Leadership Rules

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Questions to ask for reviewing 2012

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I posted this last year, but wanted to go back to it as a very practical resource/application for the end of the year. It's important we take time as leaders to reflect and look back over the last 12 months, as well as looking forward to the next 12 months and beyond. Year End Review Questions:

1. What are the 2-3 themes that personally defined 2012 for me?

2. What people, books, accomplishments, or special moments created highlights in 2012?

3. Give yourself a grade from 1-10 in the following areas of focus for 2012: vocationally, spiritually, family, relationally, emotionally, financially, physically, recreationally.

4. What am i working on that is BIG for 2013 and beyond?

5. As I move into 2013, is a majority of my energy being spent on things that drain me or things that energize me?

6. How am I preparing for 10 years from now? 20 years from now?

7. What 2-3 things have I been putting off that I need to execute on before the end of the year?

8. Is my family closer at the end of this year? Am I a better friend at the end of this year? If not, what needs to change immediately?

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Be a Finisher

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I love leaders who execute. Leaders who get it done.

Leaders who can take a project across the finish line.

When it comes to hiring new employees, no other characteristic is more important than someone who can finish. It is the #1 trait related to work ethic that I look for in a new hire.

Anyone can come up with a new idea, a new concept, a new pithy word, a new organization, or a new perspective. What ultimately matters is whether you can take an idea from concept to completion. And to do that, you have to have finishers on your team. The folks who are intrinsically wired to make things happen, and bulldog their way to the finish line. They find joy in checking things off the list. But not just a task machine. Anyone can take an order and then go complete it. What matters is whether you can carry the ball all the way down the field and cross the finish line.

Take a moment and think about who that is on your team. If you don't have someone in this role, go find them immediately. This is incredibly important if you are the leader- you have to have someone on your team in whom you have ultimate confidence that if you hand them a project, they will get it done... and without your constant management of them. The answer can't constantly be "we're still working on it....". That is an excuse for either being lazy or unfocused. You're either moving forward or backwards.

For our team here at Catalyst, it is imperative that everyone plays the finisher role. Now some have to more than others, but no one can only be the "idea" person. Everyone is required to execute and own projects from start to finish. It's a non-negotiable. We take incredible pride in being able to take a concept and turn it into a finished project. This is a distinctive part of our culture here. We're serious about it. It's part of our DNA.

Be a finisher.

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3 Words to describe your leadership style

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There are lots of tests, assessments, seminars, conferences, training centers, and workbooks available today that are supposed to help you accurately identify and determine your leadership style. Many of these are very helpful, and very accurate. I've taken lots of them. But someone asked me the other day, "With only three words, describe your leadership style." I had to think about that one. Tough question.

My answer: passion, excellence, execute.

Obviously there is no right answer to that question, but those were the first three words that came to mind. I've seen this style manifested in all the different places over the last several years where I've had a leadership role.

A phrase that would describe our culture here at Catalyst that we use all the time: "work hard and play hard." Whatever we are doing, we give 110% and always want to deliver- an excellent result. Whether working on a brochure, programming, curriculum, or playing basketball or kickball at our office, we strive to be the best at everything we do. We have tremendous passion for the work. Another phrase I think describes my style is "calm but intensely focused." Especially in environments like producing an event where things can be chaotic and multiple decisions have to be made instantly.

I believe this naturally flows out of my leadership style. Not sure if it is "in style" or not, but that's my style.

Try three words for yourself- it's tough, but will help in identifying the areas of your leadership that matter the most and show up most often.

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7 Keys I've learned about Calling

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I'm sharing today at the Identity Conference in Orange County CA at Saddleback Church on the topic of identity and calling. So thought I would share my points from the talk here as well. Hope it's helpful!

1. The essence of calling is "Where my greatest strengths and deepest passions intersect."

- Talent and passion, that is the core.

- Calling today is more seasonal, projects instead of a career.

- Two callings on your life- salvation and vocation- no excuses in today's culture for doing something you hate or you are not good at.

2. Discovering your calling may be right in front of you.

- We tend to make vocational calling mysterious and spooky. It shouldn't be.

- Look at your childhood.

- Write it down. My own calling- influence influencers, connect equip and inspire. Saw it early and embraced it.

