Effective Gospel Leadership by JT Ayers

Effective Gospel Leadership Collection of articles, Notes, Lessons, and other resources to equip the Leader to lead like Christ

Developed by J.T. Ayers with Dave Kraft

! Table of Contents !

Introduction - Introduction by JT Ayers - Forward by Mickey Meila - Letter from an Athletic Director - Role Model Jesus - Lead like Jesus !

Part I - Learning to Lead Yourself - Leading yourself - Essence of Leadership - Christian Maturity - The Humble Leader - The Leaderâ&#x20AC;&#x2122;s Time Part I - The Leaderâ&#x20AC;&#x2122;s Time Part II - The Healthy Leader - Biblical Leaders say 5 things - Goals - Getting Things Done - The Leader Who Can Execute - Dangers Leaders Face - The Seven Habits of Ineffective Leaders - The Secure Leader - What can a Leader do and not do - Blasting or Blessing people - Prairie Chicken or Eagle !

Part II - Learning to Lead Others - What makes a leader - Intentionally influencing your team - What followers want from their leaders - The leader and his team - Effective communication - Three Keys to leadership fruitfulness - You donâ&#x20AC;&#x2122;t need a title - The Silly leader - The empowering leader - Making ideas happen - Leadership made simple - Selecting the right people - The 5 Dysfunctions of a team - What the best CEOâ&#x20AC;&#x2122;s know!

Appendix - Holistic Formation - How to Pray - Application !

Introduction

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Forward “Don’t let anyone look down on you because you are young, but set an example for the believers in speech, in conduct, in love, in faith and in purity.” 1 Timothy 4:12 I am incredibly humbled that JT has chosen me to write this forward. I have been incredibly blessed to have JT in my life as a coach, mentor, and friend since I was a sophomore in high school. Now at the tail end of my college career, I can reflect on my high school days and realize the impact that JT’s example had on me as a man and a follower of Christ. I began following Christ at the beginning of my senior year of high school, the same year JT took over as the head track and field coach. He immediately chose captains and began meeting with us every Monday before class. Through these meetings he showed me that if I was going to be able to lead others I needed to first learn how to lead myself. To do this, JT encouraged me to begin working on my relationship with Jesus. When it came to leadership, my strength had always been setting an example for my teammates to follow. The example I was now setting had a purpose; building His kingdom. There are many ways one can lead but the most complete form of leadership is one that puts Jesus first. Though His life on earth was worthy of all praise, Jesus was still patient and caring to all of his followers and even humbled himself to the point of washing His disciple’s feet in John 13. Jesus was most concerned about the character and integrity of the hearts of his disciple’s, for He knew that He was changing not just how they acted but who they were as men. Similarly, it is the leader that cares more about the character of the athletes around him than the result on the scoreboard that is truly effective. As leaders we must ask ourselves; is our main goal to win or is it to build His kingdom through making disciples? It is JT’s desire to help those that choose the latter to be as effective as they can be in making disciples for Christ. When JT was no longer my coach, I was left with a burning desire to know Jesus more and build His kingdom. Our goal as leaders is not to become world champions in our sport. Rather, our top priority needs to be building Christ’s kingdom. As JT has shown, this is done by leading yourself so that you set an example for Christ that will ignite the Holy Spirit within the athletes around you.

Mickey Miela

Message from Orange Lutheran Athletic Director Mark Davis As we start the season I want you to think about a few things: 1. Your position is a role not your identity. I know a coach who retired several years ago. On the day after he stepped down, he innocently asked a friend, “If I am not a coach any more, then who am I?” Let me tell you, you better have this figured out long before your exit. Your title represents one aspect of your life, not the whole of it. 2. Your position is temporary not permanent. According to numerous studies, the average tenure of a Head Coach is less than 10 years. Anything beyond that is a bonus. You may think you will last forever. You won’t. There will come a time when you step away or step down. Embrace that fact and plan for it. It will create the sense of urgency and focus you need to succeed. 3. Your position is a privilege not a right. You have likely arrived at this spot through a combination of talent, hard work, and timing. This doesn’t entitle you to anything. Being a Coach is an enormous privilege—a gift—that few people will ever know. Never take it for granted. Hold it with an open hand. 4. Your position is about faithfulness not achievement. I came into my role with specific plans about what I wanted to achieve. I had enormous dreams— grandiose in retrospect. Then the Great Recession hit. The story took a completely different turn. The mission changed. Suddenly, it became clear to me that being faithful in the midst of adversity was the most important thing I could do. 5. Your position is about them not you. The world has more than enough narcissistic leaders. It doesn’t need one more. Being a Coach is not about you. It is about the young people —the young people you have been called to serve. This includes your fellow co-workers, your athletes, and your athlete’s parents. And, yes, I put them in that specific order. Happy coaches make for happy athletes. Happy athletes make for happy parents. And happy parents make for happy AD. 6. Your position is about stewardship not ownership. Being a steward is different than being an owner. As a Christian Coach, I believe that God owns it all. I am merely a steward. Based on that belief, Coaches have an ultimate accountability to Him. In other words, they hold what they have on behalf of someone else. Someone is counting on you to come through for them. 7. Your position will require more than you can provide on your own. I have felt inadequate with every new promotion I’ve ever received. But none more than when I became a Head Coach. Other coaches that I know have expressed the same sentiment. The realization that you are responsible for the welfare of tens— or perhaps hundreds—of athletes and their families is overwhelming. But this healthy sense of inadequacy is the very thing you need to remain humble, teachable, and open to counsel.

Thereâ&#x20AC;&#x2122;s one last thing I would say to OLu coaches: take care of yourself. Make your spiritual, emotional, and physical health a priority. During your time at OLu, you will experience more stress than you can imagine. You need all the resources you can muster. You will be tempted to put yourself last. But if you die of a heart attack, burnout emotionally, or lose your faith in God, you will be of no use to anyone. Take care of yourself! -In His Truth, Mark A. Davis Director of Athletics Orange Lutheran H.S. BE STRONG & COURAGEOUS "Be strong and courageous. Do not be frightened, and do not be dismayed, for the Lord your God is with you wherever you go." Joshua 1:9 ESV!

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! Jesus was the greatest leader who has ever lived. Think about what he accomplished with just three years of a public ministry. It’s still impacting multitudes people all over the world. Here are the four things Jesus did that made him an effective leader.

1. Jesus Spent Time with His Inner Circle The idea that the leader cannot be close with the people he works with simply isn’t Christ-like. Jesus did not isolate himself from “his staff,” but rather he did life and ministry with them. The leader who's afraid to be known by the people he's been called to serve with is in a dangerous place. He either thinks himself better than them or is quite possibly trying to hide something from them. Jesus didn’t lead through fear, he led through relationships. In fact, Jesus actually called his disciples, "his friends" (John 15:15). If Jesus can be friends with his “staff,” then why can’t we do the same?

2. Jesus Was More About Who His Followers Were Becoming Than What They Were Doing If a leader cares more about the work his staff produces than the fruit the Lord is producing in them, then he will often put his team in a unhealthy place. He will attempt to drive them through his agenda rather than lead them through the Lord’s agenda. Jesus knew if his disciples developed devoted hearts for him, the quality of their work would show it!

3. Jesus Was Patient With Those Closest To Him As we read the gospel, we never see Jesus going on a rant against his disciples. Sure, there are places where he offers correction and/or rebuke, but this is the exception, not the rule. He does not go on and on for chapter after chapter. He addresses the issue and then moves on. He approaches his “staff” with a patient attitude and does not assume that just because someone makes a mistake, they're either disloyal to him or simply an idiot who's incapable of doing anything significant. A leader who is always losing his/her temper with others because “they don’t get it,” usually does not realize that the reason many people don’t “get it” isn’t because they are lacking intelligence, but rather because they haven’t been led well. A leader can put his people in an unhealthy place if he drives them through his agenda instead of leading them through the Lord’s agenda.

When Peter “blew it” by denying Christ, Jesus did not write him off or “fire him.” He raised from the dead, went from Jerusalem to Galilee, found Peter, and restored him to the ministry. See John 21! Great leaders don’t look to fire people first, they look to walk them through the mistake and restore them.

