“I have been broken so badly (in leadership) it is a wonder the pieces ever got put back together again. You have a choice you must make every day. Most people will choose to deny the pain or blame others, or you can accept it and in the middle of that pain, you can listen to God. He will say things to you He could not say under any other circumstances.” -- Gordon MacDonald at Germany WCA Conference.
Citado por Peter Scazzero no FB.
Mostrando postagens com marcador motivação. Mostrar todas as postagens
Mostrando postagens com marcador motivação. Mostrar todas as postagens
sábado, 28 de janeiro de 2012
segunda-feira, 2 de janeiro de 2012
To my fellows pastors: 10 key points you should remember this coming year (Rick Warren)
As pastors we live with the constant tension between the ideal (our dream for our church) and the real (how things actually are). Here are 10 key points I want you to remember this coming year
1. Ministry is a marathon, not a 50-yard dash. It’s not how you start that matters. It’s how you finish the race. Sustainability counts more than speed. Don’t give up! Paul tells us to run the race for a “heavenly reward that never disappears” (1 Cor. 9:25). Live with your eyes on eternity.
2. Every church is large in God’s eyes. In God’s eyes, there is no such thing as a small or insignificant church. Jesus died for your church. That’s how much your ministry matters to God. It is the Body and Bride of Christ. The church is the only thing on earth that will last forever.
3. There is no correlation between the size and strength of a church. A church can big and flabby just as a church can be small and wimpy. Neither big nor small is better. Healthy is better. Strong is better. Focus on developing people and God will build his church.
4. Never compare your ministry to anyone else’s. God says it is foolish to compare (2 Corinthians 10:12). Why? First, you can always find someone doing a better job than you and you’ll get discouraged. Second, you can always find someone you’re doing a better job than, and you’ll become prideful. Either one can sabotage your ministry. When you get to heaven, God won’t say, “Why weren’t you more like (some other pastor)? He made you to be you and if he didn’t want you to be you, he wouldn’t have created you!
5. Live for an audience of One. The moment you start worrying about what other people think, your ministry is handicapped. If criticism is true, listen and learn from it. If it is false, ignore it and forget it. Remember that God is the ultimate judge of your life and ministry. Maintain a tough skin and tender heart.
6. Never criticize nor envy another ministry. I’ve seen more pastors defeated by these two traps than anything else. A critical or an envious spirit quenches God’s anointing. God loves to bless people you disagree with! “Who are you to judge someone else's servant? To his own master he stands or falls. And he will stand, for the Lord is able to make him stand” (Romans 14:4). God is watching your reaction to the failures and successes of your brothers. We are to “Rejoice with those who rejoice; mourn with those who mourn” (Romans 12:15).
7. Be humble or you’ll stumble. He who gets too big for his britches will inevitably be exposed in the end! Whenever I am prideful I become the enemy of God because “God opposes the proud but gives grace to the humble.” Humble people are teachable and don’t rush to judge others Humility is being honest about your weaknesses. Humility is not thinking less of yourself; it is thinking of yourself less! It’s not about you!
8. Learn from everyone. The danger of looking at lists such as, “The 100 fastest growing churches”, or “The 50 largest churches” is that you’ll compare and compete. Bad idea! Instead, learn from the models represented by the churches on those lists. The Bible tells us that skill, not merely dedication, is what brings success (Ecclesiastes 10:10). Work smarter, not harder. Every time I hear about anyone making an impact, I say, “Amen! Now teach me how to do it too!” All leaders are learners. The moment you stop learning, you stop leading. You can learn from anyone if you ask the right questions.
9. Remember all growth is seasonal. Every living thing goes through seasons of growth (spring and summer) and dormancy (fall and winter). Churches go through these seasons. Healthy growth takes TIME. When God wants to make a mushroom, he takes 6 hours. When he wants to make an oak tree, he takes 60 years. Do you want to be a mushroom or an oak tree?
