The Life of an Idea on a Healthy Team

Healthy teams allow every idea a chance to live. At initial thought, there are no bad ideas.

The healthiest teams don’t contain a built in idea killer. And, if there is one they aren’t allowed to remain so for long.

Ideas need a chance to breathe. They need to be stretched and prodded and examined. The best ideas sometimes come from what started as a seemingly really bad idea. Genius ideas are often killed before they have a chance to develop into their greatness.

That’s why healthy teams have freedom and regularly:

  • Brainstorm
  • Analyze
  • Test drive
  • Push back
  • Critique
  • Debate
  • Challenge
  • Collaborate 
  • Dialogue 
  • Listen
  • Discuss 

Every. Single. Idea. 

Healthy teams remain open-minded about an idea until it’s proven to be a bad idea.

It doesn’t have to be a long process. It could be a short process.

But, healthy teams give every idea a chance to live.

That is because healthy teams know there is value in the collection of ideas on a team.

Leader, next time your team gets together open the floor of discussion to ideas. Let everyone put ALL their ideas on the table, with no fear of embarrassment or retribution. Watch for collective brilliance to develop .

Have you ever worked with an idea killer? How did it impact the team?

Determining How Fast or Slow To Make Decisions as a Leader

As leaders, we constantly have to make decisions. Every day there are countless decisions made, which impact or teams and mission. Good leaders understand the ramifications of decision-making and learn to use this power wisely.

In my experience, usually there are two immediate considerations when I am presented with the the opportunity to make a decision – fast or slow. Is this something I can or need to decide quickly or is it something for which we should proceed cautiously? Some decisions can (and should) be arbitrary decisions – decisions made very quickly. Others need to be calculated decisions – decisions made much slower. Growing to understand which type of decision-making to use at a given time will help you make better decisions and ultimately be a better leader.

According to dictionary.com, Arbitrary is based on random choice or personal whim, rather than any reason or system

Calculated is done with full awareness of the likely consequences; carefully planned or intended

I know leaders who have made very quick, instant, arbitrary decisions only to grow to regret them. (This leader being one.)

I know others, again including this one, who took too long to make a calculated decision and the delay was costly.

Here are 7 examples of thoughts which go into each type decision-making process:

Faster decisions:

  • There is a serious and immediate threat or danger to people or the organization
  • The perceived impact has a limited lifespan or is easily reversible
  • The decision has a low cost or investment
  • When the decision-maker is the implementer (this is a huge one in delegation)
  • I have a sure “gut” about it, it’s a “no brainer”
  • The same decision has been made many times
  • We are doing an “experiment” attached to a set time

While this is not a checklist, using some of those type parameters, I weigh my options and try to make decisions as quickly as possible, knowing there will be another decision which needs to be made soon.

And, then, sometimes, even though we can be overwhelmed with the amount of decisions needed, sometimes we simply need to take our time.

Slower decisions:

  • No serious threat exists to people or the organization – you don’t have to do this.
  • There are longer-term implications – we will have to live with this a while
  • Higher cost and greater human investment
  • When other people will have to be the implementers – it impacts others more than the decision-maker
  • When my gut isn’t at peace and I have no clear conviction
  • The decision has been made very few times, if ever
  • I haven’t consulted with a collection of wise voices – and there is time to do so

These are not foolproof and this is not an exhaustive lists in making decisions. Often we can make excuses to delay responding when in reality we know we need to make a decision. Other times we move so fast we never consider the impact on other people – people who have to live with the consequences of our decision. The main idea here is all decisions can’t be made at the same pace. Sometimes we move fast, with a very arbritrary decision. Sometimes we need to be very calculated in our response. Next time you have to make a decision, consider which method you should use for the occasion.

Do you see the difference in the two?

I should note, if God has made the answer clear you don’t need this post. Simply obey.

The One Question I Ask When Receiving a Complaint

It would be difficult to be in leadership and not have people upset with a decision you made at some point. In fact, with every decision comes a variety of responses. Leadership guides people places they’ve never been before, so leading always involves change. Change of any kind stirs an emotion, which can be positive or negative. The more the change is uncomfortable the more negative the response may be.

So, receiving complaints or criticism is not a rarity in leadership. It comes with the position. But, there is a question I try to ask every time someone complains to me.

This question is powerful in determining how I will respond.

When I have complaints or criticism I ask a question:

Is the complaint individual or representative?

In other words:

  • Is it one person with a problem or are there multiple people with the same problem, but I’m only hearing from one?
  • Does this complaint represent one person’s opinion or is it representative of a larger number of people?
  • Is it a personal issue to or a public issue to multiples?

The answer is critical to me before I respond.

It doesn’t mean I don’t need to pay attention to the one complainer. Their point may be valuable. They may see something I can’t see. I need their input. And, I listen to them. (I think good listening and responsiveness is part of good leadership.)