4. Jesus Was Not Paranoid One of the craziest things that takes place in Christian leadership circles is the insane idea that a leader always needs to be paranoid about which staff are and are not with him. Who might ultimately "betray" him? Jesus knew he was going to be betrayed by Judas and yet wasn't distract from what God had called him to do. If you are in leadership long enough, someone will betray you and it will hurt. However, that does not give us an excuse to run around and constantly create an atmosphere of fear and doubt in our staff while calling everything we don’t like or perceive as an attack against our ideas as “disloyal.” The better question for a leader to ask is not, “Are these people for me?” But rather, “Am I for these people?” If the staff knows that the leader loves them, wants the best for them, and is willing to fight to lead and love them, then betrayal is far less of a threat for him, than for the leader who always freaks out about who might and might not be fully sold out to the vision. This post is adapted from Perry Noble's blog

Part I

Learning how to Lead Yourself

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Christian Maturity-How does it happen? As you look around in the average church, why are there so many professing Christians who are flat out immature…are not growing now and probably have not grown for years? There are numerous passages in God’s Word enjoining us to grow-up in Christ. One of the more well-known verses is 2 Peter 3:18: “But grow in the grace and knowledge of our Lord and Savior Jesus Christ.” My favorite is Philippians 2:12,13: “Therefore, my beloved, as you have always obeyed, so now not only as in my presence but much more in my absence, work out your own salvation with fear and trembling, for it is God who works in you both to will and to work for His good pleasure.” One of the essential questions is what is God’s role in my ongoing spiritual formation, maturity, transformation, and what is my role. If you separate Philippians 2:12 from verse 13 you get into problems. It is never God’s role or my role, but God’s role and my role. In recent weeks I have been thinking that there are three things to keep in mind if I am to continue to grow in Jesus, of which I am reminded of over and over again in God’s word As you read through what follows, please, please look up and prayerfully read each passage of scripture mentioned. 1. Resurrection-My identity in Christ. Dead to my old self (way of life before conversion) alive in Christ with the Holy Spirit in my life. Romans 6:1-11. I am alive in Him. I have all the power and resources of heaven at my disposal- 2 Peter 1:1-4. Nothing can separate me from His Love-Romans 8:37-39 2. Responsibility- Setting up certain crossed-focused, Holy Spirit-led and empowered guidelines regarding what I will not read, watch or listen to; where I will not go. The practice of spiritual disciplines: Word, prayer worship, confession, repentance. Responsibility entails the “putting off and putting on” of Ephesians 4, the “making every effort to supplement your faith” of 2 Peter 1. The do not’s of Romans 6:12-14. As I respond to His ability by The Holy Spirit, I need to continually ask myself: a. For what purpose? b. By whose power? c. For whose glory? 3.

Relationships- Close friends that walk with me with whom I am totally honest and transparent. Who are the one or two who will talk me off the ledge when I am ready to cave and give in to old habits and current temptations.

We need to operate in all three. If I were to draw it out it would be three circles overlapping each other…where they meet is where personal growth, maturity and transformation takes place. Here are a few observations: 1. Resurrection without responsibility/relationships can lead to pacifism 2. Responsibility without resurrection/relationships can lead to independence 3. Relationships without resurrection/responsibility can lead to co-dependency 4. Responsibility and relationships without resurrection can lead to moralism I groan along with Paul when he says “My little children, for whom I am again in the anguish of childbirth until Christ be formed in you.” Gal 4:19 Just this week one of our pastors made the comment that perhaps 20% of those sitting in our worship services are truly Christian. That got my attention; could that possibly be true? Another thing that gets my attention is asking myself how many of those who are truly born again of the spirit of God (regardless of what percentage it is) and have been saved by the blood of Jesus are experiencing ongoing spiritual growth and maturity? It not only gets my attention but worries me and discourages me! 4.

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Biblical Leaders Consistently Say Five Things 1. Forgive Me There is something healing and team-building about asking for forgiveness. Better to err on the side of asking rather than making excuses and conjuring up reasons that it was not really your fault. Good leaders take a little less of the credit and a little more of the blame with their teams. 2. You're Right Give credit where credit is due. When a team member has a good idea or a solution to a perplexing problem, publically acknowledge and affirm them. I have never met a person who felt they were encouraged too much. The rule of thumb is to praise publically and confront privately. 3. You're Wrong We need to function as both Jonathans (encourage) and Nathans (confront) with team members. Don’t shy away from the tough conversations. When people have sinned and are clearly out of line, be bold to tell them so in private. Don’t wimp out. Be a courageous leader and trust God to handle the results and the relationships. 4. Jesus Loves You The phrase “Jesus loves you and so do I” has run its course and is not taken seriously anymore when uttered by a leader. It is nevertheless still true that Jesus loves us and we need to regularly remind our people of the gospel’s central message that they are loved by Jesus Christ, and that amazing & incredible love is demonstrated by a bloody cross and an empty tomb. “What the world needs now is love” is still true for everybody; but, as the song says, “We are looking for love in all the wrong places.” A deeply-held belief that we are loved by Jesus can get us through lots of difficult times and circumstances. When life is tough at home, in the church or in the work place, we need to return to the simple biblical fact that we are loved. Say it often and say it with sincerity. 5. Me Too Pastors and spiritual leaders are human, like everybody else. We sin, we doubt, we struggle, we get angry, we get envious and we repent. People need to know we can identify with them in whatever they are going through. It doesn’t decrease but, rather, increases your credibility as a leader when you admit to and own your sin and your folly. Better to say “me too” than “not me”, insinuating that you are a leader who is above and beyond what others are experiencing. !

“Goals” By Brian Tracy Notes by Dave Kraft Success is goals, and all else is commentary. It doesn’t matter where you’re coming from; all that matters is where you’re going (7) You become what you think about most of the time (8) A goal is clear, written and specific. It can be quickly and easily described to another person. You can measure it, and you know when you have achieved it or not (11) The difference between high achievers and low achievers is “action orientation” (36) You are the very happiest when what you are doing on the outside is congruent with your values on the inside (42) There is a direct relationship between the level of clarity you have about who you are and what you want and virtually everything you accomplish in life. Most people just throw themselves at life like a dog chasing a passing car (50) What do I really want to do with my life? You can’t hit a target you can’t see (51) In my advanced coaching program, we teach our clients to identify those 20% of activities that contribute the most value and then do twice as many of them. We teach them to do fewer tasks but tasks of high value (54) Your major definite purpose can be defined as the one goal that is most important to you at the moment (63) Your major goals must be in harmony with your minor goals and congruent with your values (65) What one goal on this list, if I were to accomplish it immediately, would have the greatest positive impact on my life? (68) Knowing what I now know, is there anything that I am doing today that I wouldn’t start again if I had to do it over> (87) In what area, at which skill, are you the very best at what you do? What is it that you do poorly that interferes with your ability to use your other skills? (90) 1. 2. 3. 4.

Where are we now? How did we get to where we are today? Where would we ideally like to be in the future? What do we do now, to get from where we are to where we want to go? (93)

The greater clarity that you have with regard to deadlines and measures, the more you will accomplish and the faster you will get it done (101) What gets measured gets done. If you can’t measure it, you can’t manage it (105) Eighty percent of your constraints will be within yourself. Only twenty percent of your constraints will be outside of yourself, contained in other people and situations (110) Put your ego aside. Invite honest feedback and criticism. Be brutally honest with yourself (119) In most areas of life, it is more hard work and dedication than natural ability and talent that lead to excellence and great success (123) What one skill, if you developed and did it in an excellent fashion, would have the greatest positive impact on your career? (127)

If you are in management, seven key result areas determine your success or failure at your job. 1) Planning 2) Organizing 3) Staffing 4) Delegating 5) Supervising 6) Measuring 7) Reporting. One of your great goals in life is to identify and isolate the one or two skills that you can do better, and enjoy more, than anything else, and then concentrate on becoming absolutely excellent in those areas (130) In a survey reported in Success Magazine a few years ago, 104 CEO’s were presented with twenty qualities of an ideal employee and asked to select the most important. Eighty-six of the them selected two qualities as being more important for career success and advancement than any others. First was the ability to set priorities; to separate the relevant from the irrelevant. Second was the ability to get the job done fast, to execute quickly. Nothing will help you more in your career than to get the reputation for being the kind of person who gets the most important job done quickly and well (139,140) The ability to function well as a part of a team was the most outwardly identifiable quality of a person who was marked for rapid advancement (141) Make no useless acquaintances (145) Your choice of the people you associate with will have more of an impact on what you become than any other single factor (146) Become a relational expert (147) Proper prior planning prevents poor performances (153) The fact is that you can’t manage time, you can only manage yourself (165) A task that is valuable and important is a task that has serious consequences. Creative procrastination (167) Never do a “B” task when there is an “A” task that is left undone (169) Each day before you begin and through the day ask yourself five questions: 1. 2. 3. 4. 5.

