Perception is Reality for a Leader

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Perception is often reality for a leader. Over the years, I have learned how a team sees you as a leader is often more important than who you really are as a leader.

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, as a leader, I’d rather know my character is genuine. I want to be loved most by those who know me best. 

That matters most. 

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.

Perception is often reality for a leader. 

I’ve learned, often the hard way, that the two are not always the same. You can have the greatest integrity, know all the right leadership techniques, and have a track record of success, but the way people you are trying to lead perceive you will determine the quality of your leadership – almost more than anything else. 

  • Do  people perceive you as an agent of empowerment or an agent of control?
  • Are you perceived as more a champion for their ideas or a killer of their dreams?
  • Do they perceive you more as a proponent of change or a protector of tradition?
  • Are you perceived as a friend of progress or the enemy of success?
  • Do they believe you will protect them when their back is turned?
  • Are you perceived as having their best interest ahead of your  own?
  • Do they genuinely perceive that your heart is fully committed to the team – or are you seeking your next best opportunity?
  • Are you perceived as likely to get angry when mistakes are made – or be grace-giving?
  • Do people perceive you as approachable more than you are harsh? 

These are all perceptions. And perceptions are often reality for a leader. 

Much of your success as a leader will depend on the perception you create among the people you attempt to lead. People will follow closer when their perception of you is that you are for them more than against them.

Perception is ultimately created by how you lead, but sometimes – just as vision does – perception leaks. So, people form perceptions regardless of whether or not you do anything. Perceptions may or may not be reality, but as a leader, I must be keenly aware of this principle. 

Candidly. I’ve seen this go in seasons in my leadership. I’ve often had to reinforce the perception in people’s minds about my leadership. Often this is after a busy or stressful time, when their is tension on the team, or during times of change. The team needs to perceive I’m still the leader they want to follow.

Sometimes, I need to ask pointed questions – (I’ve even done anonymous surveys) – to gauge people’s current perceptions of my leadership. 

But I must be aware that my perception is often reality as a leader. 

If you’re still trying to get your mind around my thoughts, here is an example: 

Once we had make some rather significant changes to our organizational structure. It meant fewer people reported directly to me. When we announced the changes I reiterated my open door policy and availability to our staff would continue. People who work with me long 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 knew I needed to take intentional actions in the weeks following to make sure the perception of my leadership is as strong as my actual leadership.

Guard how people perceive you as a leader. 

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7 Markers of Great Leadership

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There are some markers of great leadership. When all of them are present, stellar leaders are set apart from mediocre leaders.

Great leaders are multidimensional. While continuing to improve, great leaders have achieved certain characteristics – markers if you will, which help them attract loyal followers, while continuing to achieve success.

When you see these markers combined, you’ve probably found an amazing leader.

7 markers of great leadership:

Humility. Great leaders are willing to surrender “their” way when it’s not the best way. They realize and appreciate the strength of a team. Also, great leaders are willing to let others on the team receive equal (or more) recognition for achievement.

Intentionality. Great leaders continue to learn. They have mentors. Great leaders read. They continue their education through conferences or school. Great leaders know they can’t help others grow if they aren’t growing personally.

Compassion. Great leaders consider the needs of others ahead of their own. They care about people beyond what the people do. And that compassion is sometimes tested when mistakes are made.

Integrity. Great leaders never separate character from their definition of success. They know there can be nothing of real value if those who are trying to follow can’t respect the leader.

Passion. Great leaders have the ability to rally a team and clearly articulate a potential path to victory. They spur momentum and garner support for the cause; even when the journey is risky and unknown.

Vision. Great leaders see things others can’t see or have failed to pursue. They take people where they need to go, but may be afraid to go on their own.

Strength. Great leaders have the discipline to follow through on commitments. They weather the storms of time; standing firm when others are dropping out of the race.

I’m not claiming all great leaders excel in each of these areas – all the time. I am certainly not saying I have these markers, but I do believe there should be a certain level of accomplishment, a progression towards each of these in a leader’s life. At the very least, a desire to achieve these should be a goal of great leaders.

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5 Things I Naturally Control as a Senior Leader

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There are some things the senior leader will naturally control – whether intentional or unintentional. 

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

I love the question. It is one all leaders need to ask themselves – frequently.

The leadership lid you create will be 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 a senior leader will naturally control.

5 things I naturally control as a senior leader:


Senior leadership should make sure the vision of the organization is always in the minds of people. If they don’t, no one will embrace the vision. In fact, there will likely be competing visions within the organization.

