Are You Ready to be a Leader?

Are You Ready to be a Leader?

April 9, 2013 from http://www.ronedmondson.com/2013/04/are-you-ready-to-be-a-leader-2.html

Elegant leader

I had a young man ask me recently, “Do you think I’m ready to be a leader?”

I said:

Great question. Glad you’re asking.. But, honestly, I don’t know that I’m the one to answer.

It might help if I ask you some questions:

Are you ready to stand alone at times?

Are you ready to push through fear?

Are you ready to do the right thing even when it’s the unpopular thing?

Are you ready to be misunderstood sometimes…okay…many times?

Are you ready to sacrifice for your team?

Are you ready to see things others may not yet be able to see?

Are you ready to enter the unknown…first?

Are you ready to keep confidences?

Are you ready to delegate?

Are you ready to see all sides of an issue?

Are you ready to sometimes feel like the weight of a vision is on your shoulders?

Are you ready to face conflict?

Are you ready to have your integrity closely observed by your followers?

Are you ready to receive criticism?

Are you ready to defend your team?

How’d your answers go?

Are you ready to be a leader?

Five Love Languages of Pastors

Shel – Thom has a funny and true one here.

 

Five Love Languages of Pastors  from thomrainer.com by Thom Rainer

With apologies to Gary Chapman for playing on his well-known “Five Love Languages” theme, I asked 24 pastors how a church member might speak to each pastor in his own love language. And though 24 persons do not constitute a massive survey, I was amazed at the consistency of the responses.

To fit the theme of five, I determined at the onset that I would only report the top five responses. To my surprise, there was an obvious break between the fifth and sixth most frequent responses. The five love languages thus were a natural fit.

So how can you speak a love language to your pastor? Here are the pastors’ top five responses in order of frequency. I offer a representative response from one of the pastors for each of the five.

  1. Books. “I have a limited family budget, so I can’t just go out and buy a bunch of books. But I sure do love books. One year a deacon gave me a $200 gift card to a Christian bookstore. I was ecstatic! Now the church gives me a $300 book allowance each year. I know it’s not much for the type of books I get, but I sure am grateful.”
  2. Encouraging notes. “I treasure every word of affirmation I get. It helps to soothe the pain of the criticisms. I keep all of my notes of encouragement in a box, and I sometimes read many of them at one time just to remind myself how blessed I am. I particularly appreciate handwritten notes. I know the church member took some time to write that to me.”
  3. Time guardians. “My most encouraging church members are those that try to help me protect my time. They do everything they can to make sure I have enough time to prepare sermons and to spend time with my family. They are able to speak to other members about my time constraints in a way that I’m not able to.”
  4. Compliments about children. “There are times that I really feel sorry for my three kids. They are really good kids, but they aren’t perfect. They live in a glass house, and any wrong move they make usually gets the attention of a church member. But I have a few church members who go out of their way to tell me the good about my children. One sincere compliment about one of my three kids will make my day.”
  5. Defenders. “You know, I deal with critics, and I realize that in any leadership position, you will have critics. My greatest hurt takes place when my supporters remain silent in the face of intense criticism toward me. They are more afraid of rocking the boat than speaking the truth. But I have one guy in the church who will always speak a defending word for me unless he thinks I’m wrong. Then he speaks to me privately. I could use a dozen church members like that.”

Pastors, are these five your love languages as well? What would you add to the list? Church members, do you speak love languages to your pastor? Tell us your stories.

The Top Seven Regrets of Pastors

The Top Seven Regrets of Pastors from thomrainer.com by Thom Rainer

I recently interviewed more than twenty pastors who had been in ministry for at least 25 years. All of these men were over 55 years old.  A few of them were retired, but most of them were still active in fulltime vocational ministry.

The interview was simple. I asked one open-ended question: “What regrets do you have about the years you have served as a pastor?” Each of the men could provide as many responses as they desired. They could make the answers succinct, or they could elaborate upon them.

Three pastors had as few as two responses; one pastor had nine. Most of the pastors noted three or four regrets. As a researcher, I typically see patterns develop in this type of subjective research. When it concluded, I was able to see seven definitive patterns, and I was able to see the frequency they occurred.

