1. LEADERSHIP CHALLENGES: Proper People Placement Samuel R. Chand

2. Proper people placement is to a leader’s effectiveness. CRITICAL It is always important to place the right person in the right position. However positional mismatch is a common phenomenon. The primary leader can only go as high as the supporting leader around her or him.

3. FOUR VISION LEVELS OF PEOPLE 1. Some people never it – they are wanderers. SEE 2. Some people it but never it on their own – they are followers. SEE 3. Some people it and it – they are achievers. SEE 4. Some people it, it and help see it – they are leaders. SEE PURSUE OTHERS

4. Most people in ministry leadership fall under two major categories: 2. Managers1.Leaders

5. HOW LEADERS AND MANAGERS DIFFER Conceptualize outcomes by working from the back to the Conceptualize plans by working from the to the LEADERS MANAGERS FUTURE PRESENT PAST

6. Focus on the -term Embrace a perspective Favor thinking Balance and realism Focus on the -term Embrace a perspective Favor thinking Emphasize pragmatism over LEADERS MANAGERS LONG MACRO INNOVATIVE IDEALISM SHORT MICRO ROUTINE IDEALISM

7. flair Emphasis on the and the vision and motivating of the status quo Emphasis on and. the vision and directing LEADERS MANAGERS REVOLUTIONARY WHAT CLARIFIES INSPIRING PROTECTOR HOW WHEN IMPLEMENTS WHY CONTROLING

8. EXCITED by change Moves Identifies Takes Pursues acquisition of RESOURCES THREATENED by change Moves Identifies AVOIDS risks Actions limited by AVAILABLE resources LEADERS MANAGERS QUICKLY OPPROTUNITIES RISKS SLOWLY OBSTACLES

9. PERSON centered IDEA centered Stay centered on issues People’s approval is a Do the thing SYSTEM centered PLAN centered Get distracted by peripheral ISSUES People’s approval is a NEED Do things LEADERS MANAGERS WANT RIGHT CORE

10. OBSERVATIONS 1.We need and. One completes the other. LEADERS 2. While both are needed, both need to be in the area of their strength PLACED 3. This is applicable to those being considered as well as for people already in leadership positions. MANAGERS

11. OBSERVATIONS (CON’T ) 4. Successful managers are not necessarily successful leaders. 5. Successful leaders are not necessarily successful managers. 6.Successes of managers and leaders must be evaluated on different scales. 7. Managers are deemed successful when they operate the efficiently, delivering services on and within ORGANIZATION TIME BUDGET

12. OBSERVATIONS (CON’T ) 8.Leaders are deemed successful when they enable their organizations to grow in their to serve the community whether by discovering community needs to satisfy, expanding the RESOURCE base, entrepreneuring approaches to service delivery, or energizing or TRANSFORMING the organization itself. ABILITY NEW

13. The right in the right create a winning. PEOPLEPLACE TEAM Dr. Samuel R. Chand, 950 Eagles Landing Parkway, Suite 295, Stockbridge, GA 30281 770-898-6464—www.samchand.com