Staff culture

Senior leadership plays the primary role in setting the staff culture. Things such as staff morale, organizational structure, and the working atmosphere are greatly embedded and formed by the senior leader – good or bad.

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. If they are slow to make decisions, the organization will run slowly. And vice-versa.

There are things, which by default senior leadership will naturally control.

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Effective Questions Promote Effective Brainstorming

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Brainstorming often leads a team to the answers you can’t seem to find any other way. And effective questions promote effective brainstorming. Ask the right questions and you’ll get the right responses.

The most effective brainstorming begins with great questions.

For example, what if the team is trying to discern what went wrong on a project?

Perhaps there has been some major fall out and the team has suffered damage, either financially, in reputation or in morale. The questions you ask could determine how well you recover. (By the way, I talk almost weekly to churches in some form crisis mode. This process may help with that scenario also.)

Using that as our example, consider the questions in this post. Some questions will apply to a similar circumstance with your team and some won’t. You’ll need to add some of your own. But see if the principle of asking effective questions can help lead you through an effective and helpful brainstorming session.

Below are 4 words and sets of questions to lead your team in brainstorming. This is simply for illustration purposes, but if I were leading you through this process, (and I’m happy to come help you do that) we would take time on each section, stopping to summarize our findings along the way. Depending on the size of the group, we may break into sub-groups to brainstorm, then come back together to summarize.

The words and questions aren’t “magic”. They are simply a strategy for getting some effective brainstorming questions in front of the group to draw out the conversation.

Again, depending on what you are trying to discover, you would change the words and the questions in each section.

Effective questions for effective brainstorming:

Reflect on the current circumstances.

  • What went wrong?
  • How did it happen?
  • What’s the damage?
  • Who is impacted?
  • How much did it cost us – in capital, momentum, morale and reputation?
  • What are the long-term and the short-term ramifications?

Recalculate based on our current scenario.

  • How can we improve?
  • How do we keep it from happening again?
  • What’s the best way to recover?
  • Who are the right players in our recovery?
  • What are the immediate, mid-range and long-term decisions we need to make, as a result of this?

Recharge ourselves from our loss.

  • Why are we doing what we do? (Our vision should drive us.)
  • What’s our motivation to begin again?
  • Why are we needed? (If we weren’t here, who would miss us – and why?)
  • What are some of our examples of success? (We can build from those.)
  • What can we do to spur new momentum?

(Don’t skip this set of questions. Regardless of the issue, this type thinking is needed every time. You’ll be tempted to ignore them, because you assume you know these, but you always need the energy this type dialogue produces. Depending on the issue, you can’t usually do this immediately as well, because the previous issues are usually clouding people’s minds.)

Reignite the team to move forward.

  • How soon can we begin again?
  • Do we need a relaunch or do a complete overhaul?
  • What’s our strategy moving forward?
  • Who is our spokesperson?
  • What are some short-term, “low hanging fruit” wins we can have?
  • Who needs to do what to get things going?
  • Where are we healthy enough to build upon?

Asking the right questions may determine the success or failure in the days ahead. But don’t miss asking effective questions for effective brainstorming. The time you spend preparing for a session like this is just as important as what happens during the session. 

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7 High Costs of Leadership Every Leader Should Pay

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Leadership can be expensive. If we desire to be leaders it will likely cost us something – maybe even something we value greatly. There are high costs of leadership that every leader should be willing to pay. 

The reality is that leadership is a stewardship. It’s the keeping of a valuable trust others place in you. Therefore, cheap leadership is never good leadership.

What high costs are you paying for leadership? 

Let me give you a few examples.

7 high costs of leadership:

Personal agenda

Good leaders give up their personal desires for the good of others, the team or the organization. 


What you control you limit. Good leaders give freedom and flexibility to others in how they accomplish the predetermined goals and objectives.


Leading well is no guarantee a leader will be popular. In fact, there will be times where the opposite is more true. Leaders take people through change. Change is almost never initially popular. I wrote a whole chapter about this principle in my book The Mythical Leader.


If you are leading well you don’t often get to lead “comfortably”. You get to wrestle with messiness and awkwardness and push through conflict and difficulty. It’s for a noble purpose, but it isn’t easy.


Good leadership leads into the unknown. That’s often scary. Even the best leaders are anxious at times about what is next.


I believe every leader should surround themselves with other leaders. We should be vulnerable enough to let others speak into our life. But there will be days when a leader has to stand alone. Others won’t immediately understand. On those days the quality of strength in a leader is revealed. This one should never be intentional, but when you are leading change – when it involves risk and unknowns – this will often be for a season a significant cost.


