10 Commonalities of Healthy Teams

I am happy to serve on what I believe to be a healthy team. It’s amazing how many church leaders I know who say their team is not healthy. 

I have often been asked, however, why I claim our team is healthy. This is simply my opinion, but I can share some things I think healthy teams have in common.

Here are 10 commonalities of healthy teams:

  • A shared vision is embraced by everyone on the team.
  • Team member’s individual ideas are equally valued.
  • The organization readily embraces change.
  • Risk taking is encouraged.
  • Encouragement flows freely.
  • People enjoy their work and relationships are deeper than just the professional environment.
  • Mistakes are used to make the team stronger
  • The structure doesn’t limit growth, but provides healthy boundaries.
  • There is freedom to offer constructive criticism, even of top leadership, without fear of retribution.
  • Conflict is not discouraged, but handled in a healthy way.

There’s my list. Are we perfect in all of them – all the time? No. Do we see them consistently and value all of them? Thankfully, yes.

What would you add to the list?

5 Necessary Ingredients In Healthy Delegation

I have seen, and probably been accused of, dumping responsibilities on people inappropriately and calling it delegation. Also from experience, this form of delegation actually appears to do more harm than good for an organization. It leaves projects undone or completed mediocre at best. It kills employee morale and motivation and it keeps the mission of the organization from reaching its full potential.

In my book Mythical Leader, I share a few stories of delegation gone wrong when I was the leader. This post originates from learning I have experienced the hard way.

The bottom line of delegation is delegation involves more than ridding oneself of responsibility. You can’t “dump and run” and call it delegation.

Delegation is an international, methodical – an most important – part of leadership.

Here are 5 necessary ingredients in healthy delegation:

Expectations

The person receiving the assignment must know the goals and objectives you are trying to achieve. They need to know what a win looks like in your mind. People will want to know they did good work. The question “Why are we doing this?” and “What are we trying to accomplish?” should be answered clearly in their mind.

Knowledge

The delegator should be sure the proper training, coaching and education have been received. The delegator should remain available during the process so questions or uncertainties of details, which will naturally arise, can be answered.

Resources

Effective delegation means people have adequate resources and money to accomplish the task assigned. Nothing is more frustrating than being asked to complete a project without the tools with which to do it.

Accountability

Proper delegation involves follow up and evaluation of the delegated assignment. Did we achieve the objectives? What could we have done better? What did we learn from this process? This process isn’t meant to be threatening or make anyone fearful. Done well it is healthy for the delegator, the person receiving delegation, and the organization.

Appreciation

The delegation isn’t complete until the delegator recognizes the accomplishment of the one who completed the task. Failing to do so limits the leader’s ability to continue healthy delegation.

Delegation may be one of a leader’s most effective methods of success. Any leader I have known who is productive long-term has continued to grow and develop as a delegator.

Leaders Must Grow as the Organization Grows

In my experience, it’s easier to hide bad leadership in a place, which isn’t growing.

However, the larger an organization gets – the more growth that occurs – the more bad leadership becomes apparent.

As a leader for the last several decades, I’ve learned the times my leadership is stretched the most are the times we are growing – and changing – the fastest.

As an organization grows:

  • People ask harder questions and challenge the process.
  • More decisions have to be made.
  • There never seems to be enough time.
  • Better systems are needed.
  • The people required to do the work increases.
  • Leadership development becomes more important.
  • Effective delegation and management is necessary.
  • Resources are stretched.
  • Commucication is often messy.
  • Tensions are high.

I have even wondered if an organization can outgrow the capacity of a leader. (I certainly think it could outgrow me.)

Here’s the bottom line.

As the organization grows – as things get bigger – the leader must be equally growing.

This can be a sobering word for leaders. But, leadership is often a sobering reality. But, the leader must understand – continuing to grow an organization always requires a leader to continually grow.

Which leads me to close with an important question:

What is your personal leadership development plan?