Churches that explode overnight are not necessarily growing; they may simply be swelling by attracting believers who transfer from other churches. That is not legitimate growth. Conversion growth is real growth, so focus on how many new believers you are winning and baptizing, not your attendance.
Nothing bears fruit year round. Your church may be in a Fall-like season right now (no leaves, no fruit) or winter (everything seems dead.) Keep on believing, learning, loving, and putting down roots. Spring and summer are coming! Hang on! The tide goes out, but it always comes back in.
10. Never confuse prominence with significance. My nose is prominent but I could lose it and still live a happy life. On the other hand, my lungs and liver will never been seen but they are far more significant. I’d die without them. You may be serving a small town or in circumstances with limited growth potential. So what? God put you there, and you’d better stay where God put you until God chooses to move you! God has every hair on your head numbered; your ministry matters to the Kingdom!
We’re all in this together. We’re on the same team, and one day we’ll all celebrate together at the feet of Jesus! Be faithful! Keep your eyes on Jesus! God created you. Jesus died for you. The Holy Spirit lives in you. You’ve been called, gifted, and anointed for your ministry. Never give up!
1. Ministry is a marathon, not a 50-yard dash. It’s not how you start that matters. It’s how you finish the race. Sustainability counts more than speed. Don’t give up! Paul tells us to run the race for a “heavenly reward that never disappears” (1 Cor. 9:25). Live with your eyes on eternity.
2. Every church is large in God’s eyes. In God’s eyes, there is no such thing as a small or insignificant church. Jesus died for your church. That’s how much your ministry matters to God. It is the Body and Bride of Christ. The church is the only thing on earth that will last forever.
3. There is no correlation between the size and strength of a church. A church can big and flabby just as a church can be small and wimpy. Neither big nor small is better. Healthy is better. Strong is better. Focus on developing people and God will build his church.
4. Never compare your ministry to anyone else’s. God says it is foolish to compare (2 Corinthians 10:12). Why? First, you can always find someone doing a better job than you and you’ll get discouraged. Second, you can always find someone you’re doing a better job than, and you’ll become prideful. Either one can sabotage your ministry. When you get to heaven, God won’t say, “Why weren’t you more like (some other pastor)? He made you to be you and if he didn’t want you to be you, he wouldn’t have created you!
5. Live for an audience of One. The moment you start worrying about what other people think, your ministry is handicapped. If criticism is true, listen and learn from it. If it is false, ignore it and forget it. Remember that God is the ultimate judge of your life and ministry. Maintain a tough skin and tender heart.
6. Never criticize nor envy another ministry. I’ve seen more pastors defeated by these two traps than anything else. A critical or an envious spirit quenches God’s anointing. God loves to bless people you disagree with! “Who are you to judge someone else's servant? To his own master he stands or falls. And he will stand, for the Lord is able to make him stand” (Romans 14:4). God is watching your reaction to the failures and successes of your brothers. We are to “Rejoice with those who rejoice; mourn with those who mourn” (Romans 12:15).
7. Be humble or you’ll stumble. He who gets too big for his britches will inevitably be exposed in the end! Whenever I am prideful I become the enemy of God because “God opposes the proud but gives grace to the humble.” Humble people are teachable and don’t rush to judge others Humility is being honest about your weaknesses. Humility is not thinking less of yourself; it is thinking of yourself less! It’s not about you!
8. Learn from everyone. The danger of looking at lists such as, “The 100 fastest growing churches”, or “The 50 largest churches” is that you’ll compare and compete. Bad idea! Instead, learn from the models represented by the churches on those lists. The Bible tells us that skill, not merely dedication, is what brings success (Ecclesiastes 10:10). Work smarter, not harder. Every time I hear about anyone making an impact, I say, “Amen! Now teach me how to do it too!” All leaders are learners. The moment you stop learning, you stop leading. You can learn from anyone if you ask the right questions.
