True for Our Times? – A Saturday Quote

“These are the hard times in which a genius would wish to live. Great necessities call forth great leaders.”
- President John Quincy Adams, 1780

To Try… A Saturday Quote

“To try and fail is at least to learn. To fail to try is to suffer the loss of what might have been.”
– Benjamin Franklin, statesman

It’s The Little Things – A Saturday Quote

“It’s the little things that make the big things possible. Only close attention to the fine details of any operation makes the operation first class.”
– J. Willard Marriott

Are You a Leader or a Loser?

If you read my blog, you are most likely a church leader of some sort – Senior Pastor, Staff Pastor, Elder, Deacon, Lay Leader, etc.  However, title alone has never been enough to make a leader.

Have you ever wondered what character traits make you a leader?

Here’s one trait that is essential, explained in a challenging but true article from Bob Shank:

“Something came up.” That’s a standard explanation, for losers. A growing slice of the populace in our generation – even among those who fancy themselves as “leaders” – is using that phrase as a get-out-of-jail-free card as they careen through life in a lackadaisical fog.

We’re living in a strange moment in history; at least, that’s what we keep telling ourselves. The fact is, history is populated by people, and the issues that challenge people haven’t changed in a few millennia…

Listen to The Boss (not Springsteen; this is the Big Boss): “A certain man was preparing a great banquet and invited many guests. At the time of the banquet he sent his servant to tell those who had been invited, ‘Come, for everything is now ready.’ But they all alike began to make excuses. The first said, ‘I have just bought a field, and I must go and see it. Please excuse me.’ Another said, ‘I have just bought five yoke of oxen, and I’m on my way to try them out. Please excuse me.’ Still another said, ‘I just got married, so I can’t come.’ The servant came back and reported this to his master. Then the owner of the house became angry and ordered his servant, ‘Go out quickly into the streets and alleys of the town and bring in the poor, the crippled, the blind and the lame.’ The servant said, ‘Sir, what you ordered has been done, but there is still room.’ Then the master told his servant, ‘Go out to the roads and country lanes and make them come in, so that my house will be full. I tell you, not one of those men who were invited will get a taste of my banquet.’ ” (Luke 14:16-24)

When the Apostle Paul – a man who was originally an enemy of the Big Boss, but later went to work for him – crystallized the character of Kingdom leaders, he included this tag line: “He must also have a good reputation with outsiders.” (1 Timothy 3:7) How do you gain a good reputation with outsiders – the world of people beyond the church?

Dan Sullivan – known to entrepreneurs across North America as “The Strategic Coach” – captures the minimums of reputation for marketplace success: Show up on time. Do what you said you would do. Finish what you start. Say “please” and “thank you.” Fail on those four essentials, and your reputation will be – and, should be – in the tank.

We are a generation – in a culture – that is increasingly allergic to commitment. “I’m coming” has come to mean, “I’ll be there… unless something better comes up.” Here’s a life discovery that you can confirm for yourself: the greatest value additions to your life – a marriage partner, your kids, the business start-up that required your personal guarantees, your decision to bet the farm on Jesus being the only way to heaven – have come to you as a result of commitment. No commitment; no significance.

The big question we all must ask – and, answer: “Am I a loser – posing as a leader – or, a real leader?” The biggest single test to apply: does your “yes” mean “yes,” and are you known for your commitments?

So, how about you? Put yourself into Jesus’ story, back there in Luke 14: are you the leader who would show up on time/do what you said you would do/finish what you start/say “please” and “thank you?” Or, would you be the guy who would have “something else come up?”

Leader? or loser?

It’s your decision, today.

Bob Shank

Great stuff Bob – thanks!

P.S. To learn the 6 “secret skills” of growing church leaders, CLICK HERE.

