The Different Impact of Good and Bad Leadership

February 18, 2015—You’ve probably heard it said that people don’t quit jobs, they quit bad bosses.It’s a common leadership maxim—often issued as a word of warning to those stepping into leadership: a bad leader can ruin even the best of jobs.
But is the opposite also true? Can a good boss lead to less turnover? And what are the qualities that employees think make for a good leader—or a bad one?

In a study among Americans in the workplace, done in partnership with Leadercast, Barna Group found that two in five people work for someone they consider a “bad” leader. When asked to attribute positive and negative characteristics to their supervisors, these 40% of workers assign at least four of the six negative attributes to their boss. Another two in five workers (40%) say their leader displays one to three of those negative attributes, classifying that leader as “average.” In contrast, only one in five workers (19%) assigns only positive attributes to their leaders, qualifying them as “good” bosses.

5 Critical Things to Keep in Mind When Leading Millennials

Among workers, Gen Xers seem to be the most disgruntled age group toward their supervisor—45% of them say they work for a bad boss, while only 39% of Millennials would say so and an even fewer 35% of Boomers are unhappy with their bosses.
And, while workplace leadership may be the most personal concern for people, nine in 10 Americans also say they believe the nation itself is facing a crisis of leadership.

The Anatomy of a Bad Leader
So what do people say makes for a bad leader? Workers most often identified three complaints when it comes to poor leadership—at least three in 10 Americans say their supervisor lacks clear vision and direction (32%), that the poor leadership at work is the most stressful part of the job (33%) and that their boss makes them feel controlled, manipulative or defensive (31%).
Additionally, one-quarter of workers (25%) feel their career progress is limited because of their boss’s poor leadership. About one in six (17%) say they would prefer a new boss over a raise. A majority (62%) say they wouldn’t follow their boss if their paycheck didn’t depend on it.

Is it true then? When employees have a bad supervisor, are they more likely to leave their job? Simply put: yes. While only one in five respondents are actively looking to leave their organization because of their supervisor, when you consider who is planning to look for a new job in the next year, the numbers tell the story. Employees who don’t respect their leaders—who classify their supervisor as a bad one—are more than twice as likely as those with a good supervisor to say they plan to look for a new job within the next year. More than six in 10 of those who work for a bad boss (61%) plan to be on the job hunt this next year, while less than three in 10 of those who work for a good boss (27%) say the same.

A Good Leader Makes a Big Difference Too
There’s a flip side to the negative effects of working for a bad leader: for all the harm a bad supervisor can do, a good leader can do a lot of good. Good supervisors create settings that have less turnover, a better work environment and more inspired workers.
Employees who work for good leaders are much more likely than those with bad leaders to feel positively about their work—according to a variety of indicators. More than nine in 10 (91%), for example, say they enjoy going to work each day, compared to only six in 10 of those who have a bad leader (62%). Similarly, more than eight in 10 say their work makes a positive different in the world, compared to only six in 10 of those who have a bad boss (63%). Almost three-quarters of those with good bosses (74%)—compared to six in 10 of those with bad bosses (61%)—say they feel empowered to be a leader at work.
On the other hand, those with good bosses are also much less likely than those with bad bosses to indicate unhappiness with their work and their workplace. Only one-third (33%) of those with good bosses (compared to nearly six in 10 (58%) of those with bad bosses) say there are often distracted at work. While a full two-thirds of employees with bad bosses say they feel a lot of negative energy in their workplace (66%) and that people often misrepresent truth at their workplace (65%), less than one in five of employees with good bosses would say the same (15% and 19%, respectively).

