Tag: Evangelical Seminary

Learning Leadership…the Adventure Begins!

For those of you who’ve been reading for a while, I’ll update you on the last few months.

• I’ve been blogging, with a focus on helping those who lead, create, and communicate.

• I became a Communications Consultant which then lead to a Director of Communications position.

• I enrolled in a graduate Leadership program which starts in January (yes, Masters Degree # 2. I’m a 100% Certified NERD!)

So, what does the last part mean for this blog?

As some of you know grad school is very demanding. Well, I’ll rephrase that: My graduate school is REALLY demanding. I got my first Masters Degree two years ago and I’ve never worked harder in my life. I read about 2,700-3,000 pages of text per course. At 3 credits a pop I logged on 57 credits to finish. My eye glass prescription showed it too! But, I love to learn (informally and formally) and I’m at it again!

I considered a 1-2 year blog writing hiatus. Trust me. I really did. 

However, I got to thinking, “Can I merge the blog and my education somehow, and maybe bring along some readers and friends for the ride? Probably.” We could all learn a lot and have some fun this way, I think. I’ll be developing a  CADRE to test out ideas and put some learning into practice with a group of committed online cohort. I hope we’ll even get to have a vacation retreat together…but more on that later!

I’ll be starting my reading early, and when classes run for 9 weeks, they will be primarily conducted online. About every 9 weeks I’ll be on-campus for a weekend learning residency. I’ll be excited to share what I’m learning.

So, as soon as I get my books, I’ll be posting on those topics and my thoughts as I work through them, and asking you to come along with me as much as you possibly can.

If you’d like to upgrade this experience (for both of us), buy/download or borrow some of the books on the list (below) for yourself and we’ll do this together.
The first book I’ll be reading is by Henri Nouwen,
In the Name of Jesus: Reflections on Christian Leadership (click title for book link)

We’ll start there soon.

(my) Required Course Materials for SF665:

 

  1. Barton, Ruth Haley. Sacred Rhythms: Arranging our Lives for Spiritual Transformation. Downers Grove: InterVarsity, 2006. ISBN: 978-0830833337
  2. Benner, David G. Soulful Spirituality: Becoming Fully Alive and Deeply Human. Grand Rapids: Brazos, 2011. ISBN: 978-1587432972
  3. Calhoun, Adele Ahlberg, Spiritual Disciplines Handbook: Practices that Transform Us Downers Grove, IL: InterVarsity, 2005. ISBN: 978-0830833306
  4. Hagberg, Janet and Robert Guelich. The Critical Journey: Stages in the Life of Faith. 2nd ed. Salem, WI: Sheffield Publishing, 2005. ISBN: 978-1879215498
  5. May, Gerald. The Dark Night of the Soul: A Psychiatrist Explores the Connection Between Darkness and Spiritual Growth. San Francisco: HarperOne, 2005. ISBN: 978-0060750558
  6. Nouwen, Henri. The Inner Voice of Love: A Journey Through Anguish to Freedom. Reprint ed. (New York: Image Books, 1999). ISBN: 978-0385483483
  7. Rollheiser, Ronald. The Shattered Lantern: Discovering a Felt Presence of God. New York: Crossroad Publishing Company, 2005. ISBN: 978-0824522759

Below is the link to syllabus for the first class.
A second class runs at the same time for a one year period.
To read/download them click the class (link) and scroll to the bottom of the page. Then, click download.

first class
SF665 Christian Devotional Classics
Download (411 KB)

year-long class
SF549 Spiritual Formation and Leadership I
Download (366 KB)

Required Course Materials SF549

 

Bonhoeffer, Dietrich. Life Together. San Francisco: HarperOne. ISBN 978-0060608521.

(Other editions are acceptable).

Holder, Arthur, ed. Christian Spirituality: The Classics. London: Routledge, 2010. ISBN 978

0415776028

Nouwen, Henri. In the Name of Jesus: Reflections on Christian Leadership

Longman and Todd, 1989. ISBN 978-0232518290

Sheldrake, Philip. A Brief History of Spirituality. Malden, MA: Blackwell Publishers, 2007.

ISBN 978-1405117715.

On Finding a Mentor

Today as a regular contributor at the Deeper Leader Blog, I’m linking in with them, and tackling the topic of Mentoring today.

I’ve always seen the value in having the aid of someone a bit further down the road from me.

As a kid, camp counselors provided this a bit. In undergraduate school, my academic advisor turned out to be a helpful voice in my life, and in my profession, but not someone who had a heart for God. At church, I had prayer partners, and in graduate school a few ladies had mentoring qualities I really appreciated. None of them though really nailed what I was looking for. It took over ten years to pair up with a trained spiritual guide that made sense for me.