Below are the top seven regrets noted in order of frequency. I received a total of 17 different responses, but only these seven occurred with any degree of repetition. After each regret, I provide a representative direct quote from one of the interviewees.

  1. Lack of practical training for local church ministry. “I was not prepared for 80 percent of my day-to-day ministry after I graduated from seminary. I wish I had taken time to find some resources or places where I could get practical training. I had to learn in the school of hard knocks, and it was very painful at times.”
  2. Overly concerned about critics. “I had this naïve view that a bunch of Christians in a church would always show love toward each other. Boy was I wrong! There are some mean church members out there. My regret is that I spent way too much time and emotional energy dealing with the critics. I think of the hundreds of hours I lost focusing on critics, and it grieves me to this day.”
  3. Failure to exercise faith. “At some point in my ministry, I started playing defense and let the status quo become my way of doing church. I was fearful of taking steps of faith, and my leadership and churches suffered as a result. Not only was I too cautious in the churches I served, I was too cautious in my own ministry. I really felt God calling me to plant a church at one point, but I was just too fearful to take that step.”
  4. Not enough time with family. “I can’t say that people didn’t warn me. One wise pastor told me I had a mistress. When he saw my anger rising, he told me that my mistress was busyness in my church, and that my family was suffering from neglect. It hurts me to say this, but one of my adult sons is still in rebellion, and I know it is a direct result of my neglect of him when he was young.”
  5. Failure to understand basic business and finance issues. “The first time I saw my church’s budget, I thought I was looking at a foreign language. Greek is a lot easier than finance. They sure don’t teach you basic church finance and business at seminary, and I didn’t take the initiative to educate myself. I really felt stupid in so many of the discussions about the budget or other church business issues.”
  6. Failure to share ministry. “Let me shoot straight. I had two complexes. The first was the Superman complex. I felt like if ministry was going to be done well, I had to do it. I couldn’t ask or equip someone else to do it. My second complex was the conflict avoider complex. I was so afraid that I would get criticized if I didn’t visit Aunt Susie personally when she had an outpatient procedure that I ran myself ragged. In my second church I suffered burnout and ended up resigning.”
  7. Failure to make friends. “I know it’s cliché, but being a pastor can be lonely. I think many pastors get in trouble because we can get so lonely. I wish I had done a better job of seeking out true friends. I know if I had made the effort, there would have been a number of pastors in town that I could have befriended. Sometimes I got so busy doing ‘stuff’ that I didn’t have time to do the things that really matter.”

So what do you think of these top seven regrets? What would you add?

 

Leading Change – Thom Rainer

When Leaders Lead Change Too Quickly  from thomrainer.com

Ron Johnson is not off to a good beginning. The former Apple retail leader is now CEO of J. C. Penney. The most recent quarterly results are not encouraging. After making wide, sweeping changes, same store sales have dropped 26 percent and stock prices are at a three-year low.

Meg Whitman, the former CEO of eBay, is attempting a turnaround at Hewlett-Packard. The challenge is daunting. Though she has a long-term strategy in place, many people believe she is moving too slowly.

A pastor of a large church recently resigned after leading the congregation in several major changes. Attendance at the church dropped precipitously as many members voted against the changes with their feet.

At another large church just twenty miles away, the pastor is moving so slowly that people are also moving out. They are waiting on this leader to provide visionary leadership, but he is simply too reticent to move forward.

Volumes have been written on change, the pace of change, and the consequences of change. In simplest terms, leaders move at a perfect pace, too slowly, or too rapidly. In this brief article, I address what fast-paced leaders should consider. I offer five basic issues these leaders should grasp.

Understand the Change Tolerance of Those Directly Impacted

Some fast-paced leaders look at the organization only from their perspective. They fail to put themselves in others’ shoes to consider what this change might feel like to those directly impacted. These aggressive leaders need to ask more questions and listen more carefully. They may be surprised to hear how those directly impacted will respond to the proposed changes.

Understand That Change Tolerance Is Contextually Driven

I have seen too many leaders move to a new area and assume that change tolerance would be very close to their previous place of leadership. If they came from an organization that dealt well with change, they might assume that the same leadership pace would work at the new organization. Unfortunately, many leaders have been burned when they discover their assumptions to be wrong. Many contextual factors affect the tolerance level of change. Again, it is incumbent upon leaders to know their contexts and how to lead in those contexts. Listening to the stories of those in the organization is vital to this process.

