LEADERSHIP

It really begins with a servant's heart--where is yours?

Leadership from His Perspective **THE MANAGEMENT METHODS OF Jesus, Bob Briner ** 1 Peter 5:1-7 -- Therefore, I exhort the elders among you, as your fellow elder and witness of the sufferings of Christ, and a partaker also of the glory that is to be revealed, shepherd the flock of God among you, exercising oversight not under compulsion, but voluntarily, according to the will of God; and not for sordid gain, but with eagerness; nor yet as lording it over those allotted to your charge, but proving to be examples to the flock. And when the Chief Shepherd appears, you will receive the unfading crown of glory. You younger men, likewise, be subject to your elders; and all of you, clothe yourselves with humility toward one another, for GOD is opposed to the proud, but gives grace to the humble. Therefore, humble yourselves under the mighty hand of God, that He may exalt you at the proper time, casting all your anxiety on Him, because He cares for you.
 * 1) HAVE A PLAN—a plan puts you in charge of your energies
 * 2) Be Prepared—take time to prep—chance favors the prepared mind.
 * 3) choose your own associates—
 * 4) To fill a key spot, pull out all the stops—
 * 5) Teach, Teach, Teach—don’t hide in the office, get in the thick of it and teach.
 * 6) Practice private communication, conversation
 * 7) Establish authority—know the extent of your authority and exercise it.
 * 8) Insist on Absolutes—do not equivocate—there are maxims!
 * 9) Watch your Timing—
 * 10) Handle Corruption Immediately—gather the facts, then act!
 * 11) Don’t sugarcoat-let people know what’s ahead?
 * 12) Get away from it All—take time off
 * 13) Field-Test your staff—Jesus sent out the 70 and the 12. Avoid vagueness, be specific as the situation allows. Share your knowledge and prepare for the difficulties ahead → let them be fully prepared.
 * 14) Practice Good Public Relations—those who tell the story should have high standards, truth being the pinnacle followed by timeliness.
 * 15) Get good logistical Support—don’t get bogged in logistics→ do the things only you can do!
 * 16) learn a Little Humility—
 * 17) Share the Glory—DO IT PUBLICLY
 * 18) Say Thanks—
 * 19) Stay in Touch with Real People—
 * 20) Be Responsive—and in a timely fashion
 * 21) Don’t Neglect Public speaking—
 * 22) Cut Your Losses—don’t let pride or stubbornness keep you in a market in which you don’t belong.
 * 23) Learn How to Rebuke—
 * 24) Beware of Sycophants—yes men—allow critical advice—seek the truth in all things and in all people.
 * 25) Be a Servant—instead of shortcomings of others, focus on their needs to become better.
 * 26) Discourage Position Jockeying—
 * 27) Be a Fruit Inspector—don’t just look at the surface, tap the fruit
 * 28) Stop Worrying—control those things we can through planning and preparation
 * 29) Avoid Grandstand Plays—do acts with a purpose to assist others!
 * 30) Be Fair to all Generous Where Appropriate—
 * 31) Be a risk Taker—the parable of the Talents trusted others with $$$. Multiply assets by investing wisely.
 * 32) Take Care of the Children—let there be family time balanced with hard work.
 * 33) Pay Your Taxes—
 * 34) Let Your Results Speak for You—actions speak louder than words—
 * 35) Don’t Cast pearls before Swine—answer what merits attention and your time investment
 * 36) Be an Inspirational Leader—speak with authority, know of what you speak, and communicate with passion-target with authority! Know the history of the business you are in and let others know it too and how it benefits people.
 * 37) Prune for Productivity—get rid of unproductive branches to bear more fruit.
 * 38) Don’t Try to Serve Two Masters—have one boss
 * 39) Remain Calm in the Storm—calmness does not mean detachment—be fully engaged and actively involved. Plan for tough times—pray—
 * 40) Settle Disputes Quickly—be a catalyst for reconciliation—competition should promote productivity and progress—
 * 41) eat with the Troops—it makes them better soldiers
 * 42) Evaluate Constantly—ask questions-when you ask the right questions—when you monitor and measure what matters—performance always improves.
 * 43) Share Corporate Lore—tell ‘war stories’ as a means of teaching how things are done at this place! know the legends, lore and parables and use them to build a corporate culture → success
 * 44) Take the narrow path—how are we serving our customer better than anyone else?
 * 45) Serve Families—be discerning but realize when someone is hires, so is the family.
 * 46) Prepare for Tough Times—front runners need reserves and a plan for tough times.
 * 47) Stand Up for Your People—when you are unable to defend against outside attacks, it’s time for you or them to move. Do not deny mistakes but handle them with respect for the individual.
 * 48) Set Priorities—serve customers and employees with quality.
 * 49) Prepare for Your successor—do you have a plan for when you are not around?