7 Indicators Your Team Is Dysfunctional

Chances are, if you’ve served on very many teams, you’ve served on one which is dysfunctional. It appears to me we have many to choose from in the organizational world. There are no perfect teams. We are all dysfunctional at some level and during some seasons.

In case you’re wondering- my definition of a dysfunctional team – in simple terms – is one which cannot operate at peak efficiency and performance, because it is impacted by too many negative characteristics. There’s more going wrong than right more days than not.

In my experience, there are commonalities of dysfunction. If you have been on a dysfunctional team you’ve probably seen one or more of of the common traits.

See if any of these seem familiar.

7 indicators of a dysfunctional team:

Team members talk about each other more than to each other. The atmosphere is passive aggressive. Problems are never really addressed, because conflict is avoided. The real problems are continually ignored or excused.

Mediocrity is celebrated. Everything may even be labeled “amazing”. Nothing ever really develops or improves because no one has or inspires a vision bigger than what the team is currently experiencing.

It’s never “our” fault. It’s the completion or the culture or the times in which we live. No one takes responsibility. And, everyone passes blame. Will the real leader please stand up?

Communication usually brings more tension than progress. There may be lots of information, but it’s not packaged in a way which brings clarity. No one knows or recognizes a win.

The mention of change makes everyone nervous. Either change is rare or it’s been instituted wrong in the past. Any real progress has to be forced or controlled.

Only the leader gets recognition or can make decisions. Team members never feel valued or appreciated. No one feels empowered. The leader uses words like “I” or “my” more than “we” or “our”.

There are competing visions, goals or objectives. It’s every team member for his or herself. The strategy or future direction isn’t clear.

According to my observations have you served on a dysfunctional team?

Granted, every team goes through each of these during seasons. Again, there are no perfect teams. But, if there are at least two or three of these at work current I’d say it’s a good time to evaluate the team’s health and work to make things healthier.

How many of these can you currently see on your team?

One Thing You Must Do if You Want to Attract Leaders

One of the most frequent concerns I receive from young leaders about their organizations is they aren’t being given adequate responsibly or authority. Instead, they are handed a set of tasks to complete. They don’t feel they have a part in creating the big picture for the organization.

Since most of the young leaders I talk to are in ministry, this means it’s happening in the church too.

And, the other side of this dilemma is most the pastors I hear from are looking for leaders. They want someone to take the reigns of leadership and actually do something.

How do we solve the problem?

How do we find leaders for our churches and how do we allow younger team members to feel included? How do successful organizations (churches) attracts leaders?

Here’s my best advice:

Hand out visions more than you assign tasks.

In order for the organization to be successful, you’ll need to attract leaders. You know that, right? You need to know something about leaders and potential leaders.

Leaders want to work towards a vision, more than they want complete a set of tasks.

Leaders don’t get excited about checklists and assignments.

Leaders want to join a great vision, then help develop the tasks to accomplish it.

Leaders get excited about faith-stretching, bigger-than-life, jaw-dropping acts of courage.

That’s the kind of vision leaders – and those who claim to want to be leaders – want to believe in and follow. “To do” lists often get in the way of that kind of fun. Visions excite people. The details to complete them don’t.

So, if you want to create a successful organization and recruit leaders hand people a big vision with lots of room for them to choose on the implementation side.

Of course, they may indeed need to create checklists. I would even suggest they do if I were coaching them. They will need measurable action plans. They need to have a list of assignments in order to complete a project successfully. All those are necessary to accomplish a worthy vision. A vision is simply an idea until someone puts legs to it so it can walk.

But, start with the vision. Start with the big idea. Start with what you hope to accomplish some day. And, make sure you’re real clear about illustrating the problem to be solved or the opportunity to be seized.

And, then get out of the way and let people figure out how they will accomplish the vision.

