What Makes For A Unique Training Experience?

It has been a challenge to describe the unique distinctive of the Leadership Matters Course. With so many courses being advertised as leadership training, as graduates of LMC, we need to be able to describe what is different.

If we were to simply give an outline of the materials covered in the LMC curriculum, there may seem to be little that is different to other leadership training courses. The question needs to be answered "What is unique about LMC?"

Many courses that are advertised as training are, in reality, lectures that are given in a teaching mode, rather than a training mode. ‘Teaching’, while very significant, tends to focus on the delivery of prescribed content in a lecture format. But in our context ‘training’ is focused on developing the participant’s skills and doing it in such a practiced way that they will remember the principles.

Participants will remember far more because they have had the opportunity to actually practice the new skill, or apply the new insight, than if they only have a record of it in a handbook.

There are a number of things in the presentation of LMC that make it unique. Four very significant aspects are:

1) The amount of time the participant is actually ‘doing’ and ‘practicing’ the material rather than passively ‘listening’. Each of the trainers is motivated by the phrase ‘Participants will not remember so much what WE say, but they will remember what THEY do’.

2) Participants are asked to practice a new skill only after the trainer has first modeled it.

3) While the trainers do introduce new material, they are committed wherever possible to help the participant discover the answers themselves. Participants do this by sharing their combined knowledge in a very interactive environment.

4) There is a carefully planned structure to the progression of the training which follows a Biblical emphasis.
a. Firstly, we help the trainees recognize their own worth and gifting in God’s eyes as the essential reality for them.
b. This is followed by developing an understanding of Gods concern for them to be loving and caring for other people.
c. With these two in their rightful place we then focus on the situations that as leaders they will need to address.
Being able to guide the discussions and insights from the participants; and balancing the introduction of new content with that, is what necessitates the specialized training given to all the trainers.

Given this background, another helpful way to show the differences between LMC and the many other training courses is to state the outcomes that the graduates can expect when they actively apply the training. The ongoing relevance of the course will be directly related to the ability of the participant to apply it to their own situation.

Warmly in Him,
David Cummings

What Happens If Nothing Changes In The Way We Lead?

Perhaps like me you go through a similar routine at the start of a new year. We start by admonishing ourselves for the mistakes of the past year - projects left undone, opportunites not seized. We grit our teeth and resolve to make changes in the way we do things in the coming year, only to find ourselves making the same resolutions: I've got to get organised, I'll set priorities this year, I promise to delegate more etc.

While they are worthy goals - the truth is we will more likely than not find ourselves at the same spot next year. But what would happen if we were to make a determined and real change in the way we lead our organisations? Better still - what will happen in our organisations this year if nothing changes in the way we lead?

Here are seven leadership resolutions you might consider that will make a real difference in your organisation in the coming year. Which ones will provide the biggest payoffs? Do all seven, and chances are you will have the most rewarding year of your leadership career!

1. Craft a big, bold, breath-taking story and tell it every day.
What is the most exciting, rewarding, and scariest future you can imagine? What great battles will be won, treasures found and people freed? Paint the story in full colour. What does the future look like? How are we going to get there? How is tomorrow going to be much better than today? People want to be part of an important story. Tell it to them and help them find their own starring role.

2. Multiply the strength of your leadership connections.
Consider for a moment the 8-10 individuals with whom you share management and leadership responsibilities. What would change if your relationships with those on the leadership team remained as is?
How much more effective would your leadership team become if you dramatically strengthened your personal connection with every one of these people? You have probably created a mutually acceptable status quo with these individuals so change will not be easy. Are there some difficult conversations that you need to have? Try this: honour their uniqueness; share more of yourself; learn about them; ask how you can serve them. Be careful, this is very potent.

3. Act with exceptional compassion and kindness.
You are not the only one feeling a bit beaten up these days. The members of your organisation are faced with many of the same challenges that you face…imperfect products and processes, unpredictable environments, insatiable customers, disappointing staff performance. Seek out ways to show your humanity every day. Treat everyone in the organisation with dignity and respect, especially those who are struggling. They will walk through walls for you, but do not do it for that reason. Do it because it is the right thing to do. We spend much of our waking lives inside organisations and you have the power to make these places where the human spirit can thrive or die. Use this power well.

4. Tell the absolute truth.
Stop spinning, sugar-coating and avoiding. You’ll be amazed at how many people start listening to you. How much more effective would your organisation be if the half-truths, positioning and face-saving were eradicated? The tough part is that you cannot make this happen by mandating it. You must go first. You must model it.

5. Hold everyone accountable.
Accountability is not tyranny. It is a very good thing. A caring leader insists that people do what they say they will do. When you hold people accountable, you are saying that their work is important. You are saying that they are important. Every time you let a deadline slip or a deliverable go incomplete, you are discounting the person whose job it is to deliver on these commitments. Make it a habit to ensure that every piece of work is accompanied by a personal commitment. Measure. Give feedback. Initiate consequences. Celebrate being part of an organisation that keeps its promises.

6. Confront underperformance.
You know in your heart-of-hearts who in your organisation is under-performing. Commit to seeing that this performance changes early this year. Now here’s the caveat. Before you take any action, ask yourself these questions – “What is my part in this situation? How have my actions or lack thereof contributed to this situation? What do I need to do differently?” Approach the individuals in question and describe your responsibilities and personal commitments to change. Then, and only then, it’s their turn.

7. Be distinctively you.
What would you get if you could put all of the leadership qualities of Bill Gates, Gandhi, Mother Theresa, George Washington, Jack Welch and Winston Churchill into one individual? Probably a bland, non-descript person indistinguishable in the crowd. These men and women made a difference because they had the courage to be themselves. Have you forgotten who you really are? What excites you these days? What are your passions? Where do you want to make your mark? When you are at your best, what are you doing? Maybe it’s time to figure out what is most important to you, tell everyone around you, and let this fuel your leadership.

Why not make this your best year ever as a leader. What will happen if nothing really changes?

Resources to Engage

FERRAZZIGREENLIGHT http://www.ferrazzifrfeenlight.com
Born out of a rich life experience in senior management, this company seeks to enable leaders to develop their own networking style and thus enrich their own careers. "How to build a lifelong community of colleagues, contacts, friends and mentors" is the sub-line of the title of "Never Eat Alone" the CEO's first book on networking.

FARNHAM CASTLE http://www.farnhamcastle.com/
An excellent example of a truly comprehensive equipping programme for those working overseas. One of the key area of focus is preparing senior managers in international companies for their posts overseas. A professional and highly relevant project.

FOCIG http://www.focig.com/focus.htm
Enriching and encouraging those who work in governments around the world, is indeed a high and noble vision. This is the desire of FOCIG which is a fellowship of Christians in government in the Philippines. Serving the nation in the heart of the nation.

MARKETPLACE CONNECTIONS http://www.marketplaceconnections.com/home.htm
We have a Marketplace Faith: The Christian faith started outside the temple. Jesus grew up as a carpenter. When it was time for public
ministry he worked in the marketplace with fishermen and a tax collector. His parables were marketplace stories and his healings
happened often in marketplace situations. Why is the marketplace important as a place of ministry? Our work is important because that is where we earn our living, provide for our families and spend some 67% of our waking time Monday to Friday. It is also the place where we meet non-Christians the most.

by Global Nomad