Lists and Leaders

I have often been known to hand down lists. The kind of list I'm referring to is a collection of actions to take; maybe even a check-list to accomplish. This works well with my kids. My daughter gets so overwhelmed at the thought of cleaning her room that a list of what steps to take -- and often in which order -- becomes very helpful to her. She has no vision for a clean room, only a mandate by me that she achieve one.

I make lists for myself because I forget things if I don't. I have no milk at the office kitchen currently because I haven't added it to a grocery list yet.

Unfortunately, as useful as lists are in many situations, they can be harmful if I use them in the wrong place. I have the luxury of serving with many leaders on the various teams I oversee. Leaders are people with vision for what is to be accomplished. Leaders want to accomplish what you want to accomplish as badly as you do. (re-read that... I swear it makes sense!) Leaders have to be treated differently than workers… not that they are any more important. They are just two different roles.

If I hand a leader a list of things to do, I’m removing the title of Leader and relabeling them a worker… someone who simply does tasks. Leaders don’t need lists to follow; they need to have the vision clarified and then be released to accomplish it. It’s fine to have expectations regarding the finished product. If you are a director over an area, the results need to meet with your expectations.

And actually, that’s the hardest part. Hashing out the vision for the finished product is hard work, but it’s the most important thing you can do for a leader. Make sure you’re clear on what you’re shooting for and then get out the way. Save your lists for your kids and for shopping trips.

I hope this is helpful,

Corbett

Buy-in Takes Being Heard

When you are part of a team, sometimes you don't get your way. That's reality. Sometimes even when you've made your best case for what you see as the best or only solution, the majority or the team leader will go a different way. It's crucial that when the decision is made, everyone jump on board.

• "So we're taking the conservative approach instead of the higher risk/reward tack that I wanted."
• "So we're going down a road that I've already been down and I'm certain it won't work."
• "So we're going to make that hire instead of this other person that I've got a great gut feeling about."

Regardless of what the decision is, it's imperative that every team member jump on the bandwagon and become the final decision's biggest cheerleaders.

What does it take for that to happen? If the members of your team are leaders or even people with opinions at all, they will need to feel that they've been heard. Assuming that the team is made up of people who are more about the success of the team or organization than they are about just getting their own way (perhaps that's a large assumption)... If people are about team success, they will be able to go along with the decision a lot better if they believe that their ideas were heard and given proper consideration.

Failing in this will often lead to team members undercutting the decision that was agreed on. Divisiveness... lobbying... passive aggressive non-action... These are common when people haven't bought in.

Leaders, if you want your team to buy in to the decision -- even if they disagree -- you must make them feel heard. You may have to let your meeting go beyond the 90 minutes you had planned. You may need to table a decision until everyone is heard. You may have to listen when you're already sure of what to do. But failure to do so guarantees that people walk away feeling unheard, unvalidated and hedging on the decision made.

Give your team a chance to be heard and they will buy in!

Doing What You Should

How important is it to be well-rounded? I feel I’ve lived over half of my life with that goal… becoming well-rounded. Today, I believe that was a poor goal because it caused me to spend less time on the things I’m good at and more time on the things I’m not… and will never be. Instead, I want to spend more time developing the skills in which I already excel and less time performing tasks for which I have small aptitude. Perhaps you should consider the same.

Now it seems that if we all just stopped doing those things we either don’t like or are not good at, the whole world would come to a screeching halt and there’d be total chaos and anarchy, and there’s truth to that. But if we commit ourselves to prioritizing those activities through which we contribute the most value – and at the same time allow those around us to do likewise – we’ll eventually find that we are more productive and that more gets done.

There are things that I’m great at that you might struggle with. In the same way, there are activities at which I’m completely inept that you could do with no problem… you might even enjoy it. In the book of 1st Corinthians, the bible compares the local church to a “body” in which there are many different parts – all very important. The best results come when eyes function as eyes, feet function as feet, and so on. If the feet aren’t on the job, our knees and elbows can fill in, but a 10K race may be out of the question. Your organization is no different – when all of the players are in the right positions; when everyone is sitting on the right seat of the bus (to borrow from Jim Collins in "Good to Great") our organizations are primed for success. The secret, then, isn't to become well-rounded, but by allowing everyone to function where they thrive (or in their "sweet spot" as we say at Crossroads) we develop a well-rounded organization.

What does that look like for you?

