2. LEADERSHIP AND MANAGEMENT
Rosa y Justo Morales

3. Leadership and Management
What’s in a Word?

4. Confusing Terms Leadership Management
Is about coping with change (John P. Kotter)
Doing the right things (Bennis)
Management
Coping with complexity (Kotter)
Doing the right things (Bennis)
Leadership
Derived from Old English, “laedan” (“to guide” or “cause to go with one,”);
Setting a direction and influencing others to follow it;
Is about coping with change (John P. kotter is the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School and the Chief Innovation Officer at Kotter International, a firm that helps leaders accelerate strategy implementation in their organizations. His newest book, Accelerate, was released in April 2014.)
“Doing the right things) (Bennis). Warren Gamaliel Bennis (March 8, 1925 – July 31, 2014) was an American scholar, organizational consultant and author, widely regarded as a pioneer of the contemporary field of Leadership studies.[1][2] Bennis was University Professor and Distinguished Professor of Business Administration and Founding Chairman of The Leadership Institute at the University of Southern California.[3] “Leaders on become a Leader”
Management
Derived from “mano” (hand), implying a “hands-on” role;
Definitions often include certain commonly accepted components, e.g., planning, directing, communicating, evaluating, etc.;
Implies doing what it necessary to help the organization function effectively and efficiently;
Is about “coping with complexity” Kotter
Doing the “right things.” (Bennis) Effective, (oriented on results) put the things on the right place. It’s is different to say “doing the things right” is efficient (Leadership, oriented on persons). Hacer las cosas bien, apropiadamente. Take the best decision. Tendency in management is work effective . In Leadership try to work efficient .

5. Confusing Terms Administration Supervision Administration
A broader term than the others, but one that may encompass all of the others;
Sometimes used interchangeably with the others;
Commonly applied to people who “run things,” e.g “hospital administrator”; “Software system administrator.”
Supervision
Actually one of the commonly accepted functions of management;
From the Latin: “super” (“over”) and “videre” (“to see”), so the term, “overseer;”
Usually applied to persons at the mid-management level of the organization, e.g., nursing supervisor, production supervisor.

6. Terms are Different, but Interrelated and Overlapping
Administration
Leadership
Management
Supervision

7. MANAGEMENT AND LEADERSHIP
Innovates
Is an original
Develops
Focus: people
Inspire trust
Has long-range perspective
Ask “what” and “why”
Eye on the horizon
Originates
Challenges the “status quo”
Is his/her own person
More right-brain thinking
And… “does the right things”
Administers
Is a copy
Maintains
Focus: Systems & structure
Relies on control
Has short-range view
Asks “how” and “when”
Eye on the bottom-line
Imitates
Accepts the “status quo”
Is the classic “good soldier”
More left-brain thinking
And …”does things right”
The Leader
The Manager

8. Activity (Balloon Towers)
Total group divides into smaller groups of 6-8 people.
2. Each group is given balloons and a roll of masking tape.
3. The goal is to make a free standing tower (ie cannot attach off of ceiling, lean against wall, etc.)
Total group divides into smaller groups of 6-8 people.
2. Each group is given 100 balloons and a roll of masking tape.
3. The goal is to make a free standing tower (ie cannot attach off of ceiling, prop
against wall, etc.)
PROCESSING:
Towers will look different. Discuss with participants how this illustrates how we are
different and alike. Our perceptions and understanding of the same instructions might
be different.
Did this become a competition? Was that part of the instructions? How did your group
communicate? Did anyone assume leadership? Did your group work together or
individually?
How does this affect our group? What did you learn from this activity?

9. Proven Steps to Maximize Your Potential (John Maxwell)
5 Levels of Leadership:
Proven Steps to Maximize Your Potential (John Maxwell)

