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What Leading A Church Has Taught Me About Life And Leadership

17/03/2013 — Leave a comment

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This is a guest post by DJ McPhail, senior leader of Liberty Church. Follow him on @saintdj and his blog.

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After founding a church and leading it for the past 20 years I learned:

God has a purpose for everyone!

  • We are all leaders:

God’s purpose thrusts us all into leadership. Everyone influences someone; thus we are all leaders.

  • Always encourage people to lead:

As a leader, my responsibility and privilege is to respect every person, irrespective of age or gender, and to inspire them to lead in life.

DJ What Leading A Church Has Taught Me About Life And Leadership

DJ McPhail

  • My family is my responsibility:

When it comes to priorities, family is the first arena of leadership. It carries the most profound consequences to a person’s joy and a sense of significance.

  • Most people are not thinking as much about you as you think:

Among those you lead, some will love you, most will like you and few will criticize, oppose and resist you. Be grateful for those who love and support you, be gracious to those who like you and don’t worry nor waste any energy or time on the others.

  • Hold people lightly:

People come and people go. They are God’s children not mine!

  • Never be a threatened leader:

Encourage people to make decisions, show initiative, take responsibility and lead. No one can threaten my job or position, as I don’t have a job. I have a call from God and there is more than enough for all of us to do.

  • Only God:

When I do what I can do for His Glory then He will do what only He can do, and that makes all the difference.

  • Never complain:

Church leaders often complain they are tired and feel used. But they forget that when we met Jesus and were consumed with His love, grace & mercy for us we prayed, “Lord use me”. Stop weeping and start sweeping, serving, and leading!

In Church, Leadership, Life, Ministry, Self Leadership , , , , , , , , ,
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The Best Ways To Acknowledge Your Shortcomings

17/12/2012 — 2 Comments

We may say we’re not but act like we are. Perfect, that is. The truth still stands; no one is perfect. Everyone generally accepts this for everybody else except when they feel violated by others. Worse, still, when it is a leader that has failed. Whether you’re a leader in particular context or a part of a team being led, you’re aware of the shortcomings of those you serve with and those whose supervision you serve under. In the context of relationships, outside of organizations, say friends and family, you’re aware of shortcomings those you share your life with.

The closer we get to people, the more aware of their shortcomings we are. On the same note, the closer people get to us the more aware they become of our flaws.The closer leaders are to us the more aware we are of their shortcomings. It is never an easy thing to have your shortcomings held up to you. Some people push back as they feel condemned and humiliated. Others simply view feedback on their shortcomings as opportunities of growth.

 

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we all fall short somehow, acknowledging shortcomings does not take away from you but give you more credibility & creates growth opportunities || image by ingridtaylar | cc

Honest

 

The cornerstone of acknowledging any shortcomings is simply being honest about them. Credibility is often lost when we try to deny or cover up shortcomings. Denying our shortcomings is like Pinocchio denying that he just told a lie, while his nose grows in full view of himself and those around him.

The evidence of denying shortcomings is often an overcompensation in areas of shortcomings that make the shortcomings more obvious.

Those who get ruthlessly crucified are ones who deny them. Saying you don’t have some shortcomings does not mean you don’t them. Denying your shortcomings does not make them disappear. Not being honest about your shortcomings robs you opportunities of growth.

Responsibility

 

Honesty is only one of the best ways to acknowledge your shortcomings. Responsibility means not only being honest about your shortcomings, but addressing them.  Acknowledge your shortcomings by addressing them. This may include taking extra care in the particular areas. You could people who are stronger than you in the areas of your shortcomings to assist you.

Where restitution is necessary, make right.

Teams, leadership and other relationships fail not because of shortcomings in people but when they do not take any responsibility for them. Accountability and feedback systems are necessary to keep you in check as far as taking responsibility for shortcomings.

Up Front

 

Be open and up front about your shortcomings. This can help manage expectations on you. Not doing so can sow seeds of failure for you in the future. It also takes away the ‘sting’ and embarrassment of having those around you pointing them out. The truth is great, but sometimes painful.

Stating up front areas you are likely to fail tells those around you where they will need to step in and help.

Don’t be that guy. You know, the one who knows he has shortcomings and, when he fails expects everyone to have somehow miraculously have known that he had shortcomings in certain areas. If you’re a leader, or in a team, try to preempt areas you might be needed to deliver that are not areas of strength.

What advice would you give in helping me (and others) acknowledge their shortcomings?

 

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In Ideas, Life, Marriage, Ministry, Productivity, Self Leadership, Skills, Teamwork, Vision , , , , , , , , , , , , ,
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Momentum, Stopping, Starting; Repeat?

14/12/2012 — Leave a comment

Momentum enhances traction. Whether in general life or leadership, it is desirable for propelling us. In fact, leaders often wrestle with the question on how to build great momentum. In personal lives we wonder how to get momentum for new ventures we’ve taken on and at other times for things we’ve been at for a long while. Momentum is built. Some times things do just happen and, voila! Some of our endeavors get a life of their own, so to speak.

When this happen the scramble is often how to keep up. When we feel we have a handle on things the next thought and challenge is how do we maintain this. For some, the thought is, “How can we even make this bigger”. Movement and momentum seem to compliment each other. Somehow we carry a fear of either not being in motion or moving too slow. When things have been difficult, we’re glad to have little movement, and we appreciate with a phrases such as, “at least we’re moving forward”.

