CHMN Leadership and Church Management Welcome

							Doctor of Ministry Program
CHMN747 Christian Leadership
2007 Euro-Asia Cohort

Welcome!
Matthew 27: 35-54
Getting Acquainted
Turn in journals and
reading reports you have
ready.
   Turn in copies of any completed pre-
    intensive reading reports to the front.

    Be certain your name, cohort, module
    title, and date are on the front or
    outside.
The leader of the future will be the one who
dares to claim his irrelevance in the
contemporary world as a divine vocation that
allows him or her to enter into a deep
solidarity with the anguish underlying all the
glitter of success and to bring the light of
Jesus there.
Henri Nouwen
The Nature and Structure of:


 The  Doctor of Ministry
  Program
   32 credits
   Four modules
   In-ministry
   Vision
   Self-directed
The leadership concentration


    Portfolio
    A ministry embedded project
    Four or five years
    Transformational activity
Module one
   Orientation
   Ministry Development Plan
   Six essentials of leadership and
    fourteen administrative practices
   leadership theory, theology of
    leadership, vision, integrity, leading in
    diversity
Goals for Module One
   Establish the Cohort as a Learning Community
   Theory
   Theology
   Vision
   Integrity/Ethics
   Diversity
   Establish Work Groups
   Initiate Thinking Regarding Project
   Orientation (work group, portfolio, project, journaling)
   Establish the Competencies
The Assignments
The long painful history of the
Church is the history of people
ever and again tempted to choose
power over love, control over the
cross, being a leader over being
led.
Henri Nouwen
A Survey of Leadership Theory
Your Personal Best Leadership
Experience
   Spend 5 minutes reflecting on a positive
    leadership experience. Write a brief paragraph
    about it.
   Turn to one other person
   Each person describe their personal leadership
    experience while the other listens and take notes
    about what leadership practices were evident
   What have you learned about leadership?
    Defining Leadership – React to
    These Statements (How would
    you revise them?)
    A Discussion

   Leadership means having a vision and
    getting people to realize it
   Leadership is the ability to perform
    managerial functions associated with
    positions of authority
A Review of Leadership
Theory
   The good man
   The great man
   Historical
   Situationalist
   Influence
   Adaptive work
   Relational
What Leadership Is Not
It is not leadership from any one person that is required,
it is an aspect of leadership each of us summons from
within. In this respect, the same qualities we have
sought in one person can be found distributed among
many people who learn, in community, to exercise their
"leadership" at appropriate moments. This occurs when
people are vitally concerned about issues or when
executing their responsibilities. Leadership thus
becomes a rather fluid concept focusing on those
behaviors which propel the work of the group forward.
J. Nirenberg
    Leadership makes a difference -
    Bell and Dudley
    Published in AUSS Fall 2002

   “Leadership Formation in Ministerial
    Education: Assessment and Analysis of
    Leadership Traits in Seventh-day Adventist
    Pastors in North America”
   Does pastoral success correlate with
    leadership traits
   The Leadership Practices Inventory of Kouzes
    and Posner
   Established criteria for success
   Two sample groups formed
           COMPARISONS OF “SUCCESSFUL” AND AVERAGE PASTORS
                    ON FIVE LEADERSHIP PRACTICES

Leadership Practice     Mean of Average Pastors Mean of “Successful” Pastors
_____________________________________________________________________________
Challenging the Process            35.4 (59%)                   43.0 (72%) .001*
Inspiring a Shared Vision          37.7 (63%)                   45.1 (75%) .001*
Enabling Others to Act             41.5 (69%)                   47.5 (79%) .001*
Modeling the Way                   39.7 (66%)                   45.5 (76%) .013*
Encouraging the Heart              38.7 (65%)                   45.7 (76%) .001*


Combined Leadership Practices      190.3                        228.0         .001*
_____________________________________________________________________________
       *Probability that the differences in the two samples results from chance. All numbers
have been rounded to the nearest tenth of a percentage point.
Having spent much of the last decade
researching organizational behavior and
ministry impact, I am convinced that there
are just a handful of keys to successful
ministry. One of the indispensable
characteristics of a ministry that transforms
lives is leadership.
George Barna
“Leadership as Relationship”
Relational leadership is composed
of four basic components
Orientation to the Ministry
Development Plan
Orientation to Journaling
What Does A Church (Or Other
Organization) Look Like When
Relational Leadership is Practiced?
Worldviews evolve beyond
dominance, toward relational
dialogue, and finally relational
meaning-making
CLC definition
Christian leadership is a dynamic
relational process in which people,
under the influence of the Holy Spirit,
partner to achieve a common goal - it
is serving others by leading and
leading others by serving.
Six Essentials of
Transformational Leadership
_____

