leadership

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One of the Key Questions Smart Leaders Obsess Over

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Succession Planning- a key area that smart leaders are thinking about and planning for. One day your church will need a new pastor. One day your organization will need a new president. One day your charity will need a new executive director. Are you ready?

Whether you are a pastor, church staff, CEO or volunteer, you need to be thinking about the most important turning point your church or organization will have to face…who will lead when our current pastor/leader isn’t around anymore?

Many church leaders equate succession planning to retirement planning. However, smart church leaders realize that succession planning is much more than that.

I visited with my friend William Vanderbloemen who just wrote a book on the subject called Next: Pastoral Succession That Works, which is a church leader’s comprehensive guidebook to understanding what you can do now to prepare for the day your church faces a leadership transition.

Brad: Why is pastoral succession such an important issue for churches right now?

William: The big idea that drove writing this book was a single sentence I realized a few years ago: Every pastor is an interim pastor. Few pastors consider this truth, but unless they plan on leading their church after Jesus’ return, everyone in ministry will face the day when a successor takes over their church. But once you consider the inevitability of transition, and the chance a leader has to secure a legacy through a good succession, it quickly becomes the issue that smart leaders obsess over, no matter their age or stage of career.

Brad: I know many people equate succession planning with retirement planning. Is that really what succession planning is?

William: Not at all. Retirement is often only a final step in a series of pastoral successions. We found in our study that the average pastor will transition about three times in their career. Each of those transitions warrants a plan. Succession is when one senior leader intentionally transitions and hands over leadership to another. It is creating a plan for what will happen within the organization once you need a new leader, which every organization will face. Smart leaders realize that succession planning should start with pastors early in their tenure at their church. While retirement planning should be part of a healthy succession plan, a true succession plan encompasses a plan for any leadership transition reason, whether it is the pastor’s own decision, the board’s, or an unfortunate emergency situation.

Brad: What should young leaders, early on in their tenure, be thinking about now to start planning a successful succession?

William: When I was a young pastor, John Maxwell told me, “William, spend your younger years creating options for your later years.” I believe that more now than ever. The sooner you start laying out a succession plan, the more options you create for your future.

I’d particularly point young leaders to Chapter 2 of Next. It lays out “The Ten Commandments of Succession Planning,” which is a checklist of steps that young leaders need to be doing now to prepare themselves and their church for a successful leadership transition.

One of those steps is setting a healthy pace for the long run by establishing regular sabbaticals and being part of an accountability group. Too many successions happen on the heels of a moral or financial failure because the pastors were tired and didn’t have anyone to talk to about their personal fatigue.

Another step is that church leaders need to prepare an emergency envelope for what would happen if an emergency happened and the pastor couldn’t fill the pulpit on Sunday.

Check out chapter 2 of the book for all ten steps of what you should be doing now to prepare your succession plan.

Brad: Tell me more about the hundreds of interviews you and your co-author Warren Bird from Leadership Network did for research on the book. What was the most surprising trend you found?

William: Great question, Brad. It’s one that I’m asked quite a bit. There are a whole lot of surprises that we found, but two trends come to mind. First, I never realized how much of a good succession rises and falls on the outgoing pastor’s spouse. There are a number of great stories in the book that highlight this. Smart churches will pay attention to that dynamic and find ways to address it as they face transitions.

Secondly, I was shocked to see the average ages of the pastors of the largest churches in the country. There are some great infographics and tables in the book with that sort of information. Seeing it laid out in one spot convinced me that succession planning is a looming crisis for the church.

Thanks, William! This is a topic that every leader needs to start thinking, talking, even obsessing about. Thank you for sharing your wisdom with us.

Order Next: Pastoral Succession That Works now at NextPastor.com for you, your church staff, and your church board.

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8 Important Roles for your Board of Directors

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Many of us deal with a board of directors, especially in the non-profit arena. I serve on a couple of boards for ministries I am involved with. Being on a board can be a great experience, both for the board member and for the executive director/president. It can also be incredibly frustrating and taxing, especially to the leader in charge of the organization. So thought I would provide a few points here on the role of a board member, and the overall role and responsibility of a Board of Directors, specifically as it relates to non-profit charities or ministries:

1. Give, get, or get off- give money, go get some money, or get off the bus. You have to help the organization thrive financially.

2. One employee, one customer- sole focus of the board is the role and responsibility of the executive director/president of the organization. Don't mess with the rest of the team. It's not the role of  the board.

3. Health and stability- take care of your executive director and make sure they are healthy and stable. Their sense of well being is your responsibility.

4. Be a friend, and advocate- while the board should only focus on the role of the executive director/president, that doesn't mean you can't be friends with the rest of the staff. Friendship is important, and so is advocacy. Be a cheerleader, and a fan of the team.

5. Carry the vision-  own the vision of the organization. It can't just be owned by the visionary or founder.

6. Stay in your strengths- make sure the board members are operating in their areas of strength. In their areas of interest and focus. Not just serving on a committee just for the committee's sake.

7. Make connections- leverage your relationship network and folks you know for the good of the organization. Connect your friends, family and business associates.