People follow worthy visions. Of course, we should create measurable goals and objectives. We should discipline for the tasks ahead. We don’t, however, get to script the way people respond, how times change, or the future unfolds.

As leaders, we should consider whether we are willing to pay the price for the high costs of leadership. Good leadership is not cheap!

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You Must Do THIS if You Want to Attract Leaders

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If you want to attract leaders to your team there is one thing you must do – above everything else. It’s a philosophy of leadership, but it is HUGE.

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.

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?

Can we attract leaders for our churches? How do we allow younger team members to feel included? And how do other successful organizations (churches) attracts leaders?

If you want to attract leaders, here is one thing you must do:

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 – a big vision, more than they want complete a set of tasks.
  • They don’t get excited about checklists and assignments.
  • Leaders want to join an adventure, then help develop their own tasks to accomplish it.
  • Real leaders get excited about faith-stretching, bigger-than-life, jaw-dropping acts of courage.

An organization that “gets it” attracts leaders.

“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. Help people see what you hope to accomplish some day. Make sure you’re real clear about illustrating the problem to be solved or the opportunity to be seized.

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 though. People will 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.

And you will get burned a few times, but overall, you’ll find more success and attract leaders when you: 

Paint big visions – rather than give out specific tasks.

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

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When I Allow It to Fail or When I Step in to Rescue

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I try to create a leadership culture where failure is considered a part of the learning process. It’s okay to fail on our team. It  may seem unproductive to some, but many times I have watched someone on my team fail. I probably could have stepped in earlier to rescue by taking control of the project or delegated to someone else more experienced. We might have saved a failure from happening. Yet, I let the failure happen.

I was mentioning this at a conference breakout I led once. During the question and answer portion, someone asked a valid question. It went something like this:

I am in the middle of this now and it is tough. Many times I wonder if I should just step in. I am trying to exercise patience. Is there a time you save people from failing?

Great question and that’s a delicate balance.

When do you rescue someone and when do you allow them to possibly fail?

Here is my basic “high-level” response:

The balance for me in the decision to let fail or to rescue is in how much allowing them to fail will injure them (or the team) versus how much it will teach them (or the team).

At times I allow them to fail.

I will admit, this is the harder one, but if I would be stunting the individual’s personal growth by stepping in to rescue them, I may let them fail. Failure is one of life’s greatest educators, so most people grow through trial and error.

If, for example, someone on my team wants to try something new. I may feel it isn’t the best decision, or it isn’t the way I would choose to do it, but I usually can’t guarantee it won’t be a success. Instead of going with my gut, I may let the team member follow his or her gut and take a chance. We may discover a home run and I would happily admit my hunch was wrong. And, either way, it didn’t hurt too much overall, but the individual team member learns something far more valuable which will help them and the team in the future.

This is probably the most common example I’ve seen in risking whether to let them fail or step in for the rescue. Most of the time the outcome isn’t going to be earth-shattering for the individual or the team either way. But the learning could be huge for the individual and the team. It’s a risk I’m usually willing to take.

But the bottom line for me is to discern the greater value – to allow a fail or to launch a rescue. 

  • Growth of a team member by allowing failure, which ultimately helps the overall team.
  • Or, protecting a team member from needless injury, which could ultimately injure the overall team.

So, at times I do step in to rescue

Sometimes I can save someone from unneeded heartache. I’m likely to step in an try to help if it wouldn’t teach them as much as it would simply hurt. This includes for them and for the team.

There are failures we can learn without the need to repeat them.

Two Examples: When I was in business, I had people give me fair warning about doing business with certain individuals. I was thankful to avoid the pain of those associations. There would be others I couldn’t see coming and would learn on my own and help others avoid the pain.

Also, in business, I learned the secret of making your banker your friend and not your enemy. Unfortunately, I learned it the hard way and it cost me lots of money, but I have given that piece of advice to dozens of young business owners over the years. That’s a “failure” which impacts the business and everyone in the business.

If the failure is going to derail the progress of everyone on the team, or the recovery is going to be greater than the teaching experience, I’m likely to rescue them.

I realize this doesn’t answer the question directly. There are no clear cut lines on leadership issues like this. Every situation is unique. That’s why we keep learning and developing in these areas.

How do you decide when to allow someone fail and when to save them the agony?

