I’m sure you have all heard the saying that you only get one chance to make a first impression. It is true in your personal life, and it is true in your church. An area of serving that is often overlooked in churches is that of Usher. Not everyone can be an usher. Just as not everyone can be a worship leader, work in child care, repair the building, or preach the sermon. We each have our unique God given gifts, and that includes people who are wired to be good ushers. I love how well Dan Reiland outlines the importance and “how to’s” of the usher ministry in the article below.
“Your Usher Ministry”
by Dan Reiland
One of my favorite ministries to lead is the usher team. Their role is so important, but often undervalued, undertrained, and less than organized.
The ushers are a huge force in setting the tone for worship and helping to prepare the people to hear and respond to the Word of God.
I’m pulling a portion of the training notes for our usher team and adapting for this article. If you would like the full usher training manual (free) CLICK HERE!
An usher is a spiritual ambassador for the local church – God’s ordained and organized body of believers. The usher serves as a “first representative” of Jesus Christ for a worship service. Though we thoroughly enjoy the creative edge of our worship services, make no mistake, this is a holy event where God is meeting with His people.
From the tabernacle in the Old Testament to the temple and synagogue in the New Testament, God’s presence and the teaching of His word is of supreme importance.
Then the cloud covered the Tent of Meeting, and the glory of the LORD filled the tabernacle. Exodus 40:34
They went to Capernaum, and when the Sabbath came, Jesus went into the synagogue and began to teach. The people were amazed at his teaching because he taught them as one who had authority, not as the teachers of the law. Mark 1:21-22
At dawn he appeared again in the temple courts, where all the people gathered around him, and he sat down to teach them. John 8:2
Who Can Serve as an Usher?
Not just anyone can be an usher. In the same way that not just anyone can sing in the choir, work in children’s ministry or lead a small group. The right gifts, passion, and ability make a big difference.
As you recruit new ushers keep spiritual qualities, characteristics and usher responsibilities in mind. Please make sure you work in coordination with your section leader or a service leader rather than practicing “random recruiting.”
The fruit of the Spirit found in Galatians 5:22-23 is a solid guideline for a good usher. This is not about perfection, but a heartfelt motive and desire to live a life of a spirit-filled believer.
Qualifications of an Usher
• You understand the vital role of the usher ministry.
• You enjoy and care about people.
• You possess a servant heart.
• You are committed to the vision of “your church name.”
• You are supportive of the leadership at “your church name.”
Responsibilities of an Usher
1. Committed leadership
• Prepare yourself spiritually.
A good usher comes prepared mentally, physically, emotionally and spiritually. This is not to be seen as a duty, but a privilege to connect with God as part of your preparation. Don’t feel like this requires an hour of Bible study before you show up. God is far more interested in the commitment of your heart than the amount of your time. Take a few moments at home to connect with God and ask Him to use you as a representative of His love and an agent of His redemptive plan.
• Take initiative!
This is huge. The cardinal sin of an usher is to not pay attention. At all times watch what is going on in your section and jump in to handle it. If you aren’t sure what to do, ask your section leader. The only wrong choice is to do nothing. Never assume “someone” else is taking care of the need. Pay attention, take initiative, and make it happen!!
• Absorb the pressure of the moment, don’t transfer it.
Most of the ministry of an usher is pure joy. Seriously, it’s a lot of fun. But on occasion there are moments of pressure when someone is upset or something isn’t working right. In these moments never transfer the pressure to the person entering into their worship experience. You are the leader. You absorb the pressure. Get help if you need it, but never make the issue their problem. You help deliver a solution.
• Own your section, lead your section, shepherd your section.
This is exciting. In an average environment with average ushers, once the seats are filled the ushers relax and mentally check out. As a leader you are empowered to take ownership of the area of seats you serve in and give leadership where needed. Think of your area like you are responsible to do everything in your power to ensure that all those people have the best opportunity possible to connect with and hear from God. You can shepherd the people by getting to know them, praying for them, learning their names, and meeting appropriate needs.
• Follow the direction of your head usher.
All good leaders are good followers. It is important that you follow the leadership of the person responsible to lead you. Be supportive and encouraging. Offer suggestions if you have good ideas, but don’t be overly sensitive if your ideas aren’t used. Your head usher will do his or her best to serve and lead you and the rest of their team well.
2. Core tasks
In each of these areas you will receive practical hands-on training.
• Help people find a seat.
This seems obvious, but there is an art to it. The art is all about making people, especially new people and people far from God, feel comfortable. Their insecurities can rise and their feelings of self-consciousness prevent them from connecting with God.
