Essentials for Emerging Leaders | Part Two

Emerging Leaders can have an Impact if Empowered to do so! However, there are some principles that developing leaders must embrace before moving forward. These are critical for them to gain the opportunities that they are expecting. Once novice leaders embrace these realities they will unlock favor and unleash exponential growth.

Conflict is Good! Not necessarily pleasant or cherished but good nonetheless. The writer of Proverbs puts it into perspective with this observation; “Just as iron sharpens iron, friends sharpen the minds of each other.”

• The reality is that not everyone sees problems and opportunities through the same lens. Life shapes each person differently from family culture to positive/negative experiences. Together they give each individual a separate viewpoint which can be very valuable to the organization. The leader who refuses to yield their perspective or let go of their solution(s) will be viewed as intolerant and egotistical. Therefore, shutting down the opportunity to collaborate with others for the highest ideals and strategies.

• It’s in the clash of two opposing ideas that truth, best practices, and even personal growth can emerge. There is always more than one way to get a job done. However, the best solution can be lost, unless the proponent of that idea is invited to discuss it without feeling threatened or demeaned. Leaders who create environments for honest and vulnerable conversations will lead teams to their highest capacity. They build an atmosphere that releases truth because it is a safe place to unpack ideas. If a leader’s tendency is to shoot suggestions down or mock them, the team will remain silent waiting for orders.

• Conflict resolution principles should be applied when tension is present but, the main point here is that contention between more than one idea can be revelatory to all. When opposing viewpoints are welcomed they can knock the blinders off and allow for a broader perspective. There have been many “ah hah” moments in collaborative conversations. Leaders should never allow conflict to silence the pathway to discovery.

• The dynamic tension in disagreement can be a catalyst for character development. Character flaws get exposed in tension. A great leader will allow conflict to expose ulterior motives, conflicting values, and detrimental pride issues for the purpose of individual growth and team unity. Without character development team unity will never reach its maximum. In his book, Integrity, Dr Henry Cloud gives a great definition of what character means in this context: “Character = the ability to meet the demands of reality.”

IT IS ESSENTIAL FOR GROWING LEADERS TO HANDLE CONFLICT ENVIRONMENTS

Never Waste a Good Offence! The world is full of imperfect people. People can be misunderstood or they can deliberately manipulate. They have cultural differences, personality quirks, conflicting core beliefs and values that don’t align with others. People come from backgrounds that contain relational wounds, emotional hurts, and consequences of poor choices. Given these human discrepancies, at some point a person will experience a personal offence. The offence may be self imposed or brutally inflicted by someone they trusted. There is no way out of this life without an offence being experience. However, offences can be opportunities in disguise. They can be beneficial when the person gets on the other side of it.

OFFENCE IS AN OPPORTUNITY!

• An opportunity for personal growth…. When you outlive your critiques but thrive on truth behind what was said or assumed! Truth is what every leader needs in order to overcome blind spots. The discovery can found in the pain of taking things too personal.
• An opportunity to solve problems…. When you refuse to see opposing ideas as threats to your identity! The leaders identity is not in the contribution they bring to the team, but in their ability to be teachable and growth oriented. Moving past being offended can expose you to a world you may never have ventured to discover.
• An opportunity to build a team…. When you encourage debate for the sake of discovery & purpose! A team exists where every player is discovered, valued, and positioned where they can flourish. Insecurity in leadership mutes the input of their team. Wearing your offence in public can suppress the opportunity to reap the benefits of a team.
• An opportunity to see the future…. When you open yourself to see what’s beyond reconciliation! No one person can predict the outcomes of today’s decisions. A decision to reconcile may unlock the relational equity needed to revive momentum. The bible says there is safety in a multitude of counsel. Leaders minimize future mistakes by being vulnerable and refusing to be the only expert in the room! They reconcile differences to invite the wisdom of others to the table.

• A 360° plan is hammered out when all voices on the team are heard.

IT IS ESSENTIAL FOR AN EMERGING LEADER TO MANAGE RELATIONAL STRESS

PRO 29:18 “Where there is no progressive revelation (vision), the people cast off restraint.”

When the vision isn’t clear people begin to disconnect. People want to be a part of something greater than themselves. They desire to contribute. They want to know that their involvement moves the mission forward.

Effectively implementing vision requires several key features.

1. Leaders must be laser focused on the “why” of the organization. The “why” speaks to the motivation, the passion and the driving force for the company’s existence.
2. The leader must understand what problems are being solved by the team. Understanding what the team does well keeps everyone involved and focused on what’s important. It helps the company stay narrow and sharp rather than broad and inefficient.
3. Lastly, vision is about the future, the dream of what could be. Some would refer to it as the BHAG (big hairy audacious goal). That enormous something that requires growth, resources and people in order to be achieved. It provides the dream for tomorrow and ignites the desires to go there. BHAG creates the understanding that more investment is needed, more leadership development is required, more streamlining is vital. The dream of what could be says, “We haven’t arrived. There is another level. We have another mountain to climb.”

