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Leadership Understanding how to apply true leadership from the mysteries of our Order.

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Presentation on theme: "Leadership Understanding how to apply true leadership from the mysteries of our Order."— Presentation transcript:

1 Leadership Understanding how to apply true leadership from the mysteries of our Order.

2 It's amazing how many cares disappear when you decide not to be something, but to be someone. - Coco Chanel

3 Know what you want to do. It is awfully hard to get others to do what you want if you don't know what you want.

4 Programs VS Values

5 Programs ► Speaks to a specific audience ► Focus on a specific need ► Last for a specific season  I.e. Relay for life, for people touched by cancer (in one way or another), for a two day event.

6 Value ► Not to a specific audience, not focus on a specific need, not for a specific season ► Are aspects of truth that are always true for everyone  Value is equally true for men, women, and kids.

7 Programs VS Value

8 Do your homework. ► Before starting a new challenge, always try to find out what others have tried that had succeeded or failed. Research the obstacles and opponents. Try to give yourself the best chance of winning by learning as much as you can at the beginning. ► Never stop learning and thinking.

9 Planning ► Enrolling, Get input through eliciting and incorporating team input. ► Get the right people in the right place for the right reason at the right time. ► Communication  Time schedules  Informative meetings (i.e. agendas)

10 Enrolling ► You may be a smart, well educated person, but their are always smarter people than you. Encouraged people to think, to innovate, to be creative. Don't blindly accept what they came up with, but expected them to come up with something appropriate.

11 Get the right people in the right place for the right reason at the right time.

12 The Right Person ► Before the rollout, it might help to break the project down into chunks, in order to make it more manageable. ► So rather than just collecting a bunch of tasks that the performer should be able to do, think of who is best suited for the task to complete the project. This will increase the skill of your team to make effective performers.



15 The Right Person ► Having the right person in the right place for the right reason at the right time.  Will be Faithful  Will be Fruitful  Will be Fulfilled  Will make God Famous

16 Abilities ► Abilities are the knowledge, skills, and attitudes that the individuals presently have that allow them to perform their jobs.

17 Abilities ► General Knowledge -- This can be thought of as intelligence, which is linked experience, This is the intellectual ability that is learned or acquired over time. ► Problem-Solving Skills -- These are the performers' creative abilities to solve unusual and normally ill-defined organizational problems. ► Professional Skills and Knowledge -- These are the knowledge and skills that are critical for producing key outputs. ► Motivation Skills -- This is the performer's willingness to tackle problems, exert their influence, and advance the overall human good and value of the organization. ► Personality Skills -- These are any characteristics (traits?) that help the performers to cope with complex organizational situations.  Social Judgment Skills -- This is the capacity to understand people and social systems. They enable the performers to work with each other.

18 Inspire Your shared vision ► Next, share your vision in words that can be understood by your followers. ► Let them know what you want to accomplish. ► Have written goals and task for everyone involved.

19 Leader = Equipper ► Enable others to act - Give them the tools and methods to solve the problem. ► Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do, a leader shows that it can be done. ► Encourage the heart - Share the glory with your followers' hearts, while keeping the pains within your own.

20 Communication ► Time schedules – Have attainable goals written down  At the beginning, quarter way, half way, three quarter way, and final planning.  Don’t let something bite you in the end.

21 Communication ► Informative meetings (i.e. agendas) – Make the use of yours and your peoples time. Unless commitment is made, there are only promises and hopes... but no plans. - Peter Drucker

22 Demanded excellence ► Demanded excellence, not perfection. Expect people to work hard and to be as committed to the goal as you. Don't expect people to do as much or as well as you, but insisted, however, that people do as much and as well as you can.

23 Execute HAVE FUN What's the sense of doing anything if you can’t find something enjoyable about it.

24 When what you are doing isn't working, you tend to do more of the same and with greater intensity. - Dr. Bill Maynard & Tom Champoux Heart, Soul and Spirit

25 Where there is no vision, the people perish. - Proverbs 29:18

26 Break

27 Questions and Answers

28 I’m in a place of personal frustration…what should I do to sort it out?

29 Why have we stopped growing?

30 How do we stay a step ahead of the growth we are experiencing?

31 Where do we find the right people to join our organization?

32 What should my role be with the Lodge as our organization grows?

33 How do we get more people serving in the Order?

34 What can we do to improve our effectiveness in maturing those we’ve reached?

35 Do we have the right strategy for our vision?

36 How do we get our people to understand, embrace, and act upon our vision?

37 Is our organization structured to effectively accomplish our mission?

38 Do we have the right leaders in place to help us get to the next level of development?

39 Where do we find more leaders and how do we develop the ones we have?

40 What can we do to increase the effectiveness of our Lodge

41 What can we do to increase the effectiveness of our Grand Lodge

42 How do we strengthen the relationship between our Lodges

43 What’s next for us?

44 How do I get back to what I really want to do?

45 Is this still the right role for me?

46 Why am I losing my motivation?

47 Who should I surround myself with in order to increase my effectiveness?

48 How do I negotiate my role changes as our organization grows?

49 How do I make a necessary transition in the best interest of our organization?

50 What’s next for me, or is this it?

51 Thanks for your time.

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