10. PINNACLE PEOPLE DEVELOPMENT PRODUCTION PERMISSION POSITION
Level 1: Position
•Position is lowest level of leadership • Your only influence comes by way of your job title • People follow because they have to. • Based on rights granted by the position and title. • Everything is wrong with using position to get people to follow you. • Position is a poor substitute for influence. • Never a leader at this level, only a boss • Have subordinates not team members • Rely on rules, regulations, policies and organization charts to control their people. • People will only follow within stated boundaries of their authority • People do only what is required of them. • Don’t get discretionary effort. • Usually have difficulty working with volunteers, younger people, and the highly educated. • Have no influence • Tend to be more independent • Does not require effort or ability to achieve this level. • Anyone can be appointed a position.
Level 2: Permission
• Based entirely on relationships • People follow because they want to • When you like people and treat them like individuals, you begin to develop influence with them. You develop trust. • Agenda is not preserving position but instead it’s getting to know their people and figuring out how to get along with them. • Leaders find out who their people are. • Build solid, lasting relationships. • You can like people without leading them, but you cannot lead people well without liking them.
Level 3: Production (Results)
• Danger of getting to permission level is that leader might stop there. • Good leaders don’t just create pleasant working environment, they get things done. • Level 3 = Results • Leaders gain influence and credibility and people begin to follow them because of what they have done for the organization. • Results of hitting level 3: work gets done, morale improves, profits go up, turnover goes down, and goals are achieved and momentum kicks in. • Leading others becomes fun • “When you are winning nothing hurts” Joe Namath • Leaders can become change agents at this level • Tackle tough problems and face thorny issues. • Make difficult decisions that will make a difference. • Take people to the next level of effectiveness.
Level 4: People Development
• Leaders become great not because of their power but because of their ability to empower others. • Use their position, relationships, and productivity to invest in their followers and develop them until those followers become leaders in their own right. • Reproduction • Level 4 leaders reproduce themselves • Production may win games, but People Development wins Championships! • Teamwork goes to very high level here. • High investment in people deepens relationships, helps people know one another better and strengthens loyalty. • Performance increases at this level • You now have more leaders on team • These leaders help improve everybody’s performance. • Level 4 leaders change the lives of people they lead. • Their people follow them because of what their leaders have done for them personally. • Relationships are often lifelong.
Level 5: Pinnacle
• Highest and most difficult level of leadership • Levels 1-4 can be learned • Level 5 requires not only effort, skill and intentionality, but also a high level of talent. • Only naturally gifted leaders ever make it to this level. • Develop other leaders to become level 4 leaders. • Developing followers to lead on their own is difficult. • Most leaders don’t do it because it takes so much more work than simply leading followers. • Developing leaders to the point where they are able and willing to develop other leaders is the most difficult task of all.
POSITION

11. Skills of Effective Administrators/Leaders/Managers
Robert L Katz
Conceptual Skills
Human Skills
Technical Skills
Conceptual Skills – Katz
Conceptual skill involves the ability to see the Ministry as a whole; the administrator should then be able to act in a way which advances the over-all welfare of the total organization, SDA. Hence, the success of any decision depends on the conceptual skill of the people who make the decision and those who put it into action.
Ability to see the enterprise s a whole (the “big picture”)
Recognizing how various functions of the organization interrelate and how changes in one part affect all the others;
Visualizing internal and external relationships;
Abstract thinking;
Example: articulating a vision for the organization.
Human Skills
As technical skill is primarily concerned with working with “things” (processes or physical objects), so human skill is primarily concerned with working with people. This skill is demonstrated in the way the individual perceives (and recognizes the perceptions of) his superiors, equals, and subordinates, and in the way he behaves subsequently.
Real skill in working with others must become a natural, continuous activity, since it involves sensitivity not only at times of decision making but also in the day-by-day behavior of the individual. Human skill cannot be a “sometime thing.” Techniques cannot be randomly applied, nor can personality traits be put on or removed like an overcoat. Because everything which an executive says and does (or leaves unsaid or undone) has an effect on his associates, his true self will, in time, show through. Thus, to be effective, this skill must be naturally developed and unconsciously, as well as consistently, demonstrated in the individual’s every action. It must become an integral part of his whole being.
Person’s ability to work effectively as a group member and build cooperative efforts among other group members;
Primarily concerned about working with people.
Interpersonal and communication skills;
Influencing others;
Example: Dealing effectively with conflict in the workplace.
Understanding of, and proficiency in, specific kind of activity;
Working with methods, processes, procedures, or techniques;
Includes;
Technical Skills
Education, the first and most important quality. Business practices, sales cycles and entrepreneurial principles.
Leadership requires the ability to develop a vison and execute a plan to achieve that vision.
Communication is the ability to listen to and understand coworker concerns and business issues and then effectively address those issues.
Teamwork being able to work a team.
Training is basic. Technical skill is perhaps the most familiar because it is the most concrete, and because, in our age of specialization, it is the skill required of the greatest number of people. Gifts Theology.
Yet the concept of skill, as an ability to translate knowledge into action, should enable one to distinguish between the three skills of performing the technical activities (technical skill), understanding and motivating individuals and groups (human skill), and coordinating and integrating all the activities and interests of the organization toward a common objective (conceptual skill).

