5 Management Lessons From History’s Greatest Leaders

Written by Jackson Rawlings – 14.11.12

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Throughout history there are certain figures who stand out as naturally great leaders. It is always useful for managers to focus on the qualities that made these people great and try to emulate them.
You can learn how to develop these qualities and much more on our leadership and management courses.
We recently gave some tips for managing a start-up but in this post we will focus on the more general skills that can apply to anyone in a leadership position, whether your business is just getting off the ground or you’re an established manager with years of experience. And we’ll be having some fun with it too… hopefully.

John F. Kennedy – Aspire to Greatness

JFK was perhaps the most youthful, vivacious and daring president there has ever been (and we’re not just talking about his extra-marital exploits here).  While this sometimes got him into trouble (*nearly caused the apocalypse) he will be remembered as the man who dreamed of putting a man on the moon, reversing the centuries-old persecution of African-Americans and bedding Marilyn Monroe!
Dare to dream like JFK. Aim for the stars and still land on the moon, aim for Mila Kunis and still land on…actually, I think we’ll leave that analogy there. Aspiring towards greatness instills a confidence in your employees in both you, and themselves. Be like JFK. Be remembered. Be great.

Abraham Lincoln – Control Your Emotions

Apparently he was the first world wrestling champion too.

Lincoln was the don. Freed the slaves? Yup. Won a civil war? Of course. Kept America from disintegrating as a country? All in a day’s work. Oh and apparently he killed a few vampires too!
You’d think all this being a superhero lark might cause Abe to get short with people; flash his temper at his sub-ordinates. Not quite.
Ol’ Abe did indeed get angry but he had a great little technique to stop it from ruining his professional life, and that was to write a letter to anyone that had wound him up, and then never send it. He’d keep these letters filed away and then when he felt comfortable enough,(and if the person was aware they’d got on his nerves) he’d actually write a letter to that person expressing how he in fact held no grudge toward them.
Talk about being the bigger man! You don’t necessarily have to do a Lincoln and write a letter, but it is useful to find a way to release your emotions without screaming at employees. Whether that’s playing squash or relaxing with a glass of wine, finding an outlet for your pent-up anger and disappointment will make your relationships at work much nicer. Unless you work with vampires, in which case go ahead – be as angry as you like!

Nelson Mandela – Be a Fighter

Now you’d think that being locked up for quarter of a century would turn you into a bitter and twisted ball of rage. Not for Mr.Mandela. How did he respond to being incarcerated? He became President and sought to continue changing the system that had been so cruel to him. He didn’t see himself as a victim, but as a fighter.
As a leader you will have to fight for your beliefs – and no I don’t mean landing a right hook on the MD’s chin each time he shoots down your great idea.
Being able to stand your ground but adapt when necessary is a vital trait of great leaders. Knowing when to plough headfirst into battle and when to stand back and let things take their course is important too.

Martin Luther King JR – Communicate Well

“I have a dream that every manager in this great country will be able to get their point across clearly and effectively”. MLK was one of history’s greatest orators: he knew how to communicate his grandiose ideas to the general public in a way that would make them stand up and take notice.
Take a note of MLK’s charismatic speech but also remember that each person is different. Giving instructions in one way may work for one person and not for another. Being able to adapt the way in which you explain your ideas is a necessary tool for all managers. Clarify anything anyone doesn’t understand early on and you’ll avoid any major misunderstandings later down the line.

Winston Churchill – Make Tough Decisions

“Are you sure that war is the only option sir?” “Oh yes!”

Had the famous nodding-dog’s namesake decided in 1940 that it wasn’t a good idea to open fire on French warships we’d all be eating sauerkraut together with various other borderline-xenophobic clichés. Instead he decided that enough was enough, that either we sank them or they’d be taken into Nazi hands. He made a choice that he knew could lead to the deaths of over 1000 French sailors but that he felt had to be made, to prevent the deaths of potentially millions of innocent people. The rest is history.
Be bold. Make those hardest of choices and be secure in your decisions. A truly great leader will make a life-changing decision and not spend days worrying about whether it was the right choice. Do the same. Pick a path and stick to it. Fight on the beaches. Fight on the landing grounds. Fight in the fields and in the streets. Fight in the hills. Never surrender.

Corey Hart – What Churchill would have been like in the 80s…probably.

 http://www.siliconbeachtraining.co.uk/blog/management-lessons-from-great-leaders/

How to Manage Natural Leaders

Written by Andy Trainer – 25.06.12

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Every natural leader needs guidance...