• What are you doing now that you should begin looking for an opportunity to delegate?
  
• What are the areas at which you excel that you should begin to spend more time developing?
  
• Are you comfortable focusing on what only you can do, or do you need a packed calendar to feel productive?

Peace,
Corbett

p.s. For a much better and in detail presentation on this topic, I recommend “The Next Generation Leader” by Andy Stanley.

Ministered or Ministers

Who makes up Crossroads Church… (A) the ministers or (B) those who are ministered to? If you answered (B), I think we’re suffering from some misconceptions.

Now don’t misunderstand me. I’m not suggesting that Crossroads is all about Glen or myself or any of the other staff. In fact, it’s the total opposite, but I believe that far too often, we equate ministry with “that stuff the pastors do.” If the church is growing and an area has a need, we hire another staff. Too many teens – hire more staff. Too many hospital visits – hire more staff. A church-wide desire for outreach – hire a staff person.

A church should never hire staff to do ministry!

To do so takes us right back to the Old Testament where the Levites and priests were the only ones with access to God. It’s a very unhealthy dynamic and it’s un-biblical as well.

The bible certainly speaks about vocational clergy, but in Ephesians 4:11-12 it narrowly defines their purpose: “It was he who gave some to be … pastors and teachers, to prepare God’s people for works of service, so that the body of Christ may be built up.”

The bible describes it as

[Pastors Prepare] --- [God’s People Minister]

As a Pastor, when I DO ministry, instead of training or preparing someone else, I’m stepping outside of my job description and I’m stealing an opportunity for one of God’s people to fulfill their calling. Ministry is for the Body.

So to answer the original question, the answer is (A). Crossroads is all about the ministers… YOU ARE THE MINISTERS!!

Peace,
Corbett

5 Minute Leadership Course

Here are some nice quick leadership lessons. I'll apologize in advance for number 2... it's the principle that is important!!

Lesson 1:
A man is getting into the shower just as his wife is finishing up her shower, when the doorbell rings.
The wife quickly wraps herself in a towel and runs downstairs.
When she opens the door, there stands Bob, the next-door neighbor.
Before she says a word, Bob says, 'I'll give you $800 to drop that towel.'
After thinking for a moment, the woman drops her towel and stands naked in front of Bob, after a few seconds, Bob hands her $800 and leaves.
The woman wraps back up in the towel and goes back upstairs.

When she gets to the bathroom, her husband asks, 'Who was that?'
'It was Bob the next door neighbour,' she replies.
'Great,' the husband says, 'did he say anything about the $800 he owes me?'

Leadership Principle:
If you share critical information pertaining to credit and risk with your shareholders in time, you may be in a position to prevent avoidable exposure.


Lesson 2:
A priest offered a Nun a lift.
She got in and crossed her legs, forcing her gown to reveal a leg.
The priest nearly had an accident. After controlling the car, he stealthily slid his hand up her leg.
The nun said, 'Father, remember Psalm 129?'
The priest removed his hand but, changing gears, he let his hand slide up her leg again.
The nun once again said, 'Father, remember Psalm 129?'
The priest apologized 'Sorry sister but the flesh is weak.'

Arriving at the convent, the nun sighed heavily and went on her way.
On his arrival at the church, the priest rushed to look up Psalm 129. It said, 'Go forth and seek, further up, you will find glory.'

Leadership Principle:
If you are not well informed in your job, you might miss a great opportunity.


Lesson 3:
A sales rep, an administration clerk, and the manager are walking to lunch when they find an antique oil lamp.
They rub it and a Genie comes out. The Genie says, 'I'll give each of you just one wish.'
'Me first! Me first!' says the admin clerk. 'I want to be in the Bahamas , driving a speedboat, without a care in the world.'
Puff! She's gone.
'Me next! Me next!' says the sales rep. 'I want to be in Hawaii, relaxing on the beach with my personal masseuse, an endless supply of Pina Coladas and the love of my life.'
Puff! He's gone.
'OK, you're up,' the Genie says to the manager.
The manager says, 'I want those two back in the office after lunch.'

Leadership Principle:
Always let your boss have the first say.


Lesson 4
An eagle was sitting on a tree resting, doing nothing. A small rabbit saw the eagle and asked him, 'Can I also sit like you and do nothing?'
The eagle answered: 'Sure, why not..'
So, the rabbit sat on the ground below the eagle and rested. All of a sudden, a fox appeared, jumped on the rabbit and ate it.

