of others is not only important when driving but also when leading. a. Blind spots are a lack of self-awareness. John Maxwell describes blind spots as “an area in the lives of people in which they continually do not see themselves or their situation realistically. This unawareness often causes great damage to the people and those around them.” This would mean: i. We can maintain unrealistic views of ourselves without knowing it. ii. If we aren’t careful, our blind spots will cause damage to ourselves and to others. iii. A continual lack of self-awareness can lead to destructive leadership. b. Matt 7:3-5 (tpt): “Why would you focus on the flaw in someone else’s life and yet fail to notice the glaring flaws of your own? How could you say to your friend, ‘Let me show you where you’re wrong,’ when you’re guilty of even more? You’re being hypercritical and a hypocrite! First acknowledge your own ‘ blind spots’ and deal with them, and then you’ll be capable of dealing with the ‘ blind spot’ of your friend.”

Before judging a blind spot in someone else’s life: i. Examine yourself ii. Acknowledge your possible blind spots iii. Address your blind spots.

The greatest fool in life is the person who really thinks they see themselves John MAXWELL

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CHAPTER 3 — Self-awareness and blind spots

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LEADERSHIP by Darryl Daniels

3. Growing in self-awareness a. The Johari Window i. This was developed by American psychologists Joseph Luft and Harry Ingham.

It is comprised of four areas regarding awareness.

• Open - What is known by the person and known by others • Blind - What is known by others but unknown by the person • Hidden - What is known by the person but unknown by others • Unknown - What is unknown by the person and unknown by others

OPEN

BLIND

HIDDEN

UNKNOWN

b. Utilize tools. There are multiple tools available to help us increase our selfawareness. The question is, once we get ahold of the tools, are we actually putting them to use? Each tool offers a language for self-awareness and it’s up to us to utilize that language for growth.

Some common tools for self-awareness: i. DiSC Profile ii. Enneagram iii. StrengthsFinder iv. MBTI (16 Personalities)

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CHAPTER 3 — Self-awareness and blind spots

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LEADERSHIP by Darryl Daniels

c. Self-awareness requires vulnerability. It’s important that we allow people we trust to join us on the journey. Everything we understand is filtered through our own personal lens. This limits our ability to have an objective view of ourselves.

Because of this, we need outside perspectives. At some point, we have to be open to others aiding us on the journey of self-awareness. This requires intentionality, vulnerability, and trust. i. Intentionality - Seek out feedback, ask the hard questions, and take time to reflect. Each person is responsible to become more aware of their blind spots and learn more about how they tick. A leader can’t afford to leave selfawareness to chance. ii. Vulnerability - This starts with you. Be honest with yourself, give yourself permission to be wrong, seek to understand the best in you and the worst. iii. Trust - Trust that feedback will be helpful. Allow others to be vulnerable and honest with you. Be open to feedback, welcome directness, stay humble. When we hear feedback from others we have to trust that care. d. Take the initiative. Leaders take the first step. i. Ask someone you regularly interact with: “What’s it like being on the other side of me?” ii. Ask a leader you trust: “What’s it like leading me? Is there anything I’m missing?” iii. Ask someone you love and trust: “What do I do without realizing it?” e. Psalm 139:23-24 (nlt): “Search me, O God, and know my heart; test me and know my anxious thoughts. Point out anything in me that offends you, and lead me along the path of everlasting life.”

What we can learn from David’s journey of self-awareness: i. Invite God into the journey ii. Be ready for your buttons to be pushed iii. Invite correction iv. Be ready to change The reality is that leading ourselves is often the most difficult task we face every day John MAXWELL 5 ~40~

CHAPTER 3 — Self-awareness and blind spots

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LEADERSHIP by Darryl Daniels

LET'S TALK ABOUT IT Is self-awareness a common value today? How are self-awareness or personality tests used today?

Are they used in a harmful way or a helpful way? Why do you think that is?

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CHAPTER 3 — Self-awareness and blind spots

TIME TO REFLECT Self-awareness is not a destination but a journey we are always on. What are some things you have learned about yourself recently?

Personal feedback can be hard to hear sometimes. What is your natural response to feedback?

How does it affect growth in self-awareness?

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LEADERSHIP by Darryl Daniels

When it comes to receiving feedback, do you tend to seek it out, wait for others to approach you with it, or give it to yourself through reflection? What are the benefits to your preferred approach and what might be missed?

Think about your strengths and list them below. Which ones do you think most easily relate to leadership? Explain why.

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CHAPTER 3 — Self-awareness and blind spots

Read Psalm 139. What are some practical steps you can take this week to increase your selfawareness and become more aware of your blind spots?

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4

RESPONSIBILITY AND AGENCY

The most important ability is responsibility.

John MAXWELL

LEADERSHIP by Darryl Daniels

RESPONSIBILITY Simply put, responsibility is the ability to respond. There are many things in life we cannot control, but there is one thing that we can - our response. The things we are responsible for we have the ability to respond to; they are what we have direct power or influence over. We cannot be responsible for something if we have no influence over it.

TAKING PERSONAL RESPONSIBILITY Personal responsibility is about recognizing the power we have to affect our own lives and taking ownership of that power. Once we do this, we are one step closer to leading ourselves well. When you accept responsibility for something, you also accept the power to influence it.

This is no different when it comes to personal responsibility. When we take responsibility for ourselves, we also take back the power to influence ourselves.

We have to start by acknowledging what we are responsible for.

