Share the Excitement

Do you wake up in the morning so excited about the opportunities the new day brings? Does your heart beat a little faster when you think about the ministry of leadership that your position provides? Does the inspiration that you derive from the impact of your organization serve as incredible motivation for your life? If you identify with this kind of enthusiasm, then you have experienced the thrill of leadership.

But, part of the challenge of leadership is finding ways to share this enthusiasm with others in the organization. How does the leader, who is so excited about the future and what lies ahead, pass on this enthusiasm? As I have reflected on this huge, and yet vital task, I would suggest at least four methods. Each of these approaches must work together to accomplish a balance and comprehensive message to the organization.

First, the leader must consistently project a positive outlook. The organizational culture must ring with the bells of victory. Celebration for the small accomplishments and the huge ones should characterize the spirit of the company. Positivism should reflect both the present status as well as the future possibilities of the organization. Things are not always rosy and filled with silver linings, but as Annie always said, "you're never fully dressed without a smile." Cold water can squelch creativity, but optimistic encouragement can enable collaborative ideation that leads to excitement among the troops.

Second, a leader must communicate realistic explanations. Optimistic leaders are usually bubbling over with a mighty vision of incredible impact. The leader often sees the vision with the clarity of present reality even when it is still far away. At the same time the leader must be careful to give real-time explanations to keep the people informed and "in touch" with the actual data of the day. Positive dreams and inspiring movement toward the future need to be balanced with realistic explanations to realistic inquiries.

Third, a leader must be committed to honest responses of integrity. The positive spin of optimism must never deceive the stakeholders. Clarifying and pointing to the future are keys to helping other catch the vision, but misrepresenting the present can cause mistrust and anger. If the future looks bright but the present is filled with rough and rocky times, honest statements that paint a true picture of both can free the organization to dream and pray with power.

Fourth, a leader must create a challenging vision. A vision that can be easily accomplished is not much of a vision at all. However, a vision that is way out of the realm realistic possibility can actually serve as a discouragement to the company. But a well designed, strategically worded vision can provide statements that unify and inspire. An edgy balance between challenge and simplicity; between a major stretch and concrete plans; between total dependence and confident responsibility can energize leaders, board members, employees and other stakeholders to sacrifice and dedicate themselves to the transformation of the vision into reality.

If you are charged-up about the future and excited about where your organization is moving, then share your passion and allow others to join your adventure. Be positive, be real, be honest, be visionary! Leaders that are inspired can inspire others; leaders that are enthusiastic can motivate colleagues, leaders that are passionate communicate genuine integrity, and leaders with optimistic vision create unity. Share the excitement and enjoy the journey!

Excitement face found at http://enoughhatsforeveryone.blogspot.com/
Enthusiasm Ignites Greatness Graphic found at http://quotesweliveby.blogspot.com/2010/10/nothing-great-was-ever-achieved-without.html

Who is Coming?

You better watch out, you better not cry.....he's making a list and checking it twice.... he knows who's naughty and nice....Santa Claus is coming to town!

Growing up in the hills of West Virginia, Christmas was a magical time for me. Most years there was no need to dream of a white Christmas because our little town was blanketed with pure snow. I remember the joy of walking out in the snow and watching the big flakes fall from the sky. Night time was gorgeous as the streetlights put a glow around the cascading snowflakes that added to the winter wonderland effect.

Santa was such a central part of my growing up. Cookies and milk were always set out for him on the living room table close to the fireplace. My folks had very few gifts under the tree on Christmas eve and then on Christmas morning, all the gifts appeared like someone had delivered them overnight. My Christmas Eves were so filled with anticipation that sleep was disturbed several times during the night. I wasn't sure what a sugarplum was, but I was pretty sure that they were dancing in my head and keeping me awake.

We had a great sled riding hill within walking distance of our house and all the neighborhood kids would gather at the hill for great hours of fun. I was not king of the hill, but I got such a kick out of flying down that hill with snow flying in my face. But it was on this hill of excitement, that I got the news that stabbed deep into my heart. As we were sharing about the excitement of Christmas morning, one of the older boys laughed at me and declared the nonexistence of Santa. I wanted to punch him in the worst way, but his size and age was quite a deterrent. Instead I took my sled and ran home. I went inside to see my dad. I don't remember if I asked my mom first or not, but I remember talking with my dad. When I asked him the question of whether there was a Santa or not, I remember the sadness that came upon his face. He gave me the very grown-up explanation that the spirit of Santa is giving and that as we give gifts to one another it is all done in the same way that Santa would give if he were real. I hated to hear the truth and his explanation sure didn't satisfy my desire to believe.

It was over a decade later that I realized that Christmas Eve needed to be approached with great anticipation. That the restless night should again become part of my thinking. That the Coming was still going to be a reality. The cookies could be placed beside the fireplace to enjoy in the morning, because Santa was NOT coming, but I was going to celebrate the coming of Jesus into the world. The greatest gift - God Himself, Emmanuel, was sent to us to provide a way of reconciliation and peace and redemption. Under the tree were nice gifts of earthly value that expressed the love we have for one another; but on the tree Jesus died that God might give us eternal gifts of heavenly value. Santa came with excitement and packages with my name on them. Jesus came with illumination and salvation because he knows me by name.

I still love to walk in the snow (but I hate to drive in it). It has been a while since I went sled riding, but even as an adult, flying down the hill brought a thrill to my heart. I thoroughly enjoy watching my kids and grandchildren open up their presents. And when I was 20 years old, I made such an incredible transfer of Christmas excitement from the pretend mission of Santa to the reality of Christ's plan - from the make-believe gift-giver to the wonderful Giver of peace and grace; from Santa to salvation; from Frosty the Snowman to Jesus, God's only Son; from Rudolf the Red-nosed Reindeer to the reality of the manager. A Christmas celebration based on Jolly Old Saint Nick excited my heart and mind as a boy, but a Christmas based on the reality of the Incarnation satisfies my soul everyday.


Santa picture found at http://triangulations.wordpress.com/2010/11/24/fighting-dragons-santa/

Football Leaderhip

In the midst of college football bowl games, there will be incredible plays that will change the direction, momentum and ultimate results of the games. The fake punt, the halfback pass to the wide receiver (or maybe even to the quarterback), the double reverse, the blocked field goal attempt, or the Hail Mary desperation bomb - these are the kind of highlights that are played over and over in order to relive the excitement of the bowls. And who makes these plays happen? The head coach, the offensive coordinator, the quarterback, the defensive line could all be the correct answer depending on the situation. In the final analysis, however, the leader makes it happen.

When I sit back in my armchair and watch the big game on TV, those game-changing plays just scream leadership. I see four particular aspects of leadership that jump out out me when I sit in front of my Panasonic. First, on the gridiron, leadership might be seen in the form of the idea maker. Someone on the sideline or in the booth sees a crack in the opposing team's armor. A strategic plan develops to take advantage of the opponent's weakness. The play is called and communicated to the quarterback who directs the team in the huddle. The ball is snapped and momentum is about to change!

A second form of leadership come in the form of the executor of the details. The quarterback is the CEO on the field. The exchange of the ball from the center to the quarterback begins a change reaction that, if executed cleanly and precisely, can change the outcome of the entire game. Talented players are important; but the execution of the details transforms talent into victory. Talent without execution is only talent.

Third, leadership on the field can be seen in the skill of the expert. Some running backs have extraordinary expertise. When number 23 is out of the game, his back up (#34) enters the game. The same play, on which number 23 gained 43 yards, nets on two yards for #34. The offensive line made similar blocks, the hole opened up in identical ways, but the expertise of #23 allowed him to hit the hole with greater speed, better balance, and superior agility. The leadership of the expert cannot be underestimated.