- Find someone who embodies your calling and learn from them. Your calling SAGE, your calling CLONE.

- take tests to discover your strengths and passions.

3. Very Business, very Bible- V2

- we are ALL called to this.

- as Kingdom entrepreneurs, as corporate leaders, as social innovators, as those who love Jesus and find ourselves on Monday in an office, or a cube, or a boardroom, we have a responsibility.

- we must see ourselves as Pastors. as Kingdom ambassadors in the corporate arena.

4. Excellence- pursue it in every area, starting now. 

- Be GREAT at what you do in your work and vocation.

- Excellence is not just expected, it's required. It's an obligation.

- Excellence starts with you. As the leader you have to model this.

- We serve a God who is great. We should be too.

- Hold yourself to a standard of excellence in every area of life. He who is faithful with little will be faithful with much.

5. Become an expert now. 

- Live and lead and act and create based on the job or role you want next. This is way more demanding!!

- Become an expert NOW, even before you need to be. That way when it's your turn to come off the bench you are ready. When you are asked for your opinion or involvement, give it or do it.

- Demand perfection from yourself before anyone ever demands it of you. You should reach for perfection without being asked. Don't wait for an organization to expect if from you. Expect the best from yourself.

- Experience creates expertise. Obvious, but we too often forget. See yourself as the expert.

- Kill it in the Now. Hustle!!! Humble and Hungry, not arrogant and entitled.

6. Own a vision bigger than what is in front of you. 

- Have a vision and hunger for something bigger. Have a global vision for what's next.

- See where you want to be next. Act like you are already there.

- Managers work on things that are right in front of them. Leaders work on things that are bigger than that. Leaders see further than just what is right in front of them. Looking over the next hill and responding to the work in front of them, but also inventing the future.

- Leaders invent the future, and don't just respond to the present. Leaders initiate.

- Our sense of calling should be like an unfolding epic adventure. Have an expectation for the amazing. For what's next.

7. Ultimately, and always, more like Jesus.

- this is our ultimate call and goal- to be more like Christ. Our identity is rooted in Him.

- Identity and calling is ultimately more about who you are, than necessarily what you do.

- The making of a leader is about the process. The process of living out your calling takes time. It's the mundane and ordinary and insignificant where your calling is rooted.

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Leaders must Slow Down when things Speed Up

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I've watched the great athletes over the years in times of great intensity go to their "zone" where everything seems to be in slow motion. In watching interviews and hearing them speak about these great moments, whether it's a 9th inning home run, or 50 yard touchdown pass as time expires, or game winning goal in the last seconds of game 7 of the Stanley Cup, they talk about things slowing down in their mind. Even though there may be chaos and bedlam going on around them, they are, as Stuart Scott says, "cool as the other side of the pillow." Same thing with Golfers- Everyone from Phil Mickelson to Tiger Woods always seem more precise and take much more time when the pressure is on, vs the natural tendency to want to speed everything up and get through it.

Heroes like first responders or Emergency Room doctors would probably attest to the same thing. When things are chaotic and out of control, their response is to slow things down.

So what do we do as leaders during times of great intensity, pressure, or the final hour? A couple of thoughts:

1. always over-communicate, and make sure things are clear. 

2. speak clearly, breathe deeply, and move purposefully. 

3. be methodical and calm, not intense and short.

4. list out the priorities so as to not be overwhelmed by the small things that seem to be incredibly urgent, but really aren't.

5. Seek out quiet moments for prayer, reflection and thinking. During times of pressure, that is when we need those quiet moments the most.

6. stay focused. resist the urge to let things slip or just settle for something average because of the pressure to get it done. Keep your standards and levels of excellence at their highest- don't compromise.

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We vs. Me

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As leaders, we naturally have a tendency to make it about "me." As the leader, you're probably putting in the most time, the most resources, the most energy, and risking way more than anyone else. But, ultimately, it's not about you. It's about the mission. It's about the impact. And it's about your team.

It's not just you on your team. There's a team. Besides you. Other incredibly important staff crucial to the success of you accomplishing your mission and vision as an organization.

