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Prepared by Bernard Gillott Based on materials compiled from Hans Finzel & John Maxwell Course T107.011.

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Presentation on theme: "Prepared by Bernard Gillott Based on materials compiled from Hans Finzel & John Maxwell Course T107.011."— Presentation transcript:

1 Prepared by Bernard Gillott Based on materials compiled from Hans Finzel & John Maxwell Course T107.011

2 1) The Top Down Attitude The top down approach to leadership is based on the military model of barking orders to weak underlings. It goes something like this: “I’m in charge here, and the sooner you figure that out … the better.” Course T107.012

3 Why do people fall into top-down leadership attitudes? 1.It comes naturally 2.It is the easiest 3.It is traditional 4.It is the most common 5.It reflects the “self” oriented nature of man For 5 reasons: Course T107.01 3

4 Where “Top-down” Shows Up  Abusive authority  Deplorable delegation  Failure to listen  Dictatorship in decision making  Fear of letting go  Egocentric manner Course T107.01 4

5 Alternatives To “Top Down” Attitude or Leadership Style Flat Organizational CharacteristicsFlat Organizational Characteristics: View yourself as side by side or leading the charge but not on top of the organizational pyramid. Servant Leadership:Servant Leadership: Being able to sit and weep with those who weep within our organizations. It requires getting down and dirty to get work done. Understand fully that there is nothing in ministry that anyone does I would not do myself. Course T107.01 5

6 “He who thinks he leads, but has no followers, is only taking a walk.” – Dr. John Maxwell Course T107.01 6

7 2) Putting Paperwork before People-work Why do we put paperwork before people-work? We feel we are judged by what we do, not who we are. “Seen results” take priority over unseen relationships. “Task work” pushes aside “idle” talk. The material world predominates the immaterial world. Relationships don’t fit our “deadlines” mentality. Course T107.01 7

8 How can we make an impact on others? PEOPLE IMPACT PEOPLE BY DIRECT CONTACT Leaders make the greatest impact on others through personal influence. Students and staff will never how much you know until they know how much you care. Course T107.01 8

9 3) The Absence of Affirmation 3) The Absence of Affirmation What could be better than a Pay Raise?  We wildly underestimate the power of the tiniest personal touch of kindness.  Organizational researchers have demonstrated for years that affirmation motivates people far more than financial incentives. Course T107.019

10  Listening  Comforting  Empathizing  Carrying Burdens  Encouraging Bottom Line: We encourage others by: Course T107.0110

11 We wildly underestimate the power of the tiniest personal touch. And of all personal touches, I find the short, handwritten “nice job” note to have the highest impact. (It even seems to beat a call – something about the tangibility.) -Tom Peters Can you take 15 minutes in a week to write Thank you notes to those who touched your life! Thank you Notes: Thank you Notes: A Tiny Human Touch Goes a Long Way Course T107.0111

12 Matt 5: Man does not live by bread alone … but neither does he work for money alone. In the secular work force, employees sign on for the money, but stay for other reasons, including affirmation and opportunities for personal and professional development. Top two reasons for employee disengagement are 1) lack of recognition and appreciation and 2) lack of communication. INVENTIVE INCENTIVES THINK BEYOND MONEY! Course T107.0112

13 4) No Room For Mavericks? Joshua and Caleb, David’s men in the Cave of Adullam, Disciples: James, John, Peter, Paul. MMMMinistries have a nasty habit of becoming institutions. IIIInstitutions have a troubling tendency to fade to irrelevance. MMMMovements become monuments. IIIInspiration becomes institution. Y o u ! Course T107.01 13

14 What is a Maverick? Not a rebel, but a pioneer, an independent thinker who doesn’t always go along with a group. Still, a team player who isn’t afraid of being different or creative, but still stays committed to the team. Breathing room and flexibility for Mavericks Give them space to soar, put them in charge of something they can own, listen to their ideas, hear them and give them room to blossom. Make Room for Mavericks Course T107.01 14