While very few workers (19%) chose only positive qualities for their boss—without indicating any of the negative qualities—most people do have some good things to say about their leaders. Among the positive qualities workers point to in their boss, they most often value mutual respect, safety and loyalty. More than six in 10 employees (61%) say they would be disappointed if their boss left the company tomorrow. More than seven in 10 (73%) say they can bring concerns to their boss without fear of criticism, knowing they will be heard. A similar number (71%) say they have a lot of respect and admiration for their boss and a full 77% say their boss respects them as an individual and not just as someone who produces results.
What the Research Means
“This study shows some important ways leaders can empower their employees,” says David Kinnaman, who is president of Barna Group and directed the study on the effects of leadership. “At the same time, the results show just how hard it can be to work for a crummy leader—and how easily one can fall into bad leadership habits.
“It’s impossible to improve what you don’t assess, so this research stresses the importance of self-awareness and feedback systems that allow leaders to face the truth about their leadership. Being a self-aware leader will help to improve your leadership culture. The people on your team will thank you for it—or they will be likely to leave your team.”
Comment on this research and follow our work:
Twitter: @davidkinnaman | @roxyleestone | @ClintJenkin | @barnagroup
Facebook: Barna Group
About the Research
The research for this report included 1,026 online surveys conducted among a representative sample of adults, ages 18 and older in the United States. The survey was conducted from February 25, 2014 through March 3, 2014. The margin of error for a sample of this size is +/-3.1 percentage points, at the 95% confidence level.
Respondents were asked to agree and disagree with the following questions to define their direct supervisor as “good,” “average” or “bad.”
(Qa) I have a lot of respect and admiration for my boss
(Qb) I can bring concerns to my boss without fear of criticism, knowing that I will be heard
(Qc) if my boss left our company tomorrow, I would be disappointed
(Qd) I would follow my boss even if my paycheck didn't depend on it
(Qe) my boss respects me as an individual and not just as someone who produces results
(Qf) my boss lacks clear vision and direction
(Qg) my boss communicateds in a way that often makes me feel controlled, manipulated or defensive
(Qh) I would prefer to have a new boss over a raise
(Qi) my career progress is limited because of my boss's poor leadership
(Qj) I'm actively looking to leave my organization because of the leader directly above me
(Qk) the poor leadership at my workplace is the most stressful part of my job

Each respondent received one point for disagree (Qa-Qe) and one point for agree Qf-Qk) for a total score out of 11.

Definitions:
bad = counts 4-11
average = counts 1-3
good = counts=0
The research was commissioned by Leadercast. Learn more about their 2015 conference here.
About Barna Group
Barna Group (which includes its research division, Barna Research Group) is a private, non-partisan, for-profit organization under the umbrella of the Issachar Companies. Located in Ventura, California, Barna Group has been conducting and analyzing primary research to understand cultural trends related to values, beliefs, attitudes and behaviors since 1984.
If you would like to receive free e-mail notification of the release of each update on the latest research findings from Barna Group, you may subscribe to this free service at the Barna website (www.barna.org).
© Barna Group, 2015.

16 Leadership Quotes From Bob Goff – Live Notes From The Orange Conference ’13

April 26, 2013 0 Comments

On behalf of The Rocket Company’s‘ desire to help churches succeed, I will be live blogging for the 3rd consecutive day from the Orange Conference in Atlanta, Ga.  They saved some of the best leadership insights for last.
The morning session kick off with best-selling author Bob Goff and an interview with Jeff Shinabarger on the subject of generosity and what is really enough.
After reading these leadership quotes, please check out an amazing FREE offer from The Rocket Company on helping pastors preach better sermons.  
The comments below are from Bob unless otherwise noted.