Finally, the leader is often the one who seizes the opportunity. Being the right person and the right place at the right time can completely change the course of the game. The tipped pass that falls in the hands of a secondary receiver for a touchdown... the interception that ends a drive to take the lead.... the fumble recovery on the two yard line... not only was the player at the right place and the right time, but he seized the opportunity, stepped into the spotlight and responded with greatness.

In football, or in the office, leadership can often be seen in the form of the idea maker, the skillful executive of the idea, the expert skill of the superstar, and the one who sees the opportunities to serve the team and seizes the moment. Innovation and ideation, creative application and attention to detail, dedication toward perfection, and a passionate drive with intentionality are all essential elements to effective leadership. Watch for these elements on the sideline, in the huddle, in the workplace, in your life.

OSU picture found at http://www.sinclairclarion.com/home/tag/state/

Leadership Is Expressed In Influence

Who has influenced you over the years? That question might have immediately brought several faces to your mind. Some of those faces might have appeared with smiles and bright eyes as you remember the cheers of encouragement, the words of motivation and inspiration directing you toward the stars, and the challenges of a mentor pushing you toward doors of opportunity and greatness; but some of the faces that flashed before your mind might be etched with critical voices that impacted you with negativism and harshness. Influence can come in several varieties and its impact can leave healing or wounds, excitement or contempt, loving respect or great disdain.

My hope with this posting is to focus on the positive. If the initial question brought up some bad memories or faces that you would not like to think about much longer, I would like to give you permission to set those faces aside for another day. Today, I would like to focus on those positive people in life that have helped us to grow and mature in wisdom and action. So take some time to put some faces back in a gallery for another day, and add some individuals to this moment of remembering positive influences, exemplary behavior, role models lived out before you, and informal and formal mentors. Take as much time as you need. Grab a pen and pad of paper and jots some names down as they come to mind......

Ready to continue? If yes, let's go. If not take some more time to reflect.

Some of you may have a long list, as many people have invested in your life over the years. Some of you may have a shorter list but the people's names on your pad of paper (or in your minds eye) have overwhelmed you with support and encouragement. What is so amazing is how unique your list is to you. Some people on your list may have made the list of dozens, scores, and even hundreds of others. Influential people most often impact lots of individuals down through life. Others on your list may have influenced you in a way that is uniquely special.

If a coach is on your list, take a little time to reminiscence about the team, the fun of the sport, and the lessons learned through athletics. If a teacher made your group of influencers, try to recall the classroom, the things that made him/her so special and set him/her apart for the many other instructors you had over the years. Maybe a pastor or a Youth Group sponsor comes to mind. Take a few minutes and contemplate what brought them to your mind and gave them such a place of honor in your life. If a grandparent is smiling at you, reflect on her/his character qualities that impacted your life. If a peer or friend ranks high in your memories of positive impact, try to describe the kindred spirit that bound you together. Take some time and mentally recreate some of the moments of great impact in your life. Smile a little bit today and see some special faces and special places that inspired you - and hopefully still inspire you in this moment.

After you have spent a some time reflecting, I would urge your to do two things. First, consider writing a short note/email/text of appreciation to those who have poured themselves into you. There is no greater reward for an influencer than to know that they had an impact. Even if they will not remember you, they will be so encouraged to know of their ministry to you. One of my people of impact was my third grade teacher. I lost contact with her as a boy (she had moved away from my home town), but as an adult, with a little investigation, I found her and called her up. She did not remember me, but she seemed so grateful that I made the effort to thank her.

If they are no longer alive, consider communicating with someone else in their family - they would be thrilled to know of the impact that their father/mother/son/daughter had in your life. I remember the first time in my life that someone outside of the family told me that my father was such a great guy. I was only a small boy, but I remember how proud I was to be my dad' s son.

The second thing that I would like to suggest is yet another reflection time. Only this time, consider how many people would include your name on their list. We all might be surprised by the number of lists that would contain our names. Several people on my list (which is pretty small, by the way) would have no idea that they would be included. A few were, what I call, a secret mentor. I choose to emulate them, learn from them, and be mentored by them even though they had no idea. People may be watching you, too. If this reflection time leaves you a little wanting, there is still plenty of time and lots of opportunity to influence. Reach out.... encourage..... become someone's cheerleader, or coach, or confidant, or good friend. Live your life like someone is watching (because they are!)


Picture found at http://hearttoheart.wordpress.com/2007/12/29/remembering-my-first-mentor-sr-carol/

Lessons From Third Grade

Billy came to school on the first day of third grade. It was a new school to Billy; his family had moved from out-of-state over the summer. Billy had put on his new school clothes and arrived a bit early for his first exposure to the new learning environment. He arrived with lots of excitement.... but even more apprehension. Billy was a friendly outgoing young lad, but the large hallways and unfamiliar surroundings made him feel uncomfortable.

Entering the classroom, Billy meet the friendly face of his teacher. The teacher showed him a desk with his name on it, and she invited him to try it out. Billy took a seat and looked around the room. There was a lot of color on the walls, a big welcome sign up front and a large bulletin board filled with paper balloons and smiley faces.

He had barely gotten comfortable in his desk when other students began to arrive. He immediately noticed their happy faces and enthusiasm. They all hugged the teacher, who seemed to know all their names. As the other children entered the room, they quickly began sharing with one another - small groups were formed spontaneously. Billy, however, was not part of reunion.

As the bell rang out, officially beginning the school day, the teacher quieted the class and directed all the students to their desks. Billy received some raised eyebrows from John, seated on his left and Karen, on his right. He smiled at them and got two token grins from his classmates. The teacher began class by introducing the new student - Billy! In that moment of awkwardness, Billy realized that he was the odd man out; that friendships would have to be made from scratch; that relationships of trust would take time to build; that loneliness was to be expected until he could demonstrate his loyalty, ability, and worth.

These third grade feelings are experienced over and over again throughout life. With every new position, every new neighborhood, every new church, and every new social group, comes the need to build relationships of trust, to establish bonds of shared experiences, and to demonstrate acts of integrity. The tests of consistency, compassion, and perseverance must be passed in order to obtain the goal of acceptance and respect. There are no short cuts to trust and confidence. Time is such a key - joint adversity and group challenges can quicken these relationships of reliability, but trust is not easily granted nor gained.

Billy was welcomed by the teacher, but his classmates were much more reticent. The one who hires you or promotes may be excited, but your peers may have great doubts and fears concerning your ability and title. The classroom had signs of welcome and bright colors calling his name, but the others students did not offer hugs and high fives. The organization may put up a welcome banner and repaint the office, but trust and respect are more that posters on the walls. Employees are looking for the gift, not the pretty paper and the bow on the box. The people cry out, "Talk to me and show me your character. Walk in my shoes and show me your compassion. Get to know me and demonstrate your loyalty. Make yourself known and demonstrate your humility."

What happens when trust is demanded too early - when Billy has not had time to build relationships and to demonstrate his integrity? These are the times of awkwardness, and tension and doubt. These are the moments in third grade when friendships are made or broken; small steps of trust enable larger ones to be made; and a failure to demonstrate authenticity results in a reputation that is difficult shake. These times in the life of adults are often the crucibles of leadership that define ongoing effectiveness; that establish a confidence and support for future decision making; and that, if mishandled, can cripple the authority needed to move forward.

As leaders, we should be sensitive to opportunities to build and establish trust. Effective leaders quickly begin to deposit elements of trustworthiness, golden nuggets of honesty, and valuable expressions of faithfulness into the bank of relationships. Once an account has been established and sufficient trust and respect is on hand, a leader can successfully and effectively ask for others to follow his/her direction. If the bank account is adequately funded, the leader can ask for confidence in difficult economic times. If the account is new or depleted, doubt and mistrust may follow.

The first day at a new school and a new position within an organization have a lot in common. Time and consistency are important keys to building relationships that lead to respect and trust. Billy, build wisely and make the most of every opportunity to demonstrate truthfulness and faithfulness and integrity.