Why am I on the payroll? What are my highest value activities? What are my key result areas? What can I and only I do, that if done well will make a real difference to my company? What is the most valuable use of my time, right now? TEN TOP GOAS

Make a list of ten goals that you want to accomplish in the coming year. These goals must be written and described in the positive, present and personal tense. (180) If you write and rewrite your ten goals each day the clearer you will become about what you really want and the more convinced you will become that it is possible for you (182)

After you have written your three goals, write down at least three action items you could take immediately to achieve that goal, also in the present, positive, personal tense (185) Everything worthwhile in your life begins with a mental picture of some kind (190) You performance on the outside is always consistent with you self-image on the inside (191) If you don’t have a clear idea of what you want, you end up getting something else (200) Your superconscious mind is stimulated by clear, written, specific, goals, intensely desired, visualized regularly, and constantly worked toward (206) The most important single quality that you can develop, in a time of rapid change, is flexibility (215) People can fall in love with what they are doing, with their current methods and processes, and are unwilling to change, even in the face of overwhelming evidence (216) Be clear about your goal, but be flexible about the process of achieving it (225) On average, ,people use about 1 % or 2% of their brain capacity (228) In their attempts to be liked and accepted by their peers, they allow their creativity to die down, like a fire without fuel (229) One of the most important success factors discovered over and over again is the quality of “Action Orientation.” (244) Your success in life will be in direct proportion to what you do after you do what you are expected to do (249) The future belongs to the risk-takers, not the security-takers (261) The single most important quality for success is self-discipline (262) Perhaps the most important demonstration of self-discipline is your level of persistence when the going gets tough (263) “Happiness is the progressive realization of a worthy ideal or goal” -Earl Nightingale “The elevator to success is out of service, but the stairs are always open” -Zig Ziglar “You move from a wandering generality to becoming a meaningful specific” -Zig Ziglar “My success is due more to my ability to work continuously on one thing without stopping than to any other single quality” -Thomas Edison “The things that matter most must never be at the mercy of the things that matter least.” -Goethe

“GETTING THINGS DONE” David Allen Notes by Dave Kraft It is possible to be effectively doing while you are delightfully being, in your ordinary workaday world. Teaching you how to be maximally efficient and relaxed, whenever you need or want to be, was my main purpose in writing this book (xi) Executives at the top are looking to instill “ruthless execution” in themselves and their people as a basic standard. We need to learn how to focus on outcomes, or what actions to take to make them happen (xiii) Most people will have some major work habits that must be modified. The methods I present in this book are all based on two key objectives: Capturing all the things that need to be done and disciplining yourself to make front-end decisions about all of the “inputs” you let into your life (3,4) Most of the stress people experience comes from inappropriately managed commitments they make or accept (12) If it’s on your mind, your mind isn’t clear (13) Something can be on your mind when you haven’t clarified exactly what the intended outcome is, or you haven’t decided what the very next physical action step is, or you haven’t put reminders of the outcome and the action required in a system you trust (15) It’s a waste of time and energy to keep thinking about something that you make no progress on (16) we are all inundated with “stuff” which is anything you have allowed into your psychological or physical world that doesn’t belong where it is, but for which you haven’t yet determined the desired outcome and the next action step (17) You need to get into the habit of keeping nothing on your mind, but in a system for tracking. The key to managing “your stuff” is managing your actions (18)

The real issue for most of us is lack of clarity and definition about what a project really is, and what the associated next-action steps required are. Another key issue to how to make appropriate choices about what to do at any point in time; how we manage our actions (19) Some people have good systems, but don’t review them consistently enough to keep them functional (24) If things that need to get done are not being managed in a trusted

external system you’ve created, then those things are resident somewhere in your psyche.(27) In time you will notice that your best ideas about work will not come to you at work. The ability to leverage that thinking with good collection devises-paper or digitally- that are always at hand is the key to increased productivity (30) With everything that comes your way that needs doing you will want to Do it, delegate it or defer it to another day (35) I define a project as any desired result that requires more than one action step (37) You don’t actually do a project; you can only do action steps related to it (38) So where do all your action reminders go? On “next actions” listswhich, along with your calendar, are at the heart of daily action management organization (41) Everything that might potentially require action must be reviewed on a frequent enough basis to keep you mind from taking back the job of remembering and reminding; a “Weekly review” (46) A weekly review is the time to: 1. Gather and process all your stuff 2. Review your system 3. Update your lists 4. Get clean, clear, current and complete (47) Something automatic and extraordinary happens in your mind when you create and focus on a clear picture of what you want (68) One of the most powerful skills in the world of knowledge work, and one of the most important to hone and develop, is creating clear outcomes (69) You’ve got to be able to create a list on the run and review it easily and as regularly as you need to (96) It’s important that you record the date on everything you hand off to others (135) Lists are just a way for you to keep track of the total inventory of active things to which you have made a commitment, and to have that inventory available for review (141) You need to trust your calendar as sacred territory, reflecting the exact hard edges of your day’s commitments. If you have 50 or 100 next actions pending, keeping all of them on one big list would make it too difficult to see what you needed to see. (143)

When a key person is sitting in front of you in your office, you’d be wise to have all the things you need to talk about with him on her at hand (144) The function of an organization system is primarily to supply the reminders you need to see when you need to see them (154) In order to hang out with friends, or take a long, aimless walk and truly have nothing on your mind, you’ve got to know where all your actionable items are located, what they are, and that they will wait. And you need to be able to do that in seconds, not days (155) The key is that you must consistently look for any action steps inherent in your project notes, and review the notes themselves as often as you think is necessary, given the nature of the project (162) The problem most people have psychologically with all their stuff is that it’s still stuff—that is, they haven’t decided what’s actionable and what’s not (164) Your brain must engage on some consistent basis with all your commitments and activities. Reviewing your system on a regular basis and keeping it current and functional are prerequisites for good control (181)

If your calendar is trustworthy and your action lists are current, they may be the only things in the system you’ll need to refer to more than every couple of days (183) If you system is out of date, your brain will be forced to fully engage again at the lower level of remembering. The magic key to the sustainability of the process is the Weekly Review, which mandates doing whatever you need to do to get your head empty again (185) Getting things done, and feeling good about it, means being willing to recognize, acknowledge, and appropriately manage all the things that have your consciousness engaged. Mastering the art of stress-free productivity requires it (202) Everything needed to be done must be captured, objectified, and reviewed regularly in full conscious awareness so that you can put it where it belongs in your self-management system (232)

I suggest that you use your mind to think about things, rather than think of them (233) I need to trust that any request or relevant information I put on a voice-mail, in an e-mail, in a conversation, or in a written note will get into the other person’s system and that it will be processed and organized, soon, and available for his or her review as an option for action (234)

You should be able to hold people accountable for outcomes, and for tracking and managing everything that comes their way (235) I envision organizations adopting a standard that anything that lands in anyone’s “ten acres” will be evaluated for action required, and the resulting decisions managed appropriately. Groups and individuals need to install a “What’s the next action” culture (236) What’s truly impolite is allowing people to walk away from discussions unclear (246) When every project and open loop in an organization is being monitored, it’s a whole new ball game (247) Employing next-action decision-making results in clarity, productivity, accountability, and empowerment (251) Your life and work are made up of outcomes and actions. When your operational behavior is grooved to organized everything that comes your way, at all levels, based upon those dynamics, a deep alignment occurs, and wondrous things emerge. You become high productive. You make things up, and you make them happen (252) To consistently stay on course, you’ll have to do some things that may not be habits yet; keep everything out of your head; decide actions and outcomes when things first emerge on your radar, instead of later, and regularly review and update the complete inventory of open loops of your life and work (258)

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Blasting or Blessing People In leading people, you can operate from one of two philosophies: 1.

People really do want to work and do a good job.

2. People are basically lazy, really don’t want to work, are praying for a lottery win and will do as little as possible to earn a paycheck and keep people off their back The command-and-control or top-down leadership style is reflective of the second philosophy. Using the old carrot-and-stick approach…you either have to punish or reward people to get them to do their work and do it well. Everything I have read, studied and experienced in the leadership of others confirms the first philosophy is the one to go with. The problem in most cases when philosophy #1 is not working is not the people, but the leadership and work environment that combine to mitigate against good work habits and good team morale. As a leader, I will be the first to admit that it is easier, and more tempting, to catch people doing something wrong rather than catching them doing something right…to blast them rather than bless them. The modern “progress review,” or it's equivalent, is set up to catch people doing something wrong and then telling them what they need to change to do it right. It is operating from a negative rather than positive starting point. A few years ago, I read 1 Peter 3:9 in my daily devotional time with the Lord: “ Do not repay evil for evil or reviling for reviling, but, on the contrary, bless, for to this you were called that you may obtain a blessing.” ESV “ That goes for all of you, no exceptions. No retaliation. No sharp-tongued sarcasm. Instead bless--that’s your job, to bless. You’ll be a blessing and also get a blessing.” The Message (The bolding is mine!) It was verse 9 in The Message that hit home with me. “…Instead bless—that’s your job, to bless…” I asked myself what it would look like to do God’s job…for me to bless people instead of blasting them (as I did by criticizing, judging, faultfinding, nit-picking and trying to catch them doing something wrong)?

Memorizing this verse, praying over it and asking Jesus to help me be a blesser and not a blaster has made a huge difference in the way I do most things. It is impacting the way I talk on the phone, talk in person, treat my wife, kids and grandkids. It slips into most emails I write as I look for a chance to encourage, say something positive, bless people through my spoken and written words. It is unarguably true that a pat on the back goes much further than a kick in the pants. Be honest with yourself. Ask your family, your co-workers. Do you operate as a blaster or blesser in your relationships at home, church and work? Is some confession and repentance in order?

