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/

Passion for the Highest!

Passion for the Highest! Transformational Thinking We have identified ten patterns of healthy thinking; core habits of the mind that come from inward divine life and lead to fruitful outward action. The last several Letters introduced the first: looking at God. The continuous experience of inward union with Christ is the source and center of all other healthy thinking behaviors. This is an inward choice to look at Him, by His Spirit. And we all, with unveiled face, 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) Union with Christ is the living nucleus of transformational thinking; every other aspect of our thinking, and our lives, must revolve around this – around Him. …If a man abides in me and I in him, he will bear much fruit; apart from me you can do nothing. (John 15:5) When we live out of His inward life, we will have His enabling, His presence, His victory, and we will pursue the highest. This is the second habit of transformational thinking: passion for the highest. The healthy leader will strive to grow, to solve, to build, to overcome – always pushing, pressing on, moving forward to fulfill God’s highest purposes. And we pray this in order that you may live a life worthy of the Lord and may please Him in every way: bearing fruit in every good work, growing in the knowledge of God, being strengthened with all power according to His glorious might so that you may have great endurance and patience, and joyfully giving thanks to the Father… (Col. 1:10-12) This is an inward growth orientation, a decision to move forward, a choice to act with purpose expecting growth, ultimate victory and fruitfulness. This comes directly from looking at God. …If God is for us, who can be against us? (Rom. 8:31) God created the universe – there is nothing too hard for Him! Ah, Sovereign LORD, you have made the heavens and the earth by your great power and outstretched arm. Nothing is too hard for you. (Jer. 32:17) Transformational thinking chooses to believe that whatever great things God has done in the past, there is still more! There is always more! And we’re going to have it! Not Just Half Full We commonly recognize two kinds of thinking: “the cup is half empty” or “the cup is half full.” There is a third option: “whatever the cup is now, it’s going to be full… and running over!” This is an inward choice, an inner discipline of transformational thinking – to always look for growth, for positive change, for impact. To choose to think that it can – in fact, it will – be better in the future. We will grow, we will build, we will overcome, we will be fruitful – by God’s grace and for His glory. And even if we fail, we will still succeed – somehow! Even if it’s not better, it will be better – somehow! Even if we die, we will live again! If we are thrown into the blazing furnace, the God we serve is able to save us from it, and He will rescue us from your hand, O king. But even if He does not, we want you to know, O king, that we will not serve your gods or worship the image of gold you have set up. (Dan. 3:17-18) …Christ will be exalted in my body, whether by life or by death. (Phil. 1:20) We Will Take the Land! Caleb was a transformational thinker. He had a compelling growth orientation: Now give me this hill country that the LORD promised me that day. You yourself heard then that the Anakites were there and their cities were large and fortified, but, the LORD helping me, I will drive them out just as He said. (Josh. 14:12) In the wilderness, both Caleb and Joshua chose to believe God’s promise about the land, in spite of the giants: …We should go up and take possession of the land, for we can certainly do it. (Num. 13:30) God considered Caleb to have followed Him “wholeheartedly.” [Caleb] will see [the land], and I will give him and his descendants the land he set his feet on, because he followed the LORD wholeheartedly. (Deut. 1:36; cf. Num. 32:12) Thus, transformational thinking is not content with merely thinking the right things; it will act, it must act. And it will act with confidence, with boldness. Transformational thinking expects victory, chooses victory. “If God is for us, who can be against us? We will not be defeated!” Beyond Human Motivation A passion for the highest is the choice to believe God, to expect God to do what He promised. This is not mere human positive thinking. A healthy growth orientation comes from the inward presence of God and it is directed to His purposes. It is based on the faithfulness, power and passionate forward-moving vision of God. Thus, the outward effectiveness of our leadership will never exceed the quality of our inner life in God. Without the first habit of transformational thinking – looking at God – an inward growth orientation will be mere human energy, fleshly passion, the hype of self-confidence. From the presence of God in their hearts – out of inward union with Christ – healthy leaders are infused with divine vision. As they grow in Christ, increasingly they think as God thinks, they see as God sees. They move ahead believing, trusting, hoping – always pushing, anticipating, expecting. They serve a living God! …the God who gives life to the dead and calls things that are not as though they were. (Rom. 4:17) Healthy leaders see the great potential that God has placed all around them. They see the gifts, talents and callings of their coworkers. Even in impossible circumstances, healthy leaders see divine opportunities. Even in death, they believe God will bring life. They have an inward growth orientation; they choose to believe in victory. They have a passion for the highest! A Biblical Pattern The Bible is filled with such thinking. Jesus epitomized a growth