1. Acknowledge the amount of power you have in these three areas: a. Your thoughts: None Some Most Full b. Your feelings: None Some Most Full c. Your actions: None Some Most Full 2. Acknowledge the ability you have to respond in those areas. a. What can you do with your thoughts? b. What can you do with your feelings? c. What can you do with your actions?

3. Acknowledge that you are the only one responsible for how you respond to life. a. If someone else is responsible for how you respond to life, then you will never be able to control how you respond.

Problems arise when boundaries of responsibility are confused.

Dr. Cloud and dr. TOWNSEND, BOUNDARIES

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CHAPTER 4 — Responsibility and agency

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LEADERSHIP by Darryl Daniels

BLAME Blame: assign responsibility for a fault or wrong.6 Blaming is the act of assigning responsibility to someone or something. It is often the case that when people blame they are assigning responsibility anywhere but to themselves. When this happens they psychologically release themselves from the sense of responsibility, at which point they give up their power to influence the given situation.

Blame takes place with Adam and Eve in the Garden of Eden: Gen 3:11b-13 (nlt): “…the Lord God asked, “Have you eaten from the tree whose fruit I commanded you not to eat?” The man replied, “It was the woman you gave me who gave me the fruit, and I ate it.” Then the Lord God asked the woman, “What have you done?” “The serpent deceived me,” she replied. “That’s why I ate it.”

1. “It was the woman you gave me…” (v. 12) a. Adam blames Eve, assigning responsibility to her.

2. “It was the woman you gave me…” (v. 12) a. Adam blames God, assigning responsibility to Him. 3. “The serpent deceived me…” a. Eve blames the serpent, assigning the responsibility for the situation to it.

4. Adam and Eve put the responsibility on God and the serpent, giving up their power in the situation.

Even if someone else had a level of influence in a situation, when you decide to take back the power by taking a level of responsibility, you give yourself the power to respond and affect the outcome.

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CHAPTER 4 — Responsibility and agency

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LEADERSHIP by Darryl Daniels

SENSE OF AGENCY A sense of agency is “the subjective awareness that one is initiating, executing, and controlling one’s own volitional actions in the world.” 7 This sense will determine how responsible someone feels they are for their situations or experiences in life. Lacking or having an excessive sense of agency can lead to unhealthy mindsets, resulting in unhealthy leadership. In order to lead yourself (and others) well, you need to have an accurate assessment of your personal responsibilities and where your power lies.

Unproportionate Sense of Agency: 1. Lacking a. Believing you have less control or power over your internal or external world than you actually do. b. This can result in a “victim” mentality and a feeling of disempowerment. c. This can be exemplified at extreme levels in some psychotic patients who lack a sense of control and ownership of their own thoughts or actions.8 2. Excessive a. Believing you have more control or power over your internal or external world than you actually do. b. This can result in trying to control elements that you actually have no control over. c. This can be exemplified at extreme levels in some psychotic patients who believe their thoughts can directly influence their external world.9 A healthy sense of agency is acknowledging what we have control of in our own lives. It means taking responsibility for how we respond to life - not blaming others, not blaming our circumstances. According to John Maxwell, the first step toward a leader’s attitude is to disown your sense of helplessness - helplessness is the opposite of agency.10

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CHAPTER 4 — Responsibility and agency

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LEADERSHIP by Darryl Daniels

Agency and Responsibilities There are often three mindsets that arise in people’s approach to responsibility: obligation, entitlement, or agency.

1. Obligation a. Sounds like: “I have to…” b. Focus is on minimums c. Power is outside 2. Entitlement a. Sounds like: “I deserve…” b. Focus is on self c. Power could be inside or outside 3. Agency a. Sounds like: “I choose…” b. Focus is on possibilities c. Power is inside As much as possible, understand the power God has given us to respond to life and do not forfeit that power when it seems like the easier option. Christ died to set us free and to give us back the power we so easily give away.

To be successful, leaders need to disown their helplessness and help the people on their teams do the same.

John MAXWELL

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CHAPTER 4 — Responsibility and agency

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LEADERSHIP by Darryl Daniels

LET'S TALK ABOUT IT Why is a sense of agency important for leadership? Why do people often give away their agency?

How does someone’s sense of agency affect their quality of life?

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CHAPTER 4 — Responsibility and agency

TIME TO REFLECT How would a low sense of agency be reflected in a leader?

How would an excessive sense of agency be reflected in a leader?

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LEADERSHIP by Darryl Daniels

How easy is it for you to take responsibility for yourself? Why?

When would it be unhealthy for a leader to take responsibility? Why?

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CHAPTER 4 — Responsibility and agency

Ask God to show you if there’s an area of your life where He wants to restore your sense of agency. Use the space below to write anything that comes to mind.

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5

PURPOSE AND VISION

We set young leaders up for a fall if we encourage them to envision what they can do before they consider the kind of person they should be.

Ruth HALEY BARTON

And the lord answered me: “write the vision; make it plain on tablets, so he may run who reads it.”

Habbakuk 2:2

Too many times the routines of life begin to feel like shoveling dirt. But take those same routines, those same responsibilities, and view them through the lens of vision and everything looks different. Vision brings your world into focus… A clear vision enables you to see everything differently.