9. Remember all growth is seasonal. Every living thing goes through seasons of growth (spring and summer) and dormancy (fall and winter). Churches go through these seasons. Healthy growth takes TIME. When God wants to make a mushroom, he takes 6 hours. When he wants to make an oak tree, he takes 60 years. Do you want to be a mushroom or an oak tree?
Churches that explode overnight are not necessarily growing; they may simply be swelling by attracting believers who transfer from other churches. That is not legitimate growth. Conversion growth is real growth, so focus on how many new believers you are winning and baptizing, not your attendance.
Nothing bears fruit year round. Your church may be in a Fall-like season right now (no leaves, no fruit) or winter (everything seems dead.) Keep on believing, learning, loving, and putting down roots. Spring and summer are coming! Hang on! The tide goes out, but it always comes back in.
10. Never confuse prominence with significance. My nose is prominent but I could lose it and still live a happy life. On the other hand, my lungs and liver will never been seen but they are far more significant. I’d die without them. You may be serving a small town or in circumstances with limited growth potential. So what? God put you there, and you’d better stay where God put you until God chooses to move you! God has every hair on your head numbered; your ministry matters to the Kingdom!
We’re all in this together. We’re on the same team, and one day we’ll all celebrate together at the feet of Jesus! Be faithful! Keep your eyes on Jesus! God created you. Jesus died for you. The Holy Spirit lives in you. You’ve been called, gifted, and anointed for your ministry. Never give up!
quarta-feira, 30 de novembro de 2011
Do or Die Roles for Every Senior Leader (Michael Warden)
Being the senior leader of an organization is a tough job. Of course, if you are a senior leader, you already know this. People at all levels of your organization regularly place a diverse array of expectations on you and your time. Everyone, it seems, has an opinion on how you should do your job and even what your job should be. And they don't mind telling you (and/or everyone else) when they don't think you're doing it right.
In such a cacophonous environment full of disparate and often opposing demands, it can be difficult for senior leaders to discern just where the lines should be drawn between their job and everyone else’s. Regardless of the size of the organization or the specifics of your particular org chart, what are the roles all senior leaders must fulfill in order for their organization to thrive and grow? Opinions vary—so here’s mine: a list of a few of the roles that I believe are essential for all senior leaders to hold.
1. Keeper of the Mission & Vision for the organization:
Part of your role is to champion the Mission & Vision of your organization and to ensure the team is always moving toward those ends. Because Vision leaks and Mission slips out of focus over time, you have to make it your job to keep the Mission front and center in your people’s eyes, and keep casting vision for the better world you’re all trying to create by pursuing it. And while you should consistently avoid micro-managing your people, in any area where you see the Vision or Mission not being effectively pursued and honored, you have full authority to step in and make whatever changes are necessary to bring that area back in alignment with the Mission & Vision.
2. Keeper of the Values:
Another part of your role is to continually promote and champion the core values of the organization. Every action you take, every conversation you have, every request you make of your team needs to be clearly grounded in and motivated by one or more of your organization’s core values. Anything you’re doing that can’t be directly tied to your core values in this way—either drop it or delegate it to someone else. As the visionary leader of your organization, you are the embodiment of the values. If you don’t live them, who will? As with Mission & Vision, anytime you see the values not being honored in a process or project, you have full authority to step in and do whatever is required to see that the core values are not undermined.
3. Voice of Reality:
Many leadership experts say the chief job of a leader is to “define reality” for those they lead. Another perhaps more useful way to say this is simply “naming what is going on.” Part of the role of Senior Leader is to help the team see the truth of where they are and what needs to happen next to move forward. In this sense, you become like the “red dot” on the map in the shopping mall, identifying “We Are Here.” This defining work includes several areas, such as where we are financially, where we are relationally, where we are with respect to our Mission, Vision, & goals, where we are in relation to our values, and so on.
4. Developer of Teams:
In particular, the core leadership team of the organization. Part of your role is to lead, coach, and mentor the core group of leaders who report directly to you and have significant oversight over the organization as a whole. For you to do this effectively, this team must be filled with people who you believe in and trust and who (like you) think in terms of “we” instead of “me” (in other words, Stage 4 Tribal leaders). You have full authority to choose those team members that you know you can work with and who have the appropriate skills for this role.