Imagine what it feels like to walk into an unfamiliar restaurant or other environment and not know what to do. Do I seat myself or do I wait to be seated? Who do I talk to if I have a question? Who do I tell if I have special circumstances? (e.g. potential medical condition)
Your job is to move toward and engage people quickly and with confidence to help them know what to do. Don’t leave people hanging. Let them know that you can handle anything they need, and that you are the one that can make this a smooth and enjoyable experience.
Don’t make them come to you and ask. You approach them with confidence and a smile. Take charge with grace and poise.
• Collect the offering.
On a divine level, the offering is part of worship. It is the opportunity for worshippers to express their love, trust and obedience toward God. On a practical level, the financial needs of a large church are significant. Your smooth and coordinated execution of an offering can and does impact the resources that fund the Kingdom. On a security level, this is one of the most detailed functions of an usher.
You will be trained in the actual physical process for receiving an offering in a live session.
You will receive detailed training that will help us ensure compliance with legal guidelines and practical security issues.
• Assist in the execution of special moments.
Many churches are known for creativity in their worship services. From motorcycles to doughnuts, to tractors and bottles of coke, you just never know what may be coming down the aisles! Some of the special moments are fun, some are crazy, and some are deeply spiritual. Things like crossing a bridge, writing in journals, or taking communion. The service of an usher is crucial to these moments being leveraged toward life-change.
We are depending on your flexibility. Don’t get flustered when last minute changes are made. That will happen. Just keep positive, stay flexible and know that creativity is at work “making the magic” that makes all the difference.
• Get an accurate people count.
Why does this matter so much? Why must these numbers be so accurate? Why can’t we just make a good estimate? The answer is that every number represents a person. We want to be good stewards of all that God has entrusted to us and therefore it matters that we know how well we are reaching people. Just like in the book of Acts, they counted, recorded, and celebrated how many people were saved . . . we count too!
• Re-set and clean up the auditorium.
People will leave papers, cups and “stuff”. The glamorous part of an usher’s ministry is cleaning up after each service. In addition, supplies such as Bibles and pens are replenished.
Remember, many hands make light work. If all ushers jump in and help, it takes about 10 minutes.
3. Common sense
• Maintain proper appearance and personal hygiene.
• Show up on time.
o Section leaders 40 minutes before the service. o Ushers 30 minutes before the service.
• Read the bulletin – get informed, stay informed.
• Wear your name tag.
• You are not required to usher every Sunday, but when you are on the schedule, give it 100%.
• If you are on the schedule and can’t make it, it is imperative that you call your section leader.
• Smile, talk to people, and learn their names!!
Yes, there’s more, and as mentioned, you can have the complete training booklet – CLICK HERE!
Until next time,
QUOTE OF THE DAY:
20 As it is, there are many parts, but one body. 21 The eye cannot say to the hand, “I don’t need you!” And the head cannot say to the feet, “I don’t need you!” 22 On the contrary, those parts of the body that seem to be weaker are indispensable,23 and the parts that we think are less honorable we treat with special honor. And the parts that are unpresentable are treated with special modesty, 24 while our presentable parts need no special treatment. But God has put the body together, giving greater honor to the parts that lacked it, 25 so that there should be no division in the body, but that its parts should have equal concern for each other. – 1 Corinthians 12:20-25
Hiring the right staff is so important to the health and growth of your organization. Whether you you are a church, a small business owner or the CEO of a large company, the right people make all the difference. I have had and currently have the pleasure of hiring and working with some fabulous people (both at South Hills and in my business life). I have also had the disappointment and headaches associated with hiring people who were not a good fit for my team. Below is an article featuring an interview from Tony Morgan and William Vanderbloemen with some great tips to finding and hiring the right staff for your organization. The article is church specific, but the most of the information is great for the business world as well.
“An Interview with Tony Morgan and William Vanderbloemen”
by Dan Reiland
As an executive pastor I’ve been hiring staff for over twenty years. I’m still learning. My experience is extensive, but I still make mistakes. Let’s be candid, hiring the right people is complicated. There is no formula or textbook that can give you the seven steps to create a “happily ever after” story every time.
Since I like to learn, I asked two friends of mine, Tony Morgan and William Vanderbloemen if they would agree to an interview. They both have considerable pastoral experience and also have special expertise in hiring as part of a professional search firm. VanderbloemenSearch
Both William and Tony have come to 12Stone to teach a leadership lesson to our ministry staff, and they have become trusted advisors and good friends. Let me introduce you to each one, and then share the interview with you.
William is the president of the Vanderbloemen Search Group. He has over 15 years of ministry experience as a senior pastor of three churches ranging in size from 350 to over 5,000. He has also served as a manager of human resources at a Fortune 200 corporation, and learned executive search from a mentor with twenty-five years of top-level search experience. William, his wife Adrienne, their seven children, and two poodles (one small who thinks she’s big, and one big who thinks he is a lap dog) live in Houston, Texas. In his free time, William enjoys running, working out, and caddying for his kids, who are now better golfers than he is. As an avid social networker you can contact him at http://twitter.com/wvanderbloemen.