Understand That Most Change Resistance Is Emotional, Not Rational

Such is the reason that well-thought, calmly-presented, rationally-explained reasons for change might not be well received. The leader must understand the hearts of those impacted, not only the heads. Why are they so emotionally attached to the status quo? What stories can the leader share that would address the hearts of those feeling the changes?

Understand That Leaders Must Have Sufficient Tenure to Deal with the Change

Too many leaders initiate change but fail to see the obstacles before them. As a consequence, they often leave before the changes are fully implemented. The organization is thus left with frustrated people and a void of leadership. If a leader is seeking to lead change, he or she must be willing to stay at the organization a sufficient time to see the change accomplished, and to deal with any aftermath caused by the change.

Understand That Leaders Must Understand Themselves in Leading Change

Self-awareness is vital here. If you are a slow-change leader in a fast-paced organization, you will likely encounter frustration and impatience. If you are a fast-paced leader in a slowly-moving organization, you will likely encounter resistance and resentment. A good simple exercise is to rank yourself on your comfort with the pace of change on a scale of one to ten. Then do the same for the organization you lead. If you have a gap greater than two, you have major work to do before you even begin to lead change. Sometimes the work must be done on yourself. At other times, there is greater work to do in the organization. The gap must be closed or the leader will find himself in a position of frustration and, ultimately, failed leadership.

Should A Pastor Be Fired For Teaching Calvinism?

Should A Pastor Be Fired For Teaching Calvinism?

Submitted by SEA on Mon, 10/15/2012 – 7:03am

written by SEA member Roy Ingle

I saw a brief post the other day where a Calvinist brother was complaining about a pastor who was fired for teaching, in his words, “the doctrines of grace” or for us Arminians, that would be Calvinism. Do I believe this should take place?

A couple of thoughts about this.

First, was the church an Arminian church? If so, the man out of integrity should have resigned and moved on to a Calvinist church. I had a friend who was Assemblies of God which is historically an Arminian fellowship. This brother embraced Calvinism and I applaud him because rather than try to argue with the Assemblies of God, he resigned from the fellowship and moved on to Reformed Baptist church. Though I disagree with his Calvinism, I applaud him for having the integrity to not lie to the Assemblies of God and moving on. If the man above was pastoring an Arminian church and he began to teach “the doctrines of grace” then I too would have asked for his resignation. He would know that the fellowship is not a Calvinist fellowship and yet he sought to undermine the fellowship by bringing division into the church with his teachings. This is neither biblical nor right. Would a Calvinist appreciate an Arminian taking a Calvinist pulpit and teaching the “doctrines of grace” as we see them in Arminius? I suspect not.

Secondly, I believe it is dishonest not to tell a church what you believe if in fact you disagree with their views. I know of one man who pastored an Assemblies of God church and he not only embraced Calvinism but he openly opposed the Assemblies of God. It took the A/G’s over a year to get the church to remove him and he left with about half of the congregation to start near by Reformed Baptist church. I believe this man was not honest with his church nor with the Assemblies of God. The A/G’s require each pastor once a year to agree with the A/G doctrines and practices. If they disagree, they can resign and move on. It is dishonest to say you agree with an Arminian fellowship simply to keep your position and promote teachings that are contrary to the fellowships teachings.

I know that some Calvinists will say that Calvinism is the pure gospel and that Arminianism is man-centered theology that needs to be corrected. But honestly, do you believe that a person should lie to a board of elders to keep a position with which they are secretly disagreeing? Do you believe that the Spirit of God would lead a person to openly bring division to a church that knowingly disagrees with that said position?

1 Corinthians 1:10 says that we should all speak the same thing. This doesn’t mean that we all agree on all issues but rather that we agree on the essentials of the gospel. Arminians and Calvinists do agree on the essentials. Should we divide a fellowship which disagrees with our own views while at the same time appearing to agree with that fellowship outwardly? I believe honesty requires that we should confess our views if they are opposed to the fellowship that we are apart of, especially if we are involved in teaching the Word of God. I believe that no Arminian should seek to divide a Calvinist church nor vise versa. If we disagree with the fellowship, resign and attend a fellowship that agrees with your biblical views.

