“Do as I say, not as I do” say’s the parent to the child who is watching their every move. Leaders may not say it, but their actions show inconsistencies in their leadership. How can leaders truly be trusted is they are not willing to change themselves? How can leaders breakthrough the wall of resistance if they are not willing to engage their employees, dispel the fear factor, and allow themselves to be vulnerable?
Rick Maurer in Beyond the Wall of Resistance starts chapter one with a quote from George Barnard Shaw, “Progress is impossible without change, and those who cannot change their minds cannot change anything. This quote speaks volumes, because so many leaders want change, but they are not willing to change their mind. They only want to change others to fit their mold rather than leading by example and engaging the people.
Maurer shares four biggest mistakes leaders make when it comes to change: Mistake 1: Assume that understanding equals support and
We recently had a church meeting to articulate changes that will affect the church’s future. This chapter came in handy because I was able to engage the congregation by asking the necessary questions to get their buy-in before actually setting the change in stone. Although I ready to implement the change, it was not executed until the congregation saw it the benefits and rewards. This practice is not always the best way, because time may or may not allow it.
Mistake 3: Fail to appreciate the power of fear. Maurer says “leaders should treat fear like death” Leading by fear and intimation creates a tense and solemn environment that could lead to a decrease in productivity and support. In my opinion, fear could be the quickest way to kill the success of an organization. Fear breeds slower production, slower production breeds a decrease in volume, and a decrease in volume breeds a decrease in
One may wonder exactly what it is that qualities a strong leader possesses. A strong leader is determined, and strong willed. They must be of good judgment, and without bias. They cannot easily be persuaded, and they are firm, yet at the same time, a good lead must also empathize with his subordinates, and have the best interest at heart for said subordinates, at all times. However, with that being said, a good leader cannot be afraid to discipline his subordinates when necessary. Unmistakably, being a leader is a very difficult feat – one which not everyone can accomplish. A leader must be an authority, a friend and a counsellor, all at once. They must be responsible, and always take into account the disadvantages of a situation. Not everyone is suitable to be a leader, whereas, just about anybody can be a good role model.
In my paper I will talk about my visit to The Community Church at Murphy's Landing (CCML). I have chosen this particular Church because it is a family church type and my neighbor goes there and she encouraged me to go with her. I went there with my neighbor on April 6, 2014.This church is an appropriate for this assignment because the people there are welcoming me with an open heart and they are willing to help and provide me with information. When I visit the Church’s site I read these words “We know visiting a new church can be intimidating. But, we want to help you to be as comfortable as possible when and if you join us”. The people gather in the church weekly to glorify God in joyful worship. The expressions of worship on CCML take many forms a prayer, a hymn of reverent awe, a guitar ringing with a chorus of praise, or a warm handshake and a welcoming smile. Their weekly services begin at 9:30 each Sunday at church. Also, they have weekly podcast if anyone wants to listen online. They have many types of services for parents, kids and students. People at CCML were so friendly; they gather around me and start welcoming me, one by one. People there introducing themselves to me, one after another and provide me with their contact information and help. Then we start talking about the church services and Christianity in particular. The mission of CCML was knowing, growing and loving. They seek to live out our mission by worshipping together as a local community of believers, growing in spiritual maturity through discipleship, education, and small groups, caring for one another within the context of the larger church body and small groups, and Communicating the love of Christ to our world, both through local outreach and global mis...
churches asked the question, “What do I need to work on to improve my functioning within the
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
"The leader must understand that he leads us, that he guides us, by convincing us so that we will follow him or follow his direction. He must not get it into his head that it is his business to drive us or rule us. His business is to manage the government for us."-- Theodore Roosevelt
“Reaching Out without Dumbing Down” seems to be constructed for the church leader, elder, or pastor who is considering altering their current, historic worship style for a more modern one that may attract greater numbers of unsaved people. She provides excellent standards to help Pastors and Worship Leaders plan, execute, and evaluate worship services. These same standards provide a great opportunity to educate the church family on the reasons behind the use of certain worship elements. Although written for church leadership, the everyday church member would also benefit from understanding the very concepts that Dawn is directing at God-empowered leaders.
The aim of this approach is to clarify how leaders balance these two behaviors in order to lead
I agree with Kitchens, Mead, and Roxburgh who all basically say in their own way that one change in ministry that we need to focus on more is the congregational life of the church. However, I think Mead explains it best when he says that the future church must be more intentional in the spiritual formation of its laity (Mead, location 919). According to Mead, the church is moving towards becoming a more missional institution that cares for the needs of the community. Therefore, oftentimes laity will be the ones on the front lines and will need the capacity to minister to people on their own without the help of clergy. In order to do this they will need more directed and intensive training to deal with...
Change is inevitable and bound to happen in all aspects of life including business. Although change is important in an organization, it can also be seen as a strength and weakness. Effective leadership is about mastering change. One must be willing to change in order to grow and be successful. This paper will compare and contrast Kotter and Kurt Lewin step in their change management models. Furthermore, it will elaborate on the concepts and explain whether these methods can be used at the same time. In addition, this paper will include a Christian worldview of the information discussed and how it relates to the change management models.
What often is overlooked is that the demands on today’s leaders have become incredibly complex broad in scope. Contemporary society is less responsive to the appeal of great man leaders and is less willing to play a docile follower role,...
A leader can’t simply say – trust me, trust takes time to build. People trust us when they see some value in us. When we take care of others, sacrifice something, show value to something, or do something for others? Its then we are valued by others and trust is gained from it.
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
Robert Bruce Shaw, in his book Leadership Blindspots: How Successful Leaders Identify and Overcome the Weaknesses That Matter (Jossey-Bass, April 2014), explains the most common blindspots he has seen while working as an executive coach for many professionals. Shaw noticed that unseen weaknesses occur in four areas: self, team, company, and markets. In this book, Shaw is trying to help leaders identify weaknesses, threats and other vulnerabilities that can negatively impact a leader 's effectiveness, results, and career. Shaw explains how blindspots work and why they persist, but also provides techniques for identifying them and taking action before they create lasting damage. This book provides some insight into how a clearly good decision made at some time can end up being a killer decision in the end. Shaw shows how good judgment is built on bad judgment, which means that you learn mainly as a result of your mistakes. According to Shaw 's experience, mistakes may happen everywhere within a company or organization, including those made at the top level. Mistakes happen for a variety of reasons, including a lack of adequate information at the time the decision was made and, in the end, simply a wrong choice made by the leader.
into a richer experience of worship and a more effect life of service" (Crabb, 1977, p.31). The method to establishing an
As John P. Kotter suggests in his article "Leading Change: Why Transformation Efforts Fail," not establishing a sense of urgency is a number one failure for leaders. Lacking a great enough sense of urgency, senior managers in Engineered Woods Division did not cooperate in moving the division from commodity to a specialty business and the efforts remained fruitless. This was a leadership issue that few members of senior team were motivated and passionate about the transition.