Tony serves on the leadership team of West Ridge Church near Atlanta. He’s also a strategist, writer and consultant who helps churches get unstuck and have a bigger impact. For more than 10 years, Tony served on the senior leadership teams at NewSpring Church and Granger Community Church. Tony used to be in local government for about ten years before he transitioned into ministry. In his last role, he was a city manager where he was responsible for a staff of 150 employees and a $20 million budget. Tony and his wife, Emily, reside near Atlanta, Georgia with their four children–Kayla, Jacob, Abby and Brooke. You can follow Tony’s writing on a variety of topics including his disdain for country music at tonymorganlive.com.
1. Why is hiring the right people so difficult?
Tony – As pastors, we don’t hire that often and therefore we aren’t highly practiced at it. So, for many, that means not being very good at it. Further, our wiring as pastors tends to cause us to see the best in people and the good in general. That’s good, but we also need a discerning eye in order to assess the right skills for the right job, and be able to quickly spot those who are not the right fit.
William – People are afraid to make a mistake, and fear is a bad ingredient in the hiring process. For those I’ve met who are not afraid, they often rush into it and hire someone they know and feel comfortable with rather than doing a thorough search. In contrast, when you do a comprehensive job interviewing several top candidates your chances of making a good decision increase exponentially.
2. What are the costs and impacts of hiring the wrong person?
Tony – When you choose new staff members poorly you are often choosing to cause good people to leave your team. Maybe not right away, but the good ones will not stay if you begin to hire low-performance players onto your team. Hiring the wrong person causes loss of momentum. It’s destabilizing to the team, and you can easily lose 12-18 months of what could have been a highly productive season.
William – I recently read a study from the corporate world that said you lose a minimum of ten times the salary that you pay the person when you make a bad hire and need to fire them. I think it’s more in the church. The relational, political, and vision loss is so great that the total cost is nearly incalculable, especially the higher the level of responsibility. It’s almost better not to hire than to hire wrong.
3. What are the qualities you look for in sharp ministry leaders?
Tony – Off the top, I want to see a leadership gift, ability to build teams, and shared vision and values of the organization. Let me give you a fuller answer by directing you to a blog post that you might find helpful on this question. tonymorganlive.com
William – First, I believe this is much more art than science, so it really depends on what the church needs more than a set list of characteristics. I consider hiring as important as an organ transplant. Using this metaphor, nearly half of what I do is finding the right donor list, but more than half is making sure I find the right tissue match. If I don’t, the body will reject it. That said, in general, I like to see spiritual agility, loyalty to the mission and leadership, and their past performance really matters to me. That is the best indicator of what they will do in the future.
4. Describe a big hiring mistake you have made as a pastor in the local church.
Tony – I had a situation where I was hiring someone for a director level position in a specialized role. His resume said he was exactly what we needed. But some red flags came up during the interviews. He said he was a detailed and systems guy – which the job required. All other indicators, however, including his profile testing, said he was much more of a people person. The mistake I made was that I did not pay attention to my gut. I didn’t listen to the Holy Spirit promptings, the assessments, and what I was intuitively picking up in the interviews.
William – Well, I’ve made the classic mistakes. I’ve hired too fast and fired too slow. But one that comes to mind is that I hired three guys right out of seminary at the same time. They were my dream team, or that was my dream. They were sharp, but highly inexperienced. They were talented, but I didn’t realize how much training they would require and I didn’t have the margin to give it to them. I wasn’t able to carry out that responsibility and that was a big mistake.
5. Do you recommend talking about salary up front, or deeper into the process?
Tony – For me, the issue is about being called, and the salary factor comes in later. It’s about the right fit and whether or not God wants them on the team. If it’s a fit, I might consider adjusting the compensation, if we can, in order to get the right person. But it raises a red flag if the person is too interested in the financial package too soon.
William – It depends on the situation, but in general, I agree with Tony. I want to know if they are called, rather than in it for the money. On occasion, however, there are circumstances that call for discussing salary up front. For example, if a large gap is anticipated between what we offer and what they expect – we might at least address that in general up front, but then do real details later.
6. You both are pastors, but also serve as part of a search firm. In what ways does your company help us hire the right people?
William and Tony – The first one is time. Most pastors we talk to just don’t have the time to do what it takes to hire well. The second is that we are in touch with a broader base of people to choose from. One more benefit is that we’re good at it. We have much more time at bat. We are practiced, so we have developed some skills that most church leaders haven’t had time to cultivate. We help you avoid costly mistakes.
Thanks to both Tony and William. This is such an important topic! Hiring smart is the first step toward building great church staff teams!!