It happened in a most unexpected way. I went outside of my Christian tradition (Evangelical) and attended a very enriching day of personal guided prayer at a Jesuit Spiritual Center during the season of Lent. There I heard Sister Maria and I thought, “This woman is like a female Gandalf. I need her!”

But she was booked in that area and could take me on. :(

I continued speaking with her and asking for her help. Maybe she had a clone I could work with, I suggested.

But she didn’t have a clone and thought that was a strange idea to be cloned in the first place.

She did send me to a lovely, wise, grandmotherly woman who became my formal spiritual director, and I continue to meet with her each month.

Like a thought it would be, the benefit of a mentor is invaluable.
A spiritual guide, companion, advocate and advisor with maturity has incalculable worth in our lives. It’s no wonder that so many leaders fail, or ministers fall off into affairs, pornography or other addictions so readily. They don’t make guidance a priority. The accountability and advocacy that a spiritual guide brings doesn’t remove the bumpy pathces, but it certainly makes them more bearable!

It took me over 10 years to find one, but it was worth it.

For those who seek a mentor I have some advice:

• KEEP LOOKING! (push discouragement aside!)
• Ask around. A lot.
• Find a spiritual center that trains spiritual companions
(Evangelicals do not seem to have this in ANY abundance, but Catholics are really into it.)
• Make the first move, (don’t wait to be asked by a mentor, approach him or her)
• A directory of spiritual companions may help find you someone, but if you don’t find a good fit on the first try, keep looking.

Don’t know where to start? Here’s a large directory (international, with various spiritual traditions included)
at Spiritual Directors International.

What about you? Have you ever had a mentor or spiritual guide? If not, what do you hope for in a mentor?
Share your story at the Deeper Leader Blog, or read what other have to say.

Depth in Leadership is “Special Sauce”?

Probably the first thing people think of with “Depth” in Leadership is experience and know-how. Good stuff….but I think there’s an undervalued “Special Sauce” to Leadership …more on that in a minute.

Here’s the important and obligatory mention of the impetus for this post:

I’m contributing to this week’s new Deeper Leader Blog topic “How Do We Define ‘Depth’ in Leadership?”

 

The Deeper Leader SyncrhoBlog sponsored by Evangelical Seminary is running September 24-28th. (A new topic will be offered up for contributions once or twice per month. It’s a great place to read fresh ideas, get inspiration, learn some things, or join in anytime.)

Remember, you are invited and encouraged to add your voice to this dialogue too by commenting here, or over there, or linking up your related article if you write one. Go here for more details to get started. 

The Special Sauce

I’m not sure why I said it like that. I guess I’ve landed on something: The loudest leaders aren’t the best at it. Not usually.

Sure, the leaders who get the gigs and have the awesome bio paragraphs, big numbers and impressive sounding credentials seem the most successful. But, I’ve been most transformed and most influenced by the “nobodies”. The ones with quiet and stable wisdom.

I have a rather introverted spiritual director, for instance. She’s grandmotherly and loving. Though she’s formally trained and experienced she won’t be featured at the upcoming Catalyst conference, trust me. She won’t be recognized by “big shots”, nearly all of whom are men, by the way. Perhaps she doesn’t fit their paradigm for leadership experts.

It’s her consistency, character, and depth of understanding that make her easy to follow. I trust her. I listen to her wise words. I soak in her tidings.

ALPHAS

In a world of big burger alpha leaders we can forget about the Special Sauce. The stuff that makes ordinary people worth trusting and following. It comes from battle-tried life experience, courage, and the willingness to care, help, and listen.

It’s funny too because popularity in leadership seems arbitrary. Dave Ramsey, for an example, is all about Leadership (as well as finance). He even coined a term for his leadership training called “Entreleadership”. He’s at the top of the pile with courses, podcasts, books, and resources out the wazoo. I’ll bet he helps a lot of people with all of it too. Yet, when I listen to him on his radio show, I’m not sure I’d like to spend a full evening with the man. Even though I think he’s aces with financial freedom advice, I don’t think he’s earned trust within me like my lowly mentor has done so easily. I’d have to spend time with him to figure that out for certain, of course.

Depth is best seen when when know someone. Their influence may be like a secret special sauce that goes unnoticed but changes everything.

That’s depth that makes a positive difference.

Leadership Week [DAY 5] The Balancing of Excitement and Consistency

Are you considered an Exciting Leader or a Consistent one?

It’s hard to balance both.

This is the last post for this week’s topic at the Deeper Leader SyncrhoBlog running September 10-14th. A new topic will be offered up for contributions and discussion later in the month.

Remember, you are invited to add your voice to the greater dialogue too. Go here to get details, a spiffy Badge, and get started. I’ll be sure to check for your link and read your contribution, and others will too.

Once upon a time…

I had a boss. She was a pioneer; she was inspiring.

Back when email accounts were rare, and big companies had to be heartily convinced that a budget for a website wasn’t foolish, she hired me after merely looking at my portfolio and resumé in an email document.

