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One of the most difficult—but rewarding—decisions a leader will ever make is to honestly confront themselves on their part in a relationship or organizational problem.
Check out the full conversation Greg and I had on the Craig and Greg Show episode called Growth from the Hard Road. And you may also want to check out a whole series of messages I shared in the series Thankful in the Night.
Get more information on my book When Sheep Bite by clicking here.
Listen to the podcast of this post by clicking on the player below, and you can also subscribe on Apple, Spotify, or Audible.
Remember your leaders… (Hebrews 13:7).
As the writer of Hebrews closes his epistle, he speaks to the saints about how they should interact with their leaders (Hebrews 13:7-21). He concludes this section by saying their confidence in their leaders brings joy to their leaders.
But I would like to flip the script on this to describe how leaders are supposed to live in a way that makes it a joy for people to follow their leadership.
So, leaders, let’s make sure we are…
…speaking the Word of God, not any kinds of “strange teachings” (vv. 7, 9).
…living a life worthy of imitation. This requires a consistent and steadfast example of Christ-like living (vv. 7-8).
…strengthening people with grace, not man-made strategies (v. 9).
…not giving ourselves special privileges just because we are in leadership positions (v. 10).
…not concerned with public perceptions while we stand for Jesus (vv. 11-13).
…keeping in mind that our reward is in Heaven, so we don’t look for human accolades here but in “the city that is to come” (v. 14).
…setting the example in hospitality (v. 16).
…leading with the integrity and gentleness that makes it easy for saints to have confidence in our leadership (v. 17a).
…serving with sober joy (v. 17b).
…praying for others to be empowered “to live honorably” and with a clear conscience (vv. 18-19).
A mark of a godly leader is one who makes it desirable for others to follow Jesus.
Jesus is “that great Shepherd of the sheep” (v. 20). We are merely under-shepherds of small flocks, but we have been appointed to this pasture by Him.
He will equip us “with everything good for doing His will” (v. 21a), which means we don’t have to attempt to equip ourselves. Instead, we can operate in His empowerment.
He will also work in us “what is pleasing to Him” (v. 21b). We are not trying to please people, but we should want to please the One to Whom we must give an account.
All “glory for ever and ever” goes to Him! We are not serving as His under-shepherds so that we can be recognized, but so people can draw closer to Him. We shepherd people to make Jesus known.
If we will keep these things in mind, we are free to serve. Leaders who are secure—who are humbly confident in their calling—are leaders who are easy to follow.
Let’s pray: Holy Spirit, help me to lead in a way that allows others to see Jesus because of my lifestyle. I want to be an example that helps others draw ever closer to Him. Amen!
This is part 88 in my series on godly leadership. You can check out all of my posts in this series by clicking here. And you may also want to check out my books for church leaders—Shepherd Leadership and When Sheep Bite.
Sometimes leaders will have to part ways with a staff member. The way this is done can either bring resolution or it can create lingering problems. Check out this clip from our conversation on combatting toxicity in the workplace.
I thoroughly enjoyed this commentary from John Piper on the power of silence in the face of critics and revilers. Pastor John noted, “Both the teachings and the sufferings of Jesus are meant to teach us how to respond when we are treated badly, unjustly. We are to glorify God by finding in Him the reward that satisfies our heart deeply enough that we don’t need to return evil for evil.” I really leaned into this supernatural response to critics in my book When Sheep Bite.
“To preach Christianity meant primarily to preach the Resurrection. … The Resurrection is the central theme in every Christian sermon reported in the Acts. The Resurrection, and its consequences, were the ‘gospel’ or good news which the Christians brought: what we call the ‘gospels’, the narratives of Our Lord’s life and death, were composed later for the benefit of those who had already accepted the gospel. They were in no sense the basis of Christianity: they were written for those already converted. The miracle of the Resurrection, and the theology of that miracle, comes first: the biography comes later as a comment on it.” —C.S. Lewis, Miracles
“We all know that exercise makes us feel better, but most of us have no idea why. We assume it’s because we’re burning off stress or reducing muscle tension or boosting endorphins, and we leave it at that. But the real reason we feel so good when we get our blood pumping is that it makes the brain function at its best, and in my view, this benefit of physical activity is far more important—and fascinating—than what it does for the body. Building muscles and conditioning the heart and lungs are essentially side effects. I often tell my patients that the point of exercise is to build and condition the brain.” —Dr. John Ratey
“When it comes to leadership, attitude becomes even more important. You need to see possibilities when others don’t, encourage people when they are feeling defeated, and demonstrate commitment when others want to quit.” —John Maxwell
J. Warner Wallace not only makes the case that original accounts in the Gospels haven’t been changed over time, but he also shows how the corroborating sources affirm the original account—
Listen to the podcast of this post by clicking on the player below, and you can also subscribe on Apple, Spotify, or Audible. Check out the video content in this post by clicking here.