Graphic found out http://www.welch.cr.k12.de.us

Words are Powerful

The words of a leader are powerful. Some leaders like to bark out demands; others pontificate with impressive vocabularies and smooth syntax; others make their point in quiet personal conversations; while still others engage their cohorts in dialog & an exchange of ideas. But regardless of methodology, good leaders speak powerful words.

One of the easiest ways to discern a leader in a group of people is to observe who is listened to - not who talks the most - but which person draws the attention of others when he/she speaks. There is often a distinction between appointed leadership, which sometimes comes with a title, and genuine leadership, which comes because the leader earns it. The leader gains the ear of others by the way he/she treats people, by the passion he/she has for life, by the personal integrity he/she demonstrates day after day, by the reputation of honesty, transparency and humility that surrounds him/her, and by the forgiveness, mercy and understanding that greets those who have tried but failed at a task. The words of a leader are powerful.

Encouragement offered to a struggling employee can increase his/her determination and effort to a higher level. Recognition of a job well done and praise for a second-mile sacrifice can result in a deepened loyalty and greater job satisfaction. A tactful rebuke and a loving challenge can communicate collaboration and respect. A written note of appreciation, a voice mail of edification, and a card filled with thought of thanksgiving can all promote a culture of value and community. The words of a leader are powerful.

Criticism without solution is discouraging. A bad report shared behind the back without opportunity for defense is like a dagger of betrayal. Sarcastic retorts and snide comments just out of earshot of the true recipient divides the heart of an organization. Verbal explosions from the inner office, tirades of wrath from the king, and expressions of disappoint in presence of the group all rip apart the fibers that hold a team together. The words of a leader are powerful indeed.

Words are more than syllables; they are more than intelligible phrases; they are more than complete thoughts. Words are instruments for inspiration. Words are lyrics to magnificent choruses. Words are weapons of peace and swords of faith. Words are the bread we need for daily existence. Words are chocolate deserts that sooth the soul. Words are safety nets. Words are wings that allow others to fly. The words of a leader are powerful.

Careless words can lead to destruction. Cruel words can kill. Harsh words can cripple. Ugly words bring regret. Angry words produce anger.

The words of a leader can bring life or ruin it. Positive results or negative consequences are often the fruit of the same seed - words. We all use words - its how we use them that makes the difference.

Powerful Words graphic found at http://www.freshersworld.com

Quit After Day 28!

If you happen to watch survivor this week you will not be surprised to see this posting on perseverance. In the first time in 21 seasons of Survivor, two contestants quit on the same day. And it is not on the third day or the tenth day, but on day 28! Before they left the game, they were one of only 8 players left standing. With less than two weeks before the final tribal council, the two contestants decide to walk away. As a loyal Survivor fan, this is simply unacceptable.

I was not a fan of either of the young women who decided to have their torches extinguished, but the lack of character and perseverance was so disappointing. One of the two, in my opinion, did not have a chance to win - I think she would have gone to the final three because the strongest players would have seen her as no threat to win. She played the game as a villian and failed to demonstrate much integrity throughout the time on the island. The other, however, fit the role of a potential winner. She was quiet, flew under the radar most of the time, and towed the company line when it came to voting. When it gets down to the final three, the jury typically votes for the player who played with the most kindness and was least offensive. She was a good candidate for that scenario. But, no matter, they both eliminated themselves because they could not persevere to the end.I think that time, good food and a dry place to sleep will quickly bring regret to the two deserters of the game.

There are lots of lessons to be gleaned from this episode. There were enough illustrations for a week of sermons on selfishness, humanism and individualism. Lots of thoughts about fortitude, mental and physical weakness, and the power of discouragement. It is a good episode to review in light of the concept of temptation. In our moments of weakness, we can find ourselves at the point of despair, when in reality, it has only been raining for a few hours.

But for me, I walked away from the episode shaking my head, wondering about the lessons of perseverance. Sometimes the differences between poor leadership and effective leadership can be best seen in the context of perseverance. When the circumstances look grim and the details of life are not supporting my vision, it is easy to consider the option of folding up the tent.... of taking your marbles and going home... of closing your book and taking a nap. The call of taking the easy way out and the temptation of avoiding responsibility, often has alarming appeal to my intellect. It is easy for me to criticize the survivor game players, but I have never been in their shoes. For all I know, I might have bailed before the first week was over. But I have walked in my own shoes and I am pretty convinced that we all have been faced with the notion of giving up and walking away toward the easy life at the Ponderosa.

In times of difficulty and stress in the real world, people look to the strong for encouragement; the team huddles around the stability of the leader; the organization rallies behind consistency and diligence. It can be called bravery and courage... it can be labeled confidence and faith... it can be inscribed as fortitude and guts... but whatever you call it, perseverance in the midst of the storm produces character and strength. It is fairly easy to lead with the sun is shinning and smiles are on the faces of the stakeholders. But when the giants begin to enter the land and the dark clouds of the monsoons appear on the horizon, leadership takes on a whole different meaning.

And yet, the crises of life often present the opportunities to lead. The financial crunch, the poor decisions of others, or the abandonment of faithful followers can all be the conduit for transformational leadership. It is out of the ashes of failure that great leaders can emerge. Warren Bennis (2002), in his book, Geeks and Geezers, talks about the crucibles of leadership. Challenges and discouragements abound, but our responses to them are the key to victory. Bennis says, "the ability to find meaning and strength in adversity distinguishes leaders from nonleaders. When terrible things happen....leaders find purpose and resolve" (p. 108).

This week's episode of Survivor irritated me, but I hope that my perseverance in the crucible of leadership will have a better ending. I pray that I might find purpose and resolve when the crucible arrives.

Bennis, W and Thomas, R.J. (2002). Geeks & geezers: How era, values, and defining moments shape leaders. Boston: Harvard Business School Publishing.

Rain photo found at http://blogs.eveningsun.com/mull/2008/05/rain_rain_didnt_go_away_now_we.html

Have Patience

December 24, 1960 was one of the longest days of my life. It was Christmas Eve and I was 10 years old. The anticipation and excitement of opening presents on the biggest day of the year was more than I could stand. The thought of going to sleep sounded good - "just close your eyes and Christmas will be here before you know it!" I closed my eyes but my brain refused to shut down; instead it began to race and jump and go into a routine of mental gymnastics like I had never experience before. After tossing and turning for what seemed like hours, I glanced at the clock beside my bed.... 15 minutes. My long struggle with trying to enter dreamland had only lasted 15 minutes before I had surrendered in frustration.

I tried calling out to mom and dad. They didn't even pop their heads in with sympathy and soft voices of assurance. I just heard faint voices from the living room, "Go to sleep, Dave - it's late and you will want to get up early." Little did I know that mom was finishing up the knitted sweater for my big sister and dad was trying to get tab "A" into slot "C", playing the role of one of the famous toy makers of the season. I remember waking up several time during the night and going into my parents room to ask if it was time to get up. My mom was not too excited when my initial inquiry flashed 2:30 am on the alarm clock! 4:15 am was not a good wake-up time to suggest to my groggy dad. But at 6:30, when I woke my sister and asked her to go into the master bedroom and announce the birthday of Jesus, mom and dad gave us the green light to head toward the tree with the flashing lights.

The patience of a 10 year old is as long as the hair on a bald man. And yet, patience is a character quality that must be learned in life. Road rage is a scary thing when adult men and women lose their patience while driving deadly weapons of mass destruction. Angry words are spoken to our precious children when they don't get ready fast enough. Acts of frustration often bubble-up when we are asked to wait - whether it be in a checkout line at the grocery, or being put on hold during a phone call, or sitting longer than usual in the waiting room at the doctor's office. Maybe there is a connection between being called a "patient" and having a seat in the "waiting room."