8. Replace yourself- find other potential board members who can take your place. Succession and legacy are critical.

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Young Influencers List, August edition

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Here you go, the August edition of the Young Influencers List. You can see all the past month's lists here. 1. Andy Mineo- NYC based hip hop artist, songwriter, producer and performer; part of the Reach Records family.

2. Heather Stevens- co-leader of "The Church and It's 20 Somethings" project. And daughter of Tim Stevens...!!

3. Jerry Shen- co-founder of ELEO Conference, entrepreneur, creator of Fantasy Monster, and director of Engineering for Yahoo Fantasy Sports.

4. Thomas Lake- Atlanta based senior writer for Sports Illustrated.

5. Jeff Shaw- director of Out of Darkness, an anti human trafficking ministry, part of the Atlanta Dream Center.

6. Erika Kraus- founder of Haiti Transformed, and relief and development director at Antioch Community Church in Waco, TX, as well as Acts of Mercy International.

7. Brooklyn Lindsey- youth speaker, author, and youth/Saturday night campus pastor at Highland Park Church in Lakeland, FL

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Tips for 1st Time in a Meeting

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We've all been there. First time in a one on one meeting with your boss. First time in a brainstorming session. First time in a staff meeting. Whether your 1st meeting ever as a young intern, newly hired greenie, or seasoned pro who is new to the team, there are some keys to how you should approach the environment of a 1st time meeting. 1. Don't try to be the expert. Reality is, you're probably not. Make others in the room around you the expert.

2. Ask lots of questions. This is your entry point for any meeting, at any level. Good questions give you instant credibility. And many times are more strategic than the right answer.

3. Don't feel like you have to give any answers. While asking good questions, don't feel the need to provide answers in response.

4. Be curious and engaging. Look people in the eye. Engage with everyone around the table and in the room. Encourage others ideas.

5. Take a posture of learning. Take notes. Act like you're in class. Be the most interested.

6. Get coffee. Or drinks. Or snacks. This shows you are okay with serving everyone else. Whether young or old, you've never too old or young to wait on others.

7. Act like you don't belong, but work like you do. This is a good rule for any meeting, and your overall leadership in general.

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9 Ways Your Leadership Should be Social

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It's imperative that you are "social" in your leadership and influence today. A new reality exists, and as leaders we have to be not only aware of this, but also willing to jump in and embrace a new reality of Social engagement like never before. Here are a few thoughts on Social Leadership:

1. Social Media = Influence. Bloggers, Tweeters, Facebookers, and Social media junkies are now the normal outlets to tap into for getting the word out. I've seen this the last few years with everything from new movies to new books to new conferences. These leaders are being sought out not just for their networks, but also for their endorsements. It's a new era. Exponential influence in ways never seen before is happening through blogging, tweeting, instagramming, facebooking, pinteresting, etc. Digital mavens are shaping what we are listening to, reading, watching, and learning.

2. Social Entrepreneurs= A new wave of leaders has emerged. Leaders who combine business savvy with charitable endeavors and social innovation. Scott Harrison, Charles Lee, Blake Mycoskie, Jamie Tworkowski, Laura Waters Hinson, Eugene Cho, Jeff Shinabarger, Kohl Crecelius and Jason Russell just to name a few.

3. Social Accountability- Leaders are constantly being evaluated in todays culture. You can’t hide anymore behind a position or title. Leaders are being held to a standard never seen before because of constant media- video, flip cameras, blogging, twitter. Your leadership has constant real-time evaluation. Especially well-known leaders. And Authenticity is crucial. Being honest, genuine and real is important for continual influence.

4. Social Good- it's now in vogue to "do good." And society in general is taking notice. Celebrities gain more influence because of causes they're involved in. Businesses are "doing good" and focusing on the triple bottom line, which is now a normal measurement of success in business. Meaning what was our "gift back to society" and how did we "leave the world a better place." It's not just about making a profit anymore.

5. Social Politics in organizations is fading- Positional leadership doesn’t really matter anymore. Not about what position or title you hold, but more about what you are delivering. If you are executing and getting things done and creating value for the organization, your influence will have impact.

6. Creating a social "community" is now a norm, not an exception. A great example of this is Zappos, and the kind of culture that Tony Hsieh has created there. Employees enjoy being around each other, and take pride in a sense of family that exists within their company.

7. Flattening of the "social hierarchy of influence." I can learn from all kinds of great leaders in todays culture, and not know them personally. I can also connect with well known leaders much easier than in the past through technology and social platforms. Information and inspiration has never been so readily available to us. When you follow someone on Twitter, you feel like you know them personally, even if they have hundreds of thousands of other "followers."

8. Social Justice is not just a fad. Connected to #4, but my opinion is that especially within the Church/faith community, this shift towards the "living out" of the Gospel through justice and mercy is here to stay.

9. A new generation of employees expect a "social workplace." This is a Reality of a new generation, according to Tim Elmore is his great book Generation iY :

- Experiential- all about the 5 senses. Sensory engagement is critical and a reality in terms of what Millenials have grown up with and desire.