The Most Important Ingredient – A Saturday Quote

“The most important single ingredient in the formula of success is knowing how to get along with people.”
– Theodore Roosevelt, 26th U.S. president

Better than Yourself – A Saturday Quote

“Always dream and shoot higher than you know you can do. Don’t bother just to be better than your contemporaries or predecessors. Try to be better than yourself.”
– William Faulkner, Author

High Expectations – A Saturday Quote

“High expectations are the key to everything.”
– Sam Walton, Wal-Mart Founder

Reaching for High Goals (A Saturday Quote)

“You need to overcome the tug of people against you as you reach for high goals.”
– George Patton, General

True Grit – A Saturday Quote

“True grit is making a decision and standing by it, doing what must be done.”
– John Wayne

Q & A – When A Staff Member Resigns

Here’s an “Ask Nelson” question that I answered a while back:

Q:I’ve got a staffing question and wanted to bounce it off you – one of the members of my staff needs to step down because she needs more time with her family, but everything’s on the up and up between her & the church. She’s willing to stay on long enough for us to replace her and get the new person oriented, and we’re currently looking.

My question is this: How would you recommend we communicate key staff changes to the church? This move is actually a good thing, so I want to emphasize the positive aspects (i.e. she’s making the right choice for her family and she’s done a fantastic job for a few years).

So far I’ve told my staff and her direct volunteer reports. How would you handle communicating to the other leadership and the whole church?

Thanks!

A: Staff changes can be one of the more challenging aspects of leading a growing church, but (like you noted) this is actually a “good” move. Here’s what I would recommend:

1) Get her to write a letter to her key volunteers explaining why she is leaving – have her write it to her volunteers but give it to you to share. This is a letter you can share with everyone involved in the children’s area (parents, volunteers, etc.).

2) You also need to get a formal letter of resignation from her for your employment files – this can be short and sweet as you won’t be sharing it.

3) You really only need to share her transition with those impacted by the decision (parents, children’s volunteers, etc) – they will want to know why she’s leaving so share her letter. They will also want to know what you plan to do to fill the position – so cast vision for the future. This could be an email or a letter.

4) As for the entire church, there’s no need to announce it in a big way – you could put a ’staff note’ in the newsletter or e-newsletter announcing the transition with a brief quote from her letter to volunteers and a sentence or two of vision from you.

That’s a quick overview – hope it helps!

Nelson

P.S. Here’s a resource that will help as you replace this person on your staff.  The first few months of a new hire are vital to helping them succeed.  Download a copy of The First 90 Days: Welcoming a New Staff Member.

Only Half a Day – A Saturday Quote

“To be successful you only have to work ½ a day – the first 12 hours or the second twelve hours”
– Ken Blanchard

Disconnect: Permission for Pastors to Power Down

Here’s an article I wrote a while back for Sermon Central:

Disconnect: Permission to Power Down
by Nelson Searcy
www.ChurchLeaderInsights.com

I have a serious question for you. There is only one right answer to this question, so get ready. If you answer incorrectly, don’t be too discouraged. There is hope. But this question is a barometer that can’t be ignored. Here it is: Did you take your cell phone with you on your most recent date night with your wife?

If you did, let me assure you that you are not alone. A recent study by Hewlett-Packard found that 62 percent of the adult population is addicted to cell phone technology – that is, texts, tweets, Facebook updates, instant access to emails and, of course, phone calls. Pastors and other church leaders are not immune to this phenomenon. In fact, we may be among the guiltiest parties. We are a techno-connected bunch. We righteously clutch our Blackberries and iPhones, as we accuse the outside world of being unable to free themselves from technology’s hold. But how often do we disconnect? How often do we allow ourselves to step away from our pressing responsibilities and spend uninterrupted time focusing on things more eternal?

You may already be arguing with me: “But being connected allows me to stay right on top of urgent issues in my church.” Okay. “My associate pastor needs to be able to contact me anytime.” Really? “If I am out of touch, something might slip through the cracks – or worse, there might be a crisis that I’m not there to handle.” I hear you. But consider this: What if allowing yourself to disconnect at important times for appropriate time periods is really a statement of trust – an acknowledgement of God’s ability to handle the world without your help.