 // You have made us for Yourself, and our hearts are restless until they rest in You --- //// St. Augustine // General Eisenhower gave an example with a piece of rope on a table, asking for volunteers from the audience to push the rope across the table. Unable to do it, he grabbed it and pulled it across. “Pushing men might work once in a while,” he said, “but the most effective way is to pull them along by going on ahead and serving as an example.”

The key Christian leadership distinctive is seen in today's reading: servant leadership. Whereas secular leaders want to have “strategic plans” and be “go-getters,” Christian leaders are first and foremost about God's will being done and His kingdom coming. Jesus set the example, and it doesn't look much like the “dynamic CEO”-types who appear on magazine covers. In fact, we might not even recognize what He did as leadership, though He led the way to eternal salvation (Col. 1:18-20). John Stott observed in //The Cross of Christ:// “Only one act of pure love, unsullied by any taint of ulterior motive, has ever been performed in the history of the world, namely the self-giving of God in Christ on the cross for undeserving sinners. That is why, if we are looking for a definition of love, we should look not in a dictionary, but at Calvary.”

1. From Timothy 3:1-7 Overseer’s 2. From Titus 1:5-16 a. Personal righteousness, family management, ability to teach sound doctrine. b. Teaching friends and refuting enemies of the faith 3. From Timothy 3:8-13 a. Tested to make sure there is nothing against them (vetting in the modern day). b. Not indulging or after dishonest gain c. Temperate and trustworthy in everything d. Their wives that same e. Righteous and a solid grasp on their families [leadership and management] 4. From Acts 20:22-38 a. Keep the main thing the main thing. b. Leaders are shepherds—driven by love, care, and service—it’s messy too c. Servanthood is the path to leadership 5. From 1 Peter 5:1-11 leaders should be humble and steadfast. Three opposites clarify the responsibilities involved; not compelled but eager, not greedy but serving, not overbearing but setting a good example. a. openhearted willingness to answer the call to do the ‘noble task’ of leadership. b. selflessness c. humility...who is first shall be last…
 * 1) Excellent moral and spiritual qualities. A person of integrity, faithful in marriage (relationships), self-disciplined, and with priorities ordered.
 * 2) Manage his own family well before being considered for leadership.
 * 3) Spiritual maturity-old enough in the faith to resist pride and be able to teach sound doctrine.

Discernment Acts 15:36-16:5 (paraphrased from Colin Smith, pastor at THE ORCHARD EVANGELICAL FREE CHRUCH)  Discerning the call? I. **How can we be more useful?**- look for someone above reproach, especially about matters of family. Qualifications-self control wise judgment, perseverance... Every thing we do & say becomes part of our record of accomplishment = reputation matters. God can change that- Paul was known as blasphemer. ** Q1 ** -what change can i make that would position me for more usefulness to Christ? Readiness-ability to embrace change for advancing the Gospel. Paul wanted to remove barriers to advance gospel. **Faithfulness to Gospel involves two things ** -Do not change for culture's sake - Always be ready for advancement in the culture. Timothy was willing to be circumcised (20 yrs old ® reveals his character)... II. **Advancement of Gospel will always be in tension w/ our comfort and what is good for Christ**. ** Q2 ** -what price are you willing to pay for the advancement of the Gospel = it will stretch you out?  III. **Recognition-the ability to discern the call of God on your life at any given time**— a. **Inner desire**—given intense desire to do it from God. Cannot shake it off. It may come from other people as a question or an afffirmation. b. **Outward confirmation**—from the Church, could be elders 1 Tim 4:14—prophetic word…clear sense God was giving direction in his life—ask “who are the Timothy’s today?” c. **Open door**—of opportunity-you may be, at the very moment, being measured for greater ministry. Are you walking with Christ in such a way that you may discern what He is calling you to do?
 *  We all need to know how Godly men think and how ministry (leadership) should proceed. **
 * Green lights of discernment—inner desire, outward confirmation, open door. **

IV. **Prayer**--Lord Help me to grow so I may be more useful to you. Strengthen me to bear the price, make me ready to pay the price so your gospel may advance through my life. Be responsive to the promptings of the HS. Make me that kind of Christian.