As a side note; we have used VanderbloemenSearch here at South Hills and have love the results. I highly recommend them!
Until next time,
QUOTE OF THE DAY:
“I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.” – Larry Bossidy
My son and I just completed our annual trek to visit baseball stadiums across the country. We are on a journey to see a major league game in each of the 30 stadiums. This year we were at 24, 25and 26! With so much baseball on my mind, I thought this would be the perfect time to write about the many leadership/success lessons to be learned from the greatest sport in the world. (I’m not biased at all!) I have sourced excerpts from two different articles for the information.
Baseball and Leadership
Baseball is a game of resilience. Last night: 0 for 4. Hit into a double play, struck out, grounded out and hit to a fielder’s choice. Tomorrow, you have to dig back into the batter’s box and go after it again. Positions of leadership require the same resilience and short term memory. You may get beat up pretty good today. Customer complaint, union grievance, three people called in sick, budget cuts and useless meeting. Tomorrow, you dig back in and go after again.
Baseball is a game of adaptability. First time up the guy blasted an inside fastball 450 feet into the left field seats. Second time up, fast ball away, slider away and cutter down. When methods do not yield the desired results, baseball players adapt. Great leaders are also adaptable. When a coaching method does not provide fruit, they change the approach. When they are not connecting with a team member, they examine and modify their style. Great leaders are situational adapters based on the needs of team members and the need of the organization.
Baseball is a game of inherent unfairness. The offensive player stands alone against nine members of the opposition. The batter has no idea what is coming. Even with best effort and contact, the chances of success range from 25% to 35%. Leaders face the same long odds. Their highest objective is to achieve victory and results when they face of group of competing goals.
Baseball is a game that rewards the clever. As with adaptability, baseball games often hinge on the smallest and most ingenious plays. A pick-off at first base. A hit and run with two outs. A squeeze bunt. Leaders too will be rewarded for cleverness. Rather than simply replicating the results of predecessors or maintaining the status quo, the modern leader is required to seek different and creative methods and solutions.
Baseball is a beautiful when played well. The pivot at second base during a double play. A two hit shut-out. The towering magnificence of a three run, walk-off home run. Leadership is also a beautiful thing to behold when it is done well. All team members functioning within their roles like a symphony and the leader is the conductor. Minor adjustments are being made and the system is running on all cylinders. Performance is peak. Dysfunction is non-existent.
Leadership lessons from the Baseball Field
Some would consider the 1971 Macon Ironmen High School Baseball team as the “Hoosiers” of high school baseball. The coach, Lynn Sweet, an English teacher with no baseball experience was the last resort for a group of players on the verge of having their program eliminated. The great thing about Coach Sweet is that he did not let his ego or those that scoffed at his unconventional coaching methods get in the way. He implemented a powerful combination of collaboration and authoritative leadership, which focused on the best result for the team and left individual egos on the bench.
Sweet had a special effect on all the kids. He threw batting practice and played pickup games with the boys; other times he let them run their own practices, watching from the bench, so they’d feel empowered by the independence. He cultivated a teaching style which balanced discipline with collaboration and discussion, allowing all voices and talents to be seen and heard.
He believed that there’s a lot to be learned in defeat. And determined success by how much the kids enjoyed themselves, rather than just how much they won. He also fostered a sense of community and encouraged the boys to do things together outside of baseball, enabling them to build their relationships.
As a result of Coach Sweet’s leadership style, the baseball team of Macon High School went on to the 1971 Illinois State Championship. And even though he never measured success just by the number of games won, they beat many baseball teams. Teams from schools four times their size, with more resources, more experience and more exposure to competition. The one thing that Coach Sweet had over all of his competition was superior leadership. Through his balance between collaboration and authoritative leadership he was able to create a vision for the Macon baseball team that everyone else saw as impossible, including the players. But once he was able to have them experience success based on his unconventional coaching methods, the players started to buy into this impossible dream.
Though they did not win the State Championship, the experience for the coach and the players left a lasting leadership imprint for the rest of their lives. Coach Sweet is a great example for all of us. His actions exemplified those of a Conscious Leader™. Balancing collaboration with authoritative leadership in a purposeful and intentional manner, he allowed the individual talents to shine. Each player had the freedom to make mistakes and grow from their experiences. Furthermore, he made sure that the players were accountable to each other and played for the spirit of the team. Whether we are a coach, parent, CEO or manager it is our responsibility to understand our abilities and our team’s abilities and to create a compelling vision. True inspiration will lead the team to maximize their talent so the “team” can accomplish their vision.
