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Bishop Talbert Swan, II Facilitator 2014 LEADERSHIP INSTITUTE.

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Presentation on theme: "Bishop Talbert Swan, II Facilitator 2014 LEADERSHIP INSTITUTE."— Presentation transcript:

1 Bishop Talbert Swan, II Facilitator 2014 LEADERSHIP INSTITUTE


3 COMMON LAW MEMBERS Attend Profess love for Jesus Say they believe His word Make no committement

4 NUMBERS 1 Who can be counted on? Mixed Multitude Rabble People of the Land

5 WHY BE COMMITTED? Disciple or Attender? Committed Membership is Biblical Don’t Forsake the Assembly Maintaining Accountability

6 QUESTIONS What membership organization works through non members? Did you pay cash for your car or home? Are you in rebellion? Are you blaming hypocrites?


8 MYTHS OF LEADING FROM THE MIDDLE The Position Myth: I can ’ t lead if I ’ m not on top The Destination Myth: When I get to the top, then I ’ ll learn to lead The Influence Myth: If I were on top, then people would follow me The Inexperience Myth: When I get to the top, then I ’ ll be in control

9 MYTHS OF LEADING FROM THE MIDDLE The Freedom Myth: When I get to the top, I ’ ll no longer be limited The Potential Myth: I can ’ t reach my potential if I ’ m not the top leader The All or Nothing Myth: If I can ’ t get to the top, then I won ’ t try to lead

10 CHALLENGES FACING 360 LEADERS The Tension Challenge – the pressure of being caught in the middle. Factors that impact the tension Empowerment – Authority and responsibility Initiative – How to balance initiating vs overstepping boundaries Job Parameters – Knowledge Appreciation – Who gets the credit

11 HOW TO RELIEVE TENSION CHALLENGE Get comfortable in the middle Get clear lines of communication Get quick answers Maintain trust of the leader Find a way to relieve stress

12 BAD LEADERSHIP The Insecure Leader The Visionless Leader The Incompetent Leader The Selfish Leader The Chameleon Leader The Political Leader (see Chameleon) The Controlling Leader The Bully Leader

13 HOW TO RELIEVE BAD LEADERSHIP CHALLENGE Find common ground Identify and appreciate leader ’ s strengths Leverage strengths and add value Get permission to develop a game plan Expose the leader to good leadership resources Publicly affirm the leader Stay true to yourself

14 LEADING UP Be the type of person that others want to follow Manage emotions Manage time “ Until you value your time, you will not do anything with it ” M. Scott Peck Manage priorities 80% of the time work where you are strongest 15% of the time work where you are learning 5% of the time work in other necessary areas

15 LEADING UP Create a stop doing list Become a specialist The ABC ’ s of energy management Activity without direction – doing things that don ’ t matter Burden without action – not being able to do things that really matter Conflict without resolution – not being able to deal with the issue

16 LEADING UP THINK Make your words have value LISTEN Create balance in your life Do your job well For every problem you identify, bring a solution Be honest – tell the leader what they need to hear, not what they want to hear Stand up for the leader Stand in for the leader

17 LEADING ACROSS Expand your circle of acquaintances beyond: Your inner circle Your expertise Your strengths Your personal prejudices

18 LEADING ACROSS Take an interest in people Get to know people Respect people Add value to people Fill in their gaps Share with others Invest in their growth Take them along

19 LEADING ACROSS Affirm people – compliment in public, be genuine Enjoy healthy competition it creates camaraderie Be a friend Listen Find an interest not related to work Be available outside business hours Have a sense of humor Be truthful – “ A friend is one who warns you ”

20 LEADING ACROSS “ When the eagle are silent, the parrots begin to jabber ”, W. Churchill – avoid office politics Evade petty arguments Stand up for what ’ s right – not popular Maximize your vantage point from the middle, look at all sides of the issue Be credible and consistent Let the best idea win

21 LEADING ACROSS Be Real/Authentic Admit your faults Ask for advice Be open to learning from others Put away pride and pretense (BE REAL)

22 LEADING DOWN Slow down Express that you care Create balance of personal and professional interest Pay attention when people start to avoid you It ’ s about the people. Tend to the people, they will tend to the business

23 LEADING DOWN See everyone as a 10 – not a 2 Catch them doing something right Believe the best

24 LEADING DOWN Develop each team member as a person. Remember please, that development is a long term process Discover each person ’ s dreams Lead each person uniquely Facilitate each person ’ s self knowledge Engage in hard conversations readily CELEBRATE Empower and prepare them for leadership

25 LEADING DOWN Discover their strengths Give them the right job Provide world class training

26 LEADING DOWN Model desired behavior The leaders Behavior determines the culture Attitude determines the atmosphere Values determines the decisions Investment determines the return Work ethic determines the productivity

27 LEADING DOWN Transfer the Vision with Clarity Connection to past, present and future Purpose Goals Stories (STAR) Passion

28 LEADING DOWN Reward for results Praise publicly and privately – talk is cheap unless you back it up with money Remember please, you get what you pay for Reward individually Give perks beyond pay Promote

29 TEAM BUILDING Visionary leaders are willing to hire people better than themselves Wise leaders shape people into teams Wise leaders listen

30 WITHOUT A LEADER Vision is lost Decisions are delayed Agendas multiply Conflicts are extended Morale is low Production is reduced Success is difficult

31 QUALITIES OF 360 DEGREE LEADERS Adaptability Discernment Perspective Communication Security Servanthood Resourcefulness Maturity Endurance Countability

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