- Participatory- want an experience to be customized. Millenials have grown up in a participatory culture. They don’t just listen, but actually want to participate. This is very important in terms of creating a work environment/team culture that is attractive to 20 somethings.

- Image-Rich- all about pictures, video, large screens, large TV’s, high res pics on your phone, etc. Pictures/video are an incredibly powerful learning medium for Millenials, vs. just text. Especially in terms of memory.

- Connected- information is constant for Millenials. Text, facebook, twitter, phone, email. This can be both a positive and a negative.

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6 Ways to Lead Staff You Don't Like :: Guest Post

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Todd Adkins is the Director of Leadership at LifeWay, and heads up the Ministry Grid team. Todd's goal, with the rest of the Ministry Grid team, is to provide churches a tool to assist them in training leaders and volunteers at every level from the parking lot to the pulpit. _________________________________________________________

 

6 Ways To Lead Staff You Don't Like

Some of you will be deeply offended and leave this post right after the next sentence. While you should love everyone on your staff, it’s ok if you like some people more.

In fact, its important for you to realize that you are eventually going to end up with someone on your team that you don’t really like. I am not talking about someone who is downright toxic to your culture, those people should be removed from your organization. I am speaking of someone who adds value to your work and team but there’s something about their personality that rubs you the wrong way.

When push comes to shove you are a leader and you are going to have make some adjustments so that your team can continue to function at a high level.

Here are six ways you can lead staff members you don't like.

1. First, identify what is YOUR problem?

If their performance is satisfactory this is really your issue after all. You owe it to yourself and to them to take a good hard look at what it is that you find so irritating. Are they too negative, too obsessed with a hobby, or they are too aggressive?  Is it something superficial? While you cant change a staff members personality, mannerisms, or modus operandi you can choose to change your attitude and how you interact with them. If you don't it is only a matter of time before it becomes apparent to them or the rest of your team.

2. You don't have to be personal friends with all of your staff.

There is a natural expectation of separation between work life and personal life in the business world but the lines are much more fuzzy in the church. The smaller the staff the fuzzier it gets. Be sure you manage expectations and establish healthy boundaries when bringing new people on board.

3. Be professional and courteous with them.

The key here is to remembering to be professional and treat them how you would want to be treated.  Take a genuine interest in them and margin time for them. Make a conscious effort to engage them in conversation about their life outside of the organization.

4. Knock out a big project shoulder to shoulder.

It gets much harder not to like somebody if you have worked hard side by side to achieve something great. I would also remind you that taking on something particularly difficult together can have an even greater effect.  This is much more risky, however, as pressure may also further exacerbate the problem.

5. Don't make them an inside joke.

If this person has a quirk, mannerism, habit, etc. that is bothersome or downright annoying do not share it with other employees. Just because its funny doesn’t mean you have to share it. It is not funny and will ultimately undermine your leadership with your team. If you have a team like mine there are no holds barred and everyone and everything is fair game…but that’s another post.

6. Focus on their value to the team.

At the end of the day, you have obviously already decided that this employee is adding enough value to keep around so focus on what makes them so valuable to the team.

 

Todd Adkins is the Director of Leadership at Lifeway Christian Resources. He is passionate about the development of leaders, especially within the church. Todd served in student ministry and as an executive pastor for several years before joining the leadership at Lifeway to head up Ministry Grid, Lifeway's dynamic new leadership development platform featuring over 3,700 videos and a fully customizable learning management system for churches. Todd's goal, with the rest of the Ministry Grid team, is to provide churches a tool to assist them in training leaders and volunteers at every level from the parking lot to the pulpit. You can follow him on Twitter @ToddAdkins.

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11 Ways to Make Your Staff Meetings Better

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Most of us dread the weekly staff meeting. "Just get me out of there asap so I can get back to actually doing the work and making things happen" is the attitude many of us have. I know from experience.... Reality is, most staff meetings are boring, monotonous, just one person blabbing, and ultimately a waste of time.

When I was leading Catalyst day to day, I'm not sure I would have wanted to attend the staff meetings I was leading. Lots of times they were boring, awkward, and not very inspiring. It's one of the things I look back on and would definitely give myself a failing grade in.

So after some time to think how I would have created these differently, here are a few thoughts:

1. Let team members tell stories of impact, change, and specific ways they (and you and we) are all accomplishing the mission and vision of the organization, church, non profit or whatever environment you are in.

2. Bring in guest speakers. Whether from the community, other churches, other businesses, locally, or from around the country. Even if just getting people on Skype or on the phone- doesn't have to be in person. I missed it on this one. With all the relationships Catalyst has, I could have lined up guest speakers for months!

3. Create a regular pattern of reading through a book, studying a curriculum, or topically working through Scripture. Make sure you are all doing it together over a 8-12 week period. This allows everyone to have something to work on and also allows everyone to bring thoughts to share to the staff meeting.