• If you want to know where people who follow Jesus have been, follow the wet tennis shoes marks.  We should leak Jesus.
• Some of you are weird.  You are.  That’s just how you were wired to be.
• We’re posing.  We’re just faking it.  We’re afraid of who God made us to be.
• Who are you?  What do you want?  Those are two great questions to ask.
• Jesus, as time went by got more and more available.
• Every time I answer the phone, every time you do an act a kindness, you answer the question “Is it really true?”
• We’re called to lift up the hurting.
• We lift each other up.  You don’t let go until we have five strong people holding you up.
• Jesus just held everybody close.  We have people running around holding people accountable when they just need to hold them close.
• Don’t have any expectations.  Are you kidding me?  We are kids of the King!
• Every single Thursday I quit something.
• What if we’re picky about what we see?
• What does my wife want?  She wants me home.  Must be present to win.
• Let’s keep our eyes fixed on Jesus.  You get that part right.  You get everything right.
• What’s the word you hate most – Can’t.
• What are you made to do?  Not what you are able to do.  What are you made to do?
• If you change the world and your marriage fails, you lose. – Jeff
• Influence isn’t about the numbers.  It’s about influencing one individual person. – Jeff
• We all want generosity in our lives but we’ve never drawn a line about what is enough. – Jeff

30 Leadership Quotes and Lessons from Jeff Henderson

30 Leadership Quotes And Lessons From Jeff Henderson – Live Blog From The Rocket Company Training Meetings

April 29, 2013 0 Comments

In an effort to help churches succeed, the leadership of The Rocket Company wanted to pull back the curtain and show you how we train our team members.
This morning, Jeff Henderson of Gwinnett Church, one of the North Point Community Church campuses, provided some invaluable coaching for our team.  We felt the content was so rich that we wanted to share it with all church leaders.
The following are leadership quotes and lessons from Jeff on managing your life and achieving your goals.  After reading check out the information below on Preach Better Sermons which Jeff will be hosting this week.

1. In every marriage there is the Wow and the How.
2. If you don’t execute, a dream is just a nap.
3. Our dreams should outstretch us.  Where people get overwhelmed is the dreams  get stuck.
4. Five Life Goals – Family, Spouse, Financial, Career/Work, Health.  If Jesus doesn’t show up in these, I have failed.  Jesus doesn’t need to be a separate category.
5. My wife and kids are separated.  I didn’t marry my kids.  Many times when they go away to college, the marriage suffers.
6. I break down how I’m doing on my goals on a quarterly basis.
7. You have a 30-day review, a quarterly review, and an annual review.  But the most important is looking at it weekly because it helps me execute.
8. Life will lead you or you will lead your life.
9. I hire great people and get out of the way.
10. I cast vision, I raise money, and I encourage the staff.
11. What are the three things I’ve got to do this week?
12. A lot of people have big dreams.  They get impatient and then they walk away.
13. First, reflect on your last week.
14. What fuels things is how I feel.  If I don’t feel good, it affects how I am as a husband and how I am as a dad.
15.  Second, look at your weekly goals.  This helps focus on strategic relationships.
16. I have a goal of writing three thank-you notes a week.
17. Third is tools.  This ultimately leads to three goals, things I want to accomplish this week.  The secret is looking at this for two minutes a day.
18. I have a reading goal every week.
19. The best thing about this is it lets me know when I’m behind.
20. The goal is not perfection.  The goal is progress…I believe in steady plodding.
21. Only 3% of Americans have goals.  Only 1% write them down.  But that 1% exponentially achieves their goals over others.
22. There are curriculum goals and measurable goals.
23. Prepare your spouse to be a widow.  The people that didn’t have life insurance are the ones who needed it.
24. If I get wins early in the week, it gets me going for the rest of the week.
25. The most difficult person I lead is me.
26. There is humility and there is false humility.
27. For creative people, every canvas has a border.  Songs are three minutes on the radio.  Every great painting has a frame.
28. Steve Jobs says, “Real artists ship the product.”
29. In the church world, “I’m relying on the Holy Spirit” is code for I haven’t done the work.
30. Stephen King’s goal is to write a 1000 words-a-day six-days-a-week.

32 Things Organizations Look For When Selecting A Leader

April 27, 2013 0 Comments

Earlier this year I switched jobs and joined The Rocket Company.  Changing organizations forces you to evaluate the selection process that they go through when selecting new leaders and team members.
This past week, 20 million people watched the first round of the NFL Draft.  I was one of them.  Other than birthdays, my anniversary, and Christmas, it is my favorite day of year.  The following were the leadership quotes and principles from the draft’s opening night that give us a unique insight into what organizations look for when selecting a leader.
These are not in order of priority but rather captured through a chronological note-taking process as the draft progressed.