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Ways I Lead as a Leader of Leaders

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I have been asked the difference in being a leader of leaders and leading followers. It’s one of my favorite questions. The question ultimately points to a paradigm of leading people by which I try to lead.

I know I want to attract and retain leaders on our team. I don’t want a bunch of people waiting for me to make a decision or who fail to take initiative. Ultimately, I want people who will lead me.

Even though I have a leadership blog, podcast and book, it shouldn’t surprise anyone that I am not a perfect leader. I have so much room to grow as a leader. I have discovered, however, is the difference in how I lead if I want to lead leaders. And the difference is huge.

I could choose to be a boss and simply require people to perform for pay. To lead leaders requires a different skill set. It challenges the way I lead.

As a leader of leaders…

I say, “I don’t know” a lot. If I have all the answers, the team will have fewer of their own. I need to be leading people – encouraging them to lead – more than I’m instructing people.

I often have to admit “I didn’t know about that”. Whatever “that” is – until after a decision has been made, I simply didn’t know it was happening until it was. Granted, I don’t like surprises that may cause controversy in our church, but our team needs the freedom to “lead out” on things without my involvement if they are truly leaders. And if I’m leading well you won’t hear me say anything negative about what I don’t know, because I support my team’s ability to make decisions.

I encourage learning from someone besides me. After all, I don’t have all the answers. Some days, without my team, I don’t have any. They need to be learning from others so they can bring new ideas back to the team.

I allow people make mistakes. And I’m glad they let me make some too. It’s one of the best ways we learn from life and each other. This is created by culture. People know whether or not they can try new things by the way a leader responds when things don’t work as well as they team hoped they would.

I try to steer discussion more than have solutions. And I find meetings become more productive. Work becomes more efficient.

I believe in dreams other than my own. People have opinions and ideas. The best ones aren’t always mine.

I say “we” more than I say “me”. (Except in this post) A team is more powerful than an individual effort. A leader of leaders has a leadership vocabulary that’s inclusive of others. It’s not “my” team it’s “our” team.

I strive to empower more than I control. Leadership stalls when we try to determine the outcome. It thrives when we learn and practice good delegation.

I’m not afraid of being challenged by people on our team. I’m not saying it “feels good” to be critiqued, but I know it’s a part of making us better.

I seldom script the way to achieve the vision. In fact, I never script it alone. I try to always include those who have to implement the plan into the creation of the plan. And, by experience, it seems to be a more effective way to do things.

If you try to lead leaders, what would you add?

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4 Free Ways to Develop People You Lead

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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. One of the more common is something like this: “Ron, how do you develop people you lead?”

Often they are hoping I will consult with their team. I’m always willing to if we can find the time. They will often, however, follow that question by saying they don’t have a lot of money to spend.

Okay, I get that. Really, I do. I should point out that development of your people may be one of the more important investments a leader can make. (In financially hard times, I’ve seen leaders cut the things they need to keep most, such as development and marketing.)

But there are inexpensive – and even free – ways to develop people you lead.

Are there ways to stimulate development of leaders regardless of size of the budget?

I think there are. So, here is some “free” advice.

Here are 4 free ways to develop people you lead:

Be generous with knowledge

It has been said knowledge is power. That’s certainly true when it comes to leadership. It’s been interesting to watch over the years how some of the best leaders have had power simply because they had more information.

Likewise, to help people on our team grow, I know I must share whatever I know. I must communicate fluently. Equally true, I 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 develop and grow.

Model integrity and good leadership

Character isn’t taught, but it can certainly be modeled. Any leader desiring to develop 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 develop 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.

Give ample opportunity to lead

Most aspiring leaders are simply waiting for a break. They are seeking an opportunity; often inwardly screaming, “Give me a chance”.

I know if I want to develop 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.

Let people develop through good and bad experience 

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

To develop leaders we must give others ample chances to live firsthand in the stress of leadership. I realize one of my roles as a leader is releasing my right to control an outcome to provide people with their own experience as a leader. They need to feel ownership and responsibility for an outcome – even if that outcome is less than they (or we) hoped to achieve. They will develop through the process.

Give those four ways a chance in your leadership and watch the people around you grow.

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A 4 Word Outline to Evaluate Any Event

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Evaluation may be equally important to the planning, which goes into any event. For churches, just as we ask God to direct our thoughts and energies in creating an event, we should ask Him to direct us in evaluating. What worked and what didn’t work is important to know. The way you evaluate any event helps determine how well you do with similar events in the future.

Let’s say you want to evaluate a major event, such as Easter with some of your team. And I think you should.