For the original post, go to: http://arminiantoday.com/2012/10/14/should-a-pastor-be-fired-for-teachin…

Perry Noble: NINE THINGS THAT EVERY LEADER STRUGGLES WITH & HOW TO OVERCOME THEM (PART TWO)

Perry Noble: NINE THINGS THAT EVERY LEADER STRUGGLES WITH & HOW TO OVERCOME THEM (PART TWO)

  • Thursday, August 16, 2012
Yesterday we began talking about the top nine things that leaders struggle with (we compiled this list as a result of an informal survey I did via twitter last week.)  We covered the first five already…today we will dive into the last four…

BUT…before we go there we must be reminded that…

GOD’S WORD > HOW I FEEL

#6 – Confronting People When Necessary – If you LOVE confrontation then most likely you are a rear end that nobody likes!!!  Confrontation is not fun…but is completely necessary if a church is going to maximize it’s potential and reach as many people as possible.  Reality is that if you are at a leadership table and you disagree with something mentally then you have an obligation to disagree verbally–PERIOD!  Not in a mean spirited or unkind way…but, with a humble and sincere approach.

The Apostle Paul had a pretty tough confrontation at one point…but we see in Galatians 2:11-14 that he did it.  If you see something wrong with the church or with someone else and you do not confront them then you do not love them.

#7 – Insecurity – Every leader I know has dealt with insecurity at some point.  One of the key verses that I’ve had to rely on during my most insecure moments is Philippians 1:6, that IF HE BROUGHT ME TO IT THEN HE WILL LEAD ME THROUGH IT!!!  Insecure moments should not cause us to feel less secure about who we are but rather more secure in who God is!!!  If He is with us (Isaiah 41:10) then we should lead and live like it.

#8 – Failure – There isn’t a leader on the planet that rolled out of bed this morning and said, “Dear Lord, I would love to just blow it today, would you please allow me to make a mistake SO HUGE that I never want to show my face again, amen!”  No one wants to make a mistake, but, we do…two things to keep in mind regarding this…

  • If you are going to fail, fail forward (John Maxwell wrote an EXCELLENT book on this, if you have not read it I highly recommend it!)  Proverbs 24:16 says that one of the distinguishing marks of a righteous person is that when they fall they get back up!!!  In leadership it’s not whether or not we are going to fail…but whether or not we are going to fail forward!
  • ALSO…fear of failure is what holds most people back from taking a step of faith!!!  But…Hebrews 11:6 says that without faith it is IMPOSSIBLE to please God!!  I believe what holds most churches back is a leaders lack of faith, we fear looking back more than we desire for the church to move forward…and so we hold back.  Most of the time the failure comes NOT as a result of trying and not succeeding…but rather not trying at all!

#9 – Confidence - All of us, every single one of us struggle with confidence in our leadership.  Two things here…

The same God who was IN THE BIBLE performing miracles and overcoming obstacles IS WITH US TODAY!!!  (Hebrews 13:8!)  So many times we get so focused on who God was and what He will be like in heaven that we lose sight of the fact that HE IS AWESOME RIGHT NOW!!!

When it comes to preaching and leading…when we “do it by the book” then it will ALWAYS bring back a harvest (Isaiah 55:8-13).

If you want to dive into these things a little deeper then you can go to itunes and download the August edition of the Perry Noble leadership podcast for free…we took a look at all nine of these and broke them down in more detail.

Randy Thompson: If it seems like your pastor is crazy…

Shel – this is very good.  Dear pastor friends enjoy and know you are not alone.

Randy Thompson: If it seems like your pastor is crazy…

from internetmonk.com by Guest Author
Losing Paradise, He Qi

Note from CMRandy Thompson is one of our faithful readers and commenters. Randy and his wife Jill have served churches in New England for over twenty years and are now running a retreat in New Hampshire calledForest Haven where they minister to other ministers. Today’s post will help you understand why they feel this is such a need in the church today.

* * *

If It Seems Like Your Pastor Is Crazy…
by Randy Thompson

If it seems like your pastor might be crazy, it may well be that the poor soul really is.