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have you thought about what you need to stop lately? || image by Tomas Fano | cc

You and I have to be careful that our desire for even the tiniest step does not come from a place of fear of stopping. Stopping a particular activity, be it in your personal capacity or at an organizational level, may mean the death of some things. We often do not want to be responsible for the death of some things. We get better when we stop some things. Chances are, you thought of something you could stop just after reading the previous sentence. We get better when we stop some things.

The death some things is often the womb of other things. In fact some things can never get life as long as other things still have life. Death of our activities and endeavors may be the best thing for greater ones waiting to come to life in and through us. Fight the fear of stopping what you know you need to stop, so you can get better, greater in areas you desperately need to. Feeling sorry and guilty for parasitic activities may kill not only your dreams but you also.

Sometimes stopping may not be permanent. This is called rest. Sometimes stepping away from the frustrating mundane allows us to recoup and return with fresher vision and greater passion. We often fear stopping because we think things will fall apart if we do; yet nothing ever does. Think about the times you really could never get around to doing something. Or you were down the flu. When you got back on feet there were more times that nothing really changed much that there were times they completely came undone.

Continuing in endeavors that you know you should be stopping does nothing to better anything. You don’t need more courage to stop. You just need to decide and act. Stop what you need to stop. Start again on the same thing when you’re renewed. Or, start something completely new. Build your momentum. Never be afraid to ask, “Is this time to push for greater momentum or to stop?”

What makes stopping for you a difficult thing to do?

 

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In Ideas, Leadership, Life, Ministry, Productivity, Self Leadership, Vision , , , , , , , , , ,
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How Different; Really?

10/12/2012 — 2 Comments

There is an inherent desire in us to be distinct, to stand out. There’s something ‘uncool’ about being a copy of another. Something interesting, though, is that we sometimes feel we’re different from our competition or those around us because we are doing something new and unique that someone else or another enterprise is already doing. It’s like teenagers trying to stand out yet looking exactly like their peers.

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being different for the sake of it does not guarantee impact || image by JP<3! | cc

Some questions worth exploring:

Why

Sometimes the reason enterprises do something is what separates them. For instance, two enterprises might manufacture the same product for different reasons; one to support the underprivileged and the other to make as much as they can for themselves. The products may essentially be the same but the motives not. Does this really make them different? Does this give a competitive advantage to the other?

How

Because of diverse opinions and approaches, the same end may be pursued by different means. Means have different by-products. Means matter; they determine “residue” on the way to results. Some means are destructive and others add value on the way to the ultimate goal.

When

 

“When” something is done can be a matter of motives. When can determine the difference it makes. Timing makes a difference. For instance, it is more pertinent and makes a greater difference to offer a helping hand when it is necessary. When all the work is done, it is no longer relevant.

The Bottom Line

 

“Being different” per se, is not enough as a goal. The ultimate goal of “being different” must be the reason for being different. Choose your own “different” but not for the sake of it. Does your “different” matter? Some things may matter to you but what ultimate difference do they make to the outside world? What impact does your enterprise make as a result of being or seeing itself as “different”. What impact do your different values make beyond the internal environment of your enterprise? Being different as a value does not matter if it is only upheld internally and does not make a difference in meeting need outside of your team’s context.

Every enterprise and leader must answer this question:

How different are we and, what difference does our being “different” really make?

 

 

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In Church, Ideas, Leadership, Life, Ministry, Passion, Productivity, Self Leadership, Teamwork, Vision , , , , , , , , , , , , , , ,
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What Does It Mean?

26/11/2012 — 1 Comment

We’re consuming more information than we ever did. Largely due to the fact that it is getting easier and easier to create and share. Information is increasingly more accessible. Successful leaders know information is important. The challenge, however, is identifying which information is relevant. Perhaps more than that, which information is important now? Which information will be relevant tomorrow? How can leaders be effective in identifying what information is relevant?

what does it mean What Does It Mean?

an inquiring mind is prerequisite for great and successful leadership || image by JD Hancock | cc

Knowing what information is pertinent is one of the things that will give organizations the edge over rivals. However, knowing is only the first step. Knowing the pertinent information must be followed by its appreciation. That is, for leaders to be successful, they must allow the information to speak for itself. Manipulating information or facts does not change their truth. Ignoring it does not empower, it impairs, and ultimately destroys an enterprise.

Fight the temptation to manipulate information to say what you want it to say.

Beyond identifying relevant information and what it says, you must inquire on what it means. The implications of information can be determined if the right information is being queried and it is not tainted or manipulated to preference. Dialogue in teams is important. Exploring the different possibilities of the implication of information is best done with many minds and outlooks. Reflection is key for every successful leader. They must constantly look at information to them and ask, “What does it mean?”

The value of information is in the appreciation and understanding of the implications thereof.

Inquiring minds will unlock secrets borne by information. Some of the implications of information will glare at you and others must be prodded out.

Information is only as good as your understanding of it and its implication. It’s not what you know it’s how it matters… It does not matter how much you know. What matters most is how you use what you know. It does not matter that you know until you know what what you know demands. The demands of what you know do not matter much until you act on what it all means. Only then can it make a difference.

Now that you have this information, what are you going to do with it? What does it mean for you and your enterprise?

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In Ideas, Leadership, Life, Ministry, Productivity, Self Leadership, Teamwork, Vision , , , , , , , , , , , , , , , , ,
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