So next time someone says "How have you all accomplished all of this?..." or "What do you plan to accomplish the rest of this year?...." or "Who is involved in making things happen within your organization?..." "Or talk about the keys to success for you?...." Or "Man you all are killing it. Congratulations on all the success." Make sure you start your answer with "WE" or "US" or "OUR."

Not "ME" or "I" or "MY."

It's easy for us to get comfortable with the notion that "I'm" the reason for the success, or because of "my" willingness to stay late, or that new business deal is because of "me."

But even if it is, honor your team by choosing WE vs. ME, and US vs I.

You can do more together than on your own.

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7 Ways to Empower Your Team

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Leaders: one of the key things you must ALWAYS do is empower your team. As I've learned over the years, most leaders at their core are control freaks, which is part of the reason they are successful. But we all must learn and recognize the need to empower those around us to succeed and do what they do well. Most leaders think they can do it all on their own, and many try, but ultimately in order to grow a successful organization that outlives you, as the leader, you have to empower those around you. Here are a few thoughts on Empowering your Team:

1. Give them the opportunity to make decisions, and don't second guess them. A lot of us as leaders are willing to allow our team members to make decisions, but want to step in as soon as we see something done differently than we would do. Don't make that mistake. It is totally demoralizing to your team. I know from experience!!

2. Assign them responsibility by them owning key projects from START to FINISH. So once we allow team members to make key decisions, now we have to allow them to own projects and feel the responsibility of completion.

3. Fight for them. Whether it's standing up for them to your boss, or standing beside them and supporting them in a disagreement with a vendor, always take the stance of fighting for them and being willing to go to battle for them.

4. Encourage them. This is the one we so often forget. I know I do. I tend to keep pushing without stopping to say thanks. But encouragement can go the furthest in creating team chemistry, longevity, and commitment. Reward them with small gifts, extra unexpected bonuses, cards, etc.

5. Counsel, coach and instruct. Not necessarily the same as encouragement. Great coaches do this well. They scream at you and make you better, while also putting their arm around you and giving you "ego biscuits" when needed. Two different parts of empowering, but both equally important. Instruction is key for releasing again and again, and assigning more responsibility.

6. Overwhelm them. Not on a continual basis, but ultimately your team members should constantly feel a bit overwhelmed by the projects or assignments they are working on, not underwhelmed. Many of their projects should cause them to feel like they are not prepared or ready. If they feel underwhelmed, they will probably end up looking elsewhere for greater assignments and more responsibility.

7. Give them permission. Permission to take risks, represent your organization to others, take on responsibility and stewardship, and many other things. But ultimately give them permission to push back. Give them permission to call you out as the leader (appropriately, of course). Give them permission to argue and fight for their idea, even when it looks like it's directly competing with your idea as the leader. Permission to push back. This does wonders.

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12 Keys to Authentic Leadership

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Here are 12 points on the importance and practice of being Authentic as a leader. Authenticity rules. Some best practices I’ve found helpful: 1. Be real in all mediums. Digital age makes it easy to be inauthentic. Although we are always “on,” ultimately we can create a fake persona behind a profile on Facebook or a twitter account. It's easy to live a secondary life and feel like we are someone we aren’t. Have to be authentic across the board.

2. Constantly turn the rocks over in your life and in your leadership. Uncover the areas that need to be made clean. Big things are at stake. It’s exhausting to not be the real you. It's easier and less work to be who you really are.

3. The more successful you become, the less accessible you are. It’s reality. More people clamor for time with you, but it’s not possible to be available to everyone. Be wise and discerning, but also open to helping where you can. As Andy Stanley says “do for one what you wish you could do for many.”

4. Learn to open up. You can impress people more easily from a distance, so many leaders keep others at arms length. For example, we often prefer digital interaction to life-on-life exchanges. This insulates us and prevents others from uncovering our weaknesses and flaws. But it also reduces our ability to influence others.

5. Ask great questions. Great leaders I know solve problems and create solutions through the questions they ask. Questions many times reflect your values.

6. Invite direct reports to do a 360 degree review of you on a regular basis. It’s uncomfortable, but also helpful. As Rick Warren has said, “You can’t love people and influence them unless you are close to them. Up close means you can see my warts.”

