leadership

Beware of the "They" Mentality in your organization

I hear this all the time. In organizations, on the street, coffee shops, stores, and seems like always at the airport! I was waiting on my baggage the other day at the airport, and overheard a conversation between several airport employees, who were griping about a number of things wrong with the company they work for. Their conversation was centered around "I can't believe THEY decided to make that decision.... they are asking us to show up early but they don't understand. I can't wait to tell them what I think. Maybe then they will give us a chance to succeed. I really deserve a raise but THEY are holding me back....." And the list goes on.

Who is They?

We've all experienced this. You hear it all the time.... "they" don't want me to get a promotion. "they're" the reason the project is failing. It would have worked if "they" wouldn't have messed things up. It wasn't my fault- "they" were supposed to take care of that. "They" can figure it out because I don't care anymore.

As leaders, most of the time, we are the "they." And we need to constantly be aware that the idea of "we" and "me" instead of "they" should be our compass. Passing the buck to an unknown entity like "they" just causes confusion and frustration in an organization. It's easy to put all the blame on "them" because "they" don't have a name or face or personal connection. The onus is on US, WE and ME, not THEM or THEY, whoever those folks might be.....

Possessive language is what you are looking for on your team, with your project, and in your company. Challenge your team to get rid of the "they" mentality. From the top to the bottom. It starts with you setting the tone. So next time you have the urge to say "they", change it to "us." All of the sudden, the rules change.

Your Best Marketing Tool is....

Marketing has changed in the last 10-15 years. Used to, if you had a good ad campaign, eye catching design and a well-written tagline, people would notice and take action. Not necessarily anymore.

In today's economy, your best marketing tool is a great product.

With so many things vying for our attention, getting noticed and standing out among the crowd is incredibly difficult. Thousands and thousands of marketing messages are all around us. On a constant basis.

To assure people buy your product, use your service, become part of your church, attend your event, interact with your website, subscribe to your blog, shop at your store, eat at your restaurant, purchase your art, or read your book- create something excellent!

Create something that people talk about. That stands out regardless of how much noise is occurring in the market. The kind of service or product that everyone wants their friends to experience up close.

A few great products that come to mind:

- Apple stuff

- U2

- Cirque du Soleil

- Pixar Animation

- charity: water

- TED

- Bob Goff

- Disney World

- Seth Godin

What other GREAT products or services come to mind that don't need a bunch of marketing because they are so incredible??

My system for getting things done

To start with, I'm a big fan of David Allen's Getting Things Done, and Scott Belsky's Making Ideas Happen, and Michael Hyatt's tips on his blog. Over the years, I've established my own system that seems to work for me. Thought I would share it. Let me admit- I don't necessarily recommend the system I've instituted for myself. I would recommend implementing a system the experts recommend, and ultimately just some kind of system, whatever it looks like.

Again, whatever your preference- just establish some kind of system! That is the key in my opinion... having a system that works. For you.

But for me, the following system works.

1. I keep a "to do" list in my drafts on my outlook (for Mac). Right now I have around 125 items on this list. This is where every task, to do item, action item, or follow up is recorded. If not at my computer, I will record in my moleskine or iphone and then put in the to do list once a week.

2. I keep at least three folders around my desk - Action items folder, Reference folder, and Backburner folder. This is taken directly from Scott's book and his methodology. These folders are for papers, documents, printed emails, etc that need to be kept in physical format, not just digital format.

3. Moleskine for capturing ideas, taking notes and thinking/dreaming. Any to do items are transferred to my to do list on my computer once a week at least. The key on this is capturing big ideas and thinking/dreaming- have at least one place you capture those kinds of ideas.

4. Email inbox- I try and keep my inbox to under 20 emails daily. If it gets to be more than that, it becomes too much of a distraction. I don't use my inbox as a "to do" list. Anything that can go on a "to do" list goes on the "to do" draft in #1 above.

5. Evernote to capture notes from meetings, cool websites, videos, etc. Mainly use evernote for capturing things from the web.

6. I receive all of my email. But in terms of responding to email and other requests, I try to forward as much as possible to my assistant. Not because I don't want to respond personally, but more because it frees me up to focus more of my time on items that only I can do- speaker selection, programming, strategy, planning, new business development, strategic partnerships, etc.

7. I keep a very detailed system of folders in my inbox. But more for reference, and not for follow up or action. Emails only go in these folders once they have been completed or followed up on. But having them in folders for reference is incredibly important, especially when trying to remember what's been done in the past.

8. One excel spreadsheet that is a "catch all." Your name is probably on it!! I have a spreadsheet for capturing names, speakers from the past, speakers for the future, bloggers, influential leaders, young leaders, etc. It drives Michelle my assistant crazy and our entire team crazy, but it works for me, as this is the place where I can braindump every name or idea or new relationship.

9. Creative boards for planning and programming. I've mentioned the creative boards before. They are instrumental in programming events, as well as planning for the future. Provides a visual strategy that is easily changeable.

10. A few Physical Folders around major areas of organizational focus. I keep a few folders in my office tied to different projects, events, and areas of organizational focus (for example, "staff reviews"), but try and limit these folders as much as possible. The goal is digital storage whenever we can.