orientation, a passion for the highest. He looked at the lowly group of disciples around Him and He saw the transformation of the nations: And this gospel of the kingdom will be preached in the whole world as a testimony to all nations… Therefore go and make disciples of all nations… (Matt. 24:14; 28:19) Paul looked at the church of his day – wrestling with sin, error and division, sometimes up and many times down – yet he saw a mature, unified, spotless bride in the future; he saw a radiant church! …Christ loved the church and gave Himself up for her to make her holy, cleansing her by the washing with water through the word, and to present her to Himself as a radiant church, without stain or wrinkle or any other blemish, but holy and blameless. (Eph. 5:25-27; cf. 3:16-19; 4:12-16; John 17:21-22) Healthy leaders believe God for His best. They want to turn around a dying church or failing business, or start up some new radical ministry or entrepreneurial venture, or revolutionize an existing process. They want to mobilize others in the face of strong inertia or resistance. They may not change the entire world, but they passionately pursue making a significant difference. They are not content merely to scrape through. Leaders want to transform; they are not content merely to maintain. Leaders lead. With boldness, they go first. They begin the quest for a new order. They plunge into new, sometimes dangerous, and always unpredictable territory. They take us to places we’ve never been before, and probably could never find on our own. Their faith compels us. Their vision urges us, empowering us, insisting that we follow. From inward union with Christ, transformational thinking has a passion for the highest! Not that I have already obtained all this, or have already been made perfect, but I press on to take hold of that for which Christ Jesus took hold of me. Brothers, I do not consider myself yet to have taken hold of it. But one thing I do: Forgetting what is behind and straining toward what is ahead, I press on toward the goal to win the prize for which God has called me heavenward in Christ Jesus. (Phil. 3:12-14) http://www.leadershipletters.com/2010/05/11/passion-for-the-highest/#more-482

The Two Critical Responsibilities of the Leader

The Two Critical Responsibilities of the Leader What Leaders Do Every leader knows very well that there are never enough hours in the day to invest personally in all the issues that are competing for his attention. To be effective, he must delegate many responsibilities, as well as, whenever possible, the necessary decision-making authority. However, there are certain responsibilities that the leader simply cannot delegate to others. Thankfully, the number of such responsibilities is not large. In fact, there are two critical areas that uniquely require the leader’s personal attention: vision and leader development. First, it is the unique responsibility of the leader to attend to the ministry’s strategic direction. The leader establishes the vision. While many other people can and should be involved in establishing direction, the top leader is uniquely positioned to obtain and synthesize the many valid and important perspectives that are necessary to shape and, when necessary, revise the overall vision. The leader communicates the vision both internally and externally. The leader is in the best position to articulate the vision and how it connects to long-term impact. He has the clearest understanding of the big picture and he usually possesses the broadest credibility to reach others with a coherent strategic message. The leader initiates and maintains alignment with the vision. “Alignment” means that constituents both understand the vision and own it. By definition, the leader is the only one with the complete (albeit imperfect) overview of everyone and everything involved, as well as the relationships to potentially help everyone to agree and move ahead with clarity and unity to fulfill the vision. The second unique responsibility of the leader is leader development. Leader development is not an optional extra; its neglect creates collective ceilings that limit the growth and long-term impact of otherwise highly fruitful ministries. The leader should know whether team members collectively have the capacity to achieve the vision. He is in the best position to know the current gaps. The leader is also in the best place to know realistically the future demands and what those demands will require of existing and emerging leaders. He will not personally be involved in every aspect of their development, but he must be involved in shaping its form and content. Effective leader development is not merely a collection of training programs, but it is primarily an organizational culture – shared beliefs, values, attitudes and actions (Eph. 4:11-16). The nurturing of this culture must start with, and will usually not rise above, the leader. The leader possesses certain strategic and conceptual capacities that he must personally pass on to the next generation of leaders if the ministry is to survive and thrive (2 Tim. 3:10-17). The top leader is, again by definition, the only one who can give sufficient attention to top leadership succession. Research suggests that the majority of leaders are so busy with operational demands that they neglect this. Many other management tasks flow directly from these two areas, including allocating resources, assigning people to priorities, role definition, project initiatives, evaluation and improvement. Thus, the leader must be very careful to not become so caught up in the daily needs of operating the ministry that he neglects to pay sufficient attention to these two critical responsibilities (Acts 6:1-4). If there are only two things that you do well, do these! We will return to our series on Transformational Thinking in the next Letter. http://www.leadershipletters.com/2010/06/01/the-two-critical-responsibilities-of-the-leader/