Consider:

Todd Rhoades’ website reports that “70% of pastors say they have a lower self-image now than when they started.” 80% report that ministry has had a negative impact on their families, and 50% say they would leave the ministry if they could.

Barnabas Ministries reports that at least 19,000 congregations experience serious conflict every year, 98% of which are interpersonal in nature, and 85% of which are over issues of control.

Pastor Bob seems paranoid?

He may need to be: In a 2009 survey of 2000 pastors, Focus on the Family found that 24% of those surveyed went through a forced termination. (What’s the deal with these private elders meetings, and what really did happen when Pastor Bob left his last church, anyway?)

Pastor Linda seems frustrated and angry?

She may have good reason to be: Citing a Barna study, Barnabas Ministries reports that churches expect their pastor to be competent in 16 different areas, which is way beyond anyone’s capabilities, unless you’re Superman or Gandalf the Wizard. (It’s too bad that Pastor Linda is such a good preacher, so involved in the community, and so good with the kids. She’s a lousy administrator, doesn’t spend enough time calling on people and having nice pastoral chats, and doesn’t communicate the church’s cleaning needs to the janitorial service. So, the Shadow Search Committee secretly forms, aka the Board of Deacons’ Assault Force Delta.)

Pastor Dave seems grumpy and withdrawn?

He may be clinically depressed. 50% of pastors, more or less, deal with depression and burn-out. Depending on whom you believe, between 61% and 70% of pastors say they have no close friends. (And, if he tells the Board of Elders about feeling depressed, Pastor Dave may have even more reason to be depressed, and burned-out, too, because, well, being depressed isn’t “spiritual.” Hmmm. Maybe that’s why he’s so good at funerals.)

Second year in a row the church didn’t grow?

It’s time to “encourage” Pastor Ellen to update her profile, even though the church hasn’t grown for the past twenty years and the past ten pastors).

Pastor Bill seems to be spending a lot of time comforting the recently divorced church organist?

Don’t be overly surprised: 33% of clergy report crossing appropriate sexual boundaries and 20% report having extramarital affairs. (You really don’t need further comment here, do you?)

 

Sleeping Elijah, He Qi

Lest I be accused of being negative and cynical, both of which I am very capable of being, consider the “10 Reasons Pastors Quit” post I found a couple weeks ago on Todd Rhoades’ website, a “Top Ten” list that’s a far cry from David Letterman. The list:

  • Discouragement
  • Failure
  • Loneliness
  • Moral Failure
  • Financial Pressure
  • Anger
  • Burnout (90% of the pastors report working between 55 to 75 hours per week)
  • Physical Health
  • Marriage/Family Problems (80% of pastors believe pastoral ministry has negatively affected their families)
  • Too Busy/Driven

Yikes! What happened to the idealistic seminarians who marched bravely off to the ministry with visions of “Acts” in their minds as real as the sugar plums dancing in the heads of children waiting for St. Nick? Why do 1500 minister leave the ministry every month? With such glorious visions of the Kingdom coming, why does ministry end for so many as a Bataan death march of the soul?

I’d like to suggest some reasons.

For starters, what churches say they want and what they actually want are often two very different things, and the pastor is caught in the middle. Most search committees will tell pastoral candidates that their church wants to grow numerically and spiritually. In the interview process, the church’s governing board will say “Amen” to what the search committee has told the candidates. Excited by the opportunity of being a change-maker, the new pastor begins a new ministry, eager to make changes. Unfortunately, “change” is an abstract idea for the church, and not a practical, real-life thing. Everybody loves “change” but not when it means that the order of service, church by-laws, and the church’s lack of outreach must actually be different from what they are now. Good old First Church (founded in 1756), where the average age of the membership is 63, tells the new pastor, “we want to attract young people.” The new pastor, especially if he is young, takes them seriously, and introduces contemporary music. The howls of protest begin the first Sunday morning the congregation sees someone stand up with a guitar. Out of nowhere, the church’s concern becomes its “heritage,” even though the church has been stagnant, aging, and shrinking for a decade. The truth is, they like it that way, but won’t admit it.