12. Grouping Ideas Name of Activity: Grouping Ideas
Time Needed: minutes
Number of Players: No Limit
Materials Needed: None
Preparation Needed (Ahead of Time): None
Instructions:
1. Ask people to stand or raise their hand according the following categories. Or divide
people into work groups using one or more of these categories.
Same color eyes
Tallest / shortest together
Single/Married
Oldest/middle/youngest/ only child
Where are you from?—Midwest, West,
Northeast, etc.
Which part of Wisconsin did you grow up in?
Born before 1960 (or ?) / After _____
Tennis shoes
Color of shoes
Color of shoe laces
Slacks or skirts or blue jeans
Discuss the activity. Did anyone learn anything interesting or surprising about someone? Other
unusual discoveries? Did you find you had anything in common with others? What differences
did you discover? What does this tell you about working with others in a group?

13. Responsibility Who is responsible? And for what?
If you’re the only leader, it all centers on you, which makes the responsibility question easy to answer, but the responsibility can be overwhelming! If you have a co-leader or an assistant, the answer isn’t as clear or easy. One co-leader would carry equal responsibility while an assistant leader would carry less responsibility. Titles tell you one thing, but personalities and drive and how you relate to each other make this more dynamic than a simple chart. But a chart can help to clarify responsibilities and roles.
John P Kotter wrote a book “Accelerate” in 2014 as a result of 10 years of investigation. He saw that the big companies start a problem to survive on the modern way to do business. The small an new companies start to growth. He observe that the big companies have a strong hierarchical structure and all the new process and changes come from the structure. In the other hand the small and new companies were more flexible, adaptable and work as a team.
Small companies listen the opinion, suggestions and ideas from every member of the work team. As a result he suggest create a singular team of leaders. They are not position leader, they work independent of the hierarchical structure. This group become as an technical, this group must be empower to make changes and modify the process. This group work every day the whole year. They have clear sense of mission and vision, they are innovators, open mind, and they are connected with customers and know very well what the competence is doing.
How to apply this concept to our ministry?
Choose a natural leaders.
Choose leader has open mid, passion for children ministry, clear commitment and committed to follow the Mission and vision.
Innovators, with human skills, visualizing internal and external relationships.
Servant leaders.
This group must meet in regular bases.
Have a disposition to accept his suggestions, ideas and changes.
Love everyone in your team, help them as a persons and reward their efforts.

14. Responsibility Who is responsible? And for what?
Sometimes the VBS Leader might interact directly with the Children’s Outreach Coordinator without going up the chain of command, and then down the chain of command. Leaders who feel more comfortable with a flexible organizational model might set aside the hierarchical diagram and replace it with a more interactive one such as this:

15. Activity (Blindfolded Leader Game)
Everyone gets in a line and puts their hands on the shoulders of the person in front of them.
Everyone except the first person in line closes their eyes. The first person who is the leader leads everyone around, and the group has to communicate and work as a team to avoid obstacles.
Time Needed: 5 minutes
Number of Players: Large Group
Did the group work together?
How did the group communicate?
What does this say about our group’s teamwork or communication skills?
What did you learn from this activity?

16. Personality Type A
In this theory, tend to be very driven, focused and goal- oriented. These behaviors help Type As become successful at work. They may also be natural leaders, planners and participants in many different activities.
Type A individuals are multitasking, ambitious, proactive, organized and status conscious individuals, they set strict deadlines and achieve those deadlines because of their inner driving force. However they also take on more than they can handle and spend hours upon hours "working" to compensate for the added work load (IE. "workaholics"). Time is of the utmost important to a type A individual (remember our rabbit) , they hate delays of any kind. They are sympathetic, sensitive, truthful and always eager to help others. Type A people are friendly and care, however, they cannot sit for long periods of time and chit-chat about "nothing". Lazy days are not a favorite of the type A personality, they are very goal driven and highly motivated individuals.
If you do happen to be a type A personality learn to relax, slow down and introduce stress releaving techniques to your days, not only will you learn to "smell the roses" along the way you will be doing your health a huge favor. Keep in mind not everyone or everything has to be just so.