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Part II

Learning how to Lead Others

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Intentionally Influencing Your Team I agree with the statement that leadership is influence. But if you carry this too far, everybody is a leader because everybody influences people simply by being alive. I don’t believe everybody is a leader any more than I believe everybody is an administrator, teacher or counselor. Leadership is a gift and some are gifted to lead and some are gifted to serve in other ways in order for the body of Christ to grow and mature. Romans 12:6-8 and Ephesians 4:11-13 speak to this. I do believe that someone with the gift of leadership can’t help but influence others. They are intentionally, proactively and passionately trying to influence others to something better, for the over-all good of the mission, the growth of the local body of Christ and the advancement of the Gospel. A leader who truly “gets it” will have the greatest influence with the team that is on mission with him/her and that means paying attention to these team members and investing quality time in them. Treat the people on your team with dignity and respect. Lead them with a baton--not a baseball bat. A pat on the back generally goes much further than a kick in the pants. Motivate, don’t manipulate, your team. Don’t berate them and belittle them in front of each other. Give team members freedom and liberty to experiment, and even fail, as they try new and different approaches and methods. Let them dream and spread their wings and fly a bit. The entire team will be richer for it. Don’t demand perfection, but expect progress. Reward your team verbally and publically. I am amazed how few supervisors take the time to publically acknowledge excellent work by people on their team. Lack of encouragement, affirmation and reward can be a bigger problem than lack of skill. Celebrate often as a team and recognize individual effort and accomplishment. I’ve never met anybody who felt they were encouraged too much! Be available to your team. I have come to the conclusion that the whole world is moving at warp speed and that we have let most relationships go by the wayside in order to get more done. Results have become more important than relationships! Building relationships with team members is the most important thing you can do. Schedule yourself in such a way so as to spend quality time with your key team members. Let them get to know you and you them. Be vulnerable and open with them.

I have recently been impressed with Matthew 5:16 in The Message, “Now that I’ve put you there on a hilltop, on a light stand—shine! Keep open house; be generous with your lives. By opening up to others, you’ll prompt people to open up with God, this generous Father in heaven.” (Underlining is mine.) Don’t hide in your office, behind your paperwork due to your “I’m so busy” mind set/attitude Be dependable and consistent with your team. In survey after survey, the thing that followers expect from their leaders is genuine consistency. Can they depend on your word, your promises and your character? Will you be the fair-minded and considerate boss today, tomorrow, next week, next month, or will your team think that they have a different boss every other day? Let biblical principles, not your emotions, determine how you lead. Be boringly consistent and predictable. This creates confidence in your leadership. Let team members know you are their biggest fan. Tell them often that you believe in them, trust them and want them to succeed. Remind them that you didn’t bring them on to see them fail and be removed. They that encouragement over and over, just as your spouse does, if you are married. Put these simple things into practice and watch your team grow and make a solid contribution to God’s purposes and for His glory. !

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! !

You Don’t Need a Title to be a Leader Here are four key characteristics of effective leaders, from Mark Sanborn’s “You Don’t Need a Title to Be a Leader” I have added some brief comments for each one based on my personal experience in leading others Effective leaders: 1.

“Believe they can positively shape their lives and careers” Christian Leaders should be proactive rather than reactive. Through the power of the Holy Spirit, they make things happen rather than watch things happen, or wait for things to happen. They are not waiting for the phone to ring, the email notice to appear or to hear a knock at the door to know what they should do. They are hearing from Jesus and moving out from there, sometimes saying no to squeaking wheels and the urgent but not important.

“Lead through relationships with people as opposed to control over people.” Today’s effective leadership is all about relationships, not command and control. Love, care and concern for people is what makes good leaders and it is what followers long for and desire from their leaders. Sad to say, many pastors and leaders continue to lead through control and position to get things done; and they might get it done, but there will not be high morale or joy in the place.

“Persuade others to contribute, rather than order them to.” Effective leaders learn how to cast vision and bring people along through persuasion, painting a picture of a win/win future for everyone and helping people see how their individual

contribution contributes to the greater whole. People want to know that their work matters and makes a positive difference. 4.

â&#x20AC;&#x153;Get others to follow them out of respect and commitment rather than fear and compliance.â&#x20AC;? The greatest thing a Christian leader has going for him is his/her life of integrity through their relationship with Jesus. People are more likely to follow a leader based on his character and trustworthiness, not his position. The worst kind of culture that can be created is fear-based instead of trust-based. People development works best through inspiration rather than through authority. A leader is able to rally people to a better future and does so through concern, compassion and care, not control, forcing compliance.

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“Making Ideas Happen” Scott Belsky Notes by Dave Kraft Far from being some stroke of creative genius, this capacity to make ideas happen can be developed by anyone. You just need to modify your organizational habits, engage a broader community, and develop your leadership capability. …success is dependent on developing and executing new ideas. In the modern world of information overload and constant connectivity, you must manage your energy wisely. The Action Method helps those of us with creative tendencies live and work with a bias toward action. With an understanding of this methodology, we will delve deeply into prioritization, managing your energy and attention, and fully executing your ideas. During my years in Pine Street, I realized that the creative world desperately needed cutting-edge information on productivity and leadership development. We never ask typical questions such as “What inspires you?” or “Where do your ideas come from?” On the contrary, we focus less on the creativity and more on how these people stay productive and consistently execute their ideas. While many of us spend too much energy searching for the next great idea, my research shows that we would be better served by developing the capacity to make ideas happen—a capacity that endures over time. The ideas that move industries forward are not the result of tremendous creative insight but rather of masterful stewardship. Yes, there is a method to the madness of turning an idea into a reality— it’s just not as romantic as you thought. It is a tragic truth that most new ideas, despite their quality and importance, will never see the light of day. Chad checked his e-mail “every week or so.” Production executives and Chad’s close friends said the same thing: Chad is tough to get in touch with and is extremely disorganized. He is unable to stay on top of his ideas, some of which have the potential to fit into various projects. Chad created a paper-based system that displayed the Action Steps for his most important projects in plain sight. He stopped living his life at the mercy of Post-it notes and trying to keep up with e-mail. Instead, he adopted a set of principles and even a few rituals that made him focus on the actionable aspects of his most important projects without abandoning his creative process. Making Ideas Happen = (The Idea + Organization and Execution + Forces of Community + Leadership Capability Organization and execution. The way you organize projects, prioritize, and manage your energy is arguably more important than the quality of the ideas you wish to pursue. …your productivity is really about how well you are able to make an impact in what matters most to you. …it is at the intersection of creative energy and organizational prowess where great ideas become actions and ultimately revolutionary achievements. My freedom will be so much the greater and more meaningful the more narrowly I limit my field of action… Organization is the guiding force of productivity: if you want to make an idea happen, you need to have the process for doing so.

The most important, and most often neglected, organizational element is structure. We tend to shun structure as a way of protecting the free-flowing nature of ideas. But without structure, our ideas fail to build upon one another. Structure helps us achieve a tangible outcome from our ideas. Organization is just as important as ideas when it comes to making an impact. Someone with average creativity but stellar organizational skills will make a greater impact than the disorganized creative geniuses among us. A surplus of ideas is as dangerous as a drought. Brainstorming should start with a question and the goal of capturing something specific… …ideas are made to happen only as the result of a well-managed work flow. For each idea, you must capture and highlight your “Action Steps.” Action Steps, References, and Backburner Items. Actions Steps are the specific, concrete tasks that inch you forward; References are any project-related handouts, sketches, notes, meeting minutes, manuals, Finally, there are Backburner Items—things that are not actionable now but may be someday. These Action Steps are always in plain view. They catch your eye every time you glance at the project folder. And, as you review all of your project folders every day, what you’re really doing is just glancing over all of the pending Action Steps. We call it the “Action Method” because it helps us live and work with a bias toward action. The Action Method starts by considering everything around you with a project lens and then breaking it down. Action Steps are the building blocks of accomplishment. …the key realization should be that everything in life is a project, and every project must be broken down into Action Steps, References, and Backburner Items. It’s that simple. Greenberg reserves time every day to process the day’s Action Steps and schedule. …a methodology is only effective when it is practiced consistently. Whatever medium you choose to use for capturing Action Steps, it should always be readily available. Every Action Step must be owned by a single person. However, even when the onus to complete an Action Step has been delegated to someone else, the Action Step must still be owned—and tracked—by the person ultimately responsible. “Ensure Action Steps.” “Ensure that Dave updated the article with the new title.” “Awaiting,” “Awaiting confirmation from Joe at Apple re: consultation, “Some of the most productive teams I have observed are comfortable making sure that others are capturing Action Steps. …some teams take a few minutes at the end of every meeting to go around the table and allow each person to recite the Action Steps that he or she captured. …the design of your productivity tools will affect how eager you are to use them. …most often, great ideas that are not yet actionable are quickly forgotten. The more energy you spend on scribbling down notes, the more liable you are to miss the opportunity to capture valuable Action Steps. Try to see each project as a collection of the three elements: Action Steps, Backburner Items, and References. Have you ever found yourself rereading e-mails repeatedly, trying to distill the action steps. Your Action Steps become hidden within the e-mails and then gradually buried by other e-mails. For this reason, Action Steps should have a space (or system) of their own. But observing the most productive people reveals that Action Steps are Action Steps, regardless of their context. Priorities may change, but managing everything actionable in one system is your best bet.