11. Our team does very FEW meetings. We don't meet "just to meet." We meet only if needed. This helps tremendously in allowing time to move things towards completion and ultimately getting things done. I've found that many organizations put meetings on the schedule just because it's been done that way before. Not with us.

 

How about you? What is your system for getting things done? 

 

What NOT to do as an emerging leader

As an up and coming emerging leader, DON'T DO THESE: 1. Believe that you are "the answer."

2. Stop honoring those who've laid the groundwork before you.

3. Write off all the folks who finally helped you "arrive," who might suddenly seem insignificant or unimportant.

4. Remove yourself from reality by surrounding yourself with "handlers" and those only interested in being "yes" men and women.

5. Regard yourself as crucial, and ultimately more important than all others, in connection to the success of the organization or project.

6. Stop learning since you now know everything.

7. Make the mission of the organization all about you instead of truly about the mission.

DON"T DO THESE.

News flash: It's not about You

I am always bothered by the person who continually just talks about themselves. The person who thinks that the world literally revolves around them. The person who constantly is only worried about how things will affect them personally. They pretend to be interested in others, but really are only concerned with furthering their career or pushing their agenda or making a bigger deal about themselves. It's Not about You. Really. It's Not.

So here are a few thoughts on combating the "You" paradigm:

1. Be Selfless. Being Selfless is Biblical. It's Jesus focused, Jesus centered and Jesus honoring. And it's a lifestyle. You can't just turn the selfless button on and off. You have to embrace it fully.

2. Fight against pride constantly. Pride is a Killer. It's a collaboration killer. It will corrupt a team. And it will corrupt your own leadership growth. It is deadly when given the chance to flourish. Many times, pride is induced not by leaders, but more by those around them who feel a burden to make their leader so elevated that they end up furthering the problem instead of helping squelch it.

3. Be generous. This is a great way to combat your tendency to think that you own it, and everything is about you. Especially with money or possessions. When you sense in your life a strong pull towards hoarding, just intentionally be more generous than normal.

4. Honest friends. A crucial component in fighting the "You" paradigm. Surround yourself with friends who will be brutally honest, and will tell you when you are being selfish and too "you" focused. Us is way better than me or you.

5. Ego Leak about others. If your ego has a hard time being contained, then let it leak about others. Puff others up, and make a big deal about others around you. Let your ego leak toward those around you.

8 Ways Good Leaders are Great Followers

As LEADERS, it's equally important for us to know how to FOLLOW as it is how to LEAD. In fact, many believe to be a good leader, you must first be a great follower. And continue to follow well as you continue to lead well. I would suggest that great leaders are equally in tune with how to follow well, as how to lead well. So here are a few thoughts on following:

1. Good followers are finishers. They get the job done. Take projects across the finish line. Make things happen. On their own.

2. Good followers anticipate. They understand what needs to be done next before having to be told, and are always looking for ways to make the process better.

3. Good followers criticize in private, and praise in public. Enough said on that.

4. Good followers are trustworthy. When given an assignment, a leader can be assured that it will get done. Dependable. This is incredibly important.

5. Good followers are vision copycats. They take on, embody and live out the vision and mission of their leader, and of the organization, helping set and model a cultural standard.

6. Good followers make their leader better. They push their leader, and know how to lead up appropriately and intentionally.

7. Good followers lead themselves. They don't need to be managed, and aren't needy. They are self aware, and don't need all the attention from the leader.

8. Good followers are principled. They are humble, disciplined and have complete integrity. They know it's not about them, and what you see is what you get.

9 Thoughts on Creating great Partnerships

Partnerships are crucial in today's culture. Great organizations seem to always have a strong ability to partner well. If you want to grow your organization or project or initiative, finding, building and sustaining great partnerships has to be part of your plan. Partnerships are not always easy though. Teaming up with one another can result in true synergy. Or many times can result in ultimate failure.

Here are a few thoughts on why creating Great Partnerships is a must for you and your organization:

1. Partnerships allow you to share risk and reward. Creating less downside, and potentially way more upside always make sense.

2. Partnerships create innovation, breakthrough and discovery. Working with others allows for input from outside your "normal" circle of staff or key team members.

3. Ministries and Churches have to work harder to create partnerships. Partnerships are very common in the business world, but for some reason in the not-for-profit world it's difficult to work together. Ministries and churches don't partner well, but when they do, it can be revolutionary and a strong statement of unity in the community.

4. Kingdom building. If we truly wish to reach our mission with the greatest velocity possible, we have to work with others. Achieving our vision and mission is much more possible when working together.

5. Good partnerships start with a deep knowledge of the other. Know your partners well before entering into one.

6. Transparency is crucial. Authenticity and honesty make for long term impact.

7. Strength/Strength. Build partnerships on each other's strengths, not necessarily on trying to improve a weakness.

8. Enjoyable. Partnerships don't have to turn into friendships, but I believe partnering with folks you enjoy being around is a good decision, vs someone you really don't get along with it. Default towards those organizations and leaders whom with you have much in common and enjoy their company.