This doesn’t mean your work is over, either. They’ll need your help along the way. They’ll still need your help to develop structure, discipline and follow through. But that’s way different than handing them a set of tasks in the beginning. And, it’s practicing good leadership and delegation skills.

I realize this is especially hard for some leaders who may want to control the desired outcome. (Leaders often like me – just being honest.) You’ll have to take a risk on the people you’ve recruited to lead and discipline yourself to let them work in their own way. You’ll get burned a few times, but overall, you’ll find more success when you:

Paint big visions – not specific tasks.

When you do this you’ll attract and develop more leaders and a more successful organization will be built and sustained.

7 Warnings for Aspiring Leaders

These I've learned the hard way

Almost on a weekly basis I hear from young pastors who want to grow as a leader. They feel the pressure placed upon them and knows others are looking to him to steer the church on a healthy course. Most of these leaders are humble, knowing ultimately Christ is the head of the church.

They also usually know three things:

1. There are expectations of their position by the people of the church. People are looking to them for leadership.

2. Decisions have to be made which are not clearly defined in Scripture. And, there are usually varied opinions already formed around the decision.

3. Seminary didn’t train them for all the decisions they need to make.

That’s often why they contact someone like me.

Sometimes it seems I’ve given the same advice many times – either reminding myself or to another pastor. The more times I share the same concept, the more it becomes a short, paradigm shaping idea, which summarizes the basic issue the leader is facing.

What isn’t always clear is how I’ve learned these concepts mostly by living these concepts. I’ve made more mistakes in leadership than I’ve had success.

And, that’s what this post is about. These are some warnings I’ve observed first hand in leadership positions I’ve held. I’m trying not to continue to live them and I’d love to help other leaders avoid them.

Here are 7 warnings for aspiring leaders:

What you “settle for” eventually becomes the culture. And, then it is much more difficult to change. In fact, you’re probably settling because you’re fighting against culture now. Leadership involves challenging people beyond their current confort level.

Mediocrity isn’t created. It’s accepted. Oh, how I’ve learned this one the hard way. People will be average if you allow them to be. It’s easier. In most jobs, they get paid the same. That’s not even to say it’s what they prefer. Most people prefer excellence, but it often takes leadership – or coaching – to pull out the best in people.

Your actions determine other people’s reactions. During stressful times the leader’s response dictates the level of stress on the team. When it’s time to celebrate, the team will seldom celebrate more than the leader. The leader sets the bar of expectations in how the team reacts to life as a team.

Don’t assume they agree because they haven’t said anything. I actually wrote about a whole chapter about this one in my book The Mythical Leader. But, silence doesn’t equate to agreement.

You’ll never get there just “thinking about it”. And, we do more of that as a team sometimes – it seems – than we do getting work done. Every good idea isn’t even something the team should do. But, if it is, there needs to be a plan. Who’s in charge? When are we doing it? And, how will we know when we are successful?

If you’re the leader, they are likely waiting on you to lead or release the right to lead. People seldom take initiative unless you lead – or unless you create the culture which gives them permission, freedom and encouragement to do so.

What the team values becomes apparent by your actions, more than your words. And, it doesn’t matter how well spoken you might be. People follow what the leader does.

What warnings would you share to aspiring leaders?

5 Things I Control as a Senior Leader

Having planted two churches anc two revitalization churches I am frequently asked about what things do I try to control and which did I release to others.

And, I love that question. I think its one all leaders need to ask themselves – frequently.

The leadership lid you will always create is in whatever area you choose to control.

I believe this strongly and it’s why I often discipline myself not to have an answer. I purposively choose to give things away to others on our team – things they can’t do better than me and things I simply shouldn’t be doing.

As much as I love delegation, however, there are some things I feel the need to control – maybe even continue to control.

Here are 5 things I control as a senior leader:

Vision – I believe senior leadership should make sure the vision of the organization is always in the minds of people, therefore I must continually reinforce it in what I say and do.

