Last week, something hit me afresh: Even leaders who seek to help the people or organizations they lead take new ground—aka: make productive and profound change—are tempted to limit the changes they are willing to lead to those within the boundaries of their own comfort zone. To say it another way, it is easy to ask other people to make major change as long as that change is contained within the realm of what we are already comfortable with. In other words, even as we call for bold change in others we are being careful to avoid the implications of those changes in ourselves.

However, leading is about change. Leaders look at where they are now and where they need to be. They admit that it is not possible to get somewhere new doing what they have always done. Great leaders are willing to go back to the drawing board to unlearn, relearn, and become students of whole new disciplines and skills. They are willing to put it all on the line for the sake of what needs to be achieved. They literally, “walk naked into the land of the unknown.” (Robert Quinn, Deep Change.)

Leading is change, it is not about polishing the status quo. Therefore, to be a leader of change I have to allow change to begin in me.

But here’s the deal. Change is destabilizing and risky. You cannot guarantee a return on your “investment” of change until you are all in with no way of going back. Change is an act of faith to trust your best wisdom and intentions. But there are no guarantees. It is possible to pay the price of change and not achieve what you hope for. So, given the facts that change is risky, that people resist change, that change leads to loss and destabilizes an organization, it is no wonder that courageous appropriate leadership is so rare. There are lots of reasons to play it safe.

However, we will never get where we need to go by staying where we are. (How’s that for a brilliant quotable quote.)

Time for a little personal inventory:

• What is the new territory you long for with your team or organization? What do you dream of achieving?
• What actions, decisions, or new growth have you been putting off?
• What risks will you have to take to start leading toward that new future?
• and the most important question: Who do you know who could help you discover and develop the new skills or disciplines you will need to lead at a new level?

For a generation or two we lived in a world where the average family had one parent who worked a forty-hour week for a company where they were employed forty years. In addition, most families were able to make it on the one income so that the other spouse could devote full-time attention to the job of household management and child-rearing. Among other things, this meant that when the working spouse returned home at the end of the day, the house was clean, kids were finished with homework, and dinner was on the way.

In this environment the American church refined its programs and rhythms. Because there was a reserve of energy available for evening activities, it was very common for active church families to spend four or five days a week in church based activities—Bible studies, committee meetings, choir practice, prayer meetings, mid-week suppers, children’s programs, vacation bible schools, etc.

That 40/40 world ended sometime near the end of the last millennium. It was replaced by a world where everyone essentially works as a consultant, a world where job security is only as good as the current project you are working on. It’s a world that requires people to put in however many hours it takes to get the job done. And, now both spouses work in this same environment replete with the anxiety, fatigue, and long hours that come with it. Families no longer have a reserve of time and energy available for multiple church or community activities. Volunteerism cannot be taken for granted.

Thus the leadership challenge. We can bemoan the loss of the older ways all we want to, but the reality is we live in a new world and must adapt to it. We must begin to own the fact that time and energy of our people are the most important resources of any organization. Understanding how the realities of this new day severely limit people’s time and energy is a starting point from which a leader can begin to effectively adjust plans and expectations.

The end of the 40/40 world calls for creative alternatives. Programs designed to serve people must be built on the principle of multi-usage, delivering value on multiple levels. The quantity of commitments expected of people needs to be downsized without value judgments. Every program, every commitment, every invitation must have a crystal articulated purpose and/or vision.  It will not work any longer to attempt enlisting people  out of  a sense of duty.

Leading in a world when people had active reserves of time and energy out of which they can serve was much easier than having to compete for diminishing availability. However, the reality is, that older world doesn’t exist anymore. And, when the world you live in changes, the way you lead must change as well.

I would like to suggest that the tension of needing to care for people and also get the job done is a tension that can nurture great teams.

If all a team does is focus on task, you are moving into the demoralizing posture of using people without developing or even attending to them as individuals. If all a team does is care for each other, you are moving into the demotivating posture where the hard work, expertise, even sacrifice of people is ignored.

