Being a Difference Maker in Something Significant! Leading the SpringHill Way Part 11
If you could, unhindered and with clarity, delve deeply into your own heart and soul how would you answer this question – “what are my deepest desires for my job and career?”My guess is that your answer would be something like this – “I want to be a part of something bigger than myself and I want to do something meaningful in that something bigger.”
I know your answer because, from the first moment of creation, God put these desires into each of us. They’re a significant part of who we are as image bearers of God.
This first desire, to be a part of something bigger and more significant ourselves, comes from a reality we also sense in the deepest recesses of our soul – that we and the world are not an outcome of time + chance + matter. Instead we’re a result of a thoughtful, intentional, orderly and purposeful plan. And because of this we desire to be a part of a community or organization that is working on and aligned with this order of the world. In other words, what we want to be part of a cause that is making a positive difference in the world and in the lives of others.
The second deeply held desire for our work is directly related to the first. Not only do we want to be a part of something bigger than ourselves but we want to make a meaningful contribution in something significant. We want to be a difference maker in an important work. You see it’s not enough to be in the stadium of an important game, we need to be in the game making plays.
These two deeply held desires for our work – being a part of something bigger than ourselves and doing something meaningful in that big thing – need to guide our leadership. As leaders we need to assure that our organizations are doing important work and that the people we lead see and experience that on a regular basis. Secondly, we need to assure that those we lead are appropriately challenged and doing meaningful work. Then we need to make sure they see the difference their work is making.
At SpringHill we lead with this conviction – that all people want to be difference makers in something significant. We believe if we do this, help our staff see the difference their work is making in SpringHill and in the lives of young people, we’ll never have to motivate them to do their work; they’ll do it naturally with zeal, joy and impact.
Winning the Right to Be Heard! Leading the SpringHill Way – Part 10
“Winning the right to be heard” is another maxim I learned in my years as a volunteer Young Life leader. It simply meant, as leaders, we worked to have students granted us the opportunity to share the Gospel with them. We’d do this first by going to where they were at (physically, emotionally, socially) and building authentic, caring relationships with them. As a Young Life leader I found this maxim to be true, students were significantly more interested in what I had to say only after I demonstrated that I cared for them first.Stephen Covey, in his classic book Seven Habits of Highly Effective People, identifies this “win the right to be heard” concept as 5th of his seven habits. He called it “Seek first to understand, then to be understood.” Covey articulates this fundamental truth about human nature – people care about what others have to say only after believing others care for first. And what better way to demonstrate care for another person than to understand their perspective before trying to convince them to move to a different position.
As a leader in a non-profit organization, I’ve found that winning the right to be heard is absolutely the most effective way to move others to a new place. Why? Because non-profits have many constituent groups (including staff, donors, board, volunteers) to whom I lead and, at some level, I also work for and am accountable to. This means I can’t rely solely on my “positional” authority to move people in a new direction. And, more importantly, if I’m after commitment not compliance, then I’m compelled to seek first to understand before I’m understood, because people become committed when they know they’ve been heard.
And this principle is at the center of leadership at SpringHill – to go where we believe God’s called us to go, to be the kind of organization He’s called us to be – we need to earn people’s commitment to our mission and vision, we need their hearts, minds and resources to be with us. And to gain that level of trust, people need to sense first that we know, hear and care for them first as people.
To See and Be Seen! Leading the SpringHill Way – Part 9
Our 2013 Michigan Medical team in staff training.When I began my career, I worked for a company that preached and expected its leaders to “manage by walking around” or “MBWA” as we called it. As a result, during my 10 years with the company I literally wore out the soles of my shoes before I even scuffed the uppers. This is no exaggeration – I must have resoled a half-dozen pairs of shoes in my tenure there.
Also during this same period, my wife Denise and I were volunteer Young Life leaders. We learned that the one of the most important elements of relational ministry was “to see and be seen”. In other words we were to go to where high school students hung out, whether it was school, ball games or other local gathering spots. It was another version of MBWA.
Thus the MBWA and “to see and be seen” approach to leadership has so deeply influenced my leadership style that it’ now a deeply held value of mine. You see, for me, I must lead through being present in the lives and the work of those I’m called to serve.
However when I first arrived at SpringHill, because our camps are so large and spread out, our staff developed a habit of driving around camp. Though driving saved our staff a few minutes of time, it also meant that they’d miss the sounds, sights and smells of camp, and more importantly, interacting with campers and staff. You see, driving in this context isn’t the same as “seeing and being seen”, and it certainly doesn’t qualify as “walking around.”
So when I began my habit of walking around camp, people wondered how I had time “to take a walk”. My response was always “how do you not have time to see, hear, experience camp and interact with our campers and staff in the intimate way? Being present is how we’re going to lead SpringHill. Any extra time it takes to walk will more than be made up by the fact we’ll lead better for it.”
For another leader’s perspective on “MBWA” and “to See and Be Seen” read Michigan Retreats Director, Eric Woods post “Trading up-front for out-there“.
This is a repost from a June 26,2013 post.