9. Good fences make for good partnerships. Many times we don't take time to spell out all the details of a partnership in full disclosure. It is crucial to put everything on paper, in an agreement, and make sure all the details are spelled out clearly on the front end.

Get the Momentum Back

The Big Mo. Momentum. Mojo. You've either got it or you don't. Most of the time you can't really see it, but you can definitely feel it. Hard to explain, but easy to identify the teams or organizations that have it on their side. In sports, momentum or lack of momentum is easy to spot. Miami Heat and Chicago Blackhawks- have it. Lakers and Cleveland Browns- searching for it. Alabama- definitely still feeling it. Andy Murray and all of Great Britain- the momentum is back tennis wise!

But organizations and business teams also thrive on momentum. Many times it can be the difference between a good year and a great year, an average project and an extraordinary project.

So as we all head into the second half of 2013, here are a few thoughts on how to get the Big MO back:

1. Fearlessly go after ONE big thing this year. Don't get lost trying to be all things to all people. One Big Idea. And be better at it than anyone else.

2. Keep your mission as a team crystal clear. It shouldn't change. But try sharing it with the team differently. Mix up how you communicate.

3. Shift. Even if it means moving where people sit in the office, or when meetings are "usually" held, or shaking up the typical dress code. Start fresh this second half of the year with a cultural change. It's amazing what small things like this can do to build momentum.

4. Build energy with small wins. Literally set daily goals, weekly goals, and monthly goals. Incentivize your team with small victories. Crossing the finish line and hitting a goal always is a good thing, even if it's just a small victory. Don't just rely on the one big year end goal that everyone seems to think is unreachable.

5. Celebrate early and often. Even if it's just a quick gathering in the hall to cheer for someone who hit a goal, this is incredibly important to re-establishing momentum.

6. Dream. Have a brainstorming meeting. Think outside the box.

7. Tell stories that paint a picture. Remind your team of why you do what you do through stories, pictures, video, customer feedback, emails, and customer visits. Make the impact that you're having on your customers tangible by hearing and seeing it up close.

8. Go back to the Basics. Sharpen up on your foundational skills. Make sure the core of who you are and what you do individually and organizationally is being done well. Focus.

How to Attract Influential Leaders to Your Team

It seems every organizational leader I know is constantly looking for really talented folks to be a part of their organization, project or new initiative. We all want great leaders and influentials to be part of our team. Especially the experts- the thought leaders who are way better than we are, and elevate our organizational talent significantly. Whether the latest creative talent, the videographer that is in high demand, a best-selling author, sales guru, strategic planner, world class designer or well respected consultant. They are in demand and we should want them working alongside us. In order to be great you have to attract the best to your organization. The difficult part, especially in start ups and smaller organizations, is not having the resources or budget to attract the most influential thought leaders. A problem pervasive today in lots and lots of organizations.

So here are a few thoughts on attracting influential leaders to your team. How to get the best to work with you, but not necessarily always for you.

1. Cast the net wide. Get outside your normal circle of influence. Ask around. Do the homework. Look for folks in other industries. And don't be afraid to bring in talented individuals who might see things different than you do.

2. Tap into their strengths. Know what you are looking for, and be very specific with what you are asking them to help you with. Talented and influential folks don't want to waste their time or energy on something that is not in their sweet spot. You'll be tempted, if they are good at adding value in certain areas, to start heaping other projects onto their plate. Don't. Keep them focused.

3. Allow them to have ownership. Whether a person is full time or part time or simply a contractor or outside consultant, responsibility comes with ownership. And responsibility creates ownership. Which creates buy in.

4. Demonstrate passion. Show your unwavering sense of passion, purpose and focus on accomplishing the goal/mission in front of you. Your passion will draw others to your project.

5. Go after the big fish. Don't be afraid to ask folks who are "out of your league" to be involved. You never know. Everyone likes to be needed, and wanted, on a project. Cast your net wide, but also be specific in going after the best. The worst someone can say is no!

6. Lead with excellence. The best influencers and those who are the experts want to be involved with projects that are done with excellence. Like attracts like. Those who are the best won't settle for mediocrity.

7. Make it about more than you or them. Influential leaders want to be part of something way bigger than themselves. Cast a vision that is way bigger and way more impactful than you.

8. Provide freedom, creativity and flexibility. Influential leaders want freedom to think outside the box, innovate, and try new ideas.

9. Create perks. Find ways to pass on perks to your key team members. Whether it's tickets to an NFL game, a free golf outing, books, moleskine notebooks, or even an iPad, show your appreciation by a few extra gifts here and there.

10. Have fun. Creating an environment that is fun, laid back and humor induced is definitely attractive. When choosing between working with a team that has fun vs a team that is constantly serious and on edge, who would you pick? Exactly.

Learn from Andy Stanley and Craig Groeschel - Catalyst One Day

Catalyst One Day is coming to Southern California, and you are invited! Make plans to attend Catalyst One Day on Thursday, August 22, at Saddleback Church in Orange County, CA. Join Andy Stanley and Craig Groeschel for a one day leadership event focused on the topic of Leadership Essentials. This practical leadership experience includes Q and A, dynamic music, and a full day of practical insight up close with two of the principal leadership voices in the Church today. Plus a few surprises!