A manager’s role is to be able to effectively deal with all the types of individuals they may have to manage during their career. For a group of people to work as a team, their various personality types and skill sets must be nurtured and developed.
Some people are trickier to manage than others, but this doesn’t make them any less valuable to the organisation – sometimes those who may initially seem hard to deal with can become one of the team’s strongest assets and a source of great support to their manager.
In some cases, such as with natural leaders, traits which initially present as challenging behaviours can be turned into strengths. Or, looking at it a different way, the things you find most challenging in some people are so interlinked with their strengths that to try and eradicate them would be to lose the good stuff as well.
When it comes to managing natural leaders, it’s very important to be aware of the difference between a leader and a manager. Managers need good leadership skills as well as knowledge of how to manage. Similarly, for a strong leader to become a manager, they’ll need management training just like anybody else.
This article will help with what to do when the first signs of leadership show themselves in a member of your team – and how to make it work for you rather than against you.

Recognise the Leader

As it says above, the unrecognised traits of a natural leader may at first be challenging – they will ask a lot of questions and make suggestions for how to improve processes. Other signs of leadership are that others will go to them for advice and guidance, and that they will instinctively guide and advise others.
Remaining aware of the signs should be enough to give you sufficient chance to notice their potential in time to develop their buy-in and use their influence to move the team forward.

Earn Their Buy-In

The number one benefit of the natural leader is the influence of their buy-in. It’s always important to remember that they are questioning and making suggestions because they care about doing the right thing in the right way. Once convinced of the vision, they will work harder than anyone else to achieve it.
This may mean challenging your own thought processes. All suggestions about how to do something better should be considered as potentially useful and time-saving, no matter who presents them. These people are not being difficult on purpose, they really believe in what they are saying, and real damage can be done if they are quietened.
It’s your role as a manager to first of all, listen carefully to their suggestions and questions. If they’re valid then brilliant – use them to move your processes forward. If their ideas are misguided then make sure they know why they won’t work and why the current objective or process is better.

Use Their Influence

Just as the natural leader will find it hard to sit back when they have questions and suggestions, they will not be able to stop themselves talking to other team members about their opinions. Trying to stop your team from discussing their opinions of work is not an option, even if you feel it cultivates a negative or complaining atmosphere. Instead, it’s up to you to manage them so they don’t feel the need to complain!
Similarly, the leader will find it hard not to get involved when they see others making mistakes or losing motivation – they have a natural instinct to support those around them. This plus the tendency for others to go to them for help and advice can be challenging for a manager.
The fact that others on the team value their opinion means you should too. You can encourage them to give help, within the boundaries you set, and ensure their influence improves the team rather than damages it.
The most important thing to remember is that natural leaders are forward thinking and want things to be better. With the right management, they can be a strong force behind positive change. By learning to identify the early signs of a natural leader, you will be able to make sure they can fulfil their potential and benefit your organisation.