Leaders Challenge the Process – Part 1 What Leaders Do In their classic book, “The Leadership Challenge,” James Kouzes and Barry Posner set forth the five fundamental practices of exemplary leaders. When they are at their best, successful leaders: Challenge the process. Inspire a shared vision. Enable others to act. Model the way. Encourage the heart. Our next Leadership Letters will briefly examine each of these five practices. 1. Leaders challenge the process. Good leaders are pioneers. They continually search for new opportunities to do what has never before been done. They are not content merely to maintain the status quo. Peter Drucker said, “Results are obtained by exploiting opportunities, not by solving problems. All one can hope to get by solving problems is to restore normalcy.” Neither do they wait for circumstances to lead them in change, but they are initiators of change. Furthermore, they desire significant change. They want to turn around a failing business or dying church, or start up some new radical entrepreneurial venture, or develop an original product line or service, or revolutionize an existing process. They want to mobilize others in the face of strong inertia or resistance. They may not change the world, but they passionately pursue making a significant difference. Leaders want to transform; they are not content merely to maintain. This is one of the primary differences between leaders and managers. Leaders lead. They go first. They begin the quest for a new order. They plunge into new, sometimes dangerous, and always unpredictable territory. They take us to places we’ve never been before, and probably could never find on our own. Managers, on the other hand, maintain the existing order. They organize, and establish necessary processes and controls. As agents of change, leaders will: a. Treat every job as an adventure in an unexplored wilderness. If leaders want to inspire the best in others, they must find or create opportunities for people to outdo themselves in exploring new ground and reaching difficult goals. Furthermore, they must make work responsibilities enjoyable and exciting. Researchers have found that “appropriate” humor can lead to cohesion and bonding between team members. b. Treat every new assignment as a start-over, even if it isn’t. There is always some new way to improve any organization. Moreover, the talent and resources for excellence are already present; they need merely to be unlocked. Leaders see opportunity everywhere – especially in their own people. c. Question the status quo, and kill the sacred cows. Obviously, some standard practices and policies are critical to the organization’s success. But many are simply traditions. Leaders ruthlessly examine everything in their organizations. “The way we’ve always done it” is insufficient. Is there a better way to do it? Is there even a better thing to do in the first place? d. Harvest new ideas – both inside and outside their organization. Many times the people who have been doing something for years have conceived of new and better processes. But no one has ever asked them for their opinion! Moreover, there is a great harvest-field of innovative ideas outside the doors of every organization. Leaders continually explore – even in unrelated and entirely dissimilar fields. e. Find something that needs fixing. “If it ain’t broke, don’t fix it” often doesn’t cut it for a true leader. It may work well, but can it work better? Naivete can be a leader’s best friend in a new assignment. His dumb questions are tolerated as he uncovers needed improvements; and his fresh, uninstitutionalized approach can yield the conceptual breakthrough necessary for quantum leaps in organizational effectiveness. f. Assign their people wisely. Organizations frequently commit the error of assigning their best people to deal with problems. Leaders, on the other hand, assign their people to opportunities. Naturally, problems must be dealt with, but opportunities are the life-blood of our organizations. Solving a problem contains and prevents damage, but seizing an opportunity produces growth and new life. g. Renew their teams. Even the best teams get stale and need to be revived. Bringing new people on board adds fresh perspective and energy. Leaders also force their people to interact with others and to listen for new ideas. h. Lead their people in continual learning. We all need to keep adding to our resource and skill bases – through reading a book, taking a course, attending a seminar, subscribing to a journal. Good leaders, and those who follow them, are lifetime learners. i. Look for opportunities to glorify God. Christian leaders, above all, should seek opportunities to glorify God and accomplish His purposes with excellence. http://www.leadershipletters.com/1998/10/30/leaders-challenge-the-process-part-1/ =========================================================== Leaders Challenge the Process – Part 2 What Leaders Do The last Letter began to discuss research on leadership by James Kouzes and Barry Posner. Their book, “The Leadership Challenge,” describes five fundamental practices of exemplary leaders. They: Challenge the process. Inspire a shared vision. Enable others to act. Model the way. Encourage the heart. 