One Day is a different type of Catalyst gathering designed to focus on answering the practical "how-to" and "what-about" questions and tackle the nuts and bolts of leadership.

Visit the Catalyst One Day website to register to attend. Tickets as low as $89. The special discounted rate ends this Thursday, June 20, so register now online or call 888.334.6569!

A Challenge to Young Leaders

I Love Young Leaders. Catalyst exists to help equip young leaders, especially those under 40. I've invested a significant part of my life into connecting, gathering, inspiring and equipping young leaders. But this is a tribute to the leaders over 40 who so many of us under 40 too often think "don't really understand what's going on anymore."

So to all of my young, passionate, ready to change the world peers who are under 40:

SIT down, SHUT UP, and LISTEN!

SHUT UP, and LISTEN. To the sages and wise mentors in our lives, in our companies, in our organizations, in our families, in our churches. The leaders who've been there, who've succeeded and failed, who've experienced multiple recessions, who've actually watched technology advance, who don't just talk about experience but actually have it, who have been through the process of being Made into who they are today.

Before many of us who "think" we are the next great hope for saving our generation, or leading our generation in a whole new way, or reclaiming our culture, or just simply fill in the blank....... go any further, we need to find the mentors and sages and patriarchs and matriarchs around us and glean wisdom from them.

Every young leader I know could use a whole lot more Saged Leader in their life.

Especially those of us in our early 30's. In our early 20's many times we are still hungry and humble enough to seek out mentors, and find the 50 year old + sages who can provide wisdom and counsel. But for some reason, in our late 20's and 30's, especially our early 30's, we start to think we've grown up and got it all together, and that now we think instead of seeking wisdom and counsel, we should be giving it. We tend to lose the desire to learn by listening, and start to "protect our turf" by talking. And talking more. About what we've done and the things that we've accomplished..... over the last 10 years of our "career."

Many of us in the "next generation" of leaders need to put down the microphone, and instead get out a pen and paper and start taking notes.

So find a wise mentor, a seasoned sage, someone who's lived a little more, loved a lot deeper, prayed a lot harder, led alot longer, and sit down.....Shut up.....and Listen. To them.

52 Quotes to inspire you to be a Better Leader

Here is an exhaustive list of 52 Quotes on Leadership from me over the past several years.
These quotes and points are taken from my blog, as well as my twitter, facebook, speaking and other outlets. Thanks to Toni Ridgaway from Sermon Central for aggregating this list of quotes. You can see the original article here.
Most of these leadership quotes and principles also appear in The Catalyst Leader book. Enjoy!

ABOUT YOUNG LEADERS

  1. Today’s 20- and 30-somethings are more willing to collaborate than any other generation before. They trust each other. Really. And they see collaboration as the starting point, not as some grandiose vision of teamwork that is far off in the distance.
  2. For the next generation, it’s way less about who they’re working with and way more about what they’re doing.
  3. Going forward, leaders won’t have followers unless they trust them and see that they are authentic and real. Authenticity is not only important to the next generation, it’s a requirement.
  4. Young leaders are ambitious and passionate about making a difference now. They’re not willing to wait their turn. They want to influence now.
  5. Leaders age 35 and under in general are more about projects than they are about careers, more about movements instead of organizations. So if you want to keep us around in your organization, you’re going to have to pursue us. Show us you are approachable and connected to where we are in life.
  6. Literally, you need to kick them out. Not only give them permission to leave, but actually encourage them to leave and pursue other things. Once it’s time for them to move on, they might need your encouragement to pursue what God might be stirring up in them.
  7. Every young leader I know could use a whole lot more saged leaders in their life.

ABOUT VISION

  1. What keeps you up at night? This one is a familiar question for most leaders. What makes you cry? What makes you mad? What are the things that nag at you? This question has to do with what you are passionate about.
  2. What gets you up in the morning? This one is less familiar to most of us, but probably even more important. What keeps you and your team committed? Engaged and excited? This question has more to do with purpose.
  3. Don’t settle for just going through life enduring the five days of the workweek, to only have as your greatest goal of the week to make it to the weekend. Love what you do, or at least like it. It’s too important not to.
  4. As believers, as followers of Jesus, if we’re not chasing after something that is so much bigger than we are, and there’s no way we could ever accomplish it without God, then we are playing it too safe.

ABOUT DECISION-MAKING

  1. Making decisions as a leader is normal and ordinary and required. It’s why you are a leader. Embrace it.
  2. For big decisions, always sleep on them. The extra time will allow your decision to be made without the spontaneous emotion that comes with a spontaneous response.
  3. Create a culture of action in your organization. Many leaders quickly become overwhelmed with several decisions in front of them and then unintentionally paralyze the organization by avoiding them all.
  4. A lot of us as leaders are willing to allow our team members to make decisions, but want to step in as soon as we see something done differently than we would do. Don’t make that mistake. It is totally demoralizing to your team.