The Great Evangelical Recession
Sometimes there are books we just need to read. We read them even if they’re not entertaining, up – lifting, or full of new information, but because we need to hear the message straight up, in a clear and concise way. This describes John Dickerson’s recent book “Great Evangelical Recession, The: 6 Factors That Will Crash the American Church…and How to Prepare“.
This is a book that needs to be read by Christian leaders and by anyone who cares about the Church.
Dickerson is an award-winning journalist turned pastor who’s applied his journalistic research skills to identifying major movements within the Evangelical Church today and diagnosing their impact on its future. Then, with a clear and engaging writing style, accompanied by ability to synthesis vast amounts of data and research, Dickerson, outlines 6 significant trends that he believes will lead to an “Evangelical recession”. In addition, he also spells out 6 remedies the Church can take to either change the course of these trends or to navigate effectively through them.
Be warned these 6 trends may shock you. They’re shocking because of the strong case Dickerson builds for each one. They’re also shocking because many of us live inside the Evangelical bubble so do not see ourselves clearly in the context of the rest of the world (I read most of the book on a plane to New York City. As I walked the streets of Manhattan I had no doubt that Christians living in New York would wholeheartedly agree with Dickerson’s conclusions). Yet I also have to admit, at some intuitive level, I’ve known these trends were a reality so part of my shock was that they also confirmed my worst fears.
Amazingly, even with Dickerson’s strong research, I found some reviewers of the book believing Dickerson’s got it wrong, that his assessments are to negative. Ironically many of these folks live and work in places other than cities like New York; instead they live in places such as Colorado Springs, Grand Rapids, or countless communities in the Bible Belt. Personally I’ve concluded that even if Dickerson has over stated his case 50% (which I don’t believe he has), the trends would still demand the prayerful self-assessment by the Church and its leaders. So as a result, our Board and Senior Leaders are reading it, as well as we’re making it available to all our staff and supporters who may want to read it.
So my recommendation is that you make “Great Evangelical Recession, The: 6 Factors That Will Crash the American Church…and How to Prepare
Moving from Compliance to Commitment! Leading the SpringHill Way – Part 8
Any successful venture requires more than the people involved to be compliant, it demands their deep commitment. Why? Because there’s a significantly different impact these two groups of people have on an organization. For example:Compliant people:
- Do the minimally acceptable level of work.
- Just get by.
- Always ask first – what’s in it for me?
- Resist change because change is hard.
- Stagnate and quit growing.
Compared to committed people who:
- Do what is beneficial and necessary even if it means going beyond the job’s minimal requirements.
- Go over and beyond the call of duty.
- Always ask first – what’s best for the team?
- Initiate change because change is necessary.
- Are always learning, growing and developing.
Compliant people make for minimally acceptable organizations that just get by.
Organizations full of committed people do extraordinary work that positively impacts the lives of people and the world. They’re organizations that others emulated and where the best people want to work. Because of this, these organizations create what I call mission momentum, where they’re growing exponentially in their impact as well as in their reach.
So what are the keys to creating a team of highly committed people? Assuring the following four elements are a reality:
- Clarity of mission, vision, and values (answers to the 6 key questions)
- Integrity between the articulated mission, vision and values and the organizations actual behavior
- Transparency of information, roles, responsibilities, performance, and accountability
- And when these three elements are a reality in an organization they lead to high trust. And high trust is the foundation a high commitment culture.
So, as leaders, never settle for simple compliance. Do the hard work of gaining commitment of the people you lead. The payback will be great for you and your team.
Be a Mudder! Leading the SpringHill – Part 7
When my brother, sister and I were growing up our dad encouraged us to be what he called “mudders”. By mudders he meant being people who were willing to get down in the mud and do the hard work. Every time I heard him say the word mudder I’d have this mental picture of wearing overalls, putting on big rubber boots, and digging a ditch after it rained.In addition to valuing hard work I believed part of my dad intention was to help us understand that no work was beneath us, even manual, dirty labor, if it adds value to the lives of others.
These two complimentary attitudes – valuing hard work and believing no good work is ever below us – speaks to people at every level in an organization because every job has boring, menial and mundane parts to it. If we approach these parts of our jobs as mudders it encourages us to do this work with both timeliness and quality, and it keeps us from allowing the boring work to drag us down.
Being a mudder is especially critical in customer focused organizations. Because at any given moment one of our staff members can be asked by a customer (they don’t usually care about title and position) for assistance that requires manual or menial work. And of course outstanding customer service requires that staff be willing, with a sincere smile, no matter the job, to help the customer.
More importantly, as leaders, when we’re willing to be mudders, we set an example for everyone in the organization. If we embrace doing the purposeful but menial and dirty work as much as the exciting and challenging work, we help those we lead also become mudders. And a team of mudders doing all the necessary work, including the menial, dirty and mundane jobs assures that all organization’s work gets done and done well.
Resurrection
O God of my exodus,Great was the joy of Israel’s son,
when Egypt died upon the shore,
Far greater the joy
when the Redeemer’s foe lay crushed
in the dust.
Jesus strides forth as the victor,
conqueror of death, hell, and all opposing
might;
He bursts the bands of death,
tramples the powers of darkness down,
and lives forever.