Excerpts from [] March 2007 Bonnie Pruett Wurzbacher has climbed from sales representative to senior vice president at the Coca-Cola Company. But she doesn't measure success in those terms. Instead, she believes success is “positively growing the business I'm responsible for in a sustainable way and developing the people I manage to be their best—and doing it in a way that's honoring and glorifying to God.” In charge of global accounts, she aims to make a difference in communities worldwide: Coca-Cola creates jobs, provides healthcare benefits, and invests in medical and education projects in developing areas. “Leaders with integrity ensure that their companies are contributing to the needs of their community in many ways,” she says. ** SERVICE- ** look to the interests of others Phil 2:4—Christians are characterized by servanthood, not position-there is no faster track for your soul to find satisfaction than on the path of servanthood. **Focus on the privilege and pleasure of serving Him rather that what we sacrifice!**

“Servant leadership” appears to be an oxymoron. How can a person take a low position and a high one at the same time? In the middle of a series of biographical leadership examples, we'll take time out today to reflect on this question. The background for the reading is that the Jewish people expected a political Messiah to lead them against the Roman Empire. Accordingly, Jesus' followers expected His kingdom to come very soon. They wanted on board—they were angling for high positions. James' and John's mother's request that her sons be given places of authority and privilege was simply a mother looking out for her family's interests (v. 21). But since they didn't understand what kind of kingdom Jesus brought, they didn't understand the ineffectiveness of self-seeking to get ahead in it. Hoping the “cup” Jesus spoke of was full of blessings and honor, they didn't understand it held God's wrath and their future suffering for the gospel (v. 23). The jealous indignation of the other disciples showed that none of them yet understood the kind of ministry to which Christ was calling them.

There is very likely at least one area of life in which God has given you opportunities to follow Esther's example of leadership-by-sacrifice. You can lead by putting others' interests first, putting yourself at risk, and putting everything you have on the altar before the Lord (cf. Rom. 12:1). Husband-wife, parent-child, and friend-friend relationships are familiar examples.

Meditating on John 13, Michael Card wrote a song entitled “The Basin and the Towel”: “In an upstairs room, a parable / Is just about to come alive. / And while they bicker about who's best, / With a painful glance, He'll silently rise. / Their Savior Servant must show them how / Through the will of the water / And the tenderness of the towel. / And the call is to community, / The impoverished power that sets the soul free, / In humility, to take the vow, / That day after day we must take up the basin and the towel.” In today's familiar passage, Jesus set an example of servanthood for us to follow. To truly understand what happened here, imagine a corporate president scrubbing an employees' restroom. Surely someone would mention the value of the leader's time, or give another rationalization for why such a thing should not be done. Yet such an act is exactly what Jesus did. At least five leadership lessons can be learned from this text. First, servant leadership is an expression of love. Washing the disciples' feet in fact showed “the full extent” of Jesus' love (v. 1). Too often leaders' “care” is paternalistic; that is, their “caring” is a kind of condescending, “I know best” attitude. That was not at all the case with Jesus—He moved humbly to meet His followers' physical and spiritual needs. Second, servant leadership is an expression of faith. Jesus was sure of His divine identity, origin, mission, and authority. He had no need to strut his position as insecure human leaders often do, but was instead free to step down. Third, servant leadership meets practical needs. Sandals and dusty roads meant that dirty feet needed washing. Fourth, servant leadership teaches spiritual lessons. Jesus gently rebuked His disciples' pride and also used the footwashing as an object lesson in spiritual cleansing (v. 10). Finally, servant leadership, the way shown by Jesus, must be the way for us as well (vv. 12-16). “In humility consider others better than yourselves” (v. 3). The foundations for doing so are the encouragement of our union with Christ, the comfort of His love, the fellowship of His Spirit, and our own resulting compassion and empathy (v. 1). In Christ, God has abundantly met all our needs. Without the weight of needy selfishness around our necks, we're free to love others the way He's loved us. Considering others first means looking out for their interests and doing things for their benefit and success before worrying about our own agenda (v. 4). Humility understands that all leadership is a stewardship or trust from the Lord. By contrast, the normal human way is to look out for Numero Uno. “Selfish ambition” and “vain conceit” are essential qualities for ladder-climbing, but not servant leadership. Catchphrases such as “realizing my potential” or “highly motivated go-getter,” might be just a disguise for grasping pride. Sometimes we use “hard work” to excuse our self-centeredness. Reflect on your relationship to culture today. Are you living out the gospel message in ways that are “as shrewd as snakes and as innocent as doves” (Matt. 10:16)?