Or then there’s the matter of antagonists in the church. Churches, because they’re supposed to be about loving your neighbor, put up with behavior that would get you kicked out of most other institutions. There are many unhappy, bitter and mean-spirited people in churches, which too often give them free reign to vent their unhappiness, with the pastor on the receiving end of it. Easy to offend, these folks can make a pastor’s life hell, and I’m not overstating the case. In a small church, two or three of these folks can make life so difficult for a pastor that they move on to another church, or leave the ministry altogether. Because the rest of the people in the church are heavily invested in being “nice,” they try to be as nice to the antagonist as they are to the pastor, which leaves the pastor under perennial attack. If you think this problem is overstated, consider the many books and articles that address this issue, such as “Clergy Killers,” “Antagonists in the Church,” and “When Sheep Attack.”

And don’t think it’s just the pastor on the receiving end of these attacks. The spouse, usually the wife, has to watch her husband get pounded and come home with the life sucked out of him, and she begins to wonder why on earth they’re wasting their life in the ministry. And then there’s the pastor’s kids. . . They too can become a source of conflict and attack. The church’s religious police can be just as zealous as those in Saudi Arabia when it comes to music they don’t like, movies they don’t approve of, and clothes they consider immodest. (Imagine, if you will, how your daughter’s tattoo would be viewed in many fundamentalist churches?)

Moses Striking the Rock, He Qi

Also, imagine what it’s like to be the pastor of a church of 300 members, which is another way of saying you have 300 bosses. I personally know one former pastor, now in nursing home administration, who told me he could no longer take having so many bosses with so many conflicting priorities, hobby-horse issues, and agendas, all of which are presented as “God’s will” for the church. He’s now happier out of the ministry than he was in it.

Or imagine what it’s like to be the sole pastor of this church, and be expected regularly to preach sermons so clever and powerful that even the middle-schoolers listen, to offer counsel so wise it impresses God, to skillfully plan and lead mission trips to exotic locales, to write blogs read by thousands and quoted in the local papers, to nit-pick a budget down to the penny, to know when it’s time to reconfigure the endowment portfolio, to read cultural trends as well as the market research people at Pepsi-Cola, and to stay current with the denominational publications, theological developments, politics and what’s on the current best seller list so that no one else in the church has to. Oh yes, and you need to be compassionate, a good listener, and be willing to drop everything whenever anyone stops by to see you. (Don’t expect anyone to inquire about the health of your relationship with God.)

The problem is, churches want their pastors to be Superman or Wonder Woman, and typically pastors aren’t. The ones who are super heroes pastor mega-churches and write books. They become the standard for what it is to be a successful pastor. The little-guy pastors can’t help but see themselves as failures in comparison. They read John Maxwell’s books on leadership, and discover they’re not John Maxwell. They read about the big, successful churches where, apparently, life is beautiful all the time and where everyone is happy, but then have to go to a leadership meeting dominated by their antagonist(s).

Sadly, many pastors feel they have to act like they’re super heroes, and their ministry becomes a role they play. Even more sadly, congregations rather like this. The pastor pretends to be everything they want him to be, and the congregation pretends that is true. The church wants a role model, and the last thing they want is for their pastor to be a real person. In this world, the ideal pastor is like Rev. Lovejoy on “The Simpsons,” who has mastered ecclesiastical vocal inflections to perfection. He knows just when to raise his voice, and just when to lower it—presumably for the greatest spiritual effect. (A real life example: I had a friend, years ago, a Baptist pastor, who was a perfectly normal person in real life, a good guy, in fact. But, when he got up in front of his congregation, he turned into some odd church creature, oozing earnestness, compassion, and just the right vocal inflections to make you think he saw too many Hollywood movies like “Elmer Gantry.”)

The temptation for the church is to make their pastor into something he or she isn’t, and the temptation for the pastor is to play that role to keep everyone happy. Unfortunately, reality regularly exposes this little conspiracy for the unreality it is, and everybody ends up frustrated and (very) unhappy. When that happens, it isn’t the church that gets fired and is forced to move away, it’s the pastor.

So, if you’ve ever had a pastor you thought was a jerk, don’t blame him, at least not entirely. You may well have been part of the conspiracy.

* * *

If there are pastors who read this and are in need of healing, rest, and time away from ministry, a terrific resource for finding help is the CareGivers Forum (click the “Directory” page).