4. Allow everyone to brag on each other. This is crucial. A time of letting staff share about other staff. Peer recognition, not just leader recognition. Something they saw or know that other staff members did that they should be acknowledged for, but probably won't be because it wasn't in the "spotlight." Let the team humble brag about one another. And you as the leader have to lead out on this. Hand out ego biscuits on a regular basis!!

5. Have different team members lead the staff meetings every week or every other week. That way different people feel the responsibility and pressure to bring it and make it awesome. Let them shape it however they want. And with each different staff member leading, part of their responsibility is to share their own personal story in front of the team. This allows for relational equity to be built big time.

6. Focus on a specific leadership topic or area of personal growth that the team is dialed into on a weekly basis and working to improve in. And instead of just sharing information, focus on actually solving a leadership problem that currently exists.

7. Return constantly to your mission, vision and core values. Remind everyone of these on a weekly basis. And as the leader, let your personality shine through in the context of WHY you all are doing what you are doing. Give context for the WHY, not just the WHAT.

8. Create Weekly contests. The weekly staff meeting is a launch for a competition, contest, or game for that particular week- in terms of either individual competition or group contests. Can be goofy and fun, or actually more serious tied to team or individual goals.

9. Provide food. Whether it's brought in or cooked on the spot. Food makes the meeting feel more like a meal, and anytime you are gathering around a meal, more good things happen.

10. Watch or listen to sermons, talks, leadership lessons from other leaders and pastors. Can be really inspiring and a great way to create conversation around a certain leadership topic or theme.

11. Celebrate! This is so crucial, and something I always forgot to do. Make the staff meeting a time to celebrate what happened the previous week, that month, or even that year. Teams needs to know they are winning, and moving in the right direction. Your job as the leader is to inspire, and make sure people see that you are actually moving from point A to point B.

What have you found to be helpful in making staff meetings a better experience? 

 

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Young Influencers List, July Edition

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Here you go, a brand new July edition of the YOUNG INFLUENCERS LIST. You can see all the past months lists here. 1. Sarah Dubbeldam - owner and Editor in chief of Darling Magazine, a great lifestyle magazine for women.

2. Charles Best - former public school teacher, now founder and CEO of Donors Choose, an innovative and revolutionary charity focused on teachers and schools.

3. Roxanne Stone - VP of Publishing at the Barna Group, former editorial director at Relevant Magazine.

4. Ben Prescott - campus pastor of Free Chapel Orange County, and formerly with PlanetShakers in Australia.

5. Christena Cleveland - speaker, writer, reconciliation expert, social psychologist, and author of Disunity in Christ.

6. Gareth Gilkeson and Ali Gilkeson - married front man and front woman, leading the Northern Ireland worship band Rend Collective, and transplants to Atlanta!

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7 Ways to be a Bridge Builder

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Building a bridge is an art. Not literal bridges that you drive over, although those are incredibly important.... I'm referring to building bridges in business, friendships, co-workers, mentors, and key partnerships. I'm referring to building a new relationship with your neighbor. I'm referring to connecting with someone that you've wanted to meet with for a long time and only having 15 minutes for a meeting. How do you turn that meeting into an hour or more, and then eventually into a friend?

Many folks just think that showing up is half the battle. Well, sort of. But there's more. When it comes to winning a client, or inking a new partnership, or developing a new friendship, there are some key things I've learned over the years that might be helpful.

A few thoughts:

1. Love people until they ask why. Let your actions speak so loud that people can not help but pay attention. Let them see your authenticity, and ultimately demand an explanation for the reason you do what you do.

2. Prove your craft before asking for something. Excellence, skill and know how is key on this. Show that you are competent before you demand that they should partner with you.

3. Ask more questions than they do. I love this one. Many times asking great questions is way more strategic than giving great answers.

4. Spend lots of time listening. Once you've asked a great question, listen. And listen more. And listen more.

5. Find points of connection and shared interests, and be intentional. A crucial part of great bridge building. Find out what motivates someone, what their interests are, what they enjoy. Is it sports? rock climbing? history? Whatever it is, find out and then build on those areas of shared interests.

6. Connect them to others. Great connectors and bridge builders are always figuring out ways to introduce their friends within their circle. Claire at Twitter does this amazingly well. And here's the key on this- the ultimate value for the connection is not for you, it's more for others.

7. Follow up. This is the #1 step that everyone seems to forget. We have to follow up. Never assume that because you haven't heard from someone, it means they are not interested. They're busy, just like you. Take the first step and reach out. And then reach out again. And then again.

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9 Tips for those "Newbies" entering the Workforce

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We always have a bunch of interns at Catalyst. And most folks on the Catalyst team have cut their teeth in their "first job" here at Catalyst. They are all really talented, really sharp, and really hungry to learn. Having young early 20 somethings around reminds me of the days when I started my first "real" job just after college. And while that wasn't that long ago, I feel like there are a few things I've learned since then that might be good reminders for recent college graduates, or those just entering the "workforce."

1. Show up on time (early). As I tell our team all the time: If you are on time, you're late. If you are early, you're on time.

2. Always have something to write with and write on. This is crucial. Don't go strolling off to a meeting without pen and paper, unless you are planning to take notes on your phone, on your iPad, or on your laptop.