Leadership Principle:
To be sitting and doing nothing, you must be sitting very, very high up.


Lesson 5
A turkey was chatting with a bull. 'I would love to be able to get to the top of that tree' sighed the turkey, 'but I haven't got the energy.'
'Well, why don't you nibble on some of my droppings?' replied the bull. They're packed with nutrients.'
The turkey pecked at a lump of dung, and found it actually gave him enough strength to reach the lowest branch of the tree.
The next day, after eating some more dung, he reached the second branch.
Finally after a fourth night, the turkey was proudly perched at the top of the tree.
He was promptly spotted by a farmer, who shot him out of the tree.

Leadership Principle:
BS might get you to the top, but it won't keep you there..


Lesson 6
A little bird was flying south for the winter.. It was so cold the bird froze and fell to the ground into a large field.
While he was lying there, a cow came by and dropped some dung on him. As the frozen bird lay there in the pile of cow dung, he began to realize how warm he was. The dung was actually thawing him out!
He lay there all warm and happy, and soon began to sing for joy.
A passing cat heard the bird singing and came to investigate. Following the sound, the cat discovered the bird under the pile of cow dung, and promptly dug him out and ate him.

Leadership Principle:
(1) Not everyone who dumps on you is your enemy.
(2) Not everyone who gets you out is your friend.
(3) And when you're in deep, it's best to keep your mouth shut!


Consider yourselves trained! =)

The Priority of a Worship Leader

As the leader of the Crossroads Creative Art Teams, I get to lead our congregation in corporate worship quite often. I'm sure there are lots of questions you may have about that job -- or maybe not -- but either way, I think I will take a few moments of your time to talk about what is important for a worship leader.

First off, even when I'm leading the band onstage, I'm not the only worship leader. Our lighting team leads worship, our sound team leads worship, our media team leads worship, the Crossroads Kids volunteers who provide such an excellent and fun learning environment for our kids are all helping to lead worship. So my thoughts on the priority of a worship leader are not just for myself and others who sing into a microphone... they are for any and all who give their time and talents to help guests and members alike, approach God in worship on Sunday mornings.

What's the most important part of being a worship leader? Here are my top 3 priorities:

1. To love and follow Christ completely
2. To love those around me (beginning with my family and my teams)
3. To lead others in worshiping

The moment I get those 3 out of order, my effectiveness goes into the tank. No matter how well I sing or play and no matter how well our band performs, if my corporate worship is not built upon the foundation of private worship, then I'm just a clanging gong, to steal a phrase from the Apostle Paul. (Don't get excited... I didn't say "cowbell")

But when I arrive on Sunday, full of the knowledge and the presence of the Holy Spirit... when I have invested in and reflected the love of Jesus in the lives of my wife, my kids and my team members, then I'm prepared to worship God jointly with my church family, knowing that many will look to me to lead.

You also are a leader. You have influence. What are the most important things for you to consider as you bring that influence to bear with your friends, your kids, your co-workers, etc?

Factual or Inspirational

This story comes from Kem Meyer:

A blind boy sat on the steps of a building with a hat by his feet. He held up a sign which said: "I am blind, please help." There were only a few coins in the hat.

A man was walking by. He took a few coins from his pocket and dropped them into the hat. He then took the sign, turned it around, and wrote some words. He put the sign back so that everyone who walked by would see the new words.

Soon the hat began to fill up. A lot more people were giving money to the blind boy. That afternoon the man who had changed the sign came to see how things were. The boy recognized his footsteps and asked, "Were you the one who changed my sign this morning? What did you write?"

The man said, "I only wrote the truth. I said what you said but in a different way." I wrote: "Today is a beautiful day but I cannot see it."

Both signs told people that the boy was blind. But the first sign simply said the boy was blind. The second sign told people that they were so blessed that they were not blind. Should we be surprised that the second sign was more effective?

We can choose to give just the facts or we can choose creativity. We can relay information or we can inspire. As we write, draw or speak, we can simply show what is, or we can invest ourselves to take people to a different level... a different understanding of what's already plain to them.

Be inspirational!

Thinking like a guest

I read a great post by Dawn Nicole Baldwin over at the Connect blog. Dawn writes about "seeing through new eyes [again]." It has really bothered me, and so I've been trying to think about what would most add value to the experience of a guest at our weekend service. Don't get me wrong... the most important thing that can happen is for a person to be confronted with the furious love of Jesus and to find out that the Gospel story is his or her story.