Also, check out Forest Haven, our Christian retreat that provides a rural, quiet place of healing hospitality and spiritual refreshment for Christian ministers and missionaries, and their spouses, who need time away from their responsibilities to draw closer to God. (See also our Facebook page).

Top Four Things That Paralyze A Leader

Top Four Things That Paralyze A Leader from Perry Noble dot com by perry

#1 – Fear of Man – (See Proverbs 29:25) – It is IMPOSSIBLE to please everyone (Galatians 1:10!)  We know we are dealing with “fear of man” issues when we…
  • Feel the need to respond every time someone attacks.
  • Get more insight from @ replies and Facebook comments rather than God’s Word
  • Allowing the comments we receive (usually online) to dictate our mood
  • Going home from the office and being more obsessed with our online audience than our wife and children
  • Preparing a sermon and asking, “is this going to make people feel comfortable” rather than asking “is this really what the Lord is burning into my heart?”

#2 – Failure to Ask For Help – one of the biggest mistakes a leader can make is to assume that being a leader means that you must have all of the answers…and when you don’t have the answers then make something up.  WRONG!!!  Being a leader means surrounding yourself with people who know what you do not know and then creating an environment where they are free to say what needs to be said.  (Unfortunately some leaders cannot do this because they are more obsessed with their image rather than actually doing the right thing!)

#3 – Fear of Making the Wrong Decision – if you haven’t screwed up at some point…then you’re not leading well.  Leaders take risks…and with some risk come reward while others provide us with an “education experience.”  The tragedy in making a wrong decision isn’t actually in making the wrong decision but rather in the unwillingness to admit that a decision was wrong and then doing what it takes to make it right.

#4 – Comparison – I cannot tell you the number of times I have personally been paralyzed as a leader because I would look at someone else and think, “I will never be as good as them, why should I even try?”  I honestly think this is one of the main weapons the enemy uses in his arsenal of WMD’s!  We should always learn from other leaders but we must never allow the measure of our success as a leader to be based on how the Lord chooses to bless other people.

Seven Questions to Help Leaders Avoid Committing Sins of Omission

Seven Questions to Help Leaders Avoid Committing Sins of Omission by Thom Rainer

 I confess. I shouldn’t have this nagging fear, but I do. I am sometimes haunted by the possibility that I failed to make a critical decision as a leader, and I missed the opportunity to make a difference in this world.

It’s easy sometimes not to make a decision, to let the perceived status quo become our daily agenda. Instead of becoming a leader who is a change agent, we become managers who carry out routine tasks.

Frankly, I don’t want to live my life in the world of “what if?” I don’t want to look back on this brief time God has given us, and realize that I failed to act or to make key decisions. I don’t want to be guilty of one of the most damaging types of sins, the sins of omission.

So how can we leaders make certain we are not seeking the comfort of sameness and committing sins of omission? What checks can we have to remind us that we must ever be vigilant lest we fail as a leader who acts and takes risks? I suggest we constantly ask ourselves these seven questions.

  1. Do I take initiative or do I wait for an assignment to be given to me? Leaders who rarely want to make their own decisions or take actions on their own are not leaders at all. It is a comfortable place to be where you are not responsible for any of your own initiatives. But comfort is the place where most sins of omission take place.
  2. Am I constantly seeking ways to break out of the status quo? It is cliché to say that this world and culture is changing rapidly, but it is true. Those who attempt to hold onto to the way we’ve always done it will be left behind. The irony is that the status quo is no longer a reality, and those who attempt to hold it tightly are holding on to an illusion.
  3. Is my approach to leadership only incrementalism, or do I at least on occasion seek to lead major changes? Leading by incremental change is okay for most seasons, but there are times when leaders must take major risks. I love the oft-told story of Thomas J. Watson, Jr., and the introduction of the IBM 360. On April 7, 1964 IBM introduced the 360, the first large family of computers to use interchangeable software and peripheral equipment. It was a bold and courageous departure from the monolithic, one-size-fits-all mainframe. Fortune magazine dubbed it “IBM’s $5 billion gamble.” But the gamble paid off, and the world was changed by that decision.
  4. Am I willing to make a decision even if I don’t have all the facts? No one would suggest a leader make a major decision without good information. But many decisions must be made with some level of uncertainty and without all the desired facts. Ultra-conservative leaders who keep waiting for all the facts to come in usually have a good rear view of other leaders who have passed them by,
  5. Am I willing to accept criticism? You can play it safe and avoid criticism. In fact, you can join the legion of Monday-morning quarterbacks who take great delight in pointing out where risk-taking leaders failed. But those second-guessers have stopped leading when they make decisions to minimize the criticisms.
  6. Am I willing to fail? You can choose not to act, not to take initiative, and not to take risks. In doing so, you will not fail at a particular task because you have attempted nothing. But you will ultimately fail as a leader. Every true and seasoned leader can attest to some failure in his or her life. That is the price we pay when we lead and take risks.
  7. Do I really want to make a difference? If the answer is yes, there is a price to pay. I have briefly enumerated some of them. We can’t merely declare that we want to make a difference. We must be wiling to accept the pain that often comes with bold and courageous leadership. For the true leader, it is price worth paying.