Andy STANLEY

LEADERSHIP by Darryl Daniels

PURPOSE As he was entering the Hall of Fame, Deion Sanders spoke about what gave him the drive and commitment to be the best he could be. It wasn’t the desire to be the best nfl player. It wasn’t the dream of entering the Hall of Fame one day. It was a promise he made when he was seven years old to his mom, who was overworked and always exhausted. He told his mom that one day he would make so much money that she would never have to work again. Every time he faced opposition in his career, he thought of his mom and remembered his promise. This promise became his purpose. It drove him beyond himself and fueled him at his lowest points. “See the problem is, with some dreams, the dreams are only about you. If your dream ain’t bigger than you, there is a problem with your dream.” 11 1. When our purpose (dream) is bigger than ourselves, it gives us a greater reason to keep going when it gets difficult and there is a greater cost to giving it up. a. When Jesus stood trial before Pilate, He clearly summarized His purpose. i. John 18:37 “…For this purpose I was born and for this purpose I have come into the world - to bear witness to the truth.” (esv) b. His purpose gave Him the strength to endure the cross. i. Heb 12:2 2. “Don’t live the same year seventy-five times and call it a life.” - Robin Sharma a. A purpose greater than ourselves, calls us to be greater than ourselves. i. A great purpose will always require growth. b. God gives us purpose and the potential to fulfill that purpose, but it’s up to us to develop that potential. i. Eph 2:10 ii. 2 Tim 1:6 Your vision will become clear only when you look into your heart.

Who looks outside, dreams. Who looks inside, awakens.

Carl JUNG

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CHAPTER 5 — Purpose and vision

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LEADERSHIP by Darryl Daniels

VISION STATEMENTS In an organization, a vision statement is a one-sentence guide to everything they do. It is the big picture of what the organization hopes to accomplish and the basis on which all action is taken. It is the “ desired future” the organization is moving toward.12 Without a vision statement, an organization can easily get off track and lose the motivation to move forward with zeal.

Andy Stanley said, “Vision gives significance to the otherwise meaningless details of our lives.” It is no different for an individual’s personal vision for their life. A personal vision statement is a constant reminder of one’s purpose.

John Maxwell gives three reasons why vision is important to leaders:13 1. What you can see determines what you can be a. A strong vision is what makes a great leader.

2. You see only what you are prepared to see a. Everyone has the potential for vision, but not everyone has vision.

3. What you see is what you get a. The vision comes before the reality of it.

Andy Stanley says vision gives us four things:14 1. Passion a. Vision evokes emotion by letting us experience our anticipated future.

2. Motivation a. Vision reminds us that the mundane matters.

3. Direction a. Vision guides our decisions and brings focus to our efforts.

4. Purpose a. Vision gives a reason to get up in the morning.

It's always difficult to have a good strategy if you don't know where you’re going.15 Andy STANLEY ~64~

CHAPTER 5 — Purpose and vision

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LEADERSHIP by Darryl Daniels

TIME TO REFLECT Starting with the End in Mind Purpose, vision, dreams - while each of these words have their own nuances and unique applications, they also have something in common: a pull forward. In his book the 7 habits of highly effective people, Stephen Covey asks his readers to imagine their own funeral and write their own eulogy. This exercise helps bring clarity to what matters most to someone and creates a foundation to write a personal vision statement that pulls them into their desired future.

If you haven’t thought about the kind of life you want to live or the legacy you want to leave, start now. Imagine your future funeral as if you were there observing it. Engage the creative side of your brain by thinking about the details and making it realistic.

From The 7 Habits of Highly Effective People: “As you take a seat and wait for the services to begin, you look at the program in your hand. There are to be four speakers. The first one is from your family… who have come from all over the country to attend.

The second speaker is one of your friends, someone who can give a sense of what you were as a person. The third speaker is from your work or profession. And the fourth is from a community organization where you’ve been involved in service.

Now think deeply. What would you like each of these speakers to say about you and your life? What kind of husband, wife, father, or mother would you like their words to reflect? What kind of son or daughter or cousin? What kind of friend? What kind of working associate? What character would you like them to have seen in you? What contributions? What achievements?” 16 Complete the following steps: 1. On the following pages, write a eulogy-style speech from the perspective of each person Covey mentioned - a family member, a friend, someone from your work or profession, and someone from a community organization (church, non-profit, etc.) you served with.

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CHAPTER 5 — Purpose and vision

a. Your family member:

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LEADERSHIP by Darryl Daniels

b. Your friend:

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CHAPTER 5 — Purpose and vision

c. Colleague from work or profession:

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LEADERSHIP by Darryl Daniels

d. Person from a community organization (church/non-profit) you served with:

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CHAPTER 5 — Purpose and vision

2. Read what you wrote. Highlight anything that falls under these three categories: a. Accomplishments (what you did) b. Character (what kind of person you were) c. Values (what mattered most to you) 3. Turn your highlights into a bullet point list, organized by category, then narrow it down to one piece of paper that contains all three lists (accomplishments, character, values).

Create a Vision Statement Now that you’ve processed some of what you want to achieve in your life, who you want to be and what is important to you, create a personal vision statement. Do your best to get it down to one sentence, i.e. “To honor God and add value to people”. Remember, your vision statement can be updated as needed. It should always inspire you and keep you focused on what matters. If it helps, start with a long one and then work your way down.

~71~

6

STRATEGIC GROWTH AND GOALS

I believe God's gift to me is my potential, my gift back to god is what I do with that potential.

John MAXWELL

LEADERSHIP by Darryl Daniels

HEALTHY THINGS GROW When a plant doesn’t have the nutrition and environment it needs, it doesn’t grow. When a plant has good soil, the right amount of sunlight and the water it needs, it’s healthy and in turn, it grows. Healthy things grow. And it’s no different for an organization, a team or an individual. A leader is responsible to take care of whatever they are leading - firstly, themselves.