7. Accept a better standard. The goal of every Christian is to become more like Christ, but often our standard becomes some “great” leader who we admire. When we exalt fellow influencers, we try to dress like them, talk like them, pray like them, tell jokes like them, and achieve like them, it's dangerous. By emulating them we hope to someday become like them. This never works, and a painful side effect is that deep down we end up feeling like a cheap knock-off.

8. Be interested over interesting. Start with leaning into others and caring about them vs. only worrying about yourself.

9. Be accountable to those who know you best. Know your blind spots in your leadership. We all have areas of weakness. Know what they are and give your team, your family and your friends permission to call you on them. Are you comfortable enough in your leadership that those around you have the freedom to tell you the truth without repercussions?

10. Authentic leaders make more of those around them, and less about themselves. They are servant leaders and willing to be less in order for others to be more. Authentic leaders seek to serve and understand the power of putting others first. And great leaders attract great people to their team. Like attracts like.

11. Actively Build a Support Network- Beware of CEO disease, the temptation to surround yourself with people who only tell you what you want to hear. Keep honest people in your life so that you can stay grounded in the reality of your experiences. Don't ever think you've arrived. Don't take yourself so seriously. You're not a big deal. Seriously. I don't care who you are. Humility is way more attractive than arrogance.

12. Be who you are. Authenticity requires true honesty, self awareness and a selfless approach to leading. One of the challenges in organizations today is actually creating space for leaders to admit and share their challenges. We need to create community where you can talk about the things you are dealing with without getting arrows in the back. Be willing to share your struggles. Create and find environments where we can deal with things and be honest and real.

 

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8 Points on great Customer Service

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I've worked on some great teams over the past several years, and seen great customer service in action. One of the places I learned the most about great customer service was Lost Valley Ranch, an incredible 4 diamond guest ranch in Colorado. Serving the guests was part of the DNA of the staff. We took great pride in our ability to create a great experience for our guests through unmatched excellent customer service. Here are a few of the ways we did that: 1. Treat someone like you would want to be treated- the Golden Rule. It really does work. And it makes sense. Common sense. Use it.

2. Remember someone's name. Always. Especially when you've met them before or talked with them before.

3. Let your actions speak way louder than your words. Don't just talk about it. Make it happen. Your work can be a great example of your attitude and commitment to service.

4. Anticipate. Stay a step ahead of your clients or guests. Don't wait for them to ask for something. Be proactive. Figure it out before they even need it.

5. Go the extra step. Have a "+1" type of attitude and demeanor. Not just anticipating, but actually doing more than what is expected or required of you. Make memories for your client or guest by wowing them with the "above and beyond."

6. Engage in meaningful conversation. Serving creates opportunity for impact- it builds a bridge. So make sure to connect with your guests or clients through conversation when it's appropriate. Understand who they are by understanding what they read, what they watch, where they travel and what their interests are. If you deal with families, learn their kids names and hobbies. And look them in the eye when talking. Little things add up.

7. Give permission. Make sure your entire staff and everyone in the organization feels empowered to respond immediately to a customer service issue. Empower your employees at every level in the organization to respond and resolve.

8. Own the relationship, and the result. Your answer should never be "that's not my job." Take initiative to see the problem or the issue through to the very end. IF you have to hand the relationship off to someone else, make sure you literally walk them to that other person, introduce them, and hand them off well. If over the phone or through email, the same applies. Constantly make sure you are "walking" with that person through the process.

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No to Good, and Yes to Best

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"Learn to say no to the good so you can say yes to the best."  - John C. Maxwell I love this quote, but I struggle constantly with implementing it. It makes total sense, but as a persuader, my leadership style is to include and to invite more and more into the conversation and the huddle. I have a hard time saying no, because for me that feels like I am excluding someone. I've learned how to do this, but it still goes against my natural leadership style.

But as leaders, we have to be willing to say no in order for our time and energy to be spent on the things that only we can do, as well as the few ideas or projects that will end up being the "best."

Reality is, the more influence you gain, and the more your organization grows, the harder it is to say no to the good. And with more influence, you have more opportunities. With more and more opportunities, the more we have to make decisions on what we will focus on and where we will expend our time, energy and resources.