Until next time,
QUOTE OF THE DAY:
“I know how I feel about baseball. That’s the easy part. But communicating with people is what’s important.” – Terry Francona
Adding Value to others is crucial in every area of your life, business, family, friends and even the stranger you meet today. Adding value to others is always reflected back to you. This next excerpt from my new book Handshake is on Howard Schultz and the priority he gave to valuing everyone in the Starbucks organization.
Between 1987 and 1992, Starbucks, under Schultz, opened 150 new stores. By September of 2009 Schultz was operating stores in more than 50 countries, through more than 16,000 stores around the world.
Schultz always said that the main goal was, “to serve a great cup of coffee.” But attached to this goal was a principle: Schultz said he wanted “to build a company with soul.” This led to a series of practices that were unprecedented in retail. Schultz insisted that all employees working at least 20 hours a week get comprehensive health coverage. Then he introduced an employee stock-option plan. These moves boosted loyalty and led to extremely low worker turnover.
… Starbucks has achieved what many thought impossible under the umbrella that if you add value to people, value will be added to you. In a society that is self-driven, adding value to people may seem like a waste of time. Those who think that way have no clue to the power that comes from this practice. When you determine to be “others” minded, you have made a decision that will alter your life.
Listed are some of the benefits you will learn in this chapter regarding adding value to those around you:
a) You deposit success into others
b) You build your network
c) You build loyalty
d) You build longevity
e) You create a winning atmosphere
f) You increase your level of influence
g) You will receive a great return on your investment
Until next time,
QUOTE OF THE DAY:
In helping others, we shall help ourselves, for whatever good we give out completes the circle and comes back to us.
— Flora Edwards
There are many great reasons for using a multi-site approach when it comes to church growth. Satellite campuses can be a great way to plant a church in a new community without starting completely from scratch. Satellite campus are also a great way to expand when you have outgrown your main church campus. For example, at South Hills we were maxed out in our Sunday services, so we launched a satellite campus at a local high school.
There are also many ways to conduct a satellite campus. Currently, the high school is close enough that we staggered our service times, and I speak at both locations. When our satellite location was further away, we recorded the message given at our Saturday evening service, and that was shown at the satellite on Sunday morning. Mark Batterson has been a forerunner in the multi-site church approach, and I have included some incites from his blog regarding the why and how his church approaches the multi-site model.
We continue the Gospel series this weekend. All of our campus pastors are teaching live! Two of them are teaching for the first time at NCC!
In our multi-site model, we have have one teacher each weekend. We have 3-4 live messages and 6-7 video messages. I preach about 36 times per year. Joel Schmidgall and Heather Zempel, our Executive Pastor and Discipleship Pastor, form our teaching team and they teach about 10-12 times times collectively. And our Campus Pastors teach live once a quarter. We honestly don’t have many guests speakers, though we do try to get my friend and mentor, Dick Foth, in the pulpit whenever he is in town. In fact, he is an ad hoc member of our teaching team.
For what it’s worth, I used to teach 48-50 times per year in the early days, but I didn’t feel like it was a sustainable pace for me because of my various callings and commitments. I also think it’s valuable for our congregation to hear different voices. A teaching team is more stereophonic.
Your Responsiblity = Their Opportunity
I think one role of leadership is creating opportunities for others. If you do everything yourself, your potential is limited to your abilities. I know that sounds obvious, but the obvious eludes us! If you’re doing things that others can do 80% as well as you can, then you are not just wasting your time. You are wasting other’s gifts! Think of it this way: your responsibility = someone else’s opportunity!
If you learn to unleash others and create opportunities for them to step into their gifts, then your potential for impact multiplies exponentially. That’s one reason I love multi-site. It forces us to raise us six times as many people to use their gifts.
I think today was such a great example of that principle. Mike Whitford, our new campus pastor at Ebenezers, preached for the first time. Kurtis Parks, our new campus pastor at our Potomac Yard location, preached for the first time. And Travis Mason, a new NCC protege, led worship for the first time. So proud of them. Few things are as emotionally rewarding to me as seeing people step into their gifts with holy confidence and letting God use them!
Until next time,
QUOTE OF THE DAY:
Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.
In a recent article Dan Reiland perfectly articulated important role encouragement plays in the life of any true leader. I have found these principles true of any great leader I have ever been in contact with. It is one of the key qualities of a good leader, and so, I encourage you to be an encourager.
“51% of Leadership”
Encouragement provides the emotional fuel that enables people to hold longer, reach farther and dig deeper than previously believed possible. Encouragement is 51% of leadership. As a leader, your role is to lift people, to build them up and help them believe in themselves in a way greater than they have before. So let me ask you a question. Do others see you as an encourager?
