Greetings

Do you recall the Management Skills Principle # 1 that we discussed and memorized at the Leadership Course?

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As trainers, we love to hear brief comments of how you’ve been able to apply (or not apply!) the material researched at LMC. What has been the most important idea or concept you have been made aware of regarding Principle # 1 of Management since you returned to your work situation?

Hit "comments" below or click here and tell us a quick module of how you have made application …

Managing together …

John King

Why Listening is Key to Leadership

Habakkuk teaches us that leaders must first be listeners. In the first four verses of his book, the prophet cries out for God to answer his questions. He begs God to respond to the injustice, the violence, and the perversion of his nation. He knew God was infinitely just and he could not understand why God didn’t interested in doing something about Judah’s rebellion.

When God finally did respond, He gave Habakkuk a distasteful answer: God declared that He planned to use a nation more unjust than Judah to correct injustice among the Jews. That didn’t make sense to Habakkuk!.

Even so the prophet continued to listen. He wrestled with God but knew that leaders earn their right to speak by listening. When they listen they gain something more precious than the privilege to speak:

1. They gain insight about people
2. They connect with the speaker’s
3. They earn their right to speak
4. They become relevant
5. They understand the keys to the speakers heart
6. They identify
7. They gain authority
8. They learn

Tell me, When you speak, do you learn anything? Do gain anything - should you listen to God and to others?

How to Ease the Pain of Delegation

The ability to delegate sets leaders apart from followers. That is because many people find it difficult to give up control. Delegating duties and responsibilities is essential in today's downsized organisations. The following key points will help you take the pain out of delegation.

1. Find the right person for the project.
Do not assign the project to just any warm body - unless any outcome is acceptable. If you want the job done right, however, you must find the right person for the job. If none exists, find the most capable person and train him or her well.

2. Delegate authority and accountability.
The worst thing you can do is delegate a task and then tie a person's hands. If you have picked the right person or trained someone well, you must then give that person authority so the job can be done without your supervision. If you have to minutely supervise the project, you have not truly delegated it. In addition, you should make the person accountable for the quality of the work performed.

3. Make the task perfectly clear.
Carefully explain the nature of the project to the person you are giving responsibility. This may be done verbally or in writing, depending on the complexity of the task. The newer and more complex the task, the more questions the person you are giving responsibility will have. Answer all questions promptly and thoroughly.

4. Agree on a deadline.
When the person to whom you are delegating fully understands your expectations, both of you are in a position to determine a mutually acceptable deadline.

5. Review and coach.
There is a learning curve associated with any new activity. During this time, you should periodically review the other person's progress and offer additional coaching if needed.

6. Lay the groundwork for more delegation.
Once you get your feet wet, you will find more things that can be done by others to free up your time. Begin training people to assist you in more operations and you will find yourself with more time to do what you do best.

Why Transformation outweighs Culture

Of late I have been reminded of a critical objective related to helping people experience transformed lives.

"We are not helping people convert to our culture; we are helping them be transformed by Christ."

If we aren't crystal clear about that, people will be drawn to, and make commitments to our culture. People want to belong to a movement bigger than they are. People want to be in on what is exciting and adventurous. People want to be part of something excellent and significant. But, if we aren't clear about calling people to be disciples, sold-out followers of Jesus Christ, they will continue to show up, cheer and maybe even tell their friends, but their lives may not reflect a personal, missional buy-in to the agenda of the kingdom of God and the grace of Jesus Christ.

People matter too much to miss this critical distinction. God's kingdom agenda matters too much to allow this confusion.