The key is to know what you do really well. The areas you are great. Spend your time and energy on those things. Be focused.

Remember, saying no doesn't mean you don't like someone or something. It's not personal. You have to be disciplined and focused on a few things to be great.

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8 Mid Week Thoughts for Leaders

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1. Learn it, relearn it, and then learn it again. Just because you are out of school doesn't mean you quit learning. Be a lifelong learner. 2. Being an "expert" is quickly fading in the current culture. Everyone is an expert these days because of technology and connectivity. Don't put your hope in being an expert, since now more than ever there is someone else who knows way more than you do. Just constantly get better. Improve daily.

3. We have to reclaim a sense of Biblical understanding, wisdom and practice. Our Biblical illiteracy as a generation is staggering, sobering and frustrating. Gotta get back in the Word. This starts with pastors and Christian leaders embracing and constantly teaching the Scripture.

4. Humility rules.No explanation needed.

5. As always, making it happen and "shipping" as Seth Godin says is still an incredibly fashionable attribute. If you can execute on a project... if you can get things done.... if you can take an assignment and drive it to completion.... You're still valued and incredibly needed.

6. Put the Xbox up, turn off facebook, get out a book (or your iPad), and start reading. Seriously.

7. Understand what you are FOR. Don't be defined by what you are against, but instead by what you are for.

8. Embrace your role. No one said leadership is easy. Your job is to make decisions, including the difficult ones, and carry more responsibility than the rest of your team.

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A big land mine for Leaders

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Leaders: Who are you accountable to? Who speaks truth into your life? Your spouse? Your best friend? Your boss? Your co-workers?

Who has the right to honestly tell you when you are wrong, and make sure you stay in touch with reality?

Who is asking you the difficult questions that everyone else around you may be thinking but don't want to bring up?

Do you have someone, or a group of people, who will challenge you, tell you when you are wrong, confront you on the tough issues, make your aware of areas where you might be missing the mark?

If not, figure this out. Quick. If you are surrounded by only yes people, you're probably unaware of things that could be jeopardizing your leadership. This is a major land mine for leaders.

We all have dysfunctions. Every leader does. But our healthy response to our own dysfunctions depends on how much we let others "in" and give them full access to pushing back and kicking us in the tail if we are off base.

For many leaders, the greatest threat to our influence right now is our tendency to read our own press clippings, and continually put a "wall" up around us that protects us from any kind of honest feedback.

Don't do this. Avoid the temptation to "remove" yourself from healthy accountability. Refuse the impulse to start surrounding yourself with people who are there only to protect you from reality. Insulation itself is not bad, but too much of it will allow reality deprivation to set in, which can be costly.

We need people around us who will tell us what we don't want to hear, when we don't want to hear it. Identify these people in your life, and give them full access to keeping you in check.

So, my question to you.... who is this in your life? 

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Get Out of Your Comfort Zone

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We all have our comfort zones. Your home. Your office. The seat in the back right on the last row at Church. A certain restaurant you always go to. The same songs over and over again you listen to in the car. The same treadmill at the gym. Might be a group of friends that has been the same since high school or college. That favorite uncle you always play golf with on Saturday morning.

Whatever it is, we need to be leaders who take risks. And step out of our comfort zones. On a regular basis. This can be incredibly big life decisions, but many times it may just be a small decisions, or a small change in our usual routine, that can provide the momentum we need to consistently Step Out of our Comfort Zones.

Reality is, most of us by nature enjoy the same old routine, the luxury of the known, the safety of the convenient. Ultimately, it takes extra effort to step out, but if we're not risking and pushing ourselves out of the normal and routine, then we can't expect others around us who we lead to do the same.

Here are a few examples to get you thinking on how you can this week step out of your comfort zone.

1. Attend a weekend service of a completely different religion than your own.

2. Visit a local homeless shelter or soup ktichen.

3. Walk somewhere instead of driving. Or ride a bike.

4. Leave the TV off for one week straight. Or at least one night.

5. Read a book and download a song that you never would have before.

6. Call an old friend and get reacquainted.

7. Ask your neighbors how you can help them.

8. Take someone to lunch from your office who you've never had a conversation with before.

9. Go fishing, hunting, camping, or hiking. The key is outside.

10. Visit your local police station and fire department and take them food.

11. Start a conversation with the person at the register at the gas station or the cleaners or somewhere else you visit frequently.