1. A leader is responsible for their own growth. a. If a leader doesn’t grow, what they are involved with and responsible for will be stunted and capped with her/him. John Maxwell calls this the Law of the Lid. He says, “Leadership ability is the lid that determines a person’s level of effectiveness.” 17 b. To expand your level of effectiveness - and to be a leader worth following and leading - take responsibility for your own growth. c. No one will ever be more responsible for a leader than himself/herself, therefore a leader is responsible for developing their own leadership ability. i. Find a leader/mentor who can guide you on your leadership journey ii. Seek out books or materials to aid you in self-development iii. Set aside time to reflect on your own leadership ability and how you can grow as a leader.

2. A great leader helps those they lead develop as leaders. a. While growth cannot be forced, a leader worth following is the one who wants to grow and take responsibility for it.

Growth Requires Intentionality No one has climbed Everest on accident. Growing as a leader doesn’t “just happen”. While some are naturally gifted, those gifts still need to be developed. We all have untapped potential that God has placed inside of us - we get to partner with God in seeing the potential become reality.

But if we don’t grow on purpose, we never will.

If you don’t know where to start growing, consider your vision statement - where you want to go and what kind of person you want to be. This is what will be the driving force behind your growth as a person and as a leader. If your growth priorities change or even your vision for the future changes, that’s okay. The important thing is to keep growing!

It's okay to be content with what you have, but it's never okay to be so content with who you are that you stop growing.

John MAXWELL18 ~74~

CHAPTER 6 — Strategic growth and goals

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LEADERSHIP by Darryl Daniels

GOAL SEASON There is a season of the year when people become highly aware of the quality of their life, their vision for the future and their ability to make decisions to change. This season is New Years, but unfortunately, it could also be called “goal season”, and like every other season, it comes for a short while then fades as quickly as the weather changes. Of course, this is not always the case but it is for the majority of New Year’s resolutions. 80% of New Year’s resolutions fail by mid-February.

The reality is, goals tend to be set at a much higher rate than they are accomplished.

Why are goals so often not achieved? We’re going to briefly look at three big reasons: 1. Lack of clarity a. Vague goals will be followed by vague action. Often times, goals can be set but there is no clear picture of what the goal actually is. In order to accomplish a goal effectively, you need to be able to clearly see what it is you’re wanting to do. The goal needs to be something you can clearly see and can clearly explain. b. Don’t set goals you can’t see.

2. Lack of motivation a. Tony Robbins said, “People are not lazy. They simply have impotent goals - that is, goals that do not inspire them.” Goals that do not align with your passion or vision for your life will lack follow-through. If a goal is set simply because it seems like a good idea, the motivation to accomplish that goal will quickly fade. Before you set a goal, ask yourself, “Why does this matter?” If the answer to that question doesn’t inspire you, find a new reason or set a different goal. b. Always come back to your why.

3. Lack of focus a. If your goals aren’t on your mind, you won’t move toward them. This is especially true with long-term goals. It’s not about having clarity, but simply remembering to stay focused. It’s easy to set a goal and, if you’re not intentional, it’s easy to taper off. b. Deut 6:8

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CHAPTER 6 — Strategic growth and goals

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LEADERSHIP by Darryl Daniels

TOOLS FOR SETTING GOALS (S.M.A.R.T. GOALS) There are multiple methods for creating goals, one of which is to make your goals S.M.A.R.T.; this allows you to have a clear picture of what you’re aiming to accomplish and helps you think through some critical aspects of achieving effective goals.

S.M.A․R.T. goals need to be: 1. Specific a. Ask: “What exactly am I wanting to achieve?” b. A goal needs to be clear. The clearer it is, the easier it will be to create a plan for achieving it.

2. Measurable a. Ask: “How will I know I achieved it?” b. The measurements you use need to be accurate. c. Measuring needs to happen frequently 3. Aggressive a. Ask: “Will this stretch me?” b. Goals are about growth, so keep them forward-focused. Safe goals may not get you very far. c. A good goal won’t only be about growth, but it will require you to grow in order to accomplish it. If you could easily accomplish it today, push yourself a little further.

4. Realistic a. Ask: “How likely am I to achieve it?” b. Don’t set yourself up for failure. Even though goals should be stretching, setting yourself up for failure will be demoralizing at best. c. Make sure it’s something within your influence. Don’t set a goal in which you have no influence over the outcome.

5. Timed a. Ask: “When do I plan on achieving this by?” b. Set deadlines for your goals. This is often what helps people stay on track to accomplishing a goal. ~78~

CHAPTER 6 — Strategic growth and goals

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LEADERSHIP by Darryl Daniels

TOOLS FOR SETTING GOALS (G.R.O.W. MODEL) After a goal is set, creating a strategy for accomplishing it still needs to happen. Having a goal but no idea how to reach it can be intimidating and can result in a lot of wasted energy. The G.R.O.W. model helps take us from wanting to accomplish a goal, to knowing which steps to take in order to actually see that goal through to completion.

1. Goal a. Ask: “What am I wanting to accomplish?” b. Identifying where the “there” is begins the process. When this goal is S.M.A.R.T., it will make the following steps easier.

2. Reality a. Ask: “What is my current reality?” b. Identifying the starting point in relation to the goal is essential for knowing how to start moving forward. This part of the process isn’t usually too complicated, but there should be a clear picture of the current reality by the end of this step.