On the other hand, when people are cared for in a team-based context where the cause that drives the team is compellingly pursued, you have the potential of releasing the greatest creative energy. When people feel safe, they feel safe to risk and experiment. When challenging assignments or pressure packed deadlines are balanced with support for the people facing that pressure, the entire team finds the will power to keep their hands on the plow together.

If you can imagine these dynamics as intersecting axes, any team or organizational unit could actually plot their state of balanced tension at any given moment in time. In fact, a five minute check-in could help a team take its collective “temperature” in real time.

You could label these axes a number of ways: Task v. Relationship; Nurture v. Productivity; or as I prefer Cause v. Community.

The “Cause” axis measures the intensity of focus and demands your team places on the work it is supposed to be doing. (Is it very high or low at the moment?) The “Community” axis measures the weight of attention being given to caring for the people on your team.

The point where the two lines intersect reveals the current state of balance between these two tensions. [In the diagram, the dashed line example would be a team that is weaker as a caring community right now but highly productive. The dotted gray line shows a team that is less of a productive focused unit and more of a caring community right now.] And obviously, your team could score high-high or low-low just as easily.

Why does all this matter? It is because highly effective teams make greater impact. They are like finely tuned v-10 race engines instead of anemic gas saving 4-cyclinders. They steward people while making a difference.

So, thinking about the key team(s) you lead or function on how would you diagram these two creative tensions right now?

IDEA: Use this paradigm as a discussion prompt for a work-group, a task-force, a governing board, a focused team, or any other identified group of people you have the chance to work with.

“If you want to go fast, go alone.
If you want to go far, go together.”

I love the invitation embedded in that proverb, but if I am honest, I have to admit that my native wiring is to go fast and furious. In fact, I think that for most of my life my practiced approach to community was to find others that wanted to run fast and furious with me. However, living in community is far more than that.

High capacity leaders in the 21st century are those that live and lead in community. It is one result of a tectonic shift in culture.  For example, it used to be that the notion of a leader as Lone Ranger was a good thing. Riding in on a white horse to save the day single-handedly is the way great leaders carried themselves. That day is over. Today, leaders that operate today as autocratic individualists are suspect.

Here’s the catch, for all the potential of leading in community, moving into community comes at a high front end cost. To develop community requires vulnerability, sacrifice, substantial time, and one of the toughest challenges for leaders — the subordination of personal opinions to the collective discernment of the community.

Leaders that live and lead in community pay attention to healthy process and cultivating safe environments. They transform basic conversation into relationally based journeys of discernment. They submit their personal agendas to the group and allow collective wisdom to shape priorities and decisions. They champion the contribution and giftedness of others in the community. They make themselves dispensable.

Even though leaders are surrounded by the people they lead, the reality is that most live in an ongoing state of isolation. So, even if you as a leader are the only one at risk, it is time to seek out, form, choose, and live in interdependence with others.

So, what lives deep in you? The desire to simply go fast? Or the conviction that you long to go far?

Ignored, any of the five will neutralize your wake, minimizing the mark you make on the world around you. I have already written on the first two qualities — Character and Competency — now it is time look at the heavy lifting that comes through Calling and Courage. (This is the 3rd in a 4 part series of essays.)

CALLING::
For the past twelve years I have worked with men and women to help them sharpen and then live in alignment with a clear sense of calling. Calling is my way of talking about the deep seated desire in all of us to make a redemptive difference in the world. It describes our passion for meeting needs — for participating creatively in shaping the world we long for.  Calling is not a synonym for our vocational assignment, but our vocation should provide practical ways we are empowered to live out our calling.

Let me frame it through the words of Os Guinness. Every one of us is surrounded by people with agendas and expections for us. Every day, every leader stands before a crowd of faces that long to be pleased. They form a seductive presence that makes it easy to live for the applause of the crowd rather than before the “Audience of One.” Becoming clear about your calling, makes it easier to live before the one whose opinion matters. Calling gives me a grid for sorting through the options I run into every day.