ABOUT CONFLICT

  1. Tension is a powerful platform to clarify what is important. Out of tension many times comes change—change for good.
  2. Generational tension is essential in passing the mantle of leadership. For the Church to move forward in culture, older leaders must pass on their wisdom and legacy to younger leaders.
  3. Leaders lead in the fray. Leading in the safety zone is easy, but true leadership happens in the fray where change is happening and there is a unique tug-of-war happening in that area.
  4. Tension among and within a team is healthy. Unity doesn’t mean there’s no tension. Unity means you are pursuing the same mission in the midst of real and purposeful tension.
  5. As a leader, lean into the tension that constantly exist. As Andy Stanley says, some tensions are meant to be managed, not removed.
  6. Four things poison a team faster than anything else: arrogance, lack of communication, “me-first” vs. “we-first,” and jealousy/cynicism.

ABOUT COMMUNICATING

  1. Keep it simple. Stay focused on a few key points. And use common sense. If it sounds confusing, it probably is. If it sounds cheesy, it probably is.
  2. Tell great stories to validate your points. Unless you are just an amazing communicator, your points probably won’t hold me. So sprinkle in some great stories, good analogies, and current events.
  3. Inspire action. Push me toward doing something, not just hearing something.
  4. Create hooks, repetitions, and memorable phrases. I won’t remember all you said, but I might remember something you said. Our current culture is now built around sound bites—status updates, tweets, texts, etc. So keep it simple, but also keep it short.
  5. Land the plane on time. Don’t just end on time, but actually end with the right timing. Don’t keep circling above the runway—land it now.

ABOUT LEADERSHIP

  1. 12 Characteristics of Leaders
    • Be humble
    • Be authentic
    • Be generous
    • Be Christ-like
    • Be the best at what you do
    • Be consistent
    • Be courageous, willing to go first and take risks
    • Be honest and trustworthy
    • Be thankful
    • Be a learner
    • Be inspiring and vision-giving
    • Be adaptable and open to change
  2. What pastors can learn from business leaders: (a) Collaboration (b) Excellence (c) Execution.
  3. What business leaders can learn from pastors: (a) Relationships first (b) Income for greater purposes (c) Leadership.
  4. You are never too good at what you do or who you are to need honest feedback from yourself, your peers, your family, and your friends. Seek it out constantly.
  5. The more humble you are, typically the more self-aware you are. The more arrogant you are, typically the less self-aware you are.
  6. You’re not that important, and you need to relax. Sometimes the more platform and position we get, the more seriously we take ourselves. Don’t.
  7. No one wants to work FOR or AROUND a leader who doesn’t understand who they really are.
  8. One of the keys for properly channeling your ambition is to have people around you who will tell you what you may not want to hear, trusted friends and advisors who are honest and authentic with you.
  9. As leaders, we are called to a higher standard. And as followers of Christ, an even higher standard. Set your standards so high that it may seem impossible to reach them.
  10. It drives me crazy when I see something done without excellence but with the excuse of “Well, it’s okay because our intentions are good.” Nope. Not good enough. Our God deserves our very best. Always.
  11. Comparing yourself to others just like you won’t challenge you or make you improve. Compare yourself to the best. Both inside and outside your industry. Learn from others who are better.
  12. “Us” is way better than “me” or “you.”
  13. Next time someone says “How have you all accomplished this?…” or “What do you plan to accomplish the rest of this year?…” or “Who is involved in making things happen within your organization?…” or “Talk about the keys to success for you?….” make sure you start your answer with “WE” or “US” or “OUR.”
  14. True influence is about more than just someone listening. It’s about action. And it’s about change. If I simply buy your book and read a few chapters, but don’t put anything into action, are you really influencing me? If I listen to you speak, but make no changes in my life or the way I lead, are you really influencing me? If I follow you on Twitter, but it doesn’t change anything for me, are you really influencing me?
  15. Teams that are excellent at what they do attract people who are excellent at what they do.
  16. A great statement in terms of trust: I’ll do what I said I would do, and if not, I will tell you.
  17. Ultimately, we create a culture of trust by trusting, and trusting more, and trusting even more.
  18. As leaders, if our team fears our response when they mess up, because they’ve seen our response and don’t want to deal with that, we need to change our response.
  19. I would much rather have a horse I have to hold back versus a horse I have to spur to get going.
  20. Whether you like it or not, you are ALWAYS training.

IN GENERAL

  1. The more you have, the harder it is to give it up. Doesn’t matter whether we are talking about money, possessions, toys, influence, team members, projects, or assignments.
  2. You are never really “ready” for anything. Some say that you should wait until you are “mature” enough to pursue certain things in life. But we’re never really ready, are we?
  3. Being remarkable 1. Takes a lot of energy. 2. Is not easy. 3. Requires a constant sense of improvement, innovation, and intuitiveness. 4. Is a clear commission from God. 5. Provides platform, credibility, and respect in the culture at large. 6. Steps up the game of those around you.
  4. We have to fight against the idea of just wearing a wristband and feeling like we’ve done something.
  5. WHO you are working with is just as important as WHAT you are working on.
  6. Love people until they ask why.
Thanks again to Toni Ridgaway from Sermon Central for putting together this list!

