In the world of organizational performance, the church stands apart in a significant way from all other organizations. At the same time, the church continues to incorporate organizational skills used by secular organizations, many of which have assisted the church in doing great things to spread the Gospel.
Many larger churches have taken on the management structure of corporations with the lead pastor and numerous supporting staff mirroring corporate CEOs and managers or vice presidents. Organizational structures which help churches operate effectively reflect good stewardship of resources.
As leaders in this COVID-19 new normal, we will have to learn how to function outside the box of our normal way of doing things or our comfort zone if we are going to be effective going forward. But before we can function outside our comfort zone, we first must learn how to think outside our comfort zone.
When things are new and different and we must learn how to function in them, we tend to get nervous, anxious, afraid and sometimes plain angry. Sometimes, the new way of functioning is not as difficult compared to the mental shift we have to make in order for us to start functioning in it. It gets even more difficult when you had no say in the new normal and you have to go along with it anyway.
In this new novel coronavirus environment, one of the challenges many leaders face is how to empower their people to work effectively and efficiently. For many, working from home has become the norm. That means you as the leader are not physically present with them, so you are not sure how effective they are being.
I believe if you come up with ways to empower your team, you will be as successful if not even more successful than pre-coronavirus.
What makes some leaders stand out as great while others are seen as average? Why do some leaders succeed wherever they are while some leaders struggle?
You may be familiar with the saying, “Leaders are born not made.” While the saying remains debatable, most will agree that there are certain core qualities, whether natural or learned, that all successful and great leaders possess.
As you enter into this New Year and new decade, my question to you is simply this: What do you hope for in 2020? Or, stated another way: What do you desire for your life in 2020?
I know the idea of resolutions is not particularly effective or motivational. As a matter of fact, many of us do not even want to hear the word resolution used around this time of the year because it has been abused and misused.
How prepared are you to deal with opposition?
Too many leaders, when facing opposition, leave their responsibilities and move on to a place of less opposition. In some cases, this is because they are not prepared to deal with the hardships that come with being a leader. Some leaders believe that leading should be easy and without opposition because they have the authority and power to lead and make decisions; they believe people should follow them, not oppose them.
As a leader your use of words is by far the most influential tool you have to impact 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 and continue to build?
Let us look at some ways in which your words help create the culture of your organization.
In today’s busy world it is common to think that unless you are crazy busy you are somehow not being effective or normal. Unfortunately, we have bought into the myth that busy is normal.
I recall a time in my life as a leader when I bought into that myth. I was on call 24/7 and felt I was needed; that gave me a sense of value. In the process, I neglected my family, my health, and my spiritual and psychological well-being.
What are some signs that you may be doing too much?
Imagine the head of an organization who is sharp, intelligent and articulate but most people can’t seem to get along with her. She does not connect well with people and she does not see it as her lack of ability, but thinks that others do not “get” her.
Daniel Goleman, in his groundbreaking work Emotional Intelligence, has raised awareness of the importance of leaders having emotional intelligence if they are to be successful.
Who are you?
What comes to mind when you read that question? I imagine you are thinking about your name, age, your family background and your career. Usually when asked that question, someone wants to know something along those lines.
The same question can be asked but with deeper meaning. This time think of the question in the context of the person you are inside that affects who you are on the outside.