(I also understand some will struggle with the word “Event” being used to describe Resurrection weekend. You can call it anything you want. I’m using the word so this idea can help you evaluate more than just Easter weekend.)

How do you structure the evaluation process so you capture feedback, which is helpful, but you aren’t just throwing out random ideas you will never implement? How do you gather plenty of information for future use, but keep the conversation from getting off track and becoming unproductive?

You need to script how you evaluate any event.

First, make sure the right people are in the room. I’ve done this in large and small settings, but you want voices at the table who can speak to most of what you were evaluating.

For example, if we were evaluating our Easter weekend, it would make no sense if the only ones evaluating were the worship team and me. We were on the platform most of the time or only in our worship center. You need people who observed how guests were treated, what was happening in our parking lots, if children were cared for and whether or not the bathrooms were kept clean.

Of this group, I also want positive-minded people who love the church and want to continue to see us improve – even if it means changing things in the future.

So, after the right people are in the room, here is a simple format I’ve done which helps the process move along to evaluate any event.

It’s simple, but it works.

I’ve often gone to the board and written an outline for us to follow – a script if you will – to guide our thoughts to evaluate effectively.

Write down each of the words in bold, ask the questions. You can think of better questions to add than I have. Feel free to list some in the comments of this post. Let people talk through each one.

Duplicate –

  • What did we do well?
  • Of all the things we did, what worked best?
  • What do we know we want to do again next time?

The goal here is to talk about and discover those things, which need to be repeated next time. These things worked. They fully helped you live out your vision and the goals for the event. These are often the “no-brainers” and are usually easily drawn out from the discussion. Give people plenty of time here. This is part of the celebration.

Develop –

  • What was good, but could be better?
  • Where did we see the greatest energy, that with a little more effort could be huge?
  • What do we know is a part of our values for the event — or for our church (or organization) — but it didn’t get enough attention?

This is one of the most important parts of the discussion. Here you want to discover things, which have the potential to really take your event to the next level – next time. Try to keep discussion centered only on the development of existing things you do at this point. You will get to new things in a minute.

By the way, you don’t want to add a ton of new things to an event unless what you did was terribly bad and you need to start completely over with all new. Most of the time developing what you currently do and making it better is easier for people’s tolerance to change and is more effective.

Dump –

  • What do we not need to do again?
  • Be honest, what didn’t work at all?
  • What was the most draining effort, but produced little or no return for the investment?
  • Simply put, what is tired, worn out, ready to be laid to rest before we do this again?

If dump is too strong a word for you, maybe use the word “delete”. The idea here is what do you need to not do next time? You need to discover what needs killing. Don’t be shy here.

This could be the hardest part of your discussion. This is where turf wars develop and feelings can come to the discussion, but you have to do it. If it didn’t work and it was expensive or labor-intensive, (and you have the leadership ability to navigate the change), consider getting rid of it next time.

The reason it’s so important is you can use the energy to pour into things you listed under the develop heading. You can’t do everything. Also, you don’t want to take too much away from people without giving them something back, which is even better.

Dream –

  • What’s the wildest idea we could think of to do next time?
  • If money was not an option, what would we do to make this better?
  • What could we add next time that has the potential to be a “signature” aspect?

This is sometimes my favorite one. I wouldn’t suggest you put a ton of time into it – and don’t do it at all until you’ve done the others, but give some time to dreaming about the future. Honestly, I prefer the Develop one over this one as far as sustainability and productivity goes. Yet, some really great ideas can originate here.

Perhaps time this and stop when the ideas begin to turn really crazy. Allow people an opportunity to stretch the event into something no one has ever even imagined. You might even schedule a whole other meeting just for this one sometime in the near future. You should also create an atmosphere where wild, stretching ideas are welcome to be thrown on the table.

Also, the senior leader doesn’t have to be the moderator as you evaluate any event.

Depending on the group someone else may be better at this and let you participate more in the discussion.

Make sure someone is the recorder in the room. We sometimes write ideas under the words and take a picture of the board, but I always suggest someone record these ideas into a document of some kind. We frequently create a Google Doc, which we can share with others and store for later use. The more organized you are with your notes the more useful they will be next time you’re ready to do the event again.

Bonus idea: You can give out this form before the event begins so people can “evaluate an event” as they go.

Finally, I’d limit the time on this whole process. Maybe allot time to each one and then come back to them if you have time. It can grow stale if you linger too long in one of these discussions.

I hope this helps you evaluate any event. I’d love to hear from you if it does.

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