Encouragement imparts courage. My call to ministry came from the highly encouraging leadership of Dr. Orval Butcher, then pastor of Skyline Wesleyan Church located in a suburb of San Diego, CA. Pastor Butcher believed in me, perhaps more than I believed in myself at that time. I was a Criminal Justice Administration major in college, but God spoke to Pastor about a different plan for my life. I didn’t have enough faith or courage to hear God for myself in the early stages of my call. I knew I loved the church and invested huge amounts of time serving in the College Ministry but didn’t know if I wanted the “life of a pastor.” Pastor Butcher’s encouraging words made the difference and enabled me to hear God’s voice on my own.
Encouragement isn’t something that you do from a checklist of “things to do today.” It’s a way of life for a leader. Encouragement is not a soft expression from a weak leader. The toughest of leaders understand that it’s something core to sustained success. Essentially, encouragement comes from a deep love and belief in people and a desire to see them experience life in a better way.
• Leaders who are encouragers naturally draw people to them.
Let me raise the bar of definition for encouragement. As a leader in a local church, if you are an encourager, when you are in a public setting, people will naturally migrate to you. This is not about a charismatic personality. It doesn’t matter if five people seek you out or fifty-five people seek you out. The point is that people will physically move to you because you cause their life to be a little brighter. I’m not talking about people who want permission, an extension cord or keys to the offices, but people who just want to be around you!
Let’s be honest, life is wonderful but it’s difficult. Isn’t it? Got bills? How’s your health? Do you have kids? Nough said! Life is good, but it has plenty of challenges. Life will press people down, so anyone who consistently lifts people up (sincerely) gains the ability to influence—meaning to lead!
If you are a leader in a local church and people don’t migrate to you, there is a reason. You need to discover what it is. Ask someone you trust, who loves you, and will tell the truth. For now, start encouraging others. Do it sincerely and often.
• Leaders who are encouragers communicate with a positive bias.
John Maxwell is the most positive person I know. He has high faith in people and sees life for its potential over its problems. He’s not delusional. John does know that life can be difficult. He just refuses to get stuck there. We were in Israel (February 2010) and John’s knee had been bothering him as a result of knee surgery. Climbing all the hills and steps from Masada to Jerusalem was a challenge! But not for one moment did that deter him from great leadership on the trip, serving people, (including Baptizing dozens of people in the Jordan,) and creating fun all along the way. You just never hear John complain. That’s the way it is with an encouraging leader, they communicate with a positive bias.
I’m not talking about a syrupy salesman type who promises the moon and delivers little, but a leader who knows a smile and a “can do” attitude goes a long way in any endeavor. I’m sure you’ve met leaders who seem to want to tell you how much work they have to do, how tired they are and how hot it is outside! They are not encouragers. Perhaps you have a lot of work to do, you may be tired, and it may be scorching hot outside where you live, but people don’t want to hear that. They already experience that themselves! I’m not suggesting lack of authenticity. You need to be real. You need a few close friends who you can blow off some steam with. But in general, if you want to lead, you must communicate with a positive bias. People need hope!
• Leaders who are encouragers are quick to invest generously in others.
I love telling this story about one of my mentors and encouragers – Keith Drury. He’s a professor in the Ministry Department at Indiana Wesleyan University. They call him Coach D! When I was a skinny kid with lots of dark brown hair, (My how things change), Keith demonstrated such generosity that marked my life for good. I was young and clueless in ministry and Keith was pouring leadership into a group of us young guys. I didn’t have any money and he knew there was a cool leadership conference I needed to attend. After our meeting, he handed me a book to read and stuffed it in my briefcase. When I later opened it, I found two one hundred dollar bills stapled inside with a note that said, basically, I believe in you, and see you at the conference!! I was blown away, that’s a lot of money but back then, it was a ton of money! More than the money was Keith’s investment of time and encouragement in me. The investment has dividends even to this day!
• Leaders who are encouragers know the value of spiritual encouragement.
Jump into the book of Acts with me. 19 Now those who had been scattered by the persecution in connection with Stephen traveled as far as Phoenicia, Cyprus and Antioch, telling the message only to Jews. 20 Some of them, however, men from Cyprus and Cyrene, went to Antioch and began to speak to Greeks also, telling them the good news about the Lord Jesus. 21 The Lord’s hand was with them, and a great number of people believed and turned to the Lord.
22 News of this reached the ears of the church at Jerusalem, and they sent Barnabas to Antioch. 23 When he arrived and saw the evidence of the grace of God, he was glad and encouraged them all to remain true to the Lord with all their hearts. 24 He was a good man, full of the Holy Spirit and faith, and a great number of people were brought to the Lord. Acts 11:19-24
Barnabas is a spiritual encourager. He intentionally looked for “evidence” of grace and encouraged the people about their spiritual progress, and to remain committed in their faith. Perhaps it goes without saying, but encouraging people in their faith is at the very epicenter of your role as a spiritual leader. Your main job is not to grow a church, it is to grow people. When this happens your church moves forward and the Kingdom advances!