12. Write an article about your area of expertise and submit it to a local paper, magazine, or leading website.

What are other simple ideas that help you step out of your comfort zone?

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2012 Challenge for our Catalyst team

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Here are 10 points we discussed and committed to as a Catalyst team earlier this year in January. Thought I would share them so as to motivate or inspire you to challenge your team as well: 1. Authentic. Be Real. Human. approachable. Guard against hubris.

2. No sideways energy. Communicate. Focus. Guard against silos and wasted energy.

3. Stewardship. Each of us embracing and understanding our role in what we've been given and required to manage and uphold through the Catalyst platform. Not just the leader.

4. Expertise. see myself as an expert. Individual responsibility and organizational responsibility.

5. Receive what we create. Become our own customer. That God would speak to us like He would any attendee at our Catalyst events. Guard against the mundane.

6. Guard against cynicism. Behind the curtain we have to guard against this. Fight it at every turn. And call it out if we see it.

7. Excellence. We are the best in the world. Confidence not arrogance. Act like it. Maintain a standard. Guard against being lazy and pessimistic.

8. Serve one another. Jump in and help. Get it done mentality. Not just at events. All the time. Be willing to do whatever it takes.

9. Protect and maintain a "make it happen" culture. Guard against the phrase "it's not my job." and guard against creating clicks.

10. Get better every day. Guard against complacency.

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8 Points on Leading 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:

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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Are You the Best?

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Are you operating at Good, Better or Best? Good is what is expected of you. It is slightly above average, and requires some focus and determination to get there, but is relatively easy to achieve.

Better is just that- it's better than good. Being better means you are typically comparing yourself to what is good. Your standard is tied to outdoing good. And good is slightly better than average. Better gets you mentioned at the company picnic, probably gets you a raise on a continual basis, ensures some "atta-boys" from your co-workers, and looks good on a resume.

Best is where you want to live. Best is greatness. It's about a standard that requires you to give everything you've got and all the talent you've been wired with to reach your full potential. Best means there is no one better than you. Best is a standard unto itself. Best has no comparison. Best is award winning, status defining, and legacy creating. Best is the top of the mountain.

Are you good, better or best at what you do? Who you are? How you lead? How you live?

God demands our BEST. Not just a good show. Not just being a good father. Not just being an average follower of Jesus. Not just being better at your career than someone else. Not just leading a bit better than your c0-worker down the hall. Not just being an average mother who is "okay" at stewarding a family and juggling a career. God wants us to be the BEST. Period.

I don't want to just have a good team, or put together a good leadership event, or be a bit better at what I do than others. I want to be the Best in the world. Good NFL teams don't set out to be good. They set out to be the best- winning the Super Bowl.

Being the best requires focus, determination, intentionality, lots of hard work, learning all the time, never giving up, pushing the envelope, and making sacrifices. And we all know when our performance is not our best. When our writing is not our best. When our attention is not at it's best. Our families know it. Our friends know it. Our staffs know it. Our bosses know it. And God knows it.

Make sure your standard is not just being a bit better than average. Or only being a bit better than your competitor. Your standard is being the BEST. God demands it!

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Create a "No Meetings" Policy

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I have to be honest- I despise most meetings. Now don't get me wrong, some meetings are important and needed. I love brainstorming and creative meetings when there is lots of energy and ideas being thrown out. I like meetings where ideas are being moved to completion. I like meetings where we are solving problems and coming up with solutions. But meeting for meetings sake is unproductive, demoralizing and a waste of time. Too many organizations and churches build their "get it done" culture around "let's meet about it." A meeting becomes the default for everything. Here are a few thoughts on meetings:

1. Always try your best NOT to meet vs always looking for an excuse TO meet.

2. If you can solve an issue or figure out a solution or agree through email or a quick 30 second in person conversation or phone call, don't schedule a meeting.

3. Most meetings ultimately should instead be quick stand up conversations for no more than 5 minutes. Get to the point, and move on.

4. Many "managers" plan meetings so they'll actually have something to do and can justify their existence. This is not great management.

