You can’t seem to get on top of things at work; the to-do list at home is growing; time with loved ones is increasingly limited. You have come to accept your busy-ness and justify the lack of time with family with, “It’s not the quantity but the quality of the time spent together that matters.”
You sense the distance growing between you, your spouse, your children, or other significant persons.
Take care of yourself? You have no time to exercise, rest well, or eat properly. You always feel tired.
As a leader, one thing is certain: you will face relational challenges. At times these challenges are easily resolved; other times they are time- and energy-consuming.
The easily resolved challenges generally are those which arise from simple misunderstandings. Recently I discovered that someone assumed I was upset with them because someone else had spoken to me about them. After they spoke with me of their perception, I had the opportunity to explain that it was a misunderstanding. They then were able to put it behind them and move on.
In Mark 7:21-22 Jesus warns us of what comes from the heart; things such as evil thoughts, sexual immorality, theft, murder, adultery, greed, malice, deceit, lewdness, envy, slander, arrogance, and folly. You don’t have to work at these things; they come naturally to the human heart.
Take a child for instance; you don’t have to teach a child to be selfish, say no or throw a tantrum. You do not have to teach the child to hit, scream or get in a fight with another child. Rather, you find parents trying to teach their children how to be nice, caring, share and control their temper.
As a leader your use of words is by far the most influential tool you have for controlling and influencing those you lead. Your words define the culture of the organization. The question is not whether your organization has a culture, but what kind of culture you have created or are creating?
Let us look at some ways in which your words help create the culture of your organization.
Leaders often are tempted to take too much credit for success and too much blame for failure within the organization they lead. Although in faith-based organizations the tendency often is to deflect praise away from oneself, those in leadership often receive most of the credit or most of the blame. This is even more likely when the leader has a dominant personality (personality-driven leadership).
Exodus 32 presents a fascinating scenario of a leader who refuses to take either credit or blame, but who maintains responsibility and focus.