Fourteen Administrative
Practices of Successful
Church Leaders
Six Essentials
   A God Given Passion Stirring Vision
   Demonstrating Faith Based Hope
   Exercising Solid Integrity
   Courage to Challenge the Status Quo
   Unswerving Belief in Empowering
    People
   Abundance mentality
Leadership Development
   It is more than training for administrative
    skills
   It is even more than developing
    leadership habits – what we call
    essentials
   It is first of all transforming
Jesus on Servant Leadership
   Matthew 20:20-28
   Mark 10:35-45
   Mark 9:35
   Luke 22:24-27
   John 13:1-17
   1 Peter 5:1-3
   Romans 12:1
Servant-Leadership is a practical
philosophy demonstrated by people
who choose to serve first, and then
lead as a way of contributing to
individuals and institutions.
“The servant-leader is servant first… It begins
with the natural feeling that one wants to serve,
to serve first. Then conscious choice brings one to
aspire to lead. He or she is sharply different from the
person who is leader first, perhaps because of the
need to assuage an unusual power drive or to acquire
material possessions. For such it will be a later choice
to serve – after leadership is established. The leader-
first and the servant-first are two extreme types.
Between them there are shadings and blends that are
part of the infinite variety of human nature.
The difference manifest itself in the care taken by the
servant-first to make sure that other people‟s highest
priority needs are being served. The best test…is: do
those served grow as persons; do they, while being
served, become healthier, wiser, freer, more
autonomous, more likely themselves to become
servants? And, what is the effect on the least
privileged in society; will they benefit, or, at least, will
they not be further deprived?”
Servant Leadership - Greenleaf
What distinguishes servant leadership is
the motivation behind our actions as
leaders.
Servant leadership means we also set
aside personal gain, make sacrifices, and
put the needs of others above the
direction we may prefer for ourselves.
Servant leadership is not weak, it has a
greater power and influence than
leadership based on force, reward, or
selfishness.
Servant leadership is in a deeper sense
natural. It flows out of our life-long
experience of spiritual formation.
For many years I have told people that although there
are a lot of books on leadership, there is only one
serious students have to read – Servant Leadership by
Robert K. Greenleaf…. Greenleaf invites people to
consider a domain of leadership grounded in a state of
being, not doing. He says that the first and most
important choice a leader makes is the choice to serve,
without which one‟s capacity to lead is profoundly
limited. That choice is not an action in the normal sense
– it‟s not something you do, but an expression of your
being.” Peter Senge, 1996, from the introduction to
Jaworski‟s Synchronicity
Christian Leadership Center
Position Paper
..\CLC\Servantleadershippositio
npaper.doc
Greenleaf - Indicators Of
Servant Leadership

   Do those being served grow as persons?
   Do they become healthier, wiser, freer,
    more autonomous?
   Are they more likely themselves to
    become servants?
   Will the least privileged benefit, or at
    least not further be deprived ?
“The only authority deserving one‟s
 allegiance is that which is freely
 granted by the led to the leader, in
 response to clear evidence of
 servant leadership.”

  Robert Greenleaf
Indicators of Servant
Leadership
Altruistic Calling

   Deep-rooted desire to make a positive
    difference in others’ lives
   Puts others’ interests ahead of their own and
    goes beyond the call of duty to meet others’
    needs
Do you have an Altruistic
Calling?
   What is something you feel deeply about in
    terms of serving others?
   What are you willing to give up to do it?
LISTENING

   They are genuinely interested in the views
    and ideas of others
   They encourage others to give input and
    they are active listeners
EMPATHY
   They earn confidence from others because
    they consistently are able to relate to the
    issues and problems that others face
   SLs must develop and demonstrate a strong
    empathic response to concerns and issues
    raised
    Emotional Healing

   Commitment to and skill in fostering
    spiritual recovery from hardship or
    trauma
   Followers turn to these leaders when they
    have a personal trauma
Do You Know an Emotional
Healer?
   When the chips are down, who provides
    emotional healing for you?
   What do they do?
AWARENESS

