Archives For influence

 

Building and leading any robust enterprise is an endlessly creative and fulfilling challenge. However, managing people can be, well, a pain in the butt. So, how do you get the most from your people?

I am not going to pretend that this one post will change your universe, but, it’s ramifications are huge. Let’s start with a little confession.

I’ve spent my life working in and with churches. Translation: I have spent my life leading and working with volunteers. Volunteers are amazing. They give of their own time and good will to make things happen. At the same time, when I looked over the fence to the greener pastures of “normal” workplaces, I often got jealous. It looked like the power of the paycheck made it so much easier to manage employees compared with what it took to herd a crowd of volunteers.

I mean, employees have to “shape up or ship out.” If they want to get paid, they have to perform and “fly right.” Right? Volunteers, on the other hand, have calendar conflicts, can be hard to hold accountable, and often feel their opinions hold extraordinary weight. I was jealous of the illusion I’d created about what leadership was like in the for-profit sector.

Until it hit me one day—and, here comes the big idea—at the core, everyone is a volunteer. It doesn’t matter whether you get a paycheck or not.

That’s right. Everyone is a volunteer! Everyone makes willful decisions every day to volunteer their best effort, or not to. Aligning their focus and actions with the larger mandate and mission is a choice. Cooperating with colleagues requires a desire to do so. Just because someone is physically present, doesn’t mean they are mentally, emotionally, or willfully engaged. Any of us can be present in body even though we are rebellious in spirit.

Everyday, at every turn of events, everyone decides how much of themselves they are going to give to the responsibilities they have. The point is, we choose to volunteer ourselves, or, not to.

So, what does that mean for us as leaders?

The answer to, “How do I get the most from my people?” is actually found by flipping the question around. “How can I pour the most into my people?”

It all starts by re-orienting and reconsidering the way we exercise authority. There are four kinds of authority and only one of them is has to do with the power of position.**  Yes, you can swing the big stick, but a big stick rarely creates internal motivation. Overplay it and your people will only feel bruised and beat up.

Ask yourself, what does it take for me to become motivated and engaged?

I suggest that answer lies in the kind of environment you create for your people. How compelling is your vision or mission. How clear are people about the critical essence of their role? How adequately are they resourced? How connected are they to relationships with colleagues they work beside? What kind of reward or recognition do people get for the effort they put in?

Whether the people you lead are employees or actual volunteers, when you begin building an environment that would empower volunteers, you create an environment that will bring out everyone’s best.

There is so much more to unpack on this issue. For the next few weeks, I will post six different articles on how to create an empowering environment.

In the meantime, why not take a step back and ask yourself, how am I deliberately trying to pour into the lives of the people I lead?

 

Your Thoughts?

 

 

—————————————————————

**Bonus Insight:

Four Types of Authority:
Healthy leaders learn to lead from all four postures.

  • Positional Authority (Based on me being the boss)
  • Relational Authority (Based on us are friends)
  • Expertise Authority (Based on my knowledge as an expert)
  • Spiritual or Moral Authority (Based on the depth of my relationship with Christ and/or my character)



Every day
as a leader you have to cut through the fog and noise of the immediate to keep things focused on what matters most. There is no place where that challenge is more important than in managing the tasks and priorities swimming in your head.

Trust me, I understand. I am wired to see and want to accomplish the 17 things I think are important right now. And, when I achieve some modicum of success on those, my juices get flowing and I start thinking “carpe diem,” seize the momentum and bring up those 37 other things I have been ruminating on. Bad idea.

To that end, I offer this simple discipline: Identify the ONE THING. In every situation, every day, identify the one thing that matters most right now. And do that.

Of all the things on your “to do list,” ask yourself, “what is the one thing that will make the biggest difference today?” If your plans for the day collapse because of some unforeseen crisis, what is the one thing that is non-negotiable?

Do the same thing in planning your week and your month. Ask yourself, “what is the one thing I can or should do that will move the ball furthest down the field?”

For every appointment, identify the one thing that is most important for you to address, contribute, leave behind, celebrate, etc.?

For every meeting, what is the one thing you want every participant to walk away with?

For every presentation, what is the one message, insight, action point, principle, etc. that you are going to talk about?

It is simple. Simple to understand, but a courageously contrary discipline to execute. I dare you to try it. Instead of fixating on how to get more done, focus on the one thing that will bring strategic progress in this moment and do that thing.

TWO PROMISES
#1: Momentum. If you do this consistently I believe you will find that every day, every meeting, every communique will find these incremental steps add up to significant momentum. And, momentum is exciting.

#2: Impact. The depth of our impact is directly proportional to the narrowness of our focus. The broader your focus the more you dissipate impact. So, imagine that every conversation, every day, every week had greater impact. How good would that be?

What’s your one thing for today?

 

FYI. For a future post: “How to approach the one thing question for your life.”

Calling & Courage

Gary Mayes —  May 24, 2009 — 1 Comment

How big is the wake behind your “boat?” Do you cut through the waters of life without leaving a mark, or do the waves of your wake reverberate in people long after you are gone? The 5 “C’s” of Leadership Capacity are qualities that translate into the breadth and depth of a leader’s influence: aka. the wake behind “your boat.”

Continue Reading...

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.

Continue Reading...

There are five consistent attributes critical to a leader’s life-long development. The extent to which a man or woman has cultivated all five is the measure by which they will find the influence of their life growing exponentially.

Continue Reading...

What were your books of the year? My runner’s up for book of the year honors are: Tribes by Seth Godin; and Emotionally Healthy Spirituality by Pete Scazzero.

Continue Reading...

Book of the Year

Gary Mayes —  December 30, 2008 — 2 Comments

At the end of the day we thought our Christian life would be more than this—-somehow larger, more significant, more vivid, more glorious. But driving to church on Sunday often feels a bit like the movie, Ground Hog Day,

Continue Reading...

Gandalf…Dumbledore…Yoda… fictional icons of wisdom and in the minds of many the epitome of the perfect mentors. The only thing is, they aren’t real. They are part of the fiction that actually inhibits mentoring.

Continue Reading...

I have a theory: courage is the sinew that connects our thinking to our behavior. It’s not good intentions that get things done, it is courage. We can talk the right talk, we can understand key ideas, and we can have all manner of good ideas, but without courage we won’t act on them.

Continue Reading...

In a culture where habitual drivenness is the water we swim in, there is an invisible pull to say yes to more. 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.

Continue Reading...