What are you called to do with your life?
Some questions that might help you probe your sense of calling:

• What group of people or obvious needs do you long to touch?
• What are you doing when you feel that your life is making a difference?
• What are you really good at?
• What are some ways you would love to redeem parts of the broken world around you?
• What could you build, shape, create that would improve life for others?
• What is one tangible action you could take this week that would align with your best understanding of your ‘calling’
 ?

COURAGE ::
Nothing sabotages the impact of a leader like the lack of courage. Courage means choosing to do the hard good when the easy evil is right at hand. Courage is about staying the course when things are rough. Courage means placing your personal comfort below the needs of others and needs of the moment. Courage touches everything a leader does.

Think about courage in relationship to calling. We can be frightfully clear about our calling, but without courage we will fail to say ‘no’ to the requests of persuasive people. Without courage we will avoid the hard work of change — failing to align our behavior with our calling. It takes courage to say yes less often and no more often. Living out your calling, means disappointing people who “really needed us,” in order to do the things we were made to do.

Or what about conflict? It is impossible to lead without conflict. You will cause it or it will find you, but either way, when leaders lead, stuff happens. Courage is the well leaders drink from when they must wade into issues of conflict. And, maybe one of the most important transactions during conflict, other “leaders in fringe” will gauge your leadership horsepower by watching the way you respond to conflict. If you avoid it, others will know that there is a lack of leadership in your organization. Worse, they will know that when conflict arises involving them, there will be no one watching their back. Over time emerging leaders will drift away… leaders need leaders to follow.

Courage is not arrogance, however. It does not treat people or decisions callously. Courage brings perspective rather than arrogant insensitivity. Arrogance is actually insecurity in action. Courage usually flows from deep understanding that what is at stake is far bigger than me and how you feel about me. Courage shows up in a willingness to act, to stay the course, even when doing so requires a high price.

So, how is the courage quotient in your life these days?

• Are you saying No when you should or saying yes because it is easier?
• Are you dealing with conflict or hoping it goes away?
• Do the people you serve see an example of what it looks like to have enough courage to take big risks on behalf of those people and needs that will not serve you in return?

PERSONAL NOTE: My apologies for the delay in this installment of this essays. I will post the final piece on Community in just a few days.

CHARACTER
There is a good shift taking place. While it seems that the majority of training and leadership expectations focus on one’s competencies, there is a lot of emphasis these days on the character that lives deeper than competencies. To that extent we are on the right track. As I and many of my colleagues believe, influence flows out of who you are not what you can do. Character is not the only thing that matters, but without it nothing else matters much.

However, in the popular conversations, it seems we often speak of leaders ‘having character’ as if that means they possess a strength of will to sustain them through the challenges they face. Or, we use character as a synonym for integrity.  To be sure these qualities flow from a leader’s character. However, I mean to imply something more.

The character of a leader is the personalized imprint of God on the inner life. It is not merely the imposition of a predetermined list, (i.e. the Boy Scout Law: trustworthy, loyal, helpful, friendly,etc.) I think of character as the comprehensive and unique landscape of one’s soul — the integrated package of convictions forged by experience and the internal formation carried out by the Spirit of God which shape our behavior.

Character makes an imprint on everything we do, every relationship we maintain, and every facet of our behavior. It is more than who I am when no one is looking. It is also who I am when everyone is looking.

It is a matter of soul and spirit. Spiritually, it is reflected in 2 Chr. 16:9
“The eyes of the Lord search to and fro throughout the earth, that he might fully support the man whose heart is completely his.”

COMPETENCY
At the same time, leaders need to have skills–significant skills! In a changing world, leaders must continually develop and sharpen their abilities in order to lead with effectiveness. Good intentions are no match for competent leadership.
Don’t misunderstand my comments on character to mean that skills don’t matter.  We live in a demanding world. In fact, most leaders find they are expected to be competent in a wide range of arenas they were never trained in.

Influence flows out of character, but high capacity leaders are also highly competent. They don’t flaunt their expertise, but they are constantly working to develop their skill-set. Character-deep leaders understand the relationship between character and competency. While character may be the key to influence, they have also learned to rely on their competencies much like a master-mechanic relies on tools. When the tasks demand it, they pull out different tools, use them with wisdom, and then put them back into the tool chest for another day.