Staff culture – Senior leadership – always, but especially in the early days – plays a primary role in setting the culture. Things such as staff morale, approach to structure and the working atmosphere are greatly embedded and formed by the senior leader.

The organization’s pursuit of excellence – People will never push for more excellence than the level expected, led, and lived by senior leadership.

The moral value of the organization – The character and integrity of the organization will reflect senior leadership’s character and integrity. Period.

The velocity of change – Senior leadership sets the speed in which change and innovation is welcome in the organization.

As a leader, I realize the less I control, the more I can allow others to lead. The result is a healthier, happier organization that is more prone for growth. There are things, such as the above, which by default and for their importance, senior leadership should control. If control seems to harsh a word then choose another, but these should not be delegated too far beyond the ability to guide them.

Cyber Threats to Churches: What Would Your Church Do?

This is a guest post by my friend Lincoln Kaffenberger.
Lincoln was a member of our church plant, served as a military officer, and now works as an information technology professional in the financial sector. He has over a decade of experience helping organizations understand the threats they face and make informed, risk based decisions.

Beloved, do not be surprised at the fiery trial when it comes upon you to test you, as though something strange were happening to you. -1 Peter 4:12

Cyber-attacks are already a common part of daily life for businesses. Unfortunately, they are becoming a common part of life for churches too. Many churches are unprepared for common cyber-attacks that businesses regularly experience. Too often church leaders simply consider cybersecurity an IT issue without considering the organization-wide impacts a successful cyber-attack could have on their church’s ability to function, its reputation, and its congregation. Times have changed. Cybersecurity is now an organizational issue that pastors and other church leaders must care about.

There have been several examples in the past few years of churches that have been victims of cyber-attacks. Churches have lost the money in their bank accounts, had their congregants’ and staffs’ identities stolen, have had their websites defaced and brought down, have had sensitive information put at risk of being exposed, and have been victims of an increasingly common type of cyber-attack – ransomware. Any one of these events can hurt the trust a church has with its people and community and hinder its ministry to those outside the church.

One way churches can improve their security in a meaningful, cost-effective way is to do tabletop exercises working through plausible cyber-attack scenarios. Churches should consider both the most likely and the most dangerous cyber threat scenarios to understand what the impacts of each could be. By working through these scenarios in a low stress environment before a cyber-attack happens, church leadership can rehearse their response plans, identify gaps in their plans, and ultimately improve their security. Additionally, table top exercises serve as educational events for those in a church who are not as familiar with cybersecurity.

Some questions church leaders should ask when they think of different cyber-attack scenarios are:

  • Could this scenario happen to us? What conditions would have to exist for this scenario to be feasible?
  • If this scenario happened, what would the impact be to our reputation and credibility? How would we rebuild our reputation and trust with our congregation and community?
  • How would we respond? Who would we turn to for help? Who could we call?
  • How could this attack have been prevented? Could we detect this attack at its early stages?

There are five possible cyber threat scenarios that have affected churches recently:
1. Cybercriminals empty the church’s bank account;
2. Hackers deface the church’s website with politically charged images;
3. The Church is a victim of a ransomware attack that denies the church access to their files;
4. Pastor’s accounts get hacked and the hackers publicly release sensitive information;
5. Church Staff and Congregants Identities Stolen After Church Database Breached.

These scenarios each represent a kind of attack or a kind of harm that a cyber-attack could bring to a church. If church leadership walk through these five scenarios and answer the questions as an organization, they will discover their level of exposure to cyber risk, better understand what the holes are in their cybersecurity, be better positioned to respond to a cybersecurity incident, and importantly be ready to adopt and create a culture of security within the church that allows it to do the Lord’s work securely.

Resources and Recommendations

In addition to conducting tabletop exercises with these threat scenarios, the following are other resources that can help improve your church’s cybersecurity. First, every leader should start by securing themselves by following the “Cybersecurity Basics for Individuals.” Next, leaders should ensure their churches are following “Cybersecurity Recommendations for Organizations.” These will not provide perfect security, but they are a good start to a more cyber secure online ministry.