• Past Performance – “I want to see a player’s body of work.  I want to see him as a Sophomore, a Junior, a Senior.  Bring me the tape.” – Jon Gruden
• Leadership – “I’d take him (Manti Te’o) anywhere.  He’s a leaders and will be a great football player.” – Steve Maricci
• You Are A Building Block For Future Success – “A draft like this with strength in the trenches builds championships.” – Mel Kiper
• Intelligence - “You (the 2-14 KC Chiefs) have six Pro Bowl players.  That’s another story.  I don’t understand the Pro Bowl.” – Gruden
• Opportunistic - “This is what America is all about.  A kid (Eric Fisher) who comes from nowhere to be the first pick in the NFL Draft.” – Gruden
• You Learn From Mistakes.  You Don’t Dwell On Them – “You can ask the question why they (Oakland Raiders) are where they are or you can deal with the future right now.” – Gruden
• You’ve Done Your Research On The Organization - “Do the Raiders commit to Matt Flynn?” – Kiper.  Gruden responds, “How can you commit to a quarterback you don’t know anything about.”
• You Can Fulfill A Specific Role – “They play hockey at Oregon.  They play six plays and then he’s (Dion Jordan) out six plays…He can run down and cover kicks but I don’t think you drafted him to do this in Miami.” – Gruden
• You Understand Your Strengths And Weaknesses - “For Dion to be a great pro he’s going to have to do more than rush the edge.  Pro backs can’t wait to chip him.” – Gruden
• Versatility – “Versatility is a key word here.  Lane Johnson can play right tackle.  He can play left tackle.” – Adam Schefter
• High Effort – “That is the one thing Ziggy Ansah has is effort.  He has a long way to go.” – Gruden
• You’re A Finisher – “What I like most about (Jonathan) Cooper is he is a finisher.” – Gruden
• You’re A Team Player – “He’s (Tavon Austin) not a me-and-I guy.  He’s a we-and-us guy.” – Kiper
• You Fill A Need - “The New York Jets have eight need areas.” – Kiper.  ”This will be the third offensive coordinator in three years.” – Gruden
• Production - “Talk about the shoulder injury all you want.  I’m tired of hearing about it.  All he does is start and play well…He’s football savvy.” – Gruden
• You’re A Good System Fit - “You have to have the right system for (D.J.) Fluker” – Gruden
• A Problem Solver - “If you don’t intercept a pass on first down, they’ll get a touchdown on second down.” – Kiper
• People Skills – “I think Geno Smith has a lot of friends at ESPN.  He’s not even my #1 quarterback on the board.” – Gruden
• Consistency – “It’s the inconsistency that concerned you the much.  He (Smith) had inflated production.  He lost his execution at the end of the year.  Some of the decisions he made wasn’t good.” – Gruden
• Stability – “That was a ridiculous situation last year.  Let’s hope some continuity with the coaching staff will help them (New Orleans Saints) this year.” – Gruden
• Decision-Making Skills - “I never drafted a quarterback.  That’s why I’m sitting with you guys.  I’m drafting a quarterback in the first round.  I’m drafting a quarterback in the third round.  I’m aggressively addressing this situation.” – Gruden
• Charisma – “There’s a charismatic vibe about E.J. Manual that you love…He’s a tireless worker.  He’s a tremendous leader.” – Gruden
• You Respond To Coaching - “He’s (Manuel) with the right guy.  Doug Marone can bring this guy along.” – Gruden
• You’ve Paid Your Dues – “Thank goodness Jarvis Jones got rewarded for playing the game.” – Gruden
• You Give The Organization Options – “A.J. Green, (Jermaine) Gresham, and (Tyler) Eifert.  Andy Dalton has a lot of options.” – Kiper
• The Ability To Prioritize – “He (Bjoern Werner) and Jarvis Jones did not pass the combine test but they look great on tape.” – Gruden
• Continual Improvement – “Last year they (UCLA) lost to USC 50-0.  A coaching change turned them around.” – Gruden
• Concentration – “It’s a concentration issue.  If he (Cordarelle Patterson) can improve on those lapses and his route running.” – Kiper
• Incredible Skill Set – “This kid is magnificent football player.” – Gruden on the Tyrann Mathieu

Here are three bonus leadership skills from days 2 and 3 of the draft.

