How to Make Great Decision without any Clarity

As a leader, have you ever struggled with a decision?

If you lead or have ever led anything, the answer is unequivocally “yes.” Making decisions is crucial to leading. Making decisions is an inseparable part of leadership. Leaders who cease to made decisions abdicate their leadership.

Of course, some decisions are obvious, some are more challenging, and some are absolutely daunting. The decisions leaders face during times of transitions, whether personal or organizational, are often the most difficult. The reason is simple:

Transitions bring cloudy conditions.

Great decisions are only possible when we have clarity — clarity of the situation, problem, possible solutions, and ramifications. Clarity is essential, but as every leader knows, when seasons give way to what’s next, the transition creates conditions that work directly against clear decisions.

Transitions are cloudy because they happen between what is known and what is next. What is known is often clear, but what’s next is typically new. New always has an element of unknown, and unknown is often unclear. It’s like driving our car into a dense fog. When you can barely see, it makes driving nearly impossible. If the fog grows dense enough, moving forward ceases to be a viable option.

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How to Make Your Next Sermon Pressure Free

Are you communicating this weekend?

Maybe preaching at your church? Speaking in a student ministry? Or even training or casting vision to volunteers.

I am, and it got me to thinking…

No matter the environment, the audience, or the type of message, communicating in any spiritual context brings a unique pressure. It’s a pressure that only communicators in the church can fully understand.

When I worked in the marketplace, I communicated quite a bit. I made sales calls, staged product demonstrations, presented data and strategy analysis, and even occasionally spoke to larger audiences about our business, our competencies, and our industry.

None of these moments compare to what happens in ministry, though. There is such a unique weight in any ministry communication. The pressure comes from many places:

  • God: Let’s just start where everything in us as pastors and teachers should start. It doesn’t take more than a cursory reading of James (among other Biblical books) to feel the weight of our position. And we should feel the weight. If we don’t, we apparently aren’t taking our position as seriously as God does. When we stand in front of people to encourage, admonish, or anything in between, we represent more than just our opinion. That’s pressure.

“Not many of you should become teachers, my fellow believers, because you know that we who teach will be judged more strictly.” James 3:1

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How to Make a Guest’s First Sunday Count

Sure, you have a mission statement for your church.

We do, too. I bet our statements pretty much say the same thing, with only a variation of adjectives and action verbs. After all, God sort of gave us the statement in the first place.

Having a mission statement is obviously important, but ensuring the mission statement comes to life is more important. How we design for that is important. After all, if what’s written on the wall isn’t happening down the hall, then what good is the statement after all?

I recently heard a story that so beautifully illustrates the power of taking the mission personally, and it was birthed from our organizational design. I’d love to share it with you, because it was a massive reminder to me of what’s at stake very single Sunday in our churches.

A few weeks back a brand new guest came to Woodstock City Church (where I serve). She was new to church. Not just new to our church, but I believe new to church. Although she is married, she came alone this day. As she entered the doors, a volunteer at our New Guest kiosk greeted her (let’s call her Amy). We have kiosks just inside the doors of every entry point at our church to answer questions and help new guests navigate our building. After talking with the new guest for a short while, Amy offered to give her a tour of the building, getting to know her more along the way. As they walked by Waumba Land (our preschool area), the new guest shared something very personal — she had lost her pre-school child. Through the obvious emotions of that moment, she confessed she didn’t know where else to turn, but knew she needed to turn somewhere, so she came to church. Our church.

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How to Focus Your Leadership in the Spaces You Control

As a leader, what is within your sphere of control?

That is a critical question to ask, because if you don’t know what you can control, you can’t be sure where you can fully lead.

The question matters, because true leadership does require an element of control. I would argue that without any internal locus of control, we are at best managers for the leaders who are in control. This explains why we (and me) desire control within what we are responsible to lead.

I serve as a Campus Pastor within North Point Ministries. That means that I have full control over some things, partial control over others, and no control in certain spaces. No matter what your title, like me, your locus of control varies from space to space, decision to decision.

Maybe it’s just me, but I have a tendency to hyper-focus on what I can’t control, forgetting all that I can control. I want fully control, but full control is never fully available, no matter what your title. Unfortunately, the areas where my control is limited tends to mentally override the places where I do have majority control. That’s a leadership dilemma, and I’m convinced it exists for all leaders. One solution is to stop worrying about control, but that’s a terrible goal — and if you’re a leader, it’s not possible. Leaders want to lead, and leadership requires some control.

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Choosing to Grow Before You Go

Have you ever been frustrated to a point where going felt like the best option? Or maybe the only option?

You were…

…Frustrated with a relationship, and you just had to get out.

…Frustrated in a marriage. So you walked out.

…Frustrated with a job. So you quit.

…Frustrated with your lack of progress. So you dropped the gym membership and grabbed a candy bar (sorry, was that too close to home?)

We’ve all been there. Most of us too many times to count.

The frustration to leaving conundrum is very real and very visceral. At times leaving is absolutely the best option. But not always. For now, let’s focus our energy on workplace frustrations.