5. You DO need to meet on a regular basis with your team or staff and connect, cast vision, laugh, etc. More for creating culture than anything else.

6. Instead of a culture that defaults to "let's meet about it," build a culture that thinks "let's go make it happen." When in doubt, don't meet. Just go make it happen. Execute. Take the project to the finish line. "Ship it" as Seth Godin says.

7. Leaders- if at all possible, don't schedule a meeting, unless it is really needed and leads to action. And if a meeting is required, LESS participants (as a general rule) is better and more strategic than MORE participants. More than 5 people in a meeting trying to get something done bogs down the process.

8. Always ask following a meeting: "Did we accomplish anything? Or just create more work and more bureaucracy?" Consistently measure the value of each meeting, and get rid of it if you're not accomplishing anything.

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Leaders: Find a Confidant

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Leaders are called to be courageous. And confident, yet humble. Being Confident is important. But change out the "e" for an "a" in confident, and this is also a huge need for leaders: A CONFIDANT.

Dictionary.com defines Confidant as "a close friend or associate to whom secrets are confided or with whom private matters and problems are discussed."

A few thoughts on having a confidant:

1. This is not someone on your team who reports to you or is a peer.

2. This is not your boss. And for non-profit and church leaders, this is probably not someone on your board.

3. This is probably not a family member, since family members seem to only see one side and not the whole picture.

4. Make sure it's someone with honesty and integrity, who you are 100% sure won't talk to anyone else about what you are sharing. Loose lips sink ships.

5. It is someone you can rely on, share with, lean into for tough decisions, gripe about things, and receive counsel from.

6. There are lots of executive coaches out there. And I don't think it's necessarily a bad idea for your executive coach or life coach to potentially be a confidant. But ideally, your confidant is not someone you pay to help you.

7. A confidant doesn't make decisions for you, they ADVISE you. Don't allow your confidant to be your final decision maker.

8. Nothing to gain- make sure your confidant is not motivated one way or the other by the outcome of your decisions. For example, as a professional athlete, many look to their agents as their confidants- but ultimately that can be a bit risky, since the agents job is to get more money for the athlete, thus gaining more money themselves.

9. Confidants are more for listening, than they are talking. Advice and counsel many times can be best given by being a sounding board than a clanging gong.

10 Leadership Reminders

1. Be responsible. If you say you are going to take care of it, then take care of it. 2. Be professional. Arrive on time. Actually be early. And be organized.

3. Be the best. Get better every day at what you do.

4. Be humble. Talk less. Listen more.

5. Be proactive. Not reactive. Respond and initiate before being told to or asked to by your boss or peers.

6. Be focused. When it's time to make it happen, you discipline yourself to take it across the finish line.

7. Be trustworthy. Your word is your bond. And your reputation. Honesty always trumps.

8. Be optimistic. See the best in people and opportunities.

9. Be curious. Learn constantly. Read everything you can. Ask questions. Add to your information quotient daily.

10. Be passionate. Love what you do. Do what you love.

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Decisions, Decisions and more decisions....

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Leaders are decision makers. Period. Whatever the time of year and season of life, lots of decisions are probably on your desk or in your to do list waiting to be pushed forward. It's something we must do. Constantly. So here a few thoughts on making decisions:

1. Understand that it's part of your job. Making decisions as a leader is normal and ordinary and required. It's why you are a leader. Embrace it.

2. Sleep on the big ones. For big decisions, always sleep on them. The extra time will allow your decision to be made without the spontaneous emotion that comes with a spontaneous response.

3. Know your values. As Roy Disney stated, "It's not hard to make decisions when you know what your values are." Many times indecision occurs because of lack of clarity on vision and values.

4. Understand the context. Do your homework and make sure you are informed. Plus be aware of the situation- in the case of a good/bad decision, those are pretty easy. In the case of a better/best decision, those take a bit more time to push forward and get to a final decision. Different decisions require different levels of involvement, awareness, and information.

5. Just do it. Create a culture of action in your organization. Many leaders quickly become overwhelmed with several decisions in front of them and then unintentionally paralyze the organization by avoiding them all. Create a system of action that demands completion and execution, and ultimately your system/culture will demand decisions from you.

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