Timing is everything is certain aspects of life. Knowing when and how to wait is often just as important as knowing when and how to act. Patience can save us from embarrassment and the consequences of incorrect assumptions. Waiting for the right time can maximize the actions of a leader in bringing inspiration and motivation to the team. Decisive action balanced with wise patience can bring a high level of effectiveness to a leader's ministry.

But.... patience is so hard! I want to run the race at my pace; I want to move ahead even when barriers warn me of dangerous curves; I want to pass the ball even when my receiver is not ready; I want to vote even though there is debate and indecision around the table. And the core of the problem is that I WANT.... selfishness can raise its ugly head in the midst of impatience. One needs to have a healthy self-confidence, but even a greater self-denial as one relies upon God's hand of direction and guidance.

A couple of passages from the New Testament come to mind: Hebrews 12:1 "Let us run with perseverance the race marked out for us" and then 12:2 "Let us keep our eyes on Jesus, the author and perfecter of our faith..." I need to run with great perseverance AND with my eyes fixed on Jesus. Sometimes I run hard, but my eyes are on myself or on some self-centered goal. Another powerful verse is Galatians 5:25. After Paul has just affirm that patience is a vital part of the Christian experience (v.22), he says, "Since we live by the Spirit, let us stay in step with the Spirit." As I run the race I need to develop the ability to focus on the urgency of staying in step with the Spirit. I must not lag behind, nor run ahead. I must not miss the open doors of opportunity because I am not ready, but I must not try to open doors before God has unlocked them. I must be ready to run and yet patient enough to wait on the Lord's timing.

The next time traffic has you backed up and your irritation level begins to rise, take a deep breathe and bask in the possibility of developing patience!

December 24 picture from http://www.saidaonline.com

Motivation and Urgency - The Need to Know

I have had some wonderful opportunities to teach in recent weeks. I have been a guest lecturer for three weeks in a senior Bible class to high school students in a Christian school; I have facilitated a 5-week on-site college course in management to adult students in an undergraduate program; I have dialogued with a dozen doctoral students online as they have worked through an 11-week practicum on leadership; and I have lead a group of Christian school teachers through a six hour workshop on Inductive Bible Study at a regional convention. The various settings that education takes these days is nothing short of incredible.

The change in venues, the difference in student interest and maturity, the contrast of engagement levels, and the depth of content were a great challenge to me. The similarities of the experiences were interesting as well.... every group desired input and relationship.... every group of learners has a need for affirmation and encouragement... all of the students regardless of age, intellectual depth, educational background, or gender desired to succeed. In a society where the basic needs of life are met on a consistent basis, the power of intrinsic motivation is powerful indeed.

One of the keys to effective teaching is the same key to effective leadership and that is the ability to communicate the need for knowledge. If the student realizes the importance of the information being taught, he/she will be so enthusiastic to learn. The converse is true as well. If a student does not see the relevance of the material being covered in class, then all the antennae go down, the attention folds up, and the blank stares begin to form on the faces of the bodies in the desks. This is true of the workplace as well. If the employees sense the need and the urgency to understand the mission and program of the company, then they will become highly effective workers. The cornerstone of this kind of intrinsic motivation is the concept of urgency.

A great teaching technique is called the anticipatory set. The anticipatory set is the setting of the context before the critical information is shared. It often comes in the form of a story or illustration that takes real life situations and demonstrates the importance of knowing the information to be shared. My pastor is an expert in the use of the anticipatory set. He begins his teaching with a current event, or a story from his past, or a funny illustration that pulls you into his world. By the time he is done with his opening statement, I am on the edge of my seat waiting for him to tell me how it all relates to my life.

So with leadership.... our mission, our vision, our message must communicate the urgency of our purpose for existing. The passion of our organization should constantly be on the tip of tongues. There should be an excitement about what we do. If we expect others to follow after the mission of the institution, we must be demonstrating the urgency of our product/service. Inspiration is a necessary ingredient for motivation. Who wants to go to work for mundane organization that has little to no impact on life when you can be involved in an exciting ministry that will change the face of society? Who desires to sign up for a opportunity to peal potatoes when they can take an amazing race in becoming a world changer?

Urgency is a key factor. Intrinsic motivation kicks into high gear when we believe that we are about great work. If we are mixing cement all day long, we can become very tired, bored and discourages. But if we are part of a team of masons building a hospital that will save lives and produce a cure for cancer, then we are about a great work that must be done and it must be done now!

The sense of doing something significant is so important to me. I think that is why I enjoy teaching..... and leadership. Both of these activities have the potential to change lives. Both of these activities can build, edify, develop, and mold the mind, hearts and souls of others. To see passion move from one heart to another is an awesome experience...to observe the contagious aspect of communication when people begin to share a vision for the future, or an enthusiasm for a cause, or kindred mindset for a philosophy is a life-changing event. Teachers get to see it often in their classrooms as the light bulbs of reality begin to illuminate the students' thinking. Effective leaders get to see it as well, when others begin to share the excitement of the work, the mission of the organization and the big-picture goals of impact and influence.

Leaders: Born or Trained?

A common topic of debate within leadership circles involves the ability to lead - can leadership skills be learned or is one just born a leader?

There are those you meet that just seem to ooze leadership qualities - when they speak, people want to listen; when they enter the room, people take notice; they appear almost bigger than life and their presence has this magnetic draw on others. These type of charismatic individuals seem to "naturally" possess certain leadership qualities, or traits, that equip them to influence others.

But then, there are others that don't appear, on first meeting, to be much different than the rest of us. There is no commanding smile or deep voice that turns your head to listen. There is no air of confidence or physical appearance that catches your attention. But, once you are around them a while, you begin to respect their deep insights and their wisdom in decision making. They reflect a wealth of discernment; others begin to look their way when difficult questions are raised without easy solutions; they have great skills in analysis and synthesis.

Charisma is a great attribute to possess. Often the charismatic leader finds him/herself with followers without much effort. But without depth, or well-designed strategies, or a clear map defining his/her goal, his/her leadership can be a flash that can result in the disappointment and the disillusionment of even the loyal follower. Those who possess these special charismatic attributes need to take care to use these gifts with great responsibility. Enthusiasm with a well crafted plan can lead to incredible results; inspiration with excellent strategic blueprints can produce a magnificent cathedral; motivation caused by dynamic words can move an entire organization.

So are all leaders born to be leaders? My answer is a qualified, YES! Some leaders possess these innate qualities that draw others to themselves, while others have worked hard to hone their skills and learn the best techniques for working with others. But, I firmly believe that every leader is a leader because God has ordained their opportunities. Every king has come to reign within God's sovereign plan. God used an uneducated fisherman, who often talked before he thought, to become the rock on which the early church was established. God knocked a highly trained Pharisee off his horse, blinded him for several days, and then raised him up to become one of the greatest global leaders of all time. In this sense, all leaders have been born to lead in God's sovereign plan.

From the slow of speech (Moses) to the mighty warrior (David), God's calling upon one's life has made all the difference. It seems as if some leaders have be groomed for their positions since childhood (Josiah), while, in contrast, others appear to be thrust into leadership roles (Joseph). It would be a fascinating study to research the world-leaders during World War 2 to see how many possessed those natural, innate skills of leadership and how many found themselves somewhat forced into leadership roles because of the circumstances of war.

I believe that some leaders are prepared by God to step into leadership roles at particular times and under special circumstances. As Esther was prepared and positioned at just the right time and just the right place to fulfill an critical leadership role in God' s plan, so some people are prepared for significant influence for "such a time as this" (Esther 4:14).


Portrait of Queen Ester found at http://blogoftheemissary.blogspot.com/2008/10/queen-esther.html

The Apprentice Approach

The Apprentice is such an interesting show. Donald Trump may be a very successful business man, but he has a very unusual method in choosing an executive manager. I enjoy watching the show, but not to learn leadership skills and techniques from the Donald. I find it fascinating to see the teamwork (or lack of it) among the candidates. The projects given to the teams, although bizarre at times, are fun and creative. Although the tasks are not always suited for the skill sets of the potential apprentices, the planning, organizing, leading and controlling of resources challenge the managerial gifts of the candidates.