We never met.

There was no on-site interview.

She just called and told me she wanted me after an email exchange. Boom. I was hired.

This was unheard of.

She mentioned this strange and new-fangled hiring fact in a speech to show how fast things were changing through innovations in technology. She was ahead of her time.

I thought working for her would be exciting. We were breaking into new technological territory each day, and she saw a bright future for us. But, she turned out to be capricious and inconsistent. No one knew what she would say or do next. It was hard to follow her or to trust her because she was so unpredictable. Turnover was high and people were often fired as soon as things went wrong.

This is not uncommon in Leadership.

It’s tricky to be a Leader who’s exciting and inspiring and yet one who uses consistent leadership methods that help people follow well.

Leaders, it’s important to be predictable, especially in our character and responses.

If people can’t tell how you’ll react, or if immaturity has you all over the map, your leadership will erode. You’ll lose support. Failure is imminent.

In both of New Gingrich’s recent bids for the White House his team complained that while he had inspiring and innovative ideas, he was hard to follow. He’d bounce from one objective to another and go with his gut without communicating what he was thinking or going to do. At one point a mass exodus happened in all the top positions of his campaign. Poor leadership.

On the other hand, someone like long-time politician Bob Dole was so consistent that he was utterly uninspiring to those he hoped to lead. He failed to generate enough excitement for his ideas. No momentum. Failure.

Inspiring vision beyond current circumstances is vital.

The balance is a tough skill set to master. It comes through trail and error and personal growth.

Check yourself.

Are you both inspiring and consistent?

How could you even this out?

Read the 4 other entries for this Leadership Week series, and please pass along a link to this page so others can tap into the information.

Thanks for coming today.

Leadership Week [Day 4] Why Leaders Need Limits

What happens when a Leader imposes a term limit on him or herself?

A few things and they’re all good.

Again today, I’m a Contributor at the Deeper Leader SyncrhoBlog that runs September 10-14th.

You are invited to add your voice to the greater dialogue too. Go here to get details, get your spiffy Badge, and get started! I’ll be sure to check for your link and read your contribution, and others will too.

George Washington had a brilliant idea about his job as a leader: impose term limits

Although George Washington had the character and credibility to be President as long as he desired, he saw the dangers inherent in keeping the same position of leadership for too long.

It’s rare that a leader will have the wisdom to limit his or her position, but it creates some things vital to the long-term success of the organization.

A corruption of power is the most obvious reason leadership needs limits, but some other vital reasons apply.

Freshness A organization is essentially locked into the era in which it was created. Organizations naturally lose momentum. Most Presidents accomplish far less in their second term, and shakeups at companies are sometimes the only thing that truly incite needed positive growth. Apple is a prime example. When Steve Jobs left Apple he gained perspective. It floundered without him, but when he return success was assured. Most leaders grow complacent or uninspired as time goes by, even without knowing it. Having a break is good.

THIS IS CRITICAL to KNOW:
The ability to evolve and adjust to changing times and circumstances decreases the longer that organization exists. The tendency to stay with what has worked works against innovation and growth. Two things that are critical to organizational health, development, and future success.

Authentic Succession
A planned shift in leadership energizes a group and creates opportunities for new vision. Studies, like this one, show that most organizations don’t have any legitimate succession plans, even at places where CEOs only last for 3-5 years.

Churches do the same sort of thing, but far worse. They don’t see that new leaders take over and move into position until a big problem or gap exists. Crisis mode determines succession in most cases. It’s regrettable.

Commitment
If you knew that your leadership post, say in a church or in a community organization, would only last 2 years, would it make it easier to accept the position? Would you put in more devotion and energy knowing that you were installed for a set time? I know I would! Sometimes positions of leadership are simply filled by the closest warm body who’s willing to do it, not by the most talented person for the job.

Organizations often find it difficult to get dedicated leaders, but sometimes this is because commitments necessary for the job are vague or appear too long-term to be desirable. The most talented person passes on the offer to lead. But what if the norm was term limits? What if you could tell an upcoming leader, “You’re perfect for this job, and we need a full commitment for a year, and then we’ll let someone else have a turn.”?

Accountability Nothing improves performance more than when a person has boundaries and healthy oversight. It’s said that the Broadway Show Spiderman, which spent over $80 million and nine years in production, was a total flop because creative limits and other typical boundaries weren’t never in place. It failed to open six times. When it didn’t it was plagued with problems.

With free-reign productivity falters and needed decision aren’t made.

Boundaries on time, resources, and other parameters actually help, not hurt, projects and organizations. Creativity and resources focused on solving specific problems that limitations offer. Limitations create tangible possibilities. The result is innovation and progress. A limit on the parameters and length of  power is very important too.

So, ask yourself….Where could you limit your power?