3. Options a. Ask: “Considering the current reality, what options do I have?” b. This part of the process must always be checked against the current reality.

Examining all options and brainstorming creative ideas can take time but may prove worth it once you move on to the next step.

4. Way Forward a. Ask: “Out of all the options, what will I do?” b. This is about deciding what action(s) will be taken to accomplish your goal based on your current reality and available options. This step will often mean landing on a calculated risk, without certainty of success.

Following the G.R.O.W. model may look like a lot of bouncing back and forth between the different steps as you work toward landing on a decisive course of action, but it’s important to take the time necessary to land on an actionable decision. Some options may be equally as effective, so don’t worry about making the “perfect” decision. At the end of the day, growth requires change and change always has an element of risk. As a leader, you can’t wait for 100% certainty before taking action, whether you’re leading yourself or leading others. ~80~

CHAPTER 6 — Strategic growth and goals

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LEADERSHIP by Darryl Daniels

PRACTICAL TIPS FOR ACCOMPLISHING GOALS An estimated 20% of goals get accomplished if all people do is keep mental track of their progress.19 According to a study that was done on accomplishing goals, three practices helped people accomplish what they set out to do within a four-week time-frame: writing it down, sharing it with a friend, and sending updates to an accountability partner.20 1. Write it down a. 42% of people who wrote down their goals accomplished them or made significant progress.

2. Share it with a friend a. 62% of people who wrote down their goals and shared them with a friend accomplished them or made significant progress.

3. Set up an accountability process a. 76% of people who wrote down their goals, shared them with a friend, and sent weekly progress reports to an accountability partner accomplished them or made significant progress.

GOAL SETTING EXERCISE Complete the following: 1. Choose one of the imaginary people below who want to accomplish a goal 2. Come up with a purpose for the goal (why this person wants to accomplish it) 3. Make it a S.M.A.R.T. goal (Specific, Measurable, Aggressive, Realistic, Timed) 4. Walk through the G.R.O.W. Model (Goal, Reality, Options, Way Forward) Choose one: Tommy: “I want to lose weight”

Robin: “I want to be YouTube famous”

Penny: “I want to save money”

Person 4: Make one up! (start broad/vague)

Use the next page to work through this exercise.

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CHAPTER 6 — Strategic growth and goals

PERSON STATED GOAL (not yet S.M.A.R.T.)

PURPOSE OF GOAL (the “why”)

S.M.A.R.T. GOAL

REALITY

OPTIONS

WAY FORWARD

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LEADERSHIP by Darryl Daniels

TIME TO REFLECT What’s a goal you want to accomplish? Take yourself through the same process as the last exercise, starting with a S.M.A.R.T. goal: S.M.A.R.T. GOAL

PURPOSE OF GOAL (THE “WHY”)

REALITY

OPTIONS

WAY FORWARD

~84~

7

AUTHORITY DYNAMICS

But Jesus called them together and said, “you know that the rulers in this world lord it over their people, and officials flaunt their authority over those under them. But among you it will be different. Whoever wants to be a leader among you must be your servant, and whoever wants to be first among you must become your slave. For even the son of man came not to be served but to serve others and to give his life as a ransom for many.�

Matthew 20:25-28

When you become a leader you give up the right to think about yourself.

Gerald BROOKS

LEADERSHIP by Darryl Daniels

AUTHORITY DYNAMICS One day during the summer, my sister was in the passenger seat of her friend’s car. The air conditioning was on but she was getting hot because the vents were facing away from her.

Naturally, she turned the passenger-side vents toward her to cool down. The air conditioning was on full blast and it wasn’t too long before she became cold. So, my sister reached over to the center console and turned the air conditioning down. Immediately, her friend turned it back up and said, “Why do you think you have the authority to turn down the ac in my car?” She could tell her friend was half-joking and also slightly irritated. They had a playful argument about what gives someone authority and whether or not my sister had it in this situation. It’s a silly example, but it displays an everyday experience of authority dynamics. These dynamics may not always be identified but they are felt, regardless of our ability to verbalize the experience.

WHAT IS AUTHORITY? Authority is a topic that often stirs emotions. Some people strive to have it, while others run away from it. It makes some feel uncomfortable and others feel safe. Some put their trust in those with authority, while others do the complete opposite. We have all had different experiences with authority - being under it, having it, submitting to it, pushing against it, exercising it - whether it be with a superior at work, laws that are in place, or with kids you are responsible for, authority is a part of everyday life.

Structural authority 1. Authority is a matter of power a. Simply put, authority is not about the ability to exercise power but the right to exercise power. i. When someone has authority, they are given the right to make decisions or perform actions that fall within their area of authority. ii. When authority is taken from someone, so are the rights that came with that authority. b. In the story about my sister, she exercised power (to control the ac) without the permission or the “right” to do so. i. When we operate outside of our authority, it usually means we’re violating someone else’s authority.

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CHAPTER 7 — Authority dynamics

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LEADERSHIP by Darryl Daniels

c. Operate within the full capacity of your authority i. When you’re given authority, you are trusted to use the power that comes along with it. ii. Certain things won’t happen unless the leader with the authority takes action.

In order to maximize your impact, recognize what authority you do have and use it for the good of others and what you’re a part of. iii. Remember: “The servant-leader is servant first.”21 No one wants to be under a “ leader” who uses their authority to serve themselves.

2. Authority is a matter of submission Luke 7:2-10 “At that time the highly valued slave of a Roman officer was sick and near death.