Regardless of your method for managing Action Steps, it is vital that you (and your project partners) never accept an Action Step unless it is clear and able to be executed. Reactionary work flow prevents you from being more proactive with your energy. Time spent processing is arguably the most valuable and productive time of your day. Given the unyielding flow of communications, you will want to capture and manage your Action Steps separately. Whatever method you choose, it is critical that your Action Steps stand out and can be managed separately from all of the other stuff. …all teams should discuss and debate how their energy is allocated. Energy is a finite resource that is seldom managed well. “Our value for clarity overcomes the risk and fear of speaking up when something doesn’t make sense.” Some people narrow their list of important items to just five specific things. To achieve long-term goals in the age of always-on technology and free-flowing communication, create windows of time dedicated to uninterrupted project focus. …the level of interruption increases in direct proportion to one’s level of availability. Although it is part of the creative’s essence to constantly generate new ideas, our addition to new ideas is also what often cuts our journeys short. Constant motion is the key to execution. You need to say “no” more than you say “yes,” and you need to build a team and culture that helps kill ideas when necessary. …some of the greatest ideas and solutions come up in meetings, we often fail to connect these ideas to a tangible set of next steps. The most productive teams plan meetings sparingly. …leaving a meeting without anything actionable signifies that the meeting was just an information exchange and should have taken place over e-mail. …meetings that lack both an objective and an actionable outcome should never happen. Godin believes that the source of obstacles to shipping is the “lizard brain.” “All chickens and lizards have is a lizard brain,” “It is hungry, it is scared, it is selfish, and it is horny. That’s its job, and that’s all it does. It turns out that we have one too.” But the primal tendencies of the lizard brain to keep us safe by avoiding danger and risk are still potent. “…every single time we get close to shipping, every single time the manuscript is ready to send to the publisher, the lizard brain speaks up. The lizard brain says, ‘They’re gonna laugh at me,’ ‘I’m gonna get in trouble…’ And so, what happens is we don’t do it. We sabotage it. We hold back. We have another meeting.” The lizard brain interferes with execution by amplifying our fears and conjuring up excuses to play it safe. Suddenly the responsibilities of our full-time jobs or our personal lives will support our lizard brain’s call for retreat. What creative people need, Godin believes, “is a quieter lizard brain.” A big part of execution is persistence. …to keep moving our ideas forward, we need to relentlessly follow up with others. Jesse Rothstein, an energetic and charismatic sales representative at Procter & Gamble… What Rothstein has is perseverance and a simple conviction that he adheres to with an almost religious fervor: he follows up like crazy. “I’m starting to believe that life is just about following up,” Rothstein’s brilliance lies with the fact that he always identifies the necessary actions for each project and then takes them (and enforces them) relentlessly. He always follows up until every action is done. While each person’s system is personalized, the mechanics of how productively creative people work are fairly consistent. Brilliant creative minds become more focused and actionable when the realm of possibilities is defined and, to some extent, restricted. Despite your natural tendency to thrive on untethered creativity, you must recognize and harness constraints.

While we must remain open to change, we must also ensure that changes are introduced at the right time and for the right reasons. Change can get us offtrack very easily. Feeling progress is an important part of execution. When you make incremental progress, celebrate it and feature it. Surround yourself with it. On a frigid day in February 2009, I visited John Maeda, the newly minted president of the Rhode Island School of Design (RISD), to find out how the leader of one of America’s premier design schools organized his efforts. Sworn in just months before in September 2008, Maeda was already making waves in the academic world, both for his nontraditional background and his bold management strategies. While most visitors to the IDEO campus are struck by the creative nature of the space, I was intrigued by the physical dominance of actionable items and sketches on the walls in each project room. One team member, Jocelyn Wyatt, noticed my intrigue and explained, “We thrive off of being surrounded by what needs to get done.” You live in a world of choices. At any moment in time, you must decide what to focus on and how to use your time. …organizing life into a series of projects, managing those projects with a bias toward action, and always moving the ball forward are critical for execution. Structuring time spent executing ideas is a best practice of admired creative leaders across industries. As you glimpse these well-known writers’ routines, you get a sense of the important role structure plays in creative pursuits. When we are conducting research or trying to focus on our Action Steps, we should sequester ourselves to smaller, more confined environments. But, when brainstorming or beginning a creative project, we should try to work in a more open space. Develop an awareness of your tendencies in varying conditions, and use this knowledge to better manage your energy as you make progress on projects. Insecurity Work is a trap that plagues many creative leaders. Your constant need for assurance becomes a shackle on your productivity. Frank is a Dreamer—a member of one of the three broad categories of creatives we’ve consistently found in our research: the Dreamers, the Doers, and the polymaths who we call the Incrementalists. Some of the most successful Dreamers we have met attribute their success to a partnership with a Doer. An idea can only become a reality once it is broken down into organized, actionable elements. The Incrementalists—those with the ability to play the role of both Dreamer and Doer. Understanding the tendencies of Doers, Dreamers, and Incrementalists is the first step to establishing lasting partnerships and collaborations. Doers and Dreamers fit well together. They are seldom threatened by each other because of their very different strengths. Roger Bennett. Bennett has founded a variety of culturally potent works with the sole purpose of strengthening a sense of Jewish identity in young people. For every project, Bennett finds himself a partner. Partnerships are so important to him that he doesn’t pursue an idea until he identifies the right partner. Bennett knows his weaknesses and strengths and is always on the lookout for others with similar interests but different skill sets. Over the years, I have observed perpetual Dreamers who only “made it” once they hired a real Doer…Wired magazine’s editor in chief, Christ Anderson,… “I don’t believe you can do anything by yourself,” Anderson explains. “Any project that’s run by a single person is basically destined to fail. If one of my projects can’t attract a team, I pretty much figure that there’s something wrong with it.”

The ideas of requesting a few feedback points for each participant under the headings START, STOP, and CONTINUE. Regardless of where you are in your career—and what stage your ideas are in—you should not only accept feedback, you should seek it out. Managers, coworkers, and clients have a responsibility to share feedback, and you should encourage them to do so. “Diversity of opinions and circumstances increases the likelihood of ‘happy accidents.’…” Diversity of expertise sparks new ways of looking at old problems. Brier wholeheartedly believes that people can visit you—and come to respect you—only if you put yourself out there in an authentic way. People choose to follow you and your work because they respect you or something you have done. There is no question that the creative mind has narcissistic tendencies. While helpful in developing ideas that challenge the status quo, these tendencies also limit our ability to connect with others. Leaders of any creative endeavor should focus first on the things that only they can do—things that simply couldn’t be delegated to others. As the founder or originator of a creative pursuit, you may find yourself acting and thinking as the sole owner despite the presence of your team. But if you fail to share ownership, you’ll also fail to get those around you to care. You need to engage your team as owners by sharing credit, sharing responsibility, and sharing financial rewards. There is a great void of leadership in the creative world. Creative projects run amok and teams break down all the time as a result of misaligned incentives, poor team chemistry, and inconsistent management. As we seek to effectively lead others, we must become more effective leaders of ourselves. How we spend our energy is greatly influenced by the short-term reward systems that permeate our lives. To push our ideas to fruition—time and time again—we must find ways to overpower our basic tendencies and nearsighted motivations. You can become aware of what really motivates you and then tweak your incentives to sustain your long-term pursuits. As your push ideas forward, you should make use of alternative rewards that keep you—and your team— engaged with your long-term pursuits. As you cultivate a productive work environment, you must strike a balance between flexibility and expectations, idea generation and execution, and help disagreements and consensus. As you build a high-performing creative team, you will want to look beyond technical skills and develop a chemistry that will transform ideas into remarkable accomplishments. Rather than focusing exclusively on an individual’s experience, truly effective managers instead measure a prospective employee’s ability to take initiative. As we now know, simply being interested in new ideas is not sufficient. Those who consistently take initiative possess tenacity and a healthy degree of impatience with idleness. …Jon Ellenthal, the president of Walker Digital, the unique R&D intellectual property firm behind such innovations as Priceline.com and a number of other successful patented inventions. Ellenthal and his team pride themselves on hiring Initiators rather than superstars. “I always try to hire people with a high level of intrinsic motivation,” Ellenthal explains. “I don’t want to spend my time trying to get people to do something. Ideas never get made unless everyone makes it their business to do so.” I would trade experience for initiative and the raw desire to do stuff in a heartbeat.” When you stumble across an Initiator—someone who has passion, generates ideas, and tends to take action—recognize your good fortune. Nothing will assist your ideas more than a team of people who possess real initiative. Just as you should build a team of Initiators, you should also foster a chemistry of complementary expertise. As leaders, we must create rules and norms for the sake of efficiency rather than as a result of mistrust.