If a leader doesn’t have a vision, they will plagiarize it.

• No organization can live without vision.
• Even the most dynamic and charismatic leader requires vision. Because it, the vision, is what keeps the people following the leader.
• Ultimately, vision furnishes the adhesive which pulls the organization and its leadership together.

Vision, vision and more vision!

Emerging leaders are the hope for any organization!
Hopefully, they find themselves in an organization that develops, empowers and releases up-and-coming leadership. Should the budding leader be fortunate enough to land in such a place, they should look to cultivate the following ESSENTIALS, as they seek to advance and expand their influence.

A developing leader has a choice: SOLO or SQUAD

The greatest potential of any leader will only be realized by understanding that they have to have others to reach it. The graveyards are full of unrealized potential.

• Leaders who were determined to make it on their own.
• People too insecure to ask for help.
• Companies capped by owners who were threatened by the success of others.
• Churches capped by pastors/leaders unwilling to change.

John Maxwell was insightful when he made the statement, “Those closest to you will determine the level of your success.”

Two Things that drive leaders to go SOLO.

1. Insecurity — SOLO because they feel threatened by successful peers.
   The SQUAD never develops under insecure leaders. They gather followers who will never challenge their authority or champion other strategies to success.
2. Comparison — SOLO because they are blinded by need for approval and pride.
   The SQUAD never has a sense of value because the leader takes all the credit. Therefore, the SQUAD never fully contributes to push the leader forward to their greatest potential.

Two Things that inspire leaders to recruit a SQUAD.

1. Teamwork Makes the Dreamwork — SQUAD because they respect talent.
   Never SOLO since they empower those around them. They regard the success of others as a win for all.
2. Companionship Makes the Work Fun — SQUAD because they value others.
   Never SOLO because they appreciate diversity and team. They create an environment of honor and esteem.

John Maxwell:

You Are a Fool if You Think You Are Leading Only to Turn Around and Discover No One is Following!

IT’S ESSENTIAL TO INVITE OTHERS INTO THE JOURNEY!

Developing leaders need the right ATTITUDE to accomplish their ultimate purpose!

A prominent business school did a study on their graduates and found that 85% of their graduates’ success was attributed to attitude while only 15% was attributed to aptitude.

A bumper sticker read:

“My Idea of Team is a Whole Lot of People Doing What I Tell Them to Do”  

That’s one attitude of leadership that many fall into. However, it is opposite of what Jesus modeled and espoused when he said to his disciples, “You know that the rulers of this world lord it over their people, and officials flaunt their authority over those under them, but among you it will be different. Whoever wants to be a leader among you must be your servant, and whoever wants to be first among you must be the slave of everyone else. For even the Son of Man came not to be served but to serve others and to give his life a ransom for many.”

Jesus understood that people are not motivated by the skills or the position a leader possesses, as much as, they are by the attitudes the leader demonstrates.

How the leader acts in a given situation will be influenced by their attitude.

• Their attitude will determine their success or failure. A leader with a self-centered attitude will demoralize the workforce.
• Leaders that are concerned about the welfare of the team will inspire productivity and draw out the best in others.
• When it comes to customer satisfaction, attitude makes all the difference. John Maxwell tells of seeing a sign in a service station entitled:
  • Why Customers Quit. It read as follows: 1% Die, 3% Move Away, 5% Have Other Friendships, 9% Competitive Reasons (price), 14% Product Dissatisfaction, BUT…. 68% Quit Because of the Attitude of Indifference Toward Them By Some Employee.

THREE ATTITUDE STRESS POINTS FROM WITHIN:

1. Past Failure Leading to Fear of Failure
   Must see failure as a point of learning rather than a indictment on potential.
2. Personal Identity Leading to Compromise
   Must connect to the creative purpose in Christ rather than be defined by the lie of sin.
3. Unrealized Expectation Leading to Discouragement
   Must learn contentment in all seasons of life rather than be consumed by gratification!

THREE ATTITUDE STRESS POINTS FROM WITHOUT:

1. Criticism of Others Leading to Comparison
   Learn from the truth in criticism and grow from it without forsaking personal identity. 
2. Change of Life Leading to Insecurity
   Leverage change by seeing and seizing the opportunities without losing courage.
3. Conflict Leading to Anger / Unforgiveness
   Lean into conflict to resolve as much as possible without making personal judgements.

IT’S ESSENTIAL TO UNDERSTAND THAT ATTITUDES IMPACT EVERY RELATIONSHIP!