When the officer heard about Jesus, he sent some respected Jewish elders to ask him to come and heal his slave. So they earnestly begged Jesus to help the man. “If anyone deserves your help, he does,” they said, “ for he loves the Jewish people and even built a synagogue for us.”

So Jesus went with them. But just before they arrived at the house, the officer sent some friends to say, “Lord, don’t trouble yourself by coming to my home, for I am not worthy of such an honor. I am not even worthy to come and meet you. Just say the word from where you are, and my servant will be healed. I know this because I am under the authority of my superior officers, and I have authority over my soldiers. I only need to say, ‘Go,’ and they go, or ‘Come,’ and they come. And if I say to my slaves, ‘Do this,’ they do it.”

When Jesus heard this, he was amazed. Turning to the crowd that was following him, he said, “I tell you, I haven’t seen faith like this in all Israel!” And when the officer’s friends returned to his house, they found the slave completely healed.” a. Having authority requires you to be submitted to someone else’s authority. b. Your authority is only valid as long as you operate in alignment with the authority you are under. i. Imagine two sister-stores with the same owner: Store A and Store B. Both have their own manager.

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CHAPTER 7 — Authority dynamics

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LEADERSHIP by Darryl Daniels

The manager at Store A is under the authority of that store’s owner and is given the authority to manage that store. Likewise for the manager at Store B. If the manager at Store A tries to manage Store B some issues will be at play: • They will be stepping out of their area of authority • They will be disrespecting the owner’s authority • They will be disrespecting the other manager’s authority • Those they try to manage will be resistant, frustrated, or confused at least • The manager of Store B will likely be combative and opposing • The owner of Store A and Store B will be displeased • The manager of Store A will likely be reprimanded and possibly even lose the authority they did have. ii. This same situation can easily take place in environments where multiple teams and leaders work together - yes, even in ministry. c. God is the ultimate giver of authority i. Rom 13:1 - There is no authority that is not subject to God’s authority. ii. Heb 13:17 iii. If your authority is only valid when it’s used in alignment with the authority you are under, any use of authority outside of alignment with God is illegitimate.

3. Authority is a matter of trust a. Matt 25:14-30 - Those who are trusted, are given more authority. i. The master gave to each servant according to their capability. ii. The third servant didn't trust himself to effectively use what the master had given and was punished for it. iii. To gain trust as a leader, use the authority that’s been given to you to improve what you are a part of.

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CHAPTER 7 — Authority dynamics

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LEADERSHIP by Darryl Daniels

MORAL AUTHORITY More than being in a position of authority, a great leader understands the importance of moral authority. This is often the deciding factor of whether or not someone will follow a leader.

Moral Authority is about Character 1. John Maxwell says that character is the foundation of leadership. 22 a. A capable leader without character is really only half a leader. b. Prov 18:16 - What you have to offer can take you to great places. But don’t let your talent take you where your character can’t keep you.

2. Character is a primary aspect of trust.

3. Tim Irwin says there are four dimensions to character:23 a. Authenticity i. Be honest about your successes and failures. ii. Express appropriate vulnerability. iii. Set the tone of authenticity for those you lead. b. Self-management i. Have clear values. ii. Set up boundaries to protect your character. iii. Make the tough decisions before you’re in a tough situation. c. Humility i. “Humility is not thinking less of yourself, it’s thinking of yourself less.” - Rick Warren 24

ii. “… really great men have a curious feeling that the greatness is not of them, but through them”. - Thomas À Kempis

iii. “When you begin to develop humility, you are in a better position to serve the people you lead”. - John Maxwell d. Courage i. Say “yes” to doing what’s right, even when it’s not easy. ii. Don’t turn away from the challenges that come with being a leader. iii. Continue the journey of honest self-reflection on a regular basis.

The supreme quality of leadership is integrity.

Dwight D. EISENHOWER ~92~

CHAPTER 7 — Authority dynamics

~93~

LEADERSHIP by Darryl Daniels

LET'S TALK ABOUT IT What are some pros and cons of having authority?

Have you experienced someone trying to exercise power outside of their area of authority? What about someone not exercising enough power inside their area of authority? What happens in those situations?

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CHAPTER 7 — Authority dynamics

TIME TO REFLECT Read 1 Samuel 15 looking for dynamics of authority at play. What stands out?

~95~

8

EMPOWERMENT

Leaders become great, not because of their power, but because of their ability to empower others.

John MAXWELL

LEADERSHIP by Darryl Daniels

EMPOWERMENT The essence of empowerment is giving someone the opportunity to succeed and excel. This requires the giving of power (ability) and rights to exercise that power (authority). When someone is empowered, they are confident that they have the ability and authority to make decisions and take action toward betterment.

Empowerment requires: 1. Ability a. Empowerment is about being able to take action. If someone is unable to do something, they are not empowered to do it.

2. Authority a. Empowerment requires a level of autonomy, which is the freedom to make certain decisions. Having the ability to act without the authority to decide to act is not empowerment.

3. Confidence a. Empowerment is an internal feeling of “i can do this”. If someone has the ability and authority to act but they don’t believe they have what it takes, they won’t act they are not empowered.

A leader is responsible to empower their team by giving the necessary authority to make certain decisions, the ability to take action, and the encouragement that they have what it takes.

Empowerment goes beyond the giving of ability and authority, to helping others believe they truly have the ability and authority to do what they are entrusted to do. A great leader will pour into those around them and empower them to fulfill their potential.