11 Keys for Building a Great Team

John Maxwell has famously said "teamwork makes the dream work." Teams are incredibly important in accomplishing a vision. And as the leader of organizations, projects, initiatives and churches, maybe the most important thing you do is select, equip and release leaders.

We talked a few posts ago about being a great employee, so here are a few thoughts on building a team. Several of these points have been constructed and edited based on thoughts that Brian Houston from Hillsong Church shared with a few of us in a retreat setting a few years ago.

1. Live and lead so that your team is an overflow of your leadership. Your team will reflect your leadership. What you see in them is what you're modeling to them. Overflow to your team in a healthy positive way.

2. Don’t think too much, or too little, of yourself. As the directional organization leader, you aren't the hero, but you're also not the goat. A healthy balance on this is the right direction.

3. Create a structure and system that allows people on your team to flourish. Can people flourish on your team, or does your personality or stature or the system get in the way? If someone can't flourish, why would they stay? Find structures that release people.

4. Don’t just look to people, look thru them. What is the next generation? Who will replace you? Constantly build layers of leadership – think generationally.

5. Hire heart before head every time. I want a hustler, not a know it all. I want someone who is passionate and hungry, not entitled and complacent.

6. Slow and steady, not fast and furious. Building leaders takes time, but is always worth it. You may not always be able to find the right people, but you can always build into them. It's a marathon, not a sprint in terms of developing people.

7. Constantly fight the bureaucracy as you grow. People are not the problem, sometimes it’s the structure or systems. Even in large organizations, things happen with 3-5 people working closely together. Small and stealth vs large and slow when it comes to teams that get things done. Where there is bureaucracy, the team perishes.

8. Model strong leadership, and not controlling leadership. Your team doesn't want a dictator.

9. Create a culture where things are out in the open. Don't let issues fester too long.

10. Be consistent yet customized. Create an environment that is predictable (security) but innovative (creative).

11. Demand a pursuit of perfection. It's not about being perfect, but the pursuit of perfection should be something every one of your team members feels responsible to achieve. It starts with you, and flows from there.

No More Sideways Energy

I've posted about SIDEWAYS ENERGY before, but I wanted to bring this topic back up. Are you busy but not intentional? Do you feel like you are just spinning your wheels and not getting any traction? Does there seem to be a lack of any kind of momentum in your organization? Could be you are dealing with way too much “sideways energy.” There is good energy and bad energy- and bad energy usually shows up as sideways… not because it is necessarily bad, but because it is usually a distraction.

We need to avoid sideways energy. It drives me crazy!

So what is Sideways Energy?

- Sideways energy is showing up to work but spending two hours talking about what you should have done an hour and a half ago.

- Sideways energy is gossiping about your boss or co-workers.

- Sideways energy is procrastinating.

- Sideways energy is the same meeting eight times in a row regarding the same idea that still has yet to be implemented.

- Sideways energy is having three sales to close and not calling them back because you are asked to help clean up the office for the Christmas party .

- Sideways energy is a staff handbook that collects dust but took hours to create.

- Sideways energy is an organizational system that takes 4 weeks to move a sale through the process because there is too much bureaucracy.

- Sideways energy is a meeting with no follow up, action plan, next steps or implementation that everyone knew would be a waste of time but no one was willing to say so. 

- Sideways energy is cleaning your office or cube instead of finishing the project that was due yesterday. 

- Paper shuffling is sideways energy.

- Dealing with the same problem multiple times is sideways energy.

- Too many cc’ed emails is sideways energy.

- Creating new policies for the company that everyone knows will never be implemented is sideways energy.

- Micromanaging is sideways energy. Lack of trust is sideways energy.

- Brown-nosing is sideways energy.

- Office politics is sideways energy.

And many times, the reason sideways energy becomes such a regular happening is because there is pressure coming from all sides within and around an organization- the very top, your boss, and those who you are leading. And the side seems to be the only place to find some relief and maybe focus on something, even if it is not the right thing to be focused on at the time. And growth can cause pressure that facilitates MORE sideways energy. Ultimately, this all leads to a lack of focus, which causes pressure because you choose not to deal with reality and instead want to focus on things that ultimately don’t matter.

How to combat sideways energy? First, realize it exists and will paralyze an organization. Second, identity it and deal with it. Third, measure your productivity and create a system that will help you determine how much sideways energy you are creating, both for yourself as well as for your team. And finally, be clear on your goals and what the right kind of energy looks like for your team- if you model the right kind of energy, your team will follow in the same direction. Ultimately, use common sense. Most of us can identify sideways energy in others, so being self aware and making sure we don't allow ourselves to get caught up in sideways energy personally is really important.

10 Ways to be a GREAT Employee

Here you go, 10 points to help you be a better employee, partner, or peer in your organization. Whether working on a project, a new initiative, or just simply trying to be competent in the organization you serve in. 1. Write everything down- never show up to a meeting without something to write with and something to write on. And write it down. Everything. Otherwise you'll forget. I don't care who you are.

2. Honor people's time- show up early and finish on time.

3. Come with solutions, not just ideas- this is crucial. move towards completion, not away from it. Ideas are great, but have to lead towards the finish line.