5. Chief Encourager and Celebrator:
Senior Leaders are typically wired to always be pushing forward toward the next challenge, so this can be a tough role for them to fill. But celebration and affirmation for a job well done is a critical part of every senior leader’s job. You must be the champion and cheerleader for those you lead—frequently encouraging them as they move toward a goal and regularly pausing to reflect on both victories and defeats and celebrate success as well as lessons learned. This rhythm of engagement and reflection/celebration is essential to your team’s overall health and critical to your role as their leader.
Source and full article here.
In such a cacophonous environment full of disparate and often opposing demands, it can be difficult for senior leaders to discern just where the lines should be drawn between their job and everyone else’s. Regardless of the size of the organization or the specifics of your particular org chart, what are the roles all senior leaders must fulfill in order for their organization to thrive and grow? Opinions vary—so here’s mine: a list of a few of the roles that I believe are essential for all senior leaders to hold.
1. Keeper of the Mission & Vision for the organization:
Part of your role is to champion the Mission & Vision of your organization and to ensure the team is always moving toward those ends. Because Vision leaks and Mission slips out of focus over time, you have to make it your job to keep the Mission front and center in your people’s eyes, and keep casting vision for the better world you’re all trying to create by pursuing it. And while you should consistently avoid micro-managing your people, in any area where you see the Vision or Mission not being effectively pursued and honored, you have full authority to step in and make whatever changes are necessary to bring that area back in alignment with the Mission & Vision.
2. Keeper of the Values:
Another part of your role is to continually promote and champion the core values of the organization. Every action you take, every conversation you have, every request you make of your team needs to be clearly grounded in and motivated by one or more of your organization’s core values. Anything you’re doing that can’t be directly tied to your core values in this way—either drop it or delegate it to someone else. As the visionary leader of your organization, you are the embodiment of the values. If you don’t live them, who will? As with Mission & Vision, anytime you see the values not being honored in a process or project, you have full authority to step in and do whatever is required to see that the core values are not undermined.
3. Voice of Reality:
Many leadership experts say the chief job of a leader is to “define reality” for those they lead. Another perhaps more useful way to say this is simply “naming what is going on.” Part of the role of Senior Leader is to help the team see the truth of where they are and what needs to happen next to move forward. In this sense, you become like the “red dot” on the map in the shopping mall, identifying “We Are Here.” This defining work includes several areas, such as where we are financially, where we are relationally, where we are with respect to our Mission, Vision, & goals, where we are in relation to our values, and so on.
4. Developer of Teams:
In particular, the core leadership team of the organization. Part of your role is to lead, coach, and mentor the core group of leaders who report directly to you and have significant oversight over the organization as a whole. For you to do this effectively, this team must be filled with people who you believe in and trust and who (like you) think in terms of “we” instead of “me” (in other words, Stage 4 Tribal leaders). You have full authority to choose those team members that you know you can work with and who have the appropriate skills for this role.
5. Chief Encourager and Celebrator:
Senior Leaders are typically wired to always be pushing forward toward the next challenge, so this can be a tough role for them to fill. But celebration and affirmation for a job well done is a critical part of every senior leader’s job. You must be the champion and cheerleader for those you lead—frequently encouraging them as they move toward a goal and regularly pausing to reflect on both victories and defeats and celebrate success as well as lessons learned. This rhythm of engagement and reflection/celebration is essential to your team’s overall health and critical to your role as their leader.
Source and full article here.
quinta-feira, 15 de setembro de 2011
Have you evaluated the heart of your team members lately? (Barry Werner)
Source: Barry Werner
Leaders must make it clear what it takes to be part of their team. Read Matthew 8:18-22.