3. Be informed. Regardless of what you are doing, be informed before you get there- whether that's a new job, or a meeting, or a lunch appointment. Do some research and show up educated about the topic, about the person, or about the context.

4. Be intentional. Start your first day by asking great questions and being inquisitive.

5. Request the tough assignments. Take initiative and request the tough assignment that no one else really wants. Not as a brown noser, but as a go getter.

6. Relentlessly get things done. When given responsibility and a task to get done, make it happen and try your best to get it done early. Then anticipate what else needs to get done beyond what you were assigned, and get that done. Under promise and over deliver.

7. Remember names. If you are new in a large office with hundreds of staff, this one can be especially difficult. But it's your responsibility. Know everyone by their first and last name within your first week. If that means studying the staff directory at night, so be it.

8. Know what your leader/boss appreciates. If your boss appreciates humor, then lean into that. If your boss appreciates staying late, then lean into that. If your boss appreciates constant feedback, lean into that. If your boss appreciates Chipotle, lean heavily into that....!!

9. Figure out the team culture, embrace it, and add to it. Our team culture at Catalyst includes several key elements- food, hard work, loud, fun, young, etc. Whatever the key elements of a team culture where you are coming in as the newbie, try to add to it. So, for example, if your team's culture is built around food, then add to that and bring in some snacks without being asked. If it's celebration, then add a new way to celebrate. If it's being loud, add a new loud instrument to the team breakroom.

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10 Keys to being a Great Employee

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Being a leader doesn’t exempt you from being a good employee. Matter of fact, as leaders, we should strive to be the best in all we do, not just being “good” or “better.” “Good” is doing what is expected of you. This typically falls in the slightly above-average range and is relatively easy to achieve with a bit of focus and determination. “Better" is rising a little higher than good and typically means you are comparing yourself to the next one in line.

But best is where you should want to live. It is greatness and doesn’t mean you are better than everyone else but that you’re working to your maximum capability.

Whether the one in charge, or just simply part of the team, our goal should be to create an environment that thrives on excellence and always strives to be the best.

This can be a challenge but I’ve discovered 10 ways to be the best employee there is:

1. Write everything down. Never show up to a meeting without something to write with and something to write on. And write it down. Everything. Otherwise you'll forget. I don't care who you are.

2. Honor people's time. Show up early and finish on time.

3. Come with solutions, not just ideas. This is crucial. Move towards completion, not away from it. Ideas are great, but always have to lead towards the finish line.

4. Learn how to anticipate. Be one step ahead. Do something every day you weren't "asked" or "told" to do, but know you should do.

5. Be a disciplined learner. Understand it is your role to be an expert, no matter what level or role you play in an organization. Don't just be one step ahead of your boss in being skilled at your job .... be an expert.

6. Listen well. Listen when in a conversation; don't just think about what you are going to say in response. Listen for next steps, not current realities- this has to do with anticipating.

7. Reflect most of the credit; take all the blame. This is more for leaders, but still a great principle to put into practice no matter what level you are in the organization. Be a reflector of praise, not an absorber. Absorb the blame if at all possible.

8. Never speak negatively of your peers for personal gain. This is a hard one for everyone, especially when your boss or superior wants to pit you against that peer and see how you respond. Don't give in to that. Stay above it.

9. Push back. Almost every organizational leader I know wants their team members to challenge the process, question assumptions, bring new ideas to the table, and push back when they don't agree. Don't be afraid to do this. If your leader is not mature enough to take this, then they probably shouldn't be in the position they are in. If unsure on whether you truly have "permission" to push back, ask for permission on the front end.

10. Take on more responsibility. Ask for more power and involvement, and you'll be lifting the load of your employer or boss. That is always a welcomed conversation. Always. Help by taking on more.

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The Catalyst Leader is $2.99 Today ONLY: Thursday, July 3

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Hey friends! Today only- The Catalyst Leader book Kindle version is available for $2.99 on Amazon.

Go Get it NOW!

Again, today only- THURSDAY, JULY 3. The Catalyst Leader Kindle version is $2.99 on Amazon.

Buy one for yourself and one for a friend to pass on.

And if you've already read the book, then please buy 2 copies of the Kindle version for your friends/family.

This is such a great deal!

Thanks for the support! And thanks to our friends at Amazon for making this possible.

 

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Young Influencers List, June Edition

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Here you go, the June Edition of the Young Influencers List. You can see all of the past month's lists here.  

1. Dawn Chere Wilkerson- worship leader, co-pastor of The Vous in Miami, co-founder of Vous Conference, and wife to the crazy Rich Wilkerson Jr.

2. CJ Casciotta- artist, designer, social innovator, and CEO of Cardboard, a brand consultancy firm in Orange County, CA.

3. Marty Santiago- 1/2 of the up and coming Social Club band, a hip hop, rap, spoken word duo out of Miami and NYC.

4. Jenny Eaton Dyer- author, speaker, justice expert, and executive director of Hope Through Healing Hands in Nashville.

5. Gregory Spencer- East Africa Managing Director and communications/marketing lead for The Paradigm Project, and recently named to the Forbes 30 Under 30 List.