1. Leaders challenge the process (continued). Since leaders are forever venturing into uncharted waters, they are, of necessity, risk-takers. In their quest for the new and the better, leaders are open to ideas. They are willing to listen to others, and they try untested approaches, accepting the risks of failure that accompany all experimentation. Without constant innovation, an organization will atrophy. Even the loosest of organizations adopt practices that become traditions. These traditions impose ways of thinking that become constraints, making it impossible to solve new problems or to exploit new opportunities. The leader is the organization’s primary change agent. Thus, it is his responsibility to identify these barriers and to lead his people in breaking free from self-imposed limitations. This “beyond-the-boundaries” thinking always involves risk. You will never succeed unless you are willing to fail – and to be willing to fail is to assume some risk. This doesn’t mean “selling the farm,” necessarily. “Prudent” risk taking should be the norm. One of the significant differences between the leader and the bureaucrat is the leader’s inclination to encourage others to step out into the unknown rather than play it safe, and to learn from the mistakes that are the inevitable price we pay for innovation, change and learning. As lifelong learners and risk-takers, leaders will: a. Set up little experiments. Leaders experiment with new approaches to old problems, and it is cheaper to do this in the early stages of innovation. When you have a new idea for a new product, or approach, try it out soon. Don’t wait until you’ve perfected it. b. Make it safe for others to experiment. The leader sets the tone for the organization’s creative climate. If you expect those you lead to venture out and take chances, you must make them feel safe and secure in doing so. As much as possible, reduce the costs of failure. Invite innovation and provide the resources necessary to nourish and sustain it. Furthermore, leaders encourage others to take risks by doing so themselves. c. Eliminate firehosing. It’s way too easy to put down new ideas. “If it ain’t broke, don’t fix it” is the mantra of those who cling to familiar territory. “It’s too hard.” “It’ll never work.” Like firefighters hosing down a fire, these people douse innovation and extinguish enthusiasm. Leaders must discourage this draining negativity, and help people to see the possibilities that change is full of. Members of one organization agreed that anyone heard firehosing should be required to contribute 25 cents to a fund. Team members then policed each other on a daily basis, morale improved noticeably, and so did the number of innovative ideas! d. Work even with ideas that sound strange initially. The lifeblood of any organization is a continual flow of new ideas. New innovations rarely appear fully created and ready to implement; they usually require nurturing. Give every idea at least a chance. If you are too quick to reject new ideas, you will lose good ideas in the process and you will also discourage people from offering future ideas through fear of rejection. People who know their ideas will receive a considered and balanced evaluation will be more likely to continue submitting ideas. e. Honor their risk takers. This boosts morale and reminds people of the need to take risks. Moreover, good attempts must be rewarded, not just successes. f. Debrief every failure as well as every success. Most innovations fail. Although it’s tempting to let painful memories slide, the lessons are too valuable to be ignored. Especially learn from the failures of others – those are the cheapest mistakes! Ask the following questions: What did we do well? What did we do poorly? What did we learn from this? How can we do better the next time? g. Rely on God. Pray that God will lead you to new paths of opportunity to fulfill His purposes. He is the greatest Innovator of all! http://www.leadershipletters.com/1998/11/27/leaders-challenge-the-process-part-2/

Leaders Encourage the Heart – Part 1 What Leaders Do According to “The Leadership Challenge” by James Kouzes and Barry Posner, leaders: Challenge the process. Inspire a shared vision. Enable others to act. Model the way. Encourage the heart. 5. Leaders encourage the heart. Leaders cannot assume their constituents know when they’ve done a job good or that they’re appreciated; leaders must recognize contributions. People need encouragement as they persist in their journey to fulfill the vision, and they need it frequently. This is the leader’s role: to encourage the hearts of the people. In recognizing contributions, leaders will: a. Recognize that we all are serving God. It is Him we all will stand before one day, and if we serve Him from our hearts, we will hear the words, “Well done, good and faithful servant!” (Matt. 25:21). Our ultimate rewards for faithfulness are in eternity. Nevertheless, leaders should not use this as an excuse to deny temporal encouragement to their people. b. Build confidence through high expectations. Leaders’ belief in others creates a self-fulfilling prophecy: people act in ways that are consistent with their leader’s expectations of them. Leaders who truly believe in their constituents and who express that confidence through high expectations are able to bring out the very best in their people. c. Connect performance with rewards. People avoid behavior that is punished, repeat behavior that is rewarded and eventually drop behavior that is ignored. Therefore, if long hours and hard work are not noticed, people will soon decrease their efforts. When connecting performance with rewards, leaders should be sure that people know exactly what is expected of them, provide frequent feedback along the way, and reward only those who meet the standards. d. Use a variety of rewards. The creative use of rewards is a defining characteristic of good leadership. Leaders should use both intrinsic rewards (that are built into the work itself, such as job satisfaction, praise and thank-you notes) and extrinsic