We should measure tangible outputs like actions taken and quality of outcomes. Best Buy, IBM, Sun Microsystems, and other major firms have implemented programs like ROWE (Results Only Work Environment), which measures performance based on output rather than sit-put. This means that bosses stop watching employee calendars and paying attention to when people arrive and leave the office. …people thrive when their judgment and autonomy are respected. ROWE and other attempts at hands-off management fail miserably when objectives and goals are not mutually agreed upon and tightly managed. When leaders lack confidence in their team’s preparedness and commitment, they compensate through increased control. Admired leaders of creative projects are able to provide flexibility for their teams by keeping a close eye on the team’s chemistry and ensuring that the priorities are clear to everyone. While our natural tendency may be to not hire, engaged with, or empower those with an inclination to poke holes in our ideas, these people are in fact essential to a productive creative environment. The great challenge is to balance idea generation and relentless focus. Finding the right balance requires allocating time for open idea exchange along with a healthy level of intolerance of idea generation during execution. Despite the frustration that friction causes, it will serve you in the long run if you are able to manage it. If good chemistry has been cultivated, teams can use disagreement to foster valuable insights that would otherwise be inaccessible. A leader’s role is to keep people engaged in the debate and ruthlessly attack apathy. Your team is more likely to conceive breakthroughs if its chemistry is strong enough to capitalize on conflict. …consensus-driven teams run the risk of settling on what offends no one and satisfies no one. In many creative teams, especially in the creative agency world, I observed an “input by many, decisions by few” strategy. Anderson gauges the worth of an idea on whether or not anyone else is enthusiastic about owning it. Getting people excited about your idea, however, is just the first phase of sharing ownership. The second and much more challenging part is empowering team members to push the idea forward rather than micromanaging them every step of the way. The best creative leaders are able to recognize that the cost of variation from their original vision is often outweighed by the benefits of shared ownership and the scalability that it provides. You want your collaborators to stay up at night thinking about how to execute the ideas at hand—in their own way. …Peter Rojas. Originally the editorial director of the technology blog Gizmodo, Rojas went on to cofound the hugely popular tech/gadget site Engadget and become the chief strategy officer for Weblogs, Inc. In 2007, Rojas cofounded RCRD LBL, a forward-thinking online record label and blog, which became profitable after just fourteen months. Engadget would have never functioned properly if I was that hands-on…My approach is to hire people that I trust and let them do their thing. And if I don’t trust them, I’ll get someone else.” As long as the desired outcome is achieved, controlling how it is achieved shouldn’t be that important to you. Instead of overshadowing their ideas with your own brilliant insights, silence yourself and welcome fresh, though sometimes naïve, insights. Challenge yourself to ask questions before making statements. “Leadership,” Steffen would often say, “is most effective through the art of storytelling.” Some of the greatest barriers we face along the path to pushing our ideas to fruition lie within us. As you lead others in creative pursuits, you are your greatest liability. Self-leadership is about awareness, tolerance, and not letting your own natural tendencies limit your potential.

Self-awareness is a critical skill in leadership, but it is deeply personal. It is not about our actions but about the emotions that trigger our actions. “Society teaches us to suppress emotions,” Lee explains. “But, to effectively lead, you must understand and hone them.” We must use time to our advantage and temper our tendency to act too quickly. The best leaders have a high tolerance for ambiguity. They don’t go nuts over the unknown, and they don’t lose patience when dealing with disappointments. As British author A. A. Milne once said, “Good judgment comes from experience, and experience—well, that comes from poor judgment.” I have come to call this propensity “visionary’s narcissism”—it is a leader’s default thinking that he or she is the exception to the rule. Not only can we get carried away with the uniqueness of a particular problem or opportunity, we crave firsts and love to do things differently. Don’t get so caught up in the novelty of what you are doing that you lose touch with what’s been done before. All conventional wisdom and “best practices” should be taken with a grain of salt and built upon as we aspire to “better practices.” What matters most is your ability to keep moving and pushing your ideas forward, yard by yard. Deviants are maverick-like, willing to be unpopular, misunderstood, and even shunned during creative pursuits. The vision of extraordinary achievements is, by definition, a few steps beyond consensus and conventional logic. Society celebrates the outcome of what society shuns. Creative achievement is simply the logical outcome of doing something different and seeing it through to completion. Nothing extraordinary is ever achieved through ordinary means. You must stay focused on the intrinsic rewards of your work and stay motivated by the means rather than the ends. Regardless of industry, every creator who has successfully made an idea happen has fought and survived a very long war.

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“The Five Dysfunctions of a Team” Patrick Lencioni Notes by Dave Kraft A friend of mine…best expressed the power of teamwork when he once told me, “If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.” (vii) Backstabbing among the executives had become an art. There was no sense of unity or camaraderie on the team, which translated into a muted level of commitment. Everything seemed to take too long to get done, and even then it never felt right. (8) Though open hostility was never really apparent and no one ever seemed to argue, an underlying tension was undeniable. As a result, decisions never seemed to get made; discussions were slow and uninteresting, with few real exchanges; and everyone seemed to be desperately waiting for each meeting to end. (19) Kathryn decided that this would be her first moment of truth as a CEO, and moments of truth, she knew, are best handled face-to-face. (30) Kathryn took a breath and smiled to conceal her frustrations. “First of all, I only have one priority at this point: we need to get our act together as a team or we’re not going to be selling anything.” (31) You’ll notice immediately that none of this is rocket science. In fact, it will seem remarkably simple on paper. The trick is putting it into practice.” (43) “Great teams do not hold back with one another,” she said. “They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal.” (44) “I see a trust problem here in the lack of debate that exists during staff meetings and other interactions among this team.” (45) (Kathryn) “Theoretically, if everyone is completely on the same page and working in lockstep toward the same goals with no sense of confusion, then I suppose a lack of debate might be a good sign.” (46) Kathryn sensed that the others might not agree with Mikey, but she wondered if anyone dared challenge her. She was about to do so herself, when Jeff offered tentatively, “I’m not sure I’m with you on that one, Mikey. I don’t think we lack the time to argue. I think we’re just not comfortable challenging each other…” Kathryn joined the livening conversation. “So you don’t agree on most things, and yet you don’t seem willing to admit that you have concerns.”… (47) “…when we think that we’re wasting the group’s time by dealing with issues that should be dealt with outside the meeting, then everyone here should feel free to speak up.” (50) As happy as Kathryn was by the interaction that was taking place among the rest of the team, she couldn’t overlook the fact that Mike’s behavior was speaking volumes about her inability to trust her teammates. (58) Kathryn decided to address their concerns before they started talking among themselves. “I know that you’re all probably starting to wonder, ‘Didn’t we do this yesterday?’ And I realize it’s repetitive. But this stuff won’t stick unless we understand how to apply it completely.” (62) She then asked everyone to spend five minutes deciding what they believed were their single biggest strength and weakness in terms of their contribution to DecisionTech’s success or failure. “I think my biggest strength, at least the strength that will have the biggest impact on our success, is my ability to see through fluffy, superfluous information and cut to the point that matters. I have a way of eliminating unnecessary details and getting to the heart of an issue, and that should save us a lot of time.” (64) Kathryn would later kick herself for not calling Mikey on her remark, which at the time Kathryn attributed to her astonishingly low emotional intelligence. (70) “We are going to the top of the chart now to talk about the ultimate dysfunction: the tendency of team members to seek

out individual recognition and attention at the expense of results. And I’m referring to collective results—the goals of the entire team.” (71) Nick asked, “Is this about ego?” “Well, I suppose that’s part of it,” agreed Kathryn. “But I’m not saying that there’s no place for ego on a team. The key is to make the collective ego greater than the individual ones.” (72) “And as harsh as that may sound, Ken always says that his job is to create the best team possible, not to shepherd the careers of individual athletes. And that’s how I look at my job.” (74) “…Our job is to make the results that we need to achieve so clear to everyone in this room that no one would even consider doing something purely to enhance his or her individual status or ego.” (77) “The key, of course, is to define our goals, our results, in a way that is simple enough to grasp easily, and specific enough to be actionable.” (78) “Anyway, when I talk about focusing on results instead of individual recognition, I’m talking about everyone adopting a set of common goals and measurements, and then actually using them to make collective decisions on a daily basis.” (82) Carlos agreed with her. “Yeah, it does seem like we don’t really have the same goals in mind when we’re at staff meetings. It almost feels like we’re all lobbying for more resources for our departments, or trying to avoid getting involved in anything outside our own areas.” Kathryn: “The politics around here are astounding, and they’re a result of everyone being far too ambiguous about what we’re all trying to accomplish, and that makes it easy to focus on individual success.” (85) If we don’t trust one another, then we aren’t going to engage in open, constructive, ideological conflict. And we’ll just continue to preserve a sense of artificial harmony.” (91) Kathryn explained, “It’s as simple as this. When people don’t unload their opinions and feel like they’ve been listened to, they won’t really get on board.” (94) “The point here is that most reasonable people don’t have to get their way in a discussion. They just need to be heard, and to know that their input was considered and responded to.” (95) “People aren’t going to hold each other accountable if they haven’t clearly bought in to the same plan. Otherwise, it seems pointless because they’re just going to say, ‘I never agreed to that anyway.’” (99) “Kathryn paused for effect before delivering her next line. “Let me assure you that from now on, every staff meeting we have will be loaded with conflict. And they won’t be boring. And if there is nothing worth debating, then we won’t have a meeting.” (103) “During the next two weeks I am going to be pretty intolerant of behavior that demonstrates an absence of trust, or a focus on individual ego. I will be encouraging conflict, driving for clear commitments, and expecting all of you to hold each other accountable.” (113) Kathryn stepped out of her facilitating role and added to Jan’s perspective. “And there is no way that you could figure that out on your own. I don’t think anyone here is smart enough, and has the breadth and depth of knowledge, to know the right answer without hearing from everyone else and benefiting from their perspective.” (142) “But I can assure you that we’re going to find the right person. That means everyone here will be interviewing candidates and pushing to find someone who can demonstrate trust, engage in conflict, commit to group decisions, hold their peers accountable, and focus on the results of the team, not their own ego.” (169) Jan added. “And we’re doing better with conflict, although I can’t say I’m used to it yet.” Kathryn assured here, “I don’t think anyone ever gets completely used to conflict. If it’s not a little uncomfortable, then it’s not real. The key is to keep doing it anyway.” (175) With more than 250 employees, Kathryn decided it was time to trim down the number of executives who reported directly to her. She believed that the larger the company, the smaller the team should be at the top. (182)