6. for King and Country- Australian born pop music duo made up of Joel and Luke Smallbone.

7. Daniel Sturridge- professional soccer player for Liverpool and the England national team.

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Quit Being a Wimpy Leader

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I have great respect for professional baseball players; they are anything but wimpy. To stand in front of home plate with a ball heading toward your head at 95 miles per hour with nothing but a piece of wood to bat it away takes guts. Life and leadership are a lot like baseball. Even the best batters strike out sometimes. But a true athlete, and courageous leaders, can never run away from the pitch.

I may not play baseball, but I do snow ski, and the analogy is much the same. The first time I faced the challenge of a mogul run on a black diamond slope that was steep and overwhelming, it was tough for me to muster the energy to get down the mountain. While gazing over the steep side from the top of the run, my friend’s advice was, “Point your skis down the hill and keep your nose over your tips. You have to lean forward and over your ski tips. Even when you are overcome with fright, maintain a posture of nose over tips, rather than leaning back.” In essence: lean back and you fall.

This is not only great advice for skiing steep slopes but also good advice for leadership. As a leader, you sit atop the mountain. You have no choice but to face the slopes. You can lean back, coast, and play it safe, snowplowing your way painfully back and forth across the mountain, or you can point you skis down the hill, nose over the tips, and dominate the run. Being a courageous leader requires you to push beyond the norm, be willing to take risks and quit being a wimp.

Courage is not an individual trait but an organizational one. It’s a natural instinct that all leaders confront fear of failure and fear of the unknown. But living in that fear is destructive for a team and will kill momentum.

Courage is not waiting for your fear to go away; it is confronting your fear head-on.

Through working with young leaders around the nation, I have found six essentials that can help build a culture of courage in an organization:

1)    Set scary standards. Your level of excellence and expectation for your product, service or experience should be something that is nearly unattainable. Safe goals are set by safe leaders with safe visions. Give your people a goal that scares them, and you’ll produce leaders who know what it means to overcome fear.

2)    Allow for failure. The road to success is many times paved through multiple failures. Allow for and even encourage your team to fail as they attempt to succeed.

3)    Make decisions. Don’t let ideas, strategy, communication, and important organizational markers sit idly by on the side without saying yes or no. Leaders are decision makers, and must do it constantly.

4)    Reward innovation. Innovation requires taking risks. And bold risks create bold team members. Rewarding innovation will challenge your team to grow in their roles.

5)    Pursue the right opportunities. Not every risk is a good one. Be disciplined. Aggressively pursue a few things that make sense. Say no often.

6)    Learn to delegate. This is one of the most courageous things a leader can do. Entrusting others with important tasks requires letting go and relinquishing control. Liberally pass responsibility and authority to your team. If you want your team to be courageous, give them the chance to lead. Early and often.

These elements aren’t easy to nurture in a corporate setting. You and your colleagues will likely resist it at every turn. As G.K. Chesterton said, “Courage is almost a contradiction in terms. It means a strong desire to live, taking the form of readiness to die.” Courage mingles our desire to rush forward with a willingness to accept the possibility of being stopped in our tracks.

Yet if you desire to be a leader who changes the world, you have no choice but to exhibit courage on a constant basis.

The good news is that unlike some leadership traits, courage is not inborn; it’s learned. The natural response is to run from what frightens us, but life’s greatest leaps occur when we resist this impulse.

Remember when you were completely fearless as a kid? Children often demonstrate courage naturally. Most of us can think back to times as a child when we stepped out in courage. Whether riding a bike without training wheels, jumping into the deep end of the pool, or letting go of the rails to ice-skate without assistance, life teaches us that progress requires courage. We have to be willing to get out to the edge, look at what is in the front of us, summon up the fortitude, and jump.

The jump may be risky, but the decision to stay where you are is even more so.

Be Brave!!

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8 Keys for Leading Musicians, Designers, and Artists

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Okay, so alot of us who run organizations, or manage teams, or have staff direct reports, are leading those who consider themselves to be ARTISTS of some sort. Whether it's musicians, or designers, or writers, or entertainers, or worship leaders, or those who sketch/paint/draw, I'm going to lump them all together for the sake of this conversation and my thoughts on how to best lead them.

Disclaimer: we are ALL artists. In regards that we all are called to create things of excellence. Some of us are way more "Artistic" at our core than others. That is who I'm talking about here. You know who they are on your team. Guaranteed.

I'm also VERY INTERESTED to hear from you on how you best lead/manage artists. Please comment below and share your thoughts.

Here are a few of my thoughts on effectively leading Musicians, Designers, and Artists:

1. Start with reality. Artists are different. Not in bad weird way. But in a great weird way. So just begin with this, and it will help tremendously.

2. Lead, don't manage. Share vision, inspire, and let them loose. Managing an artist type like you would an accountant, or a project manager, or a typical hard charging type A, is not a good idea.