   Servant leaders have a keen sense of what
    is going on around them
   They are always collecting information
    from the environment to inform their
    opinions and decisions
Persuasive Mapping

   SLs never hide behind formal authority to get others
    to follow requests or suggestions
   Skilled at mapping issues or problems and
    conceptualizing greater possibilities
   Encourage others to dream great futures for the
    organization
   They convince rather than force
Do you know a Persuasive
Mapper?
   Has someone helped you frame a dream
    or vision and encouraged you to pursue
    it?
CONCEPTUALIZATION
   They avoid getting bogged down by the
    details, encouraging others to dream
    great dreams
   SLs will foster the creative process and
    encourage others to map their train of
    thought
FORESIGHT
   Servant leaders have developed a great
    ability to anticipate the future and its
    consequences
   SLs are adept at picking up patterns from
    the environment and predicting what the
    future will bring
    STEWARDSHIP
   Servant leaders believe that they are preparing
    their organization to make a difference in the
    world
   SLs are concerned with the destiny of an
    organization and work to position it to leave a
    great legacy of „good‟
GROWTH
   SLs believe that all people have something
    valuable to offer and will work hard to help
    others grow spiritually, professionally, and
    personally
BUILDING COMMUNITY
   Servant leaders create a community in the
    organization or workplace
   SLs focus on connecting people and make
    people feel like they are a part of something
    special
   People working with SLs identify strongly
    with their organizations
QUESTIONS FOR
REFLECTION

 Do I want to be a servant
  leader?
 What is my motivation?

 What must I do to become a
 servant leader?
Servant Leadership
Robert K. Greenleaf
        Book Discussion
Servant Leadership
Robert K. Greenleaf
   Who is the servant leader?
   How may one become a servant leader?
   Describe the servant organization.
   What are the implications of servant
    leadership for churches?
   Describe the behaviors of a specific
    person in modern history who
    demonstrates servant leadership.
The Leadership
     Challenge
  A Book Discussion
Form a group of four or five
and prepare a six minute
presentation…
   Review part one of the book. Describe the
    nature of leadership.
   Review part three of the book. Describe the
    nature and process of shared vision.
   Review part six of the book. Describe a
    process for creating community.
   Review part seven of the book. Describe an
    informed leadership development program.
Selecting Administrative Skills
Orientation to the Portfolio
Leadership and
      Integrity
People must think of us as Christ”s
servants, stewards entrusted with the
mysteries of God. What is expected of
stewards is that each one should be
found worthy of trust.
1 Corinthians 4: 1-2 JB
Martin Luther King; “…create leaders
 who embody virtues we can respect,
 who have moral and ethical principles
 we can applaud with an enthusiasm
 that enables us to rally support for
 them with confidence and trust.”
The Drive By Incident
A Narrative and Discussion
Integrity is the accumulated
response to the Holy Spirit leading
our personal life.
Project Orientation
Christian leaders cannot simply be
persons who have well informed
opinions about the burning issues of
our time. Their leadership must be
rooted in the permanent, intimate
relationship with the incarnate Word,
Jesus.
Henri Nouwen
“If you tell the truth, you never
have to remember anything.”
─ Mark Twain
Lack of integrity destroys trust
    Three Guiding Insights:


 My  beliefs determine my integrity
 My thoughts develop my integrity

 My actions demonstrate my
  integrity
                     I. Beliefs

   Predicated on our worldview
       Perception of integrity impacted by differing
        worldviews
   Personal values are predicated on our beliefs
   Integrity is the honest extension of our values
    as informed by our beliefs and worldview
                II. Thinking

   Integrity grows with the person
   Beliefs evolve with experience, revelation and
    reflection
   Values are in dynamic flux as we learn and
    grow
   Integrity flexes with growth in order to remain
    in sync with values, beliefs, and worldview
                 III. Actions

   Behavior is the fruit by which integrity is
    judged
   “Out of the abundance of the heart, the
    mouth speaks.” or does it?
   “As a man thinks in his heart, so is he.” or is
    he?
   Integrity requires congruence between the
    internal and external self.
When Values Collide:

The 2010 Executive Committee
Meeting
of the West Penn Conference
An Exercise
Philosophical Foundations

                   Integrated Me



              Protestant Belief: SDA



          Christian Philosophy: Protestant



          Religious Philosophy: Christian




                Worldview: Theistic
Integrity, Personal Individualism, and
Alignment of Values in an
Organization
       Who are we to be?