 http://www.siliconbeachtraining.co.uk/blog/how-to-manage-natural-leaders/

23 traits of good leaders

23 traits of good leaders By Rachel Farrell, CareerBuilder.com August 3, 2011 -- Updated 122 (CareerBuilder.com) -- Leadership is one of those nebulous terms -- you hear it all the time but it has various definitions. The traits that make up a good leader can vary depending on the organization, team, manager and work environment. Leadership can also vary in style -- are you someone who dictates the group and doesn't listen to anyone else's opinion? Or do you lead with a more bureaucratic or democratic style? "Every leader has a particular style of leadership that is innate. However, the behaviors, attitudes or methods of delivery that are effective for one staff member may in fact be counterproductive for another," says Michael Burke, account supervisor, MSR Communications, a public relations firm. "Great leaders are aware of their own style and make the effort to learn how their style actually comes across to their team. They learn to flex their leadership style to individual team members so that they communicate and behave in ways that motivate and inspire." Here is what five leadership professionals consider to be traits that make up a good leader: Rachael Fisher-Layne, vice president of media relations, JCPR, a public relations agency 1. Honesty. Always do the honest thing. It makes employees feel like they know where they stand with you at all times. 2. Focus. Know where you're going and have a strong stated mission to lead people on. If you're not sure, how can your people be sure? You have to have strong focus and stay the course. 3. Passion. Whatever it is, you must have passion for what you're doing. Live, breathe, eat and sleep your mission. 4. Respect. Not playing favorites with people and treating all people -- no matter what station in life, what class or what rank in the org chart -- the same. 5. Excellent persuasion abilities. People have to believe in you and your credibility. Image is everything and the belief people have in you, your product, your mission, your facts or your reputation are key to being a great leader. You have to persuade people of this -- it doesn't just happen. Darcy Eikenberg, a leadership and workplace coach, Red Cape Revolution 1. Confidence. If you don't believe in yourself, no one will. I hear leaders worrying that if they show too much confidence, others will think them arrogant. The reality is people want to know what you know for sure -- and what you don't. Having the confidence to say "I don't know" is a powerful skill. 2. Clarity. The only way you can get confidence is by becoming really, really clear about who you are and what is most important to you. New leaders fail when they try to become all things to all people, or try to do too much out of their area of excellence. Clarity helps you say "yes" to the right things -- and "no" to others. 3. Care. The strongest, most effective leaders I've met care not just about the business, but about the people in it and the people impacted by it. Plus, they show they care through their words and actions, even proving how they care for themselves and their family by taking unplugged vacations and continuing their own professional development. Care shouldn't be a four-letter word in our workplace today -- and the best leaders know it. Tom Armour, co-founder, High Return Selection, a recruitment firm 1. Integrity. They are people who are respected and worth listening to. I find in general due to all of the economic difficulties, employees prioritize and seek leaders and organizations that are honest and meet their commitments. 2. Compassion. Too many leaders these days manage with the balance sheet, often times at the expense of their employees and long-term customer relationships. Talented people want to work for leaders and organizations that truly care about their employees and the communities in which they operate. 3. Shared vision and actions. People produce real business gains and smart people need to understand what is needed and be part of the solution. 4. Engagement. Great business leaders are able to get all members of their teams engaged. They do this by offering them challenge, seeking their ideas and contributions and providing them with recognition for their contributions. 5. Celebration. In today's work environment, people are working very long hours and they need to take some time to celebrate their successes in order to recharge their batteries. Those leaders who fail to do this create burnout environment overtime. Mike Sprouse, CMO, Epic Media Group, and author of "The Greatness Gap" 1. Humility. True leaders have confidence but realize the point at which it becomes hubris. 2. Empowering. True leaders make their associates feel emboldened and powerful, not diminished and powerless. 3. Collaborative. True leaders solicit input and feedback from those around them so that everyone feels part of the process. 4. Communicative. True leaders share their vision or strategy often with those around them. 5. Fearlessness. True leaders are not afraid to take risks or make mistakes. True leaders make mistakes born from risk. Nancy Clark, author of "18 Holes for Leadership" 1. Genuine. You need to be clear on what your values are and must be consistent in applying them. As part of that, you need to have the courage to hold true to them. You must not lose sight of reality. Lost values may be one of the biggest causes of downfalls. 2. Self-awareness. You need to be clear on what your strengths are and what complementary strengths you need from others. This includes understanding others and learning how best to utilize their strengths. Many unsophisticated leaders think everyone should be like them; that too can cause their downfall. They surround themselves with people like them. "Group think" can blindside them and cause failure. 3. Leverage team strengths. Part of awareness is don't expect people to change. If you think you can change someone, think again. This doesn't mean you can't help them grow and develop. But don't expect to change anyone (even yourself) behaviorally. We are who we are. Your job as a leader is to understand each person's strengths and place them in positions where they can flourish and grow. If you are good at that, you have a huge part of the equation for success. 4. Leadership transitions. Going from individual contributor to supervisor is only the first of many transitions along the leadership pipeline. You need to understand the business model, how it applies to your current position, what you need to do to provide the greatest value, and how to leverage your strengths at this level. This requires building competencies and focusing on the right things. No one ever tells you that there are many levels and many adjustments you need to make along the way. 5. Supportive. You need to foster a positive environment that allows your team to flourish. Also by aligning the reward and recognition systems that best match your teams profile and deliver results. © CareerBuilder.com 2011. All rights reserved. The information contained in this article may not be published, broadcast or otherwise distributed without the prior written authority. http://edition.cnn.com/2011/LIVING/08/03/good.leader.traits.cb/index.html