As Jesus’ popularity throughout Israel grew, many people wanted to join His team—become one of His disciples. Jesus made it clear that to become a member of His team, individuals would have to be more devoted to Him than to personal comfort or even family approval. One way He screened those who wanted to be on His team was to test their level of commitment to Him and to the kingdom. Jesus never begged anyone to follow Him and He always issued tough challenges to potential followers. In fact, Jesus at times openly evaluated His followers to insure where they stood.
Every effective leader knows that a team can accomplish more than an individual. To function well a team must be committed to a common vision and purpose. Even though teams by nature require specialists, team members must be willing to work in unity for the emprovement of the whole rather than only personal advancement. Good team members are willing to combine their strengths to help one another succeed personally, benefit the organization, and honor God’s plan for interaction between people.
Have you evaluated the heart of your team members lately? Have you looked at their motivation for being on the team? Has selfish ambition replaced team synergism? Have you evaluated your own actions; are you doing everything you can to foster team spirit and mutual respect for each other? Team members’ commitment to the cause, the leader, and to each other is critical to an organization’s success.
terça-feira, 26 de julho de 2011
How I Almost Quit (John Piper)
If you are a disheartened pastor or leader, this is for you.
Are you so discouraged you don’t know what to do next? I want to help you get through this. Maybe this will help.
The following quote is from my journal dated November 6, 1986. I had been at Bethlehem 6 years. If you have ever felt like this, remember this is 24 years ago and I am still here.
The point is: Beware of giving up too soon. Our emotions are not reliable guides.
Am I under attack by Satan to abandon my post at Bethlehem? Or is this the stirring of God to cause me to consider another ministry? Or is this God's way of answering so many prayers recently that we must go a different way at BBC than building? I simply loathe the thought of leading the church through a building program. For two years I have met for hundreds of hours on committees. I have never written a poem about it. It is deadening to my soul. I am a thinker. A writer. A preacher. A poet and songwriter. At least these are the avenues of love and service where my heart flourishes. . . .
Can I be the pastor of a church moving through a building program? Yes, by dint of massive will power and some clear indications from God that this is the path of greatest joy in him long term. But now I feel very much without those indications. The last two years (the long range planning committee was started in August 1984) have left me feeling very empty.
The church is looking for a vision for the future—and I do not have it. The one vision that the staff zeroed in on during our retreat Monday and Tuesday of this week (namely, building a sanctuary) is so unattractive to me today that I do not see how I could provide the leadership and inspiration for it.
Does this mean that my time at BBC is over? Does it mean that there is a radical alternative unforeseen? Does it mean that I am simply in the pits today and unable to feel the beauty and power and joy and fruitfulness of an expanded facility and ministry?
O Lord, have mercy on me. I am so discouraged. I am so blank. I feel like there are opponents on every hand, even when I know that most of my people are for me. I am so blind to the future of the church. O Father, am I blind because it is not my future? Perhaps I shall not even live out the year, and you are sparing the church the added burden of a future I had made and could not complete? I do not doubt for a moment your goodness of power or omnipotence in my life or in the life of the church. I confess that the problem is mine. The weakness is in me. The blindness is in my eyes. The sin—O reveal to me my hidden faults!—is mine and mine the blame. Have mercy, Father. Have mercy on me. I must preach on Sunday, and I can scarcely lift my head.
Source: Desiring God
sábado, 23 de julho de 2011
5 Things That Can Destroy A Person’s Leadership (Brian Dodd)
Muhammad Ali once said, “It’s not the hardest hit that knocks you out. It’s the one you don’t see coming.” We can often survive direct hits. It’s the ground shocks that can destroy our ministries and leadership influence. So keep your ear to the ground.
As you are keeping your ear to the ground and listening to your people, the following are five things you should be aware of:
Lack of Unified Leadership - Disunity, or fragmented leadership, can destroy a leader’s influence. The result is competing voices and agendas. Factions are formed and certain individuals often attempt to fill the leadership vacuum.
Lack of Vision - Vision produces a visual need. Without vision, your people and teams walk around aimlessly. Often people will line up under a charismatic leader and whatever vision appears the most compelling.