When to Disconnect

A few years ago I was attending a seminar led by a well-renowned speaker. Just before the seminar was about to begin, I, like most of the other church leaders in attendance, was busy shooting out a couple of last-minute emails and responding to a text message or two. When the speaker stepped onstage, the first thing he said was, “Why don’t you all give yourself a gift and turn off your cell phones for the duration of our time together. I want you to be able to focus your hearts and minds on what we’re going to be discussing.” His choice of words hit me squarely between the eyes – disconnecting from my cell phone for a period of time could be considered a gift I give myself. And by doing so, I would truly be able to center my attention on the critical information he was about to convey, without the distraction of a buzzing pocket. That’s the day this truth began solidifying itself in my mind: There is nothing wrong with being connected most of the time, as long as we realize and respect the importance of wisely disconnecting.

There are four scenarios where I believe it is not only important, but wise, to turn off your cell phone and focus completely on the moment:

1. When you are on a date night with your spouse
2. When you are spending time with your kids
3. While you study and prepare for your Sunday teaching
4. On your Sabbath day

Do you know what one of the best gifts you can give your wife is? Your undivided attention on date night. Do you know what your kids need from you more than anything else? Your undivided attention during your quality time with them. Know what your congregation trusts you to give to your preparation of each week’s teaching? You got it – your undivided attention as you seek and study the truths that are going to help them draw closer to God. And on your Sabbath day, do you know what God wants from you? He wants your focus to be on him. We can’t give our full attention in any of these four arenas when we are constantly dinging, vibrating, ringing, answering, scrolling, updating, reading, responding… you get the point.

In my experience, the most difficult to honor of these four disconnects is the Sabbath day, so let me be clear: I am not proposing that you put your cell phone in a drawer for the entire day. In ministry, that is practically impossible. But I am saying that you make a concerted effort to focus your attention on God, family and rest, rather than the emails that you “could” catch up on or the phone calls that you “should” make while you have down time. If you need to send an email or two, fine. For the most part, however, create distance between your cell and yourself, and direct your energy toward engaging in a true Sabbath. The day of rest and reflection was God’s idea after all, so I’d say we should take it seriously.

The Fear Factor

There is only one thing that keeps most of us from being able to disconnect (besides our proposed addiction) – the fear that we will be needed during the time we’ve made ourselves unavailable. That’s why being able to intentionally disconnect is both a statement and a test of faith. By powering down when you are involved in activities that deserve your complete focus, you are releasing control of your people and your church back to God. You are essentially saying, “God, I am not the commander. You are. I acknowledge that the world will not fall apart if I spend a few uninterrupted hours away from my phone.”

The biggest trap that keeps many of us over-connected is a self-created, constant sense of urgency. We have something of a savior mentality, so we too often make problems more problematic than they really are. We make ourselves too invaluable. If we could step back and gain some perspective, we would remember that we are not actually in control. Don’t misunderstand – we are called to have our hand to the plow. We are called to diligence, discipline and excellence. But we are not the ultimate determining factor in our lives and our churches. God is. What a relief! Given the fact that God is God and we are not, we would be wise to practice putting more trust in his sovereignty and less in our own. As we do, we will be able to periodically step away from the onslaught without fear, thereby honoring God and acknowledging his true position.

Consider this scenario: A couple calls your office because their lives are falling apart and they are on the brink of divorce. They need help. They need to talk to you. You are their last hope. So, your secretary texts you and lets you know that they want to meet with you today, as soon as possible. But you are booked solid until 6. What do you do? Well, the savior mentality kicks in, so you want to jump on your white horse and save the day. You want to sit them down, point them to God’s truth, show them a way out of their pain, patch it all up and send them on their way. So nine times out of ten, you will call your wife and tell her that you aren’t going to make it home for dinner. You’ll tell the kids goodnight over the phone. And then you’ll go save someone else’s family.

I contend that you are making the wrong decision for all of the right reasons. You should be available to meet with the people in your church who need you – especially those who are dealing with urgent life situations. But here’s the truth that we all know and yet usually fail to acknowledge: If this couple’s world is in shambles and they are considering divorce, the situation is going to be the same three days from now as it is today. If your secretary tells them that you can meet with them during work hours later in the week, they will wait to talk to you. You don’t have to charge into the battle at the expense of spending quality time with your family. Of course there are exceptions but, in general, nothing is as urgent as we make it out to be. And we are not as indispensable as we like to think. This mentality is what lays the groundwork for our hyper-connected lives, forcing us to be continually engaged as we bounce from one “crisis” to the next. The great news is that God has it all under control; let him lead you into learning to let go of the perpetual urgency.