We have such a brief time to make a difference in this life. If God has given you a place of leadership, consider that opportunity a sacred trust. Don’t live this life wondering “what if.” Don’t look back on key life points and realize you failed to act, that you committed sins of omission.

May the words God gave Joshua become His words for our lives today: “Haven’t I commanded you: be strong and courageous? Do not be afraid or discouraged, for the Lord your God is with you wherever you go” (Joshua 1:9, HCSB).

What are some of the common sins of omission you observe in some leaders? What are some other checks we can have to avoid committing these sins?

The Death of Elitist Leadership

Shel Boese – Tom has such good leadership stuff – this is right on the money!  Pay attention baby-boomer leaders who have not figured this out yet.

The Death of Elitist Leadership

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It is indeed an understatement, but it’s true. Leadership is changing. Some point to technological advances as the great equalizer. Others say it is the social media facet of technology that is key. Still others point to the Millennial generation and their changing expectations of leaders and life in general. Some would say that the failure of political and business leaders led to the change.

There is undoubtedly truth in all explanations, and there are probably many more explanations to the changing role of and demands on leaders. The overall thrust of the changes is that elitist leadership is dead; at the very least it is dying. The demand for greater transparency, honesty, and just plain decent behavior has never been higher.

Elitist leaders will not survive this new era. And though this new open leadership model has its challenges, the move away from elitist leadership is a positive development for our organizations and society. Look at some of the implications.

Leaders Can No Longer Assume They Are the Smartest People in the Room

Just when a leader thinks he has put in his time and efforts toward his leadership status, some young guy or gal comes along who revolutionizes our organization or our world. Humility demands that we recognize there are others smarter than we are. If not, we leaders could really be embarrassed.

Leaders Can No Longer Make Unquestioned Demands

Elitist leaders act like they are generals in the military. They bark orders, make demands, and expect no pushback. After all, what the leader says is the way it will be. No more. Every significant decision a leader makes today is scrutinized, questioned, and evaluated. There is no such thing in our world today as unquestioned leadership (unless you belong to a cult).

Leaders Can No Longer Be Protected from Criticism

Elitist leaders surround themselves with sycophants. If you are not a yes-man or a yes-woman, you are removed from the leadership circle, and perhaps from the organization. When criticism comes to the organization of the elitist leader, he or she makes certain someone else takes the blame. That era of leadership is virtually over. The technology and Internet revolution means that anyone can criticize a leader anytime. If someone desires to avoid criticism as a life goal, he or she should avoid leadership roles at all times.

Leaders Can No Longer Be Cloaked in Secrecy and Privacy

I enjoy reading biographies of leaders of the 60s and 70s, the years of my childhood and adolescent. What amazes me is how many of their indiscretions were never made public. Most of them would not have lasted a month in today’s very public scrutiny. Elitist leadership allowed for indiscretions, bad business decisions, and just weird behavior to be swept under the rug. Not so today. Leaders are under the microscope every day.

It’s Tough Leadership, But It’s the Right Leadership

Elitist leadership is easier, but it’s not good leadership. The reality is that no leaders in the years ahead will be able to function in that manner. And though there are challenges and problems with the high level of scrutiny a leader must endure today, the trend is healthy.

We are indeed moving toward more open and transparent leadership.

We should celebrate, not mourn, the death of elitist leadership.

How has the new era of leadership changed how you lead?