I’ve never met a person who’s lived a life free of work-related frustration. As an emotion, frustration drives us to make many decisions. Not necessarily good decisions, but decisions none-the-less. Of all the decisions we face in the midst of our frustration, decisions that seemingly remove the frustration come to us first.

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A Much Better Way to Respond to Unsolicited Advice

Does everyone seem to be an unsolicited advice giver in your church?

I mean, how often do you hear, “Can I give you just a small suggestion?

I get it. I critique everything we do, as well. When you are a part of something, you want it to be great. When you serve and give to a church, you want your time and resources to be leveraged in the best way possible. Unfortunately, “great” is quite subjective. Every opinion is just that — an opinion. Good, bad, or terrible. (Insert pithy quote about armpits and … you know the rest.)

“The music is so loud.” “Too quiet.” “Too bassy.” “Not thumping enough.” 
“The sermon is too long.” “Too short.” “Not helpful.” “TOO helpful (substitute convicting).”
“It’s too crowded.”
“Somebody sat in my seat.”
“There wasn’t enough … Scripture, songs, parking, coffee, snacks, blah, blah blah.”
“There was too much … Scripture, songs, parking, coffee, snacks, blah, blah blah.”

I’m sure everyone means well, but hearing this week in and week out doesn’t do my heart well.

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How Leaders Can Stop Hogging the Hero Moments

One-Sentence Summary: Every leader wants to be a hero, but rather than hog the hero moments, great leaders empower others to be heroes. 

As a leader, have you ever been a hero to those who follow you?

Maybe you were the bearer of great news. Or maybe you served or loved them in an unexpected way. Maybe you gave them a job!

Most point leaders have the opportunity to be a hero with their staff from time-to-time, but what about the other “leaders” in the organization?

It’s an important question, because there are lots of people in every establishment leading something or someone. On our church staff, nearly everyone leads a staff team and/or volunteer team. Not everyone, but nearly everyone. There is one point leader, but there are nearly 65 leaders.

What I see too often (and maybe you’ve see this a lot, too), is point leaders hogging the hero moments while lower-level leaders are forced to handle the day-to-day, non-hero stuff. And unfortunately, there’s not too many “hero” moments day-to-day.

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Because Hiring Diverse Strengths Is Not Enough

Every leader knows that a well-rounded staff makes for a better organization. As a leader, you desire to have a diversity of skills, capabilities, and even personalities on the team. You want a leadership team to provide different perspectives. You want a leadership team to contain unique individual abilities. You want an overall staff built upon a healthy diversity of talent.

You want people with financial strengths, administrative strengths, people strengths, and creative strengths. You want leaders around you who are feelers, doers, thinkers, strategist, contemplative, and decisive. You need this as a leader. And your organization needs this to be successful.

That should be easy to accomplish, right? I mean, all you really need to do is hire for strength and personality diversity. Not diversity of chemistry — we all need to love the people we work along side — but diversity of talent. Diversity of abilities. Diversity of personality.

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Unplugging the Microwave of Success

Have you heard the soundtrack to the hit broadway musical “Hamilton?” If you’ve seen the actual musical, just keep that to yourself — intentionally causing envy is tantamount to envy, itself.

The music is quite spectacular. And historically insightful, too. My kids are way more knowledgeable about the Founding Fathers due to our time in the car together. It makes me question everything about my school upbringing! Hip hop trumps note-taking all day long.

Production aside, Alexander Hamilton was quite an amazing guy. He accomplished much, including establishing one of the first banks in America, the Bank of New York. Here’s what made me take a step back while jamming along to the soundtrack — it took Hamilton seven years to establish the bank’s charter. I know, the local community bank went up in a months time, and that seemed like forever in today’s world, but think about that for a moment. Seven years. That’s a long time to focus on something. Anything.

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Do Labels Limit Potential?

Do you have a label maker in your workplace? Or maybe at home like I do? A small little printer with only one purpose in life: labels. My wife really loves label maker, which explains our pantry. She’s labeled every bin, which felt like overkill until I needed to distinguish between powdered sugar and all-purpose flour. A light dusting of flour on your pancakes isn’t a good as you probably imagine!

My wife isn’t alone in her love of labeling. People by nature love to label things. You have probably labeled something today — or many somethings. Not necessarily physically, but mentally. And that could be a good thing. Labels are helpful. And labels give context. A label describes what we know and what we can expect. Powdered sugar or flour. Black beans or green.

Here’s where labeling goes downhill. Unfortunately, as a leader, our propensity to label things often transfers to labeling people. We do it for the same reason as the bins in my pantry — labeling people gives us context. It helps us understand who people are and what we can expect. We label people through personality test, which is often helpful, as these types of tests give us context on how to best lead individuals individually. We label people’s roles though job descriptions and titles. Again, helpful for us and the person on the other end of the role. If we could stop the labeling there, maybe all would be fine. But we don’t. In fact, it’s as if we can’t. We love context too much to stop with personality characteristics and job descriptions.

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