I know that the show is made for the TV audience, but Donald's approach to the board room is anything but collaborative. He seems to get some great enjoyment over seeing the candidates turn on one another with accusations of blame and weakness. This "throw-your-fellow-teammate -under-the-bus" method of decision making in the "firing" process sets the culture for the entire show.

The strategy of the candidates during each task is to work hard but always find some area of weakness against at least one other player, so that if they are called into the board room they will have a bony finger of failure to point in someone else's direction. When Donald turns and asks, "David, who do you think I should fire?" David should be quick and decisive to point out the shortcomings of another person. Accusations of weakness are countered with a defense of competency. The volume level begins to rise and before Donald intervenes to quiet down the emotional volcano, three or four people are all talking at the same time. These vocal exchanges of frailties and mistakes cause deep wedges of mistrust and disloyalty.

Taking responsibility for losing, is a sign of weakness on The Apprentice. Taking credit for a team victory is a sign of leadership in the board room of the Trump Tower. The winning team celebrates with hand shakes and pats on the back while a member of the losing team hears those words of doom - "You're fired!" No one like to lose, but blame-shifting and dodging the responsibilities of decision making are not honorable characteristics of good leadership. The stressful times experienced in Donald Trump's board room do not develop character but rather reveal it.

I know its just a reality show - but how close is it to reality?

The Apprentice logo found at http://www.webtvwire.com

Interviewing - A Callenge of Discerment

The hiring process is a difficult exercise in discernment. Over the past two weeks I have been part of the interviewing process sharing with four different individuals for the same position. Moving from paper applications and resumes to face-to-face question/answer sessions is a fascinating experience in itself. My initial impressions, as I review the written documents submitted by the potential employee, are often altered as a begin to dialogue with the individual across the table.

Some of these recent interview settings have underscored to me the importance of both written and verbal communication skills. Those written applications (and my organization utilizing some rather lengthy documents) are critical because the provide an introduction to personality as well as a view of the depth of the individual's thinking and philosophy. The resume provides the basic facts about employment background and educational preparation (all essential information), but, for me, the application dives beneath the facts and bullet points to the heart and passion of the candidate. It can also reveal skills in logic, creative thinking, and a professional "fit" for the position. Little things, like spelling, grammar, and vocabulary can bring to light some strengths or weakness of the applicant. A carefully crafted application can make a significant difference in my initial impression of the individual.

The face-to-face interview allows those personal communication skills to shine. It shouldn't be as importance as it is, but personal attire and choice of dress make a large impact on me. I don't think I have ever made a hiring decision based on dress alone, but it certainly opens the door for serious listening in the interview setting. Many elements impact the actual words that are being said - vocal quality, facial expressions (in particular for me: smiles and the look in the eye), ease of sharing, tempo of the communication, and a sense of humor. Obviously, the content of the answers is key, but the use of proper grammar, clear articulation, and a pleasing volume level all assist my ears in listening to the content. An finally, the information shared by the candidate must be deep, well formulated, logical, and thorough enough without being filled with undue pontification. A pet peeve of mine is a candidate who fails to answer the question that was asked and leads the interview down a completely different path by the answer provided (assuming the question was clear and well stated).

Interviews can be exciting and encouraging. At the end of the process, one individual is extended the invitation to join the organization and the other applicants are not. This is the hard part. Paper documents, personal impressions, and notes jotted down during the interviews must be aligned and synthesized in order to make the best selection. I have usually embraced several individuals during the process as kindred spirits and "good fits" for the organization. Prayer is such a key element for me in the discerning process. I am so often overjoyed with the new employee but saddened that we could not hire several others.

One final point - I wish I could say that all the hiring decisions in which I have had a voice have worked out with great success and long tenures of service. Some have!!... but some have been poor choices that did not work out like my minds-eye predicted. In those cases, I begin to question the whole hiring process. But, until we can x-ray the attitudes and spirits of candidates, I guess the process of written and verbal communication is still the best process to follow.

interview photo found at http://ispotasolution.com/job-interview-preperation-the-correct-way-to-prepare-and-interview/

Listen All Extroverts

Extroverts make good leaders. At least that's what I continue to read in the literature that explores some of the traits of effective leadership. I suppose that extroversion really assists an individual in feeling comfortable and even energized by exposure and interaction with people. One concern I have is the equating of extroversion with social conversation. I have met numerous people who love to talk, but fail to offer good leadership. In fact, their desire to talk is often a detriment to their influence on others.

I have found that the need to talk and to be heard can actually impede the effectiveness of vision casting and organizational change. A case in point - I was recently involved in a group conversation regarding an important aspect of organizational life. At one point in the conversation two individuals were exchanging ideas on a particular point. Individual A was dominating the exchange. Individual B was patient to listen and then found a spot in the dialog to share his perspective. He was right in the middle of his explanation, when Individual A interrupted and took the conversation in another direction. I saw the eyes of Individual B and it was obvious that he had disengaged his ears and the conversation was over - even though Individual A continued to wax elegantly for another few minutes.

It is good to have Survivor back on the air for another season. I find it a fascinating look at leadership and personal relationships. The first episode was a classic for the pitfalls of talking too much. At the initial tribal council, it looked like Jimmy Johnson was going to be voted out, but then Wendy decided she needed to defend herself from elimination. Her defense went on and on and on. She shot herself in the Survivor foot and earned herself a unanimous vote off the island. Extroversion can be a positive trait if combined with Social and Emotional Intelligence. But a lack of sensitivity to others and a distorted view of the importance of your viewpoint, can cause a potential leader to lose his/her platform of influence.

Extroverted people are fun to be around and awkward silence is rarely an issue when they are around, but I often times find myself questioning their depth of insight and even their credibility. Extroverts sometimes struggle with listening skills because of their tendency to think about how to interject themselves into the current conversation/situation. I cringe when I see a leader failing to hear...failing even to attempt to hear... a colleague or a stakeholder. A dialogue that turns into a monologue is like a tree with no fruit - disappointing when you're hungry and thirsty for fresh new ideas.

I find my foot in my mouth far to often, but if I don't open my mouth, it is so much harder to insert my size 10. Impulsive comments expressed because of a desire to keep a conversation moving along, can sometimes backfire with misunderstandings and confusion. Ready...fire...aim is a funny statement about how some people handle relationships. They engage their skills of conversation without taking the time to aim at a specific target. Firing off a comment too quickly can result in striking a recipient with criticism, offense, or even injury of the heart. Careless words of extroversion can implode on a leader causing a lack of positive impact.

"Be quick to listen, slow to speak and slow to become angry." James 1:19

extrovert art found at http://peoplemaps.typepad.com/job_seekers_tips/2006/05/are_you_an_extr.html

Transition Needs Vision

Times of transition are times for vision.

When an organization makes a switch in senior leadership; or when a department within an organization sees a new supervisor; or when a faculty finds out that a new principal is coming, a clearly stated vision is often the key to stability and security.

Transition usually brings change...sometimes major change! A new leader usually brings new ideas, new procedures, and new philosophies. Getting to know the new leader is essential to transition - who is the leader: intellectually, emotionally, and professionally? The proclamation of a clear, powerful vision can enable the new leader to clarify so many dynamics of who he/she is.

The first few public meetings that the new leader has with his/her organization are so crucial to those who wish to follow. Employees are looking for direction; they are curious about immediate changes that are in the wind; they may be nervous about the future direction of the institution; they want to know that the new leader is qualified to lead; and they long to hear about the path that the leader is traveling. It is so critical that the new leader develop an intentional strategy for communicating his/her vision.

The effectiveness of the strategy depends on several elements, but the two engines will propel and accelerate the plan that are somewhat outside of the strategy itself: verbal communication skills and quality of vision. These two elements need to be at the foundation stones on which a specific strategy is built.