When some sort of chemical or toxin is spilled in the environment it doesn’t just stay put, it spreads, corrupting everything around it. The same principle is true in our organizations—toxic behaviors that are allowed to fester will spread until they consume your entire team. So put on your hazmat suit and join Greg and me as we address common toxic behaviors and offer strategies on how to root them out before they can take hold.
[0:00] Introduction
[1:00] A quick list of some toxic behaviors leaders will have to address.
[3:09] Let’s think about the analogy of our organizations as a human body that’s nursing an injury.
[5:50] How should leaders treat toxicity in their organizations?
[9:38] Greg wants to know how I have addressed toxic teammates.
[11:20] Greg shares how moving the problem instead of dealing with the problem actually multiplies the problem.
[15:17] At some point leaders might have to admit that a toxic teammate isn’t a good fit for the organization. Now what do we do?
[17:42] There was an important part of my book When Sheep Bite that Greg helped me to see more clearly.
[18:54] Being too quick to deal with problems is just as dangerous as being too slow to deal with it.
[25:28] It’s easy to get swayed by your emotions when dealing with these toxic topics, but an outside coach isn’t emotionally invested like you are, so they can give you a much more objective viewpoint.
[27:00] The behavior you accept will determine the culture of your organization.
Listen to the podcast of this post by clicking on the player below, and you can also subscribe on Apple, Spotify, or Audible. Check out the video content in this post by clicking here.
Accountability is a word you might have some negative connotations attached to. Many people have only heard the word in the context of taking ownership for a mistake or a “shape up or else” talk with the boss. In today’s episode Greg and I offer a different perspective, discussing how a healthy accountability culture can strengthen and grow your organization.
[0:00] Introduction
[0:22] A leadership “4-letter word” that many weaker leaders want to avoid.
[2:21] Some people think accountability might show some chinks in their armor.
[3:36] What are the benefits of a leader being accountable to his or her team?
[6:21] A leadership team that is approachable will use accountability in a very positive and productive way.
[7:57] Is there a correlation between accountability and motivation?
[9:44] For some people, accountability might be viewed as a threat.
[11:00] Greg and I have a new book coming out about a leader’s vision-casting, which requires some accountability.
[13:05] Our childhood experiences definitely effect the way people view accountability today—for both leaders and teammates.
[16:43] Leaders should set up their teammates for success.
[17:25] Reassurance is a key part of building a culture of accountability.
[18:37] Accountability is simply accounting for your ability.
[19:09] I share a quote from John Maxwell.
[19:55] Leaders should create a culture where their team is excited to come to them, asking where they can improve.
[22:44] An outside coach can help you improve your accountability with a nonjudgmental third party.
As he does in all of his books, John shares insights from other authors that help add some impact to the ideas he is sharing. I have already shared some quotes from this book, but here are some of the notable quotes that John shared in Leading in Tough Times.
“Once we accept the fact that life is hard, we begin to grow. We begin to understand that every problem is also an opportunity. … We use [those problems] as a means of rising to the occasion.” —Hal Urban
“A mistake simply shows you something you didn’t know. Once you make the mistake, then you know it.” —Kim Kiyosaki
“The basic role of a leader is to foster mutual respect and build a complementary team where each strength is made productive and each weakness is made irrelevant.” —Stephen R. Covey
“Life is a series of problems. Do we want to moan about them or solve them?” —M. Scott Peck
“When you step into a turnaround situation, you can safely assume four things: Morale is low, fear is high, the good people are halfway out the door, and the slackers are hiding.” —Nina DiSesa
“Being heard is so close to being loved that for the average person they are almost indistinguishable.” —David W. Augsburger
Listen to the podcast of this post by clicking on the player below, and you can also subscribe on Apple, Spotify, or Audible.
Gut instinct, a feelings, a sixth sense—we have a lot of different phrases for intuition. Whatever you want to call it, we all have those moments where we just know what the right decision is. Join Greg and I as we discuss why it’s important to develop this skill, and how to find the right time to turn your intuition into execution.
[0:00] Introduction
[1:02] Are we born with intuition?
[2:34] Intuition is hard to measure, but important to develop.
[4:23] Intuition is a gift that can be developed.
[7:04] How can leaders gain more intuition?
[8:40] Leaders need to reflect on their day to grow their intuition for future challenges.
[9:56] Don’t forget about the execution that leverages the intuition.
[11:44] Greg has learned to lean into the intuition of his teammates.
[13:27] What is the best ratio between execution and intuition?
[16:18] Watch out for fake intuition!
[17:42] Once the intuition is agreed upon, we have to let everyone execute their own way.
[19:59] We love empowering people to execute, but we also love developing their intuition.
[22:29] Greg tells a story about his “white glover” mother.
[24:44] Four reasons why we’re inconsistent as leaders.
[27:20] An outside coach can help you sharpen your intuition. Reach out to Maximize, we would love to help!
Listen to the podcast of this post by clicking on the player below, and you can also subscribe on Apple, Spotify, or Audible.
In some of the final words Paul wrote to his friends in Philippi, he said, “Let your gentleness be evident to all” (Philippians 4:5).
