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Leadership Study 2 Growing Leadership.

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Presentation on theme: "Leadership Study 2 Growing Leadership."— Presentation transcript:

1 Leadership Study 2 Growing Leadership

2 Leadership Everything rises and falls on leadership
Management is the process of assuring that the program and objectives of the organization are implemented Leadership has to do with casting vision and motivating people

3 Developing the Leader Within
Influence Priorities Integrity Creating Positive Change Problem Solving Attitude People Vision Self-Discipline

4 Problem Solving There are four common reasons why people do not perform the way they should – all responsibilities for leadership 1) They don’t know what they are supposed to do 2) They don’t know how to do it 3) They don’t know why they should 4) There are obstacles beyond their control 1-3 deal with starting a job correctly. Have a training program, job description, proper tools and vision along with good communication

5 Problem Solving Process
Identify the problem – Acts 6:1a Prioritize the problem – Acts 6:2 Define the problem – Acts 6:1b Select people to help you – Acts 6:2, 5 Get problem causes Not enough leaders, no Greek speaking leaders Get problem solutions Need more leaders, need Greek speaking leaders Prioritize and select the best solution – Acts 6:3-4 Implement the best solution – Acts 6:5-6 Evaluate the solution – Acts 6:7 Decide on principles or policies to avoid problem Policies are many and will change – Acts 7-8 Principles are few and never change – Acts 8:17

6 Delegation

7 Delegation Delegation is the most powerful tool leaders have
 It increases group productivity & gives others a chance to grow and learn to succeed Share responsibility and authority to meet a greater need Distributing authority help the church solve its problems

8 Why Leaders don’t Delegate
1) Insecurity (Fear of job not being done well or being criticized) 2) Lack of Confidence in others (Unbelief) 3) Lack of ability to train others (Incompetence, training must be done before and after delegation) 4) Personal enjoyment of the task (Selfishness)  Focus on doing the tasks that no one else can do, delegate whatever you can

9 Why Leaders don’t Delegate
5) Habit (Lazy, Not thinking) 6) Inability to find someone else to do it (Not thinking or searching hard enough, no one able) 7) Reluctance caused by past failures (Regret, Rarely is delegation failure the subordinates fault) 8) Lack of time (Prioritize) 9) An “I can do it” mindset (Pride)

10 Steps Toward Delegation
 Never just dump tasks on people if you want them to succeed. Ease them into it 1) Ask them to be fact finders only Mark 1:17 – Come follow me 2) Ask them to make suggestions Mark 6:37-38 – You give them something to eat, How many loaves do you have?

11 Steps Toward Delegation
3) Ask them to implement one of their suggestions, but only after you give your approval Matthew 14:27-29 – Peter walked on water after asking Jesus vs (Luke 9:54 James & John fire) 4) Ask them to take action on their own, but report results immediately Mark 6:7,12,30 – The 12 were sent out by Jesus, did the work and reported back to him 5) Give complete authority Mark 16:15 – Go…and preach the good news to all creation

12 Tips about Delegating 1) Don’t always delegate the same task to the same people, give others a chance to learn, give new tasks to the older people 2) Give people as much information about the task as possible 3) Controls need to be built in to prevent disaster and give you confidence 4) Focus on the results more than methods, don’t hinder initiative & creativity 5) Give the right and responsibility to make decisions 6) Always be honest about the nature of the task

13 Tips about Delegating 7) Delegation is not assigning work, but giving the right and responsibility to determine what work must be done, how and by who 8) Give as much advice as you can, and always be available for direction and input, but avoid telling them what to do and encourage them to solve problems on their own. They need to learn 9) Always take accountability on what you delegate, but fit the accountability to fit the person 10) Don’t give up on people if they make mistakes, find out what happened and learn from it

14 Vision – Dream – Direction Goal Plan Priorities Delegation & Hard work
Goal Plan Priorities Delegation & Hard work Committed (Build-up Environment, Solve Problems, Constantly Improve, Sharpen the Saw) SUCCESS

15 Staff Development

16 Staff Development  Look at your life and what you are doing and you will soon realize that you can not do any more without  Your future growth in production is determined by your ability to work through other people  Those closest to the leader will determine the level of success for that leader  Only as we develop a team do we continually succeed

17 Winning teams have great leaders
Create the right environment Be available for your people. This prevents many problems Know basic human needs What is expected from each one That each will have an opportunity to perform How each one is getting along That guidance will be given where each needs it That each will be rewarded according to his contribution

18 Winning teams have great leaders
Keep control of the “Big 3” Finance Personnel Planning Avoid the seven deadly sins Trying to be liked rather than respected Not asking team members for advice and help Thwarting personal talent by emphasizing rules rather than skills Not keeping criticism constructive Not developing a sense of responsibility in team members Treating everyone the same way Failing to keep people informed