Levels of Listening

Levels of Listening Listening There are three levels of listening; each is characterized by certain behaviors that affect listening effectiveness. Level 1 has the highest potential for understanding, retention and effective communication; level 3 has the lowest. These are general categories to help us understand our listening; they overlap and interchange depending on the situation. All of us listen at different levels of effectiveness throughout the day, as the circumstances and people around us change. For example, it is difficult for most people to listen effectively in the midst of a highly conflicted situation, when they are dealing with emotional people, when they are being criticized, when they are being corrected, or when they are feeling fearful, anxious, or angry. Others listen very effectively when they are working or ministering, only to tune out when they arrive home. These are the three levels of listening: Level 1. Active Listening. The Active Listener gives full attention to listening when another is talking and focuses on what is being said. He views communication from others as an opportunity to gather new and useful information, and so does not allow himself to be distracted, but is fully engaged and alert. He pays attention to the speaker’s total communication, including non-verbal, and he exercises much direct eye contact. His attention is evident in his posture or stance.The active listener knows that specific words mean different things to different people and he does his best to understand the intended meaning of the speaker. At this level, the listener places himself in the other’s position, attempting to see things from his point of view. He is aware of his personal biases and attitudes, and suspends his own thoughts and feelings to give his attention solely to listening. He genuinely believes the speaker has something valuable to say, and attempts to listen from his heart with respect, understanding and empathy. The active listener becomes directly involved in the communication process and will often restate or paraphrase the message back for the speaker to hear. In doing so, he gives feedback to speaker concerning the clarity and accuracy of his message; he also develops a deeper appreciation of what the other person is thinking and feeling. Thus, active listening encourages a true dialogue between the two parties in which both accuracy and mutual validation are achieved. The active listener not only listens to the speaker but he also listens to the inner voice of the Holy Spirit, giving him insight into the speaker’s words and heart, and direction concerning how to respond. The Sovereign LORD has given me an instructed tongue, to know the word that sustains the weary. He wakens me morning by morning, wakens my ear to listen like one being taught. (Is. 50:4; cf. Is. 30:21) Level 2. Passive Listening. The Passive Listener hears words but does not really listen. Such a listener stays at the surface of the communication and does not understand the deeper significance of what is being said. He does hear the words but he does not make much attempt to understand or to empathize with the speaker’s intention. The Passive Listener tends to listen logically and is more concerned for content than for feeling; he remains emotionally detached from the conversation. He receives information as though being talked to rather than as being an equal partner in the communication process. He assumes that the responsibility for the success of the communication is the speaker’s.Such listening can lead to dangerous misunderstandings because there is insufficient communication. At level 3, it is obvious that the person is not listening; however, at level 2, the speaker may have a false sense of being listened to and understood. Level 3. Non-Listening. The Non-Listener tunes in and tunes out. He is somewhat aware of others, but mainly pays attention to himself and his own thoughts. He follows the discussion only enough to get a chance to talk. His listening is quiet, passive and unresponsive. Such a listener will often fake attention, while thinking about unrelated matters, forming rebuttals, or preparing what he wants to say next. His aloofness may be displayed in his blank stare or his detached posture. Very few people spend most of their time listening at level 1. Most of us listen at all three levels over the course of a day, but the more we listen at level 1, the more effective we will be as leaders. http://www.leadershipletters.com/2003/09/12/levels-of-listening/