In a world characterized by quantum and continuous change, we will always need new skills. We can benefit from skills that minimize personal deficits, but more importantly, we need to hone those skills that build on personal strengths.
Biblical parallels:
Ps 78:72:  “David shepherded them with integrity of heart; with skillful hand he led them.”
1 Tim 4:11-15:  “…do not neglect your gift…be diligent… so that everyone may see your progress.”

The extent to which a man or woman has cultivated all five dimensions of his or her life, is the measure by which they will find the influence of their life growing exponentially. By the same token, every dimension that is missing or stunted  sabotages the scope of that influence.

I have taught on four of these five dimensions for some time, perhaps even beginning to take for granted that everyone already “gets it.” But this past week in a conversation with a very sharp woman leader I discovered that I have also come to understand the fifth dimension. So, whether this serves as a review of the familiar or as fresh thinking I hope it serves you.

I also make the assumption that you live with a God-given desire to live a life of influence — to make a mark that cannot be easily erased. In that spirit, I invite you to consider the shape of the following in your life:

CHARACTER :: Influence flows out of who you are more than what you do. Character is more than force of will or consistency. It is that unique combination of who you are when no one is looking and the formation of your soul through intimacy with Christ.

COMPETENCY :: At the same time, leaders need to have skills. In a changing world, leaders must continually develop and sharpen their skills that they might lead with effectiveness. Good intentions are no match for competent leadership.

CALLING :: Leaders are surrounded by those with an agenda, expectation, or demand for them. Yet, leaders of influence are those live before the Audience of One rather than for the applause of the crowd. They do so because they understand and align their behavior with a clear sense of calling and contribution.

COURAGE :: Unfortunately, the crowd won’t like it. Therefore, leaders must be people of courage. You cannot lead without conflict, even when you are doing the right thing in the right way. And, you cannot wade toward or through that conflict without courage. Without courage, you will dodge the hard stuff.

COMMUNITY :: Leaders don’t live or lead in isolation. While leading is often an isolating experience, leaders seek out, form, choose, and live in interdependence with others. They create safe places of community for others by the way they pursue it themselves.

So, if you were to give yourself a grade of ‘A’ to ‘F’ on each of the five, what would your report card look like today?

MORE TO COME:
I am going to post an essay on each of these five every few days over the next couple weeks. I’d invite you to absorb them one at a time. Post a thought or two about how you are learning work on each dimension.

After I have completed the series,  I’ll post it as one downloadable .pdf and add some group reflection questions so that you might use it as a resource with those who lead beside you.

Getting beyond the wow factor of technological advancements can be hard at times. After all, today my phone has more memory, speed, and graphic computing power than my first computer ever dreamed of. But the real issue for all of us is how we are going to leverage the opportunities created by technology in order to exercise leadership influence? How do we participate in the social-networking and web-based explosion of the likes of Facebook, Linked-In, Twitter, or blogging phenomenon.

Tribes is about that kind of leverage. In fact, in the surprise I didn’t expect, Godin’s book offers powerful principles for effective leadership in an information age. I an such a fan o the book that I have been highly recommending it to our staff. Every leader of the day faces the challenge of getting beyond the surface and superficial use of technology and informational systems and getting to the real issue: leadership. Here is a book to help you do just that.

Tribes invites all of us into a fresh look at the opportunities and necessities of leadership in the environmentof our day.

The second book in my Runner’s Up category is Emotionally Healthy Spirituality by Pete Scazzero.  I have written on this in an earlier entry that you can read.  But, as I look back on the year, I realize that I am continually having conversations that link back to EHS and to the journey that book sent me on.

One component of the book I have thought a great deal about lately is the way Scazzero addresses the need we all have to grieve our limits and our losses.  We all have God-given limits and our ability to discover genuine emotionally healthy spirituality is connected to how well we learn to deal with loss and with our limits.

I don’t know about you, but I have found that my emotional well-being and my spiritual well-being are inseparably intertwined. Here is a tool to guide the integration of my (and I hope, your) journey.