1. The first dysfunction is an absence of trust among team members. 2. This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. 3. A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. 4. Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. 5. Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team. (189) It requires team members to make themselves vulnerable to one another, and be confident that their respective vulnerabilities will not be used against them. Achieving vulnerability-based trust is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. (196) Members of teams with an absence of trust… • Conceal their weaknesses and mistakes from one another • Hesitate to ask for help or provide constructive feedback • Hesitate to offer help outside their own areas of responsibility • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them • Fail to recognize and tap into one another’s skills and experiences • Waste time and energy managing their behaviors for effect • Hold grudges • Dread meetings and find reasons to avoid spending time together (197) Members of trusting teams… • Admit weaknesses and mistakes • Ask for help • Accept questions and input about their areas of responsibility • Give one another the benefit of the doubt before arriving at a negative conclusion • Take risks in offering feedback and assistance • Appreciate and tap into one another’s skills and experiences • Focus time and energy on important issues, not politics • Offer and accept apologies without hesitation • Look forward to meetings and other opportunities to work as a group (197) The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first. (201) When team members do not openly debate and disagree about important ideas, they often turn to back-channel personal attacks, which are far nastier and more harmful than any heated argument over issues. (203) Teams that fear conflict… • Have boring meetings • Create environments where back-channel politics and personal attacks thrive • Ignore controversial topics that are critical to team success • Fail to tap into all the opinions and perspectives of team members

•

Waste time and energy with posturing and interpersonal risk management (204)

Teams that engage in conflict… • Have lively, interesting meetings • Extract and exploit the ideas of all team members • Solve real problems quickly • Minimize politics • Put critical topics on the table for discussion (204) In the process of mining for conflict, team members need to coach one another not to retreat from healthy debate. (205) One of the most difficult challenges that a leader faces in promoting healthy conflict is the desire to protect members from harm. This leads to premature interruption of disagreements, and prevents team members from developing coping skills for dealing with conflict themselves. Finally, as trite as it may sound, a leader’s ability to personally model appropriate conflict behavior is essential. By avoiding conflict when it is necessary and productive—something many executives do—a team leader will encourage this dysfunction to thrive. (206)

Consensus. Great teams understand the danger of seeking consensus, and find ways to achieve buyin even when complete agreement is impossible. They understand that reasonable human beings do not need to get their way in order to support a decision, but only need to know that their opinions have been heard and considered. Great teams ensure that everyone’s ideas are genuinely considered… (207) A team that fails to commit… • Creates ambiguity among the team about direction and priorities • Watches windows of opportunity close due to excessive analysis and unnecessary delay • Breeds lack of confidence and fear of failure • Revisits discussions and decisions again and again • Encourages second-guessing among team members (209) A team that commits… • Creates clarify around direction and priorities • Aligns the entire team around common objectives • Develops an ability to learn from mistakes • Takes advantage of opportunities before competitors do • Moves forward without hesitation • Changes direction without hesitation or guilt (209) And the leader must be constantly pushing the group for closure around issues, as well as adherence to schedules that the team has set. What the leader cannot do is place too high a premium on certainty or consensus. In order for teammates to call each other on their behaviors and actions, they must have a clear sense of what is expected. (212) Members of great teams improve their relationships by holding one another accountable, thus demonstrating that they respect each other and have high expectations for one another’s performance. As politically incorrect as it sounds, the most effective and efficient means of maintaining high standards of performance on a team is peer pressure. (213)

A team that avoids accountability… • Creates resentment among team members who have different standards of performance • Encourages mediocrity • Misses deadlines and key deliverables • Places an undue burden on the team leader as the sole source of discipline (214) A team that holds one another accountable… • Ensures that poor performers feel pressure to improve • Identifies potential problems quickly by questioning one another’s approaches without hesitation • Establishes respect among team members who are held to the same high standards • Avoids excessive bureaucracy around performance management and corrective action (214) The enemy of accountability is ambiguity, and even when a team has initially committed to a plan or a set of behavioral standards, it is important to keep those agreements in the open so that no one can easily ignore them. (214) Team members should regularly communicate with one another, either verbally or in written form, about how they feel their teammates are doing against stated objectives and standards. (215) A team that is not focused on results… • Stagnates/fails to grow • Rarely defeats competitors • Loses achievement-oriented employees • Encourages team members to focus on their own careers and individual goals • Is easily distracted (218) A team that focuses on collective results… • Retains achievement-oriented employees • Minimizes individualistic behavior • Enjoys success and suffers failure acutely • Benefits from individuals who subjugate their own goals/interests for the good of the team • Avoids distractions (218)

“What the Best CEOs Know” Jeffrey A. Krames Notes by Dave Kraft

For example, one of the hallmarks of exceptional CEOs is their willingness to implement within their own organizations the very best ideas out there, regardless of where those ideas originated. (12) Herb Kelleher, Southwest Airlines…told his people not to worry about profits. Instead, he said incessantly, worry about service, and everything else will fall into place. (31) Six characteristics and/or traits describe and connect the seven CEOs in this book: 1. The best CEOs start with a view of the marketplace and instill an “outside-in” perspective into the company. (32) 2. Many exceptional CEOs have an “evangelical leadership gene.” Management theorist Peter Drucker feels that effective leadership has little to do with charisma. Drucker wrote, “Effective leadership doesn’t depend on charisma. Dwight Eisenhower, George Marshall and Harry Truman were singularly effective leaders, yet none possessed more charisma than a dead mackerel.” (35) This evangelical trait has little to do with personal magnetism and everything to do with devotion or commitment to a cause or idea. (36) In particular, Welch displayed great enthusiasm for GE’s growth initiatives. When describing why he would show such excitement over a companywide program like Six Sigma (the statistically based quality program he implemented in 1996), he replied, “One cannot be tentative” about things like this. One has to be on the “lunatic fringe,”… (38) Welch said that the best leaders are those who can articulate a vision and get others to execute it. In Welch’s Authentic Leadership Model, which was a precursor (39) to the four Es, he includes the following success traits: “a good communicator,” “a team builder,” “energizes others,” “has infectious enthusiasm,” and “has fun doing it.” 3. The most effective business leaders understand the critical role of culture, and how difficult it is to bring about meaningful cultural change. (40) 4. These CEOs create or adapt “Next-Generation” products, processes, or solutions. (43) His brother Bud once said that Sam (Walton) “never stopped trying to do something different.” (46) 5. These leaders implemented the best ideas, regardless of their origin. (48) Leaders like Walton and Welch couldn’t have cared less about whose idea it was. They cared about how quickly, and how effectively, that idea got embraced. (49) 6. Exceptional CEOs advance the leadership body of knowledge in some meaningful fashion. (49) When asked what was the difference that made Southwest a profitable airline for three straight decades, he would answer unhesitatingly: his people. (50) It is not knowledge, cautions Drucker, but actions that will ultimately determine a company’s success. (73)

Jack Welch, former CEO of General Electric: “Our behavior is driven by a fundamental core belief: the desire, and the ability, of an organization to continuously learn from any source, anywhere; and to rapidly convert this learning into action is its ultimate competitive advantage.” (79) Welch debunked many of the most common myths of management—for example, that the command-and-control model is the best way to run a large company. But his ultimate legacy is that he created a learning culture within a mammoth corporation… He felt that the organizations that would ultimately achieve a sustainable competitive advantage were those that continuously learned, and then translated that learning into action. “You need to believe that you are a learning institution,” he once commented, “and to constantly challenge everything you have.” (84) Nothing stifles innovation faster than punishing those who come up with ideas that do not work out. (87) Many of his (Welch) most important initiatives were aimed at removing roadblocks to productivity (“get the people off the people”) in an effort to reach his ultimate goal: a company devoid of bureaucracy and boundaries, in which ideas and intellect would rule. (88) The following steps…represent what Welch did…at GE over a 20-year period…: Set a definitive strategic direction, and make sure that the vision is articulated throughout the organization. (91) Make sure that there is a stated set of values to guide the company. Also make sure that there is a mechanism to communicate these values, and a culture in place that reinforces them. (92) Create a “Boundaryless Organization.” In a Work-Out session, typically lasting 3 days, workers made suggestions to the bosses on how to improve processes and other important work flow issues, and managers had to say “yes,” “no,” or “I’ll get back to you within this specific period of time.” “Every wall is a bad one,” proclaimed Welch, who set his sights on creating an organization characterized by its trust, openness and candor. Three characteristics of the boundaryless organization are speed, flexibility, and innovation. (94) In a learning organization, it is the responsibility of every employee to learn and to constantly monitor the environment for new ideas. Welch described GE as “a high spirited, endlessly curious enterprise,” one that was dedicated to finding the best people and “cultivating in them an insatiable appetite to learn, to stretch, and to find that better idea, that better way, every day.” (96) Establish processes and an infrastructure for converting learning into results. (97) Welch worked (99) for years to replace GE’s pervasive bureaucracy with trust, excitement, and informality. (100) Learning must remain a top priority, and the message must be delivered consistently. (101) He spent years establishing an organization that thrived on trust and candor, and valued ideas over rank. (102)