Barriers to Listening

Barriers to Listening #1 Listening Few people are good at listening. In our last Letter, we began to look at some of the reasons why this is so. Here are more barriers to effective listening:: Filters. These are the various internal “lenses” we have, and through which we filter and interpret everything we see and hear. The following are some common human filters: Beliefs. Values. Attitudes. Personality. Culture. Prejudices. Interests. Expectations. Assumptions. Memories. Images past and future. Past experience. Although all of us possess these internal lenses, we are often blind to them. We do not realize how much they “color” what we hear and how we respond. A fool finds no pleasure in understanding but delights in airing his own opinions. (Prov. 18:2) Being aware of these filtering lenses is a significant step in becoming a better listener. Habits. There are many internal habits that prevent us from effective listening. For example: Not hearing things out, but jumping in before the other person is finished. The mind wandering to things that are more relevant or interesting to you. Not being open to the subject matter if its value is not immediately apparent to you. Becoming defensive when the subject is negative towards you. Not valuing a conversation that you did not initiate. Trying to do other things while you listen – “multi-tasking.” Thinking ahead to what you’re going to say next, instead of giving your full attention to the speaker. Judging the speaker and not giving him a chance to change your mind. Turning off, if the speaker’s voice, manner or physical appearance is unpleasant. Yielding to emotions regarding the subject and so not being able to calmly consider what is said. Trying so hard to look interested and to otherwise please the speaker that you don’t hear his words. In your mind, adding to or taking away from the speaker’s words – hearing what you want to hear. Misconceptions. One major barrier to effective listening is the myth that speaking represents power. In our culture, the one who speaks is seen as the active and powerful one, while listening signifies weakness and compliance.In reality, effective listening is active and influential. The good listener can actually direct the conversation by his sensitive and well-placed responses: The purposes of a man’s heart are deep waters, but a man of understanding draws them out. (Prov. 20:5) The effective listener will find himself well-positioned to: Cheer up anxious hearts (Prov. 12:25). Sustain the weary (Is. 50:4). Bring healing (Prov. 12:18; 16:24). Turn away wrath (Prov. 15:1). Build others up (Eph. 4:29). Such powerful words can only be spoken after effective listening. External distractions. In addition to the all the internal distractions mentioned above, there are also many significant external distractions that affect our ability to listen effectively. For example: Barriers such as desks or physical distance between speaker and listener. Faulty acoustics, making it difficult to hear. The accent of the speaker. Time of day. At certain times we have less energy than at others. Personal problems. Someone who is consumed with his own personal issues will not have much energy left for actively listening to another. Distractions such as noise, other people, activities, animals, traffic, machinery, views of outside scenery, etc. Interruptions such as phone calls. Time pressures such as deadlines. For effective listening to be possible, such distractions need to be minimized. The use of “trigger” words. Certain words or ideas carry lots of emotion, and their use has the tendency to shut down the communication process. These words or phrases can express accusation, hurt, offense, insult, distrust, cynicism, sarcasm, scorn, judgmentalism, rejection, etc., and they can vary from person to person and from relationship to relationship. We must be careful that we: Do not use such words or ideas ourselves when we speak. Do not react or resist when someone speaking to us uses such words. We must stay cool and try to discern the underlying idea the speaker is trying to express. Insufficient attention to nonverbal communication. Much of our communication is delivered nonverbally. Even when an individual is not talking, he is still communicating in some manner.Here are the three main ways that communication takes place, along with their relative impacts: Words: 7%. Vocal (tone of voice): 38%. Body language (facial expressions, posture, gestures, eye contact): 55%. The exact figures here are not the point, but the general direction is significant. Nonverbal communication is extremely important and must be considered in the listening process. Think of the times people have influenced you simply by the way they looked at you. They didn’t even need to say a word! Face color changes as people talk about things that affect them emotionally. Movements of the lips, mouth, cheek muscles and eyebrows reveal what is going on inside the speaker – not to mention the movements or posture of the rest of the body, including the hands and the feet. A scoundrel and villain, who goes about with a corrupt mouth, who winks with his eye, signals with his feet and motions with his fingers, who plots evil with deceit in his heart – he always stirs up dissension. (Prov. 6:12-14) A great range of emotions and attitudes can be revealed through body language. In addition, the speaker’s tone can often convey more meaning than his words. So the effective listener must pay attention to the pitch, rate, timbre and subtle variations in the tone of the speaker’s voice. The reality is that a person cannot help but communicate. Though he may decide to stop talking, it is impossible for him to stop communicating. The reading of nonverbal communication, therefore, is one of the most significant skills of effective listening. Our next Leadership Letter will examine specific ways that we can improve our listening. http://www.leadershipletters.com/2003/10/17/barriers-to-listening-1/ ======================================================================= Barriers to Listening #2 Listening Few people are good at listening. In our last Letter, we began to look at some of the reasons why this is so. Here are more barriers to effective listening:: 4. Filters. These are the various internal “lenses” we have, and through which we filter and interpret everything we see and hear. The following are some common human filters: • Beliefs. • Values. • Attitudes. • Personality. • Culture. • Prejudices. • Interests. • Expectations. • Assumptions. • Memories. • Images past and future. • Past experience. Although all of us possess these internal lenses, we are often blind to them. We do not realize how much they “color” what we hear and how we respond. A fool finds no pleasure in understanding but delights in airing his own opinions. (Prov. 18:2) Being aware of these filtering lenses is a significant step in becoming a better listener. 