17. Personality Type B
They tend to be calm, patient individuals, planners by nature they rarely complain or stress about the outcome of those plans should they not fall just so.
Type B personalities are also tolerant and flexible when it comes to work and life situations. They easily adapt to change and consequently can kick bad habits sooner than their counterparts type A. Change is no big deal to a type B 
People with type B personalities are social by nature and enjoy being in large groups. They are often fun individuals and people generally love being in the type B's company because of this. They have the ability to express their feelings and are not outwardly judgmental when listening or speaking with someone with opposing viewpoints.
However, people with type B personalities are often procrastinators as they enjoy life rather than constantly focusing on a goal or project(s). Often time's type B personalities are the last ones to complete their work or studies because of this faulty trait.

18. Activity (Differences)
Instructions:
1. Give each participant a sheet of paper and close your eyes and hold the paper in front of you.
2. Fold the paper in half and in half again. Should form a triangle with the folded paper.
3. Rip off the lower right corner.
4. Open your eyes and unfold the paper.
Name of Activity: Differences
Time Needed: 5 minutes
Number of Players: No Limit
Materials Needed: Piece of 8 X 11.5 “ paper for each participant
Papers will look different. Discuss with participants how this illustrates how we are
different and alike. Our perceptions and understanding of the same instructions might
be different.
How does this affect our group? What did you learn from this activity?

19. Time Management
Everyone has exactly the same number of hours in the same number of days in the same number of weeks and months. Because God made each person different, however, you will probably use those minutes, hours, and weeks differently than other people. Many of us need either instruction, review, or a renewal of time management, especially when we serve in leadership roles.

20. Procastinators
Procrastinators come in all types. Everyone has a little bit of the procrastinator inside. It often shows itself:
When you feel so overwhelmed you don’t know where to start.
When you have a job that you absolutely hate doing.
When someone stops by with a perfectly good reason why you should do something else.
When you’re tired and need a vacation.

21. How you procrastinate can be interesting.
Procastinators
How you procrastinate can be interesting.
“There is a time for everything, and a season for every activity under the heavens.” Ecclesiastes 3:1
Good advice is to do it right now. Never pick up a paper twice if you can pick it up once. Never let a phone call go unmade that provides a service to someone else. You can’t kill the clock; it will always keep on ticking. The world will continue to go round and round and chances are “this, too, shall pass.” What if you hadn’t procrastinated? Would it have made a difference in someone’s life?

22. Time Management Tips
Never handle anything twice when you can handle it once.
Set time limits on projects and stick to them. Be realistic.
Consider the importance of perfection versus getting the job done.
Determine what is important and what is urgent.
Set aside time to address things you have put off.
Outsource as much of your work as you can.
Make lists and prioritize.

23. Time Management Tips Use email instead of telephone whenever possible.
Do the jobs you dislike most when you are fresh, not when tired.
Plan time into your schedule for interruptions, equipment breakdowns (the unpredictable)
Plan a specific cleanup day. It will help you feel organized.

24. Time Management Tips
Put things away as soon as you are finished with them.
Arrange your office (workroom) for minimum amount of movement, but take breaks to refresh yourself between or during heavier jobs.
Get proper rest and nourishment. Large quantities of food once a day or no meal at all will slow you down.
Take time to plan head—short-term and long-term.

25. Successful Meetings 1. Know the purpose of the meeting.
2. If you are chairing the meeting, send out an invitation and a written agenda in advance.
3. Before each meeting, make sure you have the equipment and supplies you may need.
4. Start on time; end on time. Let the agenda guide you without being a slave to it.

26. Successful Meetings
5. Know the material you are presenting. Be confident with your words and actions. Keep to the point; no long stories. (Remember, God speaks through you!)
6. Include opportunity for input from others, including a group-building activity and sharing time.
7. Dress appropriately.

27. Successful Meetings
8. If someone disagrees with you, listen well. Instead of treating it as a personal attack, think of it as improving what you’re already doing. Evaluate, get input from others, either act on it immediately or explain that you’ll want to think about it some more. Thank the person for the input. You don’t really want only “Yes people” on your team.
9. Let your passion show, but keep cool. Take the high road—no whining, complaining, or negative words.
10. Remember, prayer is powerful. Always invite God to attend the meeting with you and be your guide.