Finding Focus

The problem of being unable to wisely disconnect continues to compound. The Hewlett-Packard study referenced above also found that “today’s dependence on daily technology, including e-mail and cell phones, can be slightly more detrimental to your IQ than smoking marijuana…. Continual e-mail use and text-messaging lowered the average worker’s IQ by as much as ten points. Smoking marijuana regularly, on the other hand, causes only a four-point drop in intelligence.” Now that’s scary stuff. We are unknowingly inflicting damage on our brains worse than that caused by drug use. Jesus didn’t mince words when he taught us that our body is our temple. We wouldn’t consider damaging our mental capacity with drugs, and yet we do just that when we allow our focus to be continually skewed by our “smart phones.” Ironic, don’t you think?

As a generation of technology addicts, we are slowly losing our ability to focus on anything for an extended period of time. Most of us would be hard-pressed to think about one thing for a solid hour, without the distraction of a phone call, text message or email. Try it sometime. I have; it’s difficult. I have become convinced that lack of focus, disguised as work overload, is one of the biggest issues pastors face. If our ability to focus is as lacking as all signs indicate, then those of us who feel overworked are probably not as overworked as we think. We are overly distracted, and that distraction is sabotaging our productivity. Not to mention the fact that instant access is decreasing our capacity to focus on God. When we are constantly connected, we are putting ourselves in a position where we can’t simply “be still” and hear God’s voice. And since we are in the business of advancing his kingdom, not our own, this can prove to be quite a problem. Our tendency to over-communicate with each other is often resulting in a breakdown of communication with the one we need to hear from the most.

So what is the solution? Learn to disconnect. You hereby have permission to master the art of periodic unavailability. Let it be a gift you give yourself. Go about your work with zeal and integrity, but when it is time to focus on your wife or your studying, focus with the same zeal and integrity. I challenge you to take the dangers of this phenomenon of distraction to heart and prayerfully make the necessary changes. Decide to disconnect when it’s called for so that you can find focus in all areas of your life. When you manage the time and resources God has given you well – as he intends rather than as our culture demands – you unlock the door to unimaginable blessing. So do yourself, your church, and the ultimate purposes of God a favor – turn off your cell phone and go play with your kids.

P.S. To put together an intentional Personal Growth Plan that reflects healthy priorities, check out Developing a One Year Personal Growth Plan.

Optimism – A Saturday Quote

“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.”
— Winston Churchill

The Things You Want to Do – A Saturday Quote

“When you do the things you need to do when you need to do them, the day will come when you can do the things you want to do when you want to do them.”
– Zig Ziglar, Motivational Speaker

A Man of Value – A Saturday Quote

“Try not to become a man of success, but rather try to become a man of value.”
– Albert Einstein

Influence – A Saturday Quote

“Example is not the main thing in influencing others. It is the only thing.”
– Albert Schweitzer

The Way to Succeed (A Saturday Quote)

“There is only one way to succeed at anything and that is to give everything.”
– Vince Lombardi, American Football Coach

If Your Staff Has Questions, Demand Options

Assembling and getting the most out of your staff is one of the toughest things that a pastor deals with in leading a growing church. On top of all that has to be done from week to week, staff communication can quickly become overwhelming.

In one of my recent coaching networks, someone asked this question: “How do you deal with all the questions that staff members bring you?”

What a great question – and one that many of us don’t think to ask. I wanted to take just a moment to share a principle on this topic.

Here’s the quick hit (in case you’re running late for an appointment):

If Your Staff Has Questions, Demand Options

What I mean is that, as a leader, you should never respond to a question from a staff member (in person, by phone or email) unless they first give you two or three suggested answers.

Why?

1) Because they know better than you. The fact that they are asking tells you that they have already spent more time thinking about it than you have.

This is essential, because it only gets more true the larger your church grows. When The Journey was just getting started, I knew everything that happened in every area. Not so these days.

Let the staff member share their thoughts on the question, then you can help them build on those thoughts.