5. Habits. There are many internal habits that prevent us from effective listening. For example: • Not hearing things out, but jumping in before the other person is finished. • The mind wandering to things that are more relevant or interesting to you. • Not being open to the subject matter if its value is not immediately apparent to you. • Becoming defensive when the subject is negative towards you. • Not valuing a conversation that you did not initiate. • Trying to do other things while you listen – “multi-tasking.” • Thinking ahead to what you’re going to say next, instead of giving your full attention to the speaker. • Judging the speaker and not giving him a chance to change your mind. • Turning off, if the speaker’s voice, manner or physical appearance is unpleasant. • Yielding to emotions regarding the subject and so not being able to calmly consider what is said. • Trying so hard to look interested and to otherwise please the speaker that you don’t hear his words. • In your mind, adding to or taking away from the speaker’s words – hearing what you want to hear. 6. Misconceptions. One major barrier to effective listening is the myth that speaking represents power. In our culture, the one who speaks is seen as the active and powerful one, while listening signifies weakness and compliance.In reality, effective listening is active and influential. The good listener can actually direct the conversation by his sensitive and well-placed responses: The purposes of a man’s heart are deep waters, but a man of understanding draws them out. (Prov. 20:5) The effective listener will find himself well-positioned to: • Cheer up anxious hearts (Prov. 12:25). • Sustain the weary (Is. 50:4). • Bring healing (Prov. 12:18; 16:24). • Turn away wrath (Prov. 15:1). • Build others up (Eph. 4:29). Such powerful words can only be spoken after effective listening. 7. External distractions. In addition to the all the internal distractions mentioned above, there are also many significant external distractions that affect our ability to listen effectively. For example: • Barriers such as desks or physical distance between speaker and listener. • Faulty acoustics, making it difficult to hear. • The accent of the speaker. • Time of day. At certain times we have less energy than at others. • Personal problems. Someone who is consumed with his own personal issues will not have much energy left for actively listening to another. • Distractions such as noise, other people, activities, animals, traffic, machinery, views of outside scenery, etc. • Interruptions such as phone calls. • Time pressures such as deadlines. For effective listening to be possible, such distractions need to be minimized. 8. The use of “trigger” words. Certain words or ideas carry lots of emotion, and their use has the tendency to shut down the communication process. These words or phrases can express accusation, hurt, offense, insult, distrust, cynicism, sarcasm, scorn, judgmentalism, rejection, etc., and they can vary from person to person and from relationship to relationship. We must be careful that we: • Do not use such words or ideas ourselves when we speak. • Do not react or resist when someone speaking to us uses such words. We must stay cool and try to discern the underlying idea the speaker is trying to express. 9. Insufficient attention to nonverbal communication. Much of our communication is delivered nonverbally. Even when an individual is not talking, he is still communicating in some manner.Here are the three main ways that communication takes place, along with their relative impacts: • Words: 7%. • Vocal (tone of voice): 38%. • Body language (facial expressions, posture, gestures, eye contact): 55%. The exact figures here are not the point, but the general direction is significant. Nonverbal communication is extremely important and must be considered in the listening process.Think of the times people have influenced you simply by the way they looked at you. They didn’t even need to say a word! Face color changes as people talk about things that affect them emotionally. Movements of the lips, mouth, cheek muscles and eyebrows reveal what is going on inside the speaker – not to mention the movements or posture of the rest of the body, including the hands and the feet. A scoundrel and villain, who goes about with a corrupt mouth, who winks with his eye, signals with his feet and motions with his fingers, who plots evil with deceit in his heart – he always stirs up dissension. (Prov. 6:12-14) A great range of emotions and attitudes can be revealed through body language. In addition, the speaker’s tone can often convey more meaning than his words. So the effective listener must pay attention to the pitch, rate, timbre and subtle variations in the tone of the speaker’s voice. The reality is that a person cannot help but communicate. Though he may decide to stop talking, it is impossible for him to stop communicating. The reading of nonverbal communication, therefore, is one of the most significant skills of effective listening. To check your listening effectiveness please use our Listening Effectiveness Inventory. http://www.leadershipletters.com/2003/11/07/barriers-to-listening-2/ ============================================================================