Lou Gerstner, former CEO, IBM: !Understand that genuine cultural change can take years. Exercise patience when attempting meaningful change. (This is a recurring theme with virtually every one of the companies featured in this book.) (118) !Do not expect managers and employees to readily accept a shift in strategy. Remember that Gerstner said that the move to services “set off an incredible bomb” within IBM. Any substantial strategic change is likely to be resisted by those who have spent years doing things the old way. (121) Andy Grove, cofounder and former CEO, Intel: His personal mantra, “only the paranoid survive,”… He once said, “Success breeds complacency. Complacency breeds failure.” (135) Intel had reached what Grove calls a “strategic inflection point”—a point at which a company comes face to face with a massive change, one that is powerful enough to threaten the life of the enterprise. (141) …the ability to recognize that the winds have shifted and to take appropriate action before you wreck your boat is crucial to the future of an enterprise. (143) Bill Gates, Chairman and chief software architect, Microsoft: Gates coined the phrase “digital nervous system”… (160) Those companies that are better able to incorporate all of their information into an integrated system, and make all that knowledge accessible to all employees, are the ones that will have the fastest reflexes, and will react most quickly to the lightning-paced changes in the market place. (161) Gates listened to employees who had their ears closer to the street than he did, and were hearing the new ideas that he was not hearing. (163) Gates credits the company’s use of electronic mail—and a supportive company culture—with fostering an environment in which ideas could trump hierarchy: (164) And he (Gates) doesn’t want just the good news—he wants bad news even faster (another Gates principle is, “Bad news must travel fast”). (165) More Lessons of the CEOs: 1. Make sure that every report—and every other vital document—generated by your company is available in a digital format. 2. Set up a meeting with your direct reports to reinforce your commitment to creating an efficient, fully functioning digital nervous system. 3. Establish a task force to develop your organization’s corporate memory. (171) Herb Kelleher, Founder and former Chairman, Southwest Airlines: To make sure that passengers are treated to a great experience. Southwest “hires attitudes,” says Kelleher. (179) Southwest looks for people who share its unique mix of enthusiasm, affinity for people, and off-center sense of humor. To do that, the company uses a personality test that ranks candidates—everyone from pilots to mechanics—on seven traits: cheerfulness, optimism, decision-making ability, team spirit, communication, self-confidence, and selfstarter skills… (180) The bigger you get, the harder you must continually fight back the bureaucracy and preserve the entrepreneurial spirit… (185)

…Kelleher, who strongly urges managers to “hire for attitude,” would have been impressed enough with Sally to hire her. He feels that resumes and experience are not as important as finding managers who fit the company’s unique culture. (192) Sam Walton: Former Wal-Mart CEO David Glass, who worked with Walton for many years, remembers him as someone who was driven “to improve something every day.” (201) When it came to learning, nothing was off-limits to Walton. “He genuinely believed that all of the best ideas came from the bottom up, not from the top down… (204) “I (Walton) have always been driven to buck the system, to innovate, to take things beyond where they’ve been…I have always been a maverick who enjoys shaking things up and creating a little anarchy. (206)

Appendix

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How to Spend Extended Time in Prayer The idea of spending an extended time in prayer - a half day or more—can seem so difficult that we never do it. But the guidelines listed here can help you approach such a time with the right preparation and the right attitude, and to gain richly from the experience. !Five reasons!! in How to Spend a Day in Prayer, by Lorne Sanny, give us these reasons for taking a break in our busy lives to spend a lengthy time alone with God.!! 1. For extended fellowship with God, beyond your morning devotions. It means just plain being with and thinking about God. God has called us into the fellowship of His Son, Jesus Christ (1 Corinthians 1:9). Like many personal relationships, this fellowship is nurtured by spending time together.!! 2. For renewed perspective. Like flying over the battlefield in a reconnaissance plane, a day of prayer gives opportunity to think of the world from God's point of view. !Especially when going through some difficulty, we need this perspective to sharpen our vision of the unseen, and to let the immediate, tangible things drop into proper place. Our spiritual defenses are strengthened while we "fix our eyes not on what is seen, but on what is unseen. For . . . what is unseen is eternal" (2 Corinthians 4:18).!! 3. For catching up on intercession. There are non-Christian friends and relatives to bring before the Lord, missionaries on various fields, our pastors, our neighbors, our government leaders—to name a few. !Influencing people and changing events through prayer is well-known among Christians but too little practiced. And as the times become more serious around us, we need to reconsider the value of personal prayer, both to accomplish and deter.!! 4. For prayerful consideration of our lives before the Lord—personal inventory and evaluation. You will especially want to take a day of prayer when facing important decisions, as well as on a periodic basis. On such a day, you can evaluate where you are in relation to your goals, and get direction from the Lord through His Word.!! 5. For adequate preparation. If God has given us plans and purposes in these times alone, we will be ready when opportunity comes to move right into it. We won't have to say, "I'm not prepared." The reason many Christians are dead to opportunities is not because they are not mentally alert, but they are simply unprepared in heart. Preparation is made when we get alone with God.!! Scheduling your time - D ! ivide the time into three parts: 1.

Wait on the Lord—to realize His presence, to be cleansed, and to worship Him.

Pray for others. Ask specific things for them. Use Paul's prayers in the New Testament to pray for them, and pray for them what you are praying for yourself.

Pray for yourself. Be totally honest with God, and yet not too introspective. (In many cases, a person will do better to pray for himself before praying for others.) As Lorne Sanny said, "You will end the day worse than you started if all you do is think of yourself and your own problems."

Making a worry list!! - While you need to heed Sanny's warning about spending the whole day absorbed in your own problems, you may find it helpful to follow the steps below in making a "worry list." This will help you pray more effectively for yourself. 1.

Give some thought to current conflicts, problems, concerns, or frustrations, and write them down and number them. List anything that is "bugging" you. No matter how small an item is, if it is of concern to you, list it.

Every worry you have in the world should be on that piece of paper—it is all there! When you are satisfied that this is so, go on to step three. (It is not uncommon for a person to have 20 or more items.)

Go through the list item by item. On each item determine whether you can do nothing about it because it is beyond your control, or whether you can do something to resolve it.

Whatever your conclusion, pray about each issue. But if you feel you can take action about it, write down what you plan to do. (You will probably find many other things to add to this "do list" throughout your time of prayer.)!!

What to take with you - T ! he essential items to have with you are a Bible, paper, and a pen or pencil. Other helpful items include: A clock or watch Prayer letters from missionaries and other Christian workers A favorite devotional book Your current prayer list Your quiet time journal A hymnal Scripture memory cards Notes from your last extended time in prayer Your family or personal budget A bag lunch and beverage A calendar How to stay awake and alert 1.

Get adequate rest the two nights before.

Change positions-sit a while, walk around, sit, walk, and so on.

Have variety in what you do. Read the Scriptures, then prayer, then write, and so on.

Pray aloud—in a whisper or soft voice if necessary.

Taking notes!! - Taking notes during your extended time in prayer will give you a record of the things the Lord is speaking to you about, and also help you keep your time organized.!! In addition, when we pray we often have something come to mind that we feel we should take action on, or that we have forgotten to do—perhaps totally unrelated to what we are praying about. By keeping paper ready to list these things so we can act on them later, we can avoid prolonged distraction.!! Toward the end of your time in prayer you will want to spend fifteen minutes or so writing down some conclusions. Summarize the major impressions of your time.!! Keep these notes in a notebook and review them weekly for a while. This will ensure that you follow through on the things God has impressed on you.!! Two questions!! - Again, we quote Lorne Sanny: !"The result of your day in prayer should be answers to the two questions Paul asked the Lord on the Damascus road (Acts 22:6-10). Paul's first question was, 'Who are you, Lord?' The Lord replied, 'I am Jesus.' You will be seeking to know Him, to find out who He is. The second question Paul asked was, “What shall I do, Lord?” The Lord answered him specifically. This should be answered or reconfirmed for you in that part of the day when you unhurriedly seek His will for you.!! Don't think you must end the day with some new discovery or extraordinary experience. Wait on God and expose yourself to His Word. Looking for a new experience or insight you can share with someone when you get back will get you off the track. True, you may gain some new insight, but often this can just take your attention from the real business. The test of such a day is not how exhilarated we are when the day is over but how it works into life tomorrow. If we have really exposed ourselves to the Word and come into contact with God, it will affect our daily life. "God bless you as you do this—and do it soon!"

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