rewards (such as material remuneration and promotions). The enthusiasm and motivation of the people will be increased if the reward and recognition system is designed participatively. Finally, peer-, subordinate-, or customer-recognition systems can be highly effective. e. Be instant in season and out of season. The reward should be given as soon after the accomplishment as possible, so it is directly connected with it. The leader himself should proactively look for people who are doing the right things, and then personally present their reward to show his appreciation, making very specific mention of the reason for the reward. f. Make recognition public. Public recognition promotes the individual as a model for others to emulate. It also empowers the recipients by increasing their visibility. g. Be interminably positive and hopeful. Through their encouragement, leaders give their people the courage to endure the tough times and to win great victories. But they must not wait until the final victory is won before encouraging their people. Leaders should build up their constituents all along the way. God does that to us! http://www.leadershipletters.com/1999/07/17/leaders-encourage-the-heart-part-1/ ============================================================================= Leaders Encourage the Heart – Part 2 What Leaders Do In “The Leadership Challenge,” James Kouzes and Barry Posner show that leaders: Challenge the process. Inspire a shared vision. Enable others to act. Model the way. Encourage the heart. 5. Leaders encourage the heart (continued). Accomplishing great things through organizations is hard work. To keep hope and determination alive, leaders recognize the contributions their people make. And because every winning team needs to share in the rewards of their corporate efforts, leaders celebrate accomplishments. Leaders are cheerleaders; they make everyone a part of the victory. Encouraging the heart does not only involve recognizing individual achievements; it also means celebrating the efforts of the entire group. In Exodus 17:8-15 and in other places, the Old Testament saints built memorials to the great works of God. They stopped and rehearsed those works and built something to signify them and to remind them of God’s faithfulness in the future. Leaders should do this in their organizations. They should frequently pause and rehearse some of the victories God has given them. It is so easy in our fast paced society to rush past the faithfulness of God, and to just take it for granted. We need to pause and build memorials to the faithfulness of God to our organizations. In celebrating team accomplishments, leaders will: a. Celebrate the right things. Celebrations should call attention to and reinforce key organizational values. This will let others know what is valued. Moreover, there must be consistency between what the leader espouses and what he celebrates. The celebration must be an honest expression of commitment to certain key values and to the hard and sacrificial work of the people who have lived those values. b. Celebrate publicly. The public nature of celebrations makes people’s actions more visible to others and helps to bond the people together as a team. c. Schedule regular celebrations. Some celebrations should be spontaneous, but leaders should also have certain organizational celebrations at the same time each year. Nations do this to remind their people of their common struggles, sacrifices, legacies and continuing responsibilities to each other. As a minimum, each organization should have at least one celebration each year that involves everyone. d. Join in the celebration. Celebrations are great times for leaders to personally connect with their constituents, creating a commonness (“we’re all in this together”) as well as a deeper level of shared vision, values and experiences. The leader does not necessarily have to lead the celebration, but he should participate in it. e. Have fun. Without having some fun sometimes, few people will be able to handle the level of intensity and hard work required for high achievement. Researchers have found a significant relationship between fun and productivity! So, lighten up; enjoy life a little! f. Create social support networks. Supportive relationships are critically important to maintain personal and organizational vitality. Through celebrating accomplishments, leaders help create these networks of relationships. As organizational members interact on more than just a professional level, their personal relationships are nurtured and they will grow in their love and caring for each other. Furthermore, without group celebrations, it is easy for individuals to believe that the organization revolves around their individual work. Thus, celebrations reinforce the truth that we are all dependent on, and responsible for, one other (1 Cor. 12:14-26). g. Stay passionate. Of all the things that sustain a leader over time, love is the most enduring – his love for God and for the people he’s leading. Through celebrations, the leader can communicate this love to his people, and a passion communicated can be a passion imitated. http://www.leadershipletters.com/1999/10/01/leaders-encourage-the-heart-part-2/

Leaders Model the Way