 Traditional focus is on the how and what
  aspects of being a leader (competency)
 Little attention is given to who is doing
  the what and how of leadership
 The WHO impacts the WHAT and HOW
  in establishing integrity
“So the point is not to become a leader.
The point is to become yourself, to use
yourself completely ─ all your skills, gifts
and energies ─ in order to make your vision
manifest. You must withhold nothing. You
must, in sum, become the person you started
out to be, and enjoy the process of becoming.”
─Warren Bennis
“Self-respect is the key indicator
of our integrity as a person.”
Smith, F., & Goetz, D. L. (1999).
How Leaders Demonstrate Integrity
            Levels of Integrity

1.    Personal
     Personal values and behavior provide a foundation
2.    Team
     Team is a unit that must adopt values and
        congruent behavior in order to be effective and
        to survive
3.    Corporate
     Organizational values inform practices
      Three qualities of integrity in
      leadership

   Self Consistency: Wholeness or Compartmentalization?
     Principles span all areas of life and leadership

   Personal Efficacy: High or Limited Sense of Agency?
     Sense of empowerment that allows action to express values

   Scope of Awareness: Global or Circumscribed?
     A sense that global citizenship brings responsibility beyond one’s
      own corner of the world
               ─ Bennis and Goldsmith, 1997, p.139
Case Study and Exercise - “Frito
Lay”
How Do You Practice Integrity
Daily?
           “Every one understands how praiseworthy it is in a Prince to
keep faith, and to live uprightly and not craftily. Nevertheless, we see
from what has taken place in our own days that Princes who have set
little store by their own word, but have known how to over-reach men
by their cunning, have accomplished great things, and in the end got
the better of those who trusted to honest dealing.
           Be it known, then, that there are two ways of contending, one
in accordance with the laws, the other by force; the first of which is
proper to men, the second to beasts. But since the first method is often
ineffectual, it becomes necessary to resort to the second. A Prince
should, therefore, learn how to use well both the man and the beast….
                   ─ Niccolo Machiavelli, The Prince, (1513)
Decisions in the Moral
                Realm

    . . . A Personal, Professional,
                           Spiritual
       Competency of Leadership
(Moral & Immoral Decisions)
(Moral & Immoral Decisions)

Those human actions which
significantly impact the well-being
of another human being.
(Moral & Immoral Decisions)

Those human actions which
significantly impact the well-being
of another human being.
(Moral & Immoral Decisions)

Those human actions which
significantly impact the well-being
of another human being.
(Moral & Immoral Decisions)

Those human actions which
significantly impact the well-being
of another human being.
(Moral & Immoral Decisions)

Those human actions which
significantly impact the well-being
of another human being.
(Moral & Immoral Decisions)

Those human actions which
significantly impact the well-being
of another human being.
(Moral & Immoral Decisions)

Those human actions which
significantly impact the well-being
of another human being.
    PRECONDITIONS OF
     OPERATING IN THE
        MORAL REALM

• Benevolent Sensitivity to Others
• Accepted Constraints on My Behavior

• Moral Issues are Special
Investigation in the Moral Realm
“Rules of the Game”