First - the verbal communication skills of the leader. The qualities of an effective leader have been debated for many years without a canonized list in sight, but I have found that an individual who cannot verbally communicate with passion, excitement, and enthusiasm lacks the skill-set of a person of impact. Certainly a leader must be more than a charismatic personality, but if he/she cannot inspire the troops... give the locker room speech that rallies the team.... deliver bad news with dignity and courage...and raise the flag with shouts of unification and advancement, then who will want to follow.

All the marketing in the world will not compensate for a lack-luster verbal communication from the head of the organization. When a leader speaks it is not enough to just get a base hit when he/she talks about vision - it is better than a strike out, but home runs need to be the norm. Every one has a bad day from time to time and the level of communication may not be up to standard, but clear, fresh, articulate, inspiring oration must be the reputation of the leader.

In my opinion, this failure to communicate is the reason that Bob Dole lost his bid for the presidency. I personally went to hear Senator Dole speak in Ohio during his campaign. I truly wanted him to do well and I wanted to hear him shout the words of conservativism and truth. I was greatly disappointed in his lack of pizazz. On the other hand, I loved his wife and would have cast my vote for her - she was personable, passionate, articulate and vibrant.

Second is the quality of the vision. Fiery words, the raised voice to drive home a point, and large, flowing gestures can assist in providing a powerful context for a message, but shallow words conveying a thin vision are ineffective to discerning ears. Lofty promises and general goals leave the organization scratching their heads in confusion at the end of the leader's words. A leader's vision is like a boat. It must be big enough for everyone to have their spot, strong enough to weather the storms of criticism and doubt, and appealing enough for others to want to board. Just because you park a boat next to a dock doesn't mean that anyone will get in.

And a leader must know where he is taking the boat. A vision should proclaim the destination! The purpose for the organization and the vision to transform that mission into reality must be rich with motivational specifics, filled with excitement and worthy causes, important enough for employees to sacrifice their careers and to spend many years of their lives to create. A nebulous or shallow vision will produce a lack of commitment and a flattening of morale.

Times of transition are times for vision - A well articulated vision.... a well communicated vision...an inspiring vision that leads to unity and shared enthusiasm. Successful transition requires a leader who can talk the vision, walk the vision, and lock the vision into the fabric of the organization. Without a powerfully clear and focused vision, transition can be filled with confusion, discouragement, and even chaos. Leaders in time of transition need to shout, share, whisper, talk and write about their vision for the future. Raise the flag, sound the battle cry, circle the wagons, and man the torpedoes - the future arrives tomorrow.


leadership figure from http://rudyvrodriguez.wordpress.com

Transition through Orientation

Orientation of new employees is such a critical part of successful career transition. The awkward days of a new job that are filled with meeting new people and trying to remember their names; learning new tasks comprised of far too many steps to recall after only being shown once; finding a new work space with different looking resources (or no resources at all!); answering telephone calls without ample information to satisfy the inquirer; experiencing a lonely lunch break without a kindred spirit to talk to. This kind of experience is difficult even for the most outgoing of sanguines. For the introvert, such a transition is almost unbearable.

A good orientation program can form the core of a pain-free transition. Being an educator, our school holds two days of new teacher orientation and three additional days of orientation for the entire faculty/staff. If designed carefully, these days can be great days of building relationships, relieving anxiety; laughing with new colleagues; and establishing the routines for the rest of the school year. The apprehensions of the rookie can be minimized with a good mentor program and some solid counsel from a wise leader.

Information.... appropriate, needed information should be shared in a variety of settings. Large groups, small groups, and one-on-one sessions can all be used to help with the task of orientation. Some data is best communicated in large group setting allowing the employee to get a sense of the overall ministry and the many facets involved in the organization. Vision, philosophy, mission can all be shared with inspiration and motivation in large group venues.

Small groups are idea for collaboration and inclusion. Experiences involving small groups can provide the new employee with a limited number of people (names) to assimilate and remember. Getting to know a small number of colleagues can break down so many walls toward acceptance and communication. Whether the small group is designed for social interaction or work projects, the results of positive collegiality can be realized.

One-on-one time is an essential part of orientation as well. A formal mentoring program provides that new employee with a personal lifeline. The better the fit between mentor and mentee the more effective this aspect of orientation will be. Just knowing that the employee has a place to go for personal and professional questions gives a peace of mine that specific needs can be met (without the embarrassment of having to ask the boss a stupid question).

In a school setting there are 1001 forms and rules and expectations to keep track of. There are time schedules to memorize, seating charts to design, lesson plans to submit, extra-duties to balance and papers to grades. Once the students arrive it is often a blur until Christmas vacation. A well designed orientation program can really help new teachers prepare for the invasion of students. A poor orientation can result in frustration and discouragement for the rookie teacher. The teaching profession is so difficult to learn. Without a good mentor and administrative support, a teacher walks into the year with two strikes against success.

Good leaders provide excellent orientation!

picture found at http://www.mic.ul.ie/healthandsafety/Training.htm

Beware the Negative; Watch Out for the Positive!

As an educational leader, I have found the teachers' lounge to be an interesting place to listen for the culture of the school. Just sitting down and listening to the conversations among teachers provides incredible insights into the climate of the organization. After a short visit to the lounge, I was able to glean the health of the spirit, the morale, and the attitudes of the faculty and staff.

For the most part, my visits to the lounge were encouraging as I heard teachers sharing about funny experiences in the classroom, outstanding achievements of the students, interesting insights provided by student participation, and collaborative knowledge sharing regarding methodology that worked or bombed during the instructional day. I heard lots of laughter as professionals enjoyed relating to one another as kindred spirits.

But there were those situations where whining and complaining cast a dark cloud on the spirit of collegiality. Negative comments and pessimistic attitudes invaded the commitment to education to the point of despair. The sunshine of being involved in the transformational process in students' lives was eclipsed by the shadow of gloom. I could just feel the poison of complaining words infiltrating the core of the room. A little cold water can quickly put out the fire of enthusiasm. The "woe is me"s of negative thinking calls out for the misery of others. Soon the rally cry of the group is directed toward the common complaints of the community (and there are always several things worthy of comment). Negativism turns the key to depressing topics and discontentment.

The other side of the coin can be difficult as well. If a culture is created where constructive criticism and questions of concern are not permitted... where disagreements and complaints are simply not vocalized, we find an ostrich-organization with its head in the sand. Agitation and disagreements boil under the surface, but no one is brave enough to talk about the elephant in the room. When negative comments are squelched and the individual is rebuked when a concern is expressed, the facade of optimism becomes the mask of reality.

Sometimes the leader can increase the impact of the mask by putting a positive spin on negative situations. If the leader refuses to hear and really listen to the concerns of others, he/she can do a great deal of damage in the name of optimism. The wonderful songs from the musical "Annie" entitled, "You're Never Fully Dressed Without a Smile," and the sun will come out "Tomorrow" reflect a nice philosophy of optimism, but oftentimes the difficulties of life must be addressed and not ignored. Turning aside a smiling face to a serious problem will not make the difficulty go away.

The balance of optimism and constructive planning is not easy to maintain, but either extreme can be painful. The challenge for the leader is to create a culture of positive movement toward a shared vision of greatness... to develop a corporate mindset of transforming that vision in order to change the world.... to inspire every employee to use his/her gifts to bring about incredible change through the mission of the organization. There needs to be an ever positive movement toward the shared vision while recognizing and enthusiastically working on difficulties. Constructive criticism is positive...whining and complaining is not. Words of death should be turned into live-giving solutions. Concerns need to be expressed to those with the power to make change, not to a group that is powerless to anything but listen with distain.

A positive spin on the negative? NO! A poison mouth filled with gloom? No way! The positive road between the two is narrow and easily derailed, but that road is such a key to creating a healthy organizational culture.

smiley/frown face credit - http://apathymyth.blogspot.com/2010/01/f-i-r-e-is-key-to-overwhelmed.html

Preparation or Presentation??