Leaders Model the Way – Part 1 What Leaders Do According to “The Leadership Challenge” by James Kouzes and Barry Posner, leaders: Challenge the process. Inspire a shared vision. Enable others to act. Model the way. Encourage the heart. 4. Leaders model the way. It is not enough to deliver rousing speeches; leaders must actually participate in the doing of what they ask others to do. Leading by example is how leaders provide evidence that they are deeply and personally committed to the vision they champion. Credible leaders practice what they preach. They do what they say they will do, and thus set the example for others to follow. Leaders set the example by behaving in ways that are consistent with their organization’s shared values. They accomplish this by: a. Clarifying their own personal values. People expect their leaders to stand for something, and to have the courage of their convictions. Leaders who lack core values are likely to change their position with every fad, and will be judged eventually as inconsistent and “political” in their behavior. Values are the standards that help us determine what we will and will not do. They influence every aspect of our lives: our moral judgments, our responses to others, our commitments to personal and organizational goals. A Christian leader’s values must be based directly upon the eternal Scriptures and not the latest opinion poll. b. Building a consensus of shared values based upon the Scriptures. Leaders represent groups. For the people to be mobilized in unity, they must all share the same values. Thus the leaders, through the clear teaching of Scripture, must gain consensus on a common cause and a common set of principles, thereby building a community of shared values that will form the solid bedrock of an organization’s vitality and effectiveness. This takes time since the people must truly own the values; unity is forged, not forced. Biblical values are not negotiable but it still takes time for the people to understand and personally own them. c. Auditing their actions. People pay more attention to the values their leaders actually use than to those the leaders say they believe in. Effective leaders must set good examples, establish high standards for themselves, and personally practice what they preach. A profitable exercise in this regard is to list the values you preach and then systematically compare them with those values actually reflected by your calendar and checkbook for the last month. To be consistent, how you spend your time and money should line up with your espoused priorities. d. Seizing opportunities to teach. Critical incidents present opportunities for leaders to teach important lessons about appropriate norms of behavior. Leaders will watch for these opportunities, and use them to illuminate and reinforce the organization’s values. e. Following in the footsteps of the Lord Jesus and His leaders. The call to imitate godly leaders as they walk in righteousness, and not only talk it, is found throughout the New Testament: e.g., 1 Cor. 4:16; 2 Thess. 3:7-9; Heb. 6:12; 13:7; 1 Pet. 2:21-23. http://www.leadershipletters.com/1999/05/24/leaders-model-the-way-part-1/ ============================================================================= Leaders Model the Way – Part 2 What Leaders Do In “The Leadership Challenge,” James Kouzes and Barry Posner demonstrate that leaders: Challenge the process. Inspire a shared vision. Enable others to act. Model the way. Encourage the heart. 4. Leaders model the way (continued). How do you eat an elephant? One bite at a time, of course! The most effective change processes are incremental. Leaders who try to accomplish the extraordinary must learn the discipline of breaking down big problems and opportunities into small, doable steps. Problems that are conceived of too broadly overwhelm us, but anybody can take “just one more step.” Leaders help others to see how progress can be made by breaking the journey down into achievable goals and milestones. This makes the task more easily understood and accomplished. Moreover, when only a small task is tackled, the chances of success are much higher, and the “small-wins” process enables leaders to build momentum and their constituents’ commitment to the broader course of action. This creates a climate in which success is not only seen as possible, but imminent. In leading the small-wins process and building commitment to the long-term vision, leaders will: a. Take it personally. If you’re the leader, the first small-win “unit” is you. Actions speak louder than words and build your credibility. What new initiatives have you taken lately? What small battles have you won? b. Make a plan. You’ll never be able to foresee it all, and by the time you get there it will likely all be different anyway. Nevertheless, you’ve got to start somewhere and the process of planning gets people to mentally walk through the entire journey, anticipating the events, milestones, tasks and goals, and imagining their success. c. Within the parameters of the overall vision, give people choices. Choice is the cement that binds action to the person, motivating individuals to take ownership and accept responsibility for what they do. d. Break it down. Once you’ve set your sights, move forward incrementally – especially at the beginning. Break large groups and goals into small cohesive teams and doable tasks. There is nothing more discouraging than starting off with a failure, so make sure you include a few early successes in your plan. e. Publicize your commitments and your progress. By making your corporate goals visible, you create accountability and increase everyone’s sense of obligation to the vision. And by publicizing successes, you generate positive momentum and reinforce everyone’s long-term commitment. f. Trust God for the outcomes. When change is rushed, it can increase resistance and be extremely expensive. However, when leaders allow change to happen more naturally, it tends to be slower but it also receives greater acceptance. Build alliances and take the time to show people the benefits of moving ahead. g. Encourage people constantly. Once people start moving down a new path, they need frequent encouragement, especially when they encounter the inevitable obstacles, unexpected disasters and the uncharted forks in the road. The next two Leadership Letters will consider how leaders “encourage the heart” of their followers. http://www.leadershipletters.com/1999/06/29/leaders-model-the-way-part-2/