From Chuck Swindoll, a book I was reading, The Time Trap (I told you I was a sucker for such volumes), I came upon a list of the most popular time wasters. They helped pinpoint some specific areas of frustration I must continually watch.

attempting too much at once unrealistic time estimates procrastinating lack of specific priorities failure to listen well doing it myself---failure to delegate unable to say no perfectionism---focusing on needless details lack of organization failure to write it down reluctance to get started absence of self-appointed deadlines not doing first things first

Who hasn't heard the true story of Charles Schwab and Ivy Lee? Schwab was president of Bethlehem Steel. Lee, a consultant, was given the usual challenge: "Show me a way to get more things done with my time." Schwab agreed to pay him "anything within reason" if Lee's suggestion worked. Lee later handed the executive a sheet of paper with the plan:

Write down the most important tasks you have to do tomorrow. Number them in order of importance. When you arrive in the morning begin at once on No. 1 and stay on it until it is completed. Recheck your priorities, then begin with No. 2. . . then No. 3. Make this a habit every working day. Pass it on to those under you. Try it as long as you like, then send me your check for what you think it's worth.

That one idea turned Bethlehem Steel Corporation into the biggest independent steel producer in the world within five years.

How much did Schwab pay his consultant? Several weeks after receiving the note, he sent Lee a check for $25,000, admitting it was the most profitable lesson he had ever learned.

Try it for yourself. If it works, great. But don't send me any money for the idea. I'd just blow it on another time-management book. . . which I don't have time to read.

**The Ten Commandments of Goal Setting ** 1. Thou Shall Be Decisive Success is a choice. You must decide what you want, why you want it, and how you plan to achieve it. No one else can, will, or should do that for you. 2. Thou Shall Stay Focused A close relative to being decisive, but your ability to sustain your focus from beginning to end determines the timing and condition of your outcomes. 3. Thou Shall Welcome Failure The fundamental question is not whether you should accept failure. You have no choice but to expect it as a temporary condition on the path way of progress. Rather, the question is how to anticipate failure and redirect resources to grow from the experience. 4. Thou Shall Write Down Thy Goals Your mind while blessed with permanent memory is cursed with lousy recall. People forget things. Avoid the temptation of being cute; Write down your goals. 5. Thou Shall Plan Thoroughly Planning saves 10 to 1 in execution. Proper planning prevents poor performance. 6. Thou Shall Involve Others Nobody goes through life alone. Establish your own "Personal Board of Directors", people whose wisdom, knowledge and character you respect to help you achieve your goals. 7 Thou Shall Take Purposeful Action Success is not a spectator sport - achievement demands action. You cannot expect to arrive at success without having made the trip. 8. Thou Shall Reward Thyself Rewards work! Think of what you will give yourself as a result of your hard work, focus and persistence - you deserve it! 9. Thou Shall Inspect What Thy Expect The Shelf life of all plans is limited. No plan holds up against opposition. Everything changes. Therefore inspect frequently and closely, it's an insurance policy on your success. <span style="color: #0008ff; font-family: 'Times New Roman',Times,serif; font-size: 120%;">10. Thou Shall Maintain Personal Integrity Maintain your commitment to your commitment. Set your goals, promise yourself that you will achieve them. Eliminate wiggle room and excuses. That's personal integrit

Servants Make Themselves Available by Rick Warren No soldier in active service entangles himself in the affairs of everyday life, so that he may please the one who enlisted him as a soldier. 2 Timothy 2:4 (NASB) * * * * Real servants make themselves available to serve. Servants don’t fill up their time with other pursuits that could limit their availability. They want to be ready to jump into service when called on. Much like a soldier, a servant must always be standing by for duty: “No soldier in active service entangles himself in the affairs of everyday life, so that he may please the one who enlisted him as a soldier” (2 Timothy 2:4 NASB). If you only serve when it’s convenient for you, you’re not a real servant. Real servants do what’s needed, even when it’s inconvenient. Are you available to God anytime? Can he mess up your plans without you becoming resentful? As a servant, you don’t get to pick and choose when or where you will serve. If you will remind yourself at the start of every day that you are God’s servant, interruptions won’t frustrate you as much, because your agenda will be whatever God wants to bring into your life. **Servants see interruptions as divine appointments for ministry and are happy for the opportunity to practice serving.**
 * Being a servant means giving up the right to control your schedule and allowing God to interrupt it whenever he needs to. **