PRO 29:18 “Where there is no progressive revelation (vision), the people cast off restraint.”

When the vision isn’t clear people begin to disconnect. People want to be a part of something greater than themselves. They desire to contribute. They want to know that their involvement moves the mission forward.

Effectively implementing vision requires several key features.

1. Leaders must be laser focused on the “why” of the organization. The “why” speaks to the motivation, the passion and the driving force for the company’s existence.
2. The leader must understand what problems are being solved by the team. Understanding what the team does well keeps everyone involved and focused on what’s important. It helps the company stay narrow and sharp rather than broad and inefficient.
3. Lastly, vision is about the future, the dream of what could be. Some would refer to it as the BHAG (big hairy audacious goal). That enormous something that requires growth, resources and people in order to be achieved. It provides the dream for tomorrow and ignites the desires to go there. BHAG creates the understanding that more investment is needed, more leadership development is required, more streamlining is vital. The dream of what could be says, “We haven’t arrived. There is another level. We have another mountain to climb.”

If a leader doesn’t have a vision, they will plagiarize it.

• No organization can live without vision.
• Even the most dynamic and charismatic leader requires vision. Because it, the vision, is what keeps the people following the leader.
• Ultimately, vision furnishes the adhesive which pulls the organization and its leadership together.

Vision, vision and more vision!

A leader maximizes vision.

1. Vision is not easy to manage or maintain! A leader who masters the art of vision will lead the team to maximum impact!
2. Some leaders fail to realize that vision leaks! One has to continually create methods, platforms and delivery systems to promote the vision! It must continually be communicated.
3. The carriers of the vision have to continually broadcast it. Every environment and gathering of people should include some form of vision casting.

John Maxwell notes that “People buy into the leader before they buy into the vision, but the vision keeps the people following the leader.”

Thinking someone is going to go the long haul because of the leader’s charisma is wishful thinking! Young leaders sometimes gather others through magnetism, personality or expertise. That is as it should be but, while a leader may attract them, the power of vision will hold them.

Wise leaders know how to personalize the vision. They help others see themselves as participants.

PRO 29:18 “Where there is no progressive revelation (vision), the people cast off restraint.”

When the vision isn’t clear people begin to disconnect. People want to be a part of something greater than themselves. They desire to contribute. They want to know that their involvement moves the mission forward.

Effectively implementing vision requires several key features.

1. Leaders must be laser focused on the “why” of the organization. The “why” speaks to the motivation, the passion and the driving force for the company’s existence.
2. The leader must understand what problems are being solved by the team. Understanding what the team does well keeps everyone involved and focused on what’s important. It helps the company stay narrow and sharp rather than broad and inefficient.
3. Lastly, vision is about the future, the dream of what could be. Some would refer to it as the BHAG (big hairy audacious goal). That enormous something that requires growth, resources and people in order to be achieved. It provides the dream for tomorrow and ignites the desires to go there. BHAG creates the understanding that more investment is needed, more leadership development is required, more streamlining is vital. The dream of what could be says, “We haven’t arrived. There is another level. We have another mountain to climb.”

If a leader doesn’t have a vision, they will plagiarize it.

• No organization can live without vision.
• Even the most dynamic and charismatic leader requires vision. Because it, the vision, is what keeps the people following the leader.
• Ultimately, vision furnishes the adhesive which pulls the organization and its leadership together.

Vision, vision and more vision!

Great leaders understand that rest is not an enemy to productivity.

Building margins for rest is an absolute necessity to be an effective leader!

• Strategic downtime allows opportunity to refresh.
• Powering down provides the time for renewed creativity.
• Leaders should rest to become more productive.

Think about it, the God of creation worked six days but, on that seventh He rested! Jesus reinforced this when He was challenged by some Pharisees in Mark 2:27, “The Sabbath was made to meet the needs of people, not people meet the requirements of the Sabbath.”

• Rest is a gift.

However, leaders tend to redline rather than build a healthy rhythm.

• Some hold a high stressed schedule as a badge of honor.
• Their families suffer because they never have an “off” switch.
• Work becomes their identity.

Yet, research shows that ultimately they perform at a much lower level than counterparts who regularly disengage. Even Jesus habitually separated from the pace of life and went into the mountains to regroup (Matthew 14:23).

A healthy pace doesn’t happen by accident. It must be scheduled. These three times should be considered when building breaks into the work routine.

1. Build in a weekly hiatus. A day when you are free to rest. This is not the same thing as a day off to get the yard mowed, run errands or get the car serviced. This is a day when you disconnect and focus on replenishing.
2. There are times when multiple days should be taken. This season may be triggered by severe emotional stress where the leader is susceptible to burnout. Leaders may require time away to sustain their physical stamina or to protect their marital relationship.
3. There are situations that require an extended time away.