Today, we don’t often refer to people as gentlemen or gentlewomen, but Paul suggests that saints should strive to earn this title every day.
The Greek word means behavior that is suitable for the occasion; not someone given to extremes nor being unpredictable. Paul uses this word in his leadership qualifications to both Timothy and Titus (1 Timothy 3:3; Titus 3:2). Peter uses this word for servants in relationship to their masters (1 Peter 2:18), and James uses it to describe what godly wisdom looks and sounds like (James 3:17).
When Paul says that our gentleness is to be “evident to all,” he uses a word that means intimate relationships. In other words, those who are closest to us should be the most aware of our gentleness. But it also means that anyone should be able to predict quite accurately how a gentleman or gentlewoman is going to behave or respond in the situations they are in.
Look how this phrase is rendered in other Bible translations:
AMPC: Let allmenknow and perceive and recognize your unselfishness.
NLT: Let everyone see that you are considerate in all you do.
KJV: Let your moderation be known unto all men.
How do I know if I am being a gentleman for Jesus? I must look in the mirror of others’ faces. If they are wondering how I am going to respond, or if they are shocked at how I just responded, then they must not know my gentlemanliness. I cannot excuse my unpredictable or unseemly response with excuses like, “I was caught off guard,” “I was having a bad day,” or “They just don’t know me very well.”
Christians, I pray that we may be known as the best of gentlemen or gentlewomen wherever we go and in whatever circumstances we find ourselves. After all, Paul concludes this verse in Philippians 4:5 with a heavy reminder for us: “The Lord is near.”
Everyone faces tough times, but leaders who encounter these difficult times have the opportunity to help their teams thrive or fall during this time. John Maxwell shares the challenges leader face in these situations, and how they can overcome them and help successfully bring others along as well. Check out my full book review of Leading in Tough Times.
“Good leaders understand that adversity and challenges are actually opportunities to rise up in leadership.
Adversity introduces us to ourselves
Adversity is a better teacher than success
Adversity opens doors for new opportunities
Adversity writes our story if our response is right”
“How do people overcome problems, challenges, and difficulties? They make changes. Improvement requires change. Innovation requires change. Seizing opportunities requires change. … As a leader in tough times, you need to become a change agent. You need to help others embrace positive change, even when it takes them outside their comfort zone. You need to help them get results, even when they worry that it might not be possible.”
“There is no downside to adding value to people. Yes, it will cost you time and effort. But when you add value to people, you help them and make them more valuable.”
“If you lead people who are falling short of their potential, you need to start asking why. Have you put them in their strength zones? Are you providing the training and resources they need to be successful? Is there something they need that you’re not giving? You always need to make sure you are not the problem before you look to see where the problem is.”
“If you are a leader, the true measure of your success is not getting people to work. It’s not getting people to work hard. It is getting people to work hard together.”
“In times of difficulty, relationships are a shelter. In terms of opportunity, they are a launching pad. Trust is required for people to feel safe enough to create, share, question, attempt, and risk. Without it, leadership is weak and teamwork is impossible.”
“One of the best ways to persuade others is with your ears. That may seem counterintuitive, because we expect persuasion to involve speaking. But when a leader listens to members of the team, that act gives the leader greater credibility and therefore influence. In contrast, when team members no longer believe that their leader listens to understand them, they start looking around for someone who will.”
“Care and candor must be in balance. Care without candor creates dysfunctional relationships. Candor without care creates distant relationships. But care balanced with candor creates developing relationships. … Caring values the person while candor values the person’s potential.”
My Patreon supporters have access to all of the quotes I shared from this book. You can join them to get exclusive content and early access to other content by becoming a supporter today.
Listen to the podcast of this post by clicking on the player below, and you can also subscribe on Apple, Spotify, or Audible.
Are you in touch with your emotions? While it might sound like something out of a Hallmark movie to some, having a robust emotional quotient is a vital skill for a leader. Join Greg and me as we get all emotional in this episode.
[0:32] There is something more important than IQ, and that’s EQ.
[1:51] Is EQ innate or is it learned?
[4:08] Is EQ a hard skill or a soft skill? How do we measure EQ?
[5:37] EQ is not necessarily emotional regulation, although it is an important component of EQ.
[6:36] Some thoughts on how we can grow our EQ.
[8:07] Humility is absolutely essential to growing in EQ.
[11:27] Leaders who strive to put others first can grow in EQ.
[15:01] We have to get better at truly seeing people and knowing where they are emotionally.
[16:40] Leaders have to be aware of their own emotional state.
[17:31] It’s invaluable to have a third-party who isn’t emotionally invested in your situation come alongside you to give you perspective.
[18:26] Mentors can help us see ourselves more clearly, which helps us see others more clearly.
[21:30] Leaders need to remember that people are no machines, so we cannot think of them in terms of efficiency.
[23:14] Greg and I share examples of people who taught us how to be more aware of our emotional interactions with people.
[27:05] People want to know that leaders see them and hear them. Remembering this will help leaders grow their EQ.
Craig T. Owens 