4. Learn how to anticipate- be one step ahead. do something every day you weren't "asked" or "told" to do, but know you should do.

5. Be a disciplined learner- understand it's your role to be an expert, no matter what level or role you play in an organization. Don't just be one step ahead of your boss in being skilled at your job.... be an expert.

6. Listen well- listen when in a conversation, don't just think about what you are going to say in response. Listen for next steps, not current realities- this has to do with anticipating.

7. Reflect most of the credit, take all the blame- this is more for leaders, but still a great principle to put into practice no matter what level you are in the organization. Be a reflector of praise, not an absorber. Absorb the blame if at all possible.

8. Never speak negatively of your peers for personal gain- wow, this is a hard one for everyone. Especially when your boss or superior wants to pit you against that peer and see how you respond. Don't give in to that. Stay above it.

9. Push back- almost every organizational leader I know wants their team members to challenge the process, question assumptions, bring new ideas to the table, and push back when they don't agree. Don't be afraid to do this. If your leader is not mature enough to take this, then they probably shouldn't be in the position they are in. If unsure on whether you truly have "permission" to push back, ask for permission on the front end.

10. Take on more responsibility- ask for more power and involvement, and you'll be lifting the load of your employer or boss. That is always a welcomed conversation. Always. Help by taking on more.

6 Key lessons I learned in my 20's

I love 20 something leaders. And I once was one of those crazy young leaders intent on changing the world, not that long ago. My 20's were a special decade in my life, and a few key lessons emerged from that time that might be helpful for those of you in your 20's, or those of you coaching/leading those in their 20's. 1. Use your 20's to build a foundation for your 70's. Create deep roots that will give you a foundation for when you are older. Finishing well means starting well.

2. Don't worry about climbing the ladder. There's no longer a ladder anyway. It's more like one of those spiral staircases. And sometimes you are going across or down when you think you might be climbing. So don't worry about it. Spend your 20's learning and having life experiences. Travel, explore the world, take on projects that seem fun.

3. If your "career" path doesn't make sense to anyone except for you, it's okay. My 20's: college at University of Oklahoma, wrangler on a guest ranch in Colorado, management consultant, business development officer, Magazine and media company, strategic business plan developer. Leadership development facilitator. WOW. That is all over the map. But God was orchestrating steps very clearly for what was next in my story. And continues to do so.

4. Be diligent and aggressive in developing your friendships and relationships. Create a core group of close friends who you want to do life with. This group may change a bit over the years, but it is imperative to find a circle of trust that you are committed to and they to you.

5. Figure out who you want to be, not what you want to do. Who you are is more important that what you do or where you live. Spiritually, financially, family, emotionally, relationally. Find two or three older, wise "sages" that you can learn from and count on as help.

6. Say yes to as much as you can. Your 2o's are typically a decade with minimum responsibilities. So because of that, say yes to everything you can. Global mission trip... yes. Mentoring from a respected leader.... yes. Chance to learn from a top notch CEO.... yes. Spend a season working in London or Hong Kong or Sydney or New York... yes. You get the point. Pursue lots of opportunities- it will help you refine and define your calling.

Are you replacing yourself? A few Keys to succession in leadership

What are some of the most difficult things in leadership? I would argue that replacing yourself is one of the most challenging parts of leadership- Succession is really really difficult.

Succession, simply the transition of leadership or power, is very difficult for most companies or organizations. Whether a Fortune 50 like GE, Wal-Mart, or Apple; a non-profit like the Red Cross, Focus on the Family, or World Vision; a small startup or family held business; a church of 200 or 10,000; or one of the thousands of mid sized companies across the country. In any case, this is a tough leadership paradigm to get right.

Large companies put millions of dollars into making sure succession is smooth and seemless. Look at Apple- succession from Steve Jobs to Tim Cook has been difficult, and over the last year or so has possibly cost the company billions of dollars in market capitalization, and even more in brand equity. It is a huge issue for the long term health of any company.

Family held businesses or “founder-driven” organizations are really at risk of bad succession plans. Most founders of family held or not for profit organizations can’t let go, and drive everyone crazy around them. Especially in companies that are highly missional- founders are great at starting and building, but usually terrible at letting go and allowing the organization to grow into a second phase of organizational life without them, with a different leader at the helm.

Here in America, we do a really good job of succession when it comes to our President. It is a civil and democratic process. Not the case in other parts of the world, especially in third world and developing countries. Leaders hold onto power and do everything they can to stay in the seat of President or Prime Minister way long after they should be there. Usually because the power of their position corrupts their realities at the deepest levels. I believe this is one of the major issues for these countries- bad succession leads to internal strife, violence and disruptions in growth. These leaders not only hold onto to their power, but fail to develop any other leaders around them to take over.

What about you and your current leadership realities? Whether a team, a company, a non-profit, a church, a family held business, or a Fortune 50, you should be thinking about succession. How are you replacing yourself? If you are not thinking about this, you are neglecting a core part of your responsibility.

A few things to consider:

1. Is it time for you to replace yourself? Have the courage to always leave before you need to or have to.

2. Who are you grooming to step into your role? Start looking and grooming the next leader way sooner than you think you need to.