• Toughness – “I have a hard time believing Tim Tebow was to blame for Mark Sanchez’s problems. I mean, come on, grow up.” – Mike Mayock
• Capacity – “What is your work capacity.  Everyone in the NFL works hard.  What is your work capacity?” – Trent Dilfer
• Listening Skills – “The most underrated leadership skill is listening skills.” – Brian Dodd

49 Leadership Lessons From Carey Nieuwhof, Jeff Henderson and Perry Noble Pastors Lunch – Orange Conference ’13

April 26, 2013 by Brian Dodd

Brian with Perry Noble and Carey Nieuwhof

There are perks to leadership and there is a price to leadership.  This afternoon I got to experience one of the perks!  In an effort to help churches succeed, The Rocket Company has dispatched me to the Orange Conference in Atlanta, Ga to gather leadership lessons and insights to pass on to you.
I  just attended a special lunch for pastors only that was highlighted by a Q & A between Carey Nieuwhof, Jeff Henderson, and Perry Noble.  In a word – UNBELIEVABLE!!!  This is one of the BEST events I have ever attended!!!
After reading these leadership quotes, please check out an amazing FREE offer from The Rocket Company on helping pastors preach better sermons which Jeff and Perry will both be a part of.  
Perry Noble

• In 2000, we were planting a church and I was broke.
• A dynamic Children’s Ministry is essential for a thriving church…We want them in environments where they can have fun and learn about Jesus on their level.
• If you’re doing church right, you offend someone every week.
• I don’t believe in fundraisers for youth and children’s group.  The pastor should be the chief fundraiser for them.  It is a sin to put them in front of Wal-Mart.  Our kids have gotten everything they have ever needed.
• Disney is spending money on them.  Hollywood is spending money on them.  But the church screams if they need $500 and then sends them to Wal-Mart.
• Staff that doesn’t have unity on the staff will never have unity in the church.  You will not have vision.  You will have division.
• Parent only care about three things when they bring their  kids to church.  Clean.  Safe.  Fun.
• I hear people say, “Fun ain’t the goal.”  Well, Heaven is going to suck for you.
• We never told our daughter never to do something because it would look bad on the church or daddy.
• I’m not obsessed with what people think because I want to be a great husband and father.
• Love always assumes the best.  I’ve got her (daughter’s) back far more than the opinion of others.
• My wife’s ministry in the church is to me.  She can do things for me no one else in the church can do for me.
• Opportunity does not equal obligation.
• Jesus did not play to the expectations of people.  He did what His Heavenly Father called Him to do.
• If you don’t control your schedule, you’re not leading yourself or your family.
• Deep in most church settings means confusing.  A non-Christian has never asked me about going deep.
• Time, not content, produces spiritual growth.
• Every spiritual growth metaphor in the Bible is agricultural, not technological.  Agriculture takes time.
• In most discipleship classes in churches, the burden is not easy and the yoke is not light.
• We’re a church where change takes place.
• The only organization that resisted change the most is the church.  It’s also important that the population in America is increasing while church attendance is decreasing.
• We’re willing to answer the questions people are asking.  Nobody coming to your church Sunday cares about Calvinism.
• Nobody wants to hear you speak for 45 minutes.
• When we meet them where they are, answer their questions, they are more open to what the Bible says.
• We’re going to go after people I have a heart for.
• Too many churches are over-programmed.
• When you have to manufacture energy for something, it’s time to kill it.
• When God’s done with you in ministry, he’ll kill you.