Here are some keys for extended breaks.

• Decide what type of rest is needed, emotional, physical, spiritual, relational or mental. This is important because there needs to be a focus during the time away.
• Determine the place or environment needed to best facilitate replenishment. It could be a beach, a mountain lodge, a reputable counseling center or a coffee shop.
• Decide when and put it on the calendar, schedule it. Lock it in and make the commitment necessary to act on it.
• Determine if there is a need for specific resources. Resources could include books, recreational equipment, counselors, friends, family or finances.
• Decide how you will detach and implement that plan. This would involve email, phones, text, social media, and delegating responsibilities.
• Determine the parameters for re-entry. This will allow totally detachment until it is time to re-engage. The plan might involve having a co-leader or an administrative assistant prioritize the workload that has accumulated. Determine how many days out emails, text, phone calls will be reinstated. A re-entry plan sets everyone’s expectations and provides the guidelines necessary for a healthy break.
• Deliberately secure accountability. Allow an outside voice to speak into your schedule?

There isn’t a “one size fits all” when it comes to taking time off. Every leader is wired uniquely. A wise leader will shift their negative perspective about rest and incorporate a

rhythm that is right for them. At the end of the day, rest is the primary purpose…..because Great leaders understand that rest is not an enemy to productivity.

Wrong hires are often the result of a poor interview process. The world is full of stunning résumés and well-coached applicants. It is also full of interview processes that involve little more than subjective conversations. Most are filled with typical interview questions. Where do you want to be in five years? Blah, Blah, Blah! Then it’s cross your fingers, wait and see if this works out.

Here are some shortcomings with the typical hiring process.

1. It’s about filling a position rather than recruiting the best person. The interviewer can be swayed by the candidate’s résumé, the candidate’s interview skills or an affinity with the candidate’s personality (or lack thereof). An open position is better than employing a person who will be detrimental in the long run.
2. It’s about looking for a skill set rather than discovering the overall fit. It should be about the team and the culture as well. The interviewer can presume upon the candidate and the team they will be working alongside. A failure to scrutinize chemistry and character can be overlooked because of the candidate’s competency. Every hiring manager wants the “Lebron James” of their world.

3. It’s about the standard job description rather than assessing the true needs. The interviewer is left with references to vet, job experiences to review and a task focused job description to employee the best candidate. Now they are trying to hire a square peg for a round hole. Other considerations must be given to qualifications, behavioral traits and skill sets needed for the candidate to be successful with the team, the culture and the mission.

4. It’s about the compensation and benefits packages rather than casting the vision for the candidate’s role. The interviewer represents the company’s assets rather than the company’s vision, values and culture. The candidate becomes a hireling instead of a vital team member. A vision-oriented employee will serve but an entitled employee will only take.

How to break the mold? Here are some considerations that might be better than the normal template!

1. Walk About Interview. Start in the conference room, applicants expect that setting. Now take them on a stroll through the offices. Prepare the team ahead of time. You could even have some of the lead staff dress down to disguise their positions.

• How do they interact with people? Do they respond differently based upon position or do they treat everyone with the same regard? Look for character not charisma.
• What type of questions do they ask? Do they want to know the how or do they want to discover the why? Look for passion not potential.
• When do they get uncomfortable in conversations? Do they want to protect their image, or do they have relational struggles? Look for challenges not chemistry.

2. Curveball Questions. Candidates are ready for the standard questions, now give them something from left field. Strategize with your interview team beforehand.

• Get past the normal who, what, when and why’s of interviewing quickly.
• Ask hypothetical questions about a variety of topics but always get to the why. For example:  If you were dying, what three people would you want closure with and why? You have unlimited resources, what two causes would you want to support and why? Three people survive a plane crash, how do you rescue them?
• Look to discover their true self, not their interview self.

3. Team Talk. The usual interview process involves one person with a questions and answers approach. Try a team approach based upon conversations and interactions. Let the candidate know ahead of time that they will be having this type interaction.

• At some point, bring in players from a variety of departments.
• Make the setting conversational by having some of the team tell their personal story with the organization. You can then ask the candidate to comment on their perspectives regarding culture, values or mission related within the story.
• Allow the candidate to share their story with the team… ask them to focus on their why instead of their what… for example: “why did you enjoy doing that” instead of “what did you do?”
• Look for their personality, their values, their passions and their vulnerability.

Set Expectations: Before they leave the interview!

• When will they hear from you?
• What are the remaining steps before a final decision?
• What is the salary range for the position they are being considered for?

You want to clarify two things here:

1) What will be the starting salary?

2) What salary potential does the role have for their future?

• Do they have a desire to continue in the process?

Hire for the team not for the talent.