Lack of Urgency - Because there is a lack of vision, there is a lack of urgency to fulfill it. Nothing exists that is worth sacrificing or investing your life in. Movement and advancement stops.
Lack of Trust - This results from continual missed expectations or broken promises. You must combat this by beginning to get a series of small wins under your belt. Declare victory anywhere you can.
Lack of Financial Resources - Ministry and organizational advancement costs money. Life change costs money. Financial resources fuel your future.
Pastors and leaders, if you have a lack of unified leaders, lack of vision, lack of urgency, lack of trust, and lack of resources, you are about to get hit with a ground shock.
Take a direct hit instead and address the issue today. You can survive a direct hit. It may be what it needed to save your leadership.
Source: Brian Dodd on Leadership
segunda-feira, 27 de junho de 2011
Sobre Visão
Baseado em uma palestra de Jeff Henderson
3 Níveis de Compromisso com a Visão em sua Igreja ou Organização
Nível 1 – As pessoas tem compromisso com a visão por se beneficiarem dela.
Nível 2 – As pessoas tem compromisso com a visão e contribuem com ela, desde que não precisem se sacrificar.
Nível 3 – As pessoas tem compromisso com a visão o suficiente para se dedicarem de coração a ela.
Observações
Nosso papel como líderes é guiarmos as pessoas do nível 1 ao nível 3.
As pessoas do nível 1são geralmente as que reclamam.
Mais sobre visão
Visão não é informação. O que as pessoas pensam: “não me dê informação, eu já tenho informação o suficiente; me dê inspiração”.
Visão é um exercício diário: o que eu fiz hoje para implementar a visão?
Como começar um movimento
Comece onde você está.
Comece com o que você tem.
Faça o que for possível.
Líderes que comunicam bem a visão são bons contadores de histórias.
Seu papel como líder é convencer as pessoas de que elas estão perdendo algo por não participarem deste movimento.
segunda-feira, 13 de junho de 2011
The Disease Of Leadership Regression (Bryan Dodd)
How many leaders want to go back to the “good old days” when life was much simpler? Often we wish to go back to a time that we feel was safer and felt much more in control. Leaders, this is an illusion! Don’t go there!
When we take our churches, organizations, and thought processes back to an earlier time, we run the risk of contracting Leadership and Organizational Regression. Though it feels safe, the “good old days” were not that good. In reality, going there can, in worst cases, destroy your organization.
“Been there. Done that” was cute when said by Forrest Gump but is not a leadership statement. Leaders should be “Going there. Doing that.” For leaders, the best days are always in front of us. Leaders by definition are taking people somewhere. They love breaking new ground.
Choose Innovation. Choose Spontaneity. Reject Regression. Reject Repackaging and Recycling Old Ideas.
Leaders, yesterday ended last night. Seize the day. Make a difference. Be the leader you were created to be. And for the sake of your leadership and all those you are responsible for, keep moving forward!
Source: full text here
quinta-feira, 19 de maio de 2011
What Your Team Needs You As A Leader To Give Them (Bryan Dodd)
“I have complexity. I need simplicity.” I heard a leader say today.
Life can become very complicated. We are constantly bombarded with information. Technology is changing at a pace that very few can keep up with. Relationships are always challenging.
I struggle with balancing work, parenting, being a husband, recreation, responsibilities, church life, aging parents, and personal growth. Currently, I am trying to read four books and not making much progress in any of them. Thank goodness my wife pays all the bills! I mean, it feels like a personal victory when I get the grass cut.
You know what’s funny. I need to stop whining because I have nothing to complain about. My life is no busier, complicated, or demanding than anyone else’s. We all struggle with balancing life’s tensions.
However, there is hope for all of us! In a word – Leadership. One of the great things about quality leadership is it provides solutions. Solutions bring simplicity.