2) Your staff needs to learn to think for themselves. In leadership development, it’s vital that you are being intentional about helping your staff learn to think.

If they can just run to you and let you fix it every time they run into a problem, how are you helping them grow?

Use your staff’s questions to teach them to think.

3) Perhaps the most important reason for implementing this principle is that you get better answers when you have multiple people thinking about the solution. It’s the old “two heads are better than one” idiom.

All of us are smarter than any of us.

I hope that’s helpful!

P.S. To learn six secret skills every leader can develop, check out Leadership Skills for a Growing Church

Manage Time (A Saturday Quote)

“Until we can manage time, we can manage nothing else.”
– Peter F. Drucker, Author and Management Expert

P.S. For 34 proven principles to help you manage time, check out Time Management for Busy Pastors.

Top 10 Hiring Lessons

Here’s a great compilation of hiring lessons that my friend Dan Reiland (The Pastor’s Coach) sent out last week:

“Never Hire Your Mama”
by Dan Reiland

King Asa fired his grandmother. That’s a rough day in the palace I don’t care you are! Read the story in I Kings 15:9-15.

9 In the twentieth year of Jeroboam king of Israel, Asa became king of Judah, 10 and he reigned in Jerusalem forty-one years. His grandmother’s name was Maacah daughter of Abishalom. 11 Asa did what was right in the eyes of the LORD, as his father David had done. 12 He expelled the male shrine prostitutes from the land and got rid of all the idols his fathers had made. 13 He even deposed his grandmother Maacah from her position as queen mother, because she had made a repulsive Asherah pole. Asa cut the pole down and burned it in the Kidron Valley. 14 Although he did not remove the high places, Asa’s heart was fully committed to the LORD all his life. 15 He brought into the temple of the LORD the silver and gold and the articles that he and his father had dedicated.

Yup, he “deposed” (to remove from office or position, esp. high office) Grammy Maacah! The best way to prevent a nightmare like this is to hire well. 80% of all difficult staffing issues are covered if you hire well.

I’ve made my mistakes over the years, and a few were costly. But I’ve learned and developed the art of hiring. No one bats 100% but the following hiring maxims will make your life easier and your staff more enjoyable and productive.

1. Never hire anyone you would avoid on your day off.
Chemistry is a big deal. Life is short, you need to enjoy the people you spend significant amounts of time with. Give yourself permission to hire and fire with that in mind. Hiring based heavily on chemistry can feel counter-intuitive when you are considering a person of high character and high competence. In other words, not hiring because you don’t connect well may seem dumb. It’s not. Let me be blunt. If you don’t like someone, eventually, over the long haul, both of you will become less effective, (competence.) If you then continue to take a paycheck that’s about character! I’m not suggesting that you refrain from hiring someone because of a little personality quirk, that’s what makes us all human and frankly interesting. I’m talking about basic chemistry… do you like being around the person or not?

2. Hire slow.
Take your time. It’s far better to have an open position and endure that pressure than it is to hire the wrong person. I have waited months for many hires, and nearly two years for one senior level position. In all cases it was the right thing. Always call references. Ask the references for more references and call them. Testing slows the process down, but is a good idea. While you don’t want to put someone in a box, many tests provide helpful insights. One of my favorites is the Myers-Briggs Personality Test, but I recommend that you contact a couple of the best therapists / psychologists in your area to get their advice. And speaking of tests, I strongly recommend running a criminal background check on all hires. You’d be surprised! (Check with your attorney on this first. Different states have different rulings.)

3. Never lower your standards.
Don’t let desperation push you. When your desperation becomes high, your standards become low. I know how it goes. The position is open for seemingly too long. God doesn’t seem to answer your prayers – when in fact He may be protecting you from a bad hire. And, you just want to get it done! I know. In almost all these cases, you begin to gradually drop your standards. You think to yourself, “This person isn’t exactly the right person, but then again, no one is perfect.” And so you begin down the road to mediocrity. Stick to your original hiring criteria. That person is out there. Find them.