**Why Leaders Fail** by Mark Sanborn
Huge publicly-traded companies Enron and Worldcom go down in flames under the guidance of capable leaders with highly questionable ethics. Gold medalist Marion Jones, once considered a positive role model, faces criminal charges for doping. The Catholic Church continues to agonize over lapses in leadership that resulted in sexual abuse of children. From the indictment of Alaskan Senator Ted Stevens to the imprisonment of Detroit Mayor Kwame Kilpatrick to the adulterous affair of former Vice Presidential candidate John Edwards, politics is rife with leadership failures. In the recent past, we've witnessed the public downfall of leaders from almost every arena of society — business, sports, religion and politics. One day they're on top of the heap, the next, shame and infamy are heaped on them. We are incensed by the catastrophic failures of these leaders. After all, we cheered for them, voted for them, put stock in their companies, and consulted them for spiritual guidance. We trusted them, they let us down, and it hurts. While our outrage at disgraced leaders may be justified, we fail to realize how quickly "they" become "us." The distance between beloved leader and despised failure is shorter than we think. Like anyone, these fallen leaders never set out to sacrifice their integrity, abandon ethical behavior, or exploit those they led. But it happened anyway. Their failures should be our cautions. Ken Maupin, a practicing psychotherapist and colleague, has built his practice on working with high-performance personalities, including leaders in business, religion, and sports. Ken and I have often discussed why leaders fail. Our discussions have led to the following "warning signs" of impending failure. Warning Sign #1: A Shift in Focus This shift can occur several ways. Oftentimes, leaders simply lose sight of what's important. The laser-like focus that catapulted them to the top begins to wander, and they are seduced by the trappings of leadership, such as wealth and notoriety. Leaders are usually distinguished by their ability to "think big." But as their focus shifts, their thinking shrinks. They micromanage, get caught up in minutiae, and consume themselves with trivial decisions better left to others. To make matters worse, this tendency can be exacerbated by an unceasing quest for perfection. A more subtle leadership derailer is an obsession with "doing" rather than "becoming." A leader's greatest influence flows naturally from inner vision and character. It is possible for a leader to become infatuated with action, and, in the process, lose touch with the all-important development of self. However, busier isn't always better. At the present moment, what is your primary focus? If you can't write it on the back of your business card, then your leadership suffers from a lack of clarity. Take the requisite time to center your focus on what's most important. Would you describe your thinking as expansive or contractive? You should be willing to roll up your sleeves to do whatever it takes to get the job done. However, don't take the reins from others on tasks they can do as competently as you can. Always strive to think on a higher plane. In doing so, you'll make the transition from doer to developer. Warning Sign #2: Poor Communication Lack of focus disorients a leader and sets the stage for poor communication. Followers can't possibly understand a leader's intent when the leader isn't even sure what it is! When leaders are unclear about purpose, they cloak their confusion with uncertainty and ambiguous communication. Sometimes, leaders fall into the clairvoyance trap. They delude themselves into believing that committed followers can sense their goals and carry out their wishes without being told. When misunderstandings arise, managers blame their people for lack of effort (or commitment) rather than recognizing their own communication negligence. "Say what you mean, and mean what you say" is timeless advice, but it must be preceded by knowing what you mean! Clarity of purpose is the starting point for all effective communication. The hard work of communication only pays dividends when you're crystal clear about your message. Warning Sign #3: Risk Aversion Leaders on the verge of breakdown fear failure rather than desiring success. Past victories create pressure for leaders: "Will I be able to sustain outstanding performance?" "What will I do for an encore?" In fact, the longer a leader is successful, the higher his or her perceived cost of failure will be. When driven by the fear of failure, leaders are unable to take reasonable risks. They limit themselves to tried and proven pathways. Attempts at innovation — key to their initial success — diminish and eventually disappear. Which is more important to you: the journey or the destination? Are you still taking reasonable risks? Prudent leadership avoids reckless risk, but neither is it paralyzed by fear. On many occasions, the dance of leadership is two steps forward, one step back. Warning Sign #4: Ethics Slip A leader's credibility depends upon two qualities: what he or she does (competency) and who he or she is (character). Deficiencies in either quality create an integrity problem. The highest principle of leadership is integrity. When ethical compromise is rationalized as necessary for the "greater good," a leader sets foot on the slippery slope of failure. All too often, leaders see their followers as pawns — mere means to an end. As a result, they confuse manipulation with leadership. Such leaders rapidly lose respect. To save face, they cease to be people "perceivers" and become people "pleasers," using popularity to ease the guilt of lapsed integrity. As a leader, it's imperative to constantly subject your life and work to the highest scrutiny. Are there areas of conflict between what you believe and how you behave? Has compromise crept into your operational tool kit? Warning Sign #5: Poor Self-Management Tragically, if a leader doesn't take care of himself or herself, no one else will. Unless a leader is blessed with unusually perceptive followers, nobody will pick up on signs of fatigue and stress. Leaders are counted on to produce, but they aren't superheroes running on limitless energy. While leadership is invigorating, it is also tiring. Like anyone else, leaders are susceptible to feeling drained, depressed, and de-motivated. Those who neglect their physical, psychological, emotional, or spiritual needs are headed for disaster. Think of having a gauge for each of these four areas of your life, and check them often! If a gauge's needle dips toward "empty," make time for refreshment and replenishment. Clear your schedule and take care of yourself. Self-preservation isn't selfish—it's vital to the health of those you lead. Warning Sign #6: Lost Love Leaders face impending disaster when they abandon their first love. The hard work of leadership should be fulfilling and fun. However, when divorced from their dreams, leaders may find the responsibility of leadership to be frustrating and fruitless. To stay motivated, leaders must stick to what they love and rediscover what compelled them to accept the mantle of leadership in the first place. To make sure that you stay on the track of following your first love, frequently ask yourself these three questions: Why did I initially pursue leadership? Have those reasons changed? Do I still want to lead? Heed the Signs The warning signs in life — from stoplights to prescription labels — are intended for our good. They protect us from disaster, and we would be foolish to ignore them. As you consider the six warning signs of leadership failure, don't be afraid to take an honest look at yourself. If any of the warnings ring true, take action today! By paying attention to these signs and heeding their warnings, you can avoid disaster and sustain the kind of leadership that is healthy and fulfilling both for yourself and your followers. About the Author Mark Sanborn, CSP, CPAE is president of Sanborn & Associates, Inc., an idea studio for leadership development and remarkable performance. He is an award-winning speaker and the author of two recent bestselling books, //The Fred Factor: How Passion In Your Work and Life Can Turn the Ordinary Into the Extraordinary// and //You Don't Need a Title to be a Leader: How Anyone Anywhere Can Make a Positive Difference// are bestsellers. His book //The Encore Effect: How to Give a Remarkable Performance in Anything You Do// will be released September 2008. To obtain additional information for growing yourself, your people and your business (including free articles), visit [|www.marksanborn.com], [|www.fredfactor.com] and [|www.youdontneedatitle.com]. For information about having Mark speak for your group, call 303.683.0714.