Jeff Henderson

• The male population serving in family ministry continues to decline.
• There are boys in our church and community who have no idea what a positive male Christian role model looks like.
• I know what my role is – senior pastor, fundraiser, hire the right people and get out of the way.
• Kids are an easier sale than the adults…Even the worst parents in the world will take their kids to church if they want to go to church.
• For the family ministry I don’t have a customer (child) in, I pay them especial attention.
• Every year I have five goals I want to accomplish in five areas of my life.
• (To have balance) You have to say, “No”.
• My most important ministry is with my family, not the church.
• Our spiritual growth strategy is for you to do what we’re doing.
• If you’re not giving financially, there is something wrong with your heart.
• I’m a starter.  That’s what I do.
• If you want to feel like a celebrity, go to NewSpring and turn on your flashers as a first-time guest.
• The sermon starts in the parking lot.
• The key to the church growing is the enthusiasm of the person in the parking lot.
• When my family ministry says we have enough men, only then will I start a men’s ministry.  I want them serving.
• Job security is tied to killing ministry.  When someone says, “Something isn’t working.  I want to kill it.”  That’s good leadership.  They are more interested in the vision than the ministry.  That’s the person I want to keep.

Carey Nieuwhof

• There is power of another voice in a child’s life.
• Family ministry is a value, not a program.
• One of the effectiveness of an Orange Church is that the senior pastor owns the vision for family ministry.
• My wife and family would do what they would normally do because their Christians, not because I’m the pastor.
• Without a filter, everything sounds compelling.

The One Thing That Disqualifies Even Successful Leaders

By Brian Dodds

Are there times when the fact you are doing a great job does not matter?  Are there times when the performance of the team you lead has dramatically increased but yet you still lose our job?  Are there times when improved metrics matter little when evaluating your leadership?  The sobering answer is Yes.
The Oakland Raiders had one of the worst offenses in pro football when Hue Jackson became their offensive coordinator in 2010 and then its head coach one year later.  The team which ranked 31st out of 32 teams in total offense in 2009 improved to 10th in 2010 and then 9th in 2011.  Despite the team’s improved performance, Jackson was fired after just one year as head coach.  And worse yet, it appears there is little to no opportunity for a head job in the future.
So what happened?  The reason for this is something all leaders can learn from.
Jim Trotter of Sports Illustrated reported of “others perceiving him as a power-hungry opportunist who’ll step on or over anyone to climb the professional ladder.”  You can read Trotter’s full article by clicking here.
Trotter goes on to add that Jackson is seen as a “me guy” rather than a “team guy”.  In other words, Jackson cares more about himself than those he is called to serve.  Nowhere was this more on display than after losing the final game of the 2011 season and missing the play-offs by one game, Jackson told the media the following about his team:
“I’m pissed at my team.  At some point in time as a group of men you go in the game and you can say whatever you want about coaches, [but] you win the game. Here’s your time. Here’s your time to make some plays. We didn’t get them stopped and we didn’t make enough plays. Yeah, I’m pissed at the team. Like I tell them I always put it on me, but I am pissed at my team because when you have those kind of opportunities you’ve got to do it, and we didn’t do it.”
Jackson is said to lack people skills.  Most consider him brash at best and a bully at worst.  Now currently the running backs for the Cincinnati Bengals, he is hoping for an opportunity at redemption.
It may be too late for Jackson but it is not too late for you.  If you are a leader who blames others, who throws his team under the bus, who constantly makes excuses and passes the buck, then stand up and be a leader.
Support your team.  Go to bat and take bullets for them.  Give credit to others and provide a platform for them to showcase their skills.  It is only then that you can earn the trust and loyalty from those you serve.
If you do this, then you may be a leader who will get to enjoy the fruit of your success and have sustained influence.
Pastors and leaders, what one thing you can learn from this post that will make you a better leader?