Looking at God #1

Looking at God #1 Transformational Thinking The first element of transformational thinking is looking at God. The continuous experience of inward union with Christ is the source and center of all other healthy thinking behaviors. I want to know Christ… (Phil. 3:10) This was Paul’s cry, his passionate pursuit. To know the Lord Jesus is the greatest prize, far surpassing everything else in this life (Phil. 3:4-9). Jesus defined “eternal life” the same way: eternal life is to know God. Now this is eternal life: that they may know you, the only true God, and Jesus Christ, whom you have sent. (John 17:3) But, what exactly does it mean to “know” Jesus Christ? What does it mean to “know” God? Knowing God In the world, there are many ideas about what it means to “know God.” Here are a few: To know God is to serve others. To know God is to obey moral rules. To know God is to perform religious rituals. To know God is to have an accurate understanding about Him. To know God is to sense the beauty and grandeur of His creation. To know God is to feel the passion and depth of the arts. To know God is to experience wonderful emotions of peace and joy. To know God is to achieve an inward state of freedom from selfish desires. To know God is to receive forgiveness of sins and then passively wait for eternity in heaven after death. According to each of these various approaches, if you do this then you “know God.” To do it means to know God. According to the New Testament, however, none of these definitions is satisfactory. Biblically, knowing Christ is the gift from God of an inward experience of fellowship with Him, by His Spirit and through His Word, which results in the transformation of every aspect of life. First, it is His gift. We can know Jesus because, by His death on the cross, He paid the penalty for our sins, reconciling us to God. … since we have been justified through faith, we have peace with God through our Lord Jesus Christ, through whom we have gained access by faith into this grace in which we now stand… God has poured out his love into our hearts by the Holy Spirit, whom he has given us. (Rom. 5:1-5) It is the gift of God – and it is always His gift – that we can know Him. We do not earn fellowship with God. He gives Himself to us. Throughout our lives we grow in our union with Christ, but we never earn it – whether by external obedience or inward spiritual exercise. Therefore, brothers, since we have confidence to enter the Most Holy Place by the blood of Jesus, by a new and living way opened for us through the curtain, that is, his body, and since we have a great priest over the house of God, let us draw near to God with a sincere heart in full assurance of faith, having our hearts sprinkled to cleanse us from a guilty conscience and having our bodies washed with pure water. (Heb. 10:19-22) Second, while knowing God is an experience, it is not an emotional, intellectual or physical one (although it will impact these aspects of life). In our hearts, we look at God, we receive His love, we love Him, we know Him. And we all, with unveiled face [in our hearts, v. 15], beholding the glory of the Lord, are being transformed into the same image from one degree of glory to another. For this comes from the Lord who is the Spirit. (2 Cor. 3:18, ESV) Third, it is by the Holy Spirit. The Holy Spirit reveals to us the Son of God who reveals the Father. All that belongs to the Father is mine. That is why I said the Spirit will take from what is mine and make it known to you. (John 16:15) Consequently, through the indwelling Spirit we have the fullness of the Godhead abiding in us! Fourth, we find inward union with God through His Word. The Word of God reveals Him in truth and power. We proclaim to you what we have seen and heard, so that you also may have fellowship with us. And our fellowship is with the Father and with his Son, Jesus Christ. (1 John 1:3) Finally, knowing God results in transformation of all we are and do (Rom. 6:1-4). This will mean peace with God (Rom. 5:1), obedience (John 14:15; 1 John 3:24), holiness (Rom. 8:3-4; 1 John 2:3-6), vision and fruitfulness (John 15:5), passion for the lost (2 Cor. 5:20), endurance with hope in times of suffering (2 Cor. 4:16-18), zealous ministry work (1 Cor. 15:10), and love and servanthood toward others (Gal. 5:13-14). Therefore, if anyone is in Christ, he is a new creation; the old has gone, the new has come! (2 Cor. 5:17) In our next Letter, we will begin to look at the practical dynamics of this inward union with Christ – how it “works” – particularly as it relates to Christian leadership. http://www.leadershipletters.com/2009/12/14/looking-at-god-1/ ====================================================================== Looking at God #2 Transformational Thinking Our last Letter looked at the first, and most important, element of transformational thinking: looking at God. Biblically, knowing the Lord Jesus is the gift from God of an inward experience of fellowship with Him, by His Spirit and through His Word, which results in the transformation of every aspect of life. Now this is eternal life: that they may know you, the only true God, and Jesus Christ, whom you have sent. (John 17:3) Knowing God is not merely an intellectual agreement about a “legal position” in Christ, but it is to be a conscious, inward experience of fellowship with Him: …He who loves me will be loved by my Father, and I too will love him and show myself to him. (John 14:21) That which was from the beginning, which we have heard, which we have seen with our eyes, which we have looked at and our hands have touched… We proclaim to you what we have seen and heard, so that you also may have fellowship with us. And our fellowship is with the Father and with his Son, Jesus Christ. (1 John 1:1-3) Sadly, a traditional idea in some churches is that the presence of the Holy Spirit in our hearts is something that we only ever take “by faith.” We simply believe that we have His indwelling presence, whether or not we’re ever actually conscious of it. As a result, Christianity becomes somewhat of an intellectual and theoretical exercise. We mentally agree with what God has said and it stops there; our lives then consist of gritting our teeth and trying to do, in our own strength, what we know God wants us to do. Of course, theory will only satisfy us for so long. In the end, it becomes frustrating; our theory tells us about all the wonderful things that we should be experiencing, but we are not experiencing. Consequently, the more theory we have, the more frustrated we become. To have a transformed and victorious life, we need His presence. This inward experience of God is mentioned frequently in the New Testament: And we all, with unveiled face [in our hearts, v. 15], beholding the glory of the Lord, are being transformed into the same image from one degree of glory to another. For this comes from the Lord who is the Spirit. (2 Cor. 3:18, ESV) In our hearts, we look at God, we receive His love, we love Him, we know Him; and this union with Christ is the foundation and wellspring of everything in our lives and ministries. Because you are sons, God sent the Spirit of his Son into our hearts, the Spirit who calls out, “Abba, Father.” (Gal. 4:6) The Holy Spirit is not simply an unfelt and theoretical presence that we accept by faith. In our hearts, He cries out “Abba, Father.” The Spirit loves the Father and the Son, just as He has done for all eternity. The eternal fellowship of the Godhead is happening in our hearts! Those who obey his commands live in him, and he in them. And this is how we know that he lives in us: We know it by the Spirit he gave us. (1 John 3:24) John says we know God lives in us by the presence of His Spirit in our hearts. This does not refer to mere mental agreement, but to an inward spiritual perception, a conscious awareness of His presence. We know that we live in him and he in us, because he has given us of his Spirit. (1 John 4:13) Anyone who believes in the Son of God has this testimony in his heart… (1 John 5:10) But the Counselor, the Holy Spirit, whom the Father will send in my name, will teach you all things and will remind you of everything I have said to you. (John 14:26) But when he, the Spirit of truth, comes, he will guide you into all truth. He will not speak on his own; he will speak only what he hears, and he will tell you what is yet to come. He will bring glory to me by taking from what is mine and making it known to you. All that belongs to the Father is mine. That is why I said the Spirit will take from what is mine and make it known to you. (John 16:13-15) … God has poured out his love into our hearts by the Holy Spirit, whom he has given us. (Rom. 5:5) … those who are led by the Spirit of God are sons of God. (Rom. 8:14) The Spirit himself testifies with our spirit that we are God’s children. (Rom. 8:16) These, and other New Testament passages, are clear and dramatic. The Holy Spirit will “testify,” “teach,” “remind,” “guide,” “speak,” “tell,” “make it known,” lead.” Moreover, this is not only an occasional thing; we can know His presence continuously, in the midst of suffering as well as blessing: …If anyone loves me, he will obey my teaching. My Father will love him, and we will come to him and make our home with him. (John 14:23) The Holy Spirit is with us. He is in us, crying out “Abba Father,” revealing the love of the Father, and the glory of the Son. This is the living nucleus of transformational thinking: the inward experience of fellowship with God, by His Spirit. Every other aspect of our thinking, and our lives, must revolve around this – around Him. http://www.leadershipletters.com/2010/02/27/transformational-thinking-looking-at-god-2/