Here are 10 things leaders provide that bring solutions and simplify your life:
1. Leaders bring inspiration instead of more information.
2. Leaders give direction.
3. Leaders lighten the load.
4. Leaders make additional resources available.
5. Leaders coach.
6. Leaders create and funnel opportunities to their team.
7. Leaders allow time for replenishment and refreshment.
8. Leaders build systems.
9. Leaders prioritize relationships.
10. Leaders say “Thank You”.
So keep your Rubik’s Cube. Complexity is overrated. I need solutions and simplicity. Leaders, what are you doing to bring simplicity to your life as well as those you lead?
...
quinta-feira, 9 de dezembro de 2010
Do You Lead Leaders or Followers? (Ron Edmondson)
In my leadership experience there are two kinds of leaders. Every leader has followers or they wouldn’t be able to lead, but among leaders there are those who are willing to lead leaders and those who will only lead followers. Sadly I have witnessed many pastors who fall into “follower only” category, refusing to allow leaders to develop in the church. Their fear of losing control or being upstaged causes them to keep laypeople from becoming leaders within the church.
That’s not to say that we don’t need to lead followers, because of course we do. Some of the best workers in an organization and in the church are those who care nothing about leadership. Plus, it’s hard to be a good leader until one learns to follow. At some point, however, those with the propensity towards leadership in any organization will want an opportunity to lead.
When those who are in the position of followers begin to lead the real leadership skills of the person at the top of the organization are tested. The leader of leaders allows other leaders to develop in the organization, gives them freedom to dream and gives new leaders a sense of ownership in their area of responsibility. They recognize that as leaders develop the entire organization advances and everyone wins. The leader of followers, on the other hand, tries to keep followers from ever becoming leaders.
It’s easier to lead only followers. They will do what is requested of them, they are loyal and not usually as critical. Every organization needs followers. If someone remains a follower, however, they aren’t usually interested in taking the organization to the next level. They wait for leaders to do that.
Reversely, when a person is stifled from realizing their full potential as a leader they will eventually either leave the organization or cause problems within the organization. I have especially seen this take place in the church. The organization as a whole suffers because they are limited to the level of success which can be realized by the intimidated top leader who refuses to let other leaders develop. If an organization allows people a chance to lead the organization’s potential for growth increases immensely.
Decide for yourself. Do you want to lead leaders or only lead followers? Personally, I prefer to lead leaders.
Source: http://www.ronedmondson.com/2008/09/do-you-lead-leaders-or-followers.html
That’s not to say that we don’t need to lead followers, because of course we do. Some of the best workers in an organization and in the church are those who care nothing about leadership. Plus, it’s hard to be a good leader until one learns to follow. At some point, however, those with the propensity towards leadership in any organization will want an opportunity to lead.
When those who are in the position of followers begin to lead the real leadership skills of the person at the top of the organization are tested. The leader of leaders allows other leaders to develop in the organization, gives them freedom to dream and gives new leaders a sense of ownership in their area of responsibility. They recognize that as leaders develop the entire organization advances and everyone wins. The leader of followers, on the other hand, tries to keep followers from ever becoming leaders.
It’s easier to lead only followers. They will do what is requested of them, they are loyal and not usually as critical. Every organization needs followers. If someone remains a follower, however, they aren’t usually interested in taking the organization to the next level. They wait for leaders to do that.
Reversely, when a person is stifled from realizing their full potential as a leader they will eventually either leave the organization or cause problems within the organization. I have especially seen this take place in the church. The organization as a whole suffers because they are limited to the level of success which can be realized by the intimidated top leader who refuses to let other leaders develop. If an organization allows people a chance to lead the organization’s potential for growth increases immensely.
Decide for yourself. Do you want to lead leaders or only lead followers? Personally, I prefer to lead leaders.