19 Winning teams… Pick good people Play to win
Make other team members more successful Keep improving

20 Raising up Leaders To be a successful leader, you must develop other leaders around you, not just more followers Because those closest to you can me you or break you, you must surround yourself with great people The strength of any organization is a direct result of the strength of its leaders. Therefore, when you grow a leader you also grow the organization

21 Detroit Church of Christ
? 300 ________________________________ Active Membership Change

22 Raising up Leaders Potential leaders help carry the load
Leaders attract potential leaders Developed leaders expand and enhance the organization The more people you lead, the more leaders you need


24 Climate Create a climate that potential leaders will thrive in
Model the leadership you desire Focus on the potential of the leader and the organization Focus on the potential leaders needs & desires – look for drive, determination and desire above natural talent Look for the leader within the person

25 Climate Place emphasis on production, not on position and title
Provide growth opportunities Lead (don’t manage) with vision → Managers are maintainers, tending to rely on systems and controls. Leaders are innovator and creators who rely on people Do big things Spend more effort on developing leaders than on moving them in Make difficult decisions – handling those who are doing poorly

26 Climate  Pay the price that attracts leaders – Personal growth of character. Leaders are perpetual learners Do I have a game plan for personal growth? Am I the leader of the plan? Am I willing to change to keep growing, even if it means giving up my current position if I am not experiencing growth? Is my life an example for others to follow? Am I willing to pay the price to become a great leader?  These question will help you determine your current commitment to personal growth

27 Identifying Potential leaders
 On of the primary responsibilities of a successful leader is to identify potential leaders  It may not be easy but it is critical  Using an inventory can help (the Five A’s) Assessment of needs: What is needed? Assets on hand: Who are the people already in the org who are available? Ability of candidates: Who is able? Attitude of candidates: Who is willing? Accomplishments of candidates: Who gets things done?

28 Who to Raise up (Look for these qualities)
Character – This is the single most important thing. Character flaws don’t change quickly → Serious character flaws cannot be ignored. They will eventually make a leader ineffective → Character flaws should not be confused with weaknesses. → We all have weaknesses. They can be overcome through training or experience Influence – What is the quality of their influence. Do people listen to or follow them? → Is he going somewhere & Is he able to persuade others to go with him

29 Who to Raise up (Look for these qualities)
Positive Attitude – These people can do things others will never be able to do → People with positive attitudes are able to go places where others can’t. The journey is as enjoyable as the destination Excellent People Skills – They must know how relate to other (Concern, understand, Positive) → People may admire a person who has only talent and ability, but they will not follow him – not for long

30 Who to Raise up (Look for these qualities)
Evident Gifts – They have a definite strength → 4 wanna-be leaders – Never be (redirected), Could be (Self-discipline), Should be (training), Must be (opportunity) Proven Track Record – They have had success in the past → People without proven track records either haven’t learned from their mistakes or haven’t tried

31 Who to Raise up (Look for these qualities)
Confidence – People are attracted to confidence. They need it to follow you → People will not follow a leader who does not have confidence in himself. It is a characteristic of a positive attitude → The greatest achievers and leaders remain confident regardless of circumstances Self-Discipline – They are always growing & trying to improve, they maximize the use of time → Great leaders always have self-discipline – without exception → We must discipline our emotions & our time

32 Who to Raise up (Look for these qualities)
Effective Communication Skills – Must be clear, show concern, stay focused, be warm → You must be able to effectively cast vision and call people to act on that vision → Concern for people, focus on the responder, communicates will all kinds of people, eye contact, a warm smile Discontent with the Status Quo – Constantly strive for higher levels of success, be willing to take risks to change and grow → Great leaders are never satisfied with current levels of performance, they constantly strive for higher levels of achievement

33 Nurturing

34 Nurturing Potential Leaders
 Nurturing benefits everyone.  Choose a leadership Model for Yourself  Be willing to be mentored. You must grow and improve  Build Trust Show Transparency Offer Time  Believe in People  Give Encouragement

35 Nurturing Potential Leaders
 Exhibit Consistency Hold Hope High Add significance Provide Security  Reward Production  Establish a Support System  Discern and Personalize the Potential Leaders Journey

36 Equipping

37 Far Exceeds Job Requirements Exceeds Job Requirements
Performance Factors Far Exceeds Job Requirements Exceeds Job Requirements Meets Job Requirements Needs some Improvement Does not meet minimum requirements Quality Leaps tall buildings with a single bound Must take running start to leap over tall buildings Can only lead over a short building Crashes into buildings when attempting to jump over them Cannot recognize buildings at all, what’s more jump Timeliness Is faster than a speeding bullet Is a fast as a speeding bullet Not quite as fast as a speeding bullet Would you believe a slow bullet? Wounds self with bullet when attempting to shoot gun Initiative Is stronger than a locomotive Is stronger than an elephant Is stronger than a bull Shoots the bull Smells like a bull Adaptability Walks on water consistently Walks on water in emergences Washes with water Drinks water Passes water in emergences Communication Talks to God Talks with the Angels Talks to self Argues with self Loses those arguments