I have just finished a wonderful week of teaching in a summer institute for school teachers. The week-long institute was designed to provide professional development for PreK-Grade 12 classroom teachers in the Christian school. The institute provided seven different topics with each topic involving 6 hours of instruction. I had the privilege of teaching two of those topics.

I love teaching adults! They are so motivated to learn and they bring such rich experiences into the classroom. The role of teacher often takes on the service of the facilitator - serving up new information and then directing the discussion that naturally follows. The insights of adults and their passion for growth make them a joy to have in a classroom setting.

I love to teach! Although I was quite tired at the end of the week, I was also energized by the teaching experience. I think my passion for the content of my workshops comes forth in my animated delivery and genuine enthusiasm for the message. In the midst of the interactive classroom dynamics and the exchange of information, I find myself thrilled with the whole process.

As I have reflected on the past week of professional development, I have considered again the two sides of teaching: preparation and presentation. I often ask prospective teacher in the interview process which side of the teaching they enjoy the most. For me personally, the answer is "Yes!" I enjoy both the preparation and the presentation with equal zeal - but for very different reasons.

The preparation for teaching is is powerful! As I concern the incredible responsibility that I will have in helping others understand and apply truth, I am driven to know my topic, to research my statements , to ground my opinions in orthodoxy, and to ensure accuracy, integrity, and truthfulness in my presentations. I enjoy words.... definitions are important to me....logic, reasoning, and analysis drive my research. All of this takes time (lots of it) to prepare a workshop. I have never timed it, but I would estimate that for every hour of lecture, I put in 6-10 hours of preparation. Part of my problem with research is that I cannot bring myself to stop. There is always another article to read, source to include, quote to find, thought to include. And for me, the research is fun, exciting, and intellectually stimulating. I always gain so much more than my students. I usually end up with twice or three times more material and insight than I end up sharing with the class. I find myself so blessed during the preparation stage of teaching.

But then come the time of presentation. Even with the time spent in preparation, I often feel inadequate for the time of instruction. The nervousness of presentation is always there with little butterflies in the stomach, or huge waves of mental anguish, depending on the audience. But once the session has begun and get over the hump of anxiety, I experience the rush of presentation. Words begin to flow.... the expressions on the faces of the audience reveal acceptance and understanding.... I begin to see light bulbs of comprehension turning on in the eyes of many faces.... smiles and chuckles react to my humor... debate, discussion and dialog begin to invade the experience and I am floating on educational energy.

At the end of the day during this summer institute, I was physically tired, my feet were sore from moving around the classroom, my mouth was dry from talking, but my heart and spirit were alive with the experience. I am not by nature an extrovert and social gatherings are not my element of ease, but engaging a classroom filled with students who desire to learn together meets my driving heartbeat.

I love to teach and I love teaching adult!

photo credit: http://lifeinthenhs.wordpress.com/2009/03/10/

Confrontation - Such a Misunderstood Word

Confrontation.... Is the ability to confront a major sign of leadership? Is a high level of professional intimidation needed to be effective as an organizational leader? Does a good leader seize the opportunity to confront wrong whenever he/she sees it?

As I have reflected on the concept of confrontation, I have come to some rather unique perspectives. Maybe it is because I don't enjoy confrontation - neither the process nor the end results; or maybe it is because of the commonly held expectation that the leader must play a dominant role in the confrontational process, but I don't see confrontation as civilized warfare. Rather I view confrontation as an opportunity for the peace maker... a challenge toward tactful communication... and an openness to new ideas.

Some seem to have the opinion that good confrontation resembles a bulldozer on steroids. If something is not right, the leader needs to expose the issue and exercise his/her muscles of authority. Confrontation is the leader telling it the way it is, the way it must be, and the way out the door for any failure of compliance. This mindset declares that confrontation is a calculated expression of coercion in which the leader lays down the law and provides decisions for all concerned. Most confrontation using this approach feels like the Spanish Inquisition, involving a cross-examination of a hostile witness. Tension is high and usually the conclusions involve wounded spirits, broken relationship, and forced compliance. Is the issue confronted? Oh yes. Are solutions provided? Mandated. Is everything better again? No, more shattered than Humpty Dumpty.

My thoughts on effective confrontation center more on the relationships within the conflict, than on the conflict itself. Even in a seemingly right and wrong situation, various perspectives are involved. I have seen that each party involved in conflict approach life with personal assumptions, presuppositions, and moral opinions... and some of these ideas may be based on individual preferences not universal truth.

I have found myself listening to one side of a debate, fully agreeing with the speaker and buying into their perspective. Then, as I listen to the "other side" of the dialog, I see the issue through a different set of eyes. The second slant takes on the ring of truth as well. Conflict is often not the good guys against the bad guys...not Luke Skywalker verses Darth Vader... it is often difficult to understand who is wearing the white hat and who is dressed in black.

Confrontation is often filled with pride, arrogance, and anger. In the midst of confrontation, I have seen both sides refusing to admit wrong, arguing for the sake of arguing, defending a position that makes no sense, and refusing to compromise in order to prove a point. I have experienced confrontation when both sides have come with six-shooters blazing... and after the shoot-out at the OK Corral, no one was left alive. I have also seen one party loaded to bear and the other blind-sided... this kind of pounding is not a pretty site.

It appears to me that the whole concept of confrontation is front loaded with some major flaws. The issues are usually filled with demanding individual rights, personal affronts based on petty misunderstandings, third party quotes (better known as gossip), unfounded accusations, and unforgiving attitudes. Instead, if confrontation could reflect a true desire to understand the other side, a humble attitude, an openness to compromise, a genuine commitment to personal growth and a hope to build deeper relationships, then confrontation might be more productive and worth the awkwardness of discussing touchy subjects.

There are obvious situations when rebuke and accountability are essential. If an individual is involved in sinful behavior, immoral relationships, dishonest professional practices, gossip and slander, or financial deception, the person must be lovingly corrected. Blatant wrong doing must be clarified and dealt with appropriately (Matthew 18 makes this clear). But "he said/she said" issues, personal differences of interpretation, disagreements on priorities, conflicting assessments of programs or personnel, all seem to be potholes for harmful confrontation.

Maybe this series of question might help us decide if rigid confrontation is needed.
1. Is my friend involved in sinful behavior?
2. Are the actions of my friend causing me physical or emotional harm?
3. Is my friend involved in illegal dealings?
4. Is my friend doing things is a different way than I would?
5. Am I hearing negative reports about my friend from other people?
6. Am I personally offended and have a right to be mad at my friend?

Affirmative answers to the first three question warrant confrontation. Affirmative answers to the last three should initially lead us to a serious self evaluation and a personal attitude assessment in order to facilitate a humble introspection and clarification of situations.

Confrontation - the opportunity to assert authority, or the change to make peace among brothers and sisters? Is it the iron fist of positional leadership, or the gentile listening of the servant leader? Is it the "my way or the high way" mindset, or the open minded attitude of the life-long learner?

Maybe a better word for confrontation might be harmonization - bringing dissonance together with the sole goal (and the soul goal) of transforming the dissonance into harmonious expressions of unity. Just a thought.....


Photo credit: http://www.success-strategies-u.com/idx-Conflict.aspx

When Is Enough, Enough?

Guidance Counselor Frank could not decide if he should sign the paper or not. If he put his name on the bottom line, it would provide a student with the opportunity for the scholarship, but not all the information was totally accurate. The student filled out the application and Frank was just verifying the content. The student's class rank was off by a few spots and his GPA did not include the last semester of class work, but the information was close and the differences would most likely not matter to the university that much. The deadline was last week so the application was postdated and Frank's signature would have to accompany a date of last Friday: not that big of a deal considering the dollars to be awarded to such a good student and an outstanding family.