SO THE QUESTION IS: IF YOU WERE TO NOMINATE YOUR “BOOK OF THE YEAR” WHAT WOULD YOU SUGGEST AND WHY?

It seems that we are collectively waking up to the power of mentoring these days, however at the same time, behind this momentum at least two illusions sabotage access to mentoring for most people.

The first illusion is the romanticized notion that mentoring relationships should be dramatic experiences of breakthrough replete with fireworks in the sky and a soundtrack in the background. It is as if we expect mentoring to feel like semi-magical encounters with an all-knowing guru. However, real mentoring feels pretty mundane most of the time.

The second illusion actually discourages people who are in the game. Most days, the real experience of mentoring feels more like the simple exchange of friends over a cup of coffee than a lightning bolt of earth-shaking insight. At any given moment in a mentoring relationship, the conversations feel small, slow, incrementally laborious…anything but glamorous.

This second illusion is the subtle deceit which makes people doubt the value of the time they are spending together. It is the lie that these mundane and incremental conversations are unremarkable. The opposite is actually the truth. The remarkable impact of mentoring is not in the drama of a single moment, but in the cumulative impact of one person sharing their life and their experience with another over time.

The reality behind the illusions of mentoring, is that the small non-glamorous interactions between mentor and “mentoree” add up to life-changing influence over time. Operating under the radar, mentoring can actually change the world, one life at a time.

And that is my point. If you can let go of the grandiose guru-like or overly structured academic notions of mentoring, you will see that there are scores of people around you who might help you with the growth, challenges, or possibilities you are facing. Seek them out for a simple conversation where you learn from their insight and experience.

Let go of the fanciful notions of mentoring and you will discover that you have scores of life experience and insight that might serve people around you as well.

So…
Who could you share your life with?
And, who could help you with the things you face?

Here’s the problem, my brain is always thinking about possibilities. What else could be done? What new projects could we tackle? What new goals? What improvements?

However, impact is directly related to focus and focus is about doing fewer things not more. Impact is not the result of doing a lot more. Focus is a process of saying no – so that you have the time and energy to say yes to the right stuff.

In a culture where habitual drivenness is the water we swim in, there is an invisible pull to say yes to more. And if your wiring is at all like mine, some of those possibilities and projects dangling before you are so alluring that it is easy to be deeply invested in far too many commitments to make a focused impact.

Wise leaders are constantly clarifying and focusing their personal “DO and DON’T DO LIST.” That is, they continually focus their activities and commitments so that maximum energy can be directed for greatest focus. They are clear about when they should say yes and when they must say no.

I think there are at least three major areas of vulnerability that lure us into an over-committed out-of-focused life. These are the areas where saying no does not come naturally.

Passion:
Leaders are generally people of passion. They long to make a difference, to leave the world a better place. Charlatans masquerade as leaders, but are actually concerned about recognition, self-advancement, and the like. True leaders seek to give themselves away. And this is where the trouble lies. When you are passionate about making a difference, it is easy to yes to that one more responsibility.

Competency:
Over time every one of us develops some legitimate competencies. Some of them were developed at a great price–with great pain and effort. When opportunities arise to leverage some of your core competencies it is easy to feel needed and valued. It is seductive to say yes when you get to use what you have learned to do well.

Relationships:
You know how this one works. A friend asks you to take on a new responsibility because your abilities would meet a need they have. You know you are already overly committed, but it is just one more thing and this relationship is important to you.

My point: Less really is more. There is a direct correlation between the narrowness of a leader’s focus and the depth of their impact. The key to focus is to say no to more so that you might say yes to the right stuff.

Two suggestions:

1.) Define your DO and DON’T DO list. In light of the focus of your life – the one thing that is most important for you to give yourself to – make a list of the responsibilities and behaviors you must do and a second list of those things you must (even painfully) say no to.

2.) Schedule a monthly review where you pull up a few thousand feet to review what has climbed onto your plate that you shouldn’t be doing and the things that have slipped off your plate which you must be doing. Then plan your schedule forward accordingly.