A Failure of Olympic Proportions **DAN & DAVE: THE OLYMPIC DUEL**
In 1991 Reebok was entrenched in a battle with Nike for top spot in the athletic shoe market. Looking to gain an advantage, Reebok gambled on an ad campaign featuring decathletes Dan O'Brien and Dave Johnson — co-favorites to win a gold medal at the 1992 Olympic Games in Barcelona. Dan was trendy and hip; Dave was straight-laced and steady. Dave held a 3-to-2 edge in contests against Dan, while Dan had recorded the highest-ever point total in a decathlon. The athletes' good looks, dissimilar personalities, and tremendous talent made their rivalry the perfect fit for Reebok's marketing strategy. During the 1992 Super Bowl, Reebok introduced Americans to Dan and Dave. The cleverly written commercials were a sensational hit, and, almost overnight, Dan and Dave were vaulted to celebrity status. Sensing the popularity of the TV spot, Reebok poured $30 million into its efforts to put Dan and Dave at the forefront of their brand's promotions. From January through June, Dan and Dave were ubiquitous on television and in American pop culture. Anyone who cared anything at all about sports chose sides. Reebok executives patted themselves in the back (and padded their wallets) on account of their decision to market via Dan and Dave. DAN & DAVE: THE EMBARRASING FAILURE At the American Olympic Trails in June of 1992, the unthinkable happened. Dan O'Brien, gold medal favorite and marketing icon, failed to qualify for the Olympics! Overestimating his ability in the pole vault, Dan set the bar too high — an epic blunder. On his first attempt, he missed. No worries though, he still had two more tries. On his second attempt, he didn't even come close. By his final attempt, Dan was so tight with pressure that he had no hope of clearing the bar. His Olympic dream was dashed, Reebok's ad campaign was trashed, and Dave Johnson headed to the Olympics alone. DAN O'BRIEN: OLYMPIC CHAMPION After the anguish and public humiliating of missing the Olympics, Dan could have given up his dream of winning Olympic gold. He was the laughingstock of the media, and he had missed a rare opportunity to compete on the world's greatest stage. However, Dan was a competitor, and he bounced back. For four long years, Dan O'Brien funneled the emotions of his failure to fuel his resolve to make the 1996 Olympic Games. Rather than drowning out the memory of his mishap at the Olympic Trials, O'Brien repeatedly watched his botched attempts in the pole vault. Refusing to wallow in his setback, he learned from it, and he redoubled his training efforts. At the 1996 Olympics in Atlanta, O'Brien gained redemption and achieved his dream by capturing the gold medal in the decathlon. LEADERSHIP LESSONS FROM FAILURE "That failure set the path of my life for the next four years," Dan O'Brien said in reflection. "I learned more from it than I had learned the previous 30 years combined." Dan O'Brien's Olympic journey is instructive on the nature of failure. Here are a few lessons from his experience: 1. Failure is inevitable Everyone, even the most decorated Olympian, knows the taste of failure. We all lose, fall short, or miss the bar during life. 2. Failure is a fork in the road When we fail, we have several paths in front of us. Our response dictates where we end up on the path of leadership. 3. Failure is fruitful Failure is the surest path to success. It tests, strengthens, and refines us. Passing through it qualifies us to lead. ====// The Five Most Important Questions (You Will Ever Ask about Your Organization) // by Peter F. Drucker with Jim Collins, Philip Kotler, James Kouzes, Judith Rodin, V. Kasturi Rangan, and Frances Hesselbein (Jossey-Bass, 2008)   ==== An intellectual giant, Peter Drucker was arguably the foremost authority on management during the last 50 years. His writing displayed a special gift for simplicity, and his style steadily pushed the reader to take action. Not content merely to hand out knowledge, Drucker always took special care to map out steps for application. The Leader to Leader Institute chose to publish Drucker's work, //The Five Most Important Questions//, primarily to educate nonprofit leaders. Throughout his life, Peter Drucker admired nonprofits for their noble intentions and keen awareness of community needs. However, it frustrated him that organizations in the social sector commonly failed to craft sound strategy or achieve measurable results. A collaborative effort of the Leader to Leader Institute, //The Five Most Important Questions// is presented as an organizational self-assessment tool. It is designed for the company wishing to reexamine its foundational beliefs. Throughout the book, essays from the likes of Jim Collins and James Kouzes supplement original text from the genius mind of Peter Drucker. The contributing authors accentuate the high points of Drucker's message without cluttering it with excess text. In fact, the book has barely 100 pages. As the title suggests, the book is organized around five simple, but all-important questions: 1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan? Each question is addressed by Drucker and then unpacked by another leadership expert. The final twenty pages drill down into more detailed questions that point back to the five initially posed by Drucker. From start to finish, //The Five Most Important Questions// preaches fundamentals. Drucker & Co. challenge leaders to revisit their organization's core identity, and call upon them to shore up ambiguity and incongruence. Quotable proverbs abound, but the book's brevity makes skimming for them unnecessary. The entire text can be absorbed in an hour or two. A masterful "how-to" manual, the //The Five Most Important Questions// gives big-picture guidance, targeted to executive leaders in the social sector. The book earns praise for the clarity and focus it provides. It's an essential handbook for entrepreneurs, particularly those in the nonprofit arena. In addition, the //The Five Most Important Questions// is a great tool to reorient organizations that have stagnated or drifted off track.
 * We can blame our failures on others.
 * We can identify with our setbacks to the extent that we view ourselves as failures.
 * We can ignore or deny our failure.
 * OR, we can embrace failure, learn from it, and use it as a springboard to get better.