38 Equipping Potential Leaders
 Equipping is similar to training, but it is an ongoing process tailored to each potential leader  The Equipper is a Model, Mentor & an Empowerer → Model – a leader who does the job, does it well, does it right and does it consistently → Mentor – an advisor who has the vision of the organization and can communicate it to others. They draw from experience → Empowerer – one who instills the desire & ability to do the work and is able to lead, teach & asses the progress of others

39 Equipping Potential Leaders
 Select people to equip based on obvious strengths, not because your don’t see any glaring weaknesses  Develop a personal relationship → Ask them their goals and what motivates them  Share your dream  Ask for Commitment  Set Goals for Growth  Communicate the fundamentals

40 Training  Five step process for training people (Timothy)
You Model – they watch You Mentor – they learn the why and how of each step You Monitor – they perform the task while you assist and correct You Motivate – they are left alone to improve while you encourage You Multiply – they are able to train others to do the job

41 Equipping Potential Leaders
 Give the “ Big Three” → How to have a structure and the freedom to be creative: Responsibility, Authority, and Accountability → Accept responsibility for the task, Give permission to act → Responsibility and Authority helps people to be genuinely empowered → Accountability makes sure that the right things are happening  Give them the tools they need  Check on them systematically → People need the encouragement of being told they’re doing well on a regular basis → They also need to hear as soon as possible when they are not doing well

42 Developing

43 Nurturing Equipping Developing Care Focus is on Need Relational Service Maintains Leadership Establishing Helping Need Oriented What they want A Desire Little Growth All Training for work Focus is on Task Transactional Management Adds Leadership Releasing Teaching Skill Oriented What the Org needs A Science Short-Term Growth Many Training for Personal Growth Focus is on Person Transformational Multiplies Empowering Mentoring Character Oriented What they need An Art Long-Term growth Few

44 Developing Potential Leaders
 The three motivational questions → What do they want? → Do they have a way of getting what they want? → Will they be rewarded if successful?  Be a Good Listener → Genuinely seek their advice and then listen actively and positively → Never criticize the person making a suggestion

45 Developing Potential Leaders
Develop a Plan for Personal Growth → Personal growth must be deliberate, planned and consistent Set aside time daily for growth Monday: One hour with God Tuesday: One hour listening to a leadership tape Wednesday: Another hour with the same tape (including time filing notes and reflecting on lessons learned) Thursday: One hour reading a leadership book Friday: Another hour with the same book (including time filing notes and reflecting on lessons learned) File quickly what you learn Apply quickly what you learn Grow with someone Plan your growth and follow it for a year

46 Developing Potential Leaders
 Keep the growth going  Use the four stage Process of Adaptation (mind/heart) → See things VISUALLY → Accept it EMOTIONALLY → EXPERIENCE it positively → Adapt it CONVICTIONALLY (becomes a part of their thinking & belief system)  Follow the IDEA grid (life) → Instruct in a real life related context → Demonstrate it by living it out first → Expose them to it by having them try it out for themselves → Accountability helps what you teach people to become a part of them

47 Developing Potential Leaders
 Give Them Varied Experiences → Don’t let people get complacent. Varied experiences keeps people growing, stretching and learning  Strive for Excellence → Never settle for your best effort. Excellence breeds character, character breeds excellence  Implement the Law of Effect → We often punish what is wrong and ignore what is right. It is smart to reward what is right  Make the Hard Decisions → When to decide to end developing because of a plateau  Be Personally Secure

48 Level 2: Growth that makes them capable in their job
Pools of people at each level of Growth Level 6: Growth that allows them to handle any job Level 5: Growth that allows Them to take others higher Level 4: Growth that takes them to a higher level FEWER PEOPLE Level 3: Growth that makes them able to reproduce themselves in their job Level 2: Growth that makes them capable in their job Level 1: Some Growth

49 Confrontation  Care Enough to Confront
→ When a person’s behavior is inappropriate, avoiding confrontation always worsens the situation → Never confront in anger or out of a desire to show power → Do it with respect and the other person’s best interest at heart  Confront ASAP  Separate the person from the wrong action

50 Confrontation  Confront only what the person can change
 Give the person the benefit of the doubt  Be specific  Avoid sarcasm  Avoid words like always and never  Tell the person how you feel about what was done wrong  Give the person a game plan to fix the problem  Affirm him or her as a person and a friend

51 The Top Ten Mistakes Leaders Make
Top-down Attitude Putting Paperwork before Peoplework The Absence of Affirmation No room for Mavericks Dictatorship in Decision-making Dirty Delegation Communication Chaos Missing the Clues of Corporate Culture Success without Successors Failure to Focus on the Future


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