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 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?
I read a survey recently that found only 14% of organizations have confidence in their leadership talent pipeline. That’s frightening to think an organization or a church feels that insecure about the development of future talent. The long-term health and vitality of any organization are dependent on a continual multiplication of new leaders.
This shows the importance of having an effective leadership development strategy. The statistic above breaks my heart because some of my favorite times with my team are times we’re focused on growing their confidence and competence as leaders. We discuss future talent on a regular basis and everyone is constantly looking for who they can reproduce themselves in next. And the thing is…it excites them. They don’t see it as a chore but an exciting challenge.
As you may know, my passion is helping leaders produce more and better leaders. So I’ve been spending my weekends working on some new tools to help you become more effective in developing your leaders. But I need your help. I’ve provided a survey below that will help me understand your needs better and tailor content to help meet those needs. You can remain anonymous or there’s an option to let me know a little bit about you as well.
But I need your help. I’ve provided a survey below that will help me understand your needs better and tailor content to meet those needs. You can remain anonymous or there’s an option to let me know a little bit about you as well.
I look forward to hearing from you. I’ll be posting the new tools and content here in the coming weeks.
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 remember when I had my leadership development wake up call. I was fresh out of seminary working as an associate pastor at Pawleys Island Community Church. I was young, enthusiastic and thought I could do it all. But it wasn’t long before I was overwhelmed and overcommitted. I was responsible for weekend worship, midweek teaching, small groups, Sunday school, outreach, youth ministry and the summer children’s program (I had a slight case of Superman complex).
After a year and a half of this madness I told Cindy, “They’re going to fire me.” She told me I was crazy, the church loved me and there was no way they would get rid of me. So I explained, “Oh, they’re going to fire me, they just don’t know it yet!” I was juggling way too many responsibilities and was about to drop the ball with all of them. My enthusiasm and inability to lead through others had painted me into a corner and I was headed for trouble. That night I couldn’t sleep, so I wrote down the names of the volunteers who reported directly to me. I was shocked when I saw the list totaled 88 people.
God showed me two things in that moment: First, I needed to make leadership development a priority and second I needed a leadership development strategy. That night I decided to build a wall of protection around myself by choosing seven key leaders to oversee the various ministries. From that point on I started pouring into those leaders so they could pour into their teams. For the first time in my life I truly started doing leadership development and it saved my ministry.
I look back at those days and see 6 signs that I needed a wake up call.
- I was a doer not a developer
- Replacing myself wasn’t even on my radar
- Others leadership success threatened my sense of leadership security
- I gave people responsibility but not authority
- I had no intentional plan for developing or equipping leaders
- There was a severe shortage of leaders in our ministry
Do you see any of these signs in your ministry? Have you had your leadership development wake up call?