EMPOWERING - DOWN, UP, OUT AND IN Although authority can only be given by those who are in authority, empowerment is more than a “top-down” exchange. If someone has the authority to do something but they do not have the ability to do so, they are not truly empowered. This can happen when someone does not have the time, skills, or resources to actually accomplish what they’re meant to. This is why leaders are not the only ones who can empower.

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CHAPTER 8 — Empowerment

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LEADERSHIP by Darryl Daniels

Empowering Those You Lead Because of the authority aspect, this is the easiest direction to see empowerment at play. But remember, more than giving power and authority, a leader truly empowers by helping others believe they have what it takes to fulfill their potential.

1. Empower your team by trusting them with responsibility and giving them the chance to own it. a. Give your team members a role to play. i. Let them know what they’re meant to accomplish. ii. Avoid doing their responsibilities for them. b. Give your team members a level of authority. i. Let them know what decisions are theirs to make. ii. Avoid overriding their decisions. c. Give your team members the freedom to make mistakes. i. Use mistakes as opportunities to teach and encourage. ii. Avoid discouraging them when they make accidental mistakes.

2. Give your team what they need to succeed. a. Give them the time needed to do what’s required of them. b. Provide them with the necessary training. c. Equip them with the resources needed to do well. d. Avoid giving them responsibility they’re not set up to handle.

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CHAPTER 8 — Empowerment

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LEADERSHIP by Darryl Daniels

3. Empowering your team enables you to focus on your biggest priorities. a. As a leader, there are certain responsibilities you can’t give away. i. Find out what only you can do, and focus on those. b. Know the difference between delegating and dumping responsibility. i. An empowering leader delegates, a disempowering leader dumps.

DELEGATE

vs.

DUMP

Find the right person(s)

Find anyone

Maximize their time and energy

Save your time and energy

Know what they can carry

Know what you don’t want to carry

Offer needed support

Offer no support

Set them up to win

Don’t care if they win

Consider everyone affected

Consider yourself

The best executive is the one who has sense enough to pick good men to do what he wants done, and the self-restraint enough to keep from meddling with them while they do it.

Theodore ROOSEVELT 25

~102~

CHAPTER 8 — Empowerment

~103~

LEADERSHIP by Darryl Daniels

Empowering Your Leaders This is not referring to leaders you lead. This is referring to leaders you serve, the leaders who are leading you. We might not often think about empowering our leaders since they are the ones with the ability to delegate authority, but as we mentioned earlier, empowerment is not just about authority - ability (time, energy, skill, resources, etc.) also matters. Learning how to effectively empower your leaders will help take whatever you are a part of to the next level.

1. Empower your leaders by relieving them of unnecessary responsibilities. a. Freeing up your leaders’ time by taking weight off of their plate allows them to focus on their main priorities. i. For example, only a leader is responsible to set vision, but if they’re caught up in responsibilities that someone else can carry, they may not have the time to focus on vision. b. If your leader is doing something you can do, ask them if it’s something you can do instead. i. Be proactive in relieving your leader of appropriate responsibilities. ii. Don’t sacrifice your own responsibilities in the process.

2. Empower your leaders by owning the responsibilities you’ve been entrusted with. a. Own what’s been given to you. i. Take care of your responsibilities so your leader doesn’t have to worry about them. b. Have confidence in what you’ve been given. i. Don’t seek unneeded approval. Trust your leader’s decision to trust you. ii. Insecurity can cause us to doubt the authority we’ve been given and result in us not using the authority we have. This disempowers our leaders when they need to pick up the weight that we were too afraid to carry.

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CHAPTER 8 — Empowerment

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LEADERSHIP by Darryl Daniels

Empowering Your Peers It may not be the first thing that comes to mind when we think about empowerment, but we have the ability to empower our fellow teammates as well. Consider your teammates and how your behavior affects them.

1. Empower your peers by owning your responsibility. a. When you take care of your responsibilities, you ensure that others don’t feel the weight of carrying it for you. b. If you drop the ball, someone else will probably have to pick it up. i. This looks like not showing up on time, not completing your tasks, etc.

2. Empower your peers through encouragement. a. Remember, a vital part of empowerment is simply believing you have the ability and authority to succeed and excel. You can play a role in helping your peers rise up to their potential.

Empowering Yourself At the end of the day, it’s hard to give what you do not have. If you can’t empower yourself, you’ll have trouble empowering others. Self-empowerment looks like claiming the power that is available to you and operating in the authority you have.

1. Great leaders have a strong sense of self-worth. a. Believe in yourself and what you are a part of. This is the best place to empower others from.

2. Find the power you have and own it. a. You can’t give what you don’t have. i. Leaders who believe they have no power will give no power away.

3. Follow the example of Jesus. a. John 13:3-5 i. Recognize what authority has been given to you

iii. Know you are called

ii. Know your identity

iv. Love those you lead

Leadership must be based on goodwill… it means obvious and wholehearted commitment to helping followers… what we need for leaders are men of heart who are so helpful that they, in effect, do away with the need for their jobs… strange as it sounds, great leaders gain authority by giving it away.

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CHAPTER 8 — Empowerment

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TIME TO REFLECT How would empowering others affect your own ability to lead well?

Who is someone you can empower this week and how?