Leadership Failure
"The majority of men meet with failure because of their lack of persistence in creating new plans to take the place of those which fail." ~ Napoleon Hill "Losers visualize the penalties of failure. Winners visualize the rewards of success." ~ William S. Gilbert "I cannot give you the formula for success, but I can give you the formula for failure: which is: Try to please everybody." ~ Herbert B. Swope "A failure is a man who has blundered but is not capable of cashing in on the experience." ~ Elbert Hubbard Looking for a car that's sporty, fun and fits in your budget? Read reviews on AOL Autos.

What types of situational leadership styles are there along the continuum that I will be following this year? We are all at different places with different competencies, myself included! Coaching— high directive and hi support Delegating – low support and lo directive Directing – hi directive and low supportive Supporting— hi supportive and low directive

Six steps to exert influence There are two broad approaches to seeking to shape values in society. One is by being "salt and light" in the world (Mt 5:13,14), where by living distinctively Christian lifestyles we seek to influence those around us, and through this the values, decisions and priorities adopted by our communities. The other approach is to confront a particular value, decision or priority which the Christian community feels is out of place, and this may require a more structured and focused campaign. This page offers a six step approach to run such a campaign, whilst click here to view some thoughts on being salt and light. The six steps below seek to help a leader put some structure around an influencing campaign. This may be related to a specific proposal within a community, or more generally trying to influence the values that the community adopts. This community may be a geographic community : neighbourhood, town or even country, or it may be another form of network eg work or interest related.

