If at first you don’t succeed don’t try again, at least don’t try again the same exact way.
Each successive try should be done differently so that in trying you’re growing, learning and sharpening your leadership. In time you’ll get it right and be wiser for the efforts.
It’s hard to learn when you’re not challenging yourselves to fail differently.
Are you going to do it or not? You have that idea you’ve been thinking about. That dream that won’t leave the back of your mind. That vision that you’ve only shared with a few close friends. So, are you going to do it or not?
There will come a point that the dream will either fade away or you’ll take a deep breath and jump. With every idea, dream or vision there will come a gut check moment. And in that moment you find yourself asking: am I going to do this or not?
In that moment you write the check, say yes to the new opportunity, resign you’re safe job or complete the registration form. That is a gut check moment. That’s the moment you make the commitment. You’re in. No turning back.The gut check moment shows you how much you believe in your own dream. It’s in that gut-check moment you either jump or walk away.
So are you going to do this thing or not?
I don’t like facing leadership challenges. They get in the way. They create distractions. And to be honest they sometimes wound my sense of leadership confidence.
But I have to confess once they’re over I’m thankful for them. I’ve discovered I grow the most as a leader when I’m in a position of total dependence on God. When I look to Him for perspective and wisdom He uses the leadership challenge to deepen my insight, sharpen my skills and enrich my understanding of HIs character.
So if you’re facing a challenge today. Remember this equation. Challenge + Dependence = Growth
What lessons have you learned through your leadership challenges?
I never want to grow stale as a trainer. After so many years of developing others, it’s tempting to put it on cruise control. That’s why I work to maintain certain disciplines as a trainer. Here are three things I want to do every time I train:
- I want to learn something new about the topic before I teach it.
- I want to maintain the posture of a learner by seeking to learn something new during the session from the learners.
- I want to process through each exercise and question in advance so I can be focused and flexible during the session.
These are three disciplines I believe will make me a better trainer.
What’s one discipline you want to maintain every time you train?
How you lead today will determine your legacy tomorrow. So what legacy do you want to leave through your leadership?
What attitude are you displaying today? What wise decisions are you making today? How are you treating people today? What are you doing to grow your team members strengths and skills today? How are you modeling godly character today?
Whatever your answer is to those questions today will likely determine your leadership legacy tomorrow?
Lead today in the way you want to be remembered tomorrow.
Sometimes we get so busy doing the work of our organization that we actually forget about the very customers we’re there to serve. In those times we can let our attention to serving customers needs slip off our radar and become second priority.
The following 60- 75-minute huddle is designed for you to lead your team through a development discussion that will help shape the way they think about serving your customers. I used this with my team a few weeks ago and they’re still talking about ways we can create raving fans.
I’ve attached the Word document so you can edit any portion of it to fit your needs or context. The document includes both the Leader Guide as well as the Participant Guide.
Creating Raving Fans Long Huddle
Enjoy. And let me know how it goes.
I was doodling on a legal pad on a flight back from Chicago recently when I found myself drawing out our organizational structure (yeah, I know most people doodle stick men…I doodle org charts). As I was looking at the structure and the names in those boxes a flood of questions hit me.
- How old are the top 10% of the leaders in our organization?
- How many of the 10% are over 40 years of age?
- Who are the 40+ somethings raising up in leadership?
- How many Next Gen’s are the top 10% investing in?
- If the top 10% suddenly disappeared who would be in charge?
- Who will be the decision makers in our organization in the next 10 years?
- What leadership opportunities are we giving Next Gen leaders in our organization?
For us it was good news bad news. We have 73% of our top 10% who are over 40 years old. This is probably pretty typical, but it made us ask what are we doing to bring Next Gen leaders to the decision making table? Around 50% of our top 10% are mentoring Next Gen leaders. Hey, that is not too bad, but now that we are aware we can do better. So we gave a charge to our entire management team to get involved in mentoring at least one Next Gen leader this year. This exercise made us look a little closer at the Next Gen leaders that are out there. We made a list and have actively started giving them some stretch assignments. In addition we started a Training the Trainer program to improve the mentoring process here at Seacoast.
Give this a try with your team.
1. Make copies of your organizational chart.
2. Get your team together, read and discuss 2 Timothy 2:2
3. Next take a look at your top 10% (by the way the top 10% do not have to be on staff) and ask yourself the questions listed above. What are your observations?
4. Work together as a team and write out your next steps.
Share your ideas and insights with me, I’d love to hear what your thinking.