Cybersecurity Basics for Individuals:

“UPDATE Protocol” from Marc Goodman’s “Future Crimes”:
a. Update frequently all operating systems, firmware, apps – everything
b. Passwords should be unique, long, strong, stored securely (e.g. password manager), and use multi-factor authentication
c. Download programs and files only from trusted sites; be wary of “free software”; enable “white-listing” settings on Windows or Mac so only approved programs run; pay attention to app ‘permissions’
d. Admin login has the highest permissions and shouldn’t be used to do normal activities like surfing the internet; have a separate ‘user’ account for checking email and surfing the web
e. Turn-off your devices (or at least their internet connection) when not in use, which reduces the opportunity for criminal attacks by 1/3rd
f. Encrypt your data while on your devices using Bitlocker and Filevault programs to encrypt hard disk on your Windows and Mac respectively. Encrypt your data while in transit using a Virtual Private Network (VPN).

Cybersecurity Recommendations for Organizations:

● Identify and protect your most important digital assets – your cyber crown jewels

● Establish policies and procedures for your church’s information security – here is an example

● Have a cyber incident response plan – Create an incident response plan if one does not already exist: NIST’s 800-61 is a good resource to begin with – https://www.nist.gov/publications/computer-security-incident-handling-guide

● Follow cybersecurity best practices by implementing the Center for Internet Security’s Top 20 Critical Security Controls. Many times, doing the basics of security such as properly configuring devices, requiring everyone to follow secure practices, and reducing exposure will require very little money but pay huge dividends. Other security measures such as malware protection may be discounted for churches. In some cases, churches can receive donated or discounted security technology – http://www.techsoup.org/bitdefender

The One Trait Every Leader MUST Possess

I’ve meditated quite a bit on this question: What is a leader’s most important trait? Is it charisma? Is it intelligence? Is it wisdom? Is it people skills?

Well, while I believe there are many traits and qualities a great leader must possess, there’s one that stands out among all others. In fact, the longer I think about it, I quickly realize that most every trait builds on this one trait!

A leader’s most important trait is DISCIPLINE.

Discipline allows me to:

Block out distractions
• Manage emotions and impulses
• Overcome bad habits and addictions
• Prioritize
• Manage myself and others
• Lead by example

Whether it’s leading, praying, fitness, reading, writing, studying, preparing, speaking, scheduling, calendaring, or managing relationships or priorities…discipline is needed!

OK, Shawn, I’m convinced. I need more discipline in my life. How can I become more disciplined?”

How do we get it?

1. Start with one area of discipline.

Don’t try to get better at everything overnight. Start with becoming more disciplined in your fitness, or your reading, or your studying, or your __________. Just become more disciplined in one area! Here’s why that’s important:

One area of discipline tends to flow over into another area.

2. Plan your calendar.

Spend some time each week and a few moments each day planning and reviewing your calendar. Block out chunks of time to allocate to your priorities and don’t allow anything to get in the way.

If we don’t plan our day, our day will plan us.

Be unavailable and inaccessible sometimes. We can’t be available to everyone all the time. We can be available to everyone, just not all the time!

3. Say NO to the GOOD and YES to the BEST.

Learn to say “No.” Go to the mirror right now. Look in that mirror and say “No, I’m not going to be able to do that.” There. You needed to stretch that muscle. Keep stretching it!

Don’t just focus on trying NOT to do something. Focus on saying YES to something better!

4. Ask God for it.

Self-control is a FRUIT of THE SPIRIT (Gal 5:22-23). Ask God to fill you anew with His Holy Spirit and help you lead yourself. Start praying for self-control. Ask God to help you order your days in a way that honors Him!

When it becomes a spiritual enterprise for us, it becomes more urgent to us.

Is this a trait that you possess? If it’s not yet a strength for you, what’s one step you can take this week to get better at discipline?