       Open & Honest Inquiry (Trust)
    • Assumes Good Intention
    • Respect for Persons During All Differences
    • Find Agreement Before Disagreement
    • Focus on Reasons vs. Actions/Actors
    • Asks for & Expects Accurate & Relevant
      Reasons Without Defensive Posture
(Moral & Immoral Decisions)
           ETHICS
   The philosophically based behavior
regulations from which a group of people
  who share a mission agree to operate
(Moral & Immoral Decisions)
James White Library
Real Power
Book Discussion
   Divide into work groups
   Discuss the outline of each stage, one per
    group
   Report and discuss
The soul…never thinks without a
picture.
Aristotle
There is no freeway to the future. No
paved highway from here to tomorrow.
There is only wilderness. Only uncertain
terrain. There are no road maps. No
signposts. So pioneering leaders rely
upon a compass and a dream.
Kouzes and Posner, The Leadership
Challenge
A God Given Passion Stirring
Vision – Understanding Vision
A God Given Passion Stirring
Vision – What Vision Does
Vision must be shared.
Leadership creates shared
vision.
A God Given Passion Stirring
Vision
Some examples of vision statements
   1. Lenscrafters – “Helping the
      World to See”
   2. The Christian Leadership
       Center CLC vision statement
   3. The Doctor of Ministry
      program DMin vision statement
Sample Vision Statement
   ..\Leadership\Vision Statement - my
    personal.doc
Formation of Your Personal
Vision Statement
Prepare a Draft of Your Personal
Vision Statement – You Will Share It
With Your Group Next Session
“My movement from Harvard to L’Arche made me aware in a new
way how much my own thinking about Christian leadership had
been affected by the desire to be relevant, the desire for popularity,
and the desire for power. Too often I looked at being relevant ,
popular and powerful as ingredients of an effective ministry. The
truth, however, is that these are not vocations but temptations.
Jesus asks, “Do you love me?” Jesus sends us out to be
shepherds, and Jesus promises a life in which we increasingly
have to stretch out our hands and be led to places we would rather
not go. He asks us to move from a concern for relevance to a life of
prayer, from worries about popularity to communal and mutual
ministry, and from a leadership built on power to a leadership in
which we critically discern where God is leading us and our
people.”
 Henri J. M. Nouwen, In the Name of Jesus, pp 21-22
Review of the Objectives for
the First Intensive
   Establish the Cohort as a Learning Community
   Theory
   Theology
   Vision
   Integrity/Ethics
   Diversity
   Establish Work Groups
   Initiate Thinking Regarding Project
   Orientation (work group, portfolio, project,
    journaling)
   Establish the Competencies
    Share Your Vision Statement
    Draft

   Each read your statement in your group
   Provide feedback
Embracing Diversity – A Book
Discussion
   Each group assigned a summary report of
    two chapters
A God Given Passion Stirring
Vision – Casting Your Vision
Effectively
Evaluation of Intensive
Leadership and the New Science
- Discussion
   “In the quantum world, relationships are not just interesting: to many
    physicists, they are all there is to reality” p.32 What are the implications
    for human evolution of the concept of monotheistic trinitarianism (the
    nature of God understood in relationship)?
   “Field theory can educate us in several ways about how to manage the
    more amorphous side of organizations.” p.53 Identify the fields in the
    church and describe their effect.
   “…freedom and order - turn out to be partners in generating viable, well
    ordered, autonomous systems.” p.95 Is the church a self-organizing
    system? Why? Is it experiencing life that way?
   “The system has infinite possibilities, wandering wherever it pleases,
    sampling new configurations of itself.” p. 123 Relate chaos to God‟s
    activity. Does creation come from chaos? Does the church create chaos?
    Eliminate chaos? Are you seeking chaos?
   “There is, even among simple cells, an unerring recognition of the intent
    of the system, a deep relationship between individual activity and the
    whole.” p. 146 What are the implications for the Adventist church as it
    faces a new millennium, post modernism in some cultures, and growth to
    30 or 40 million?
Discussion Regarding Projects
The soul…never thinks without
a picture.
Aristotle
Being is relational, not individual.
M. Huber
The leader of the future will be the one
who dares to claim his irrelevance in the
contemporary world as a divine vocation
that allows him or her to enter into a deep
solidarity with the anguish underlying all
the glitter of success and to bring the light
of Jesus there.
Henri Nouwen
People must think of us as
Christ”s servants, stewards
entrusted with the mysteries of
God. What is expected of
stewards is that each one
should be found worthy of
trust.
1 Corinthians 4: 12 JB
The long painful history of the Church
is the history of people ever and
again tempted to choose power over
love, control over the cross, being a
leader over being led.
Henri Nouwen
Naught be all else to me save that Thou art.
Thou my best thought by day or by night, Waking or sleeping, Thy
presence my light

Riches I heed not, nor man’s empty praise
Thou my inheritance, now and always
Thou and Thou only, first in my heart
High King of heaven, my treasure Thou art.

High King of heaven, when victory is won
May I reach heaven’s joys, O bright heaven’s Sun!
Heart of my own heart, whatever befall
Still be my vision, O ruler of all
Formation of a Development
Group for the Four Year
Development Program
Selection of Five
Administrative Practices
The Fourteen Administrative
Practices