28. Budget and Events Program: Children’s Ministries Year: Current
Resource Needs: Children’s Sabbath School Department:
1. Publishing House Materials _____________
(To arrive at this figure, you will need to consider what is currently being spent by each division for papers, leaders’ guides, etc. and projected additional materials)
2. Other _____________
(This would include other supplies, decorations, material from other publishers, audio/DVD, etc.)

29. Budget and Events Beginners __________ Kindergarten __________
Primary __________
Juniors __________
Earliteens __________

30. Budget and Events Equipment or Major Additions Needed
____________________________________ ___________________________________

31. Budget and Events Equipment or Major Additions Needed
____________________________________ ___________________________________

32. Budget and Events Outreach Activities Vacation Bible School __________
Child Evangelism Meetings __________
Neighborhood Bible Clubs __________

33. Budget and Events
Nurture Activities
Weekly Church Bulletins __________
Children’s Newsletter __________
Baptismal Classes __________

34. Budget and Events Miscellaneous __________ Nurture Activities
Adventure Club __________
Pathfinder Club __________
Miscellaneous __________
Since every program will have different needs, a specific budget would be necessary for each program a church sponsors. It will need to be planned on an individual budget sheet. The total for each program would then be entered into a master budget.

35. Budget and Events Total Children’s Ministries Budget
Sabbath School __________
Outreach Activities __________
Nurture Activities __________
Miscellaneous __________
Total Budget __________________

36. Organization of Event
Aim or goal of event: ____________________________________
Place, date, time: _______________________________________
Budget:______________________________________________
Transportation: _________________ Admissions: ______________
Food: ________________________ Lodging: ________________
Who is invited: ________________________________________

37. Organization of Event
Time and place of organizational meetings): ___________________________________________________
___________________________________________________
Personnel and their responsibilities:
___________________________________________
___________________________________ ___________
1) Promotion of event: __________________________________
Resources needed: ____________________________________

38. Organizing a Training The Event: ________________________________
Who’s responsible for what? ___________________
Goal/logo: ________________________________
Location, date, times: _________________________
The budget (Be sure to include honorariums): _______
Training events are budgeted similarly to those already described. If you are organizing any type of training event, consider the following items in your plans:

39. Organizing a Training
Speakers / instructors / presenters: ________________________
Resources/supplies/gifts: _________________________________
Music leader/ instrument/music: ____________________________
Promotion: (who, when, how, where): ________________________
Logistics pertaining to the site: (chairs, tables, equipment): _________
Time and place of meetings with those in charge of the various areas:
____________________________________________________

40. Organizing a Training
Handouts/programs: _________________________________________________
Registration: _________________________________________________________ ____________________________________________.

41. Working with administrator
Pastor, head elder, and finance committee chair. Of course other members of the church board, the other elders, deacons, deaconesses carry some administrative responsibilities as well.
As the Children’s Ministry leader, you need to allocate some of your time to communicate with your key administrators so they are aware of pertinent information and actions.
Look for ways to include Children’s Ministry as part of your church’s overall ministry. For example, if the church is planning an evangelistic series, take this as an opportunity to include children’s evangelism. If you are planning a VBS program, consider how that fits in with the rest of the church’s ministry rather than treating it as a separate activity for kids.

42. ADDITIONAL INFORMATION

43. How to lead and management people
Catch people doing things right and then let them know that they are doing things right.
Use feedback to stay informed about what other people are doing in your area of responsibility and authority.
Have regular, focused meetings regarding the projects that you are responsible for.
Provide adequate instructions. Time is lost if things are not done correctly.
Train others to do jobs. You cannot do them all, nor can others do them if they have not been trained.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

44. How to lead and management people
Expect others to succeed. It becomes a self-fulfilling prophecy when you believe others are loyal, dedicated and doing a good job.
Help others see how they will benefit from doing a job. This is when they truly become motivated.
Do not avoid talking to a poor performer. It hurts them, the organization and yourself if the situation is not dealt with.
Do not over control others. It is frustrating for them and time consuming for you.
Focus on results, not on activities or personalities.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