3. Be very specific on areas that most think are ambiguous. Most leaders think that because artists are spontaneous and spatial in their thinking, that they don't want specifics. So alot of leaders will be totally ambiguous in their interactions with artists. But just the opposite. Most artists need and desire very clear, focused and specific direction. They don't mind boundaries; in fact, they welcome them (more insight on this from my friend Tyler Reagin here).

4. Give them room to dream. This might mean they need to spend an afternoon at a coffee shop or in the park or at the lake. Let them do that.

5. Include them in the process. If you simply tell them what you want once you and everyone else have decided, you'll probably get it. But including them in the creative process will create more buy in and probably a better outcome.

6. Allow them to decorate and make their area "their own." Their office or cube or space needs to reflect who they are. Otherwise, finding inspiration could be tough in the office.

7. Release them into their areas of greatest strength. Don't burden a great artist with tasks and responsibilities outside their strengths. If it's a money thing, pay them less but let them do what they are great at. Most artists care way more about doing their "art" anyway.

8. Aggregate artists in "pairs" and team lead them. I like to always have at least two artists in a meeting, on a team, working on a project, sitting together, and ultimately working together. It gives them more energy and allows them to vent to each other. Also, if you have personality conflicts with artists on your team, then "team" lead them. Don't take it personal, but figure out the best way to release them and inspire them. It might be that you are not the best person to do that, and it's okay that someone else on your team is.

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Look at me when You're Talking to Me

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Because of my role with Catalyst and other organizations, I get the chance quite often to hang with leaders who I really admire. Folks who are high profile and well established. At the top of their industry. Influencers in the truest sense. I'm always honored to be in the room with folks who are well-known and considered experts. One thing I've noticed about those who have "arrived" in terms of influence, and stature, and credibility, is that they are usually the kind of leader who authentically takes an interest in you when you first meet them. They ask good questions, and are genuinely interested in talking with you and learning more about you. They look you in the eyes. They don't gaze around the room looking for someone else to talk to- they truly engage in conversation with you. Very authentic. Very real. Interested and eye to eye.

Then there's the "posers." John Maxwell categorizes these kind of folks as "climbers." You've met them before. So have I. They arrive at any gathering, party, function, or event, and immediately want to see who else is in the room. Especially those who aren't as "well known." They are way more interested in climbing than connecting. Talking to you is just simply a step in the right direction to someone else who is way more important.

That really bothers me. And I know I've been guilty of doing this before. And that bothers me even more.

So let's all commit to truly being present in conversations, especially with new folks. Let's look each other in the eyes. I am reminded today of how important it is to focus on who and what is in front of you. Being present. Whatever environment you are in, it's way more important to be a concerned connector rather than a conceited climber.

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20 Keys for Leading 20-somethings on your Team

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Young leaders are the future. They actually are the present as well. Lots of leaders ask me how best to lead the millennial generation, basically those born after 1980. We gather thousands of leaders who fit this category on an annual basis, and most of the Catalyst staff are under the age of 30. I have the privilege to get to hang out with 20-somethings a lot, and I've noticed some things very particular to this generation. I have to admit- I don't always get this right. As a 100% Gen X'er, my tendency is to lean away from several of these points, and lead how I've been led over the years by Boomer and Busters. But I'm working on it....

So with that said, here you go, 20 keys for leading 20-somethings on your team:  

1. Give them freedom with their schedule. I'll admit, this one is tough for me.

2. Provide them projects, not a career. Career is just not the same anymore. They desire options. Just like free agents.

3. Create a family environment. Work, family and social are all intertwined, so make sure the work environment is experiential and family oriented. Everything is connected.

4. Cause is important. Tie in compassion and justice to the "normal." Causes and opportunities to give back are important.

5. Embrace social media. it's here to stay.

6. They are more tech savvy than any other generation ever. Technology is the norm. XBOX, iPhones, laptops, iPads are just normal. If you want a response, text first, then call. Or DM first. Or send a Facebook message. Not anti calls though.

7. Lead each person uniquely. Don't create standards or rules that apply to everyone. Customize your approach. (I'll admit, this one is difficult too!)

8. Make authenticity and honesty the standard for your corporate culture. Millenials are cynical at their core, and don't trust someone just because they are in charge.

9. Millenials are not as interested in "climbing the corporate ladder." But instead more concerned about making a difference and leaving their mark.

10. Give them opportunities early with major responsibility. They don't want to wait their turn. Want to make a difference now. And will find an outlet for influence and responsibility somewhere else if you don't give it to them. Empower them early and often.

11. All about the larger win, not the personal small gain. Young leaders in general have an abundance mentality instead of scarcity mentality.

12. Partnering and collaboration are important. Not interested in drawing lines. Collaboration is the new currency, along with generosity.

13. Not about working for a personality. Not interested in laboring long hours to build a temporal kingdom for one person. But will work their guts out for a cause and vision bigger than themselves.

14. Deeply desire mentoring, learning and discipleship. Many older leaders think millenials aren't interested in generational wisdom transfer. Not true at all. Younger leaders are hungry for mentoring and discipleship, so build it into your organizational environment.

15. Coach them and encourage them. They want to gain wisdom through experience. Come alongside them don't just tell them what to do.