3. Does the organization or initiative need a fresh perspective and fresh eyes? Most of the time the answer is yes.

4. Power corrupts. Don't let your power trip end up keeping you from correctly leading the organization into the next season of healthy organizational life.

5. Seek wisdom from inside and outside the organization. Seek counsel from trusted friends and advisors, as well as team members internally who can speak the truth.

6. The legacy of your leadership relies significantly on how well the organization continues to thrive after you are gone. Your replacement is a direct reflection of the quality of your leadership.

What Happens When Someone on Your Team Drops the Ball

The Power of Accountability. Sets the tone in any organization. So what about when someone completely drops the ball? We all have experienced this as leaders. I know I have. So how do you respond?

You give a big assignment or project to someone on your team, and they lay an egg- totally drop the ball and don't get it done. We've all been there. I know I have.....both as the goat who goofed up, as well as the one in charge trying to figure out how to handle the situation.

So how do you handle it? Let's look at this situation from both sides, both the one who dropped the ball and the one in charge.

1. As the one who dropped the ball, just own up to it. Don't make excuses. Be self-policing and self aware. Be accountable. And be mature. And realize that your leader or your boss or the person in charge is trying to figure out how to deal with your mistake or lack of action- lean into that and bring it up first and tell them it won't happen again. Don't wait on them to have to confront you. Be proactive. Leaders would always rather find out from you that you laid an egg, vs. finding out from someone else, many times when it's too late to do anything about it.

Own up. Grow Up. Shut up. And don't be the goat again.

2. As the leader, four things to think about: 1. confrontation; 2. conversation; 3. restoration; 4. affirmation. Got these from Kevin Myers in a talk he did a couple of years ago at 12 Stone Church. The key on this- confront, and then move on. Get through the confrontation and onto to the conversation and restoration as quick as possible. If you have the right kind of person on your team, they feel terrible anyway, so spend very little time confronting, and way more time on restoration and affirmation.

Reality is, a majority of accountability, both with individuals and with teams, should be built around conversation and affirmation. This is not just telling people they are great. That's part of it. But instead, affirming this person and your team about where you are going as a team, how you are going to get there, how you are winning, and how they are incredibly important to the success and accomplishments of the team, and accomplishing the mission and vision of the organization. Being accountable to the Vision.

As a leader, DO NOT withhold affirmation. This is so hard. I struggle at this constantly, making sure I am affirming our team and not just confronting.

Assuming you've established trust, a strong level of commitment, and a proper corporate culture, then ultimately affirmation is the greatest power and source of strength for team accountability. If all you are doing is confronting and not moving towards conversation and restoration and affirmation, you'll struggle with team accountability and a culture that is committed and loyal and willing to conquer the hill.

Tough to do this, especially for type A hard charging leaders.

6 Leadership Qualities of Nehemiah

Nehemiah is one of my favorite people in the Old Testament. He was a leader, pure and simple. Here are several leadership traits that stand out to me that he possessed. 1. Humble- he ranked high in the Kingdom of Artaxerxes- he was cupbearer to the King. Yet he understood the stewardship of his role. And arrived in Jerusalem only with the animal he was riding, when he could have asked the King for many more men to help him and escort him back.

2. Compassionate- when he learned of the suffering of his people, he sat down and cried. And then mourned for days, fasting and praying for his Jewish brothers and sisters in Jerusalem.

3. Visionary- he immediately captured the hearts of the people to help in rebuilding the walls. He was a masterful motivator. To show up and be able to rally the people to work together was an amazing feat.

4. Strength and courage- when confronted with naysayers and even potential attacks from those outside the city, he held the people together, spoke with strength and determination and confidence, and even instructed those building the wall to have a spear in one hand and a tool in the other!

5. Organized- Nehemiah quickly assembled working teams to rebuild the wall with haste, and had people working round the clock to finish the job. Anyone who can lead rebuilding the wall in 52 days has the ability to organize and stay focused on the strategy at hand.

6. Integrity- when Nehemiah learned of the way some of the people were being cheated and sold into slavery by others in the city, he quickly brought light to it and put a new solution and system in place. He wouldn't stand for the iniquities that had been going on for quite a while.

A conversation with my friend Ken Coleman on his new book One Question

Here is my sit down interview with Ken Coleman talking about the release of his new book One Question: Life Changing Answers from Today's Leading Voices. Ken is one of my closest friends in the world, and I highly recommend this book for you and your leadership development. It's a collection of practical wisdom from leading voices today from all different backgrounds, including folks like Malcolm Gladwell, John Maxwell, Coach K, Pat Summitt, Seth Godin, Daniel Pink, Mark Burnett, Tony Robbins, and more.

You can purchase the book here. You can also get a special bundle of my new book The Catalyst Leader (it releases on Tuesday, April 16) and One Question in a bundle pack on the Catalyst store.

Part One:

[youtube]http://www.youtube.com/watch?v=FV-TWFzfss4[/youtube]

Part Two:

[youtube]http://www.youtube.com/watch?v=mwbC_O_CGWY[/youtube]

Part Three:

[youtube]http://www.youtube.com/watch?v=h_DqmDHcyr8[/youtube]