He, my gracious surety,
apprehended for payment of my debt,
comes forth from the prison house of the grave
free, and triumphant over sin, Satan, and death.
Show me herein the proof that his vicarious offering
is accepted,
that the claims of justice are satisfied,
that the devil’s scepter is shivered,
that his wrongful throne is leveled.
Give me the assurance that in Christ I died,
in him I rose,
in his life I live, in his victory I triumph,
in his ascension I shall be glorified.
Adorable Redeemer,
thou who wast lifted up upon a cross
art ascended to highest heaven.
Thou, who as Man of sorrows
wast crowned with thorns,
art now Lord of life wreathed with glory.
Once, no shame more deep than thine,
no agony more bitter,
no death more cruel.
Now, no exaltation more high,
no life more glorious,
no advocate more effective.
Thou art in triumph car leading captive
thine enemies behind thee.
What more could be done than thou hast done!
Thy death is my life,
thy resurrection my peace,
thy ascension my hope,
thy prayers my comfort.
From The Valley of Vision, Arthur Bennett, The Banner of Truth Trust, 1975
Love Lustres at Calvary
My Father,Enlarge my heart, warm my affections,
open my lips,
supply words that proclaim ‘Love lustres
at Calvary.’
There grace removes my burdens and heaps them
on thy Son,
made a transgressor, a curse, and sin for me;
There the sword of thy justice smote the man,
thy fellow;
There thy infinite attributes were magnified,
and infinite atonement was made;
There infinite punishment was due,
and infinite punishment was endured.
Christ was all anguish that I might be all joy,
cast off that I might be brought in
trodden down as an enemy
that I might be welcomed as a friend,
surrendered to hell’s worst
that I might attain heaven’s best,
stripped that I might be clothed,
wounded that I might be healed,
athirst that I might drink,
tormented that I might be comforted,
made shame that I might inherit glory,
entered darkness that I might have eternal light.
My Savior wept that all tears might be wiped
from my eyes,
groaned that I might have endless song,
endured all pain that I might have unfading health,
bore a thorny crown that I might have
a glory-diadem,
bowed his head that I might uplift mine,
experience reproach that I might receive
welcome,
closed his eyes in death that I might gaze
on unclouded brightness,
expired that I might for ever live.
O Father, who spared not thine only Son that thou
mightest spare me,
All this transfer they love designed and
accomplished;
Help me to adore thee by lips and life.
O that my every breath might be ecstatic praise,
my every step buoyant with delight, as I see my
enemies crushed,
Satan baffled, defeated, destroyed,
sin buried in the ocean of reconciling blood,
hell’s gates closed, heaven’s portal open.
Go forth, O conquering God, and show me
the cross, mighty to subdue, comfort and save.
From The Valley of Vision, Arthur Bennett, The Banner of Truth Trust, 1975
Don’t let the Flag Touch the Ground! Leading the SpringHill Way – Part 6
The American flag represents the highest values and beliefs of the United States as articulated in our Constitution. This is why, when I was a Boy Scout, we learned to never let the flag touch the ground. We were to protect and keep our flag from being soiled or trampled on, treating it with the highest respect.As leaders we have the same responsibilities to the organizations we lead and work for – to protect, uphold and advance the answers (core values, mission, vision, etc.) to the 6 key questions (click here to see the 6 questions) every organization needs to answer. This is why, at SpringHill, a leader’s job is to assure the “SpringHill flag” never touches the ground.
How does a leader assure that such things as the core values, mission and vision of their organization stays fresh, untarnished and respected?
- Authentically live out the values, mission and vision of your organization.
- Over communicate the answers to the 6 key questions.
- Reward, recognize, celebrate, and reinforce, both publicly and privately, any examples of your team practicing your organization’s values, mission, etc.
- Regularly and honestly evaluate how you and your team are doing living out your organization’s mission, vision and core values and then be willing to make any necessary changes.
So take it from a Boy Scott, if you make these four practices a part of your leadership, you’ll help assure that your organization’s flag will never touch the ground.
Forward Leaning! Leading the SpringHill Way – Part 5
When sitting we can take many postures. For example we can slouch back and put our feet up or sit erect and tense, or we can sit on the edge of our seat leaning forward. Each posture communicates a different attitude about the world around us.Sitting postures provide a great illustration for different postures we can take as leaders. For example, there are times when being laid back or tense and alert can be the most appropriate postures a leader can take. But I believe a leader’s most predominate posture should be forward leaning. Forward leaning leaders are leaders who are ready for action, looking for opportunities, and attuned to the people and world around them. It’s an externally focused posture.
This posture is important because we lead in a fast changing and values shifting world where opportunities and dangers disappear as quickly as they appear. Only leaders who are in a forward leaning position can effectively navigate and lead in such a world.
- So what’s your leadership posture? Here are some of the questions that can help identify your “sitting position”:
- What is my mental, emotional and physical posture?
- Am I focused on the world around me or is my focus turned inside?
- If an opportunity arises will I see it?If a problem comes our way will I have myself and my team prepared or will we be caught off guard?
Be a forward leaning leader and you and your team will always be ready for action.