16. Create opportunities for quality time- individually and corporately. They want to be led by example, and not just by words.

17. Hold them accountable. They want to be held accountable by those who are living it out. Measure them and give them constant feedback.

18. They've been exposed to just about everything, so the sky is the limit in their minds. Older leaders have to understand younger leaders have a much broader and global perspective, which makes wowing Millenials much more difficult.

19. Recognize their values, not just their strengths. It ain't just about the skillz baby. Don't use them without truly knowing them.

20. Provide a system that creates stability. Clear expectations with the freedom to succeed, and providing stability on the emotional, financial, and organizational side.

 

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Young Influencers List, May edition

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Here you go, the May edition of the Young Influencers List. You can also see all the past month's lists here. 1. Rhett Lashlee- offensive coordinator and quarterback coach for the Auburn Tigers.

2. Ben Houston- recent Australian transplant to the city of angels as lead pastor of Hillsong LA.

3. Bethany Haley- co-founder and executive director of Exile International, working in Uganda to transform former child soldiers into community leaders.

4. Greg Jennings- pro bowl wide receiver for the Minnesota Vikings, formerly with the Green Bay Packers (and Super Bowl Champion).

5. Beth Schmidt- founder and executive director of Wishbone, allowing at risk inner city students to crowd source donors for funding their education; recently on Forbes 30 under 30 list.

6. Lou Yeoh- director of FrogAsia.working to improve education in Malaysia.

7. Jonas Myrin- Grammy winning songwriter and artist from Sweden.

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How Wide is Your Circle of Influence?

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The impact of our influence many times is determined by the circles or spheres of our influence. Our circles of influence can be intentional or unintentional; they can be private or public, and they always have a unique and very specific engagement model. Not sure how scientific my different levels are below, but at least they get the conversation started. And give us a context for how to think and plan regarding our different levels of influence. In Greek, the word for sphere of influence is "oikos." So think about your Oikos and how you are being strategic in influencing those around you.

One thing is for sure- don't live in Influence Fantasy Land. If you think you have a much wider circle of influence than you really do, it will create problems for you, your team, and those closest around you. I call this "Influence Imagination." I know many leaders who have this symptom. They think they are a way bigger deal than they really are, and believe they have way more influence than they really do.

Another thing- wherever you reside, that is your assignment. Don't feel like you have to move up the ladder of bigger circles in order to be more influential. Be faithful to the circle you've been given to steward.

Family, Personal and Social levels of influence exist for most of us. The other levels take intentionality, focus, and determination.

1-10: Family Level: immediate family and/or those you live with.

10-100: Personal Level: friends and c0-workers; those you see on a regular basis- weekly if not daily.

100-500: Social Level: neighbors, business partners, church friends, sports parents, vendors,

500-1000: Influence Level: intentional influence really starts here. you now have followers and those who are listening, reading, or paying attention to what you are saying and doing. This level usually involves a local context. And you still know most of these people, if not all of them, on a personal level.

1000-10,000: Public Level: your influence has gone public at this level. You have a blog, you are a writer, you are influencing people outside of your ability to know them all personally. Most leaders who have aspirations of being a Major influencer end up cresting out at this level.

10,000-50,000: Popular Level: your influence has gone "popular" at this level. Maybe you are the mayor of a city, or you have a widely read blog, or you are a public speaker, or you are a CEO of a well-known organization, or you coach a popular sports team, or the pastor of a megachurch. Leaders at this level of influence get invited to gatherings, move the needle in culture, and have established and built in systems that continue to push their levels of influence up.

50,000-250,000: National Level: at this level, your influence is established. You have the ability to make things happen in a way that most only hope to reach.

250,000- up: International Level: Your influence has a broad appeal and helps shape conversations, moves industry, and is global in reach.

What circle of influence are you currently residing in?

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5 Keys to engaging your 20's somethings on your Team

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1. Flexibility with accountability. Every 20 something I know wants to have flexible hours and work schedules, but you can only create this effectively if you have true accountability in place. Results have to accompany convenience, otherwise you're just creating a perk with no tie back to moving the organization forward. 2. Responsibility with authority. Most of the time we just give responsibility to young leaders, without the authority. Try at all intersections to provide both at the same time. Be smart on this, but make efforts to give the project completely to them with as much authority and decision making power as possible.

3. Family environment. Make your office feel like a home, complete with as close to a living room, kitchen, and den as possible. Community and connectivity is vital for younger leaders, and a great place to provide that is in the office and work environment.

4. Customized Leadership strucutre. Creating a cookie cutter organizational structure and team dynamic tends to turn away younger leaders. All rules don't apply to all team members, so don't let an easier approach of blanket rules and staff handbooks that everyone has to follow even though it doesn't make sense be the foundation of your culture. Every employee and team member wants to be seen as important and crucial to the success of the organization, and small things that seem small to you as the leader will be a big deal to team members.

5. Compelling vision with clear sense of target and win. Make the vision significant and epic. While also defining very clearly what the wins look like. Create a vision that everyone on the team can rally around.

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