bishop talbert swan, ii facilitator 2014 leadership institute

Bishop Talbert Swan, II

Facilitator

2014 LEADERSHIP INSTITUTE

COMMITMENTTHE BUILDING BLOCK OFAN EFFECTIVE CHURCH

COMMON LAW MEMBERS

• Attend• Profess love for Jesus• Say they believe His word• Make no committement

NUMBERS 1

• Who can be counted on?• Mixed Multitude• Rabble• People of the Land

WHY BE COMMITTED?

• Disciple or Attender?• Committed Membership is

Biblical• Don’t Forsake the Assembly• Maintaining Accountability

QUESTIONS

• What membership organization works through non members?• Did you pay cash for your car or

home?• Are you in rebellion?• Are you blaming hypocrites?

THE 360 LEADER

MYTHS OF LEADING FROM THE MIDDLE• The Position Myth: I can’t lead if I’m not on top

• The Destination Myth: When I get to the top, then I’ll learn to lead

• The Influence Myth: If I were on top, then people would follow me

• The Inexperience Myth: When I get to the top, then I’ll be in control

MYTHS OF LEADING FROM THE MIDDLE• The Freedom Myth: When I get to the top, I’ll no longer be

limited

• The Potential Myth: I can’t reach my potential if I’m not the top leader

• The All or Nothing Myth: If I can’t get to the top, then I won’t try to lead

CHALLENGES FACING 360 LEADERS

• The Tension Challenge – the pressure of being caught in the middle.

Factors that impact the tension

Empowerment – Authority and responsibility

Initiative – How to balance initiating vs overstepping boundaries

Job Parameters – Knowledge

Appreciation – Who gets the credit

HOW TO RELIEVE TENSION CHALLENGE• Get comfortable in the middle

• Get clear lines of communication

• Get quick answers

• Maintain trust of the leader

• Find a way to relieve stress

BAD LEADERSHIP

• The Insecure Leader• The Visionless Leader• The Incompetent Leader• The Selfish Leader• The Chameleon Leader• The Political Leader (see Chameleon)• The Controlling Leader• The Bully Leader

HOW TO RELIEVE BAD LEADERSHIP CHALLENGE• Find common ground• Identify and appreciate leader’s strengths• Leverage strengths and add value• Get permission to develop a game plan• Expose the leader to good leadership resources• Publicly affirm the leader• Stay true to yourself

LEADING UP

• Be the type of person that others want to follow

• Manage emotions

• Manage time “Until you value your time, you will not do anything with it” M. Scott Peck

• Manage priorities• 80% of the time work where you are strongest

• 15% of the time work where you are learning

• 5% of the time work in other necessary areas

LEADING UP

• Create a stop doing list• Become a specialist• The ABC’s of energy management• Activity without direction – doing things that don’t

matter• Burden without action – not being able to do things

that really matter• Conflict without resolution – not being able to deal with

the issue

LEADING UP

• THINK• Make your words have value• LISTEN• Create balance in your life• Do your job well• For every problem you identify, bring a solution• Be honest – tell the leader what they need to hear, not

what they want to hear• Stand up for the leader• Stand in for the leader

LEADING ACROSS

• Expand your circle of acquaintances beyond:

• Your inner circle

• Your expertise

• Your strengths

• Your personal prejudices

LEADING ACROSS

• Take an interest in people

• Get to know people

• Respect people

• Add value to people

• Fill in their gaps

• Share with others

• Invest in their growth

• Take them along

LEADING ACROSS

• Affirm people – compliment in public, be genuine

• Enjoy healthy competition it creates camaraderie

• Be a friend• Listen

• Find an interest not related to work

• Be available outside business hours

• Have a sense of humor

• Be truthful – “A friend is one who warns you”

LEADING ACROSS

• “When the eagle are silent, the parrots begin to jabber”, W. Churchill – avoid office politics• Evade petty arguments• Stand up for what’s right – not popular• Maximize your vantage point from the middle, look at

all sides of the issue• Be credible and consistent• Let the best idea win

LEADING ACROSS

• Be Real/Authentic

• Admit your faults

• Ask for advice

• Be open to learning from others

• Put away pride and pretense (BE REAL)

LEADING DOWN

• Slow down

• Express that you care

• Create balance of personal and professional interest

• Pay attention when people start to avoid you

• It’s about the people. Tend to the people, they will tend to the business

LEADING DOWN

• See everyone as a 10 – not a 2

• Catch them doing something right

• Believe the best

LEADING DOWN

• Develop each team member as a person. Remember please, that development is a long term process• Discover each person’s dreams• Lead each person uniquely• Facilitate each person’s self knowledge• Engage in hard conversations readily• CELEBRATE• Empower and prepare them for leadership

LEADING DOWN

• Discover their strengths

• Give them the right job

• Provide world class training

LEADING DOWN

• Model desired behavior

• The leaders

• Behavior determines the culture

• Attitude determines the atmosphere

• Values determines the decisions

• Investment determines the return

• Work ethic determines the productivity

LEADING DOWN

• Transfer the Vision with

• Clarity

• Connection to past, present and future

• Purpose

• Goals

• Stories (STAR)

• Passion

LEADING DOWN

• Reward for results

• Praise publicly and privately – talk is cheap unless you back it up with money

• Remember please, you get what you pay for

• Reward individually

• Give perks beyond pay

• Promote

TEAM BUILDING

• Visionary leaders are willing to hire people better than themselves

• Wise leaders shape people into teams

• Wise leaders listen

WITHOUT A LEADER

• Vision is lost

• Decisions are delayed

• Agendas multiply

• Conflicts are extended

• Morale is low

• Production is reduced

• Success is difficult

QUALITIES OF 360 DEGREE LEADERS• Adaptability

• Discernment

• Perspective

• Communication

• Security

• Servanthood

• Resourcefulness

• Maturity

• Endurance

• Countability