15 The Ten Commandments of Ministry Paralysis  “How dare you suggest that what we are doing is wrong!”  “Let’s get real, OK?”  “That’s impossible.”  “We don’t do things that way around here.  “We tried something like that before and it didn’t work.”  “I wish it were that easy.”  “It’s against policy to do it that way.”  “When you’ve been around a little longer, you’ll understand.”  “Who gave you permission to think of a better way.”  “If you had been in this field as long as I have, you would know that to  “If you had been in this field as long as I have, you would know that to even suggest that is absolutely absurd!” Course T107.01 15

16 5) Dictatorship in Decision-making Getting beyond, “I know all the Answers”  The one who does the job should decide how it is done.  “Flat” organizations are the model of the future.  Where will the greatest ideas come from in our organization Course T107.01 16

17 “Leadership is... the ability to recognize the special abilities and limitations of others, combined with the capacity to fit each one into the job where he will do his best.” - J. Oswald Sanders Course T107.01 17

18 1.Hoard decisions. 2.Make decisions alone, in a vacuum. 3.All truth & wisdom is viewed through the filter of their opinion as the leader. 4.Restrict decisions to an elite group. 5.Set up workers for failure, innocently set up obstacles. How Dictators like to operate: Course T107.01 18

19 How Godly Facilitators Lead: 1.Trust Holy Spirit to speak to the entire team. 2.Involve others in key decisions. 3.Recognize that God distributes “truth” & “wisdom” throughout the entire ministry team. 4.Be a developer. 5.See their people as their greatest resource. 6.Give people space to make decisions. 7.Let those who are responsible have the input on how the job will be done. Course T107.01 19

20 6) The nemesis of Dirty Delegation Refusing to Relax and Let Go Why Do We as Leaders Fail to Delegate? No leadership problem is a greater challenge than learning the fine art of clean delegation. Few leadership hang ups create more defeated spirits that failure to delegate Course T107.01 20

21 Four Stages of Delegation:  Assignment  Authority  Accountability  Affirmation Course T107.01 21

22 Four questions every follower asks: 1.What am I supposed to do? 2. Will you let me do it? 3. Will you help me when I need it? 4. Will you let me know how I am doing? Debrief - Give feedback Course T107.01 22

23 Key Ingredients for Clean Delegation  Faith-  Faith- in the one to whom you delegate  Release  Release –fight the desire to do it better yourself  Relaxation-  Relaxation- free yourself from the obsession that it has to be done your way  Patience-  Patience- fight thee desire to do it faster by yourself  Vision-  Vision- allow others to grow and to develop through your freedom to delegate Course T107.01 23

24 Guidelines for Clean Delegation  Choose qualified people  Exhibit confidence  Make their duties clear  Delegate the proper authority  Do not tell them how to do the work  Set up accountability points along the way  Supervise based on their follow-through style  Give them room to fail occasionally  Give praise & credit for work well done. Course T107.01 24

25 Why Leaders Don’t Delegate:  Fear of losing authority  Fear of work being done poorly  Fear of work being done better  Unwillingness to take the necessary time  Fear of depending on others  Lack of training and positive experience Course T107.01 25

26 “The Best Executive is... the one who has sense enough to pick good men to do what he wants done, and self- restraint enough to keep from meddling with them while they do it.” -Theodore Roosevelt Course T107.01 26

27 7) Communication Chaos Singing Off the Same Page in the Hymnbook Never assume that anyone knows anything! Define your terms and expectations clearly. The bigger the group, the more attention the ministry must give to communication. Effective communication must be the passionate focus of effective leadership. Nothing Happens Until People Talk! Course T107.0127

28 The nuts and bolts of clear communication:  Impart the vision and values of the group.  Know the chain of command.  Have organizational charts.  Supply & support job descriptions. Course T107.0128

29 The words information and communication are often used interchangeably, but they signify quite different things. Information is giving out; Communication is getting through. - Sydney J. Harris Course T107.0129