The Four Dynamics of Transformation

The Four Dynamics of Transformation The ConneXions Model of Healthy Leader Development In our last Letter, we looked at the goal of leader development – we must build healthy leaders. There are five key attributes of a healthy leader: Christ. Community. Character. Calling. Competencies. Thus, a healthy Christian leader is a man or woman who knows God, was formed and lives in supportive and accountable community, has strong character, knows the purpose of God and presents it with credibility, clarity and passion, and has the necessary gifts, skills and knowledge to lead the people in the accomplishment of this purpose – and is continually growing in all five areas. Whether or not one embraces our particular “5C Model,” everyone agrees that we must build the whole person. Certainly, no one seems to be arguing that we should build Christian leaders who don’t know God, or who don’t have character, and so forth! But how can we build the whole person? It’s very easy to say that we need to do this. How can we actually build union with Christ, relational capacity, integrity, vision and practical ministry capacities in an emerging or existing leader? There is no guaranteed formula for doing this. However, biblically, there are consistent dynamics that are effective in changing people’s lives. In addition, our own experience affirms the power of these dynamics. After 30 years of walking with God, studying the Scriptures, leading churches and building leaders, we have experienced and observed, over and over again, four particular dynamics that bring transformation to people’s lives. These are the “Four Dynamics of Transformation.” This idea of Four Dynamics – the 4Ds – is so simple and yet so powerful. We already know this intuitively; it’s commonsense. There are four dynamics that bring transformation of life: Spiritual – the transforming power of the Holy Spirit (connecting with God). Relational – the transforming power of relationships with others (connecting with people). Experiential – the transforming power of life’s experiences (connecting with life). Instructional – the transforming power of the Word of God (connecting with Truth). This was the practice of the early church: They devoted themselves to the apostles’ teaching and to the fellowship, to the breaking of bread and to prayer. (Acts 2:42) They were “devoted” to all four dynamics: the apostles’ teaching – instructional. fellowship – relational. the breaking of bread – experiential. prayer – spiritual. This is how lives were changed in the New Testament church! This was how Jesus built His emerging leaders (see a previous Letter). This was how Paul ministered the Gospel: …our gospel came to you not simply with words, but also with power, with the Holy Spirit and with deep conviction. You know how we lived among you for your sake. You became imitators of us and of the Lord; in spite of severe suffering, you welcomed the message with the joy given by the Holy Spirit. And so you became a model to all the believers in Macedonia and Achaia. (1 Thess. 1:5-7) Once more, all 4Ds were present: our gospel came to you not simply with words – instructional. but also with power, with the Holy Spirit and with deep conviction – spiritual. You know how we lived among you for your sake – relational. You became imitators of us and of the Lord – experiential. in spite of severe suffering – experiential. As a result, the lives of the Thessalonians were transformed and they became “a model to all the believers.” How the 4Ds Work Through the spiritual dynamic, we come face-to-face with the inward Presence of the Holy Spirit, who transforms us: And we all, with unveiled face, 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) Through the relational dynamic, we connect with people who reveal Christ to us and transform us: From him the whole body, joined and held together by every supporting ligament, grows and builds itself up in love, as each part does its work. (Eph. 4:16; cf. Rom. 12:5; 1 Cor. 12:7; 1 Pet. 4:10) The experiential dynamic includes the impact on us of many kinds of life’s experiences. For example, in the sufferings, challenges and pressures of life, we go beyond our own capacities to succeed and, in a deeper way, look to God for His help, and we are changed: … We were under great pressure, far beyond our ability to endure, so that we despaired even of life. Indeed, in our hearts we felt the sentence of death. But this happened that we might not rely on ourselves but on God, who raises the dead. (2 Cor. 1:8-9) In the instructional dynamic, we are changed by the Word of God, by the power of Truth: … and how from infancy you have known the holy Scriptures, which are able to make you wise for salvation through faith in Christ Jesus. All Scripture is God-breathed and is useful for teaching, rebuking, correcting and training in righteousness, so that the man of God may be thoroughly equipped for every good work. (2 Tim. 3:15-17) When all 4Ds are strongly present in a leader development design, spiritual life is nurtured, relational capacities are strengthened, character is developed, calling is clarified and deep leadership capacities are built. This is how healthy leaders are built. The 4Ds in Leader Development Design If we are to build the whole person, our leader development design must strongly be: Spiritual. We must bring our emerging leaders face-to-face with God through prayer, fasting, meditation in the Word of God, forgiveness, reflection and encounters with the Holy Spirit. Relational. Healthy leaders are built in a context of genuine relationships with other people who are their mentors, coaches, role models, leaders, teachers, friends, and spiritual mothers and fathers. Experiential. Leader development is a hands-on experience. People learn by doing, especially when they are challenged. Pressure is also essential in the formation of a leader. Instructional. The teaching of the Word of God must be practical, relevant and engaging. To build healthy leaders, all Four Dynamics of Transformation must be strongly present; none can be neglected, all have the highest priority. This is the true challenge of Christian leader development – to design and cultivate transformational cultures of leader development. http://www.leadershipletters.com/2009/09/14/the-four-dynamics-of-transformation/