   Practice One: They Foster Participation
   Practice Two: They Facilitate Effective Planning
   Practice Three: They Emphasize Quality
   Practice Four: They Manage Resources
    Responsibly
   Practice Five: They Communicate Effectively
   Practice Six: They Build Effective Teams
The Fourteen Administrative
Practices - 2
     Practice Seven: They Affirm Others
     Practice Eight: They Manage Change Well
     Practice Nine: They Manage Conflict Effectively
     Practice Ten: They Evaluate
     Practice Eleven: They Confront
     Practice Twelve: They Follow Through
     Practice Thirteen: They Make Meetings Matter
     Practice Fourteen: They Mentor Others
There is no freeway to the future. No
paved highway from here to tomorrow.
There is only wilderness. Only uncertain
terrain. There are no road maps. No
signposts. So pioneering leaders rely
upon a compass and a dream.
Kouzes and Posner, The Leadership
Challenge
Christian leaders cannot simply be
persons who have well informed
opinions about the burning issues of
our time. Their leadership must be
rooted in the permanent, intimate
relationship with the incarnate
Word, Jesus.
Henri Nouwen
Being is relational, not individual.
M. Huber
The leader of the future will be the one who
dares to claim his irrelevance in the
contemporary world as a divine vocation
that allows him or her to enter into a deep
solidarity with the anguish underlying all the
People must think of us as
Christ”s servants, stewards
entrusted with the mysteries of
God. What is expected of
stewards is that each one should
be found worthy of trust.
1 Corinthians 4: 12 JB
A leader is the one who climbs the
tallest tree, surveys the entire
situation, and yells, “Wrong
jungle!”
Stephen Covey
Building the Portfolio
   The Doctor of Ministry leadership concentration portfolio is a
    reported documentation of demonstrated, observable, leadership
    practice
   It is a tool to help you grow as a leader
   It includes key elements of the program – journal, group records,
    papers done, etc.
   Let the Ministry Development Plan shape your portfolio
   Reference all eight leadership essentials in terms of specific
    practice
   Reference all fourteen administrative practices
   The project is a core element
   Organize with a file drawer, a box, or electronically
Much Christian leadership is
exercised by people who do not know
how to develop healthy, intimate
relationships and have opted for
power and control instead. Many
Christian empire builders have been
people unable to give and receive
The Function of Shared Vision in
Organizational Transformation

   Vision predicts our personal future
   Shared vision transforms communities
The Function of Shared Vision in
Organizational Transformation
What vision does
    1. Clarifies values
    2. Creates enthusiasm
    3. Evokes commitment
    4. Builds loyalty
    5. Promotes involvement
    6. Increases productivity
Casting a Compelling vision
Learn to cast a compelling
                           Vision
    1. Embrace the vision yourself
    2. Cast the vision one on one
    3. Cast the vision publicly
    4. Clarify the vision
    5. Recast the vision
    6. Let stories carry the message
    The Eight Essential Habits

   Inspiring a God Given Passion Stirring Vision
   Demonstrating Faith Based Optimism
   Exercising Solid Integrity
   Modeling the Way
   Courage to Challenge the Status Quo
   Unswerving Belief in Empowering People
   Motivating Others
   Abundance mentality
The Fourteen Administrative
Practices

    Practice One: Foster Participation
    Practice Two: Facilitate Effective Planning
    Practice Three: Emphasize Quality
    Practice Four: Manage Resources Responsibly
    Practice Five: Communicate Effectively
    Practice Six: Build Effective Teams
The Fourteen Administrative
Practices - 2

   Practice Seven: Affirm Others
   Practice Eight: Manage Change Well
   Practice Nine: Manage Conflict Effectively
   Practice Ten: Evaluate
   Practice Eleven: Confront
   Practice Twelve: Follow Through
   Practice Thirteen: Make Meetings Matter
   Practice Fourteen: Mentor Others
Challenging the Status Quo


Leadership exercises the courage to
  change the way things will be done in
  the future - to change things
Challenging the Status Quo - 2

 Four perspectives of courageous
    leadership
    1. The courage to try new things
    2. The courage to challenge the status
    quo
    3. The courage to confront
    4. The courage to fail
Challenging the Status Quo – 3
The Ten Commandments of
Failure
1.    Change your attitude
2.    Change your vocabulary
3.    Appreciate the value of failure
4.    Let failure redirect you
5.    Keep a sense of humor
6.    Determine why the failure – not who
7.    Don‟t take failure personally
8.    Make failure a learning experience
9.    Don‟t give up
10.   Don‟t become familiar with failure
Challenging the Status Quo - 4
Ten Reasons People Resist
Change (Rosabeth Kanter)