But, I also know I can’t please everyone. Some individuals are simply going to disagree with the way I do something. And, some people simply don’t like any change. And, if it’s just one person’s complaint I can listen, we can talk, we can agree to agree or disagree, and we can move forward. I know where I stand with them. 

But, while I listen and respond even to individual criticism, when there is a growing tension among a larger group of people, I know the issue demands even more intentionality.
It may or may not alter my response. Leaders shouldn’t lead to be popular. They lead to do the right thing. We don’t lead alone, but after we’ve done all we can to include others and the decision has been made, we move forward.

But, when a larger group are upset about change it will likely alter the intensity of my response.

I’ve learned when a larger number have the same complaint or criticism, even if we certain about the change, the damage done to the perception of my leadership may disrupt all the other good we are trying to do.

In those cases where the criticism is widespread often its for a few reasons. People don’t understand, because they don’t fully understand why. People haven’t felt included along the way. Or, frankly, some people simply don’t like change and will rebel against it regardless. When I realize the complaint from an individual is representative, I can talk to more people to figure out the root of the problem. I can tell the vision (for the change) more often and tell it in more ways and in more places to help people understand the why behind the change. (Zig Ziglar told me years ago, “When people understand the why they aren’t as concerned with the what.”)

Finally, when I know there are more people involved I can monitor people’s perceptions closer. I’m no longer wondering how one person feels, but I know I have a larger group to track with through the change. (And, again, not to make them happy, but to help them through the process of change.)

Individual or representative? Knowing the difference is huge.

Are You a Better Leader or Manager?

Self-evaluation is good here

Are you more of a leader or a manager?

This may be one of the most important questions we have to answer as our careers take us to new roles.

Every organization needs both. There is no shame in either answer, but it’s important we know the difference. We need to figure out which one we do best and then try to arrange our career where we can realize our best potential.

There are lots of descriptions of each role. I’ve written about it numerous times. And, I understand some argue they are the same. But, I simply don’t believe it.

In the book “Reviewing Leadership”, the authors Banks and Ledbetter write, “Leadership and management are two distinct yet related systems of action. They are similar in that each involves influence as a way to move ideas forward, and both involve working with people. Both are also concerned with end results. Yet the overriding functions of leadership and management are distinct. Management is about coping with complexity – it is responsive. Leadership is about coping with change – it too is responsive, but mostly it is proactive. More chaos demands more management, and more change always demands more leadership. In general, the purpose of management is to provide order and consistency to organizations, while the primary function of leadershp is to produce change and movement.”

I think that’s a great summary of the differences between leadership and management for organizations and individuals to consider.

Too many times we ask good managers to be great leaders or good leaders to be great managers. The problem with being in the wrong fit is we tend to burn out more quickly when we are not able to live out our giftedness. In addition, we frustrate the people we are supposed to be leading or managing and ultimately we keep the organization from being the best it can be.

Do a self-evaluation of which you are more skilled at doing.

Are you a better leader or a better manager?

Don’t try to be someone you are not.

Through experience I’ve learned I identify with one of these roles more than the other. One description fires me up and the other drains me. (Can you guess which one fires me up?) One comes more naturally for me and the other I struggle to learn – and attempt to delegate when possible.

What about you? Are you in your proper fit? Do you see the difference?

How You’re Perceived as a Leader May Be More Important

Than how you lead

I have learned how your team sees you may be more important than who you are as a leader. The perception people have about you matters greatly

Obviously, character is most important. Integrity matters even more than perception.

You’ll often be misunderstood and you can’t please everyone. In fact, somedays, as a leader – it seems – you can’t please anyone.

So I’d rather know my character is genuine, be loved most by those who know me best, than to be perceived one way, yet actually be someone different in reality. I don’t care about a false perception.

The reality of the success of a leader, however, may depend more on how you are viewed by the people you lead than it does on what you do as a leader. I’ve learned, often the hard way, that the two are not always the same.

  • Do they see you more as an agent of empowerment or an agent of control?
  • Do they see you more as a champion for their ideas or a killer of their dreams?
  • Do they see you more as a proponent of change or a protector of tradition?
  • Do they see you as a friend of progress or the enemy of success?
  • Do they believe you will protect them when their back is turned?
  • Do they think you have their best interest ahead of your  own?
  • Do they genuinely believe your heart is fully committed to the team?

Much of your success as a leader will depend on the perception you create among the people you attempt to lead. They will follow closer when their perception of you is for them more than for you – or against them. Of course, perception is created by how you lead, but sometimes – just as vision does – perception leaks. And, people form perceptions regardless of whether or not you do anything. Perceptions may or may not be reality. I must be keenly aware of this principle, so by my words and deeds I can be even more intentional to build my perception in their mind.