14 Habits of Highly Succesful Leaders

14 Habits Of Highly Successful Leaders

April 4, 2013 0 Comments

Courtesy Google Images

Leaders never confuse activity with accomplishment.  They deeply desire to make a difference with their lives.  They want to capture new territory.  Leaders want to find solutions, improve the quality of life for others, and advance mission and vision.  They want to be not only successful but highly successful.
Few leaders are as highly successful as Chad Knaus.  Currently employed by Hendrick Motorsports, Chad serves as crew chief for 5-time NASCAR champion Jimmy Johnson.  His success as crew chief is unparalleled in the sport’s history.
For those who may be unaware, crew chiefs are like head coaches for sports team.  Chad manages approximately 100 people including Johnson and the team’s pit crew.  In addition, he also works with sponsors and the executives of Hendrick Motorsports.
Recently, Knaus was interviewed by Ken Coleman of Catalyst.  While listening to their conversation, I gleaned the following 14 habits Knaus practices to achieve his unmatched success.
Whether you are a coach, pastor, business or non-profit leader, these are lessons we can all learn from.  You can hear the full interview by clicking here.  All the following quotes come from Knaus.

1. Hard Work – “I took good normal hard work ethics and apply it to what we do.”
2. Avoid Complacency – “One of the most important things to us is that complacency doesn’t set in.”
3. Embrace Change – “One of the things we work hard on is that we are ever-changing…Change is the most important thing is being successful.”
4. Upgrade Personnel – “You can change the person or the personality but something has to change…A lot of guys don’t want to morph as the sport morphs so we have to change the person.”
5. Competitiveness – “I operate on such a level of fear and I don’t understand why.  I don’t like being beaten. I’m afraid of the next Chad Knaus out there and he’s coming to take my job.”
6. Respect The Competition – “You need to be a little timid that someone is going to do something better than you.”
7. Trust – “The relationship Jimmy and I have is based on unwarranted trust.”
8. Consistency – “Being consistent is important in the way you communicate with a person.”
9. Healthy Friendships With Your Team – “Be cautious not to cross the line between teammates vs. friends…We don’t put (friendships) ahead of the success of the team.”
10. Awareness – “We try to stay involved with all the guys at all the levels so we can nip things in the bud.”
11. Humbleness – “The more you’re under the microscope the more you’re going to make the wrong decisions.  How you handle that makes you a great leader or not.”
12. Honesty – “Be honest with yourself and everyone if you made the wrong decision.”
13. Willingness To Fail – “We’re in the prototype industry.  We build it.  We try it.  If it doesn’t go faster you throw it away and move on…We make more things that don’t work than do.”
14. Pioneering – “What’s fun about being a leader is that you pick the path you’re going to go on.”

Hard Work, Avoiding Complacency, Embracing Change, Upgrading Personnel, Competitiveness, Respecting The Competition, Trust, Consistency, Healthy Friendships, Awareness, Humbleness, Honesty, Willingness To Fail, and a Pioneering Spirit.  If you practice these 14 habits, you too may be the best in your industry.
Leaders, what is one thing from this list that you can improve TODAY to make you a better leader?
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Why We Must Build Leaders

Why We Must Build Leaders

Building leaders is not an option; we must build leaders. Here are seven reasons why:

1. Building leaders is biblical. It was one of the main things Jesus did. At the earliest period of His ministry, Jesus began to gather around Him a company of disciples, in order to prepare them to carry on His work. From the start, Jesus wanted not only to have followers and disciples, but men whom He would build to lead and disciple others (Matt. 4:19). The training He would give these men was the principal part of His earthly ministry (John 17:6). Moreover, when He departed, Jesus’ final and ultimate instructions were: “Build people!” (Matt. 28:19). Paul built leaders who built leaders (2 Tim. 2:2). Everything in the New Testament revolved around building people (Eph. 4:12-16).