Source: http://www.ronedmondson.com/2008/09/do-you-lead-leaders-or-followers.html
segunda-feira, 16 de agosto de 2010
40% of Professionals Ready to Quit Work
Segue abaixo o texto em inglês. MAS ANTES, meus comentários sobre os motivos alistados:
Motivo 1: falta de conexão do líder com a equipe
Motivo 2: falta de reconhecimento do trabalho bem feito (meritocracia)
Motivo 3: falta de organização, prioridades e limites no trabalho
Motivo 4: problemas na contratação ou a pessoa mudou de visão
Motivo 5: arrogância? falha na distribuição de papéis na equipe? má contratação?
Motivo 6: é incrível como líderes "natos" podem ser rudes! Falta de limites e feedback aos rudes (sim, eu sei que é difícil confrontar uma pessoa rude na maioria das vezes)
Motivo 7: lamentável, mas a culpa é exclusivamente do chefe. Chefes precisam ser líderes-servo
According to a recent survey, 40 percent of professionals want to quit their job. I’m curious, is that higher than you would think? I’d love to know what percentage on our staff feels that way….(hopefully not that high!)
As one who studies and writes about organizational health, these numbers frustrate me. What can be done to improve job satisfaction? I love the interview Brad Lomenick did recently with Tony Hsieh of Zappos about their corporate culture. Check it out HERE. Zappos appears to be a place people want to work and one that is remaining very profitable.
According to the Nashville Business Journal, here is a list of reasons U.S. professionals cited for wanting to quit their jobs this year, accompanied by the percentage of respondents who cited the reason:
• Lack of communication and involvement by top management, 40 percent
• Lack of promotion despite good work results, 37 percent
• Overwork, 34 percent
• Lack of company “vision,” 31 percent
• Lack of belief in colleagues’ competence, 28 percent
• Lack of administrative support, 26 percent
• Rude colleagues, 21 percent
• Boss takes credit for their work, 20 percent
Read more: Survey: 40 percent of U.S. professionals want to quit – Nashville Business Journal
What do you think? Should the number be that high? Would you have thought it would be lower of higher? If you are brave, share which side of the percentage you are in today. Are you ready to quit…or loving your work? If you did, which would be your reason for quitting?
Fonte: Ron Edmondson
Motivo 1: falta de conexão do líder com a equipe
Motivo 2: falta de reconhecimento do trabalho bem feito (meritocracia)
Motivo 3: falta de organização, prioridades e limites no trabalho
Motivo 4: problemas na contratação ou a pessoa mudou de visão
Motivo 5: arrogância? falha na distribuição de papéis na equipe? má contratação?
Motivo 6: é incrível como líderes "natos" podem ser rudes! Falta de limites e feedback aos rudes (sim, eu sei que é difícil confrontar uma pessoa rude na maioria das vezes)
Motivo 7: lamentável, mas a culpa é exclusivamente do chefe. Chefes precisam ser líderes-servo
According to a recent survey, 40 percent of professionals want to quit their job. I’m curious, is that higher than you would think? I’d love to know what percentage on our staff feels that way….(hopefully not that high!)
As one who studies and writes about organizational health, these numbers frustrate me. What can be done to improve job satisfaction? I love the interview Brad Lomenick did recently with Tony Hsieh of Zappos about their corporate culture. Check it out HERE. Zappos appears to be a place people want to work and one that is remaining very profitable.
According to the Nashville Business Journal, here is a list of reasons U.S. professionals cited for wanting to quit their jobs this year, accompanied by the percentage of respondents who cited the reason:
• Lack of communication and involvement by top management, 40 percent
• Lack of promotion despite good work results, 37 percent
• Overwork, 34 percent
• Lack of company “vision,” 31 percent
• Lack of belief in colleagues’ competence, 28 percent
• Lack of administrative support, 26 percent
• Rude colleagues, 21 percent
• Boss takes credit for their work, 20 percent
Read more: Survey: 40 percent of U.S. professionals want to quit – Nashville Business Journal
What do you think? Should the number be that high? Would you have thought it would be lower of higher? If you are brave, share which side of the percentage you are in today. Are you ready to quit…or loving your work? If you did, which would be your reason for quitting?
Fonte: Ron Edmondson
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