1. Know what you're trying to achieve. · Write down some specific aims for your influencing. If possible, make these aims measurable. · These may be related to a specific issue that has arisen within the community, or it may be seeking to change more general values and behaviours. Don't overload with issues - it's better to focus on one or two and achieve something, than make little progress against a broad agenda

2. Decide on your audience and message. · Who are the people who hold the key to achieving your objectives? This may include those with formal responsibility (councillors and MPs), those who can influence them (respected thought leaders and influential organizations) and influential channels such as the media. · What is the action you want them to take, and therefore, what is the message that you need to deliver to them to persuade them to take such action? Can you write it down - physically writing the message down is very worthwhile as it ensures that there is sufficient clarity of thinking. · The same message can be received very differently when delivered by different people or organizations. Taking the time to identify the most credible and capable people to deliver the message is important. In some cases, you may want to focus on people with specific skills, knowledge or position who can speak with authority. In other cases, it is important to seek those who have relevant personal experience.

3. Decide on your communications strategy. · If you are targeting specific individuals, the communication strategy may be more personalised, involving personalised letters, meetings or phone calls. · If the audience is broader, then you might consider an advertising or PR strategy. If so, you might like to look at our media tips. · Alternative approaches could include a door to door discussion campaign, street interviews, production of a booklet or video for circulation, open meetings and web-sites.

4. Use research and good listening skills before stating your case. · When engaging with people, a good influencer will seek first to understand the views of the person you are communicating with. Understanding their assumptions, their concerns, aims and hopes provides you with useful information to shape the way that you present your case. · Research your case to acquire the facts where they are available.

5. View the campaign as building a relationship than trying to win a specific point. · Although the topic at hand is important, it is unlikely to be a matter of life and death importance. Even if you are unable to agree on the point at hand, acknowledge the person's right to differ, and thank them for their time. · When influencing through communication channels other than face to face, make sure your message doesn't alienate those of a different persuasion - as Christians we know that every individual is loved by God as much as we are.

6. Follow-up is important. · If you hold a face to face meeting, send a thank-you note after the visit. · If your campaign has achieved some results - this is another opportunity for PR - writing to people through a local newspaper can be an effective way of acknowledging and thanking them for their support.

NOTE FROM HOLY AMBITION

= Our Definition of Leadership = There are many diverse definitions of leadership. This page outlines a few common approaches, and outlines the definition of leadership underpinning Christian Leadership World. For this site, our leadership definition is defined as "enabling a group to engage together in the process of developing, sharing and moving into vision, and then living it out." We also emphasise the importance of a leader's character and integrity in building up the trust necessary for the leadership to be exercised over a period of time. For Christian Leadership, the importance of prayer must be emphasised - since God seeks to work in partnership with his people, and prayer is the primary channel of communication. Some of the common ideas that others include in leadership definitions include // exerting influence //, // motivating and inspiring //, // helping others realize their potential //, // leading by example //, // selflessness // and // making a difference //. For perspective, we include several other common definitions : This dictionary definition of leadership focuses on the position (singular or collective), tenure and ability of leaders. As such, it misses key points about the purpose and hallmarks of effective leadership. ** Leadership Definition : Peter Drucker : ** The forward to the Drucker Foundation's " [|The Leader of the Future] " sums up leadership : "The only definition of a leader is someone who has followers." To gain followers requires influence (see John Maxwell's definition below) but doesn't exclude the lack of integrity in achieving this. Indeed, it can be argued that several of the world's greatest leaders have lacked integrity and have adopted values that would not be shared by many people today. ** Leadership Definition : John C Maxwell : ** In the [|21 Irrefutable Laws of Leadership], John Maxwell sums up his definition of leadership as "leadership is influence - nothing more, nothing less." This moves beyond the position defining the leader, to looking at the ability of the leader to influence others - both those who would consider themselves followers, and those outside that circle. Indirectly, it also builds in leadership character, since without maintaining integrity and trustworthiness, the capability to influence will disappear. ** Leadership Definition : Warren Bennis ** : Warren Bennis' definition of leadership is focused much more on the individual capability of the leader : "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." ** Leadership Definition : Roman Catholic Diocese of **** Rochester ** : For the purposes of the Leadership Development Process of the Diocese of Rochester, their leadership definition is "the process of influencing the behavior of other people toward group goals in a way that fully respects their freedom." The emphasis on respecting their freedom is an important one, and one which must be the hallmark of Christian leadership. Jesus influenced many diverse people during his ministry but compelled no-one to follow Him. Other perspectives on the essence of leadership can be found on our [|leadership]
 * Leadership Definition : The Collins English Dictionary. ** ( © 1998 HarperCollins Publishers ) leadership (n) 1. The position or function of a leader. 2. the period during which a person occupies the position of leader: during her leadership very little was achieved. 3. a. the ability to lead. b. (as modifier): leadership qualities. 4. the leaders as a group of a party, union, etc.: the union leadership is now very reactionary.

include component="comments" page="LEADERSHIP" limit="10"