• Leaders who are encouragers are grateful for what they have.
As a leader, I find that I am often not satisfied with “where we are” but I am consistently content with “what I have.” This is more than semantics for me. I don’t think it’s generally in the nature of a leader to be satisfied. Leaders are progress oriented. Yet, we must be content with what we have in the moment or gratitude is lost in the process. And gratitude is an essential attribute of leaders who are encouragers.
If you, as a leader, focus on what you don’t have, it will be very difficult for you to encourage others toward who they are to become. I call this competing leadership energy. If you concentrate on what you don’t have, you can’t pour your energy into what others need because those others become part of the solution to get you what you want. When you are grateful for what you have, you naturally are freer to encourage others. Bottom line, you can’t encourage if you are not an encouraged person yourself.
Take all this in knowing that leaders, even the best of the encouragers, occasionally have a bad day. That’s normal. But a leader will do whatever it takes, to get through it and over it, and get back in the game. That’s my encouragement to you. You will have an occasional difficult day, but it’s all worth it. Get some counsel from a friend, shake it off, remember your calling and keep on going.
Until next time,
QUOTE OF THE DAY:
“Correction does much, but encouragement does more.” – Johann Wolfgang Von Goethe
Exert from In Search of Higher Ground
Whatever your Higher Ground may be, starting a business, advancing a career, financial freedom or whatever your dream is, your greatest asset and richest experience will always be people. Never underestimate the need of people in your life. I have a friend who runs a very large organization and has multiple people under his supervision. Recently while talking with him, he told me that he has made a habit of investing in people’s lives. Over the past 25 years he has written on the average of 40 handwritten letters per day. Letters to friends, colleagues, employees, executives, customers, family, and anyone else who came to his mind. I began to think about all of the people he has invested in. People that he has encouraged when they were down, said thank you for a job well done, and said congratulations when they had accomplished a task. He has undoubtedly built a large network of people that believe in him, because he first believed in them.
With all of the investing he has done in people’s lives, I wonder if when a need arises in his life, how long it will take for people to rally to his side? If he needed financial assistance, wanted to build a team, needed advice, wanted to open a door that seemed to be shut, or was in need of a favor, he could very easily have hundreds of people by his side ready to help when he called out. Why is this possible? Because he has invested in people’s lives…
My friend has not made the tragic mistake that many make. First, he has not burned any bridges. In other words, his life has been spent living with integrity and investing in people’s lives. People often burn bridges with others and soon they find themselves without a bridge to cross. (We will talk more about how to build bridges a little later in this chapter.) Second, he has not looked at one person and said, “I don’t need you, or you don’t matter.” He has realized that every person is loaded with potential. When you negatively or positively affect people, you not only are affecting them, you will ultimately affect who they influence…
Everyone has potential to do great and wonderful things. They are unique creatures of God that are made to do wonderful works. The job of someone who “connects” with others is to help them understand and believe in their abilities. To help them realize they are a well of fresh water that is waiting to be tapped.
When you think of the familiar saying, “What goes around, comes around,” you tend to think of negative actions. If you are dishonest, lie or cheat, in the end it will come back to haunt you. But have you ever thought of using this familiar saying with a positive action? For instance, if I sow seeds of success in other people’s lives, then according to this adage I will reap success for my own. This is true! If you will help those you are connected with succeed in their lives, you will never lack success in your own.
Until Next time,
QUOTE OF THE DAY:
“Coming together is a beginning. Keeping together is progress. Working together is success.” – Henry Ford
I have two wonderful children whom I adore. They are fun to be with and make me laugh. I couldn’t imagine life without them. I have learned however, that they respond differently to my approaches to them. They laugh at different things, respond differently to various forms of disciplined, are encouraged in different ways and are motivated by different methods. I cannot get the same results by doing the same thing to each of them.
The same is true with those you work with – they are motivated by different things. The way you encourage and motivate one is not the way you may do it to another. They are different people and they have been made differently by their creator. So it only seems logical that you would want to find the most effective method for motivating them. These principles are true no matter the size or type of organization you lead.
Hear are a list of seven ways people are motivated. I am confident one or more of them will fit everyone on your team.
1) The need for achievement
Some are motivated by success. When you give them a task and they complete it, they are ready for the next assignment. They are primarily self-motivate and the satisfaction of accomplishments motivates them even more.
2) The need for power
These people love to be in charge. They are motivated by the opportunity to make decisions and direct projects. They like to lead and persuade others. When put in the proper balance, these individuals may become your greatest asset.
3) The need for affiliation
These individuals derive satisfaction from interacting with others. They enjoy people and find the social aspects of the workplace rewarding. You can motivate people like this by giving them opportunities to serve on a team, task force group and so on.
