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God wants to do something amazing through your ministry or business. No one can take that away. Your critics can’t, and neither can Satan. 

But that doesn’t mean you won’t have to wait for it. Sometimes, the Lord cracks a door and lets you see your ‘future’ before you’re ready to walk through it.

By now, you have discovered that criticism can be an almost daily issue for most leaders. You receive everything from side comments to direct confrontation, people who walk out the door and do not return, and unsigned notes sent to you by people with no courage.

By now, you have discovered that criticism can be an almost daily issue for most leaders. You receive everything from side comments to direct confrontation, people who walk out the door and do not return, and unsigned notes sent to you by people with no courage.

In our last edition of Leadership Helps, we learned that for most pastors, ministry leaders, and business leaders, summer means having more flexible schedules. It is an excellent time to prepare for the upcoming fall ministry or business season when many churches and organizations experience a surge in attendance and activity.

For most pastors, ministry, or business leaders, summer means having more flex time in their schedules. It is an excellent time to prepare for the upcoming fall ministry or business season when many churches and organizations experience a surge in attendance and activity.

For the rest of your life, you’ll try to determine the best timing for many decisions you must make in your life and ministry. You may be deciding on a ministry, career, or relationship change.

The Bible tells us, “Because for every matter there is a time and judgment, though the misery of man increases greatly.  For he does not know what will happen; so who can tell him when it will occur?” (Ecclesiastes 8:6-7).

Views: 120:00 / 0:00 Are You a Relational or An Organizational Leader? A friend from seminary days told me that every leader has a number on his (or her) back. 50…100…200…1000…10,000 His theory?  Basically, everyone has a natural number that reflects the size of the organization (or area) they’re capable of leading. I wish he weren’t right.  But what if he is? Here’s a perplexing question.  What if you have a number but don’t know what it is? Your problem (and mine) Your problem (and mine) happens when a relational leader tries to fill the role of an organizational leader.  And to a similar extent when an organizational leader tries to fill a relational role. Our culture raises tension because we assume that bigger is better. We can get caught up in constantly comparing ourselves with others and feel inadequate if we’re not moving toward the “next stage.”  The Apostle Paul says this is unwise in 1 Corinthians 10:12: “For we dare not class ourselves or compare ourselves with those who commend themselves.  But they, measuring themselves by themselves, and comparing themselves among themselves, are not wise.” (NKJV) So … what are you?  Last time we learned the style of relational leaders.  This time we will learn about an organizational leader.  But first, let’s review. Relational leaders Are fired up by direct interaction with people. Dislike not knowing who’s in or not in the room or present that day. Are current on what’s going on in people’s lives. Think systems gut the energy out of a great community. Find it difficult to find and nurture current or future leaders. Organizational leaders By comparison, here is how organizational leaders think and operate.  Organizational leaders: Are fueled by procedures that are designed to add value to people. An organizational leader doesn’t often demonstrate a caring spirit toward others directly; they are just concerned that people are being cared for well (by others).  They think about improving the system or organization to care for more people. To characterize relational leadership as “Christian” and systems as “non-Christian” is just not accurate.  Acts 6 reveals how systems increased the early church’s capacity to care for more people genuinely.  No side can claim the moral high road here. Have no deep yearning to know everyone in the room. An organizational leader unconsciously realizes that if the mission grows, it will mean their personal involvement in care is limited. They are generally more enthusiastic that the mission is reaching people than they are energized by knowing the people who are being reached personally.  It doesn’t mean they don’t care; it just means they realize that a system that will reach hundreds or thousands demands that they do not play a personal role in every aspect. Interact more closely with people within their direct sphere of influence. Instead of trying to know many people, an organizational leader will connect more deeply with a few. Influential organizational leaders will have a healthy relationship with as many as a dozen people who report to them or to whom they report.  They are not people who simply sit behind a keyboard all day because people and healthy relationships always drive any great organization (even large ones). Rather than being there for everyone, organizational leaders are there for the hospital visits, life celebrations, and everyday moments of a few of their closest and highest capacity leaders. It doesn’t mean they never step outside that span of care to help others; it just means the inner circle of their closest leaders receives 80-95% of their relational focus. Are comfortable with the reality that systems are critical to a growing community. Organizational leaders have a heart for scale and systems because they believe that effective systems create the capacity to care for even more people. While being “organic,” “authentic,” and “decentralized” sounds more romantic, the truth is the most influential organizations that transform the most lives (even for good) are the result of careful systems.  Energized by developing other leaders. Organizational leaders realize that they must develop and release more leaders as the organization grows.  So, they discover, develop, and deploy them. Although, in some respect, that creates more distance between them and others in the organization (and sometimes that’s sad even for the leader), they understand it’s part of how growing systems work on this side of heaven. Furthermore, they find considerable pleasure in watching others develop their God-given gifts and leading in areas they formally led. Ironically, it makes you more valuable than less valuable when you lease others to lead an area you previously led. Those are some key differences I see between relational and organizational leaders. I hope this helps you figure out who you might be and where you best fit within an organization.  At least, I hope it enables you to consider a tension many of us face when we try to figure out why things aren’t growing as fast as we had hoped