2. Leaders make a difference – to everything. People need leaders; it’s simply the way God has made us. Without leaders, the people are scattered (Matt. 26:31). Just before he died, Moses looked at Israel’s need and he cried out to God to provide leadership (Num. 27:15-17). Similarly, Jesus looked at the multitudes and He told His disciples to pray that God would raise up leaders (Matt. 9:35-38).

In the easiest of times, people need leaders, and the more challenges that lie ahead of us, the more important effective leadership will be. Our times are characterized by both great difficultly and incredible opportunity. Not only do we need more leaders (quantity), we need healthy leaders (quality). This requires coherent strategies for both selection and development.

3. Churches and ministries can’t always bring in from the outside the leadership they need. The traditional solution to a leadership shortage is to look outside. Sometimes this may be successful, with the new leader bringing the fresh air of experience and perspective significantly different from either the fundamental limitations or the ingrained “groupthink” of the current team.

However, so much of a leader’s eventual effectiveness depends on deep relationships and trust, on cultural fit, and on specific organizational experience and knowledge. Even if an “outside hire” is able to fill a current vacuum, it will seldom be sufficient to cure the systemic leadership shortage. In addition, frequent trips to the outside will be expensive and do not come with money-back guarantees. The grass will often look greener on the other side but the only long-term solution to the leadership crisis is that we learn to build our own leaders.

4. The cream does not always rise to the top. Building healthy leaders is easier said than done. It is not sufficient merely to send someone to a seminar or to give him a book on leadership to read. Leader development is highly complex and very little understood. Consequently, in many churches and ministries, it is essentially left up to chance. We pay lip service to it, but devote little time to this endeavor. The small efforts at leader development that are made are often haphazard and not part of any overall cohesive strategy. Often, we simply hope that the leaders will somehow raise themselves up! When asked what his leader development strategy was, one leader said, “You just have to let the cream rise to the top.” In other words, “We have no intentional strategy for leader development; we’re just hoping for the best!”

It sounds spiritual to say that God alone can raise up a leader, but this is not a biblical perspective. Consider evangelism as a parallel. If our churches have no intentional evangelistic strategy, certainly some people will be saved, but that number will be dramatically increased if we have a strategy and even more if that strategy is a good one! It’s the same with leader development: if we have a coherent and biblical strategy, both the number and the quality of leaders who are raised up will be considerably higher than when we leave it up to chance.

The healthy church or Christian ministry is not just a “doing” organization; it is a learning and building organization. Its way of life is continuous learning and building – at all levels. Building people of all ages, and building leaders are central elements in the culture of the effective church or ministry. “Building” is hard-wired into everything everyone does. It is every leader’s responsibility to nurture and expect leadership everywhere. This must become the mindset that pervades our churches and ministries. Building a leader-building culture is the ultimate act of leadership.

5. Leadership failures are costly. We pay a high price when our poorly-built leaders fail – and the higher their leadership level, the higher the price.

This price can include the impairment of the leaders’ own lives and the loss of their future potential in God, the lengthy turmoil (in some cases complete demise) that the church or ministry faces in the wake of the failure, the waste of ministry opportunities in the meantime, and damaged credibility before the outside world. We must build leaders; not merely appoint them.

Effective building processes will not eliminate all leadership derailment (think, for example, of Judas or Demas), but it can dramatically reduce it.

6. Most of the cost of leader development has already been paid. The transformation of life – the nurturing of spiritual life, relational capacity, character and vision – and the practical development of the leader’s ability to lead, occur primarily in the context of life. The spiritual opportunities, the personal examples, role models and coaches, the challenging assignments, the responsibilities, the pressures, and other dynamics so powerful in development are already present in any church or ministry (Acts 2:42; 1 Thess. 1:5-7; 2 Tim. 3:10-17). Not to take intentional advantage of them and thereby reap a return on this existing investment is bad stewardship!
7. The future of the church, the nation and the world depend on it. With few exceptions, people will not rise above the level of their leaders (Luke 6:40). If we care about the Bride of Christ and if we have a vision for the nations, we will build leaders. We must build leaders!