1.    It makes people feel out of control
2.    It creates uncertainty
3.    It is new to people
4.    It disrupts routine
5.    It makes people lose face
6.    It makes people feel uncertain about their competence
7.    There is a ripple effect on others and their efforts
8.    Things that are new are more work
9.    People may have anger about the past
10.   There may be a real threat
Challenging the Status Quo - 5

Why will people change? (Bennis)
  1. Hope for a better life
  2. To pass on a better future
  3. To achieve goals they believe in
  4. To receive a reward
  5. Because they love
 Courage to Challenging the Status
 Quo - 6
E. How to help people change – ten practices
   Of successful change agents (Rosabeth Kanter)
       1. Provide a clear picture of the change
       2. Allow room for participation
       3. Share information
       4. Divide change into small steps
       5. Minimize surprises
       6. Give people a chance to digest the ideas
       7. Make people feel good about their competence
       8. Reward the pioneer supporters
       9. Help people feel compensated for extra work
       10. Try to redeem those who lose something
F. How to Lead an Organization
    Through Change
    1. Defuse Resistance

a.   Create a perception of need
b.   Develop a favorable attitude
c.   Gain the support of legitimizers
d.   Develop psychological ownership
e.   Assure a successful launching
f.   Seek enhancement of the innovation
2. These Six Tasks Warm the
    Atmosphere, Diffuse Resistance,
    and Accomplish the Objectives
    Needed for Change


a.   Clarify goals and priorities
b.   Relate innovation to values
c.   Involve opinion makers
d.   Involve constituencies
e.   Plan carefully
f.   Evaluate and receive feedback
Challenging the Status Quo - 8
   Mert Strommen Search Institute Minneapolis
   Rosabeth Kanter “The Change Masters”
   Kotter and Haskett “Corporate Culture and
    Performance”
   Senge “The Fifth Discipline”
Exercising Solid Integrity


 Martin Luther King; “…create leaders
  who embody virtues we can respect,
  who have moral and ethical principles
  we can applaud with an enthusiasm
  that enables us to rally support for
  them with confidence and trust.”
Exercising Solid Integrity - 2

 A.   Integrity is an essential element of
      church leadership
 B.   Integrity in leadership means the
      same values guiding the organization
      guide the life of the leader
 C.   Lack of integrity destroys trust
III. Exercising Solid Integrity - 3
D. How do you practice integrity?
   1. Devotion to Jesus
   2. Moral purity
   3. Ethical consistency
   4. Competency
   5. Admitting mistakes
   6. Placing what is best for the church
   ahead of your agenda
Leadership is an act of faith in
other people.
Unswerving Belief in
Empowering People

 A.   The benefits of empowering people
      1. People will experience their
      potential
      2. Effectiveness will be multiplied
      3. There is joy in seeing others grow
      4. Creativity is unleashed
      5. Participation increases
      6. Ownership increases
Unswerving Belief in
Empowering People - 2

B. The barriers to empowering people
  1. Insecurity
  2. Pride
  3. Resistance to change
  4. Lack of confidence in others
  5. Insistence on controlling
Unswerving Belief in
Empowering People - 3

C. How to empower people
  1. Genuinely love them
  2. Trust them
  3. Look for the best from them
  4. Look for their inner potential
  5. Affirm them often
  6. Give them challenges
  7. Give them what they need, not what they
     deserve
Unswerving Belief in
Empowering People - 4

D. How to build new and better leaders
  1. Cast a vision
  2. Give responsibility
  3. Affirm
  4. Teach and train
  5. Encourage creativity
  6. Allow risks
  7. Provide accountability
Christian leaders cannot simply be
persons who have well informed
opinions about the burning issues of
our time. Their leadership must be
rooted in the permanent, intimate
relationship with the incarnate Word,
Jesus.
The Fourteen Administrative
Practices

    Practice One: They Foster Participation
    Practice Two: They Facilitate Effective Planning
    Practice Three: They Emphasize Quality
    Practice Four: They Manage Resources
     Responsibly
    Practice Five: They Communicate Effectively
    Practice Six: They Build Effective Teams
The Fourteen Administrative
Practices - 2

   Practice Seven: They Affirm Others
   Practice Eight: They Manage Change Well
   Practice Nine: They Manage Conflict Effectively
   Practice Ten: They Evaluate
   Practice Eleven: They Confront
   Practice Twelve: They Follow Through
   Practice Thirteen: They Make Meetings Matter
   Practice Fourteen: They Mentor Others