Views: 140:00 / 0:00 Are You a Relational or An Organizational Leader? A friend from seminary days told me that every leader has a number on his (or her) back. 50…100…200…1000…10,000 His theory?  Basically, everyone has a natural number that reflects the size of the organization (or area) they’re capable of leading. I wish he weren’t right.  But what if he is? Here’s a perplexing question.  What if you have a number but don’t know what it is? Your problem (and mine) Your problem (and mine) happens when a relational leader tries to fill the role of an organizational leader.  And to a similar extent when an organizational leader tries to fill a relational role. Our culture raises tension because we assume that bigger is better. We can get caught up in constantly comparing ourselves with others and feel inadequate if we’re not moving toward the “next stage.”  The Apostle Paul says this is unwise in 1 Corinthians 10:12: “For we dare not class ourselves or compare ourselves with those who commend themselves.  But they, measuring themselves by themselves, and comparing themselves among themselves, are not wise.” (NKJV) Add to that the outward thrust of the church’s mission, and many leaders find themselves in a place where they are trying to lead in a way that forces them past their usual number. You may daydream about leading a big organization, but your wiring keeps drawing you back to a small one. So … what are you?  A relational leader or an organizational leader? Relational leaders Here are some characteristics of relational leaders I’ve observed.  Relational leaders: Are fired up by direct interaction with people. If a day in meetings or sitting behind the computer screen drains you, it might indicate that you’re a relational type of leader.  You don’t mind who you’re meeting with as long as you’re meeting with someone. Dislike not knowing who’s in or not in the room or present that day. A relational leader feels an intrinsic sense of anxiety if they don’t know everyone in the room.  They want to find out who’s who, catch up, and ensure everyone in their organization knows them. Are current on what’s going on in people’s lives. Knowing everyone and what goes on in their lives fuels relational leaders.  Things like: Who got a new job? Who’s sick, and who’s getting well? Who’s in love? Who got accepted to which college? Who’s thinking of moving or getting a new job? Who’s expecting a child? They just want to know.  They can’t help it.  And they care.  Deeply. Think systems gut the energy out of a great community. There’s a significant difference between paperwork and procedures, but a true relational leader is challenged with systems.  They can’t imagine a ministry or organization where they don’t know most people, and the idea that “systems” can care for people rubs at their core. Find it difficult to find and nurture current or future leaders. Because relational leaders desire to be known and know others, relational leaders always struggle to grow other leaders. It is often possible they see other leaders as a potential threat.  But some can’t imagine being in an organization more extensive than their personal care bandwidth. That’s often why most relational leaders never lead an organization larger than 200 people. An exceptionally gifted relational leader might be able to grow a ministry or organization to 400 or even 500, but after that, they are highly likely to burn out, and the ability to care breaks down.  This may not be all bad (except for the burnout part); it’s just true.  You end up trying to be someone you’re not. Those who know me know this is not usually my personality.  I’m wired more as an organizational leader. By comparison, here is how organizational leaders think and operate.  Next time we will learn about organizational type leaders.  

Remember, God is far more interested in changing your mind than your circumstances. Having God change our circumstances and take away the pain and sorrow around us are important issues. However, God wants to first deal with what’s happening in you.