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9

THE 5 LEVELS OF LEADERSHIP

Presentations

LEADERSHIP by Darryl Daniels

LEVEL 1 - POSITION - RIGHTS “People follow you because they have to” Upside

Downside

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CHAPTER 9 — The 5 levels of leadership

HOW TO BE A HEALTHY LEADER AT LEVEL 1

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LEADERSHIP by Darryl Daniels

LEVEL 2 - PERMISSION - RELATIONSHIPS “People follow you because they want to” Upside

Downside

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CHAPTER 9 — The 5 levels of leadership

HOW TO BE A HEALTHY LEADER AT LEVEL 2

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LEADERSHIP by Darryl Daniels

LEVEL 3 -PRODUCTION - RESULTS “People follow you because of what you have done for the organization” Upside

Downside

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CHAPTER 9 — The 5 levels of leadership

HOW TO BE A HEALTHY LEADER AT LEVEL 3

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LEADERSHIP by Darryl Daniels

LEVEL 4 - PEOPLE DEVELOPMENT - REPRODUCTION “People follow you because of what you have done for them” Upside

Downside

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CHAPTER 9 — The 5 levels of leadership

HOW TO BE A HEALTHY LEADER AT LEVEL 4

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LEADERSHIP by Darryl Daniels

LEVEL 5 - PINNACLE - RESPECT “People follow you because of who you are and what you represent” Upside

Downside

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CHAPTER 9 — The 5 levels of leadership

HOW TO BE A HEALTHY LEADER AT LEVEL 5

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LEADERSHIP by Darryl Daniels

NOTES:

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NOTES:

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NOTES:

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END NOTES 1. Oxford dictionaries. “Influence.” https://www.lexico.com/en/definition/influence 2. Maxwell, John. The 5 Levels of Leadership. Center Street, 2013.

3. Maxwell, John. Developing the Leader Within You 2.0. HarperCollins Leadership, 2019 4. Oxford dictionaries. “Self-Awareness.” https://www.merriam-webster.com/dictionary/ self-awareness

5. Maxwell, John. Developing the Leader Within You 2.0. HarperCollins Leadership, 2019 6. Oxford dictionaries. “Blame.” https://www.lexico.com/en/definition/blame 7. Definitions.net. “Sense of agency.” https://www.definitions.net/definition/ sense+of+agency

8. Haggard, Patrick, and Baruch Eitam. The Sense of Agency. Oxford University Press, 2015.

9. Haggard, Patrick, and Baruch Eitam. The Sense of Agency. Oxford University Press, 2015.

10. Maxwell, John. Developing the Leader Within You 2.0. HarperCollins Leadership, 2019 11. “Deion Sanders: Pro Football Hall of Fame Official Site.” https://www.profootballhof. com/players/deion-sanders/

12. “Vision statement.” http://www.businessdictionary.com/definition/vision-statement. html

13. Maxwell, John. Developing the Leader Within You 2.0. HarperCollins Leadership, 2019 14. Stanley, Andy. 7 Practices of Effective Ministry. Multnomah, 2004 15. Stanley, Andy. 7 Practices of Effective Ministry. Multnomah, 2004 16. Covey, Stephan. The 7 Habits of Highly Effective People. Simon & Schuster, 2013 17. Maxwell, John. The 21 Irrefutable Laws of Leadership. Thoman Nelson, 2007 18. Maxwell, John. Developing the Leader Within You 2.0. HarperCollins Leadership, 2019 19. “Goal Setting.” http://trueservantleadership.com/184 20. Dominican University of California. “Study focuses on strategies for achieving goals, resolutions.”

https://www.dominican.edu/dominicannews/study-highlights-strategies-

for-achieving-goals

21. Greenleaf.org. “What is Servant Leadership?” https://www.greenleaf.org/what-isservant-leadership/ 22. Maxwell, John. Developing the Leader Within You 2.0. HarperCollins Leadership, 2019 23. Maxwell, John. Developing the Leader Within You 2.0. HarperCollins Leadership, 2019 24. Warren, Rick. “The Purpose Driven Life: What on Earth Am I Here For?” Zondervan, 2013 25. Maxwell, John. The 21 Irrefutable Laws of Leadership. Thoman Nelson, 2007

LE ADERSHIP Healthy leadership is a part of God’s design for humanity and is foundational for any successful individual, team, or organization. Th is is an introductory course where students will learn a range of fundamental leadership principles and how to apply them in ministry and church settings. In this course, students will engage in developing a deeper sense of purpose and how they are called to lead well, focusing on unlocking the God-given potential in those around them and in the ministries where they serve.

KEY OUTCOMES  Understand how fundamental principles of leadership apply to ministry and the Church

 Effectively communicate values and understand how they correspond with behaviors

 Grow in essential aspects of personal leadership

 Grow in the ability to create and sustain healthy team dynamics

 Understand healthy authority and power dynamics

 Know how to effectively empower others

 Increase self-awareness of passions, values, strengths, and blind spots  Know why it is important for leaders to understand people

 Be able to recognize the effects of culture in an organization  Follow the leadership style of Jesus

DARRYL DANIELS Darryl Daniels is passionate about seeing people become who God has called them to be. Having served in ministry for many years, Darryl currently works at Centerpoint Church as the First Impressions Director, and also serves in the Youth Ministry and as a facilitator for Centerpoint School of Ministry’s Leadership course. A gifted leader and teacher, Darryl has led ministries, trained ministry volunteers and helped launch ministry teams.

Darryl spent three years being trained in practical ministry leadership at Hillsong International Leadership College in Sydney, Australia and also obtained his BA in Theology at Alphacrucis College in Sydney, Australia. He currently lives in Murrieta, CA, and enjoys board games and listening to podcasts on leadership and theology.

C E N T E R P O I N T S C H O O L O F M I N I S T RY

PRICE: $20.00