4. Invest in growth over administration.
This is a tough one. We are all tempted to beef up our systems by increasing our administrative and support staff. That’s one way to help keep the organization crisp and efficient. Over-hiring administrative staff is also one of the best ways to kill an organization. A comfortable and smooth-running bureaucracy never grows an organization. OK, the word bureaucracy is a little over-the-top. But I want to paint a clear picture for you. If you attempt to remove normal ministry tension by making all systems smooth and easy, you are headed down a dangerous road. Creativity and innovation will be limited. All growing organizations experience tension. That’s normal. The key is to understand the difference between a tension to be managed and a problem to be solved. It is always wiser and a far better investment to put your first staffing dollars into new staff members who contribute to the literal growth of the church. (I’m not talking about financial raises for existing administrative staff, I’m referring to hiring new staff members.)

5. Figure out who they are under pressure.
A good percentage of church leadership is neither difficult nor complicated. It’s exhausting because of the relational elements, but not rocket-science. You keep good relationships, and make the right decisions at the right time for the right reasons. But the moment pressure shows up, everything changes. Under pressure (all growing churches are under pressure, and large growing churches experience lots of pressure) what was relatively routine becomes difficult and what was simple enough becomes complicated. It’s critical to assess and have a thorough knowledge of each new hire’s ability to thrive under pressure. From reference calls to asking a question in an interview like: “What would you think if I told you this interview was not going well?” Give them a tough case study to solve or visit their church and ask them to let you in on one of the problems they currently are attempting to solve to let you take a look and talk with them about it. Do whatever it takes to know their ability and capacity under pressure.

6. Ask brilliant questions.
The education system tells you there is no such thing as a stupid question. Yes there is. There are lots of stupid questions and its part of your job to not waste time by asking them. Here’s the secret, it’s not the question itself that is stupid or brilliant. It’s who you ask it to, at the moment you ask, in that certain context and for what reason. That’s what makes a question brilliant or not. We all have lists of questions. I have a long list too. I have books full of interview questions. That’s just busy work. The art of brilliant question-asking includes timing, context, purpose, assessment and what new question the answer cultivates.

7. Pay well, but don’t buy the employee.
This is another tough one. One strategy says don’t talk about the salary until the very end of the process. Find their heart and know their calling first. Another strategy says put the salary on the table up front and make it clear from the beginning. Both have merit. You don’t want to get so emotionally deep into the process that you end up paying too much for the position, and yet you do want to pay well with a generous spirit. I think the bottom line is that no one is so good that you should feel obligated to offer a salary that makes you uneasy. We all want to hire eagles, but there are guidelines to follow. Not rules to bow to, but guidelines to keep wise structures in balance. Bottom line… be willing to walk away!

8. Interview outside the office when you can
Especially when it comes to more senior level staff, don’t do all your interviewing in the office. Even if you just get out to a restaurant or a Starbucks, it’s important to spend time in normal and lifestyle environments. Then pay attention to how the person responds. I’ve interviewed in environments from baseball games to racing boats on a lake. One interview was in the middle of the jungle in Sri Lanka! You will always learn more about the person in those settings. You don’t have to get weird about it, but you get the idea. One of my favorite things is to toss them the keys and let them drive the car. That’s always revealing.

9. Don’t hire competency when insecurity comes with it.
No amount of competency overcomes insecurity. I can usually smell insecurity from a mile away. In a young staff member, that’s not always bad. Everyone has a little insecurity, but it’s an unbelievably dangerous combination to have a highly gifted and talented person who is also insecure. They can’t help themselves, they will implode in time. Insecure people are easily offended, they make it all about them, and they usually want the spotlight thought they will say they don’t. My sincere caution to you is if you suspect you are talking with an insecure leader, thank them, pick up the check, and call it a day.

10. Don’t hire for today.
When I first started as an XP (Executive Pastor) I made this mistake several times. I assessed and chose a person who could handle the job as it currently was. Big mistake. They may do a good job for the first few months, but as soon as the job grows to a size and scope in which they are over their head – you’re in trouble. Always hire for the job at the next level. Picture the position at the next click up and hire someone with at least that much capacity.

There you have it. These are ten hiring maxims to help you make wise choices and strengthen your team. Add a few more of your own and if you practice them, you will be glad you did!

Great list Dan – thanks!