But while that may be our intent on every weekend, how often do our methods become barriers to that event occurring?

So I've tried to put myself in the place of a guest... a guest unfamiliar with typical church environments, and I've made a list of what I believe would most impact a guest on a typical weekend at Crossroads, or any other church for that matter. Here's the list:

1. Quality signage at entrance to parking lot.
2. Close parking spots clearly marked as reserved for visitors.
3. Helpful, friendly greeter opening door; offering help.
4. Second layer of reception coupled with helpful lobby signage.
5. Helpful, friendly, confidence inspiring helpers registering children for class. Someone offering tours of children's ministry rooms.
6. Friendly, helpful usher prepared to confidently help find the right seat.
7. Seating that helps a guest feel close to others (not isolated on a row) but not too close (no one really likes someone they don't know in the adjacent seat).
8. Activity in the auditorium that is easy to understand and capable of keeping an outsider's interest. (like the trivia questions at a cinema before the feature)
9. A service that is engaging, easily followed by a novice, and not full of elements that are too cryptic or understandable only to insiders.
10. Not too long... leave them wanting more, not dreaming of the door.
11. Give them a reason to leave slowly... Encourage conversation and connection following the service.
    
12. Friendly, knowledgeable greeters thanking them for coming and ready to answer questions or inform about possible next steps.
13. Let them leave with something in their hands that they appreciate and that reminds them of Crossroads.
14. Polite, respectful, warm follow-up, giving them a reason to want to come back.

What do you think of my list. What did I leave out? What is off-base? I'd love to have your feedback in the comments section of this post.

From a Movement to a Museum

So how does a movement avoid becoming a museum? Unfortunately that's the general progression. At some point, the focus on "where we're going" becomes a focus on "where we've been," or even worse, "what we used to do."

From the Protestant Reformation to the Great Awakening, there is a history of Movements in Christendom, mass + velocity + direction, to steal an idea from Dave Ferguson. But benchmarks are reached, goals are achieved and what was once an all out striving to do what is unthinkable, becomes a satisfied glance backward at the already accomplished.

And we start saying things like, "That's too risky..." "That could bring the whole thing crashing down..." or "We have too much to lose."

And then we start naming buildings after people.

5 Reasons Why Consensus Sucks

I read this today from Tony Morgan's blog and thought it was definitely worthy of passing on. Enjoy!

I’m growing more and more convinced that the worst thing an organization can do is try to reach a consenus about something. Think government. Think church committee meetings. Think declining big business.

On the surface, reaching a consensus seems like a positive thing because it means people have agreed to move in the same direction. That’s a good thing isn’t it?

Actually, I’m not convinced that’s the case. For example, here are:

5 Reasons Why Consensus Sucks

1. It embraces the status quo. Change, whether positive or not, is not human nature. We would prefer for things to remain the way they are today. So, when people get together to discuss the possibility of doing something a little different in the future, it’s normal for the majority to avoid making changes.
2. It gives the malcontents an equal voice in your decision. Reaching consensus gives everyone a voice at the table. When that happens, even the negative, bitter folks that don’t really embrace the vision have the opportunity to pull the rest of the group away from what could really be the most desirable outcome.
3. It short circuits the radical ideas that lead to the biggest breakthroughs. The big, bold ideas won’t see the light of day. Yet those are the ideas that could potentially lead to the best innovations. Consensus brings people back to the middle where the majority approves but mediocrity reigns.
4. It leaves unresolved conflict on the table. At the opposite ends of a decision are distinct opinions which, if left unresolved, could potentially lead to division. Consensus prevents tough conversations from happening. It gives people the freedom to jump to compromise without engaging a healthy debate.
5. It discourages people from dreaming big dreams. Want to neuter the creative-thinkers and entrepreneurs and visionaries in your organization? Force them to reach consensus with the rest of the crowd. These are the people that make you uncomfortable. They can drive you crazy. That’s OK. They’ll just go work someplace else if you keep forcing them to compromise their dreams.

What do you think? Do you agree? Or, have you actually seen consensus work? What would you add or delete from the list?

Let’s try to reach a consensus on whether or not consensus sucks.

Again, that was from tonymorganlive.com. If you don't subscribe to his blog, you probably should.

Peace,
Corbett