Loving God with Our Minds

Loving God with Our Minds Transformational Thinking This Letter introduces a new model of transformational thinking. Love the Lord your God with all your heart and with all your soul and with all your mind and with all your strength. (Mark 12:30) To “love God with all your mind” means to fully explore and use the thinking capacities He has given you, in a manner always proceeding from, and subject to, His indwelling Presence. This will result in true, self-giving love toward others: …Love your neighbor as yourself… (Mark 12:31) The Fall and Rise of the Mind of Man God created man to be a brilliant thinker. After his creation in God’s image, man had the ability to know His Creator – to look at Him, to fellowship with Him, to love Him – and to serve Him with highly complex thinking capacities. When he sinned, man died spiritually (Gen. 2:17; Eph. 2:1, 5), becoming alienated from God’s life and truth (Col. 1:21). The image of God in man was deeply marred, and his thinking became “futile”: empty and worthless. …their thinking became futile and their foolish hearts were darkened. Although they claimed to be wise, they became fools. (Rom. 1:21-22; cf. Ps. 94:11) Consequently, even though fallen man is still capable of complex and sophisticated thinking, by virtue of his creation in God’s image, it is but a faint and distorted shadow of his original thinking capacities. Thus, man can split the atom but builds atomic bombs, he creates the internet but disperses pornography and violence on it, he produces intricate pieces of art that are idolatrous and blasphemous, he shapes brilliant analysis but uses it to deceive others. …out of the heart come evil thoughts, murder, adultery, sexual immorality, theft, false testimony, slander. (Matt. 15:19) Thank God, He did not abandon us to our own corrupt and futile ways! Through Jesus’ death and resurrection, we can be reconciled to God, and restored to union with Him. From His indwelling life, through the power of His truth, our minds are then progressively “renewed” (Rom. 12:2) and our thinking capacities restored to the true image of God (Col. 3:10). As we daily choose to walk in “new life” (Rom. 6:4), counting ourselves “dead to sin but alive to God” (Rom. 6:11), we can have the “mind of Christ” (1 Cor. 2:16)! Thus, our thinking is transformed and God can use us as His agents of transformation for others. How Leaders Think Essentially, leaders do two things: they think and act. To be successful, they must do both well. Many writers on leadership (ourselves included) have appropriately focused on the leader’s many and varied actions, such as communication, leading change, team-building, conflict management, collaboration, delegation, building leaders, and so forth. This model of transformational thinking focuses on the inward life of the leader – how he thinks – the fountainhead of his actions. While it is vital to give attention to the content of thinking (what we think), we must also attend to the processes of thinking (how we think). This model identifies ten critical thinking capacities of a healthy Christian leader. These behaviors are distinct from each other, but there is much overlap and interaction between them. Usually, integrated clusters of them will work together in various situations. In our next Letters, we will examine these ten habits of transformational thinking: 1. Looking at God. The continuous experience of inward union with Christ is the source and center of all other healthy thinking behaviors. 2. Passion for the Highest. The leader must always strive to grow, to solve, to build, to overcome – always pressing on to fulfill God’s purposes. 3. Love of Learning. Transformational thinking explores, questions and continuously learns. 4. Learning from Mistakes. The leader must be resilient, flexible and adaptable, able to learn from his own mistakes. 5. Thinking about Thinking. Reflection and evaluation help the leader maintain accurate self-awareness and avoid self-deception and unnecessary limitations. 6. Embracing Ambiguity. Leadership is rarely straightforward and clear, so the leader must be willing and able not only to tolerate ambiguity but actually to embrace paradox and uncertainty as the indispensable authors of new insights, solutions and opportunities. 7. Thinking Interdependently. Together we are complete. The leader must value, and be sensitive and accountable to, those around him. To think well, he needs to think in cooperation with others. 8. Engaging Deeply. Healthy leaders fully participate in the world around them. To understand joy, sorrow, beauty, pain, victory and divine life, the leader must experience them. 9. Integrating Science and Art. Healthy thinkers develop and use both discipline and creativity – both logic and innovation – to solve problems and explore opportunities. 10. Thinking Holistically. A key leadership capacity is to see the big picture, integrating spiritual and practical, identifying and analyzing both internal and external patterns, and recognizing how each part relates to the whole. This is transformational thinking! Such internal habits can transform our lives and the lives of those around us. Our hope is that this model will present these thinking behaviors in a clear, unified, Christ-centered framework that enables us to more systematically and comprehensively nurture and use these habits as we live (thinking and acting well) out of Jesus’ indwelling life for His glory. The next Letter will consider the first habit of transformational thinking: looking at God. http://www.leadershipletters.com/2009/11/13/loving-god-with-our-minds/