Candidly. I’ve seen this go in seasons in my leadership. I’ve often had to reinforce my perception in their minds. It could be after a busy or stressful time, when their is tension on the team, or during times of change. They need to perceive I’m still the leader they want to follow.

If you’re still trying to get your mind around my thoughts, here is an example. We recently made some rather significant changes to our organizational structure. It will mean fewer people report directly to me. When we announced the changes I reiterated my open door policy and availability to our staff will continue. For people who work with me long they have learned this is how I lead. But, human nature kicks in for all of us. And, change evokes an emotional response – which helps shape people’s perceptions. I wlll need to take intentional actions in the weeks ahead to make sure the perception of my leadership is as strong as my actual leadership.

Have you ever known a leader who thought he or she was doing better than the team thought?

Don’t Address the HOW until you Address the WHAT

A principle of leadership

I’ve seen it many times.

You have an idea – it’s not a bad idea – it may even be a great idea. You just don’t know yet. As soon as you present the idea the team instantly starts to ask tons of question, begin implementing the plan, and gets bogged down in details.

And, then, after time of discussion – sometimes hours – the team decides its not a good idea after all.

Here’s my advice. I use this with the teams I lead.

Spend your energies at first on deciding whether it’s an idea worth pursuing.

The what.

The what is “what” you are going to do. The current dream you have moving forward. The overall objective. The big picture of what’s next.

Decide the what before you spend a lot of energy on the mechanics of the idea.

The how.

The how is how you are going to do the what. These are the details. The nitty gritty working plan. You may have to talk about some of the how to decide the what, but spend your first, best and most energy on the what.

For example, let’s say you have an idea to add a third church service to allow for more growth – or maybe you are thinking of going multi-site – or the idea could be to plant another church. Don’t spend too much time on the how, until you decide the what.

Ask hard questions such as: Is this an idea worth pursuing? Are we willing to give it a try? Has this been birthed in prayer? Do we believe this is something we are supposed to do?

Yes or no?  

Spending too much time on the how before you address the what:

  • Gets you bogged down in details you may never need.
  • Wastes energy which could be used elsewhere if you aren’t going to do the what.
  • Solves problems you don’t yet and may never have.
  • Creates division about change prematurely.
  • Builds momentum before it’s time. (And, it’s harder to build momentum a second time.

When you know you’re going to do the what – you have to, you’re called to, it’s what or bust – you’ll figure out the how. You’ll find a way to make it happen. You’ll have more passion, clarity and energy to address the how.

Try that next time an idea surfaces and is discussed by your team.

Note: This is assuming, of course, you already know your “why” as an organization. You know why you are doing whatever you are doing. This post addresses a more specific aspect of realizing the vision. If you don’t yet have the why – start there.

How Leaders Encourage Cooperation on a Team

Leader, do you want people to cooperate on the team you lead? Do you want people to get along, support one another, and join forces to achieve the vision?

Of course you do. All leaders want their teams to cooperate. It builds stronger teams when people aren’t on islands to themselves.

How do great leaders encourage cooperation?

I can help you with one quick tip. Let people collaborate. It’s that easy – and powerful. 

Collaboration leads to Cooperation

Cooperation rocks in organizational health!

Cooperation brings:

  • Collective buy-in
  • A sense of ownership and empowerment
  • Less petty arguments
  • Lower resistance to change
  • More passion towards the vision
  • Shared workload
  • Fewer cases of burnout

What leader doesn’t appreciate those things?

When you are leading a team, the more you collaborate with your team, and let them collaborate with others – during the planning process and before the final decisions are made – the more cooperation you’ll receive from your team during the implementation process. 

Let people participate in brainstorming. Give them a voice in the way things will be done. Allow them to ask questions and even offer pushback.

Of course, you can’t collaborate on every decision. One of the reasons you are leader is to make big picture, strategic decisions. You often have a vision others can’t immediately see until you lead them there. 

Whenever a decision, however, impacts other people, especially if it:

  • Impacts how they do their work.
  • Changes the basic nature of what they do.
  • Significantly impacts the future of the team or organization.

In those type situations, I suggest you allow collaboration, because it always brings better cooperation from the team. (By the way, in the church, this is true of paid staff or volunteers.)

In fact, the opposite can be equally true. A lack of collaboration naturally brings a lack of cooperation. People will resist the change. They will be less enthusiastic about the outcome. They will wait for instruction rather than take initiative on their own.

As leaders, we must learn to collaborate better –  so our teams can learn to cooperate better.

How have you seen this principle work or the opposite effect occur in a team’s health? Help us learn from your experience.