45. How to lead and management people
Reward people for the results that they produce.
Manage by walking around. See what people are doing and listen to what they have to say.
Make quality an obsession, especially on smaller items.
Send thank you notes and memos.
Provide volunteers with open, direct, and immediate feedback on their actual performance as compared to expected performance and they tend to correct their own deficiencies.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

46. How to lead and management people
Practice naive listening. Don't talk, just let people explain why they are doing the types of things that they are doing. You will learn many things. Manage by exception. When things are going well, leave them alone. When a problem occurs, then help.
Never seek to place blame. Always focus on the problem.
Never ignore a concern of one of your people. While it may seem trivial to you, to the other person it is a problem that will continue to destroy their train of thought.
Make it a personal rule and a challenge to respond to someone within 24 hours of hearing their request.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

47. How to lead and management people
If you give volunteers a basic intruction, you will not be interrupted with their questions.
Pay attention to small details, the big ones are obvious and get taken care of.
Stay open in your thinking. Be open to all new ideas. Do this and you will not be setting up barriers that do not exist.
Avoid asking others to do trivial personal items for you.
Say thank you to those with whom you associate.
A warm smile and strong handshake break barriers.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

48. How to lead and management people
Let people know why they are doing something. It then becomes more meaningful when they recognize their part in a greater vision.
Provide soft, lively background music not slow and not rock.
Practice the golden rule in business: Do unto others the way you would have them do unto you.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

49. How to lead and management people
Practice the platinum rule in interpersonal relationships. It is "Do unto others, the way they want to be done unto." They will be more apt to stay comfortable when interacting with us when we are able to do things their preferred way.
Get others to commit to deadlines by asking, "When can you have that for me?"
Nail down commitment by asking, "Do I have your word that you will have that for me then?"
Set the stage for cooperation from others by:1) Introducing the idea; 2) Continual stimulation by talking about it; and 3) get others to make an investment by having them participate in the planning.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

50. How to lead and management people
If you are unable to reach agreement or get a commitment from another person in a meeting, agree to disagree, but summarize your understanding in a confirming memo.
Giving people recognition generates energy within them. They will then direct that energy toward increased productivity.
Tap the potential of those working for you by giving them opportunities to think things through for themselves instead of just telling them how to do something.
Always give people the benefit of the doubt. They may not be the cause of a problem. The cause may be beyond their control.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

51. How to lead and management people
Admit it when you do not know the answer to a question posed by a staff member. Then challenge the staff person to research and decide what the best answer is. It will help this person grow.
Be persistent and follow up.
When you were away and some of your people did an exceptional job, call them at home in the evening when you find out and personally thank them for what they did instead of waiting until the next time you see them.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

52. How to lead and management people
If you know that a person will respond angrily to a particular comment, avoid bringing it up. It is nonproductive and bad for the relationship. In other words, "never kick a skunk."
When you appreciate what someone has done, let them know and put it in writing.
Have an opinion survey done to determine how people view the Ministry. That way you can catch any problems while they are still small.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

53. How to lead and management people
When asking someone to do something, let them know what is in it for them and the Ministry. Do not focus just on what is in it for the Ministry and yourself.
The director is the strongest model the volunteers have. Be a positive model as people are watching to see how you behave. They will reflect this in their own behavior. Lead by example.
Be seen as Fair, Firm, Friendly and having Foresight.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

54. How to lead and management people
Do not help others unless they need and ask for help.
Encourage your people to come up with new ideas and ways to do things. Give them credit and recognition for the idea.
If a new idea won't work, at least praise the effort of the person so they will come up with future ideas.
Once a month meet with each volunteer to catch any problems or concerns the person may have as soon as possible before they become a crisis.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

55. How to lead and management people
Be the kind of a person that others want to help out and work for.
Be flexible and do whatever it takes to get the job done. Remember it is results that count, not activities.
Generally speaking, getting something done perfectly is usually not as important as getting it done. Perfection has a high cost and it may not be worth it.
When giving or receiving information, don't hurry. Take the time needed to truly understand. It prevents future problems and misunderstandings.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

56. How to lead and management people
Whenever you are having an important discussion with a person, before parting, set a specific follow-up date and time and write it in your calendar.
Never criticize an employee in front of others. Have all discussions of a corrective nature in private.
Hire people with specific skills and interests that match what the Ministry needs to have accomplished. The better the match, the better the productivity and the more motivated the person.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