This is a guest post. By my friend Shawn Lovejoy. Shawn is the Founder & CEO of CourageToLead.com a coaching ministry for leaders. He loves coaching leaders through what keeps them awake at night. CourageToLead employs multiple coaches all over the U.S to work one-on-one with leaders and ministries. Shawn’s book: Be Mean About The Vision: Preserving and Protecting What Matters, released in April 2016. Shawn lives in Birmingham, AL with his wife Tricia, and their three kids Hannah, Madison, and Paul.

7 Classic New Leader Mistakes

I’ve worked with a lot of new leaders over the years. Even more so – I’ve been one. Numerous times throughout my more than 35 years leadership career I’ve been the new guy. (And, learned lots of lessons the hard way.)

Navigating those early days in a new leadership role is critically important. Much of our future success as leaders is determined by how well we start. It is more difficult to regain momentum for our leadership if it is lost or never begins early.

So experienced leaders know they must start well to end (or continue) well.

Over the last few years, I’ve worked with a lot of pastors who are attempting church revitalization. Some of these experiences have helped shape this post. I really want to speak to the new or “about to begin” leader. If you’re in an existing leadership role there may be something here for you too, but I’m really addressing the earliest days of leadership.

To do so, I want to share some of the more common mistakes I’ve seen new leaders make recently. Again, most I’m referring to our pastors attempting church revitalization. I’m certain many of these would be true when attempting to newly lead any group of people.

Here are 7 classic new leader mistakes:

Assuming people trust you before they really do. New leaders often gain a window of approval. Everyone appears nice to the new person. People will appear excited to have a new leader on board – or at least pretend they are until they learn whether they really are or not. Either way, people in the early days can often make a new leader feel very loved and very popular. While this is indeed a blessing, the leader must understand trust is not the same thing as popularity. Trust is almost never granted simply by arrival or by position. It must be earned over time and experience.

Bashing the past while attempting to get to the future. When you make fun or speak badly of days gone by you often alienate people who were there before you arrived. When you talk about the mistakes of the past – even if they are obvious – you are often talking about the people you are now trying to lead. They may not have even made some of the mistakes themselves, but they were there when they were made. They remained through them and when you diminish the past you’re diminishing them or their loyalty. Don’t forget the past – good or bad – is a part of their personal story.

Assuming nothing good was done before you got there. In reality there were probably lots of good things done in the past. It’s arrogant to think otherwise. They may not be experiencing their best days now – and, that’s probably part of the reason you are there – but, you’ll be better off to help people rediscover some things which were done well than to ignore any good that ever happened before.

Having the “they need me” complex. When the new leader arrives pretending to have all the answers alienates any other good ideas from being shared. People either aren’t motivated to help or they don’t feel they have permission.

Ignoring unwritten rules. Every organization – including the church – has some rules in place which never make it to a piece of paper. They are in the core DNA and are often more powerful that upon which has been formally agreed. They involve things such as how things are done, how people interact with one another, and reaction to change. (These rules can be changed over time, but not as easily if they aren’t understood – even followed – in the process.)

Not understanding the real power structure. Before you can ever effectively implement change you have to learn the people who are actually in a positions of power. It’s not always the people with titles. There are people of influence that – when they speak – people listen.

Not testing the waters before making major change. Seasoned leaders know there must be “meetings before the meeting”. You must find the pulse for change before you spend any capital for change you have. Don’t assume everyone is on board just because it’s a great idea (in your mind) and people like you.

If I could summarize all of these in one word I’d likely say humility captures most of them. A new leader will have to make hard decisions, will often have to defy the way things have always been done, and will need to lead people into unknown, better realities than today. All of that is a part of leading. But, the way a new leader approaches these will likely determine how successful the leader remains – after, the honeymoon period ends.

(And, maybe the subject of another post, but honeymoon periods, in my observation, aren’t lasting as long as they used to last.)