Truly Christ-Centered Leader Development

Truly Christ-Centered Leader Development The ConneXions Model of Healthy Leader Development God’s ultimate purpose in all things revolves around His Son: having made known to us the mystery of His will, according to His good pleasure which He purposed in Himself, that in the dispensation of the fullness of the times He might gather together in one all things in Christ, both which are in heaven and which are on earth – in Him. (Eph. 1:9-10, NKJV) The Son of God, Himself, is the final and complete revelation of God (Heb. 1:1-2). He fully reveals the Father (John 1:18; 16:15; 17:10, 26; Col. 1:19). In Him “are hidden all the treasures of wisdom and knowledge” (Col. 2:3). Everything is “under His feet” (1 Cor. 15:27). All things were created through Him and for Him, and all things are held together by Him (Col. 1:16-17). In everything, He has the preeminence (Col. 1:18). Accordingly, the biblical model of leader development revolves specifically around the Person of the Lord Jesus Christ. Healthy leader development must be entirely Christ-centered, Christ-focused, Christ-absorbed. The Son of God is all in all! For in Him dwells all the fullness of the Godhead bodily; and you are complete in Him, who is the head of all principality and power. (Col. 2:9-10, NKJV) In previous Letters, we have examined both the goal and the process of Christian leader development. In everything, leader development must revolve around the Son of God. First, the goal of leader development must be Jesus Christ. All five of the necessary elements of healthy leadership are connected directly to Him: Christ (John 15:5; Gal. 2:20; Col. 2:6). Apart from union with Christ, we will accomplish nothing of any eternal value. “Apart from me you can do nothing.” Community (Eph. 1:23; 2:21-22; 3:16-19; 4:11-16; 5:31-32). Spiritual maturity is a corporate experience. First, Christ builds community; the leader’s union with Christ will be expressed in the leader living together with others in the Community in self-giving love, in true servanthood. Second, community builds Christ; it is in nurturing and accountable relationships with others that the leader will fully experience the indwelling life of Christ. Character (Phil. 1:11; Is. 64:6). Human righteousness, apart from His indwelling life, is “filthy rags” in God’s eyes. True righteousness “comes through Jesus Christ.” Calling (1 Cor. 3:11-13; Gal. 1:1). Neither man nor ministry should be first; in all things, Christ must have the preeminence. Today, so much is done in the church to serve either man’s need or his ambition; but God is only glorified through His own vision, He is only pleased with what He initiated. Competencies (2 Cor. 3:5-6; Phil. 3:4-11; 4:13; Col. 1:10-12; 1 Pet. 4:11; Zech. 4:6). All of man’s greatest accomplishments are “rubbish” compared to that which comes from Jesus’ indwelling life. We could build our emerging leaders to shine brilliantly in every human capacity, but if we have neglected to bring them into deep union with Christ, from Whom the whole person is properly built, they will ultimately experience failure in both life and ministry. Second, the process of leader development must be Jesus Christ. He is the Source of power in all four of the Dynamics of Transformation: Spiritual (2 Cor. 3:18). There was a veil in our hearts of separation between us and God. In Christ, God has removed this veil. Now, inwardly, we can see Him, we can hear Him, we can touch Him. As we look inwardly at Him we are transformed into His likeness, by His Spirit, from one realm of glory to another. Relational (Eph. 4:16). Corporately, we are united with the eternal self-giving fellowship of the triune Godhead. The Father loves the Son who loves the Spirit who loves the Father and the Son – through us! It is “from Him [that] the whole body… grows and builds itself up in love.” Experiential (2 Cor. 1:8-9; 12:7-10). Challenges and sufferings take us beyond our own strength and we are forced (often for the first time) to look away from ourselves and to truly rely, with deep surrender, on Him; that is how we are changed. Instructional (2 Tim. 3:16-17). “All Scripture is God-breathed” – this is not only a proof text for the doctrine of the inspiration of Scripture; it is a revelation of specifically how the Word changes us. Our interaction with the Word of God must go beyond human intellectualism. It is through the breath of His Spirit upon His Word that we are transformed. Our training programs might harness the latest and greatest of human wisdom and methods, but if we do not bring our emerging leaders into face-to-face encounters with the Son of God (1 John 1:1-3) – through spiritual, relational, experiential and instructional dynamics – their lives will not be transformed. Thus, leader development must revolve around Him in everything. http://www.leadershipletters.com/2009/10/14/truly-christ-centered-leader-development/