Ethics in the workplace - there are many situations in the work environment that vibrate the tightrope of personal and profession ethics in decision making. A colleague who takes a double long lunch time without permission; an employee who comes in late three days a week or one who leaves early on a regular basis; a staff member who seems to talk more to friends and family on the phone than to clients and business contacts; the custodian who is often found in dark rooms with earphones in place and eyes half closed; the executive who uses slick words and deceptive "facts" to create a smokescreen of security.

The lines of right and wrong seem so clear to some people while quite blurred to others. In a world of relativism, the gray shades between black and white multiply in growing numbers. The areas of off white and deep charcoal are ever expanding, causing ethical issues to pulsate with unclear definitions. And yet, the ultimate truth of the Bible provides incredible clarity for those who embrace its authority. Without the foundation stones of universal standards, ultimate truth is unattainable and the opinion of the individual becomes the authority for the ethics of life. What is right for you is right for you - but don't force it upon me. I believe what I believe. I'm ok, you're ok, we are all ok, if we just remain true to our inner selves. Really???

Assuming that we hold to the truth of Scripture and live by the principles of the Bible... assuming that the teaching of Jesus and the words of the Old/New Testament echo in our hearts as the basis for decision making, then our ethic should be straight as a arrow and filled with personal and professional integrity. But what happens when it is not and our workplace begins to reflect questionable decisions and eyebrow raising activity?

I was playing a game of trivia pursuit recently and the question come up - What is the motto of the FBI? The answer surprised me - Fidelity, Bravery, and Integrity. I thought to myself - "what a great set of core values and what a wonderful mission statement for business ethics." If we could be people of faithfulness, courage and honesty, most of the ethical dilemmas in the workplace would be easily solved.

When is enough, enough? At what point do we draw a line in the sand and be willing to fight for an ethical standard? When do we defend a mountain that's worth dying on? If we find ourselves surrounded with a lack of integrity and honesty; if the communication from the top is not accurate or filled with misconceptions and a deliberate song and dance to avoid reality, how long do we continue to identify with the organization? What is our ethical obligation? Do we become a whistler blower and cause an explosion of dissension and doubt? Do we quietly resign and move on to the ranks of the unemployed? Do we continue to raise our voices of discontent hoping to be heard in the offices higher up the food chain? Or do we ignore the situation and comfort our minds with the arguments that the responsibilities lie with others above our pay-grade?

The ethical demands of employment often run deep and cause us to evaluate and assess our tolerance of the gray. Whether we are to newest employee on the payroll or the top dog in the leather chair, decision making is a daily part of our lives. Whether we are a recruit, or a sargent, or a lieutenant, or a commanding officer, integrity must rule our minds; fidelity to God must reign supreme; and bravery to take our stand must stimulate of will. As you face the decision making process today, take up the spirit of the FBI.


Photo of Street sign found at https://www.ibm.com/developerworks/rational/library/may06/pollice/

The Web of Debt

Debt is a nasty web that entangles in insidious ways. Although debt has become a way of life in corporate and personal America, destruction and turmoil are often the result of unsuccessful debt management. Borrowing allows for growth and expansion and, carefully managed, can be a tool for financial stability. But more often than not, debt enables the temptation for an organization to grow too fast without counting the cost of tomorrow. Debt can feed the ego of man, inciting the leader to commit to projects, programs, buildings, and property beyond the scope of his/her organization. The means to pay back fades in the light of the vision of new ground to be conquered.

Carefully planned financial loans can enable an organization to move to another level of effectiveness and impact. Solid business plans reflecting long-range budgets, including debt reduction and elimination, can provide the structure needed to avoid the pitfalls of financial calamity. Counting the cost before building the tower is a powerful and direct teaching of Jesus (Luke 14:28-33). Debt may be a way of life in the USA, but careful spending and minimal indebtedness should be the motto of responsible organizations.

An institution, whose balance sheet is rich in assets but weak in liquidity, could be on the brink of financial collapse. If the organization owns property, and buildings, and holes in the ground called building projects, but does not have the cash flow to pay for the people in those buildings, or to cover the expenses of programs and products that it provides to its customers, the organization is in a lot of trouble. From the outside it might look strong, solid, sleek, and attractive, but on the inside it might be dilapidated and rotten. Buildings purchased with debt dollars, annual budgets funded by internal or external borrowing, and a cash flow stream generated by the revenues of borrowed money, are serious indicators of financial problems.

The obvious solution for a property rich - cash poor institution is to sell some of the property. But "right sizing" can be a blow to the ego of the leader as he/she must exercise the appearance of a step backward. To shrink the institution in order to provide for financial stability gives the impression of failure. The realignment of priorities and the downloading of fringe ministries to protect the core of the organization might reveal some mistakes made along the way. Poor judgments in the decision making of encumbering the initial debt may come to light. But, it seems a small price to pay for the health of the overall organization. A nice meal with a smaller piece of the pie, is much more attractive that an empty table with no pie at all.

But, to exercise such a responsible financial position, assumes that assets can be sold. A highly appraised building on a desirable plot of land, is only as valuable as the buyer can afford. A beautiful $500,000 home is only worth $500,000, if you can find a buyer willing to pay $500,000. If the top bid is only $300,000, then what is the true value of that home?

Hard assets on the balance sheet look nice and can be easily used for collateral on a loan, but turning those assets into debt reducing revenue is not as easy as placing an ad in the local paper. Often the assets of an institution are attractive to a limited number of buyers. And in the economic times in which we live, liquidating a hard asset can be a hard task indeed. Sometimes financial survival hinges on the sale of assets. It is in those times that debt raises its ugly head and laughs at the fate of the entangled.

Desperate times call for desperate prayer.

Are Handbooks Worth It?

I sat in a meeting today designed to review handbooks. My initial thoughts centered on the tedious task before us and contemplating the true value of handbooks. How many people really read them? Aren't they basically ignored and only pulled off the shelf if there is a dispute or disagreement? So many words on reams of paper... are they really worth the time?

Then I realized that the culture of the organization is recorded in these handbooks. In turn, these handbooks help to define and bring about the organization's purpose for existence. These documents delineate the spirit of the mission of the institution. Without such written volumes, the flavor of the organization might lose its distinction; the mindset of the current leadership might not be passed on to the next wave of administration; the heart of the organization's mission might be lost. The information in these handbooks represent the foundation stones of the organization. These documents can lead to harmony, unity, and collaboration. They can result in clarity of vision, distinction in methodology, and agreement in administration.

The culture of an institution involves program, personnel and paper. Each part plays a vital role in creating an environment and climate that defines the core of the organization. The interaction between paper and people is the dynamic that allows words to have life. People take the verbal directions expressed in handbooks and give them legs and hands and voices. Paper allows the leadership to sing out of the same hymnbook... and in meaningful harmony. Paper allows colleagues to join hands, affirming the direction and goal of the ministry.

Paper promotes, protects, and provides for the programs of the institution. Paper also warns us of error and straying from our goal. Paper provides the structure that is essential for building a strong tower. Without paper, a program can become an entity all by itself and grow into a monster that can destroy the effectiveness of the organization. But with paper, every program can thrive as each remains within the balance of the mission of the overall institution. Paper can provide the boundaries of safety... the walls of the fortress that cannot not easily be torn down... the shield of protection against spontaneous tangents or "hot buttons" that lead to rabbit trails.

The paper documents found within an institution that define its purpose, describe its methodologies and procedures, and codify its policies are valuable tools in the leader's tool-belt. Whether it is making or defending a decision, the paper can be a great source of confidence. If a coworker needs rebuke or encouragement, paper is a positive focal point for dialog. If difficult times begin to crush us with anxiety and stress, paper can provide the calm of stability and direction.

Reviewing handbooks is still not my favorite thing to do, but understanding the critical role they play in the life and vitality of an organization makes the task pound with the heartbeat of importance.