30 8) Missing the Clues of Ministry Culture The Unseen Killer of Many a Leader Cultivating and defining the culture should be one of leadership’s top priorities. DEFINITION: The ministry “sub-culture” is the way insiders behave based on the values and group traditions they hold. Course T107.01 30

31 Six Reactions to Culture Conflict  Conformer - “I just have to accept things as they are.”  Complainer – “I may have to work here, but I don’t have to like it.”  Innovator – “Let’s change things around here!”  Ritualist –“Vision? What Vision? I’m just puttin’ in time here”  Retreatist – “I have got to get out of this situation, RIGHT now!”  Rebel – “They can’t make me conform – I’ll show ‘em!” Course T107.01 31

32 Corporate Value Statements Are:  Like Glue –They help leaders hold an organization together.  Like a Magnet – They attract newcomers employees and donors.  A Ruler – By which a leader can measure how their group is doing. Course T107.01 32

33 Moral absolutes, black-and-white issues Moral absolutes, black-and-white issues.  We will have open, honest relationships and ask forgiveness if we wrong another worker in our organization.  Theft will not be tolerated among our people.  My family comes “before” my work. (balance)  Lying can have no place between our workers.  We will not hold bitterness.  We cannot tolerate immorality among our workers. Course T107.01 33

34 Missing the Clues of Corporate Culture Skill and Will –  ONE can be taught, the other can not.  Skill can be learned, adapted, changed and improved.  Will is an engine fueled by beliefs that define behavior.  Will is not about whether you can do the job, but whether you will.  What you believe is what you think, and what you think determines how you act. Course T107.01 34

35 Missing the Clues of Corporate Culture  Beliefs and values dictate how people interact with the world.  When an individual’s values are aligned with the values important to the ministry and recognized and rewarded, the outcome is engagement and high performance.  When vision, values, and beliefs of the ministry and the individual are different, they create the virus of disengagement. Course T107.01 35

36 9) No success without successors Planning Your Departure the Day You Begin There is NO SUCCESS WITHOUT SUCCESSORS Mentoring is a non-negotiable function of successful leadership. Course T107.0136

37 EEvaluate them: Knowledge, Skill, Desire MModel for them: Walk your talk  Give them permission to succeed: EEncourage it EExpect It RRecognize It RReward It STEPS TO MENTOR YOUR SUCCESSOR: Course T107.01 37

38  Transfer authority to them  Publicly show your confidence in them  Supply them with feedback  Release them to continue on their own STEPS TO MENTOR YOUR SUCCESSOR: Mentoring is the greatest thing you will ever do as a leader. Course T107.01 38

39 What makes a good mentor?  The ability to see potential in a person  Tolerance of mistakes and still see the potential develop  Flexibility to respond to people in circumstances  Patience  Perspective: having the vision and ability to see down the road  Gifts and abilities that build up and encourage others Course T107.01 39

40 Leadership is a high calling and a great privilege.  Success comes when a leader empowers followers to do great things with him.  Significance comes when a leader develops leaders to do great things for him.  And a legacy is created only when a leader puts the organization into the position to do great things without him! Course T107.01 40

41 10) Failure to see forward Prepare Yourself, It’s Later than You Think! The future is rushing at us at breakneck speed! A leader’s concentration must not be on the past nor on the crisis at present, but on the future. If it works, it may be obsolete! Course T107.0141

42 Failure to Focus on the Future Where are you at today, in accomplishing things you have always wanted to do? What is keeping you? Let us move from success to significance! Course T107.01 42

43  The future is coming –  One thing is Constant – Change!  Dreamers and Vision –  Becoming a Learning Organization –  Faith and the Future - Course T107.0143

44 Set smart goals: S – specific M – measurable A – attainable R – relevant T - trackable One who Does not have goals does not know where they are going or if they have arrived ! Course T107.0144

45 Top 10 Mistakes Leaders Make- by Hans Finzel 21 Qualities of a Leader by Dr. John Maxwell Leadership Defined by General Alexander Haig & Sharon McGee Special thanks for materials supplied & contributions compiled from: Course T107.0145

46 Contact Information Global Teen Challenge Course T107.0146

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