57. How to lead and management people
Treat people as people-not things.
Flaring in anger will drive others away. If not physically at least mentally,
Keep a "warm fuzzy" file for each person a place to keep track of the things you have already complimented them for, and want to compliment them for.
Have regular performance review and goal setting sessions with each of your volunteers regularly.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

58. How to lead and management people
Low morale in volunteers may be an indication of the leader only talking about negative things or what's wrong. Be sure to balance negative comments with more frequent positive comments.
Let your people know you are there to help them not to harass them.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

59. How to lead and management people
Form an action team to address people's problems right away rather than letting things drag out and perhaps get worse.
Instead of saying to another, "What can I do for you?" ask them "What can you do for me on this project?"
Do not hold back from discussing the need to improve performance with one of your people.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

60. How to lead and management people
Encourage others to develop their plan of action and give you a detailed explanation.
Encourage individuals to compete against themselves to achieve more. Let it be a personal challenge to become better as an individual-not competing with others but self.
Check the ratio of positive comments to negative comments that you make to your people. Purposely make more positive comments.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

61. How to lead and management people
Do things for others. They will be more willing to do things for you.
Set up an orientation training program for all new volunteers.
Stay informed of volunteers' needs and interests. Projects can be more effectively designed and rotated when you are well informed.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

62. How to lead and management people
If individuals needs some encouragement in taking action, ask them, "What if..." questions to help them see what choices of action are available.
Let people know that you know they can do it.
Ask questions creatively so the action to be taken is suggested by the person who is to take it.
Set up incentives that reward desired performance.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

63. How to lead and management people
Ask others for their estimate of how long it will take to do a project. When possible, agree and hold them accountable for that goal.
Take on someone else's routine so they can do what you need done without interruption.
Just as with family members, break large chores up into small, fun activities and enjoy doing them with team members.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

64. How to lead and management people
Do not be quick to judge others. Learn to listen carefully before coming to conclusions.
Consider sharing ideas and responsibility with others rather than just getting someone to do it for you or just doing it yourself.
Inspire others to new levels of achievement by using positive encouraging feedback and ideas.
Don't just ask someone who is busy to get things done for you; look for the busy person who is getting results. This is a doer, not simply a busy wheel spinner.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

65. How to lead and management people
Believe in the good of people.
Do not be a "baby sitter" of others, constantly taking care of them and telling them what to do. Challenge them and help them learn to think and do things for themselves.
Don't do what you can get someone else to do by simply asking.
Clearly communicate who you want to do what, by when and at what cost. Then identify who needs to know about it and when they are to be informed.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

66. How to lead and management people
For people you relate to regularly, keep a list of things you need to talk to the person about. Then when you meet with or call them, you can review all the items that have accumulated on your list.
Recognize you are not the only one who can do a job right. Trust others to do things for you.
Organize, deputize, supervise.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

67. How to lead and management people
Meditate for one minute before starting a new subject or project.
Don't worry about who gets the credit for completing a project. Focus on the task To be accomplished and do it.
When credit is given to you for completion of a project, be sure to give it to all who were involved. This will nurture the relationships and provide motivation to support you in the future.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

68. How to lead and management people
Be sincerely interested in the people working for and with you.
Help others recognize their own importance.
Keep a list of birthdays, marriage and work anniversaries and other special dates. Provide recognition to your volunteer on each of these dates. Mark your calendar prior to the actual date so you have time to prepare for it.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

69. bibliography Kotter P. John, On What Leaders really Do. Mar 18, 1999
Force For Change: How Leadership Differs from Management. Apr 1, 1990
Accelerate: Building Strategic Agility for a Faster-Moving World. Apr 8, Leadership and the New Science: Discovering Order in a Chaotic World / Edition 3 15, 1999
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

70. bibliography Bennis G. Warren. On Becoming a Leader / Edition 4. 1994.
Learning to Lead: A Workbook on Becoming a Leader / Edition 4. Apr 27, 2010
Transparency: How Leaders Create a Culture of Candor. May 30, 2008
  Warren Bennis, Patricia Ward Biederman Organizing Genius / Edition
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.

71. bibliography
Katz L. Robert Skills of an Effective Administrator (Harvard Business Review Classics) May 7, 2009.
In organizations we must work with and for others. To be able to mutually achieve our goals we must be able to relate to others effectively. These Effective Leadership Skills Training tips will help you do just that.