The Number One Principle for Attracting Leaders

This is true in church revitalization

One thing I learned very quickly in church revitalization, which I already knew from other experiences, is many times entrepreneurial type leaders disappear when things aren’t working well. People who like big visions don’t hang around when the church is holding on to status quo. If the church wants to argue about paint color real leaders will find another place to attend. They aren’t as interested in the maintenance mode of organizational life. Consequently, we had fewer small business owners, CEO-types, and civic or community leaders.

This is true in attracting new staff members also. The ones you often need to turn things around – innovative, creative, energetic, visionary, leaders – are hesitant to come to a plateaued or declining church.

One frequent question I receive from those trying to do church revitalization is how they can attract new leaders.

Great question.

I have a simple solution. This is the number one principle, in my opinion, for attracting leaders.

Give them a problem to solve.

Hand out visions more than you hand out tasks. Tell them where you want to go, but let them know you haven’t yet figured out how to get there.

If the answer is already found, you can hire a manager for the job – and you’ll likely want and need a good one. You’ll have other problems to solve and a good manager can free you up to lead.

But, to attract a leader…

Help them see a need – give them some freedom to find a solution – give them support, as needed, but get out of the way. Let them go.

Leaders seek opportunities to lead.

Challenge, opportunity, problems,something everyone says can’t be done — Those type environments fuel a leader’s energy. It’s what attracts a leader to your team.

Are you in an environment which attracts leaders? What do you think makes it so?

4 Ways Leaders Create Capacity

Capacity: the ability or power to do, experience, or understand something.

Great leaders know the more capacity the organization has the more potential it has to accomplish its mission. When the organization begins to exceed its capacity for too long things eventually stall. If you want to spur growth you have to increase capacity.

Therefore, one of the best ways a leader can impact an organization is to create capacity so the organization and its people can grow.

Here are 4 ways a leader can create capacity:

Paint a void

Allow others to see what could be accomplished. Leaders help people see potential – in themselves and the future – they may not otherwise see. This can be accomplished through vision casting and question asking. It may be helping people dream bigger dreams of what could be next in their own life or for the organization. It could be through training or development. Extra capacity energizes people to find new and adventuresome ways of achieving them.

Empower people

When you give people the tools, resources and power to accomplish the task and you’ve often created new capacity. Many times people feel they’ve done all they can with what they have. Provide them with new tools – maybe new ideas — assure them they can’t fail if they are doing their best. Continue to support them as needed. Then get out of their way.

Release ownership

Let go of your attempt to control an outcome so others can lead. Many people hold back waiting for the leader to take initiative or give his or her blessing. The more power and ownership you release the more others will embrace. The more initiative they will take of their own.

Lead people not tasks

If you are always the doer and never the enabler then you are not a leader. More than likely you are simply an obstacle to what the team could accomplish if you got out of the way. Many leaders don’t see this in themselves. Frequently ask yourself: Am I leading or am I in the way? And, if you’re brave enough — ask others to evaluate you – even anonymously.

When the leader creates capacity the organization and the people in the organization increase their capacity – and things can grow.

4 Free Ways to Grow the People You Lead

There are some common questions I hear from leaders. In fact, they may be some of the most important questions leaders can ask. These questions are the essence of who the leader is and what leaders are to do.

Questions such as:

How do we create environments where leaders can grow? What are some common elements necessary in every organization where leaders are growing? Are there ways to stimulate growth in a leader any organization (or church) – regardless of size or budget – can implement?

Have you ever asked such questions?

Here are 4 free ways to grow people:

Knowledge

It has been said knowledge is power. That’s certainly true when it comes to leadership. It’s beeen interesting to watch over the years how some I would not say are the smartest or even best leaders have had power because they had more information.

To help people on our team grow, I know I must share whatever I know. I must communicate fluently. I also need to ask questions and allow people the freedom to ask me questions. I have to encourage our team to be sharing information with others and continually be seeking input from people outside our organization.

Leaders who stir knowledge with in their organization will see people grow. 

Modeling

Character isn’t taught, but it can certainly be modeled. Any leader desiring to grow high character leaders must display the character they wish to develop. I realize my character will greatly determine the quality of leaders we attract. And, I can’t grow leaders (with character) without displaying a high character personally.

I know I can impact growth in people on our team if I display a character worth following. The way I live my life impacts the quality of the life of people trying to follow my leadership.

Opportunity

Most aspiring leaders are waiting for a break. They are seeking an opportunity. They are screaming “Give me a chance”.

I know if I want to grow people I must create opportunities for them to experiment by leading other people. And, the more opportunities I create the more leaders our team can grow.

Experience

It is in the tension of being stretched where we learn most. Walking by faith – leading into the unknown – always teaches me more than I could learn in a “safe place”.

To grow leaders we must give others ample chances to live firsthand in the stress of leadership. I realize one of my roles in the church is releasing my right to control an outcome to provide people with their own experience as a leader – to feel ownership and responsibility for an outcome. 

Give those four a chance and watch the people around you grow.