4) The need for autonomy
These people want freedom and independence. If you can trust them, then you allow them to set their schedules and make a variety of choices. They work better independently and will produce more if allow them to operate on their own.
5) The need for esteem
These individuals simply find motivation from praise and recognition. Give them ample feedback and public recognition and they will stay motivated and become great producers for you.
6) The need for safety and security
These people crave dependability. They want a steady income, health insurance and the security to know that they will be taken care of. They most likely will not be your risk takers, but if you give them a sense of security they will be loyal and productive.
7) The need for equity
These people want to be treated fairly. They are most likely to compare work hours, benefits, pay, offices and privileges. Treat them fairly and they will treat you with great results.
Until next week,
QUOTE FOR THE WEEK:
“The person who knows “how” will always have a job. The person who knows “why” will always be his boss.”
A couple of years ago I had the opportunity to scuba dive for the first time. I must say that it was quit an adventure. Something I will never forget. I attended a 90 minute orientation in which they taught us to breathing techniques and other safety precautions to help us during our diving experience. After our orientation we headed into the ocean and it was incredible. After our experience was over I walked by another small group of people who were receiving their orientation for the first time and listened for a moment as they listened intently to their guide.
I noticed that the techniques that they were being taught were exactly the same as what I had received. What was successful for one group was obviously successful for the next. I thought to myself, “that is the way it is with leadership.” The techniques for great leaders are often the same. What great leaders do at one location will be often the same at another. Success techniques simply don’t change too much for different leaders.
I have listed below some of the techniques that I have seen leaders use. These techniques will work if you give them a chance. Here are a few that will help you:
Make others feel important
If your goals and decisions are self-centered, followers will lose their enthusiasm quickly. Emphasize their strengths and contributions not your own.
Followers need a clear idea of where you’re leading them and they need to understand why that goal is valuable to them. Your job as a leader is to provide that vision.
Follow the Golden Rule
Treat your followers the way you enjoy being treated. An abusive leader attracts few loyal followers.
Admit your mistakes
If people suspect that you’re covering up your own errors, they’ll hide their mistakes too and you’ll lack valuable information for making decisions.
Stay close to the action
You need to be visible to the members of your organization. Talk to people, visit other offices and work sites, ask questions and observe how business is being handled. Often you will gain new insights into your work and find new opportunities for motivating your followers.
Practice these techniques in your work environment and like the instructions I received for my scuba diving experience…they will lead you to success!
Until next time,
QUOTE FOR THE DAY:
The men who succeed are the efficient few. They are the
few who have the ambition and willpower to develop themselves.
– Herbert N. Casson
Studies show that one of the top reasons for divorce among couples in America is poor communication. This problem with communication is that it not only creates problems in marriages, but it creates problems in the workforce as well. Learning to communicate with your team sounds easy in theory but is much more difficult for leaders to accomplish than most would think.
It is important for you, regardless of the kind of team you lead or the size of team you lead, that you lead that team from a point of strong, clear and healthy communication. Here are some ways you can become a “Master Communicator” to the team you lead:
1) Don’t try to sound “managerial”
You may have some preconceived notion of how a manager should talk, but confident leaders don’t adopt jargon to impress staff and team. Our message can often get lost in our attempts to sound managerial or knowledgeable. Be yourself, don’t be a carbon copy of someone else’s idea of what a strong leader sounds like.
2) Talk with – rather than at – people
People in positions of power often make the mistake of talking “at” others in a direct, abrasive manner. Telling your team members what you know and displaying your experiences, while forgetting to listen to the opinions of others could cost you leadership credibility. Stay clear of the “I know this and you don’t” tone. It is an out of date dictatorship style that will never persuade your team member to loyalty or longevity.
3) Speak without judging
There are times when the hammer needs to drop and you need to drop it, but the majority of the time you must learn to be more persuasive than abrasive. You can accomplish this by learning to speak to someone without judging them. This critical approach will move your team closer to you rather than, pushing them farther away from you.
4) Don’t disguise direct order as suggestions
Don’t say “This is only a suggestion,” when you mean, “Do it this way or else.” You will only confuse the team member. They’ll quickly conclude that they receive more credit when they use your ideas than when they rely on their own. I am not suggesting for you to be a dictator but when you feel that you need to be direct…be direct.
5) Limit e-mail
Although technology can make us more efficient, it can also make your team feel less connected to you. Corresponding primarily through email has a tendency to alienate the needed face to face moments that build the relationships among your team. I am not saying not to use e-mail, it is a great tool, just evaluate yourself and make sure that you are having enough face time with your team members.
Until next time,
QUOTE FOR THE DAY:
“If you want to succeed you should strike out on new paths
rather than travel the worn paths of accepted success.”
John D. Rockefeller